Felu lecture

NIFM International Training Programme – Budgeting,
Accounting and Financial Management
Challenges in Strategy
Implementation in Public
Administration
Adriana Rejc Buhovac
University of Ljubljana, Faculty of Economics
adriana.rejc.buhovac@ef.uni-lj.si

Performance Measurement Systems
for Strategy Implementation
1 Designing strategic performance measurement systems
2 Target setting
A case study

Exhibit 1: Damage Claims for Police Use of Force and the Payment of Damages
due to Improper Police Use of Force in 2002–2005
Damage claims connected to police use of force highlighted for a number of years
in the reports of the Attorney-General's Office as well as in reports from the Ministry
of the Interior
The National Assembly of the Republic of Slovenia adopted a resolution in 2003, in
which it recommends to the Slovenian government a thorough examination of
damage claims and a strategy to cope with them successfully
Damage Claims for Police Use of
Force in Slovenia
YEAR NUMBER
OF CASES
DAMAGE CLAIMS TOTAL PAYMENT OF DAMAGES DUE
TO IMPROPER USE OF
POLICE FORCE
2002 107 979.379.815,00 SIT 13.918.677,00 SIT
2003 102 944.098.522,00 SIT 11.150.082,00 SIT
2004 85 809.575.704,00 SIT 24.911.066,00 SIT
2005 83 726.123.629,00 SIT 20.162.060,00 SIT

Analytical Part
1 Analysis of the existing
methodology for strategic
supervision over the police use of
force
2 An empirical analysis of the
factors in damage claims
3 An analysis of legal regulations
of police work
4 An analysis of police officers‘
training & education, mentorship,
professionalism, and professional
police culture
Strategy
5 Destination Statement for
Police Use of Force ( = vision)
6 A Strategy Map ( = strategy)
7 A Strategic Performance
Measurement System ( = control)
An Analysis of the Reasons for Damage Claims
for Police Use of Force and Measures for
Eliminating Them

Vision vs. Strategy:
Alice in Wonderland
Lewis Caroll

The Balanced Scorecard, 3rd Generation

Destination Statement = Desired state of
the police regarding the use of force in 2010
LEARNING AND GROWTH
1. Establishment of an effective system for rewards and penalizing
irregularities in the use of force. Rewarding instructors, mentors, and
police officers is linked to (1) successful testing of training and mental
and physical ability (licensing when necessary) for the use of force
and (2) proposals for improvements at the strategic and operational
levels in the use of force
2. Quality conditions and teaching materials for training police officers in
the use of force at all units where police officers are trained
3. Central records on the use of force at the General Police Directorate
through which legal proceedings, grievances, expenses of damage
claims, and payouts can be monitored, together with information
from insurance companies
4. Enough top-quality trained instructors
5. An educational system that ensures a high level of knowledge and
training for police officers for the lawful and professional use of force
(before, during, and after the use of force)
6. Testing police officers’ training and mental and physical ability
(licensing when necessary) for the use of force in their work
4 Perspectives:
Learning &
growth
Internal
Processes
Police Behavior
Public
Perspective

INTERNAL PROCESSES
1. Based on monitoring how the public understands police use of force,
clear guidelines for communicating with the public
2. A strategy for the development and use of police force
3. A fair system for ensuring the professional security of police officers
4. A developed and uniform system of strategic and operational
supervision of damages (Attorney-General's Office, MNZ, General
Police Directorate, Police Directorate) (necessary information to each
and, where this overlaps, identical information)
5. Deployment and organization of police units in the community to
ensure faster response to emergencies
6. Ensuring high quality of information for procedures for gathering
evidence in damage claims
7. A uniform and transparent system for managing regulations and
eliminating vagueness in them regarding the use of force.
4 Perspectives:
Learning &
growth
Internal
Processes
Police Behavior
Public
Perspective

