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Award Criteria
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Criterion I: Leadership |
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“A Public administration which can achieve objectives at less cost and in shorter time is a wise and efficient administration which helps to create effective and specialized institutions acting with team spirit under efficient and able leadership marked by integrity, placing the public interest above all other considerations. It is one that is characterized by justice, initiative and creativity, focusing on fieldwork, confronting problems before they arise and before they become too complicated to solve….”
His Majesty King Abdullah II
The Royal Letter of Designation
March 4, 1999
This criterion deals with the leadership’s ability to guide the ministry / institution effectively to achieve corporate goals and to contribute to the achievement of national targets and the related royal initiatives, and provide the necessary resources for that. Also measures the extent to which the leadership did: a focus on the customer, to achieve the best results and work transparently, through:
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Defining the goal of a ministry / organization through the vision and mission, thus helping all parties concerned to understand the current situation and the future direction of the ministry / institution so as to achieve the desired corporate goals.
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Ensuring the institutional integrity and away from corruption and the staff commitment to the code of conduct and working ethics.
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Adopting values that strengthen the institutional capacity of the ministry / institution to achieve its vision, mission and objectives.
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Developing strategy that guides work and activities and procedures to achieve corporate goals and to contribute to the achievement of national goals and the related royal initiatives.
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Creating an organizational culture that supports staff in to achieving organizational goals efficiently and effectively.
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The development and application of internal management systems which enables staff to carry out the tasks and duties assigned to them, and build systems to monitor and evaluate corporate performance.
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Develop strategies for cooperation and building partnerships with other ministries and institutions and to develop risk management strategies.
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Commitment to entrench a culture of excellence for the staff of the ministry / institution and encourage innovation and continuous learning and teamwork.
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The Ministry / Institution responsibilities towards the society through participation in social activities. |
| Sub-Criterion 1: Strategic Planning |
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This sub-criterion examines the organization’s strategic planning framework, including its vision, mission, values, ethics and strategic plan. It assesses to what extent the organization’s vision and mission act as effective guides for the organization’s policies and actions. It assesses the effectiveness of the implementation assessment, review, and, to achieve the goals. It also assesses whether the leadership has correctly identified the national goals and the related royal initiatives, and to what extent the vision, mission, and strategic plan are in line with these goals and the royal initiatives.
Factor 1: Vision, Mission, Ethics and Values
Defining why the organization exists (through the vision and mission) helps all parties understand the current and the future situation to reach achieving the institutional goals. The vision acts a compass to guide the organization, and a brief of its future aspirations. The mission aims to identify how the ministry / institution achieve its vision.
Leadership has to ensure institutional integrity and away from corruption in addition to ensure the commitment to the code of conduct and work ethics to establish principles for dealing with the customer, directors and colleagues and subordinates and to maintain public property and confidential information.
The values of the ministry / institution are that ethical standards and personal values and behaviors that the ministry / institution would like to develop among its employees. These values enhance the capacity of the ministry / institution to achieve its vision, mission and objectives by entrenching a culture of excellence among its employees.
Factor 2: Strategic Plan
A well-developed strategic plan helps the organization achieve goals by translating these goals into specific, measurable, achievable, realistic, time bound targets and related to the institution's tasks, through identifying the programs, activities, procedures, responsibilities and time frame to achieve them.
The ministry / institution has to identify institutional objectives and linked to national goals and the related royal initiatives, by setting national goals and the royal initiatives that support it, and determine the relative priority of each for the Ministry / Institution. The ministry / institution has to be aware of exactly how the outputs contribute to the achievement of these goals and initiatives, or the positive impact on them.
Factor 3: Cooperation with Partners
The active collaboration of the ministry / institution with relevant parties is a major key in achieving institutional goals for each of the parties and to fit the expectations of stakeholders for each of them, where the ministries and government institutions work with other ministries and government institutions to achieve their goals, and collaborate with the private sector to support economic growth process and with civil society to ensure achieving results which focus on the customer. The encouragement of this cooperation at all levels within the ministry / institution is helping them to achieve their objectives through the consolidation of their combined efforts, and are in harmony with the efforts of other partners.
