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Shin KimSenior Research Fellow Korea Institute of Public Administration
22 June 2015
Korean Framework on Performance Management
International Seminar on Performance Management for the Public Sector
22 June 2015, Colombo, Sri Lanka
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Overall Structure
949 Action Plans
Vision
Goals
Strategies
Tasks
Acion Plans
20 Policy Strategies
5 Goals
100 Policy Tasks
The 100 policy tasks come under 20 policy strategies aimed at achieving the government's vision.
To implement the 100 policy tasks, the government also set forth about 949 detailed action plans.
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• Per capita income ($30,000 above)• OECD Country• Economy Size (Top 50 Countries) • Top 10 Competitiveness
16 Country
Or
• G7 Country
10 Country
• USA• UK• Japan• France• Germany• Canada• Denmark• Sweden• Switzerland• Netherlands
Target Countries
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Gap Analysis Comparison Between Korea and Top 10
Law
& O
rder
RankingIm
age
Firm
Eth
ics
Firm
Law
Gov
ernm
ent
Fina
nce
Labo
r Rel
Econ
omy
Infra
Une
mpl
oySc
i. In
fraTe
ch In
fra
Top 5
Average of Top 10
Korea
Most Differences in Software Areas
Differences
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Public Opinion National Survey for Visioning (2008. 4)
Areas Needs for Policy Efforts (Multiple Response)
Global Competition
Many Koreans think we are below middle
level countries.
Education
Welfare
Quality of Life
Politics
Security
Public Service
Judiciary
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Goal Setting
Hopeful KoreaIn Harmony
VISION2030
Advanced Country
Vision
• For a Government Serving the People• For a Lively Market Economy• For Active Welfare• For a Country Rich in Talent• For a Global Korea
Goals
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Policy Strategies & Objectives
For a GovernmentServing the People
• To make the Government frugal and competent• To expand decentralization and revive local economies• To establish a trust-based society governed by the rule of law • To make the country safe and to ensure the peoplecan live without anxiety
For a LivelyMarket Economy
• To drastically improve the investment environment• To sharply streamline regulations• To create new jobs through green growth• To promote new growth engines and the service industry
For Active Welfare
• To lay a foundation for the lifetime welfare of all the people• To customize welfare benefits • To stabilize the lives of ordinary citizens and guarantee stable housing • To make all people feel rewarded for their work
For a CountryRich in Talent
• To strengthen educational autonomy and expand educational diversity• To expand educational benefits• To nurture a world-class talent pool• To develop science and technology that will lead the country into a better future
For a Global Korea
• To establish a new peace structure on the Korean Peninsula• To place priority on the national interest while pushing pragmatic diplomacy balanced conducive to the good of all peoples• To construct a solid, advanced national security system• To evolve Korea into a country with good character that is respected widely
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1. Gap For a Government Serving the PeopleRole of Private Sector in Public Service
Government Effectiveness (IMD, 2007) Among 55 Countries
Korea USA Canada Japan England France
ElectricPower
Railway
PostOffice
Country/Public enterprise monopoly
Private management
Korea USA Canada Japan England France
Korea USA Canada Japan England France
Korea USA Canada Japan England France
Policy consistency47
Transparency34
Speed34
Netherlands
Canada
Germany
USA
Japan
Korea
Policy Strategies & Objectives
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1. Policy Objectives For a Government Serving the People
Objective 1 : To make the Government frugal and competent
Objective 2 : To expand decentralization and revive local economies
Objective 3 : To establish a trust-based society governed by the rule of law
Objective 4 : To make the country safe and to ensure the people can live without
anxiety
Policy Strategies & Objectives
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2. Gap For a Lively Market Economy
Regulatory Reform Market Openness (WTO, 2006)
○ = Regulation × = No or Limited Regulation
1 = Open0= Closed
Korea USA JapanEnglandGermany
EmployingForeigners
Corporate Fund Management
