Local governments are responsible for shaping the quality of life in communities. Being the most immediate level of authority to citizens, local governments are responsible for providing basic services like public safety, sanitation, local infrastructure, education, and health. Their role covers governance, allocation of resources, and sensitivity to community needs.

To fulfill this role effectively, local governments must adopt robust performance management systems that enable them to monitor progress, assess impact, and ensure accountability in service delivery. At the center of these systems are key performance indicators (KPIs)—quantifiable metrics that translate strategic objectives into measurable outcomes. KPIs can help local authorities track the efficiency of services, identify performance gaps, and make timely, evidence-based decisions. By providing clear benchmarks and real-time insights, KPIs empower governments to remain agile in the face of evolving community needs and increasing operational complexity.

In line with the growing need for effective performance measurement, The KPI Institute’s Top 25 Local Government KPIs – 2025 Edition offers a valuable resource that can support local governments in strengthening their performance measurement practices. The report features a curated selection of the most relevant and widely used KPIs across local governance, based on comprehensive research and global benchmarking. 

Covering core service areas such as budgeting, infrastructure, public safety, and citizen satisfaction, each KPI in the Top 25 Local Government KPIs – 2025 Edition is presented with a standardized definition, calculation formula, and practical application guidance. This edition serves as a helpful reference for municipalities seeking to enhance data-driven decision-making, improve service delivery, and align operational efforts with strategic goals. To provide a glimpse into the report, here are five of the top KPIs included in the 2025 edition:

1. # Recruit to hire ratio for job placements – Measures the proportion of referred applicants who are successfully hired through employment programs facilitated by the local government.
2. % Unemployment rate – Measures the percentage of the active labor force that is unemployed within the total active labor force.
3. % Online public procurement – Measures the proportion of public procurement orders completed electronically by government entities, compared to the total number of procurement transactions during the reporting period.
4. $ New school construction cost per square foot – Measures the average cost of school construction per square foot of developed area.
5. $ Ratio of reinvestment into the community – Measures the proportion of a local government’s total revenue that is reinvested into community development and public services.

The Top 25 Local Government KPIs – 2025 Edition offers in-depth articles, where you can discover new thought leadership articles that dive into the performance measurement concept framework, prevalent KPI use challenges, and 10 pragmatic tactics for more effective KPI implementation. It also features improved documentation templates with revised forms that now highlight the most important information of every KPI, making them simpler to comprehend, communicate, and incorporate into performance systems. All KPIs have been extensively reviewed and updated to address the most recent business trends, so the report continues to be a current and useful resource.

To explore the full list of KPIs and understand how they can support your local government’s strategic and operational objectives, download the Top 25 Local Government KPIs – 2025 Edition from the TKI Marketplace. A printed edition is also available for purchase via Amazon. Get your copy today!

Balancing business priorities can feel like maintaining a three-legged stool—if one leg is weaker or shorter than the others, stability is lost. In the same way, organizations today must give equal attention to employee well-being, sustainability, and service performance to achieve long-term success. Each leg represents a critical area of performance, and without clear indicators to measure and manage them, efforts can falter despite the best intentions.

Aon’s 2022–2023 Global Wellbeing Survey reveals that employee well-being has become a leading priority for employers across the Asia Pacific (APAC) region, with nearly 40% identifying it as their top focus for the next five years. Since 2020, investments in well-being programs in APAC have increased by 27%, and half of the surveyed companies now allocate at least 4% of their total company and benefits budgets to well-being initiatives. However, despite these growing commitments, employee well-being continues to decline. The data shows that 38% of employees are at risk of mental health challenges, and over 65% are already experiencing burnout.

On the consumer side, sustainability is gaining ground as a key purchasing driver. A 2024 PwC survey revealed that consumers are willing to pay an average premium of 9.7% for goods that are sustainably produced or sourced, even in the face of economic uncertainty. Supporting this trend, research shows that strong environmental, social, and governance (ESG) performance is increasingly linked to stronger financial returns. According to Kroll’s ESG and Global Investor Returns Study, companies categorized as ESG Leaders achieved an average annual return of 12.9% globally, substantially higher than the 8.6% return of ESG Laggards. This reflects a nearly 50% performance premium for companies with high ESG ratings.

