Performance Management in Public Sector


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Performance Management in Public Sector

  1. 1. Performance Management in the Public Sector
  2. 2. The structure of presentation <ul><li>What is performance measurement? </li></ul><ul><li>Performance management challenges in public sector </li></ul><ul><li>Improving Transparency </li></ul><ul><li>Improving Accountability </li></ul><ul><li>Instilling Long-Term Continuity </li></ul><ul><li>Driving Results through Better Strategy Execution </li></ul>
  3. 3. Performance measurement is… <ul><li>… a kind of data retrieval </li></ul><ul><li>… reports to the persons, who are tier up the hierarchy </li></ul><ul><li>… steering instrument for public sector </li></ul>
  4. 4. C urrent trend s in public organizations: <ul><li>Improving Transparency </li></ul><ul><li>Improving Accountability </li></ul><ul><li>Instilling Long-Term Continuity </li></ul><ul><li>Driving Results through Better Strategy Execution </li></ul>
  5. 5. Improving Transparency <ul><li>The Public Sector is unique in its need to be transparent to its constituents and customers, but its cultures, structures, and processes make transparency extremely difficult to achieve. However, the need for transparency grows every day, as it drives improved efficiencies, individual accountability, and alignment of budget and resources to constituent needs. </li></ul>
  6. 6. Improving Accountability <ul><li>Calls for governments to improve accountability have become louder in the last years, but many public sector organizations find instilling true, systemic accountability challenging. As a result, the media often serves as the watchdog for accountability, though the mechanism is arguably lagging and punitive. The real goal is to achieve daily accountability through improved management methodologies that make strategic direction more clear, measurement ownership more obvious and initiative completion truly visible. </li></ul>
  7. 7. Instilling Long-Term Continuity <ul><li>The designed turnover of elected officials, complete administrations, and, in the military, the rotation of postings, poses a real challenge to instilling long-term continuity in many public sector organizations. As a result, process knowledge is often lost, leadership is in periodic flux, cultures become survivalist, and focus on the long-term disappears. These organizations need a systematic method for embedding a strategy execution-focused management methodology. </li></ul>
  8. 8. Driving Results through Better Strategy Execution <ul><li>The true goal of all public sector organizations is to implement a complete Enterprise Strategy Execution management system that: </li></ul><ul><li>Moves the organization from strategic planning to strategy mapping </li></ul><ul><li>Translates Balanced Scorecards down to the division level. </li></ul><ul><li>Clearly aligns budgets and resources to the right priorities in a visible way </li></ul>
  9. 9. Main goal of performance management in Public Sector <ul><li>To align stakeholder aspirations and organizational culture with the ever-changing nature of public services and the resources available to deliver them </li></ul>
  10. 10. Top three benefits <ul><li>Resource alignment and optimization. </li></ul><ul><li>Strategic and cross-departmental alignment, collaboration and accountability. </li></ul><ul><li>Budgeting and planning process aligned with strategy. </li></ul>
  11. 11. Successful performance management is <ul><li>the combination of people, processes, skills and infrastructure that allows agencies to make significant strides in improving their performance </li></ul>
  12. 12. Thank you!