INDICATORS IN

PUBLIC ADMINISTRATION
MEASURING THE EFFICIENCY AND
EFFECTIVENESS OF PUBLIC SERVICES.

PAULO HENRIQUE R. W. OF THE CROSS

INTRODUCTION
The book explores the use of indicators in
evaluating public management and
measuring the efficiency and effectiveness
of public services. It aims to answer the
question of how to assess whether public
policies are generating the expected results.
Indicators are fundamental tools that allow
the evaluation of public services'
effectiveness and efficiency and monitor the
performance of public agencies. The book
presents the main types of indicators used
in public administration, such as
performance, quality, financial, customer
satisfaction, productivity, effectiveness,
efficiency, and effectiveness.
The book also discusses the challenges of
using indicators in public administration
and emphasizes the importance of building
an effective system of indicators. It
showcases successful case studies in
different areas of public administration to
provide practical insights into the
application of indicators. The target
audience includes public managers, civil
servants, academics, and students
interested in improving the efficiency and
effectiveness of public services.
 02

CHAPTER 1
Performance Indicators in Public
Administration
Performance indicators are widely used in
Public Administration to measure the
efficiency of public services and assess
whether goals are being achieved. These
indicators allow public managers to monitor
the performance of their teams, identify
potential problems and make decisions to
improve the performance of the public
service.
There are several types of performance
indicators used in Public Administration.
Among them, we can highlight:
Productivity indicators: measure the amount
of work done per unit of time or per
employee. For example, the number of
processes analyzed per day or the number of
calls performed per server.
Time indicators: measure the time required
to carry out an activity or process. For
example, the waiting time in the service
queue or the time required for the
completion of a process.
Cost indicators: measure the cost of public
services. For example, cost per service or
cost per process.
 03

Performance indicators are widely used in

Public Administration to measure the
efficiency of public services and assess
whether goals are being achieved.

These indicators allow public managers to

monitor the performance of their teams,
identify potential problems and make
decisions to improve the performance of the
public service.

There are several types of performance

indicators used in Public Administration.
Among them, we can highlight:
Productivity indicators: measure the amount
of work done per unit of time or per
employee. For example, the number of
processes analyzed per day or the number of
calls performed per server.

Time indicators: measure the time required

to carry out an activity or process. For
example, the waiting time in the service
queue or the time required for the
completion of a process.
Cost indicators: measure the cost of public
services. For example, cost per service or
cost per process.
 04

Performance indicators are widely used in

Public Administration to measure the
efficiency of public services and assess
whether goals are being achieved.

These indicators allow public managers to

monitor the performance of their teams,
identify potential problems and make
decisions to improve the performance of the
public service.

There are several types of performance

indicators used in Public Administration.
Among them, we can highlight:
Productivity indicators: measure the amount
of work done per unit of time or per
employee. For example, the number of
processes analyzed per day or the number of
calls performed per server.

Time indicators: measure the time required

to carry out an activity or process. For
example, the waiting time in the service
queue or the time required for the
completion of a process.
Cost indicators: measure the cost of public
services. For example, cost per service or
cost per process.
Quality indicators: measure the quality of
05
services provided. For example, customer
satisfaction or rework rate.

Effectiveness indicators: measure the

effectiveness of public policies. For
example, the infant mortality rate or the
illiteracy rate.

It is important to emphasize that the

choice of performance indicators must
take into account the specific
characteristics of each public service.

It is necessary to define the indicators

that are best suited to the reality of the
public service and that allow a precise
assessment of performance.

Furthermore, it is important that the

indicators are measurable and that the
necessary information for their calculation
is available.

It is also necessary to set targets for the

indicators and establish a monitoring
system to track performance over time.

In summary, performance indicators are

essential tools in public administration to
monitor the performance of public services
and assess whether goals are being
achieved. In the next chapter, the quality
indicators used in Public Administration
will be presented.
 06

CHAPTER 2
Quality Indicators in Public
Administration
Quality indicators are used in Public
Administration to assess the quality of
services provided and user satisfaction.
These indicators allow public managers to
identify potential problems in service
delivery and make decisions to improve the
quality of public services.

Among the main quality indicators used in

Public Administration, we can highlight:

User satisfaction index: measures user

satisfaction with the services provided. This
indicator can be measured through opinion
polls carried out with users of public
services.

