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Organizational Performance framework-
 

Organizational Performance framework-

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    Organizational Performance framework- Organizational Performance framework- Presentation Transcript

    • WORKSHOP OBJECTIVES
      • Describe the framework for building and implementing EMM’s business scorecard for the performance management system
      • Understand how the scorecard system helps to align EMM’s effort with its Mission, Vision and Strategy
    • EMM’s business and organisational performance framework: nine steps to success
    • Performance Management System Components ? New Initiatives EMM Performance Strategies GDS 2025 Performance Budget Leadership & accountability Ekurhuleni PM framework EMM
    • Strategy Mapping Performance Measures Implementation
    • “ People and their managers are working so hard to be sure things are done right , that they hardly have time to decide if they are doing the right things” Stephen R. Covey
    • Focus on the Organisation Strategy Continuous Leadership Make Strategy Actionable Manage for Performance Align Work with Mission Strategy = our approach to accomplishing our Mission Develop Strategy to Support Mission Budget for Performance, SDBIP
    • Define Strategies Mission: Provide sustainable and people centered services…… Vision: The Smart, Creative and Developmental City Strategic Themes: As per the Growth and Development Strategy 2025 Good governance, 3 landscapes and 18 focus areas Integrated Development Plan (IDP) Short and medium term Departmental Strategies and programs (SDBIP)
    • Strategy translates WHAT EMM customers want INTO what must be delivered Support Units Departments Teams & Individuals Cluster Organization Results Values Vision Mission Customer Requirements EMM Business Strategy Operations Best Practices
    • Strategy Mapping Performance Measures Implementation
    • Our Strategy is a Hypothesis about what Drives EMM’s Success Training Information Technology Leadership Service Quality Customer Confidence Customer Satisfaction Program Effectiveness Identify the Key Performance Drivers that Lead to Successful Strategy Execution
    • Sectoral Strategy Map Lower Wait Time Increase Satisfaction Reduce Costs Link budget to IDP Spend Capital Budget Support and information systems Measurement of efficiency Reduce Procurement Steps Skills and knowledge Infrastructure gains Citizens Budget Good Governance Capacity and growth
    • Strategy Mapping Performance Measures Implementation
    • Performance Measures Performance Measures Should Help Us Decide: Are We Doing Things Right? (How?) Are We Doing The Right Things? (What?) Input Process Output Outcome Performance Measures
    • Develop Performance Measures Program Logic Model Inputs Process System Outputs Intermediate Outcomes End Outcome Desired Outcome Process Flow Service Results of measuring To Community Back to Planning Acceptable Not Acceptable
    • The Finished Scorecard Tells The Story Infrastructure and growth Perspective Good governance Perspective Internal business and process Perspective Stakeholder Perspective Objectives Measures Initiatives Strategy: The Approach to Accomplishing the Mission
    • Strategy Mapping Performance Measures Implementation
    • Align EMM’s View with Business and Support Units Vision: The smart, Creative and Developmental City Strategy Objectives Measures Best Practices Agency Team/ individual Department
    • Putting It All Together – EMM’s Scorecard Citizen Needs & Desired Outcomes S1 S2 M1 O3 O2 O1 M1 M1 T1 T1 T1 I2 I1 Targets Strategy Objectives Measures Initiatives Vision The Smart, Creative and Developmental City Ekurhuleni provides sustainable and people centered developmental services that are affordable, appropriate and of high quality S1 : Increase value by providing more cost-effective services S2 : Reduce violence, harm & injury through community partnerships S1- 01 : Optimize organization (Internal) S1- 02 : Identify service & resource gaps (Employee) S1- 03 : Survey citizens (Customer) S1-01- M1 : Skills match index S1-02- M1 : Cost per unit service S1-03- M1 : Citizen satisfaction rating S1-01-M1- T1 : Skills index = 80% in 2007 S1-02-M1- T1 : 7% improvement above baseline S1-03-M1- T1 : 95% in 2007 S1- I1 : New outreach program S1- I2 : Communications plan Mission
    • Data Warehouse Features: Strategic Performance Management
      • Collect and transform data from virtually any data source and manage
      • the process.
      • Fully automated solution.
      • Communicate on strategy, provide early indicators.
      • Collaborate on knowledge and share best practices enterprise-wide
      • Integrate with any performance framework.
      • Robust analytics, including predicative analysis, cost analysis, correlation/
      • impact analysis, trend analysis, and data mining.
      • Dynamic, customizable strategy maps.
      • Ability to integrate with other enterprise solutions.
      • One consistent Intelligence Architecture across the enterprise.
    • Automation Software Solution Space Enterprise Requirements
      • Links to legacy systems
      • Composite measures
      • Many data/reporting locations
