Public%20Sector%20Performance%20Management

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Public Sector Performance Management

• A presentation to ICPM Class
• April 15, 2002

Bradley Basson
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Overview

• What is performance measurement?
• The Oregon Benchmarks
• Benchmarks as tools
• So why do we need to measure
• performance?

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WHAT IS PERFORMANCE MEASUREMENT?

• Monitors what good results from spending the
  taxpayers money
• Not just a fad its a decade-long movement
• Two reasons to do it
• Taxpayers increasinglywant to know
• Basis for continuous improvement

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The Oregon Benchmarks

• The 2001 Benchmark Performance Report
• Published biennially- provides data, targets, and
  analysis on all benchmarks
• http//www.econ.state.or.us/opb/2001report/reporth
  ome.htm

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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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Psychological barriers, continued

1. Performance measurement is down the tubes with
   the next administration.
2. Theres no way to measure what I do.
3. My department has conflicting missions.
4. I still dont feel like it.

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Two kinds of performance measures
Outcomes
Outputs
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Outcomes
2 flavors High-level Intermediate

• 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)

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High-level and intermediate outcomes
Context Measure
Performance Measuresif within influence

• High-level outcome - societal goal or statement
  of well-being
• e.g., Oregon Benchmarks
• 80, Agricultural land
• 85, Salmon and steelhead restoration

High Level Outcome

• Intermediate outcomes - steps toward achieving
  high-level outcomes

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Outputs

• 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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Outputs are important.

• They are building blocks to a desired outcome.

Outcome
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One thing is certain.Taxpayers want results
(outcomes).

• Hence the Managing for Results movement.
• Outputs should lead to the desired outcomes.
• Both should be measurable.

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GASB (outcomes and outputs)

• Governmental Accounting Standards Board
  recommendations
• Managing for Results common language

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Four basic, planning questions
Trends, mandated goals, benchmarks other
high-level outcomes, internal processes,
stakeholder needs
Vision, mission, goals, priorities

1. Where are we?

1. Where do we want to go?

1. How did we do?

Periodic reporting against performance measures.

1. How do we get there?

Strategies. Outcomes and outputs with targets set
here.
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This planning process is universalfor example,

• Strategic Planning at the state level in Oregon

1. Where are we?

Oregon Shines

1. Where do we want to go?

1. How did we do?

1. How do we get there?

Statewide Strategies
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Strategic Planning

• If our objective is to create performance
  measures
• Then why do we need to do strategic planning?

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Because

• 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?

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Performance measures as a tool for Budgeting

• 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
• Budget Timeline
• Performance Measure Criteria

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Basic planning framework
Where are we?
How do we get there?
VISION
Where do we want to go?
How did we do?
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This is often expanded due to the complexity of
an organization
VISION
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Conclusion-So why do we need Performance
Management?

• Effective Performance Management leads to
  improved public outcomes and strengthens
  democracy.
• A few success stories
• 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

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In the time remaining

• I would like
• your feedback
• Performance Measurements as a tool to fight
  corruption, poverty, etc.
• Budgeting Process,
• Other possible use

My Goal To consult with the Namibian Government
to implement a strategic plan in working towards
Benchmarking process