Complaints index: measures the number of

complaints received in relation to the
services provided. This indicator allows
public managers to identify the main
problems and take measures to solve them.
 07
Rework index: measures the number of times
a service needs to be redone due to errors or
problems in its execution. This indicator
allows public managers to identify processes
that need to be improved and take measures
to reduce rework.

Efficiency index: measures the relationship

between the resources used and the results
obtained. This indicator allows public
managers to assess the efficiency of public
resource management and take measures to
optimize their use.

Waiting time index: measures the time users

have to wait to be served. This indicator
allows public managers to identify
bottlenecks in service processes and take
measures to reduce users' waiting time.

It is important to emphasize that the choice

of quality indicators must take into account
the specific characteristics of each public
service. It is necessary to define the
indicators that best suit the reality of the
public service and that allow a precise
assessment of the quality of the services
provided.
 08
Furthermore, it is important that the
indicators are measurable and that the
necessary information for their calculation is
available. It is also necessary to define
targets for the indicators and establish a
monitoring system to monitor the evolution
of the quality of services over time.

In summary, quality indicators are essential

tools in public administration to assess the
quality of services provided and user
satisfaction. In the next chapter, the
efficiency indicators used in Public
Administration will be presented.
 09

CHAPTER 3
Efficiency Indicators in Public
Administration
Efficiency indicators are used in Public
Administration to assess the management of
public resources and efficiency in the
provision of public services.

These indicators allow public managers to

identify processes that need to be improved
and take measures to optimize the
management of public resources.
Among the main efficiency indicators used in
Public Administration, we can highlight:

Productivity index: measures the amount of

services provided per unit of time. This
indicator allows public managers to assess
the productivity of public servants and take
measures to increase the efficiency of
providing public services.

Resource utilization rate: measures the

relationship between the resources used and
the services provided. This indicator allows
public managers to assess the efficiency in
the management of public resources and take
measures to optimize their use.
 10
Cost-benefit ratio: measures the relationship
between the costs and the benefits obtained
with the provision of public services.

This indicator allows public managers to

assess the effectiveness of public services
and take measures to maximize benefits at
the lowest possible cost.

Innovation index: measures the ability of the

Public Administration to adopt new
technologies and processes to increase
efficiency in the provision of public services.

This indicator allows public managers to

identify opportunities for improvement and
take measures to innovate in the
management of public services.

Response time index: measures the time it

takes the Public Administration to respond to
user demands.

This indicator allows public managers to

identify bottlenecks in service processes and
take measures to reduce response time to
users.

As with quality indicators, the choice of

efficiency indicators must take into account
the specific characteristics of each public
service.
 11
In addition, it is important to define targets
for the indicators and establish a monitoring
system to monitor the evolution of the
efficiency of public services over time.

In summary, efficiency indicators are

essential tools in Public Administration to
assess the management of public resources
and the efficiency in the provision of public
services. In the next chapter, the innovation
indicators used in Public Administration will
be presented.
 12

CHAPTER 4
Innovation Indicators in Public
Administration
Innovation is a key factor in increasing the
efficiency and quality of public services.

In Public Administration, innovation can be

defined as the ability to adopt new
technologies, processes and practices to
improve the provision of public services.

Among the main innovation indicators used

in Public Administration, we can highlight:

Technology adoption index: measures the

ability of the Public Administration to adopt
new technologies to increase the efficiency
and quality of public services.

This indicator allows public managers to

identify innovation opportunities and take
measures to adopt new technologies.
 13
Server training index: measures the level of
training of civil servants in relation to new
technologies and management practices.

This indicator allows public managers to

identify gaps in the qualification of civil
servants and take measures to promote the
qualification and training of civil servants.

User satisfaction index: measures the level of

user satisfaction with the services provided
by the Public Administration.

This indicator allows public managers to

assess the impact of innovations on public
services and take measures to increase user
satisfaction.

Innovation effectiveness index: measures the

impact of innovations on the efficiency and
quality of public services.

This indicator allows public managers to

assess the return of innovations in terms of
effectiveness in providing public services.

Collaboration index: measures the ability of

the Public Administration to collaborate with
other institutions and society to promote
innovation in the management of public
services.
 14
As well as quality and efficiency indicators,
the choice of innovation indicators must take
into account the specific characteristics of
each public service.

It is necessary to define the indicators that

are best suited to the reality of the public
service and that make it possible to
accurately assess the innovation capacity of
the Public Administration.

