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6 Performance Indicators in Ope Mgmt.pptx

  1. Performance Indicators
  2. KPIs If success was a place, how would you know if you got there? Outputs, outcomes and impact are terms used to describe change at different levels. Outputs are the products, goods and/or services which result from a development intervention. These are designed to produce outcomes – the short- to medium-term effects of an intervention – and eventually impacts. Whilst the terms are in common use, there is great inconsistency in how they are interpreted. Performance & Measurement
  3. Metrics KPIs KRIs Analytics Results • Performance Measures and Targets • What are the measures of your strategic priorities?
  4. Annex A PERFORMANCE AUDIT REPORT - GOVERNANCE AND MANAGEMENT REPORT A. Governance Report Std Points A.1 General Assembly 18 A.2 Board of Directors 46 A.3 Election Committee 7 A.4 Audit Committee 8 A.5 Education Committee 11 A.6. GAD Committee 10 A.7 Mediation and Conciliation Committee 11 A.8 Ethics Committee 9 A.9 Other Committees A.10 Secretary 15 A.11 Treasurer 9 A.12 CEO/GM or its equivalent 7 100
  5. B. Management Reports/Audit B.1 Organizational/Operational Structure 3 B.2 Systems and Procedures 18 B.3 Human Resource Records 4 B.4 Performance Evaluation 2 B.5 Compensation and Benefits 4 B.6 Compliance to Government Requirements 10 41 C. Partnership, Linkaging & Networking 5 D. Membership Participation 3
  7. Prepared by: Audit Committee Total Points Governance and Management x 40% S T E P S x 60% Grand Total 100%
  8. Social Impact Assessment Social Performance Assessment The Social Audit of Cooperatives consists of two (2) phases, namely Tools
  9. • Developed by Robert Kaplan and David Norton in the early 1990s, the balanced scorecard is more than a measurement system—in fact, it's a management system. • A balanced scorecard (BSC) is defined as a management system that provides feedback on both internal business processes and external outcomes to continuously improve strategic performance and results. By bringing together measures around internal processes and external outcomes, a balanced scorecard supports continuous improvement at the level of strategic performance and results. The balanced scorecard is a strategic management tool that views the organization from different perspectives, usually the following: Financial: The perspective of your shareholders Customer: What your customers experience and perceive Business process: The key processes you use to meet and exceed customer and shareholder requirements Learning and growth: How you foster ongoing change and continuous improvement
  10. BALANCED SCORECARD CONCEPT (BSC) PERSPECTIVES QUESTION GOALS MEASUREMENTS FINANCIAL To succeed financially, How should we appear to the stakeholders? Produce profits sufficient to cover expenses and provide reserves for the future STEPS; Sales/Service income growth; Cash flow CUSTOMER To achieve our Vision, How should we appear to our customers? Provide products/services on time and responsive to their needs Customer satisfaction Index ; % of Customer complaints; retention ratio INTERNAL BUSINESS To satisfy our members, What business process must we excel at? Continual Improvement of services/products No. of members availing co-op’s products/services vs. total membership LEARNING & GROWTH To achieve our Vision, How will we sustain our ability to change & improve? Improved Systems and People (training, skills, morale) No. of reviewed & approved policies; % of employee turnover
  11. Balanced Scorecard Concept (BSC) The BSC involves creating a set of measurements for four (4) strategic perspectives. These perspectives include: Most organizations follow a straightforward red, yellow, green stoplight approach for status colors. A red status color indicates below-target performance or underlying critical risks. Yellow indicates a narrowly missed target, or poorly trending performance that may impact end-of- year targets. And of course green implies on-target performance.