Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Performance-indicator based policy-making in Austria
1. Performance-indicator based policy-
making in Austria
Policy Making in the Digital Era
Johann Höchtl
Department for E-Governance
Danube University Krems, Austria
Track on Data Driven Government
June 29, EDF 2016, Eindhoven
2. Agenda
1. Governance with Complexity at Speed
2. Action Taking on Evidence
3. Wirkungsorientierte Steuerung – The Case of Austria
4. The Big Data powered Policy Cycle
5. Measures towards ePolicy Making
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6. Numbers at speed
1920: National Bureau of Economic Research
(NBER): one employee
1929: The US in a Great Depression
1932: President Hoover supposed to take
decisions on three year old numbers
1932: Russian immigrant professor Simon
Kuznets invents what would become the GDP
1945: NBER +5.000 employees
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“Migrant Mother” (1936), Public Domain
7. The Complexity of Numbers
Component Amount (trillions) Percent
Personal Consumption $11.21 69%
Goods $3.87 24%
Durable Goods $1.47 9%
Non-durable Goods $2.43 15%
Services $7.34 45%
Business Investment $2.85 17%
Fixed $2.74 17%
Non-Residential $2.21 14%
Commercial $.46 3%
Capital Goods $1.06 6%
Intellectual (Software) $.70 4%
Residential $.53 3%
Change in Inventories $.10 1%
Net Exports ($.54) (3%)
Exports $2.11 13%
Imports $2.65 16%
Government $2.86 17%
Federal $1.11 7%
Defense $.68 4%
State and Local $1.74 11%
TOTAL GDP $16.35 100%
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http://useconomy.about.com/od/grossdomesticproduct/f/GDP_Components.htm
Valentino Piana, A Graph Representation Of A Basic Macroeconomic Scheme:
The Is-Lm Model: Economics Web Institute, 2001
8. Action Taking on Evidence
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Decision
Model
Input
Policy Discussion
Policy Formation
Policy Acceptance
Provision of
means
Implementation
Evaluation
Agenda Setting
Nachmias, David, und Claire Felbinger. 1982. „Utilization in the Policy Cycle: Directions for
Research“. Review of Policy Research 2 (2): 300–308. doi:10.1111/j.1541-338.1982.tb00676.x.
9. Action Taking on Evidence 2.0
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Decision
Decision Making Model 2.0
10. The Case of Austria – Challenges
• No long-term, legally binding budget management or long-term
preview
• Old budget: important management-related information missing
• Only input and no output orientation: Who gets how much, instead
of what has to be the outcome?
• Lack of incentives for economic management of the budget
• Small-sized, non flexible budget structure; lack of transparency
• Missing Bigger Picture: What do we want to achieve with the
budget?
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11. The Case of Austria – Set up
2013: Implementation of the Principle of Outcome Orientation
(Wirkungsorientierung), Global Budgets, Establishment of
Federal Performance Management Office (FPMO)
• Managing public administration based on its contributions towards
achieving outcome in society (performance management)
• Outcome statements, outputs and indicators per budgeting chapter
• Performance management cycle: plan, implement, evaluate
• Outcome oriented impact assessment
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12. The Case of Austria – Outcome Orientation
1. Political objectives relating to a desired
2. societal outcome. It is the task of public administration to provide services =
3. Output. However,
4. external factors can play a role. Before services can be provided, the required
resources =
5. Input must be ascertained. Finally, the
6. activities to generate output are carried out.
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1. Model
efficiency effectiveness
Seiwald, Johann, Monika Geppl, and Andreas Thaller. 2016. Handbuch Wirkungsorientierte Steuerung - Unser Handeln erzeugt Wirkung.
Wien: Bundeskanzleramt Österreich.
13. Implementation
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5 headings
32 budget chapters
global budgets
detail budgets
Budget structure Performance structure
mission, strategy,
outcome statement
output statement
performance
contracts
Annual Budget
Supplements
to Annual
Budget
MTEF,
Strategy Report
Performance Management: Integrating performance oriented budgeting and indicator systems in Austria.
Ursula Rosenbichler & Alexander Grünwald, 2016
14. Implementation
EDF2016 - Johann Höchtl Danube University Krems 14 |
Outcome 1:
Why this outcome?
What is being done to achieve this outcome?
What would success look like?
Mission:
Outcomes 1-5
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15. Outcome 1:
Improving safety and security
Why this outcome?
• Safety and security in public and private life is a human right and
essential to well-being. International comparisons show that
Austria is one of the safest countries in the world. This high level
of safety must be maintained and upgraded further.
