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Moving Towards Performance Driven Government


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Moving Towards Performance Driven Government

  1. 2. Performance Measurement and Management in Government David Gourlay John Spencer Chris Robertson
  2. 3. AGENDA <ul><li>What is Performance Management? </li></ul><ul><li>Why is it important? </li></ul><ul><li>What are the challenges? </li></ul><ul><li>Why data is so important </li></ul><ul><li>How can you start to go down this path? </li></ul><ul><li>Potential “enabling technology” </li></ul>
  3. 4. What is Performance Management? <ul><li>A means to enable elected officials and staff to improve the quality of life for constituents </li></ul>
  4. 5. Why Performance Management? <ul><li>Outward Facing Service Improvement </li></ul><ul><ul><li>Communicates accurate, fair, and comparable data about the quality and efficiency of a government department’s services delivered to its citizens </li></ul></ul><ul><ul><li>Enables responsive management for service improvement outcomes </li></ul></ul><ul><ul><li>A vehicle that provides the foundation for accountability and transparency </li></ul></ul><ul><li>Inward Facing Knowledge-based decisions </li></ul><ul><ul><li>Performance data is essential for: </li></ul></ul><ul><ul><ul><li>Developing strategic plans </li></ul></ul></ul><ul><ul><ul><li>Measuring progress towards goals </li></ul></ul></ul><ul><ul><ul><li>Assessing policy alternatives </li></ul></ul></ul><ul><ul><ul><li>Making informed management decisions by elected officials and staff </li></ul></ul></ul><ul><ul><ul><li>Gaining insight into the effectiveness and efficiency of their operations </li></ul></ul></ul>
  5. 6. Need for performance measurement is everywhere Decrease costs Improve service to citizens Optimize processes Increase voter satisfaction Risk Management <ul><li>Optimize capacity and resource usage </li></ul><ul><li>Benchmark service costs & quality </li></ul><ul><li>Assess supplier performance </li></ul><ul><li>Measure levels of service and optimize </li></ul><ul><li>Predict and prevent capacity bottlenecks </li></ul><ul><li>Improve processes to service citizens </li></ul><ul><li>Complex demand planning </li></ul><ul><li>Create budgets, and monitor performance </li></ul><ul><li>Monitor compliance </li></ul><ul><li>Assess what factors drive voter satisfaction </li></ul><ul><li>Monitor voter satisfaction </li></ul><ul><li>Manage risks of impact of policy </li></ul><ul><li>Assess cause and effect of implementing policy </li></ul>
  6. 7. Inter-department cooperation is needed, but ... ... Government departments often function as separate organisations and have difficulty aligning with policy….
  7. 8. … Which puts pressure on the government’s performance management framework… <ul><li>Many stakeholders </li></ul><ul><ul><li>Politicians, civil servants, suppliers… </li></ul></ul><ul><li>All require more and better quality information </li></ul><ul><li>Governments need more transparency of </li></ul><ul><ul><li>Cost data </li></ul></ul><ul><ul><li>Workflows </li></ul></ul><ul><ul><li>Quality of service delivery </li></ul></ul><ul><ul><li>Interdisciplinary cooperation </li></ul></ul><ul><ul><li>ROI </li></ul></ul>
  8. 9. Because you can’t manage what you can’t measure…. … comprehensive financial & administrative data are absolutely essential for effective performance management…. data evaluation & management … improved service delivery reduce costs and improve efficiency…
  9. 10. Performance Management - Measure to Manage <ul><li>Basic principles: </li></ul><ul><ul><li>What gets measured gets done! </li></ul></ul><ul><ul><li>Need to develop a balanced and integrated set of targets that support the overall strategy </li></ul></ul><ul><ul><li>Enable detailed analysis of data to make decisions </li></ul></ul><ul><ul><li>Integrate with operational systems to enable decisions to be ‘actionable’ </li></ul></ul>
  10. 11. Credibility of Data <ul><li>“ The government ministries are very keen on amassing statistics. They collect them, raise them to the nth power, take the cube root, and prepare wonderful diagrams. But you must never forget that every one of these figures comes in the first place from the village watchman who just puts down what he damn well pleases.” </li></ul><ul><ul><ul><li>Sir Josiah Stamp, English economist, 1911 </li></ul></ul></ul>
  11. 12. <ul><li>“ I don’t care if the numbers are wrong…just make them consistently wrong across all systems!” </li></ul>
  12. 13. It’s all about the data!!! <ul><li>The basis for: </li></ul><ul><ul><li>Performance measurement </li></ul></ul><ul><ul><li>Decision making </li></ul></ul><ul><ul><li>Cost containment or reduction </li></ul></ul><ul><ul><li>Quality management and improvement </li></ul></ul><ul><li>Better quality decisions can only be achieved with </li></ul><ul><ul><li>Comprehensive </li></ul></ul><ul><ul><li>Relevant </li></ul></ul><ul><ul><li>Reliable </li></ul></ul><ul><ul><li>Timely and </li></ul></ul><ul><ul><li>Integrated DATA… </li></ul></ul>
  13. 14. Create a focused performance DB Standardised data compilation for analytics Performance Management Framework Data Warehouse Operational Data e-Business Suite External Data Citizen Hub Standardised, message-based, operational integration for near real-time service provision ERP Data Admin systems Benchmark Data Reporting Analysis Querying
  14. 15. Transform data for performance measurement analyze Dimensions Hierarchy Initiatives What is the contribution to different govt. initiatives? Strategies? Citizen Groups What is the contribution of different citizen groups Impact? Agencies What is the contribution to agencies? Govt. services What is the contribution to improved services? Organi- zation Chart? Service Structure? measure Trans- actions Pay- ments Direct Costs Agencies Central Govt. Perfor- mance Cost benefit etc.
