Transcript Public Sector Performance Management A presentation to I&CPM Class April 15, 2002 Bradley Basson Overview     What is performance measurement? The Oregon Benchmarks Benchmarks as tools… So why do we.

Public Sector Performance
Management
A presentation to
I&CPM Class
April 15, 2002
Bradley Basson
Overview
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What is performance measurement?
The Oregon Benchmarks
Benchmarks as tools…
So why do we need to measure
performance?
I & CPM
11/7/2015
WHAT IS PERFORMANCE
MEASUREMENT?
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Monitors what good results from spending the
taxpayers’ money
Not just a fad – it’s a decade-long movement
Two reasons to do it
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Taxpayers increasingly
want to know
Basis for continuous
improvement
I & CPM
11/7/2015
The Oregon Benchmarks
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I & CPM
The 2001 Benchmark
Performance Report
Published bienniallyprovides data, targets,
and analysis on all
benchmarks
http://www.econ.state.or.
us/opb/2001report/report
home.htm
11/7/2015
Known psychological barriers to
performance measures: Expect resistance
1. We already did that.
2. Performance measures are inherently unfair I only have so much control over outcomes.
3. Performance measures will be used against
me.
4. Performance measurement is going to invite
unfair comparison (e.g. tougher targets).
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11/7/2015
Psychological barriers, continued
5. Performance measurement is down the tubes
with the next administration.
6. There’s no way to measure what I do.
7. My department has conflicting missions.
8. I still don’t feel like it.
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11/7/2015
Two kinds of performance
measures
Result of product
or service
Product or
service
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I & CPM
Product or
service
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2 flavors:
High-level &
Intermediate
Outcomes
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An outcome is a RESULT.
A return on the taxpayers’
investment or “ROI”
Example:
“Percentage of ag land in
1970 still preserved for
agricultural use.”
(Oregon Benchmark #80)
I & CPM
11/7/2015
High-level and
intermediate outcomes
Context
Measure
Performance
Measures
if within
influence
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High-level outcome High Level Outcome
societal goal or statement
of well-being
e.g., Oregon Benchmarks Intermediate
Outcome
#80, Agricultural land
#85, Salmon and steelhead
restoration
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Intermediate
Outcome
Intermediate outcomes - steps
toward achieving high-level outcomes
I & CPM
11/7/2015
Outputs
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An output is a different
kind of accomplishment.
Often couched in terms of
services delivered.
So why are outputs
important?
So what?
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11/7/2015
Outputs are important.
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They are building blocks to a desired outcome.
Output
Output
Output Output
Output
Output
Output
Output
Output Output
Output
Output
Output
Output
Output Output
Output
Output
Output
Output
Output Output
Output
Output
I & CPM
11/7/2015
One thing is certain.
Taxpayers want results (outcomes).
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Hence the “Managing for
Results” movement.
Outputs should lead to
the desired outcomes.
Both should be
measurable.
I & CPM
11/7/2015
GASB (outcomes and outputs)
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Governmental Accounting Standards Board
recommendations
“Managing for Results” common language
I & CPM
11/7/2015
Four basic, planning questions
Trends, mandated goals,
benchmarks & other high-level
outcomes, internal processes,
stakeholder needs
1. Where are we?
2. Where do we
want to go?
4. How did we do?
Periodic reporting
against performance
measures.
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Vision, mission,
goals, priorities
3. How do we get
there?
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Strategies. Outcomes and
outputs with targets set
here.
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This planning process is
universal…for example,
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Strategic Planning at the state level in Oregon
Statewide
Needs Analysis.
1. Where are we?
2. Where do we
want to go?
4. How did we do?
Benchmark
Performance
Reports
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Strategic
Vision and
Benchmarks
3. How do we get
there?
I & CPM
Statewide
Strategies
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Strategic Planning
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If our objective is to create performance
measures
Then why do we need to do strategic
planning?
I & CPM
11/7/2015
Because…
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Strategic planning provides the big picture,
so the performance measures fit together
logically
Planning leads to performance measures
Otherwise you are just measuring the
measures without knowing “Why?”
I & CPM
11/7/2015
Performance measures as a tool for
Budgeting
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Links to Benchmarks for purpose of budget submittal
Performance Measure data summary for purpose of
ways and means presentation
Annual Performance Report for purpose of monitoring
oversight
Therefore, necessary for budget process
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Budget Timeline
Performance Measure Criteria
I & CPM
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Where
are
we?
Basic planning framework
VISION
Where do
we want to
go?
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How do
we get
there?
How
did we
do?
MISSION
Goal
Goal
Goal
Strategies
Strategies
Strategies
Outputs
Outputs
Outputs
Outcomes
Outcomes
Outcomes
I & CPM
11/7/2015
This is often expanded due to the
complexity of an organization
VISION
MISSION
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Goal
Goal
Goal
Strategies
Strategies
Strategies
Outputs
Outputs
Outputs
Outcomes
Outcomes
Outcomes
I & CPM
11/7/2015
Conclusion-So why do we need
Performance Management?
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Effective Performance Management leads to
improved public outcomes and strengthens
democracy.
A few success stories:
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1994- NYPD and reducing violent crime
1995-Clean Charles 2005 Initiative and the EPA
2000-Washington D.C., Mayor Anthony Williams
and the DMV
U.S. Postal Services and the next day delivery rate
I & CPM
11/7/2015
I would like
your feedback:
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Performance
Measurements
as a tool to
fight
corruption,
poverty, etc.
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Budgeting
Process,
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Other possible
use
In the time remaining…
My Goal: To consult with the
Namibian Government to
implement a strategic plan in
working towards
Benchmarking process
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11/7/2015