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PUBAFFRS 7554

PERFORMANCE MANAGEMENT IN THE PUBLIC SECTOR. PUBAFFRS 7554. WELCOME. Guy Worley. What is Performance Management ?.

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PUBAFFRS 7554

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  1. PERFORMANCE MANAGEMENT IN THE PUBLIC SECTOR PUBAFFRS 7554 WELCOME Guy Worley

  2. What is Performance Management ? Performance Management involves collecting data in a systematic and objective manner to determine the efficiency and effectiveness of service delivery and program objectives. Performance management is the application of such data into an integrated management system that informs resource allocation and decision making to move an organization toward the achievement of strategic objectives. Source: ICMA “Performance Management: When Results Matter”: <http://www.icma.org/documents/PerfMeas_small.pdf

  3. Performance Management has been around for a while… • PPBS (Planning Programming-Budgeting System) –Lyndon Johnson • MBO (Management by Objectives) – Richard Nixon • ZBB (Zero-based Budgeting) – Jimmy Carter • NPR (National Performance Review) – Bill Clinton • GPRA (Government Performance and Results Act) • PMA (President’s Management Agenda) – George W. Bush • Accountable Government Initiative – Barack Obama

  4. What is GPM ? Learn Integrated processes and systems focused on achieving measurable results… Communicate Planning & Budgeting Measuring & Monitoring Performance Data Evaluating & Improving Respond … where managers communicate plans, respond to issues and learn from experience.

  5. GPM is… • Planning & Budgeting establishes resource and performance targets. • Measuring & Monitoring reveals deviations between targets and results. • Evaluating & Improving realigns targets and results. • Performance Data fuels the process

  6. Osborne-Gaebler in “Reinventing Government” • What gets measured, gets done. • 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 recognize failure, you can’t learn from it. • If you can demonstrate results, you can win public support.

  7. Why do Performance Management? • Public demand for more accountability and transparency • Inability to communicate and execute strategy • Inability to defend/explain budget recommendations • Inability to deliver timely and complete performance reports • Shrinking revenues • Lack of performance information to make informed investment decisions • Rising citizen expectations • Demand for more services • New government mandates

  8. Why do Performance Management? Public Administrators from small towns to large federal agencies are facing a growing number of initiatives amid economic uncertainty that only can be resolved by tracking performance and funding effectiveness. There is a need for good performance information to make informed management and investment decisions.

  9. Is Implementing a Performance Management System easy? NO!!!!! Can it be done? YES!

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  13. How did we do it in Franklin County? • Started Managing for Results Initiative with the agencies that reported directly to the county administrator. • Hired resources to assist departments with developing five year strategic plans and annual strategic business plans for our thirteen agencies. Developed vision and mission. Created a portfolio of services. Developed Performance Measures for each service. Determined how to collect data.

  14. Next Step • Get the rest of the county elected officials to buy in to the Managing Results Initiative • Met with all 42 Elected officials and requested their participation Was there resistance? Absolutely • Carrot and stick approach was used to win over support • Provided the resources – Outside consultants • Power of the budget • Asked the media to follow our progress • Internal and External Competition

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  16. Communication is critical • Elected Officials • Department Heads • Middle Management • Human Resource Staff • Finance Staff • Union Leadership • Front Line Staff

  17. RESULTS • Inventory of services 2100. • Grouped them into 218 programs. • Created Performance Measures for each program. • Agencies began collecting Performance measures monthly. • Created infrastructure to begin performance based budgeting.

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  23. Performance Based Budget • Each department/elected official was required to present annually: - Strategic Business plan for their operation - Program performance and cost data for the past year. - Performance goals for the upcoming year. - Funding necessary to achieve the results presented in the business plan.

  24. RESULTS • More information to make investment decisions. • 30 line item budgets • Increase efficiency- 18 of the 30 agencies received less money than the prior year. • Enabled operations to continue without major loss of services and reduction in workforce. • Better informed public, leadership and staff. 217 Program budgets

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