  15. 16. Nothing Improves Without Change ERGO Process Changes Are Key Once You Have The Data Costs Govt. Process Model Resources Process View Cost Assignment View Activities Improvement Strategy Processes and associated activities are the key vehicle for improvement!! Performance Management Resource Drivers Activity Drivers
  16. 17. Improvement Strategy <ul><li>Formulate Strategy </li></ul><ul><ul><li>Where should we focus to increase service levels and performance? </li></ul></ul><ul><ul><li>What’s happening now? </li></ul></ul><ul><ul><li>Where can we cut costs? </li></ul></ul><ul><ul><li>What will the impact be on our Dept.? </li></ul></ul><ul><ul><li>What will be the impact on voter confidence? </li></ul></ul><ul><ul><li>What if we...? </li></ul></ul>“ Don’t try to boil the ocean when all they want is a cup of coffee!” John Spencer What Happened? Why did it happen? What will Happen? What Might Happen if? Monitor and Change Take action – link to operations
  17. 18. Link analysis to operational systems Data Information Knowledge Decision Results Action Business Intelligence Make decisions actionable…. Record of a transaction Data packaged to deliver a message Logical connection among pieces of information in a context Choice of action based on knowledge What Happened? Why did it happen? What will Happen? What Might Happen if? Monitor and Change Take action – link to operations
  18. 19. Communicate and monitor the strategy…. What Happened? Why did it happen? What will Happen? What Might Happen if? Monitor and Change Take action – link to operations
  19. 20. Benefits <ul><li>An integrated performance management framework based on detailed data can: </li></ul><ul><ul><li>Ensure all activities support key policy goals </li></ul></ul><ul><ul><li>Provide an in-depth understanding of the impact of decisions on stakeholders’ satisfaction </li></ul></ul><ul><ul><li>Deliver greater insight into efficiencies and costs of service provisioning </li></ul></ul><ul><ul><li>Enable fast reaction to issues, e.g shortage of staff or supplies </li></ul></ul><ul><ul><ul><li>Earlier resolution reduces impact </li></ul></ul></ul><ul><ul><li>Enable all staff to understand their contribution to policy and feel part of it’s achievement </li></ul></ul><ul><ul><li>Enable a more collaborative and effective relationship with all stakeholders </li></ul></ul>
  20. 21. Customers <ul><li>Cambridge County Council, UK (best value) </li></ul><ul><li>State University Hospital, Denmark </li></ul><ul><li>Ministry of Labour, Denmark </li></ul><ul><li>National Police, Denmark </li></ul><ul><li>Royal Air Force, UK </li></ul><ul><li>City of Reykjavik, Iceland </li></ul><ul><li>Ministry of Treasury, Italy </li></ul><ul><li>Central Bank of Belgium </li></ul><ul><li>International Labour Organization, Switzerland </li></ul><ul><li>The Canada Custom and Revenue Agency </li></ul><ul><li>Ministry of Home Affairs, Singapore </li></ul>
  21. 22. NYC.GOV Citywide Performance Reporting (CPR)! <ul><li>Dept. of Transportation </li></ul><ul><li>Preliminary Performance Highlights 2008 </li></ul><ul><li>The average time to fix a traffic signal was 28.3 hours…38% faster than during the same period last year; more than 97% of traffic signal defects were corrected within 48 hrs. </li></ul><ul><ul><li>optimized scheduling and routing </li></ul></ul><ul><li>Inspections: Inspections of street work climbed by 39% as a result of additional staff responding to the continuing rise in construction permits </li></ul><ul><ul><li>focused budget for staff increase where it would have a positive impact…more construction permits = more tenants = more tax revenue </li></ul></ul>
  22. 23. Halton Region CRM Before and After <ul><li>Where They Were </li></ul><ul><ul><li>Approached customer service as separate departments </li></ul></ul><ul><ul><li>Departments had different ways and standards of delivering service, so customers didn’t get consistent service </li></ul></ul><ul><ul><li>Employees were committed to providing excellent customer service, but they didn’t have the proper tools and processes to support them </li></ul></ul><ul><li>Where They Are Today </li></ul><ul><ul><li>“ We have an integrated, well-coordinated approach to serving our customers” </li></ul></ul><ul><ul><li>“ Everyone approaches customer service with the same standards so the customer has a consistent experience” </li></ul></ul><ul><ul><li>“ We have the technology, structure and processes in place so that our staff are equipped to deliver our excellent standards of Customer Service” </li></ul></ul>
  23. 24. Enabling Technology?