Internet TV
OTC Medicine
Health
Education
Culture/Entertainment
EU USA Korea
Policy Strategies & Objectives
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2. Policy Objectives For a Lively Market Economy
Objective 5 : To drastically improve the investment environment
Objective 6 : To sharply streamline regulations
Objective 7 : To create new jobs through green growth
Objective 8 : To promote new growth engines and the service industry
Policy Strategies & Objectives
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3. Gap For Active Welfare
Welfare for ElderlyPersonal Burden for Medical Service
Unemployment of Handicapped
Korea
France
England
USA
Korea
Japan
USA
France
Korea
Germany
Japan
Korea Institute for Health andSocial Affairs
Policy Strategies & Objectives
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3. Policy Objectives For Active Welfare
Objective 9 : To lay a foundation for the lifetime welfare of all the people
Objective 10 : To customize welfare benefits
Objective 11 : To stabilize the lives of ordinary citizens and guarantee stable
housing
Objective 12 : To make all people feel rewarded for their work
Policy Strategies & Objectives
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4. Gap For a Country Rich in TalentStudy Motivation Top 100 Universities Adult Education
Korea
OECDAverage
USA
England
Sweden
Denmark
Singapore
Chian
Netherlands
Japan
England
USA
Korea
Hongkong
Denmark
USA
Korea
AchievementInterest Learn motive
Policy Strategies & Objectives
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4. Policy Objectives For a Country Rich in Talent
Objective 13 : To strengthen educational autonomy and expand educational
diversity
Objective 14 : To expand educational benefits
Objective 15 : To nurture a world-class talent pool
Objective 16 : To develop science and technology that will lead the country into a
better future
Policy Strategies & Objectives
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5. Gap For a Global KoreaNational Brand Value against GDP
Travel Attractivess International Contribution
JapanNetherlands
USAKorea
SWitzerlandGermany
USAHongkong
JapanKorea
AustraliaNorway
DenmarkGermany
JapanKorea
Per Capita ODA: 1/12 of France and Germany(2007)
Policy Strategies & Objectives
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5. Policy Objectives For a Global Korea
Objective 17 : To establish a new peace structure on the Korean Peninsula
Objective 18 : To place priority on the national interest while pushing pragmatic
diplomacy balanced conducive to the good of all peoples
Objective 19 : To construct a solid, advanced national security system
Objective 20 : To evolve Korea into a country with good character that is respected
widely
Policy Strategies & Objectives
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Action Plans No Title Due
Date Agency
Goal 1 Government Serving the People
Policy 1 Frugal and Competent Government
Task 1 Capable Government
<1> Government Reengineering○ Revising Government Laws on Organization○ Follow-up of Reorganization○ Improving Government Efficiency
2008. 62008. 62012. 12
MOPASMOPASMOPAS
<2> Innovation of Public Enterprises and Agencies○ Basic Plan for Modernization- Detailed Plan by Areas- Revising Related Laws and Rules○Follow-up of Innovation
2008. 12
2012. 12
MOSF
MOST
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Action Plans By Goals
Govern-ment Economy Welfare Talent Global Total
232 316 155 74 172 949
By Year and Ministries
‘08 ‘09 ‘10 ‘11 ’12 합계
1 MOST 16 1 2 0 10 29
2 MOEST 12 31 10 3 26 82
3 MOFAT 13 6 1 1 44 65
4 MOU 0 0 0 0 7 7
5 MOJ 12 3 1 0 12 28
......
......
......
......
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Implementation & Monitoring Ministries
○ Action Plan○ Monthly Check of Progress
NPTRC
○ Progress Check-up○ Revising Plan○ Problem Solving
President’s Office
○ Comprehensive Management○ Adjusting Plans
Prime Minister’s Office
○ Quarterly Verification of Progress○ Evaluation of Tasks
Government agencies will implement policy tasks assigned to them, while checking their progress in real time via the government's online "policy task management system."
The Office of the Prime Minister will prepare implementation updates to present to a "national policy task review council" each quarter.
The government will revise the list of policy tasks every year according to changing environments at home and abroad, making new additions and checking if the completed tasks have achieved desired goals.
