PERFORMANCE

Issue No. 27, 2023 - Government Edition MAGAZINE

Government reimagined:
What's shaping strategy and performance in 2023?
INDEMNITY STATEMENT

© 2023 The KPI Institute Ltd.

All Rights Reserved.
ID Number: TKI0232261
ISBN: 9798854593588

Imprint: Independently published

An appropriate citation for this magazine is:

The KPI Institute, Performance Magazine, Printed Edition, no. 27, October 2023, Melbourne, Australia

Indemnity statement:

The KPI Institute has taken due care in preparing the analysis contained in this publication. However,
noting that some of the data used for the analysis have been provided by third parties, The KPI Institute
gives no warranty to the accuracy, reliability, fitness for purpose, or otherwise of the information. The KPI
Institute shall have no liability for errors, omissions, or inadequacies in the information contained herein
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Editor’s Note
As the world is grappling with geopolitical issues, swinging between the Greats
and the Gaps, and being upended by breakthrough technologies, it is easy for
organizations to get disoriented—and the public sector is no exception. In fact,
the stakes are even higher in government as public offices stand on complex
bureaucracies, political mazes, and public accountability. The path to exceptional
government performance is anything but linear.

This edition of Performance Magazine offers comprehensive insights into the

public sector's multifaceted approach to strategy and performance management.
In our cover story, we closely examine its practices and challenges, with relevant
initiatives and recommendations from Michael Jacobson, deputy director for
Performance and Strategy in the Office of Performance, Strategy, and Budget at Editorial Board
King County, U.S.
Aurel Brudan
In this issue, we review standards and processes through different lenses. First, CEO, The KPI Institute
we zoom in on the internal approach, most notably the alignment of strategic
priorities with day-to-day operations in Saudi Arabia. Then, we zoom out to look Cristina Mihăiloaie
at the Nordic region's intergovernmental collaboration, which is accomplished by Business Unit Manager - Research
synchronizing strategies and resources to achieve shared objectives. Division, The KPI Institute

Understanding the concepts behind the tools and techniques governments use Len Cristobal
in planning strategies and measuring performance allows us to detect patterns, Chief Editor
identify hurdles, and develop new perspectives. In this edition, we discuss how the
U.S. Department of Education evaluates the effectiveness of its programs. We also Paolo Orduña
explore how smart governance systems use data to encourage public participation. Senior Editor

In our interviews, strategy and performance management practitioners and Kimberly Tilar
experts take us through the issues within the government sector, such as job loss Publisher and Editor Specialist
and digital inequality. Collectively, their responses demonstrate that organizations
can achieve their goals in a fast-paced world by embracing data-driven strategies, Daniela Vuta
innovation, and open collaboration. These are consistent with the values that The Technical Editor and Head of
KPI Institute has been upholding for almost two decades as it works with various Publications
entities, including governments, worldwide.
Abdulrahman Jelani
Performance Magazine is part of The KPI Institute’s larger mission to disseminate Andreana Dumitrescu
its extensive knowledge base and multidisciplinary expertise. Together, we aim Andra Rotar
to empower and be part of a community that pursues growth and performance Fady Ayad
excellence. Islam Salahuddin
Malek Ghazo
Silvana Badita
Writers

Andreea Vintila
Research Analyst
Len Cristobal
Editor in Chief, Nouran Essam, Shorouk Mohamed
Performance Magazine Design & Layout Artists
CONTENTS OVERVIEW

NEWS
News 02 Strategy and Performance Management - Latest Research -
The KPI Institute celebrates half-year Government Sector
achievements, latest publications, new course
on AI

Interviews 09
Strategy and performance management in
government: top tools and best practices

On the cover 26

People, processes, and public service: a closer
look at government strategy and performance
management

In-depth 33

Excellence in action: evaluating performance
management practices for a promising
organization

Ask Our Experts 53

How can governments leverage data
to improve performance?

Career Insights 57
Making a difference: strategy management
in the public sector

1
 NEWS
The KPI Institute marks the year's
milestones: new publications, AI
course, maturity assessments for
organizational excellence
Kimberly Tilar
The KPI Institute (TKI), a pioneering global research
institute specializing in business performance,
celebrates this year’s notable achievements in
advancing best practices, developing business
solutions, and enhancing knowledge within the
strategy and performance management community.
As of September 2023, TKI successfully delivered
105 Live Online training sessions and 67 face-
to-face group sessions with a total of 3,650
participants from different countries such as Saudi
Arabia, Malaysia, and the United Arab Emirates
in the first six months of the year. The Certified KPI
Professional along with the Certified Strategy and
Business Planning Professional remain the most in-
demand training programs in the TKI portfolio.
2 3
NEWS
TKI published two issues of PERFORMANCE
Magazine. This year’s first edition focused on
sustainability and provided valuable insights
on applying sustainable practices to business
operations and strategy and measuring the impact
of these efforts on business growth and society. The
second magazine covered the most recent trends
and research in data analytics.
The KPI Institute, through its Global Performance
Audit (GPA) Unit, is proud to have been selected as
a trusted expert to assess the maturity of strategy
and performance management practices in five
prestigious government entities in Saudi Arabia.
Explore the GPA’s maturity assessment services
here.
Professionals who want to understand the role
of artificial intelligence (AI) in their career and
organizations can look forward to the course being Celebrating its 19th anniversary,
developed by TKI and maentae, an innovative The KPI Institute will continue to
training provider. The AI for Business Productivity uphold performance excellence
online course aims to provide insights into the by setting global standards
practical implementation of diverse AI tools to and advancing strategy and
optimize various aspects of organizational functions. performance management
practices. Whether through
With research capabilities honed over 19 years, TKI rigorous research, solution-
analyzed the major social and economic events oriented consultancy, and
affecting strategy and performance management premium educational programs,
practices in the 2023 Global Trends report released TKI will support professionals
at the beginning of the year. and organizations in developing
key competencies and setting
TKI also published the whitepaper titled "TOP up their systems for success. For
10 KEY PERFORMANCE INDICATORS 2023 more information about The KPI
- Expert Tips For Choosing The Right Metrics." Institute, you may visit https://
The monthly releases of the KPI of the Month kpiinstitute.org/
continue to provide the latest insights and expert
guidance on selecting the most suitable metrics for
measuring performance. More relevant information
can be found at smartkpis.com, the world’s largest
database of documented KPIs that has 21,332 KPIs
to date.
 NEWS NEWS

The KPI Institute's new report Become a Member and commit to

reveals insights into 2023 strategic professional excellence!
management practices 82,000+ professionals already trust The KPI Institute for their business performance solutions!
Gain first-hand access to our knowledge and expertise! Become a member of The KPI Institute and
Len Cristobal benefit from published content, event discounts, analyst insights and customized research!

While many professionals consider their companies’

strategic planning processes to be structured The KPI Institute
The KPI Institute The KPI Institute
and formal, the majority of them admitted Insight Plus Membership
Membership Insight Membership
to being aware of strategic failures within their
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One of the study's significant findings reveals that
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demonstrating demonstrating commitment demonstrating
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4 5

INDUSTRY NEWS
Explore the evolving strategy and performance
management trends within the government
sector
Paolo Orduna
Deloitte shares nine
trends to shape public
sector landscape in
2023
Professional services network Deloitte released its
Government Trends report, which identified and
discussed the nine trends that were expected to
impact the public sector in 2023 and beyond.
The first trend involves government workforce
models becoming more fluid, flexible, skills-based,
and collaborative. The second is about governments
bridging the data-sharing chasm to make better
use of the data they have to solve problems and
improve the lives of citizens. The third tackles
funding silos by establishing shared mechanisms to
address boundary-spanning challenges.
The rest of the trends are as follows: tailored public
services, back office innovations to improve mission
performance, regulation that enables innovation,
whole health collaboration, end-to-end justice, and
security by network.
Source: Deloitte
6 7
NEWS
Research findings show gap
in performance perspectives
between leaders, non-
leaders
The Global Government Forum’s Responsive
Government Survey shone a light on the
different perspectives that leaders and other
members of government organizations have
about their performance. Compared to 2021,
recent research found that public and civil
servants have lost confidence in government
responsiveness. Despite this, there is a high
percentage of respondents—most notably
belonging to those in leadership positions—who
believe that their agency is more than capable
of learning and responding rapidly.
This positive outlook is present across the board
among those in leadership roles, 73% of whom
agreed that leaders were open to adopting
new methods to better serve the public. This is
in contrast to just 56% of managers and non-
managers who agreed when asked the same
question. Things are no different regarding
morale, as 64% of leaders agree that it was
high, in contrast to the overall response score
of 54%.
Former cabinet secretary of Canada and
current Jarislowsky chair of public sector
management at the University of Ottawa
Michael Wernick said, “It’s really important [for
leaders] to develop [an] awareness of how their
workforce is perceiving things—to take the pulse
of their organization regularly and to deliver
proof points to them.”
Source: Global Government Forum
NEWS
Gartner predicts 10 public sector tech trends in 2023
Technological research and consulting firm is the third, which involves the establishment of
Gartner announced the top technological trends a sovereign cloud. Gartner predicts that 35% of
that public sector leaders should keep their eyes government legacy applications will be replaced
on as they usher in the post-digital government by low-code solutions maintained by fusion teams.
transformation.
Hyperautomation, artificial intelligence for
First up is adaptive security, which Gartner predicts
75% of government chief intelligence officers
decision intelligence, data sharing as a program,
total experience, digital identity ecosystems, and
(CIOs) will have oversight of beyond information
technology (IT). Second is cloud-based legacy
case management as a service round out the rest
of the public sector tech trends to keep an eye on
modernization, which the firm predicts will change
75% of governments’ handling of more than 50%
in the coming years.
of their workload. In line with the second trend Source: Gartner
Government automation on
the rise, new report finds
Government services across the globe saw a
pronounced increase in modernization efforts
following the pandemic, which forced the public
sector to rapidly adapt to drastic changes.
Global management consulting and strategy
advisory firm Zinnov reports that almost 40%
of countries worldwide were pushed to adopt
automation as a means to streamline the
administration of vaccines and aid during the
pandemic. Today, nearly 35% of the world’s
governments have begun to automate their
respective health and welfare departments, leading
to faster aid distribution, digitized recordkeeping,
and increased transparency for constituents.
Zinnov analyzed a total of 195 countries, with the
United States emerging as the leader in digital
maturity for public services. In Europe, Malta leads
the region’s efforts in providing digital government
services, with Estonia, Luxembourg, and Iceland not
far behind, according to the European Commission
eGovernment Benchmark 2022.
Sources: Zinnov and Tech Monitor