At the same time, service efficiency remains a key differentiator in customer loyalty. In the Contact Center Trends 2025, research reveals that call centers that minimize wait times tend to build stronger customer loyalty. When customers are satisfied with how long they wait, they are three times more likely to recommend the brand and 2.6 times more likely to trust it and make repeat purchases.

In light of these trends, it is more important than ever for organizations to adopt a balanced approach to performance management. One that reflects the interconnected nature of well-being, sustainability, and financial outcomes. This quarter, The KPI Institute spotlights three key performance indicators (KPIs) of the Month, and each illustrates how organizations can track and balance people, planet, and profit. 

KPI of April: % Employee Burnout Rate – This metric measures the proportion of employees experiencing symptoms of burnout during the reporting period. This KPI is used to assess workplace conditions and track overall employee well-being.

Burnout poses serious risks to productivity, engagement, and employee retention, which is why organizations need to track it early and take preventive action. Using reliable tools like the Maslach Burnout Inventory (MBI) can support accurate assessment. The MBI consists of 22 items that evaluate emotional exhaustion, detachment, and a diminished sense of achievement. To learn more about this tool and others like it, you can download the free digital poster from the TKI Marketplace.

KPI of May: $ Carbon offset investments – This indicator tracks the organization’s investment in purchasing or generating carbon offsets, each equivalent to one metric ton of carbon dioxide reduced or removed from the atmosphere. These offsets typically support certified projects aimed at lowering greenhouse gas (GHG) emissions. The main goal is to help organizations reduce their carbon footprint and contribute to global climate action.

Various registries offer carbon offsets, with prices ranging from as low as $1 to over $30 per metric ton, depending on the project’s type, quality, and certification. An analysis by Carbon Brief shows that top carbon credit buyers from 2020 to 2022 include Shell, Volkswagen, and Chevron. Want to learn how to get started with carbon offsetting and align your environmental KPIs with global standards? Download the free digital poster via the TKI Marketplace.

KPI of June: % First call resolution rate – This metric tracks the percentage of customer inquiries resolved during the first interaction with a service representative, based on the total number of unique inquiries received within the reporting period. It serves as a key indicator of how efficiently and effectively the customer service team handles issues without the need for follow-ups.

Research by the Service Quality Measurement (SQM) Group shows that the average % First call resolution rate among call centers ranges from 70% to 79%. Achieving a % First call resolution of 80% or higher is considered world-class level reached by only 5% of call centers. Boost your service team’s performance and hit that world-class benchmark. Explore the free digital poster on the TKI Marketplace.

These digital posters are part of the KPI of the Month series by The KPI Institute. It is a free infographic series designed to provide practical insights into the application of key performance indicators. Each edition focuses on one specific KPI, offering clear explanations of terminology, addressing common challenges in its use, and outlining essential details such as its definition, calculation, Balanced Scorecard relevance, data profile, typical targets, and actionable recommendations.

The 2025 Global Trends Brief, by The KPI Institute, emerges as a vital resource, offering comprehensive insights into the forces set to shape the strategic direction of organizations worldwide. Drawing from an extensive analysis of over 100 industry publications, expert commentaries, and in-depth studies, the report highlights the primary drivers of change across six critical dimensions: Geopolitical, Economic, Socio-Cultural, Environmental, Technological, and Legal.

In this article, we take a closer look at the first two driving factors, which are Geopolitical and Economic. Let’s unpack the early signals of change that are already influencing how businesses approach strategy, risk, and performance. 

Geopolitical: rising tensions, shifting alliances

Geopolitical instability is increasingly disrupting the flow of goods, capital, and operations. Ongoing global conflicts are straining supply chains, leading to delays, elevated costs, and strategic uncertainty for multinational organizations.

