Helvetas Swiss Inter-cooperation

Revising the Kosova Local Government Performance Management System

by Claire Collins

Helvetas Swiss Inter-cooperation

Revising the Kosova Local Government Performance Management System

by Claire Collins

by Claire Collins
Client: Helvetas Swiss Inter-cooperation Helvetas
Project: Revising the Kosova Local Government Performance Management System
Year: 2014 – 2017
Team: Clive Grace

Project Details

RCS were appointed by Helvetas Swiss Inter-cooperation to support a major revision to the Kosova PMS, used for all municipalities to measure municipal services, provide opportunities to compare performance, improve services, and increase citizen satisfaction.

Like all such PMS’, throughout the world, it had flaws and faults, particularly in the reliability and validity of the data being collected.   This undermined its credibility and its usefulness to Government, stakeholders, and donors.  So MLGA and DEMOS agreed to collaborate on revising the PMS.  For the Kosova PMS there was a need to have firmer and clearer definitions of the indicators, and greater reliability of the underlying data, especially for those indicators which are used to award grants.  It was also necessary to improve the data collection and reporting, and to make it more efficient.

Our Work

We helped lead and support a thorough and lengthy process of crafting options, engage stakeholders, involving operators and users of the PMS, and supporting a broadly based Advisory Committee. We deployed a co-production approach, coupled with a wider consultation process to ensure that all interested parties had the opportunity to contribute.  The new PMS has 14 fields, which cover 18 municipal competencies, 24 results, 64 indicators and 203 data elements.  The new system involved major innovations to ensure the reliability and integrity of data, procedures for verification, involvement of the KNAO, and strengthening capability on the frontline.  The implementation of the new PMS was critical.

So implementation was split into 3 stages of a framework for implementation, piloting the PMS, and final implementation, and a great amount of effort was invested to get it right.  The new PMS has changed the content of the PMS, roles and responsibilities, processes and procedures, data and record keeping, organisational cultures, and stakeholder roles.  There have been major learning points.

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