INTERVIEWS
Aubrey Phillips - Rashed Mohammed Al Jalajil - Khalid Alharbi -
Rayed AlHumaid - Riham Mahmoud Saad
Disclaimer: Any information and opinions provided by the interviewees
in this section are completely their own and do not reflect the views of
The KPI Institute and Performance Magazine
8 9
INTERVIEW
Strategy and performance
management in government: top tools
and best practices
AUBREY PHILLIPS
Strategic Planning and Performance
Manager
Pinellas County Government, US
As a Strategic Planning and Performance Manager, Aubrey engages both people and data to
optimize departmental efficiency. She has demonstrated leadership by spearheading interagency
teams responsible for the development of Pinellas County's COVID-19 dashboard and relief
programs. Aubrey holds a bachelor's degree in political science and environmental studies from
New College of Florida, along with an advanced Geographic Information Systems certificate.
Interview by Len Cristobal
With years of experience in the public sector and frontline teams as varied as parks and permitting
a passion for empowering people, Aubrey Philips, to reduce lost time and build efficiencies. This year,
Strategic Planning and Performance Manager resident priorities from the National Community
of Pinellas County Government, shares how Survey™ are informing key results for a new
governments can harness the power of data, open strategic plan.
engagement with stakeholders, and flexibility in
strategy to effectively deliver public service.
How do you develop a culture within the
Pinellas County Government that supports
As a Strategic Planning and Performance such initiatives and embraces changes, such
Manager championing a data-informed as the use of data and the need to adapt to
workforce, could you share with us how data trends?
is used in Pinellas County Government The simplest answer is: with others. Sometimes it
for strategic planning and performance means advising, but more often it's about listening,
management? Please also highlight any convening, asking the right questions, and building
strategies or efforts that have been relationships. Before embarking on an update
implemented to leverage the power of data in of our strategic plan, we convened with leaders
these areas. throughout our organizations in small groups for
Based on an analysis of the key drivers of employee open-ended conversations about how to measure
satisfaction, our office launched a continuous results.
improvement program last year that’s helping

Trends
What are the key trends that have shaped the What role will governments play in the AI
public sector in recent years? revolution?
Experiencing and responding to COVID-disrupted
local government as many cities and counties
were on the frontlines of pandemic response and
planning. In the years since, political polarization
and technological transformation have continued
to reshape service delivery, public engagement,
and how work gets done.
What strategic approach would you advise
governmental entities to counteract increased
volatility and unpredictability?
Robust, two-way engagement and a focus on the
results we intend to influence and deliver are how
we’re navigating a dynamic environment. Rather
than an over-prescribed roadmap, we’re honing
in on being clear about how success is measured
and supporting county departments through
process improvement coaching, policy analysis, and
program evaluation support.
As per the World Economic Forum's "Future
of Jobs Report 2023," technology and
digitalization are driving the decline of clerical
and secretarial roles. What is the government's
role in developing future job skills for citizens?
The public sector is among the top industries for
churn. To me, this means lost time and higher costs.
As a convener and an employer, the government's
role in skill building—whether for staff or citizens—
can allow individuals to help drive as well as derive
the benefits of technology and digitalization.
The public sector faces potential talent loss
due to changing preferences in compensation
and work setup, as stated in a recent Forbes
article. What can governments do to attract
and retain talent?
Public service is not just what the government does,
it also is a tremendous competitive advantage
in attracting and retaining talent. To leverage
this effectively though, local governments need
to improve employee experience. This will mean
creating safe spaces to engage about what’s
serving the work and what’s not.
10
INTERVIEW INTERVIEW
What are the five characteristics of a high- organizational levels to drive performance-
performance government? focused, data-driven decisions. A flexible strategy
A high-performance government requires framework at the heart is being used to establish
Policy has a part to play here but for those in
skilled professional management; unflinching key results and objectives in a new strategic plan
roles like mine, there’s a significant opportunity
focus on public service; open engagement that aims to encourage the county’s continuous
to contribute to best practice development. We’re
with management, the public, and employees; improvement culture.
currently working with cross-functional and peer-
to-peer teams focused on data governance and performance management processes that
analysis that are helping share and establish best build trust and accountability; and effective If you could convey the essence of government
practices within our organization. investments in process management and performance in three indicators, what would
workforce development. those be?
Strategy and Performance These would be: how much resident satisfaction
Management Practices What is the key performance management is delivered per budget dollar, what portion
tool used in your organization which drives of programs are meeting established service
What would you advise multilateral decision-making? (Is it the strategy plan, the levels, and public trust and confidence. Those
strategy map, the balanced scorecard, or an
institutions to reach effectiveness and three indicators convey whether a government
executive dashboard?)
alignment in strategy planning and is efficiently delivering the services the public
implementation? Our organization leverages an ecosystem of expects in a way that fosters trust and confidence.
Put simply, I would advise them to meet others tailored tools at the team, departmental, and
where they are at, agree on the highest-level
results, and build from there.
What are the key success factors for
governments to build consistency in
strategy and performance management?
A flexible approach that encourages the
co-creation of strategy and performance
outcomes, effective business and management
systems and tools, and, last but not least,
broad leadership support—if you don’t have
it, build it.
What are the most common pitfalls in
strategy and performance management
in governmental institutions? What can be
learned from it?
Taking a punitive approach, avoidance, and
micromanaging tactics are all common pitfalls
in public sector strategy and performance
management. Communities can more
effectively tackle the most pressing results if
we instead learn to more effectively engage,
use data everywhere, and integrate strategy
and performance management into daily life.
11
 INTERVIEW INTERVIEW

What are the key trends that have shaped the

Bridging goals across governmental public sector in recent years?
The Kingdom of Saudi Arabia is going through
entities: key insights for enhancing a transformation phase, and the public sector is
indeed part of it. One of the key trends involves the

strategies and performance

establishment of the Vision Realization Programs
which create cross-functional goals for collaboration
between various government entities.
management During this period, one of the noticeable trends
that have emerged is recognizing the importance
of establishing a robust governance mechanism
for each initiative. This governance ensures that
clear roles and responsibilities are cascaded to
each level, which has a significant impact on the
quality of the deliverables and pace of work. It also
RASHED MOHAMMED AL JALAJIL provides the right opportunity for each stakeholder As per the World Economic Forum's "Future
Deputy Minister of Strategy and Vision to properly engage with each other to achieve the of Jobs Report 2023," technology and
intended outcomes. digitalization are driving the decline of clerical
Ministry of Human Resource and Social and secretarial roles. What is the government's
Development role in developing future job skills for citizens?
What strategic approach would you advise
governmental entities to counteract increased The global jobs market is shifting to digitalization,
volatility and unpredictability? and COVID expedited such a shift. The government,
represented by the ministry, is working from multiple
Change is constant within the transformation phase
angles toward this, including:
and it comes with a lot of ambiguity. Accordingly,
I would always advise to see the value in • Encouraging and supporting the creation of
Rashed is an executive director with more than 17 years of experience in strategy execution and continuous communication and alignment between non-traditional jobs
performance management in both the private and public sectors in Saudi Arabia. He is a change governmental entities to deal with changes in the • Youth development programs to cope with job
management enthusiast who believes in developing people to lead organizational success. most effective manner. market requirements
• Various training programs to upskill and reskill
Interview by Kimberly Tilar
the labor force
In today's complex and interconnected world, embracing change and adopting a mindset
effective governance requires seamless that acknowledges its constant occurrence. As The MHRSD and its sister entities have launched
collaboration and coordination whether within a the Deputy Minister of Strategy and Vision many significant initiatives in the matter mentioned
government or with external collaborators. This of MHRSD, could you share a significant above and in collaboration with multiple Vision
is to achieve effective public service delivery and change in both digital and cultural aspects Realization Programs, such as the National
successful policy execution while working towards you have implemented to facilitate successful Transformation Program (NTP) and the Human
a shared vision. Rashed Mohammed Al Jalajil, organizational transformation in the MHRSD Capability Development Program (HCDP).
the Deputy Minister of Strategy and Vision of and how you approached it?
the Ministry of Human Resource and Social What role will governments play in the AI
We have worked on creating a performance-driven
Development (MHRSD), dives into the different revolution?
culture within the ministry by adopting a strategic
aspects of strategy and performance management
performance management framework on multiple The government launched the Saudi Data and
and explains the benefits of fostering goal alignment
levels and turning performance management into Artificial Intelligence Authority (SDAIA), which is
across government entities. an ongoing practice. This was acknowledged by a national reference in all matters related to the
Trends the government’s central body for performance
measurement where the ministry ranked at the top in
organization, development, and handling of data
and artificial intelligence (AI). Moreover, it has the
During the Global Management Forum terms of the maturity of strategy and performance original competence in all matters related to the
2023, you emphasized the importance of management among government entities. operation, research, and innovation in the field of
data and AI.
12 13
 INTERVIEW INTERVIEW