At a broader level, traditional alliances are shifting. The U.S. is aligning more closely with Russia, while its relationship with Europe continues to diverge, signaling a notable departure from past geopolitical norms. This realignment hints at a fragmented global order, where businesses must closely monitor political developments to safeguard continuity.

Further adding to the complexity is the growing risk of nuclear escalation, driven by the wider spread of nuclear technology and intensifying rivalries among nuclear-armed states. With state-based armed conflicts expected to rise in both frequency and intensity, organizations face a heightened need for agile, responsive strategies.

Meanwhile, new U.S. tariffs on major trade partners, including Canada, Mexico, and China, are reshaping global trade dynamics. These policy shifts are prompting companies to reassess sourcing models and diversify supply networks to remain resilient.

Economic: resilience with underlying shifts

Despite geopolitical turbulence, the global economy shows signs of steadiness. Headline inflation is projected to ease throughout most of 2025, although the possibility of further tariff increases later in the year could create upward pressure in the second half.

Growth remains moderate but consistent, with a clear demonstration of economic resilience. Underneath this surface, however, a long-term transfer of global wealth and power is taking place—from the West to the East—reshaping global investment patterns and economic influence.

Small businesses are playing an increasingly central role, driving innovation and contributing significantly to job creation and local growth. Meanwhile, the global unemployment rate holds steady, offering a layer of stability in an otherwise evolving economic landscape.

These two forces offer only a glimpse of what’s shaping business in 2025. To explore key figures, referenced studies, and detailed analysis on how each component impacts strategy and performance management practices, download the full 2025 Global Trends Brief by The KPI Institute. Stay tuned for our upcoming articles as we unpack the remaining four drivers in detail.

Committed to its mission of delivering robust performance solutions through comprehensive research, educational programs, and advisory services and guided by its vision to enable organizations globally to attain excellence, The KPI Institute proudly announces the opening of its headquarters in Saudi Arabia at Tuwaiq Academy.

This milestone underscores The KPI Institute’s dedication to expanding its reach in the Middle East, fostering closer partnerships and delivering localized training that drives sustainable growth. The new Saudi Arabia office at Tuwaiq Academy in Riyadh will serve as a strategic hub for innovation, learning, and thought leadership.

Dr. Aurel Brudan, CEO of The KPI Institute, and Eng. Abdulaziz Alhammadi, CEO of Tuwaiq Academy, were present to sign the agreement, marking a shared commitment to explore opportunities in delivering high-quality training programs, courses, and workshops.

Through this partnership, The KPI Institute will offer globally accredited certificate programs—available both face-to-face and online—alongside intensive boot camps at the academy. These programs are designed to equip participants with the technical expertise and hands-on experience required to successfully execute technology projects that meet industry standards.

Moreover, this expansion supports national capacity building and keeps pace with rapid technological advancements. It offers training and certifications tailored to current labor market needs. Participants can earn professional certifications in areas including key performance indicators (KPIs) development, data analysis, artificial intelligence enablement, and business analysis.

For organizations and individuals interested in partnership opportunities with The KPI Institute, please visit www.kpiinstitute.org or contact us at office@kpiinstitute.org

The Gulf Cooperation Council Interconnection Authority (GCCIA), in collaboration with The KPI Institute, recently hosted the first workshop in a series of events organized under the Strategy and Performance Community of Practices for the GCC utilities sector. The session focused on advancing strategic planning and performance management across the energy and water facilities in the region. 

The event brought together industry experts and professionals in strategy and performance management to explore best practices, emerging trends, and innovative approaches aimed at enhancing organizational resilience and sustainable growth within the energy and utilities sectors.

With the workshop title, “Best Practices and Emerging Trends in Strategic Planning and Performance Management,” Dr. Aurel Brudan, CEO of The KPI Institute, facilitated the workshop in the headquarters of GCCIA in Dammam, Saudi Arabia, on May 26, 2025.