Furthermore, it is important to establish

targets for innovation indicators and create a
monitoring system to monitor the evolution
of the Public Administration's capacity for
innovation over time.

In summary, innovation indicators are

essential to assess the innovative capacity of
the Public Administration in the management
of public services.

In the next chapter, the main challenges in

the implementation of indicators in Public
Administration will be presented.
 15

CHAPTER 5
Challenges in the Implementation of
Indicators in Public Administration
The implementation of indicators in Public
Administration can face several challenges,
both related to the organizational culture
and the technical capacity of public
managers.

In this chapter, the main challenges in the

implementation of indicators in Public
Administration will be presented.

Resistance to change: one of the main

challenges in the implementation of
indicators in public administration is the
resistance to change on the part of public
servants.

Servers are often afraid that the

implementation of new indicators could
affect their work routine and job stability.

Lack of technical training: another challenge

is the lack of technical training of public
managers in relation to the development and
implementation of indicators.
 16
Lack of resources: Implementing indicators
can also face the challenge of lack of
financial and human resources.

It is necessary to invest in technology and

training so that managers can develop and
implement indicators effectively.

Difficulty measuring: some public services

have difficulty measuring indicators, which
can make it difficult to assess the efficiency
and quality of the services provided.

For example, in services such as education

and health, it can be difficult to measure the
quality of care.

Lack of integration between bodies: the lack

of integration between public administration
bodies can make it difficult to implement
indicators.

There needs to be effective communication

between agencies so that indicators can be
developed and implemented in an integrated
manner.

To overcome these challenges, it is essential

that public managers develop effective
communication and training strategies for
public servants.
 17

CHAPTER 6
Strategies for Implementing Indicators
in Public Administration
To overcome the challenges in implementing
indicators in Public Administration, it is
necessary for public managers to develop
effective strategies.

In this chapter, the main strategies for the

implementation of indicators in Public
Administration will be presented.

Effective communication: it is essential that

public managers establish effective
communication with public servants to
explain the benefits of implementing
indicators.

Communication must be clear and objective,

so that civil servants can understand the
importance of indicators for evaluating the
efficiency and quality of public services.

Technical training: it is essential that public

managers offer technical training to public
servants in relation to the development and
implementation of indicators.
 18
Definition of indicators: it is essential that
public managers define the most appropriate
indicators to assess the efficiency and quality
of public services.

Indicators must be specific, measurable,

relevant and feasible.

Development of technological tools: the

implementation of indicators in Public
Administration requires the development of
technological tools for data collection and
analysis.

It is necessary to invest in technology so that

managers can collect and analyze data
effectively.

Indicator monitoring: it is essential that

public managers constantly monitor the
indicators to assess the effectiveness of the
implemented strategies.

Monitoring must be done systematically and

regularly to identify any problems and
correct them quickly.

Integration between bodies: the

implementation of indicators in Public
Administration requires integration between
bodies so that indicators can be developed
and implemented in an integrated manner.
 19
Participation of society: it is essential that
society be involved in the process of
implementing indicators in public
administration.

The participation of society can contribute to

the improvement of indicators and to
increase the transparency and
“accountability[i]” of the State.

By adopting these strategies, public

managers can overcome challenges in the
implementation of indicators in Public
Administration and guarantee an effective
evaluation of the efficiency and quality of
public services.

In the next chapter, successful cases in the

implementation of indicators in Public
Administration will be presented.

[i] Accountability refers to responsibility,

transparency and accountability. In the
public sphere, “accountability” means that
institutions, organizations and individuals
who hold power must be responsible for their
actions and decisions, in addition to being
transparent in their operations and
accountable to society.
 20

CHAPTER 7
Success Cases in the Implementation
of Indicators in Public Administration
In this chapter, successful cases in the
implementation of indicators in Public
Administration will be presented.

These cases demonstrate how the use of

indicators can contribute to improving the
efficiency and quality of public services.

National Program for Public Management and

Debureaucratization (GESPÚBLICA):
GESPÚBLICA is a program of the Brazilian
federal government whose objective is to
improve the quality and efficiency of public
services.

The program uses indicators to evaluate the

effectiveness of implemented actions and to
promote the continuous improvement of
public services. As a result, there was a
significant improvement in the quality of
services provided to the population.