POLICE BEHAVIOR
1. A high level of affiliation of police toward the organization
and dedication to the profession
2. Greater police presence in the community (e.g. reduced
administrative work, visits to courts)
3. Active participation by police officers with suggestions for
improvements at the strategic and operational levels in the
use of force
4. More conflict resolution in emergencies without force or with
lawful and professional use of force (including moral and
ethical norms)
5. Reduced and less serious injury to police officers using force
and persons involved in these procedures
4 Perspectives:
Learning &
growth
Internal
Processes
Police Behavior
Public
Perspective

PUBLIC PERSPECTIVE
1. A higher level of political culture in the relationship toward police
work regarding the use of force
2. Public acquaintance with the authority of the police in their use of
force and the correctness and effectiveness of the use of force
3. Reduction in the payout of damage claims because of
unprofessional or unlawful use of force or failure to take required
action
4. Reduction in the payout of damage claims because of irregularities
in damage claim procedures (reduction in unprofessionally gathered
evidence, doubts regarding the impartiality of assessments of the use
of force, poorly prepared procedural materials, insufficient
testimony, and insufficient cooperation among services)
5. Lower costs for damage procedures
6. Fewer grievances because of excessive use of force
7. Fewer damage claims because of the use of force
8. Reduction in court cases because of the use of force
4 Perspectives:
Learning &
growth
Internal
Processes
Police Behavior
Public
Perspective
Priority statements are determined
as the basis for the Strategy Map

R 1 Uniform
information system
and database to
monitor damage
payments
A2.234 Prepare
quality information
for procedures for
gathering evidence
R 20 Reduction in
payout of damage
claims because of
unprofessional use of
force
R 19 Lower
costs for
damage
procedures
R 18 Reduction in
payout of damage
claims because of
procedural
irregularities
R 16 Fewer damage
claims because of the
use of force
R 17 Reduction
in court cases
because of the use
of force
A1.2 Establish an
“office” for data
gathering and regular
content and cost
evaluation of damage
claim procedures
A1.4 Establish a
common
information support
for data access and
processing
A1.3 Analyze
lawfulness and
professionalism of
police work
involving the use of
force
R 8 Public
awareness of the
authority of the
police
A2.9
Implement the
communication
strategy with
the public and
individuals
R 14 Decrease in
grievances because
of excessive use of
force
R 15 Increase
in out-of-court
settlements
A1.9 Develop a
communication
strategy with the
public and
individuals
R 9 Higher level
of political
culture
Learningand
growth
PublicperspectiveInternal
processes
Policebehavior
R 12 Conflicts resolved
through lawful and
professional use of force
R 13 Reduced and
less serious injury to
persons involved
R 3 High level of
knowledge and
training for the use
of force
uporabo PS
R 2 Quality
and sufficient
conditions and
teaching
materials
R 4 Successful
tests of training and
mental and physical
ability for the use of
force
A2.5
Train instructors
and police as well
as test their
training and ability
to use force
regularly
A1.1 Establish criteria for
rewarding (1) successful
tests of training and ability to
use force (2) appropriate use
of force on the job (3)
suggestions for
improvementsA2.2 Upgrade
case study
learning
A1.5 Inspect
conditions and
teaching
materials for
training in the
use of force
regularly
R 7 Greater
dedication to the
profession
R 6 Greater
police presence
in the community
R 5 Better
deployment and
organization of
units
A1.8 Regular
analyses of
organization and
job responsibilities
A4.7 Establish
legal and
psychological
assistance to
police
A1.7 Create a
strategy for the
development and use
of force
A3.7 Work out rules
for managing
regulations and
eliminating vagueness
R 11 Increased
suggestions for
improvement
R 10 High
organizational
commitment
A2.7 Implement and
monitor the strategy for
the use of force
“R” 21
Reduced injuries
to police when
using force

Outcome
High organizational
committment
a) A measure
of effort
invested into
activity
Performance measures
Outcome
a) Actual vs target hours
spent on a project
a) Actual vs target euros
spent for project
c) % increase in
organizational
committment
Activity
Establish legal and
psychological
assistance to police
b) A measure of
immediate effect
of an activity
c) A measure of
impact of an
activity
How to Design a Performance
Measure?
b2) % of police officers who
are satisfied with the legal
and psychological
assistance
b1) % of project completion