The program was divided into three main parts. In the first workshop, “Best Practices in Strategy & Performance from the GCC Region,” Dr. Brudan led an engaging session centered on the evolving role of strategy and performance management practices of the utilities sector in the GCC region. Key topics included the operating model for strategy and performance, best practices—highlighting both successful and unsuccessful examples—challenges faced by strategy teams in the context of the energy sector and regulatory mandates, as well as essential performance capabilities and lessons learned. Furthermore, the discussion emphasized the growing need for utilities to align their strategies with national development goals and emerging policy directions.

The session also spotlighted trending best practices and the increasing influence of artificial intelligence (AI) in the sector. From AI-driven innovations to the identification of critical success factors, participants gained valuable insights into how technology and governance frameworks can shape a more agile, efficient, and future-ready utilities industry in the GCC. The AI Enablement Framework was also introduced. This framework supports organizations in navigating their AI journey, starting with implementation readiness and culminating in a tailored AI strategy.

Building on the momentum from the first session, the second workshop, “Best Practices in Strategy & Performance at International Level,” shifted the focus to global trends and strategic execution within the utilities industry. Dr. Brudan guided participants through key topics such as “Global Strategic Trends in the Utilities Industry”, “Key Performance Indicators (KPIs) for Global Utilities,” and “Governance and Accountability in Strategy Execution.” 

Additional themes included cross-functional alignment, strategy-related best practices, and the introduction of Functional Area Enablement Labs, an organization dedicated to improving operational efficiency across various functional areas. Participants also explored common barriers to effective KPI implementation, best practices for enhancing transparency and accountability, and the growing role of data analytics and AI in embedding resilience into core strategies.

Concluding the workshop series was the session titled “Wellbeing as Enabler of a Performance-Oriented Culture.” Dr. Brudan guided participants through an exploration of how well-being directly impacts trust, engagement, and organizational success. The key topics included are “The Cost of Neglecting Well-Being,” which can lead to burnout and high turnover, and “The ROI of Supporting Well-Being,” emphasizing that happier employees contribute to stronger performance outcomes. The importance of fostering well-being at both the personal and professional levels was also discussed, including the role of emotionally intelligent leadership in creating cultures of integrity and resilience.

The session also introduced the Institute for Life Management Science (ILMS) and Life Management Science Labs (LMSL)—organizations dedicated to applying scientific research to improve daily living and workplace performance. Through evidence-based frameworks and interdisciplinary tools, ILMS and LMSL aim to promote sustainable well-being and high performance. By leveraging the positive ripple effects of well-being-centered leadership, organizations can build more resilient, engaged, and productive teams in today’s evolving utility landscape.

Together, the three-part workshop series provided a comprehensive roadmap for utility leaders in the GCC region to navigate transformation with confidence. From strategic realignment and performance measurement to cross-functional integration and employee well-being, each session delivered actionable insights aligned with the region’s broader goals of sustainability, innovation, and economic diversification.

For organizations and individuals interested in partnering with The KPI Institute for the delivery of customized workshops, bootcamps, or training courses, please visit www.kpiinstitute.org or contact Cosmin Chindris, Director of Global Partnerships at The KPI Institute, via email: cosmin.chindris@kpiinstitute.com to explore potential collaboration opportunities.

The first half of 2025 has been marked by a series of strategic publications from The KPI Institute, underscoring its continued commitment to advancing the field of strategy and performance management. These publications address emerging challenges and opportunities across industries, providing in-depth analysis, practical frameworks, and actionable insights for professionals and organizations worldwide. This mid-year recap highlights the most impactful releases to date, each reflecting the Institute’s mission to support sustainable performance and informed decision-making.

One of the key highlights is the 2025 Global Trends Brief. It is a secondary research report that analyzes the critical forces reshaping the global business environment. Drawing on insights from over 100 leading research and consultancy sources, the Brief presents a clear, data-driven overview of the trends influencing strategy and performance today. Covering themes such as geopolitical developments, artificial intelligence, and evolving regulatory landscapes, the report provides valuable guidance on how these shifts impact decision-making, operational resilience, and long-term strategic planning.