Strategy and Performance

Management Practices Crafting success: strategy and
What would you advise multilateral What are the five characteristics of a high- performance management for
governments in the Kingdom of
institutions to reach effectiveness and performance government?
alignment in strategy planning and The five characteristics of a high-performance
implementation? government are:
A key factor in the success of strategy
implementation is stakeholder buy-in. This
•
•
Ambitious
Maintains discipline
Saudi Arabia
happens through the stakeholders’ engagement
from the earlier stages of strategy development • Shares common vision
with the aim of continuous alignment. • Ensures alignment
• Demonstrates competence
What are the key success factors for
governments to build consistency in strategy
and performance management? KHALID G. ALHARBI
There are several key success factors for consistent
Strategy and Policy - Acting General
strategy and performance management. Here Manager
are the top three: Public Sector Strategic Planning Expert
• Robust governance framework
• Effective communication and alignment
• Balance between realistic and ambitious
expectations What is the key performance management
tool used in your organization which drives Khalid boasts over 20 years of experience in partnering with business unit executives to develop
What are the most common pitfalls in decision-making? (Is it the strategy plan, the
strategy and performance management strategy map, the balanced scorecard, or an strategic plans, direction, market analysis, partnership, growth guide, and operation excellency.
in governmental institutions? What can be executive dashboard?) He leads large and complex projects to achieve key business objectives and promote digital
learned from it? transformation. He is pursuing a career in engineering, project management, sales and strategy
The MHRSD is a large organization with a varied planning
The most common pitfall in any organization and diverse customer base. To manage the overall
(whether public, private, or non-government) strategy execution, we utilize a strategy map and Interview by Kimberly Tilar
is the lack of alignment when it comes to high- a balanced scorecard. However, for each sector
The Kingdom of Saudi Arabia (KSA) is known the factors and criteria to prioritize when
level goals. This can be overcome by building within the ministry, we have several dashboards
for its goal-oriented initiative called Vision 2030— engaging in strategic planning for hosting the
programs and units to enhance stakeholder to manage the strategy and performance while
a strategic plan that lays out a bold course for committee session?
collaborations. But this is not a one-off effort. considering each sector's specific requirements
the future of the country. In order to make the The government of Saudi Arabia has undergone
Continuous communication is key to overcoming and ambition, which are linked to the overall
initiative’s goal a reality, strategic planning and a significant transformation since announcing its
this challenge. strategy. efficient performance management are essential. 2030 vision in 2016. This vision has three pillars
In this interview, Khalid Alharbi, Strategy and and many objectives cascaded to different
If you could convey the essence of government Policy - Acting General Manager at a public sector
performance in three indicators, what would programs and government sectors. The Ministry of
strategic planning expert organization, explains Culture contributes to achieving the 2030 vision
those be? how strategy and performance management in by promoting and celebrating the KSA's culture
Government entities mainly focus on ultimate the public sector was operationalized and evolved globally to strengthen its international reputation.
lagging results such as macroeconomic indicators through Vision 2030.
or leading indicators of major efforts at a
national level. In Saudi Arabia’s case, it has been What key indicators best reflect the
In September 2023, Saudi Arabia will host the performance of the Ministry of Culture?
beautifully summarized in Vision 2030’s three 45th session of UNESCO’s World Heritage
primary themes: a vibrant society, a thriving Commission for the first time. How does the The government of Saudi Arabia emphasized the
economy, and an ambitious nation. Ministry of Culture in Saudi Arabia determine importance of promoting culture and the arts for

14 15

spreading global dialogue and communication to
establish a prosperous present and a better future
for the next generations. These aspirations are
linked to ambitious outcomes for the country by
participating in more international cultural events.
Trends
What are the key trends that have shaped the
public sector in recent years?
The main driver for the public sector is the country’s
Vision 2030, which is built around three primary
themes: a vibrant society, a thriving economy, and
an ambitious nation that contributes to economic
growth by attracting investment (locally and
internationally). This all leads to the creation of
more jobs through the development of different
sectors, like the industrial and tourism sectors,
and the improvement of government services,
including public and private sector partnership
and privatization.
What strategic approach would you advise
governmental entities to counteract increased
volatility and unpredictability?
To address increased volatility and
unpredictability, the government has started to
define and formalize standards and guidelines
to avoid competition with private and nonprofit
organizations in implementing initiatives. In
some cases, governments can take the lead in
creating markets through different programs, then
gradually transition the responsibility to private
and nonprofit organizations.
As per the World Economic Forum's "Future
of Jobs Report 2023," technology and
digitalization are driving the decline of clerical
and secretarial roles. What is the government's
role in developing future job skills for citizens?
Governments need to develop and discover more
sectors based on their strengths, and a part of
this development is the technology, digitalization
and needed skills. For example, the government of
Saudi Arabia, based on its location and culture,
started to develop logistic operations, tourism,
sport and entertainment sectors, and these sectors
will create more jobs.
16
INTERVIEW
The public sector faces potential talent loss
due to changing preferences in compensation
and work setup, as stated in a recent Forbes
article. What can governments do to attract
and retain talent?
As a rule of thumb, governments aim to reduce
employment in the government sector as they
transition from implementers to regulators,
creating more jobs in the market. Afterward, they
will then start to develop a competitive government
workforce salary scale to reduce talent loss.
What role will governments play in the AI
revolution?
Without the government, there would be no internet
or global positioning system (GPS). Governments
are looking to emerging technologies to drive
productivity. The government plays different
roles, starting from regulations to frameworks
and initiatives that develop infrastructure, enable
cybersecurity, encourage innovation and research,
and train the workforce in different technology
evolution programs.
INTERVIEW
Strategy and Performance
Management Practices
What would you advise multilateral What are the five characteristics of a high-
institutions to reach effectiveness and performance government?
alignment in strategy planning and
implementation?
Here are the five characteristics of a high-
performance government: (1) A clear direction
The connection between strategy and its by focusing on the final beneficiary (citizen,
implementation is performance measurement. resident, other government sectors), (2) mutual
The government needs a system that monitors understanding of all stakeholders, (3) an
progress, helps other departments implement, effective and motivated strategy department
and makes necessary adjustments. Moreover, that monitors and implements the strategy, (4)
buy-in from higher management should be the ability to adapt to changes in the environment
present. Measuring performance should be done such as regulations and budget allocation, and
proactively through day-to-day monitoring, not (5) proper performance measurement tools.
only reporting.
What is the key performance management
What are the key success factors for tool used in your organization which drives
governments to build consistency in strategy decision-making? (Is it the strategy plan, the
and performance management? strategy map, the balanced scorecard, or an
executive dashboard?)
Consistency means clear direction, full
understanding from all stakeholders, and Performance measurement tools should be live
cascaded objectives. They need to have an and able to predict risk before it happens. The
airplane view and integrate all the sectors' basis of this system is formulating the data
efforts. Performance measurement could be new collection process and its cycle first, then reflecting
for most developing countries. They need to be the analyzed data in a quarterly performance
careful when selecting key performance indicators report that produces an executive dashboard
(KPIs) that reflect accurate results and measure showing achievements and opportunities for
quarterly rather than yearly. improvement.
What are the most common pitfalls in If you could convey the essence of government
strategy and performance management performance in three indicators, what would
in governmental institutions? What can be those be?
learned from it? The Human Rights Council has identified the key
I think the structure of their strategy department attributes of good governance in its report. But
and misunderstanding of their role are some of from a strategy perspective, governments should
the most common challenges in strategy and have indicators showing their progress in policy
performance management within governmental formulation, transparency, anti-corruption, and
institutions. The strategy department is unlike economic growth. I think governments need to
other functional departments and should activate concentrate on organizational transformation
its role and division to monitor and implement the principles to ensure sustainability in their
strategy. Moreover, they should be able to adapt businesses.
to budget changes based on the governmental
financial system forecast.
17
 INTERVIEW INTERVIEW

No “I” in team: the significance of

eLearning multilateral coordination between
Learn when, where, and how you want! government entities
With more than 17 years of experience in the performance field, The KPI Institute brings its insights
and best practices closer to you through online, self-paced courses with 24/7 access.

RAYED ALHUMAID
Certified KPI Professional – Online Course
Head of the Strategy & Institutional
Performance Program
Ministry of Finance, The Kingdom of
Saudi Arabia
Certified Data Analysis Professional – Online Course

Certified Benchmarking Professional – Online Course Rayed is the current Head of the Strategy & Institutional Performance Program for the Kingdom
of Saudi Arabia’s Ministry of Finance. He previously participated in the drafting and planning of
the digital projects portfolio for the Ministry of Higher Education.

Interview by Paolo Orduña

Certified OKR Professional – Online Course
With 15 years of experience in both the public and Given how the public sector is often subject to
private sectors—working in a diverse range of fields political and economic uncertainties, how does
such as telecommunications, information security, your organization ensure that its strategies
energy and environments, and urban, regional, and adapt to ever-changing circumstances?
foreign policy—Rayed AlHumaid makes a strong
Governments usually work to achieve sustainable
Certified Employee Performance Professional – Online Course
case for the importance of multilateral cooperation
business continuity by setting up a risk management
and integration between government entities.
department to enable governance, risk, and
compliance (GRC) on the corporate level, which
In your role as the Head of the Strategy & will make monitoring and controlling risks more
Certified Performance Management Systems Audit Professional Institutional Performance Program at the effective.
– Online Course Ministry of Finance, what has been the
biggest challenge in terms of implementing
and monitoring strategies that align with
organizational goals? How did you overcome
Start your eLearning journey today this hurdle?
As a practitioner of strategy execution, the way I
overcome hurdles to achieving the integration of
internal and external environments is by gaining
kpiinstitute.org/education/elearning/ T: +61 3 9028 2223 M: +61 4 2456 8088 a full understanding of all the abstracters and the
ways to solve them.
18 19
 INTERVIEW INTERVIEW

Trends
What are the key trends that have shaped the Governments can benefit from historical data to
public sector in recent years? predict the future and work to develop qualitative
Agility, change management, Manage By Objectives jobs through the use of assistant AI.
(MBO), and data security management—all of
these trends have shaped the public sector in
recent years.

What strategic approach would you advise

governmental entities to counteract increased
volatility and unpredictability?
All government entities need to work on how
their roles interact with other entities—namely
government-to-government (G2G), the private
sector, government-to-business (G2B), citizens,
government-to-citizen (G2C), and their respective
communities. This blueprint will elaborate more on
how the government can achieve its goals. Plus,
human capital is the game changer in any objective.

As per the World Economic Forum's "Future

of Jobs Report 2023," technology and
digitalization are driving the decline of clerical
and secretarial roles. What is the government's
role in developing future job skills for citizens?
Governments need to make the most optimal use
of modern technologies, which means creating
organizations that help generate quality jobs
with an economic and national impact that raises
citizens up and fosters their ability to become
global citizens who can be relied upon.
The public sector faces potential talent loss
due to changing preferences in compensation
and work setup, as stated in a recent Forbes
article. What can governments do to attract
and retain talent?
In such cases, the public sector needs to work on
developing human capital by adopting models for
professional consultations and building effective
employee loyalty systems. They must also work to
reduce administrative confusion that could create a
work environment that expels employees.
What role will governments play in the AI
revolution?
Strategy and Performance
Management Practices
What would you advise multilateral
institutions to reach effectiveness and
alignment in strategy planning and
implementation?
These institutions should work in a spirit of
integration and achieve a comprehensive
understanding of the role assigned to them
and the nature of the intersections. Also, this
type of business needs to build a common
team spirit and governance that enables the
implementation to achieve goals.
What are the key success factors for
governments to build consistency in
strategy and performance management?
The existence of clear governance in
implementation with ambitious goals must
be present. Most importantly, there must be
leaders who can lead professional work teams
that bring qualitative shifts in the work of the
public sector.
What is the key performance management
What are the most common pitfalls in
strategy and performance management tool used in your organization which drives
in governmental institutions? What can be decision-making? (Is it the strategy plan, the
learned from it? strategy map, the balanced scorecard, or an
executive dashboard?)
I think that the most common mistakes are the
absence of an effective communication plan and Our organization makes use of a strategy plan
the lack of continuous evaluation in the ability with an executive dashboard. We previously used
to implement and monitor focused on obstacles the balanced scorecard.
and risks.
If you could convey the essence of government
What are the five characteristics of a high- performance in three indicators, what would
performance government? those be?
These characteristics are a clear vision, available These would be the optimal use of government
resources, possible leadership, logical time for resources: achieving public benefit in government
implementation, and hierarchical and practical services and mandates and achieving
planning. I would also add the ability to take transparency and sustainability.
feedback and learn from it.