São Paulo State Department of Health: the

State Department of Health of São Paulo
implemented indicators to assess the
efficiency and quality of health services
provided to the population.
 21
São Paulo State Department of Health: the
State Department of Health of São Paulo
implemented indicators to assess the
efficiency and quality of health services
provided to the population.

As a result, it was possible to identify any

problems and implement actions to correct
them.

As a result, there was a significant reduction

in waiting time for assistance and an
improvement in the quality of services
provided.

Curitiba City Hall: the City Hall of Curitiba

implemented indicators to assess the
efficiency and quality of public services
provided to the population. As a result, it was
possible to identify any problems and
implement actions to correct them and
significantly improve the quality of services
provided to the population.

Court of Accounts of the State of Minas

Gerais: the Court of Accounts of the State of
Minas Gerais implemented indicators to
assess the effectiveness of actions
implemented to improve the efficiency and
quality of public services.
 22
These success stories demonstrate how the
implementation of indicators can contribute
to improving the efficiency and quality of
public services.

In the next chapter, the final conclusions and

recommendations will be presented.
 23

CHAPTER 8
Final Conclusions and Recommendations
In this chapter, the conclusions and final
recommendations on the implementation of
indicators in Public Administration will be
presented.

Conclusions

The use of indicators can contribute

significantly to improving the efficiency and
quality of public services.

The indicators make it possible to evaluate

the effectiveness of the implemented actions
and promote the continuous improvement of
public services.

In addition, the indicators make it possible to

identify any problems and implement actions
to correct them.

21
The implementation of indicators must be
accompanied by a change in the
organizational culture, which values
transparency, accountability and the search
for continuous improvement of the services
provided to the population.
 24
Recommendations

Based on the presented conclusions, we

recommend the following measures for the
implementation of indicators in the

Public administration:
Establish clear and measurable targets for
each indicator;

Ensure the availability of accurate and up-to-

date data for the development of indicators;

Make information about the indicators

available in a clear and accessible way for
the population;

Carry out periodic evaluations of the

indicators and promote the continuous
improvement of public services;

Promote the training of civil servants for the

use of indicators and the analysis of the
results obtained;

Stimulate the participation of the population

in the definition of indicators and in the
evaluation of the public services provided.

These measures will contribute to the

successful implementation of indicators in
Public Administration, with the aim of
improving the efficiency and quality of
services provided to the population.
 25
We conclude, therefore, that the use of
indicators is an important tool for improving
public management and should be valued
and encouraged by public managers.

Bibliography

Bresser-Pereira, L. C. (2004). State reform for

citizenship: Brazilian managerial reform from
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Camargo, A. M. F. (2013). Performance

indicators in public management. Revista de
Administração Pública, 47(4), 999-1022.

National Council of State Secretaries of

Administration (2009). Manual of Indicators
for Public Management. CONSEAD.

Ferreira, A. C. (2006). Performance Indicators

in Public Management: a critical analysis of
the Brazilian experience. ENAP notebooks,
(28).

Guimarães, T. A., & Santos, E. (2015).

Performance indicators in public
management: an analysis of the experience
in the state of Minas Gerais. Revista de
Administração Pública, 49(2), 421-443.

Management Secretariat of the Ministry of

Economy (2020). Manual for the
Implementation of Indicators in Public
Management. SEGES.
The author
26
Paulo Henrique Ribeiro Coelho da Cruz
graduated in Business Administration at the
Faculty of Accounting and Administrative
Sciences Machado Sobrinho, in Juiz de Fora -
MG, in 1993.

Soon after, he attended a postgraduate

course in Business Management Supported
by Information Technology at the Higher
Education Center in Juiz de Fora, Minas
Gerais.

Seeking to improve his knowledge in Foreign

Trade, he studied "International Trade" at
the University of California Haas School of
Business in Berkeley, CA.

Graduated in Law and Accounting, both from

Faculdades Integradas Cândido Rondon in
Cuiabá - MT, in 2009 and 2004, respectively.
He studied an MBA in Tax Management at
the Centro de Ensino Superior de Cuiabá in
2010. Throughout his career, he had the
opportunity to work in different areas, from
purchasing and logistics management, to
technical consulting in markets, to foreign
trade management in government agencies.

He currently works as an Administrative

Analyst at the State Secretariat for Planning
and Management of the State of Mato Grosso
SEPLAG/MT.
"Dear Readers,

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