Organizational

Performance

Measurement

WCO Knowledge Academy for Customs and Trade

Brussels, Belgium

1 - 6 July, 2019

Ongoing monitoring and report of progress

Purpose and Objective

2

Organizational Goals

Output

Outcome

Goal

Strategic

Action Plan

Operational

Action Plan

“IAT”

3

Performance Measurement

Accountability

Transparency Integrity

What are the key objectives central to the organization’s overall future

success?

What are the activities for accomplishing strategies and plans?

How does it assess and measure the performance of these activities?

What is the target of performance to be achieved?

What are the information flows?

4

Elements of Chain

5

Input Activity Output Outcome

What

resources

are used?

What is

done?What is

delivered?

What is the

anticipated

change?

Inputs Activities OutputsImmediate Outcome

Intermediate Outcome

Ultimate Outcome

EfficiencyEffectiveness

E.g.

6

Activities

Feasibility Studies conducted at the

borders to identify bottlenecks

Review of SOPs to reduce number of

agencies and support ‘one-stop-

shop’

Revision and amendment of legislation to

support ‘one-stop-shop’ control

OutputsNew legislation

and SoPs

“one-stop-shop” principle applied

to optimize control

procedures

Immediate Outcome

responsive and accelerated

procedures at the border

Increased compliance

Intermediate Outcome Trade increased at the border

Ultimate OutcomeEconomic and

revenue benefits

To focus on the critical areas in achieving desired outcomes

KPIs

7

S

M

A

R

T

Specific- what exactly is an indicator of success?

Measurable - can you track your KPIs?

Achievable - are KPIs realistic?

Relevant – do your KPIs reflect the overall goal?

Time-bound – when should KPIs be met?

Principles for Identifying KPIs

8

• Clarity of purpose

• Focus

• Alignment

• Balance

• Regular refinement

• Robust

KPIs

9

numerical valuesjudgments, opinions

and attitudes

"performance drivers" that create conditions

for future success

what has happened after an event

10

• to look over the existing list of hundreds of indicators and pick a few

• “Fresh”

• to be guided by inputs and outputs

• to be guided by outcomes

• To be used simply because they have been used previously

• “Refreshed”

valid and reliable data

baseline data

Data

11

Primary data

KPIs derived from

Source of Data

Data Collection Method

Timing and Frequency of Data Collection

Validation of Data

Data Management

12

Identify strategic objectives to be the desired outcomes

Specify the core outputs that deliver the objectives

Categorize KPIs

Complete the recommended Indicator Data form

Designing KPIs

13

KPIs Questions

Title Name of indicators

Purpose Why is it being measured?

Object What is being measured?

Metric What is the definition?

Data requirement Where will the input data originate?

Data collection method How will the data be collected?

Responsible Who will collect the data?

Timing How often will the data be collected and

responded?

Ownership Who needs the data?

Linkage Is the indicator associated with another

indicator?

14

Building KPI

Objective: Economic and revenue benefits

Activity Output Outcome KPIs Source

immediate intermediate Ultimate

Feasibility Studies

conducted at the

borders to identify

bottlenecks

Review of SoPs to

reduce number of

agencies and support

“one-stop-shop” control

Revision and

amendment of

legislation to support

“one-stop-shop” control

New legislation

and SoPs

“one-stop-shop”

principle

applied to

optimize control

procedures

responsive and

accelerated

procedures at

the border

Increased

compliance

Trade increased

at the border

Economic

and revenue

benefits

Responsiveness

accelerated at border

Legitimate trade flow

advanced

Economic

competitiveness

expanded

Customs

automated

information

system

Business

Satisfaction

Survey

TRS Report

Doing Business

Report

XXXX

15

XXXXPerformance Measurement Scope

Performance Measurement Scope

Issues Criteria

KPIs meaningful data of formation on outcomes

related to the accomplishment of the

organizational objectives

Performance Measurement Approach The source of data and the methodology of

data analysis and data validation to

measure and analyze performance

Performance Measurement Log frames Sufficient description of:

Activities (what will be done?)

Outputs and expected outcomes (what

will be achieved?)

KPIs (how to know the objective reality?

Source of data (Where will the input

data originate?

Performance Measurement Evaluation

Areas of Concentration:

Relevance

Success

Cost-effectiveness

16

Evaluation

Evaluation Scope

Issues Criteria

Evaluation items Necessity to address relevance, success

and cost-effectiveness

Mid-term evaluation The delivery of the expected results to be

reviewed in case of changes of priorities; in

case of inefficiency of the relevant action

plans; The necessity to review the KPIs

Final Evaluation The degree to which the respective

outcomes have been achieved to

determine the contribution to the

organizational objectives

XXXX

17

XXXXPerformance Measurement Cycle

Identify KPIs

• Determine scope

• Consult with stakeholders and staff

• Develop guiding principles

• Develop definitions

• Inventory of existing data sources

• Select balanced combination of KPIs

Develop KPIs

• Design KPIs

• Draft simple project plan

• Conduct pilot project

• Monitor collection and reporting

Use KPIs

• Performance monitoring of areas

• Analyze performance of work areas

• Review efficiencies and effectiveness

• Review KPIs

• Make decisions

Develop KPIs

Use KPIs

Identify KPIs

Targets for performance improvement

Visible problems opportunities for improvement

Reduced costs and improved efficiency

Basis for informed decision-making

Successful customs reforms and modernization

Attracting donor funding

Why Performance Measurement?

18

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19

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Thank you for your attention

Maka KHVEDELIDZE

Technical Officer

Capacity Building Directorate

Email: Maka.Khvedelidze@wcoomd.org