Factor 4: Risk Management
Risk management helps the ministry / institution to identify and understand the main threats that may affect the ability of the ministry / institution in achieving its goals and priorities these threats in a way that contribute actively to the achievement of national goals and the royal initiatives. The ministry / institution must identify and analyze all the risks that may prevent the achievement of institutional goals, and develop plans to reduce their impact, monitoring and evaluation and how to deal with the risks if occurred, and doing so by the transfer of risk to another party or to avoid or minimize the negative effects or acceptance of some or all consequences.
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| Sub-Criterion 2: Supportive Culture |
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This sub-criterion examines the organizational culture. It assesses the leadership’s effectiveness in setting and reinforcing suitable core values for the organization and empowering staff to achieve their potential in order enhance the organization’s ability to achieve its mission and strategic goals.
This sub-criterion is dealing with the leadership role in ensuring the preparation and implementation and improvement of management systems for the ministry / institution and helping employees to achieve their expectations and aspirations in order to strengthen the capacity of the ministry / institution to achieve its mission and strategic objectives. It also deals with the empowerment of staff through the provision of appropriate training and with the knowledge and authorities associated with the nature of their work and the necessary resources to enable them to perform their duties, also it includes the commitment of the leaders of the culture of excellence and entrench it to the staff of the ministry / institution and to encourage the continuous creativity and learning and teamwork.
This criterion deals with responsibility of the ministry / institution to the society through participation in social activities (e.g. participation in training and education, to support sports and cultural activities, charitable projects, and efforts and voluntary initiatives, support people with special needs, ... etc.), also includes efforts to reduce the bad influence caused by the work of the institution (such as health hazards and accidents, public safety, noise and environmental pollution), and efforts to promote a culture of saving water, energy and raise and improve the efficiency of use them, and the use of alternative energy if possible.
Factor 1: The Leadership Role
The leaders must ensure the preparation and implementation and improvement of administrative systems for the ministry / institution and helping the employees to achieve their expectations and aspirations in order to strengthen the capacity of the ministry / institution to achieve its mission and strategic goals, and leaders should show commitment to a culture of excellence and entrench it to the staff of the ministry / institution and to encourage the innovation and continuous learning and teamwork.
Factor 2: Staff Empowerment
The staff empowerment includes offering the training and providing the knowledge and related authorities and resources which enable them to do the tasks properly.
Factor 3: Social Responsibility
The ministry / institution must support the society through finding a regulatory framework consistent with the objectives of the ministry / organization including the identification of the most important society needs and meeting them such as participating in training and education, to support sports and cultural activities, charitable projects, and voluntary initiatives and efforts, support people with special needs. The ministry / institution must do the necessary efforts to reduce the damages caused by the work of the ministry / institution (such as health dangers and accidents, public safety, noise and environmental pollution), along with attention to the needs and requirements of the staff through various means and tools such as the social activities committee, Provident Fund, housing and other .
The ministry / institution has to work on spreading the culture of saving water, energy, raise and improve the efficiency of use, and the use of alternative energy if possible. |
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| Sub-Criterion 3: Monitoring and Evaluation |
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This sub-criterion examines the organization’s system for monitoring and evaluating its performance and contribution to its objectives. It assesses how effectively the organization reviews and evaluates its performance, identifies opportunities and areas of improvements, makes decisions, and follows through on these decisions to enhance the organization’s ability to contribute to its objectives.
It assesses how accurately the organization identifies the national goals it supports and the outputs that contribute to them, and how effectively it collaborates with other organizations to coordinate outputs to achieve these national goals. It also assesses how effectively the organization manages major risks.
Factor 1: The Outputs of the Strategic plan and the Action Plans
The Ministry / Institution needs to know the extent of it in achieving output targets (both qualitative and quantitative), which set the framework of the strategic planning of the institution in order to determine how to improve their performance, and therefore the institution must put the qualitative and quantitative performance indicators to measure the level of achievement and progress in performance.
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| Criterion 2: People |
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“Most important, we have invested heavily in the development of our greatest national asset - our people. In a knowledge-economy world, human resources are the real advantage that will sustain our economic drive. And that capability will, I believe, be the source of Jordan's future and a foundation for the new Middle East.”
His Majesty King Abdullah II
World Economic Forum
Davos- Switzerland - Jan-2003
The People criterion examines the organization’s efforts to build and maintain a supportive work environment that encourages excellent performance at both the personal and organizational levels. It assesses how effectively the organization:
- Develop plans to provide the necessary staff to meet current and expected demand.
- Applying transparent and fair employment policies, and a system of rewards to motivate staff.