      • Integrate with enterprise systems
      • Advanced executive reporting
      • Web input & publishing
      • Advanced analysis
      • Numerous measures
      • Composite measures
      • Visualization & charting
      • Multiple locations
      • Web input & publishing
      • Commentary
      • Few measures
      • Basic tracking
      • Small office
      Data Warehouse Data Base PMIS Time and Cost to Implement
    • Performance Based Budget 18 Strategic focus areas Scorecard Budget Recipients Goal 1 Goal 3 Goal 2 Goal 4 Goal 5 Goal 6 Goal 7 Goal 8 Goal 9 M E A S U R E S Citizens Contractors Suppliers Project 1 R xx M Project 2 R xx M Project 3 R xx M Project 4 R xx M Project 5 R xx M Infrastructure Other Indirects
    • Summary
    • Scorecard Implementation: Challenges
      • Fear of measurement and new system.
      • Lack of common definitions and terms.
      • Inconsistent or weak buy-in and lack of understanding.
      • Visions and strategies that are poorly defined and understood, not actionable and not linked to
      • individual actions.
      • Treating budget development separately from strategy development.
      • Measures set independently of a performance framework, or measures with no ownership.
      • Loosing momentum.
      • No performance targets or targets set too high or too low.
      • Little or no strategic feedback.
      • Lack of meaningful employee involvement.
    • The Scorecard Is (Is Not) Is Not: Is: Aligning vision with operations A re-engineering project Balancing non-financial, efficiency, infrastructure Putting your existing metrics into 4 bins and financial views of performance Increased accountability Tighter individual control A challenge initiative “Business as Usual” Hard work Easy A journey A project A communications tool for the whole organization A tool for executives only A strategy-based management system A performance measurement tool
    • “ It’s about management and change first; measurement and technology are second” Howard Rohm
    • Keeping All The Balls In The Air Performance Management Cost Measure-ment Process Improve-ment Risk Assess-ment Motivation Reward Technology
    • Implementation Plan
      • Goal Alignment
      • Design of Performance Framework
      • Cascading of Goals downwards
      • Contracting with Departments and Employees
      • Building of Information Framework
      • Monitoring & Reporting
      • Evaluation
      • Reward and corrective action
    • Goal Alignment Performance Framework Information Framework Data Warehouse
    • EMM Performance Framework
    • EMM Performance Framework – High level to detail
    • EMM Performance Framework R & D
    • EMM Performance Framework a b R & Dc ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?
    • Goal Alignment Performance Framework Information Framework Data Warehouse
    • INFORMATION FRAMEWORK Process ..n Business Process Value Chain Business Process Data Warehouse Dashboards Input Analysis Other business factors
    • EMM Performance Reporting
    • Users Process & Systems Solutions Transactional data Operational & clerical staff Business processes, direct capturing, measurement Data grouped for unit/organisation General management & financial staff ERP systems, GL systems, sub modules (debtors, payroll, etc.) Data models and simulations Cost accountants, specialist management & technical staff Specialised costing systems, statistical analysis modules, BPR & workflow systems Executive reports CEO, CFO, Executive committee members, BOD members, BU Heads Performance Reporting
    • Performance Based Remuneration BPR Planned Training Interventions Monitoring, Evaluation & Risk Analysis ORGANISATIONAL BUSINESS PROCESSES AND VALUE CHAINS Goal Alignment & Contracting
      • Strategic Perspective
        • Key Result Area
        • Strategic Focus Area
          • Strategic Objective
            • KPI
            • Measurable Perf Target
            • Target Date
    • CORE FOCUS
    • The following slides are for the hyperlinks
      • Vision: The smart, creative and developmental city.
      • Mission: Ekurhuleni provides sustainable and people centred development services that are affordable, appropriate and of high quality. We are focused on social, environmental and economic regeneration of our city and communities, as guided by the principles of Batho Pele and through the commitment of a motivated and dedicated team.
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    • Not well covered in the strategy, IDP & SDBIP
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    • Not well covered in the strategy, IDP & SDBIP
    • Not well covered in the strategy, IDP & SDBIP
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    •  
    •  
    •  
    • Physical Dev.
    • Physical Dev.
    • Physical Dev.
    • Physical Dev.
    • Physical Dev.
    • Physical Dev.
    •  
    • Economical Dev.
    • Economical Dev.
    • Not well covered in the strategy, IDP & SDBIP Economical Dev.
    • Economical Dev.
    • Economical Dev.
    • Economical Dev.
    •  
    • Social Dev.
    • Social Dev.
    • Social Dev.
    • Social Dev.
    • Social Dev. Social Dev.
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    • End of presentation