20 21
 INTERVIEW INTERVIEW

and upskilling, encourage entrepreneurship, and

The vital role of government in develop supportive policies and frameworks.

The public sector faces potential talent loss

nurturing stakeholders’ future

due to changing preferences in compensation
and work setup, as stated in a recent Forbes
article. What can governments do to attract
and retain talent?
To attract and retain talent, governments
can implement various initiatives, including
competitive compensation packages, flexible
Trends work arrangements, career growth opportunities,
recognition and rewards programs, a work-life
What are the key trends that have shaped the
RIHAM MAHMOUD SAAD balance atmosphere, opportunities for creativity
public sector in recent years?
Senior Strategy and Corporate and innovation, and the assurance of transparent
Many trends have shaped the public sector in selection and recruitment processes.
Performance Specialist recent years, including digital transformation,
Government - Finance Field data-driven decision-making, customer-centric
What role will governments play in the AI
services, adoption of automation and artificial
revolution?
intelligence (AI) within operations, and focus
on environmental, social and governance (ESG) Governments will play a crucial role in the AI
and sustainability initiatives. These trends revolution by launching ethical and regulatory
aim to enhance transparency, efficiency and frameworks, ensuring a responsible deployment
Riham is a Senior Strategy and Corporate Performance Specialist with over 15 years of experience accountability within government organizations. of AI, addressing privacy and security concerns,
in corporate performance management in the public sector. She holds a master’s degree in nurturing AI research and development, promoting
Information Systems Management from Zayed University. Moreover, she has acquired certification AI literacy, and addressing the social impact of AI
What strategic approach would you advise
in KPI Professional and Practitioner and a Nanodegree in Data Analysis and Visualization from to ensure equitable benefits for all.
governmental entities to counteract increased
Udacity.
volatility and unpredictability?
Interview by: Kimberly Tilar
To manage the increased volatility and
unpredictability in governmental entities,
The government plays a pivotal role in driving a outturn, budget deficit, adherence to budget organizations should adopt a strategic approach
nation's progress and prosperity, especially amid calendar, and forecasting accuracy. These that includes diversifying revenue sources,
economic uncertainties, from crisis management to indicators help in assessing the financial health, developing backup plans, performing scenario
environmental sustainability, innovation, and social profitability, and operational efficiency of an planning, enhancing agility and adaptability,
welfare. This interview with Riham Mahmoud Saad, organization and are useful for monitoring and fostering stakeholder collaboration, investing in
a Senior Strategy and Corporate Performance evaluating performance. technology and data analytics, and promoting
Specialist, explores how strategic practices can proactive risk management practices.
foster a proactive and supportive government. How do you approach the process of setting
As per the World Economic Forum's "Future
financial targets and allocating resources in
As a Senior Strategy and Corporate alignment with the strategic objectives of the of Jobs Report 2023," technology and
Performance Specialist and Certified KPI finance organization? digitalization are driving the decline of clerical
Professional and Practitioner, can you and secretarial roles. What is the government's
Financial institutions follow a strategic approach role in developing future job skills for citizens?
provide specific examples of key performance
for setting goals and allocating resources. This
indicators (KPIs) utilized within the finance The government plays a crucial role in helping
includes assessing the company objectives,
sector or your company to effectively monitor citizens develop the skills required for their future
reviewing benchmark results, and conducting trend
and assess performance nowadays? employment. They fund educational programs,
analyses. Institutions should distribute resources
The KPIs frequently used in the financial sector that will enable them to achieve their strategic work in collaboration with industries to identify
include return on investment (ROI), debt to gross objectives and assist in performance optimization emerging skills needed, support lifelong learning
domestic product (GDP), aggregate expenditure and financial prosperity promotion. initiatives, provide opportunities for reskilling

22 23
 INTERVIEW

COVER
Strategy and Performance
Management Practices
What would you advise multilateral culture of learning and improvement, investing in

STORY
institutions to reach effectiveness and data capabilities, promoting accountability, and
alignment in strategy planning and engaging stakeholders in the process.
implementation?
What are the five characteristics of a high-
To achieve effectiveness and alignment in
performance government?
strategy planning and implementation, I would
advise multilateral institutions to enhance The five characteristics of a high-performance
communication and collaboration among government are effective leadership and
parties. Moreover, they should prioritize common governance, strategic planning and goal
goals, streamline decision-making processes, alignment, data-driven decision-making, a culture
conduct regular assessments and reviews, and of innovation and continuous improvement, and
promote transparency and accountability. strong stakeholder engagement and collaboration.
Institutions should also leverage technology These qualities enable governments to achieve
for efficient communication and encourage efficient service delivery, performance excellence,
active participation and engagement from all and positive societal impact.
stakeholders.
What is the key performance management
What are the key success factors for tool used in your organization which drives
governments to build consistency in strategy decision-making? (Is it the strategy plan, the
and performance management? strategy map, the balanced scorecard, or an
executive dashboard?)
There are a lot of key success factors for
governments to build consistency in strategy The key performance management tools
and performance management: firstly, by that drive decision making, from my point of
clear setting and alignment of objectives and view, include the strategy map, strategy plan,
effective communication and engagement and enterprise performance management
of key stakeholders; secondly, through robust system that produces executive dashboards.
data collection and analysis, performance- The strategy map visually communicates the
based incentives, and continuous monitoring cause-and-effect relationships between strategic
and evaluation; and lastly, through adaptive objectives, while the strategy plan outlines goals
and resilient decision-making, capacity building, and initiatives. Executive dashboards provide
and a supportive organizational culture that real-time performance data, enabling data-
encourages accountability and learning from driven decision-making aligned with strategic
both successes and failures. objectives.

What are the most common pitfalls in
strategy and performance management
in governmental institutions? What can be
learned from it?
The most common pitfalls in strategy and
performance management in governmental
institutions include inadequate goal setting, poor
data quality and utilization, and lack of alignment
between strategy and budgeting. Other examples
are resistance to change, limited transparency,
and insufficient monitoring and evaluation.
Learning from these pitfalls involves embracing
evidence-based decision-making, fostering a
If you could convey the essence of government
performance in three indicators, what would
those be?
If I had to sum up the essence of government
performance in three indicators, they would be: 1)
citizen satisfaction and trust levels, which reflects
the quality of services and governance; 2)
efficiency and effectiveness in resource utilization,
which showcases the responsible use of public
funds; and 3) social and economic outcomes,
which measure the government's impact on
society and the economy

24 25
 COVER STORY COVER STORY

For organizations, surviving and thriving in today's

world can be akin to navigating a complex trail
where they must adapt to changing weather and
uneven ground. Such great challenges often require
great solutions, but new technologies and evolving
human behavior have made decision-making and
strategy implementation trickier. Governments,
being accountable for various areas of society, face
an even more complicated route.

To traverse this volatile environment, what kind of

strategic approach should governments use?

Neither the best-laid plans nor simply reacting

to new information work, according to Michael
Jacobson, an award-winning national leader and
deputy director for performance and strategy in
King County’s Office of Performance, Strategy and
Budget in the U.S.

“No organization will be able to be 100% strategic in

their decision-making, but any increase in strategic
direction, versus reactive decision-making, is a step
toward addressing volatility and unpredictability in
our operating environment,” he said in a written
interview with Performance Magazine.

Jacobson, who serves on the Board of the American

Society of Public Administration's Center for
Performance and Accountability, explained that
the public sector has been shaped in recent years
by the growing diversity of the populations they
serve, shifting market conditions, and the necessity
of cross-cultural cooperation in addressing complex
societal concerns. He also emphasized that it
is important for governments to listen to their
constituents to identify and address issues that
truly affect them.

People, processes, and public service:

a closer look at government strategy
Communication is also crucial to managing
the workforce as the public sector faces similar
challenges to the private sector in terms of talent
retention and the impact of technologies like
artificial intelligence (AI) on day-to-day work and

and performance management

employability.