- Implement a training and staff development programs to meet institutional needs; and
- Design and implement programs to enhance employee satisfaction and increase employees retention.
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| Sub-Criterion 1: Planning |
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| This sub-criterion examines the organization’s human capital forecasting and planning procedures and policies. It assesses how accurately the organization anticipates future Human resources needs and plans hiring activities to ensure that the available workforce is sufficient for meeting the objectives of the strategic plan. It also assesses the effectiveness of the organization’s succession planning program for future leaders development.
Factor 1: Forecasting
Forecasting helps the organization anticipate its future workforce needs by tracking developments that may lead to the creation of new positions or vacancies or deletion of some of positions. These developments include promotions, retirement, and resignation and termination among current staff, as well as changes or additions based on strategic plan that call for new skills or a re -distribution of staff. The process of forecasting the methods used by the ministry / institution to link the Human Resources plan with the strategic plan, the ministry / institution analysis of workload for the purposes of determining the surplus and deficit of jobs ,ensuring the participation of tall units in the ministry / institution in the development of short and medium -term Human Resources plan.
Factor 2: Succession Planning
Succession planning is a method of identifying and cultivating leaders from within the organization to fill future vacancies among middle and senior management. By preparing individuals to assume leadership roles before the positions become available, succession planning programs ensure the availability of a competent workforce at the management level, ease the transition process, and minimize gaps in productivity. |
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| Sub-Criterion 2: Management |
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| This sub-criterion examines the organization’s recruitment, selection, and placement policies. It assesses the extent to which these policies are designed to employ qualified people in the appropriate jobs at the right time a. It assesses how well the organization uses results-based job descriptions and classification tables to plan activities such as recruiting, training, and evaluating employees. It also assesses the accuracy, transparency, and fairness of salary scales and job grading, compensation and rewards policies, results-based employee performance appraisal systems, and other Human Resources policies.
Factor 1: Employment
Excellent employment policies ensure that the organization’s staffing needs are filled in a timely manner by applicants who are talented, have the competencies, and skills match the job requirements, and that the process is in compliance with organizational goals and objectives as well as applicable legislation.
Factor 2: Job Description and Classification
Clearly written job descriptions are essential tools for recruiting and selecting employees, conducting fair and accurate performance appraisals, and identifying training needs. A fair, transparent, and accurate job classification system that grades positions according to an overall scale is essential to effective human resources planning, Job description includes specifying the most important competencies, required qualifications and skills to accomplish tasks, also includes an explanation of the main responsibilities and authorities and duties of each post.
Factor 3: Internal Communications
The systematic internal communications which is well prepared and applied effectively must contribute to enhancing institutional performance by keeping staff informed of the administrative stuff and current and future things, and help them to feel more connected to their work and encourage collaboration among staff.
Factor 4: Employees Performance Evaluation
An accurate and transparent appraisal system that measures employee performance against reasonable, tangible objectives is essential to meeting those objectives. The performance appraisal process-based on achievement of the best results provides regular feedback that the ministry / institution need in future to improve institutional performance and improve employee satisfaction by identifying their needs, and help to reward excellent employees.
Factor 5: Compensation and Incentives
Transparent, equitable, and effective compensation and incentive policies improve employee productivity and boost performance quality by motivating employees to strive for excellence and increase the retention of employees.
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| Sub-Criterion 3: Training and Development |
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| This sub-criterion examines the organization’s programs for enhancing the skills and competencies of employees and management staff. It assesses how accurately the organization identifies training and development needs, and to what extent these needs are prioritized to help the organization achieve results. It also assesses how effectively training and development programs are designed, implemented, and reviewed to enhance the organization’s overall performance and productivity.
Factor 1: Employee Training
Well-designed and implemented employee training programs enhance overall organizational and individual performances, optimize employee productivity, and help ensure continuous employee satisfaction and performance improvement. The training track must be linked with the career path to make the training programs fit with the nature of the job and its requirements.
Factor 2: Top Management Development
Well-designed and implemented management development programs enhance overall and individual performance, promote improved relations between management and staff, and help managers fill current roles as well as prepare them to meet the organization’s future needs.
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| Sub-Criterion 4: Employee Welfare |
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| This sub-criterion examines the organization’s strategies for enhancing employee satisfaction and retention. It assesses how well organization identifies and addresses employee needs and concerns, and the extent to which these efforts help motivate employees to stay with the organization.