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16. Outcome 1:
Improving safety and security
What is being done to achieve this
outcome?
• Extending preventive work and awareness training
• Combating crime effectively and efficiently with new methods and
technologies
• Special training programme on combating crime
• Improving police response times (i.e. time between an emergency
call and arrival at the scene)
• Evidence-based human resource allocation
• Analysing road accident patterns and identifying traffic hot spots29.06.2016 EDF2016 - Johann Höchtl Danube University Krems 16
17. Outcome 1:
Improving safety and security
What would success look like?
• Crime rate: desired outcome 2013: <x%; starting level 2011: y%
[definition: total number of crime incidents per 100,000 inhabitants,
source: Crime Statistics, Ministry of the Interior]
• Percentage of crimes solved: desired outcome 2013: >x%; starting
level 2011: y% [definition: ratio of cases solved to total number of crimes,
source: Crime Statistics, Ministry of the Interior]
• Number of road accidents with injuries: desired outcome 2013: <x;
starting level 2011: y [definition: total number of persons killed in road
accidents, source: Road Accidents Statistics, Statistik Austria]
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18. The Case of Austria –
Monitoring & Controlling
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2. Governance,
Controlling,
Evaluation
19. The Case of Austria – Evaluation
• Review of the achievement of
objectives
• Evaluation along outcome and
output statements
• Indicators: target/performance-
comparison, automated assessment
of target attainment and verbal
explanation of development
• Outcome targets: Overall assessment
of outcome target and verbal
explanation of its environment
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https://www.wirkungsmonitoring.gv.at/
20. The Case of Austria -
Annual Federal Performance Report
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21. The Case of Austria – Legal Framework
• Federal Constitution Act
– §51(8): Federal Administration has to agree on Global Budgets according
to Outcome Orientation
– §51(9): Further provisions in respect to Evidence based Policy Making,
Controlling and Transparency
• Act on Federal Budgeting
– Details on Global Budgets and Detailed Budgets
– (Requirement to assess financial consequences of acts and regulations)
• Further detailed in Bylaws of Ministry of Finance (What to Measure,
How to Measure, Requirements for Indicators) and Austrian
Chancellery (Controlling across ministries)
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22. The Case of Austria –
Room for improvements
• Lacking Integration of ICT-Systems, therefore
additional efforts to report plans and
implementation performance metrics.
• Subjective & qualitative indicators
• Reports on effectiveness arrive comparatively
late and leave little time for policy adjustments
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23. The Big Data Powered Policy Cycle
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Volume
• Terrabytes
• Petabytes
Variety
• structured
• unstructured
(Documents, Emails, Audio, Video)
Velocity
• Sensors
• Social Networks
• Stream Orientation
• Realtime Processing
24. N + 1
N
Period
N - 1
• The cycle does not account
for the possibilities of Big
Data Analytics.
• Evaluation at period N+1
happens to late.
• Precious time to re-focus
measures or drop measures
is wasted.
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Policy Discussion
Policy Formation
Policy Acceptance
Provision of
means
Implementation
Evaluation
Agenda Setting
25. The traditional model of policy
making is not apt for the 21st century
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26. The ePolicy Cycle
• Evaluation can happen at
every stage of the cycle
• Enables swift and justified
adaptions to policy making
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Policy Discussion
Policy Formation
Policy Acceptance
Agenda Setting
Implementation
Provision of
means
Höchtl Johann, Peter Parycek, und Ralph Schöllhammer. 2015.
„Big Data in the Policy Cycle: Policy Decision Making in the Digital Era“.
Journal of Organizational Computing and Electronic Commerce, Dezember,
http://dx.doi.org/10.1080/10919392.2015.1125187
27. Big Data Analytics is an Enabler
• Access to evidence data through Integration of
diverse data sources;
• Efficiency gains of traditional action taking
through stream processing and real time
analytics;
• Higher levels of effectiveness by identifying new
fields of action taking through pattern mining.
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28. Measures towards ePolicy Making
• Integrate ICT-Systems using EU Interoperability Building
Blocks
– Core Components, EIF 3.0 (upcoming), eInvoicing, eProcurement
• Operate ICT-Systems using Cloud Infrastructure
– FIWARE, Hybrid Cloud Models
• Evolve Systems using an agile implementation approach
– Perpetual Beta, Design for Failure
• Monitor usage
• Listen to your stakeholders
• Design for Co-creation
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29. Johann Höchtl
Department for E-Governance
johann.hoechtl@donau-uni.ac.at
@myprivate42
github.com/the42
myprivate42.wordpress.com/
at.linkedin.com/in/johannhoechtl
17-19 May 2017
Danube University Krems
CfP: http://tinyurl.com/cedem17cfp
Editor's Notes
Common sense tells us that action taking should happen according to a rational model with reasonable and accountable facts and numbers.
