1. Performance Measurement Theoretical Perspectives. The Regional Hub participating countries’ experience. 26 of July, 2015 Issyk-Kul, Kyrgyz Republic

2. Nature of performance The act of measuring performance nor the resulting data accomplishes anything itself; only when someone uses these measures in some way do they accomplish something (Robert D. Behn 2003); What should public agencies measure? program effectiveness (Joseph Wholey and Kathryn Newcomer, 1997); budget formulation, resource allocation, employee motivation, improving government services and improving communications between citizens and government" (Wholey and the Urban Institute's Harry Hatry, 1992); performance measures are "needed for setting goals and objectives, planning program activities to accomplish these goals, allocating resources to these programs, monitoring and evaluating the results " (Hatry et al. 1990). "to improve public accountability and policy decision making" (Wholey and Kathryn Newcomer, 1997). 1

3. Nature of performance Eight Managerial Purposes for Measuring Performance (Behn) 2 Purpose of MeasurementStandard 2evaluate desired result 3controlbehavioural or input standard 4budget good, acceptable, or poor level of efficiency 5motivatereasonable and significant targets 6promotewhat the public cares about 7celebrate achievements 8989 learn improve unexpected (and significant) developments how their actions affect the behaviour of the people

4. Nature of performance - Organizational researchers live in two worlds (March and Sutton 1997): 1)The first demands and rewards speculations about how to improve performance. 2)The second demands and rewards adherence to rigorous standards of scholarship. In its efforts to satisfy these often conflicting demands, the organizational research community sometimes responds by saying that inferences about the causes of performance cannot be made from the data available, and simultaneously goes ahead to make such inferences. - Auditing of performance may have dysfunctional side-effects and there is a need for a greater empirical understanding of the consequences of audit (Power 1997). 3

5. Nature of performance THREE CLASSIC TYPES OF TARGET GAMING (HOOD 2006) 1.ratchet e ff ect (restriction of performance to well below their production-possibility frontier). 2. threshold e ff ect (uniform output target applying to all units in a system may indeed encourage top performers to reduce the quality or quantity of their performance to just what the target requires). 3. output distortion or the manipulation of reported results. Antidotes to target gaming: 1.increasing reliance in some areas on third-party collection of data in the form of user satisfaction surveys (rather than data directly collected by the organizations subject to the targets) 2. the development of information system architecture that limited creative responses to data entry 3. to escape the ratchet e ff ect by essentially declaring victory at a particular point of performance and turning targets linked to the allocation of funds from the Treasury into permanent threshold standards policed by quality overseers. 4

6. The joint research of the Hub on civil servants’ performance appraisal in the participating countries (2014) covered Georgia; Azerbaijan; Russia; Belarus; Armenia; Kyrgyz Republic; Kazakhstan. Purpose: to analyse the legislation on civil servants’ performance appraisal in the context of corruption prevention and to provide recommendations for further development. Types of civil servants’ performance appraisal in the covered countries: 1) Attestation of civil servants; 2) Performance appraisal of civil servants using 360 or 180 degrees performance review process. Regional Hub participating countries’ experience. 5

7. Attestation of civil servants (Georgia; Russia; Belarus; Armenia) The frequency of assessment: one time every 3 years The purpose of appraisal: determination of compliance with the professional knowledge and skills required in a position occupied. Methods of appraisal: testing and interviews. The decisions of the appraisal: 1) qualified for a position, recommended for a promotion; 2) qualified for a position; 3) not fully qualified for a position, training is recommended; 4) not qualified for a position (dismissal, demotion or re-attestation). Regional Hub participating countries’ experience. 6

8. Disadvantages of attestation Formalized approach. Weak linkages with training. The frequency of assessment. Inability to effectively motivate. Conflict of interest (a tool for “getting rid of” unwanted employees). The weak impact on anti-corruption and ethical behaviour of civil servants Regional Hub participating countries experience. 7

9. Performance appraisal of civil servants using 360 or 180 degrees review process The frequency of assessment: annual. The purpose of appraisal: 1) assessment of the quality of performance of official duties; 2) identification of the strengths and weaknesses of professional and personal competencies; 3) identification of training needs; 4) stimulation and motivation; 5) improvement of the efficiency of public bodies. Methods of appraisal: 360 or 180 degrees performance review process. The decisions of the evaluation: 1) training; 2) incentives; 3) promotion, demotion or rotation. Regional Hub participating countries’ experience. 8

10. Disadvantages of Appraisal (360 or 180) The lack of clear mechanisms to incentivize the officer (reward and remuneration). The weak link to the Career Plan of the civil servant (promotion, demotion or rotation). Lack of relationship with the training of civil servants. The complexity of the assessment process (working time, collection and processing of large amounts of documentation). The absence of relationship between the goals of public organization and evaluation criteria for managers of civil service. Regional Hub participating countries experience. 9

11. Recommendations Establish at the legislative level measurable criteria for assessing the professional and personal competences of civil servants. Introduce modern IT in the assessment process. Develop or amend the regulations, linking appraisal results with the decision on the methods of motivation. Introduce Career plans for civil servants with reference to the results of the appraisal. Introduce ethical and anti-corruption behaviour standards as one of the criteria of civil servants’ performance Introduce performance results agreements based on achieved goals of a public organization for the management level. Regional Hub participating countries’ experience. 10

12. Regional Hub of Civil Service in Astana UNDP Kazakhstan 14 Bokeikhan Street Astana, Kazakhstan Tel.: +77172 790 331, 790 335 www.regionalhub.org