Factor 1: Employee Relations
Institution must work to strengthen relations between the staff, since the establishment of an open communication channels and encouraging teamwork helps to improve the working environment and relations between staff at all levels. Also contribute to the open-door policy in an atmosphere of confidence in the ministry / institution to ensure maintaining a healthy work environment that helps the staff to work with sincerity and loyalty.
Factor 2: Employee Retention
Identifying and meeting staff needs and interests helps in creating a positive work environment and support to contribute to the well-being and satisfaction of staff and motivate them to work, which are considered essential to increase the level of staff retention. The retention of staff with high performance is an important element for the continuous improvement in the performance of the ministry / institution.
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| Criterion 3: Processes |
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“My government will continue to restructure its administration, modernize it, eliminate bureaucracy, modernize and ease procedures, and work for an institutional attitude where team spirit prevails, allowing capable citizens a chance as well as loyal administrative leadership that are capable and creative.”
His Majesty King Abdullah II
First Address to the Parliament in November 1999
The Processes criterion examines the design and implementation of processes that the ministry / institution use to deliver its services. Also, It assesses the effectiveness of the ministry / institution in:
- Managing and simplifying its processes to achieve the organizational goals.
- Identifying customers needs and expectations and designs necessary processes to deliver these services and exceed it.
- Gathering customers feedback and using these informations in redesigning the processes to enhance the level of customers satisfaction.
- Managing relationships with suppliers and service providers to ensure efficient delivery of products and services that the ministry / institution needs.
- Increasing E-readiness and its contribution to improve processes and services provided to customers; and
- Managing ministry's / institution's external communication activities, and its role in creating a positive image for the ministry / institution.
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| Sub-Criterion 1: Process Management and Streamlining |
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| This sub-criterion examines how the ministry / institution designs, implements, reviews, and improves its key and support processes to ensure better service delivery. It assesses how effectively the ministry / institution controls costs, , integrates technology, and increase E-readiness, coordinates processes to minimize duplication and cost to the minimum level, anticipate problems and setting preventive actions to avoid the occurrence of such events and stick to determined time frames.
Factor 1: Process Design and Delivery
By designing processes logically, and constantly monitoring their implementation, the ministry/ institution can enhance its ability to deliver services in a timely, effective and efficient way. Designing the end-to-end processes comprehensively can ensure the smooth interaction between related processes without delays across organizational units in the ministry / institution and its external partners.
Factor 2: Streamlining and developing of processes
Streamlining processes reduces the time, effort, and costs that go into the delivery of services by deleting or merging steps to eliminate beaurocracy. Effective streamlining increases customer satisfaction by facilitating service delivery and helping the ministry / institution to achieve targeted results.
Factor 3: The E-Readiness
The E-readiness of the ministry / institution in terms of infrastructure and qualified human resources is considered as one of the basic pillars to ensure the effectiveness of processes and service delivery to the recipient, thus facilitating access to services by providing channels of communication and increase the accuracy of the information available to the ministry / institution. The infrastructure includes availability of an adequate number of computers within the ministry / institution, and systems that guarantee the staff and related people to access the correct information at any time. The process of enhancing the E-readiness for the ministry / institution through the adoption of e-government initiative is one of the factors that contribute to the streamlining of processes.
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| Sub-Criterion 2: Customer Relationship Management |
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| This sub-criterion examines the ministry’s / institution's processes for satisfying customers. It assesses the ministry’s / institution's ability to identify, anticipate, meet, and exceed customer needs and expectations. It assesses how well the ministry / institution understands the key elements of customer satisfaction, such as efficiency, transparency, fairness and easy access to services which guarantee equality, and to what extent it gathers and uses customer feedback to continually identify improvement opportunities and act on it to improve its services.
Factor 1: Customer Needs and Expectations
In order to provide excellence in customer service, the ministry / institution must be fully aware of customer requirements and expectations by gathering necessary information for service improvement.
Factor 2: Customer Satisfaction
Empowering people and delegation at all different managerial levels is considered one of basic practices to respond promptly and thoroughly to customer inquiries and concerns and efficient delivery of services. Maintaining open channels of communication with customers ensures that their concerns are understood, and helps the institution improve the level of service it provides.