R 1 Uniform
information system
and database to
monitor damage
payments
A2.234 Prepare
quality information
for procedures for
gathering evidence
R 20 Reduction in
payout of damage
claims because of
unprofessional use of
force
R 19 Lower
costs for
damage
procedures
R 18 Reduction in
payout of damage
claims because of
procedural
irregularities
R 16 Fewer damage
claims because of the
use of force
R 17 Reduction
in court cases
because of the use
of force
A1.2 Establish an
“office” for data
gathering and regular
content and cost
evaluation of damage
claim procedures
A1.4 Establish a
common
information support
for data access and
processing
A1.3 Analyze
lawfulness and
professionalism of
police work
involving the use of
force
R 8 Public
awareness of the
authority of the
police
A2.9
Implement the
communication
strategy with
the public and
individuals
R 14 Decrease in
grievances because
of excessive use of
force
R 15 Increase
in out-of-court
settlements
A1.9 Develop a
communication
strategy with the
public and
individuals
R 9 Higher level
of political
culture
Learningand
growth
PublicperspectiveInternal
processes
Policebehavior
R 12 Conflicts resolved
through lawful and
professional use of force
R 13 Reduced and
less serious injury to
persons involved
R 3 High level of
knowledge and
training for the use
of force
uporabo PS
R 2 Quality
and sufficient
conditions and
teaching
materials
R 4 Successful
tests of training and
mental and physical
ability for the use of
force
A2.5
Train instructors
and police as well
as test their
training and ability
to use force
regularly
A1.1 Establish criteria for
rewarding (1) successful
tests of training and ability to
use force (2) appropriate use
of force on the job (3)
suggestions for
improvementsA2.2 Upgrade
case study
learning
A1.5 Inspect
conditions and
teaching
materials for
training in the
use of force
regularly
R 7 Greater
dedication to the
profession
R 6 Greater
police presence
in the community
R 5 Better
deployment and
organization of
units
A1.8 Regular
analyses of
organization and
job responsibilities
A4.7 Establish
legal and
psychological
assistance to
police
A1.7 Create a
strategy for the
development and use
of force
A3.7 Work out rules
for managing
regulations and
eliminating vagueness
R 11 Increased
suggestions for
improvement
R 10 High
organizational
commitment
A2.7 Implement and
monitor the strategy for
the use of force
“R” 21
Reduced injuries
to police when
using force
Actual vs.
target hrs
% of
project
completion
%  in
organizational
committment
% of police officers
safisfied with the legal
and psychological
assistance

Workshop – Part 1
Designing performance measures
Design performance measures for your strategy map.

Measure Definition Form for Activity
Performance Measures - example
A = activity % of police officers who are satisfied with the legal and psychological assistance
Semi-annually
100 %
0 %
Per cent
(Number of police officers who are safisfied
with L&P assistance/number of all police
officers) * 100
60 % 80 % 100 % 100 %
40 % 60 %
X ≥ target
Target – 1 pp ≥ X ≥ target – 5 pp
Target – 6 pp ≥ X
HR/Legal Department
A satisfied police officer chooses either 6 or 5
on a 6-point evaluation scale

Measure Definition Form for Outcome
Performance Measures - example
O = outcome
Target – 4 pp ≥ X ≥ target – 8 pp
Target – 9 pp ≥ X
% increase in organizational committment
annually
80 %
20 %
Per cent
(Number of committed police
officers/number of all police officers) * 100
30 % 40 % 60 % 70 %
30 %
HR Department
A committed police officer has at least 5
hours of unpaid overtime in a month
X ≥ target – 3 pp

Workshop – Part 2
Measure Definition Form for Activity Performance
Measures

Workshop – Part 2
Measure Definition Form for Outcome
Performance Measures

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