Establish a 5-year Strategic PlanEstablish a 5-year Strategic Plan
Establish an Annual Performance PlanEstablish an Annual Performance Plan
Examine, evaluate, and feedback the implementation of tasksExamine, evaluate, and feedback the implementation of tasks
Propose organization’s future-oriented mission, vision, strategic
objectives and performance targets
Examine the implementing condition quarterly or half-yearly
Implement the self-evaluation and the result of feedback based on the year-end result
Propose performance targets / tasks / performance indicators of the
year
Outline
Establish annual perfor-mance
plan guide-lines (Jan-
uary)
Draft an-nual per-formance
plan(February)
Review and refine
annual perfor-mance plan (Early
March )
Confirm the annual
perfor-mance
plan(Mid
March)
Since 2007, the central ministries have been establishing 5-year Strategic Plan and suggesting each ministry’s mission, vision, strategic objectives, and 5-year performance targets
Government Performance Evaluation Committee supports the establishment of plan to evaluate the validity of performance indicator and goal system of the central ministries
Strengthening the annual performance plan’s relevancy with national agenda, ministerial plans and the President’s directives
Performance Management Plan
Mission Vision Core Strategy
SWOT Analysis
External Environment
Strategic Direction
Core Strategy
Internal Capacity
StrategicTasks
Derive Strategic
Tasks through BSC
standpoint
Core Success Factors
Core Success Factors for successful implemen-tation of
strategic tasks
Key Performance Indicator(KPI)
Indicator Initiatives
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Operational Planning
Departmental Performance Management
Inspect performance statusInspect performance status
ImplementImplement
Establish Strategic and Performance plans, suggest performance indicatorsin advance
Establish Strategic and Performance plans, suggest performance indicatorsin advance
Policy improvement, human resources, Structure, budget, bonuses
Policy improvement, human resources, Structure, budget, bonuses
Self-evaluation orientedUtilize objective and econometric indicators
Self-evaluation orientedUtilize objective and econometric indicators
PlanPlan
EvaluateEvaluate
FeedbackFeedback
National Fiscal Operation
Plan, etc.
The main task of performance
management plan should be
reported In the
beginning-of-the-year
Performance Management Operation
Category DetailsSelf-evalua-tion
Major policies Evaluate policies that a central ministry withes to promote with priority within a prescribed time period for achievement of per-formance targetsFinancial per-formance Evaluate general spending programs, R&D projects and informa-tion and technologyAdministration management competency Evaluate efforts and performance in the areas of human re-sources, organization and information and technology manage-ment that are planned to be achieved within a set time period
Spe-cific evalua-tion
Core task Evaluate core functions of the entity and its relevancy with key is-sues of national affairsJob creation Evaluate tasks related to major job creation
Green-growth Evaluate policies related to national strategy for green growth and execution of central promotion planPolicy manage-ment compe-tency Evaluate policy issue management, relationship competency such as coordination, integration and implementation managementPolicy PR Evaluate PR planning for major policies, new media PR activities an policy PR outcomeRegulatory re-form Evaluate appropriateness/relevancy of regulations, outcome of regulatory reform, customer satisfaction from regulatory reformCustomer satis-faction Evaluate satisfaction of core policies of each ministry, satisfaction of services provided to Korean people
Performance Evaluation
Under the control of the central administrative head, an organization prepares the self-evaluation system and implements the establishment of performance plan and utilizes the results autonomously
Ensure responsibility and autonomy
Self-evaluation is implemented after the construction of Self-evaluation committee consisted of civil experts and the establishment of the central administrative head's self-evaluation plan ※ Self-evaluation committee: 10-30 people each, 10-year-critiera: total 39 organizations 920 people Evaluation colligation engine check the results of each part and enhance the credibility, objectivity of the self-evaluation program
Plan establishment and self-evaluation
Self-Evaluation
Prime Minister evaluates the necessary policies intended for the central
ministries to manage state affairs
Based on the Annual Performance Plan, implement evaluation and
establish evaluation committee composed of non-public officials
Results of certain evaluation are determined by the evaluation
committee’s deliberation and resolution, and feedbacks of each
department should be reflected on the beginning-of-the-year
ministerial plan
Specific Evaluation
The head of central ministry implements corrective measures or auditing about self-evaluation and problems associated with inspection results and submits results to the government performance evaluation committee.
The head of central ministry submits measures to improve results of specific evaluation
In principle, budgets of projects with insufficient evaluation should be reduced by over 10% or be abolished
It is not allowed to increase the budget for projects without sufficient objectivity regardless of its performance
Budget reflection
Utilize evaluation results by linking with organizational management (establishment, abolition, re-arrangement of HR)
In the case of insufficient evaluation results, suggest organizational management strategy and measures after organizational diagnosis
Upgrade policy
Management
Feedback at Organization Level
Evaluation results of tasks are reflected in HR by linking individual performance Above grade 4 public officials: Job Performance Agreement Below grade 5 public officials: the result of Work Performance Evaluation is reflected
Personnel reflect
Government performance evaluation result is recorded on the performance management
card
Performance management Card
Annual salary based on performance (high-level officials and chief-level public officials), Bonus based on performance (below grade-four public officials)
Performance wage
Pay rating S A B CPersonal ratio 20% Arranged by organization 10%
Wage rate 15% 10% 6% 0%
Feedback at Individual Level
Thank you
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For More Information
Dr. Shin KimThe Korea Institute of Public Administration
E-mail : [email protected]