Another significant contribution is the Top 25 KPIs Series, which showcases key performance indicators (KPIs)  across various industries and functional areas. Released in the first half of the year are the Top 25 Oil and Gas KPIs – 2025 Edition, Top 25 Strategy and Performance Management KPIs – 2025 Edition, and Top 25 Local Government KPIs – 2025 Edition. Each report includes not only curated KPI lists but also practical guidance on implementation, along with the latest developments in performance measurement.

For professionals seeking a focused exploration of individual KPIs, the KPI of the Month (KPIoM) series provides in-depth profiles of key metrics. Each feature includes definitions, calculation formulas, and real-world applications. Recent editions have highlighted indicators such as % Return on Assets, % Employee Burnout Rate, $ Internal Carbon Fee, % Production Schedule Attainment, and % First Call Resolution Rate.

Further expanding its KPI-related resources, The KPI Institute released new entries in the KPIs for Industries infographic series during the first half of 2025. These include KPI sets for health and healthcare providers, medical laboratories, and pharmacies. Each infographic leverages Value Flow Analysis—a methodology that maps how value is generated across industry-specific processes—and offers detailed definitions, component metrics, and calculation methods. These resources are designed to support targeted performance improvement initiatives at both strategic and operational levels.

In addition, The KPI Institute launched the first quarterly edition of its flagship publication for the year: Performance Magazine Issue No. 32 – Employee Performance Edition. This edition explores how organizational culture functions not merely as a background element but as a fundamental enabler of performance. Featuring expert commentary, models, and practical tools, the issue encourages professionals to treat culture as a strategic resource—something to be intentionally shaped and applied to reinforce engagement, alignment, and long-term success.

To explore these publications and more, visit the TKI Marketplace and gain access to the latest resources in strategy and performance management.

Video courtesy of the Gulf Cooperation Council Interconnection Authority

Dedicated to strengthening strategic alignment across the Gulf Cooperation Council (GCC) region, the GCC Interconnection Authority (GCCIA) collaborated with The KPI Institute to deliver the workshop titled “Best Practices and Emerging Trends in Strategic Planning and Performance Management.” The event was hosted at the GCCIA headquarters in Dammam, Saudi Arabia, on May 26, 2025.

The session was facilitated by Dr. Aurel Brudan, CEO of The KPI Institute, and brought together strategy and performance professionals from six utilities companies from Bahrain, the United Arab Emirates, Oman, Saudi Arabia, and Qatar. The workshop aimed to foster meaningful connections and cultivate a community of practice in strategy and performance within the utilities sector. It also served as a means to harness shared expertise and experiences in addressing industry challenges while also promoting collaboration among professionals. Additionally, it sought to enhance awareness and adoption of best practices in strategy and performance management across the GCC utilities sector.

Eng. Ahmed Al-Ebrahim, CEO of GCCIA, shared that strategic planning goes beyond routine processes. It serves as a fundamental cornerstone for strengthening resilience, driving innovation, and promoting sustainable development. “This workshop reflects our shared ambition to unify efforts, exchange knowledge, and build a unified strategic vision that serves the long-term interests of our member states. Through collaboration, we strive to ensure that our strategies are agile, future-oriented, and capable of responding to the evolving challenges of the energy sector.”

The workshop marks the launch of a dynamic event series under the Strategy and Performance Community of Practice, jointly organized by GCCIA and The KPI Institute. According to Cosmin Chindris, Director of Global Partnerships at The KPI Institute, “Through this initiative, we are bringing together global best practices in strategy and performance management and exploring how they can be tailored and applied to the unique context of the GCC utilities sector. This is an exciting opportunity to foster innovation, collaboration, and continuous improvement across the utilities sector.”

Watch the video highlight for a glimpse into The KPI Institute’s contribution to advancing strategic planning practices in the GCC region. To learn more about the workshop or explore collaboration opportunities, visit www.kpiinstitute.org. For partnerships, contact Cosmin Chindriș via email at cosmin.chindris@kpiinstitute.com