Performance Management and Measurement Best Practices and Recent Initiatives: Part I
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This document discusses best practices and recent initiatives in performance management and measurement. It introduces fundamental concepts of excellence in performance, including adding value for customers, creating a sustainable future, and developing organizational capability. It also outlines models for strategic performance, expenditure performance, and management performance. Finally, it presents data from the OECD on core results related to trust in government, public sector efficiency in health and taxes, and citizen satisfaction with healthcare, education and judicial systems over time.
Performance Management and Measurement Best Practices and Recent Initiatives: Part I
- 1. Performance Management and Measurement Best Practices and Recent Initiatives: Part I
- 2. Performance Management and Measurement Best Practices and Recent Initiatives: Part I Prof. Leslie A. Pal School of Public Policy and Administration Carleton University Ottawa, Canada leslie.pal@carleton.ca
- 3. OUTCOMES & IMPACTS SERVICES & SATISFACTION POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE MANAGEMENT ACTIVITIES ormance Measurement and Management Strategic performance 1. Policy and inputs 2. Policy and outcomes 3. People, activities, outcomes Expenditure performance 1. Inputs and activities (productivity) 2. Inputs and outcomes (effectiveness) Performance Measurement and Management 3. Management performance 1. Managing links (HRM) 2. Reaching objectives 3. Meeting standards 4. Service or program performance 1. Activities and outcomes 2. Services and standards
- 4. Preview
- 5. Fundamental Concepts of Excellence 1. Adding Value for Customers 2. Creating a Sustainable Future 3. Developing Organisational Capability 4. Harnessing Creativity and Innovation
- 6. Fundamental Concepts of Excellence 5.Leading with Vision, Inspiration, and Integrity 6.Managing with Agility 7.Succeeding through the Talent of People 8.Sustain Outstanding Results
- 8. Central Agencies for example: Central finance agencies responsible for budget and financial systems Central personnel agencies responsible for HRM regime and merit protection External audit bodies Oversight agencies (Ombudsman, etc.) Set policy direction Marshal budget/human resources Line Agencies for example: Agriculture Commerce, industry Culture and Tourism Fisheries and Marine Foreign Affairs Forestry, Environment Police and National Security Mines, Energy Health Deliver Achieve olicies which support rowth Regulation Macro-environment Cross-cutting processes Transparency Accountability Reduced corruption Deliver Service Delivery Source: Modelled on Nick Manning, A Governance Practitioners Notebook (OECD, 2015), Figure 1, p. 154 D GOVERNANCE MODEL
- 11. OECD Core Result: Trust
- 12. OECD Core Result: Public Sector Efficiency: Health
- 13. OECD Core Result: Public Sector Efficiency: Tax Revenues
- 15. ECD: Citizens Satisfaction with Health Care System, 2007 and 2014
- 16. ECD: Citizens Satisfaction with Education System, 2007 and 2014
- 17. ECD: Citizens Satisfaction with Judicial System, 2007 and 2014
- 18. OUTCOMES & IMPACTS SERVICES & SATISFACTION POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE MANAGEMENT ACTIVITIES ormance Measurement and Management Strategic performance 1. Policy and inputs 2. Policy and outcomes 3. People, activities, outcomes Expenditure performance 1. Inputs and activities (productivity) 2. Inputs and outcomes (effectiveness) Performance Measurement and Management 3. Management performance 1. Managing links (HRM) 2. Reaching objectives 3. Meeting standards 4. Service or program performance 1. Activities and outcomes 2. Services and standards
- 20. THANK YOU!