Factor 3: External Communications
The well prepared and effectively applied external communications methodologies play major role in delivering accurate and updated information including services provided by the ministry / institution and instructions on how to obtain them to the related stakeholders, which is considered a major duty of any ministry / public institution, the External Communications also help the ministry/institution to form a positive image of them and to build confidence in it.
| Sub-Criterion 3: Building Relationships with Suppliers |
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| Building relationships with suppliers of goods and services is essential to the effective and efficient processes implementation. Selecting competent, trustworthy suppliers and maintaining open channels of communication with them helps ensure that the ministry / institution receives the products and services it needs according to the identified specification. |
Factor 1: Procurement
Includes description of mechanism and procurement procedures that is followed in the ministry / institution to contract with external identifying the inputs and outputs of the procurement process achieving coherence and harmony with the financial allocations .
Factor 2: Assessing the performance of suppliers
Using evaluation methodologies of the suppliers performance of upon agreed criteria, will help the ministry / institution to decide how to deal with them also it helps in building partnerships with high performance suppliers in order to achieve mutual benefit and bring value added to stakeholders on both sides.
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| Criterion 4: Knowledge |
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“The challenges that we are facing are great and the aims that we are aspiring to achieve demand the efforts of each and every one of us. The youth have a special responsibility. Our nations sons and daughters who are the builders of the future we aspire to. I seize this opportunity to call upon them to reach out to education and knowledge, to keep up with this age's spirit, to respect the value of work.
His Majesty King Abdullah II
-15 Aug-2002
The Knowledge criterion examines the ministry's / institution’s knowledge management systems and strategies. It assesses to what extent the ministry / institution :
- Committed to manage Knowledge and raise awareness of its importance.
- Understand the internal and external Knowledge needs.
- Collecting necessary data and information and analyzing them to get the benefit.
- Managing internal Knowledge assets.
- Disseminates Knowledge and preserving information confidentiality and security.
- Proper Planning and implementation of Knowledge management; and
- Monitoring and evaluating Knowledge management strategy implementation.
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| Sub-Criterion 1: The Commitment |
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| This sub-criterion deals with the ability of the ministry / institution to embrace the concept of knowledge management and its importance to raise awareness among staff and their ability to encourage staff to share knowledge and their active participation in the activities of knowledge management and to ensure their commitment to them.
Factor 1: The Commitment of the Top Management
The Top management should be committed to use the knowledge management and to encourage institutional behavior that promotes and supports the objectives and benefits.
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| Sub-Criterion 2: The Sources of Knowledge |
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This sub-criterion deals with the ability of the ministry / institution to identify the most important data and information to enable them to take right decisions based on facts, and their ability to locate the tacit knowledge and explicit, and minimize knowledge threats , and the identification of their knowledge needs from outside the ministry / institution, and to benefit from the constructive proposals internally in the processes of continuous development and the distributing of existing knowledge within the ministry / institution and disseminated to staff.
It also deals with the capacity of the ministry / institution to store information and knowledge to enable the relevant staff have access to at the right timing, in addition to maintaining the confidentiality and security of information, which means to identify the people who have access to information and modify, while including information security maintenance of information in all its forms from damage, robbery and loss.
Factor 1: Data and Information
The ministry / institution has to identify the (relevant data and information needed) which is considered a key step to obtain the necessary knowledge to enable staff to get the benefit and to achieve corporate goals.
Factor 2: Internal Knowledge Assets
The ministry / institution should realize the value of knowledge assets it has (implicit and explicit) and their impact on performance in terms of relative importance, location and any potential risks, in order to develop an effective strategy for knowledge management.
The development of the easy - use systems for gaining different types of knowledge and providing them to a large scale and to allow time and the right environment necessary for staff to exchange information and ideas are the key factors to ensure the effective knowledge management. The ministry / institution through distributing the awareness and promoting the continuous exchange of knowledge can avoid wasting time and effort in creating knowledge or solutions available in the ministry / institution, thereby improving the efficiency and reduce costs.
Factor 3: The External & Knowledgeable Needs
The ministry / institution have to identify their needs of knowledge from outside the ministry / institution and how to get it and then disseminate this knowledge and circulate internally.
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| Sub-Criterion 3: Knowledge Management |
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| The ministry / institution has to plan properly for managing the information and knowledge to ensure the effective implementation and taking the advantage of the existing knowledge within the ministry / institution, and it should guarantee the confidentiality and security of information stored either the soft or hard copies along with a process to review and evaluate the application of strategic knowledge that is pursued.
