Module Eight PowerPoint Presentation

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  • EMES Module II: Understanding Balanced Scorecard & Enterprise Strategic Planning" will be offered. (You only need to attend one of these sessions.)
  • Sample of a Core Service Scorecard Point out linkage of Performance Measures/Indicators to objectives Describe colored dials, pointer Drill-down capability into a specific Measure NEXT SLIDE
  • Measure index definition Measure information panel (Upper Right) Associated or indexed metrics feeding into measure (output measures) Discuss trend indicator Ability to drill-down further into additional details. NEXT SLIDE
  • Graph shows trend data for a particular measure. Also have capability to review Deviations and Benchmarking data for comparison and analysis. From here, go into live walkthrough of system (either live system or training environment, whereever data exists for use).
  • Not suggesting all of these are done/checked off, but for those that are, you can indicate “Progress” with the check box, and for those remaining can use the empty box.

Transcript

  • 1. Welcome! Enterprise Management Education Series Module 8 Dashboard / Performance Measures
  • 2.
    • Major milestones along our journey:
      • Modules I – VII
        • Strategic, business and financial planning
        • Process, program and technological tools
      • Updated glossary of terms
    • What’s our destination for today?
      • Alignment of performance measures
      • Resources to review organizational performance
    The Road Traveled…
  • 3. Today’s Learning Objectives
    • Develop a basic understanding of the dashboard and its features.
    • Review the alignment of the dashboard to the balanced scorecard and performance measures.
    • Identify methods for using the dashboard to improve organizational performance.
    • Gain familiarity with resources and contacts.
  • 4. Terminology What terms must I understand to successfully navigate through this module?
    • Actions
    • Attributes
    • Balanced Scorecard
    • Baselines
    • Benchmarking
    • Dashboard
    • Data Model
    • Dimensions
    • Effectiveness
    • Efficiency
    • Input Measures
    • Key Performance Indicator
    • Outcome Measures
    • Output Measures
    • Targets
    Intranet link
  • 5. Measuring Performance in Government
    • Where does performance measurement fit?
      • Major component of the GovMax performance management system
      • Measurement activities will occur at the Enterprise, Core Service, Business Process and Process Activity and individual level
    • What are the benefits of performance measurement?
      • Strengthens accountability
      • Enhances decision making
      • Improves customer service
      • Assists governments in determining effective resource use
      • Supports strategic / business planning and goal setting
  • 6. Measuring Performance in Government
    • What are some elements present in the performance indicators and measures of high performing organizations?
    • Measurement of Results
      • Focus on inputs, processes, and outputs and on outcomes which impact our customers / clients / stakeholders
    • Measurement of Efficiency and Effectiveness
      • Efficiency measures how well our organization is able to manage and produce outputs and includes a focus on optimizing all resources and producing outputs at the lowest cost
      • Effectiveness is a measure of outcomes. It is a measure of quality as determined by the client / customer. It is a measure of satisfaction and importance of our services, programs, products for the customer / client
  • 7. Measuring Performance in Government
    • Performance Measures Model
  • 8. Measuring Performance in Government
    • Performance Measures Model Examples
    • Reduction in fire deaths / injuries
    • Percent of job trainees who hold a job for more than six months
    • Adoption rate of impounded animals
    Outcome
    • Percent of respondents satisfied with service
    • Error rate per data entry operator
    • Frequency of repeat repairs
    • Average days to address a facility work order
    Effectiveness
    • Plans reviewed per reviewer
    • Cost per appraisal
    Efficiency
    • Eligibility interviews conducted
    • Library books checked out
    • Children immunized
    • Purchase orders issued
    Output
    • Dollars budgeted / spent
    • Staff hours used
    Input Examples Measure Type
  • 9. Measuring Performance in Government
    • Why measure performance?
      • If you don’t measure results, you can’t tell success from failure
      • If you can’t see success, you can’t reward it
      • If you can’t reward success, you’re probably rewarding failure
      • If you can’t see success, you can’t learn from it
      • If you can’t recognize failure, you can’t correct it
      • If you can demonstrate results, you can win public support
      • Reinventing Government
      • David Osborne and Ted Gaebler
  • 10. Measuring Performance in Government
    • As SCG leaders, what is “our part to play” with the dashboard?
      • Review dashboard at least every quarter.
      • Communicate progress regularly to staff.
      • Ask staff to consider, “what’s working and what’s not?” “What continual improvement opportunities should we consider?”
      • Consider the need for updating the “Actions” in the balanced scorecard templates and in employee evaluation forms.
  • 11. Measuring Performance in Government
    • Consider a case scenario…
    • Objective…Enhance Access to Health Care
    • Performance Measure…# of Health Clients
    • Dimension…Major Grouping (Children, Adult)
    • Attribute…Age, Sex, Race, etc.
  • 12. Measuring Performance in Government
    • Introducing:
    • The SCG Dashboard
    • an enhancement to GovMax
  • 13. Measuring Performance in Government
  • 14. Measuring Performance in Government
  • 15. Measuring Performance in Government
  • 16. Measuring Performance in Government
    • Strategic Approach to Developing and Aligning Performance Measures
      • Develop a meaningful vision for the organization
      • Identify the critical success factors from the vision and the business plans
      • Establish key organizational goals and objectives
      • From the goals and objectives, establish the key performance indicators
      • Establish the competencies required for the organization including the ability to gather, analyze and measure data and performance criteria
      • Develop a methodology for assessing performance
      • Finally, organizational efficiency and effectiveness can be benchmarked against the best practice to gain new insights for improvement.
  • 17. Measuring Performance in Government
  • 18. Wrap Up
    • The importance of the Dashboard
    • Resources and contacts
    • Thank you for your support!
  • 19. Pit Stop How are you doing so far?
    • Have you:
    • Completed the post-assessment and glossary game for Module #7 (Service Level Agreements) ?
    • Added Module #8 post-assessment (Dashboard / Performance Measures) to your “to do” list? [Due by 5/06]
  • 20.
    • Thank you for your participation!