Len Cristobal

26 27
 COVER STORY COVER STORY

have enterprise-level strategic plans that address organizational strategy reviews (47%). The
Addressing talent woes in the On the right track climate and equity. Their monitoring system covers complexity of the public sector—with its bureaucratic
public sector When asked how King County adapts to the latest
“enterprise monitoring (of the enterprise priorities), structures, budgetary limitations, and changes
annual plan monitoring (of the departmental in government leadership—necessitates strategy
trends, Jacobson shared that they regularly review annual plans), operations reviews (focused on key reviews for alignment and effectiveness. Meanwhile,
Given the uncertainties surrounding the labor priorities to keep them focused and strategic. He
market today, talent management is a path that added that they have strategic plans for critical operational performance data by department), at the local level, poor performance results are the
must be treaded carefully by any industry. investment monitoring (of key budget ‘investments’), main driving force behind strategy reviews (42%),
issues such as climate change and social justice. and financial monitoring (of specific funds).” The given the dual accountability local organizations
“We also have priority issues with cascaded projects county conducts self-assessment using an internally have to state authorities and the public perception
Jacobson believes that governments should provide and measures related to behavioral health and
training and apprenticeship programs and partner affordable housing, justice and safety, environment, developed Lean Maturity Model to gauge their of service efficacy.
with community organizations to help individuals and anti-racist and pro-equity systems.” progress towards becoming a lean organization.
seeking employment and skill development. “King The study’s findings reflect the respondents’ general
County has invested in helping people who are Furthermore, Jacobson mentioned three key response when asked about the most important
un- or under-employed develop skills and find initiatives for process improvements in their aspects to consider when adopting a performance
work in a variety of high-demand sectors, such as performance management system next year. management framework for their organization.
construction, hospitality, and healthcare.” These include utilizing more disaggregated data Implementation resources, including time, budget,
“to better understand the equitable delivery of and personnel, are deemed most important by 66%
When it comes to becoming an employer of services and better understand the equity aspects of state-level professionals and 50% of local-level
choice, the government has the edge, according of decisions for various demographic groups.” Their professionals.
to Jacobson. Government positions, especially for office also plans to put emphasis on target-setting
people under the age of 50, should be at the top to ensure the clarity of plans and offer coaching to While the top reasons for a strategy's failure vary
of the list for those looking for meaningful work. leaders, nurturing a culture that welcomes all forms among respondents, they somehow reflect existing
He also mentioned the public sector’s competitive of progress and results. practices. At the state level, the problems with
compensation and benefits for government strategy execution include inefficient decision-
making and approval processes, a lack of leadership
personnel and dedication to community support. Strategy and performance support, and poor project management. At the local
To draw and retain talent in the public sector, the management in the level, the three biggest causes of plan execution
failure are: "inability to reallocate resources and
county administrator points out that governments government adapt to changes, insufficient resources for projects
must modernize hiring procedures, offer remote
or hybrid work options as needed, and implement to succeed, and a lack of leadership support.”
Looking beyond King County, the factors
lean management principles to cut down on influencing the public sector's approach to strategy
bureaucracy. Meanwhile, he sees AI as useful in and performance management intertwine with
various areas of the government, such as defense various processes and tools, akin to tree branches,
and customer service. “Government is also the whose patterns and relationships can be perceived
appropriate venue to define the playing field, as fractals rather than fragments. For instance,
including what is out of bounds, with regulatory most perspectives, preferences, and practices in
approaches.” the discipline are primarily shaped by leadership
capabilities and internal resources.
As digital transformation and economic
development take place in governments, having The “State of Strategy Management Practice –
the right talent becomes crucial to delivering public Michael Jacobson, Deputy Director for 2023,” an international research study conducted
services efficiently and effectively. Jacobson said Performance and Strategy in King County’s by The KPI Institute, revealed that establishing a
that increased public accountability and limited Office of Performance, Strategy and Budget regular, formal, and methodical planning process
resources are among the factors influencing the is the most challenging aspect of the strategic
direction of governments today. These challenges Their organization employs an enterprise planning process, as reported by 25% of state-level
have also prompted governments to take into system encompassing planning and monitoring. and 23% of local-level professionals.
account management systems like performance This involves enterprise priorities, budget, and
management and lean practices to achieve better departmental annual plans. Additionally, they At the state level, internal constraints like staff
results. availability and budget significantly influence

28 29
 COVER STORY

Education, culture, and Leadership and culture can supercharge efforts to

streamline operations and systems. As Jacobson
leadership aptly put it, “Rather than think of strategic and
performance management primarily as a technical
The level of complexity that the public sector
problem, the most important factor for long-term
faces in terms of strategy planning, measurement,
success is to pay attention to the cultural aspects of
and execution does not always have to be met
performance management. By that, I mean those
with overwhelm. There will always be pressure to
aspects of leadership and culture that create an
TAKE YOUR ORGANIZATION TO NEW HEIGHTS
embrace what is new as the next best thing to
environment of strategic orientation and trust.”
do. However, much like traversing trails, seasoned
hikers will likely say that packing light with the
According to Jacobson, leaders must have “a genuine The Global Performance Audit (GPA) Unit of The
right tools can lead one to the desired destination.
interest in thinking long term (i.e., planning).” He KPI Institute finds the best solutions for improving
adds that leaders must also remain focused on the your performance management systems and
Organizations can start or restart their journey
by prioritizing education, leadership, and culture.
plan. It’s also crucial to create demand and have practices. For inquiries, contact:
a personal stake in using data to stay informed Alexandru Muntean
They can look into learning providers like The
(i.e., monitoring). Beyond that, leaders must also For over 19 years, we've been at the forefront Head of Customer Engagement
KPI Institute, which offers courses on strategy,
cultivate a strategic approach that promotes a of analyzing and refining strategic planning, alex.muntean@kpiinstitute.com
performance management, and measurement.
growth mindset among other leaders within their performance measurement and management, M: +40 747 060 997
These courses incorporate concept presentations
respective organizations. This organizational cultivating performance culture, and enhancing
along with case studies and practical frameworks,
culture should be focused on learning rather than employee performance for private and public
drawing from nearly 19 years of research. Education
placing blame and must be bolstered by “open, organizations.
can also take the form of initiatives that foster
honest and supportive feedback.”
avenues for innovation and collaboration.
Why does your organization need an audit?

Assess the maturity level Identify opportunities to Discover best practices. Get official recognition for
across all areas. improve. performance excellence.

GET CERTIFIED For more information, visit www.gpaunit.org

Certified Performance Management Systems Audit Professional

• Identify the weaknesses of your current Performance Management
Framework and learn how to shift from one maturity level to the next one
• Maximize the added value generated by your Performance Management
System
• Assess your organization’s maturity level using the full audit methodology
developed by The KPI Institute in collaboration with GPA Unit
• Educate stakeholders to be oriented towards continuous learning and
improvement

30 31
 IN-DEPTH
STRATEGY PLANNING
Excellence in action: evaluating
IN-DEPTH performance management practices
for a promising organization
Strategy Planning - Strategy Execution - Performance
Measurement and KPIs - Data Analytics - Employee Performance
Cristina Mihăiloaie
No matter where an organization stands on its
journey, ensuring that its performance management
practices are up to par can influence its progress.
Done correctly, this could be the edge that sets it
apart from the competition.
The KPI Institute (TKI), through the efforts of the
dedicated members of The Global Performance
Audit (GPA) Unit, has successfully collaborated
with the Talent and Performance Management
Department of the Tourism Development Fund
(TDF) to evaluate the performance management
practices of the organization. This evaluation
encompasses various areas, such as strategic
planning, corporate performance management,
employee performance management, and
organizational culture
The TDF is a young organization established in
Saudi Arabia in 2020 with the mandate of driving
32
growth in the national tourism sector by enabling
private investments. With nearly 200 employees,
the TDF has set up a formal division dedicated to
managing strategy and performance. It comes with
specialized departments responsible for handling
key processes like strategic planning, corporate
performance management, strategic initiatives
portfolio, organizational excellence, research,
and insights. Similarly, people's performance and
organizational culture are guided by specialized
teams.
The KPI Institute’s maturity assessment for the
division adhered to a holistic approach in both
project coverage and methodology. In terms of
coverage, the following organizational capabilities
were evaluated: strategic planning, performance
measurement, performance improvement, employee
performance culture, and organizational culture.
33

Figure 1. Integrated Performance Management Maturity Model | Source: The KPI Institute
Regarding the methodology, TKI’s Integrated
Performance Maturity Model includes a review of
formal procedures and other official documentation
(outputs) and insights from employees in the
organization obtained through surveys and
34
IN-DEPTH
interviews with key internal stakeholders. All findings
were rated against best practices using a scoring
methodology, and the final score positioned the
TDF on maturity level IV out of V (see Figure 2).
IN-DEPTH
Figure 2. Performance Management Maturity Level | Source: The KPI Institute
The context for a maturity
assessment
For a young organization like the TDF, there has
been a continuous process of introducing and
adapting strategy and performance management
practices as their needs evolve. The organization’s
commitment to business excellence and quality
leadership has created the premise for the Strategy
Division to seek a golden standard of comparison
that would outline opportunities for optimization
and an action-oriented roadmap for the future.
Despite the project being initiated by the Strategy
Division, the organization understood that aligning
employee performance management to corporate
strategy is fundamental for effective strategy
execution. For this reason, the Human Capital
Division was also involved in the assessment to
analyze the cohesion and alignment of the objectives
and KPIs across all levels of the organization.
TKI’s maturity assessment can be conducted both
at the beginning of a revamping project of the
strategy and performance management system as
well as at the end of such an endeavor to obtain an
official recognition of the implemented upgrade.
For less mature organizations, the assessment can
be a tool to set the course of action and build the
system step-by-step. For experienced entities, it can
provide a fresh perspective on the status quo and
outline issues and solutions to current challenges.
35
 IN-DEPTH IN-DEPTH

process maps, associated procedures, and output

The deployment of a maturity assessment templates. As the department grows, it can
develop specialized expertise for strategic planning,
The maturity assessment consists of six stages, which can be deployed in 10 to 12 weeks, depending on
performance management, project management
the entity’s responsiveness in collecting documents and supporting the consultancy team. The process
and portfolio optimization, and stakeholder
breakdown is as follows:
engagement (especially for governmental entities).
Furthermore, a dedicated team for research
1. Project communication: Initial discussions were held to agree on the Weeks 1-2 and benchmarking can add great value to the
requirements of the evaluated entity. Additionally, posters and email organization in the strategy planning and review
templates were provided to facilitate communication and engagement with process.
all project stakeholders.
In addition, it is important to create clear and
2. Evidence-based assessment: The entity collects all documents required and Weeks 2-5 detailed processes and procedures for all functions
shares them with the GPA Unit for analysis and scoring. managed by the Strategy Office and ensure that
the right stakeholders are properly and sufficiently
involved in developing the strategy, setting
3. Perception-based assessment: The GPA Unit receives the employees’ contacts, Weeks 3-5
the objectives and KPI targets, and prioritizing
distributes the assessment surveys, and processes the survey responses.
initiatives.