This chart illustrates how we link the budget structure with the performance structure.
The total budget is divided into five headings and the headings again are divided further into 32 budget chapters. A budget chapter corresponds with the budget of a line ministry, however there are ministries who are responsible for two or three budget chapters. Examples of budget chapters are ”Interior”, Justice”, ”Social Security”.
A budget chapter is subdivided into one to four global budgets. Global budgets are a kind of program budgets. One example is the ”Police”. At operational level we have detail budgets. These are budgets of authorities and agencies. One example is “Police department in the region x”.
Each element of the budget structure has a corresponding element on the performance side. The planning documents contain all three elements: The available resources are discussed in the light of the desired outcomes and planned outputs. However in the official budget documents (MTEF – Middle Term Expenditure Framework - and strategy report, annual budget and supplement to annual budget), there is only a loose linkage, that means the total amount of money is discussed together with selected priorities. Within a ministry however there should be tighter coupling (see also performance contracts).
The left hand column shows the planning documents where resources, objectives and indicators are defined. In spring we have the MTEF and the strategy report explaining the fiscal strategy.
In autumn the draft annual budget is submitted to Parliament, containing an outcome statement per budget chapter and an output statement per global budget. The draft annual budget is accompanied by the annual budget supplement. The supplement contains a summary of the objectives set at operational level in the performance contracts.
Rubriken:
Recht und Sicherheit
Arbeit, Soziales, Gesundheit und Familie
Wirtschaft, Infrastruktur und Umwelt
Kassa / Zinsen
As we have heard before, performance information is integrated into the official budget documents. The annual budget contains an outcomes statement per budget chapter. This is the template.
Each budget chapter starts with a mission statement. The mission statement describes in brief the tasks, that are covered by the budget chapter and gives interested citizens/the general public background information.
Then line ministries can define up to five outcome objectives per budget chapter. Ministries have to give detail information about the desired outcome. They have to explain why there is a need for action (“Why this outcome?”) and add a description what is being done to achieve the outcome (“What is being done to achieve this outcome). One to five outcome indicators are required to measure the achievement of objectives (“What would success look like?”). Here the focus is on quantitative data.
At least one outcome objective per budget chapter has to integrate the principle of gender equality.
Here we have a fictitious example that illustrates what an outcome statement looks like in practice.
Desired outcome: Improving safety and security in Austria
Planned actions: extending preventive work and awareness trainings, improving police response times, evidence-based human resource allocation.
In this example 3 indicators are used to measure the desired outcome: crime rate, percentage of crimes solved and road accidents with injuries. Each indicator contains a target for the next year and information about the current status. The comparison of the target with the current status allows Parliament/citizens and interest groups to discuss the level of ambition of objectives.
Each performance indicator contains additional information, like the method of calculation and the data source. This is important in order to ensure a consistent use of indicators (e.g. in the annual budget and the annual performance report).
Here we have a fictitious example that illustrates what an outcome statement looks like in practice.
Desired outcome: Improving safety and security in Austria
Planned actions: extending preventive work and awareness trainings, improving police response times, evidence-based human resource allocation.
In this example 3 indicators are used to measure the desired outcome: crime rate, percentage of crimes solved and road accidents with injuries. Each indicator contains a target for the next year and information about the current status. The comparison of the target with the current status allows Parliament/citizens and interest groups to discuss the level of ambition of objectives.
Each performance indicator contains additional information, like the method of calculation and the data source. This is important in order to ensure a consistent use of indicators (e.g. in the annual budget and the annual performance report).
Here we have a fictitious example that illustrates what an outcome statement looks like in practice.
Desired outcome: Improving safety and security in Austria
Planned actions: extending preventive work and awareness trainings, improving police response times, evidence-based human resource allocation.
In this example 3 indicators are used to measure the desired outcome: crime rate, percentage of crimes solved and road accidents with injuries. Each indicator contains a target for the next year and information about the current status. The comparison of the target with the current status allows Parliament/citizens and interest groups to discuss the level of ambition of objectives.
Each performance indicator contains additional information, like the method of calculation and the data source. This is important in order to ensure a consistent use of indicators (e.g. in the annual budget and the annual performance report).