Factor 1: Planning and Implementation
The correct planning for the information and knowledge management contribute effectively to strengthening the capacity of the ministry / institution in achieving its own knowledge management and institutional objectives. Also helps the planning process of knowledge management to ensure proper implementation and decision-making built on clear and true information.
Factor 2: The Confidentiality and Security of Information
The ministry / institution have to keep the information properly and to ensure relevant staff access to information they need in the right timing. The ministry / institution has to protect the data and information by means of ensuring its security and confidentiality, through the use of specialized software to protect the data and the information stored electronically from any intrusion or damage, and archiving the data and information stored on paper so as to ensure security and confidentiality.
Factor 3: Assessment and Review
The ministry / institution have to assess how effectively knowledge strategy is implemented and take advantage of it order to achieve goals. To maximize the effectiveness of its knowledge management system, the ministry / institution must regularly review its knowledge requirements and assets, and monitor improvement opportunities toward tangible knowledge management goals.
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| Criterion 5 : Finances |
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“Since economic and social development cannot be achieved in the absence of initiative and creativity or in the presence of the fear of change, or in not keeping up with the spirit of the age, I charge you with the responsibility of implementing the reforms agreed upon. This should be included in next year's general budgetary plans and agendas so that the measures which guarantee the quickened pace of the implementation are proportional with the magnitude of the challenges and goals.”
His Majesty King Abdullah II
The Royal Letter for Social Economic Transformation Program
October 25, 2001
The Finances Criterion examines the ministry's / institution's financial administration and budgeting process. It assesses how effectively the ministry / institution:
- Develops its budget and allocates funds to meet the objectives of its strategic plan;
- Designs and implements accounting systems that ensure financial accountability, and the best use of available resources; and
- Analyzes its financial performance and applies lessons learned to continually update and improve budgeting and financial administration.
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| Sub-Criterion 1: financial Planning |
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| This sub-criterion examines the minisrty's / institution's budget and allocation process. It assesses to what extent the ministry / institution gathers sufficient, relevant information for making sound budgeting decisions, and how effectively the ministry / institution develops the budget and allocates funds to achieve the goals of the strategic plan.
Factor 1: Projections and Budgeting Preparation
Excellent financial management depends on the ministry's / institution's ability to make accurate projections about its activities for the coming year and beyond. Managers need reliable data about the ministry's / institution's expected revenues, well researched estimates of program costs, and a thorough understanding of the ministry's / institution's current and future goals to make sound budgeting decisions.
Factor 2: Budgeting and Allocation
Developing a participatory approach with various organizational units, helps ministries / institutions allocating funds after privatization to fit with the needs of these units and its goals.
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| Sub-Criterion 2: Implementation |
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| This sub-criterion examines the ministry's / institution's financial administration system. It assesses the effectiveness of the ministry's / institution's accounting system for ensuring that funds are managed according to the priorities of the budget and for preventing financial mismanagement and corruption. It also assesses how well the ministry / organization coordinates its purchasing activities and inventory management to ensure both the continuous availability of supplies and the most efficient use of cash.
Factor 1: Financial Management
A well developed accounting system designed according to internationally accepted standards is considered a key element to ensure proper financial management.
Factor 2: Purchasing
A clear, well defined system for purchasing supplies and services from outside sources that involves proper documentation and recordkeeping helps the ministry / institution control and monitor its expenditures.
Factor 3: Inventory Management
Proper Inventory management process aims to ensuring that the ministry / organization keep the optimal inventory of necessary supplies to carry out its functions.
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| Sub-Criterion 3: Financial Assessment |
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| This sub-criterion examines the ministry's / institution's system for reviewing and improving its budgeting process and procedures and its accounting activities. It assesses the effectiveness of the ministry's / institution's monitoring and evaluation system for providing continuous, critical feedback about budget performance. It also assesses how well the ministry / institution applies lessons learned when updating budget priorities and revising the budgeting process.
Factor 1: Monitoring and Auditing
Constant monitoring and regular auditing of the ministry's / institution’s financial administration is a necessary safeguard to prevent financial mismanagement. Effective monitoring and auditing systems assess ministry's / institution's financial performance provide managers with important information that can be used to improve budgeting and funding allocation systems.
Factor 2: Recommendations
To ensure continuous improvement in the budgeting process, financial managers and decision-makers must work together to apply lessons learned from previous budget years to the current and future financial challenges that the ministry / institution faces.
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