2. Use clean language and a simple strategy 3. Ensure strong vertical alignment
4. Interviews: The GPA unit team selects three to eight internal stakeholders Weeks 6-7 framework
for interviews. Each division and department translates its impact
Since strategy is the output of a multidisciplinary on corporate strategy by taking over corporate-
team of executives, using language that everyone level objectives and KPIs and adding indirect
can easily understand is important. It is quite contributions through operational objectives and
5. Release of assessment outputs: The following items are prepared for the Week 7-9 common to get tangled up in details, resulting in a
evaluated entity: KPIs. With the effective guidance and support of
complicated strategy plan that executives may find the Human Capital Division, SMART objectives
• Assessment Report challenging to explain later on. TDF has consolidated
• Roadmap for Improvement Brief are cascaded in alignment with departmental,
the entire strategy into a straightforward strategy divisional, and corporate objectives for each
• Executive Dashboard Poster map with the following layers:
• Roadmap for Improvement Poster employee. Meanwhile, strategic initiatives are
• Four long-term strategic directions cascaded at the division level.
• Four strategic perspectives inspired by the
6. Project closing: The GPA Unit team presents the assessment findings and Week 10 Each division’s information is captured on two pages
Balanced Scorecard methodology
recommendations to the organization and releases the certificates of while departmental plans are summarized on one
• Eight strategic objectives clustered in the
recognition for each capability evaluated. page. The use of tables and diagrams enhances
aforementioned perspectives and oriented over
the medium term the readability and understanding of each unit and
• 22 KPIs selected to measure the strategic team’s priorities.
Figure 3. Maturity Assessment Deployment Process | Source: The KPI Institute objectives
• 28 strategic initiatives 4.. Focus on strategy communication
The TDF’s maturity assessment took place from The Strategy Division undertakes a variety of
mid-July to mid-September 2023 and included the Best practices from the Tourism The entire strategy is clearly captured on two
initiatives to communicate the organization’s
pages: one page features the strategy map, and
review of over 60 documents, surveys of more than Development Fund the other lists strategic initiatives. strategy and raise employee awareness of corporate
100 employees, and seven interviews. priorities. These include:
1. Set up a sound governance framework for
Objective and KPI names are concise and • Monthly induction sessions on corporate
This type of assessment is ideally suited for remote strategy management
distinguishable, as objectives always start with strategy for all employees
work, as long as access to confidential documents action verbs. Furthermore, initiatives should be
The Strategy Office can have five to 20 people • An annual strategy retreat during which division
can be provided virtually to the GPA Unit. distinguished from objectives by using phrasing that
responsible for creating the strategy management chiefs are required to present their initiatives
Project management meetings, interviews, and involves concrete actions, emphasizing the “how”
framework in the organization with proper policies, and explain their impact on corporate strategy
presentations take place online. rather than the “what”, with the latter representing
the objective.
36 37
 IN-DEPTH IN-DEPTH

• Annual town hall meetings where the CEO performance-related issues with employees, and
introduces the strategy and focus for the supporting team members’ professional growth.
upcoming year, and each chief outlines their Several communication materials like articles
priorities and videos are developed to raise awareness on
• Explanation of KPIs the importance of giving and receiving feedback
• Strategy quizzes and trivia conducted among during the year, in addition to the formal mid-year
employees. and year-end performance reviews.
• A quarterly strategy newsletter
• Displaying the mission, vision, and values on Furthermore, the Human Capital Division is
available screens in the office spaces conducting surveys among employees to track the
frequency of feedback they receive.
5. Encourage feedback culture
Building a performance culture with adequate
TDF implemented several actions and projects to social context for discussing performance and
foster a feedback-driven culture. There are training making data-driven decision-making is critical
courses and one-on-one coaching sessions to elevate for successfully implementing any performance
the skills of managers and executives in providing management system, whether corporate,
constructive feedback, effectively addressing operational, or individual.

"The level of maturity encountered in the Tourism Development Fund regarding researching and
STRATEGY EXECUTION
involving stakeholders in strategy formulation and planning, as well as their ability to convey

The Nordic Council of Ministers:

effectively the essence of corporate strategy and KPIs proves that advanced performance
management systems can be built in the early years of an organization and more than that,
they are fostering a sustained growth and evolution of the business." – Cristina Mihăiloaie, Lead
Consultant on the maturity assessment project for TDF
a model of intergovernmental
cooperation
Andra Rotar

In response to the challenges posed by the the Faroe Islands, and Åland. The council acts as a
growing interdependence of the world's economies, platform for collaboration, enabling these nations
governments have recognized the need for to jointly tackle shared challenges and achieve
intergovernmental cooperation to effectively common goals within the region.
address complex issues that transcend national
borders. To guide its actions, the council has established
the Action Plan for Vision 2030. This document
Intergovernmental cooperation entails the outlines the strategic direction for the council, with
collaborative relationship between governments, the vision of transforming the Nordic Region into
aiming to work together towards shared objectives the most sustainable and integrated region globally
by aligning strategies and resources to maximize by 2030.
the impact of collective actions.
To realize this vision, the council established three
The Nordic Council of Ministers serves as an strategic areas linked with 12 objectives that are
example of intergovernmental cooperation among being given priority (see Figure 1): “a green Nordic
The KPI Institute (TKI) presents the Excellence Award to Saudi Arabia's Tourism Development Fund the Nordic countries—Denmark, Finland, Iceland, Region,” “a competitive Nordic Region,” and “a
Source: TDF Norway, and Sweden, together with Greenland, socially sustainable Nordic Region.”
38 39

Vision: The Nordic region will become the most sustainable and integrated region in the world
A green Nordic Region
01. Bolster research and
development and the promotion
of solutions that support carbon
neutrality and climate adaptation,
including in relation to transport,
construction, food, and energy.
Action plan for Vision 2030
02. Help to safeguard biodiversity
and ensure the sustainable use of
the Nordic Region’s nature and
seas.
03. Promote a circular and
bio-based economy, sustainable
and competitive production,
sustainable food systems, and
resource-efficient and non-toxic
cycles in the Nordic Region.
04. Make it much easier and
more attractive for Nordic
consumers to prioritize healthy
and environmentally and
climate-friendly choices, with a
joint investment in sustainable
consumption.
05. Contribute to the positive
development of international
cooperation on the environment
and climate, such as by promoting
Nordic green solutions in the rest
of the world.
Figure 1. Action Plan Overview | Source: Adapted from The Nordic Council of Ministers’ action plan for
Vision 2030 Source: FSDP Program Chapter 2022
40
A socially sustainable Nordic
A competitive Nordic Region
06. Support knowledge and
innovation and make it easier
for companies throughout the
Nordic Region to take full
advantage of the development
opportunities created by the
green, technological, and digital
transformation and the growing
bioeconomy.
07. Develop skills and well-
functioning labor markets that
match the requirements of the
green transition and digital
developments and that support
freedom of movement in the
Nordic Region.
08. Leverage digitalization and
education to bind the Nordic
countries even closer together.
IN-DEPTH
Region
09. Contribute to good, equal,
and secure health and welfare
for all.
10. Work to involve everyone
living in the Nordic Region
in the green transition and
digital developments, utilize
the potential of this transition,
and counteract the widening
of gaps in society as a result of
this transition.
11. Give Nordic civil society,
and especially children and
young people, a louder voice
and greater participation in
Nordic cooperation, as well
as increase their knowledge of
the languages and cultures of
neighboring countries.
12. Maintain trust and cohesion
in the Nordic Region, its
shared values, and the Nordic
community, with an emphasis
on culture, democracy, equality,
inclusion, non-discrimination,
and freedom of expression.
IN-DEPTH
The council also implemented a monitoring and The program addresses challenges related to
evaluation system to ensure the achievement of regulations, standards, and technical interoperability
strategic objectives. This system utilizes a set of 45 that hinder cross-border service delivery.
indicators specifically tailored to track the region's
development. Aligned with the strategic priorities,
3. Enhanced efforts for health crisis preparedness
the indicators measure the progress toward Nordic
The Nordic countries are actively strengthening their
Vision 2030.
health crisis preparedness through collaborative
crisis management, improved medicine production,
and secure supply chains.
The Svalbard Group, appointed by the council to
enhance cooperation in public health and social
services, has established a burn injury mechanism
and is developing another one to support the
exchange of experience in connection with
pandemics.
Furthermore, initiatives such as the Nordic network
for infection control and hygiene in the care sector
and collaboration on pediatric medicines have
been launched.
The Nordic Council of Ministers’ strategic execution
Achievements in pursuit of serves as an example for governments worldwide.
Vision 2030 Through the Action Plan for Vision 2030, the
Nordic countries have set an ambitious course to
The initial assessment of the action plan transform their region, showcasing the strength
demonstrates the progress made in achieving the of cooperation and joint efforts in adapting to
objectives through the effective implementation of
disruptions and overcoming shared challenges.
strategic initiatives. Notable examples of initiatives
leading to realizing the vision encompass the
following:
1. Solutions for the green transition of the
transport sector
Among the efforts undertaken by the council are
accelerating electric aviation development through
strategic investments, pursuing fossil-free fuels in
shipping, transforming road transport through a
common electric vehicle charging payment system,
and developing infrastructure for hydrogen-
powered trucks.
2. Increased investment in digital services
The Cross Border Digital Services (CBDS)
Programme aims to enhance digital collaboration
and enable the seamless provision of services for
those who live and run businesses within the Nordic
Region.
41

PERFORMANCE MEASUREMENT AND KPIS
Measuring program performance in
the U.S. Department of Education
Andreana Dumitrescu
The performance framework established by the
Government Performance and Results Act (GPRA)
holds federal agencies accountable for setting
goals and measuring program performance to
meet these objectives. It emphasizes strategic
planning, data-driven performance reviews, and
agency management capabilities. The federal
performance framework is based on a series of
practices: enhancing management knowledge,
clustering on a defined number of key goals, and
consistent, data-driven performance evaluations
that take a wide set of qualitative and quantitative
indicators combined with strategic planning and
priority goal-setting.
42
IN-DEPTH IN-DEPTH
Strategic Goal 1
Promote equity in student access to educational resources,
opportunities, and inclusive environments.
Strategic Goal 2
Support a diverse and talented educator workforce
and professional growth to strengthen student
learning.
Strategic Goal 3
Meet students’ social, emotional, and academic needs.
Strategic Goal 4
Increase postsecondary value by focusing on equity-conscious
strategies to address access to high quality institutions,
affordability, completion, post-enrollment success, and support
for inclusive institutions.
Strategic Goal 5
Enhance the Department’s internal capacity to optimize the
delivery of its mission.
Figure 1. U.S Department of Education Strategic Goals | Adapted from Fiscal Years 2022–2026 Strategic
Plan
Performance measurement of U.S. agencies is of Management & Budget (OMB), GEAR UP’s
based on the Perkins Act of 1998, which includes a
funding effectiveness is measured using the college
set of indicators distributed in four strategic areas:
entrance rates of students from high-poverty
According to the U.S. Department of Education
(1) academic and skill attainment, (2) completion,
schools. The goal is to increase college enrollment
(DE) website, its mission is “to promote student
(3) placement and retention, and (4) nontraditional
for low-income students and close the enrollment
achievement and preparation for global
programs. These are used to evaluate educational
gap. Grantees provide data that is then verified
competitiveness by cultivating educational
systems, hold educators accountable, and drive
through audits and evaluations. The main KPI used
excellence and ensuring equal access.” The DE
improvement. Its ultimate scope was to support
to assess the outcomes of GEAR UP as interpreted
achieves this by funding programs that offer services,
states in sharing results, improving performance,
from the OMB’s performance measure examples
ranging from early intervention to adult learning,
and developing assessment measures for academic
is % Program participants that enrol in college,
especially to the most vulnerable categories that
and technical education programs. which measures the percentage of students from
face the most significant barriers. The DE's 2022-
2026 Strategic plan is a tool that communicates a high-poverty schools who register for college after
One of the DE’s programs where performance receiving program services.
clear vision of the administration’s priorities related
is measured through KPIs is Gaining Early
to education, based on five main strategic goals
Awareness and Readiness for Undergraduate Another program is 21st Century Community
(see Figure 1).
Programs (GEAR UP). According to the Office Learning Centers, which is designed to support
43
 IN-DEPTH

academic and enrichment activities in high-
poverty, low-performing schools, particularly to
improve their academic performance. The DE has
taken steps to enhance technical assistance and
sponsor research, aiming to identify and implement
effective after-school strategies that can enhance
academic achievement. Evaluating performance
helps determine the program’s success and
ensures a focus on students who require additional
support. The data for evaluation is obtained
from a comprehensive state reporting database
and validated through program evaluations and
comparisons with other student testing data
sources. The primary KPI used to measure its
results as interpreted from OMB is % Regular
program participants whose achievement test
scores improved from below grade level to at or
Subscribe to the world’s largest
above grade level, which assesses the percentage database of documented
key peformance indicators
of students who, through regular program
participation, have shown improvement in their
achievement test scores from below grade level
to at or above grade level. These two programs
obtained a financing of $1.718 million in federal
funds for 2023.
Performance measurement is crucial for the
presented programs to support student success
and propel progress in the education sector.

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44 45

DATA ANALYTICS
Power to the people: how smart
governance data can strengthen
public participation
Islam Salahuddin
Public participation is the process of engaging
citizens and NGOs in the government’s formulation
of policies and decision making to make sure their
concerns and needs are met. The Organization for
Economic Cooperation and Development (OECD)
describes public participation as “a core element of
good governance.
Meanwhile, smart governance is a concept that
involves the use of technologies in the provision of
government services. These technologies include
46
IN-DEPTH
leveraging data to better understand and serve
citizens. This article shows how public participation
and smart governance can be connected through
enhancing the integration of data in smart
governance systems.
Aiming for inclusiveness
Under smart governance, state authorities have
the means to better collect and harness different
data sources that, when analyzed, give accurate,
real-time insights into the preferences and concerns
IN-DEPTH
of their citizens. These data sources can vary from of which are principles of public participation
specially built digital platforms to social media
content.
empowerment. The perfect open government
data portal is yet to be born. A few portals offer
highly user -friendly interfaces with ready- made
In addition to identifying problem areas, prioritizing visualizations and built-in charting tools for
investments accordingly, and enhancing service unspecialized citizens but include a relatively small
delivery, analyzing different data sources can also
enhance the inclusion of disadvantaged groups,
number of datasets, like the UAE’s portal, while
others provide an extensive amount of datasets
leading to inclusive and non-discriminatory policy with thorough documentation and multiple formats
and decision making, which is one of the principles but are not friendly to unspecialized users, like the
of good public participation empowerment as USA’s portal. Fortunately, there are those that are
outlined by the OECD. already showing the potential to combine the
different best practices, like France’s portal.
Building trust
In conclusion, the use of data in smart governance
In order for the citizens’ data collection and systems has massive potential to empower public
analysis to work in their favor, it is important to participation, but does not guarantee it unless the
establish the public's trust in the process, a research public participation’s principles are specifically
article published by Cambridge University points considered in the process of data collection, analysis,
out. Engaging citizens in formulating legislations and publishing. In this way, smart governments
for the collection and use of public data can go a can work to enhance public participation, which in
long way to the establishment of such trust. turn leads to the ultimate goal—efficient, citizen-
centered governance.
For example, governments can engage their citizens
through legislative institutions and consultative
forums to ensure that the data is secure and
confidential, meaning no sensitive personal data is
revealed. As a result, citizens will be more willing
to provide more accurate data, leading to not
only better data quality, but also to the practice
of transparency, which is another constituent of
the OECD’s public participation empowerment
principles.
Sharing data back
Considering public participation in smart
governance means that it is not enough for
governments to collect data for their use only,
instead it is essential to make this data open for
public access— freely available to and reusable by
citizens and NGOs.
Many governments around the world have open
data platforms, but they have varying degrees of
quality and format accessibility. Presenting the
data in formats that can be easily analyzed to
drive insights—even for unspecialized citizens— is
key to achieving the accessibility of information
and accountability of the government, both
47
 IN-DEPTH IN-DEPTH

EMPLOYEE PERFORMANCE years suggest that job satisfaction is not uniformly of Finance in The Kingdom of Saudi Arabia,
low. However, the results highlight that not believes that the public sector should implement

Understanding the link between everything is entirely satisfactory and that some
employees may be facing challenges or concerns.
models for professional consultations and effective
employee loyalty mechanisms to grow its human

job satisfaction and employee

resource. Aubrey Phillips, strategic planning and
For example, employees in New Zealand, Canada, performance manager at the Pinellas County
and the US generally report being satisfied with Government in the U.S., emphasized the need to

performance in the government their jobs. However, according to Forbes, citing

Forrester's 2022 Future Of Work Survey, many
improve the employee experience. "This will mean
creating safe spaces to engage about what’s
individuals are open to changing agencies or serving the work and what’s not,” she stated.
Fady Ayad transitioning to the private sector. To put this into
perspective, 67% of global public sector employees However, measuring employee satisfaction, per a
expected to return to the office yet they still desired study published in The British Accounting Review,
flexible work arrangements. can be difficult and could have unintended
and negative consequences due to how people
The same trend is apparent in Asia, where a interpret such systems based on their experiences
survey of both essential and non-essential workers and understanding of what constitutes “employee
by Always Designing for People (ADP) shows satisfaction.”
a positive sentiment towards job satisfaction.
However, a significant majority (71%) of workers The KPI Institute, within its Certified Employee
in Asia have admitted to considering a major Performance Management course, recommends
career change in the last 12 months. Besides that, an employee performance management system
they are also concerned about being able to earn that takes into account not only the alignment
a living “without compromising on essentials like of business strategic objectives with day-to-day
their health, wellbeing or family time or even their operations but also an employee performance
personal beliefs and values.” For context, 33% of management cycle that encourages conversations
workers expressed the importance of flexible work with employees. This entails actively listening to
hours. them and addressing issues that may include job
satisfaction while linking performance evaluation
In the US, a report by the Congressional to talent management.
Research Service (CRS) on the 2022 OFFICE
OF PERSONNEL MANAGEMENT Federal
The performance of government employees directly employees with extensive work experience, showed Employee Viewpoint Survey Results concludes that
affects the efficiency of public services, illustrating that more than half of the respondents expressed Overall Engagement, Overall Satisfaction, and
the need to understand the factors that contribute satisfaction with their job and felt a strong sense of Performance Confidence scores have all declined
to their performance, such as job satisfaction. The belonging to the organization and willingness to go in recent years. “As the federal government
public sector has been the subject of extensive the extra mile. competes with the private sector to recruit and
research that consistently demonstrates a retain employees, efforts to improve federal
substantial and undeniable link between employee Moreover, a quantitative analysis conducted in employees’ perceptions of the policies, practices,
satisfaction and performance. the Sragen Regency government revealed that procedures, and leadership of their agencies may
job satisfaction—influenced by factors such as be of interest,” the report states.
Case in point, a study conducted in the Guilan adequate facilities, superiors' attitudes toward
public sector indicated that higher levels of subordinates, employee health and safety, and Performance Magazine interviewed strategy and
innovation in the job were associated with increased financial incentives—directly impacted employee performance management professionals in the
job satisfaction. With 95% certainty, results show performance. public sector. They suggested evaluating how
a meaningful correlation of 12.6% between job government employees are managed in various
satisfaction and in-role performance and 25.2% Are today’s government employees satisfied with areas, including those that significantly impact job
with innovative performance. their jobs? satisfaction.

Similarly, a study conducted in the Kingdom of Multiple surveys reflecting the sentiments of Rayed Alhumaid, head of the Strategy and
Saudi Arabia in 2021, which primarily included government workers in various regions in recent Institutional Performance Program in the Ministry

48 49
 IN-DEPTH

Strategies to boost employee performance

Micro-credentials in Maturity Assessments
Organizations can create a motivating benefits packages. Recognize and celebrate
andengaging work environment that enhances achievements to boost employee morale. In
overall performance outcomes by aligning addition, publicly acknowledging both individual A micro-certification is a niche course, targeting the development of one skill or competency in a
employee performance measurement with job and team accomplishments helps reinforce a specific area of expertise. These training courses offered by The KPI Institute are different from its
satisfaction. They can implement the following culture of appreciation, motivating employees to Certifications Programs from several perspectives:
strategies to optimize employee performance. continue performing at their best.
• No pre-course and post-course assignments;
1. Set clear performance expectations. Establish
4. Conduct regular employee engagement • Shorter course duration;
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surveys. This can help management gauge the • No Certification Exam;
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Certificate in Strategic Planning Maturity Assessment
RT IN
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STRATEGIC
PLANNING
This course will help professionals identify the weaknesses and strengths of
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will develop the necessary skills to act as advisors for improving strategy

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3. Enhance compensation and benefits and performance.
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The micro-certification is focused on building the skills to assess KPI usage MEASUREMENT

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organizations. Professionals will be able to conduct a maturity assessment and
Performance Maturity

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propose improvement recommendations.
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PERFORMANCE
Interested? Get in touch with us:
performance@kpiinstitute.org"
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This training course looks into the assessment of processes specific to
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Certificate in Employee Performance Management Maturity Assessment
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For more details and inquiries, email Bogdan Ciobanu, Customer Support Specialist at The KPI
Institute, at bogdan.ciobanu@kpiinstitute.com

50 51
 ASK OUR EXPERTS

track infection rates, allocate healthcare resources,

and implement targeted containment measures.

Furthermore, data can foster transparency and

accountability in governance. Governments can
make relevant datasets accessible to the public,
allowing citizens and researchers to analyze and
evaluate government performance. For example,
the United States government's Data.gov platform

Ask Our
provides access to diverse datasets, spurring
the creation of data-driven applications and
empowering its citizens to hold their government

Experts
accountable.

Islam
Salahuddin
Send your questions to performance@kpiinstitute.org Data Analyst
The KPI Institute

Q: How can governments

leverage data to improve
performance? (Kindly cite
examples)
A: Governments can leverage data to improve
performance in various ways. One way is through About the Expert
data-driven policy formulation—by analyzing large
datasets, governments can identify trends, patterns
and correlations that inform the design of effective • A data analyst with a strong focus on
policies. For example, Barcelona used data on traffic storytelling and data visualization, growing
flow and public transportation usage to implement statistical knowledge and a developing set
a smart mobility plan, reducing congestion and of technical skills and tools
improving transportation efficiency. • As a specialist in data analysis at The KPI
Institute, Islam leads the generation of
Moreover, data can enhance government service research on the domain of data analytics

ASK OUR
delivery by gathering and analyzing data on
the citizens’ needs, preferences, and satisfaction
levels. For instance, the Estonian government's
e-Residency program utilizes data to streamline
and the development of business analytics
toolkits
• A former research analyst at Frontier

EXPERTS
administrative processes for entrepreneurs and
foreign investors, improving service quality and
attracting international businesses.
Data can also enable predictive analytics to
anticipate and respond to emerging issues.
Data Empowerment - Digital Inequality - Performance For instance, during the COVID-19 pandemic,
Management governments worldwide relied on real-time data to
MEA Ltd, in charge of data gathering
and introducing data analysis pieces
• Worked as a junior data analyst at
InfoTimes, performing data scraping,
analysis, and data visualization and
producing data-driven pieces in both
Arabic and English

52 53
 ASK OUR EXPERTS ASK OUR EXPERTS

Additionally, governments should consider enhance the efficiency and effectiveness of their
implementing subsidies or incentives to make services, from smart transportation systems to
internet access more affordable for low-income mobile applications for commuters.
individuals and families, ensuring that cost does
not become a barrier to connectivity. Additionally, the RTA actively involves various
stakeholders in their decision-making processes,
Lastly, policymakers should prioritize the fostering collaboration, shared ownership, and
development of digital public services, which entails alignment of service with the needs and aspirations
digitizing government services and expanding of the society they serve.

Ask Our Ask Our

e-government initiatives to ensure equal access to
essential resources and information.

Experts Experts
By addressing these areas comprehensively,
governmental institutions can work towards
minimizing digital inequality and promoting digital
Malek Ghazo
Management
inclusion for all. Consultant,
Trainer, Advisor
The KPI Institute
Send your questions to performance@kpiinstitute.org Send your questions to performance@kpiinstitute.org
Abdulrahman
Jelani
Q: institutions
How should governmental
address digital
Former Business
Management
Consultant
Q: Which government entities
would you recommend to be
inequality? The KPI Institute observed due to their successful
approach to strategy and
A:
About the Expert
To address digital inequality, governmental performance management?
institutions should prioritize several key areas. Firstly, Why? • An engineering and management

they should invest in developing a robust digital
infrastructure to ensure that underserved areas
have access to reliable internet connectivity. This
can be achieved through partnerships, subsidies, or
infrastructure investment programs.
Secondly, governments should implement digital
literacy initiatives to equip individuals with the
necessary skills to navigate the digital world. Thus,
the government should provide training programs,
workshops, and educational resources to bridge
the digital skills gap and enable marginalized
communities to participate fully in the digital
economy.
Thirdly, governments should strive to make devices
such as computers, tablets, and smartphones
more accessible and affordable, particularly for
disadvantaged populations. Collaborations with
private sector organizations and non-governmental
organizations (NGOs) can help achieve this goal.
54
About the Expert
• Possesses a solid background in process
and performance management
• A former consultant for the public sector
– Ministry of Community Development –
UAE
• A former business excellence and process
reengineering at Zain Telecom – Jordan
• Demonstrates a passion for knowledge
sharing and supporting the growth
and improvement of organizations and
individuals
A:
The Roads and Transport Authority (RTA) in
Dubai is widely recognized for its successful approach
to strategy and performance management. First,
the RTA has a clear and well-defined strategy that
aligns with the vision of the Dubai government.
The authority’s strategic objectives are focused on
enhancing transportation infrastructure, improving
traffic management, promoting sustainability,
and delivering exceptional customer service. This
strategic clarity provides direction and purpose,
allowing the RTA to prioritize its efforts and
allocate resources effectively.
Moreover, the RTA established a robust framework
for measuring, monitoring and evaluating their
performance aligned to key performance indicators
(KPIs). The use of KPIs enables the RTA to track
progress, identify areas for improvement, and make
data-driven decisions.
The RTA has also embraced digital transformation
and implemented cutting-edge technologies to
professional with 13+ years of rich
experience
• Certified trainer in strategy planning
and execution, KPIs, OKRs, BSC,
customer service, employee performance
management, innovation, excellence,
sustainability, and quality management
• Demonstrates solid expertise in R&D in AI,
conditional monitoring, and sensor fusion
with experience in the HPC computing
industry in the UK
• Holds a Master of Science in Engineering
and Management | University of Exeter,
UK
• Acquiring a Ph.D. in Business and
Management (Circular Economy and
Excellence), University of Pecs, Hungary
(2021-2025)
55
 CAREER INSIGHTS
ARTICLE
CAREER Making a difference: strategy
management in the public sector
INSIGHTS Islam Salahuddin
Public Service - Recommended Resources
“I started working in local government as an
undergraduate eager to make a difference,” Aubrey
Philips, a strategic planning and performance
manager at the Pinellas County Government, USA,
tells Performance Magazine about how she kicked
off her career in the public sector more than a
decade ago. “I expect my work will always aim to
be in service to the public.”
To satisfy her eagerness, she took the opportunity
to lead interagency teams in the development
of her county’s COVID-19 dashboard and relief
programs. She takes particular pride in the kind
of work that brings “people together on solutions,”
like establishing a nationally recognized community
56
gardens program. Being part of change on a
national level and serving the public is the common
motivation for our three guest contributors, each of
whom chose the path of public service.
Khalid Alharbi, a public sector strategic planning
expert in Saudi Arabia, said he takes great pride
in formulating and implementing two strategies
that led to a performance shift. Meanwhile, Raed
Alsuhaibani, the general manager of strategic
performance management at the Saudi Ministry
of Human Resource and Social Development
(MHRSD), is particularly excited about the
opportunity to be part of the “remarkable and
historic changes” that the Kingdom’s Vision 2023 is
introducing, according to him.
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 CAREER INSIGHTS

For these three professionals, the end goal of agrees, adding that “there is always more that can
strategy and performance management in the be done.
public sector is much more complex than that in the
private one. In the latter, the goal is to maximize That is why they highlight communication as a
profit at the end of the day, while in the public key skill for people looking to work in strategy and
sector it is “more mercurial,” as Philips puts it, with performance management in the public sector.
“the focus [being] on diverse sets of stakeholders,” The ability to navigate difficult conversations with
Alsuhaibani adds. These stakeholders can vary persuasive storytelling is important for Alharbi and
from citizens and residents to businesses and other Philips. Analytical thinking, problem solving, and
government entities. The public sector strategies project management are some of the other top
should be focused on “measuring beneficiary skills needed for such a career, according to them.
satisfaction, improving service quality, sustaining
provision, and reducing the sector's burden in Despite their faith in the public sector, Philips
service delivery,” Alharbi explains. and Alharbi expressed their openness to work for
private organizations in the future as long as these
Within this complexity lies the vast space that organizations have a clear social and economic
enables them to satisfy their drive to serve the impact. Meanwhile, Alsuhaibani intends to keep
public. But it is this same complexity that brings on playing for the same team, pointing out that—
the highest challenge. “I believe that alignment under the right circumstances—working in the public
and getting all stakeholders on the same page sector can hold “a better chance for a person to
is challenging,” Alsuhaibani admits, and Philips shine.”

58 59
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 CAREER INSIGHTS CAREER INSIGHTS

RECOMMENDED RESOURCES

Statistics Books

10% 10% The growth rate in the U.S. job

market for strategy analysts from
2018 to 2028

8%
The expected growth rate for
management analyst roles, including The growth in salaries over the last
performance management specialists five years has, reaching an average
and consultants, from 2022 to 2032 of $109,831
Source: Zippia
Source: US Bureau of Labor
Statistics

Business, Government and the Performance and Innovation

The Public Sector Pivot:
How Gen Z Will Lead a
Renaissance in Public Service
Most Sought-after Data Skills
by Kaitlyn Rentala
Datacamp surveyed 558 business leaders from various functions in the UK and the US about their
biggest data skills needs. Here are the top ones:
SDGs: The Role of Public-Private
Engagement in Building a
Sustainable Future
by Mahmoud Mohieldin, Sameh
Wahba, Maria Alejandra
Gonzalez-Perez, Miral Shehata
in the Public Sector:
Managing for Results
by Evan M. Berman, Imane
Hijal-Moghrabi

Data-driven decision
making (78%)
Podcasts
Interpreting data visualizations
and dashboards (74%)

Data analysis and manipulation

(72%)

Data storytelling or the ability to present data to

different audiences (66%)

Source: Datacamp’s The State of Data Literacy 2023

GovCast The future of government GovLove - A Podcast About

hosted by GovCIO Media & service delivery Local Government
Research, GovCIO Media hosted by Tanya Ott hosted by Engaging Local
Government Leaders (ELGL)

60 61
 CAREER INSIGHTS

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by Jaimie Boyd Thackeray

62 63
 PERFORMANCE
MANAGEMENT
Certified Performance Management Professional
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64 65
 PERFORMANCE MAGAZINE
Performancemagazine.org is the online edition of PERFORMANCE Maga-
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stitute specializing in business performance. As an integrated performance
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Visit performancemagazine.org today

www.kpiinstitute.org
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