Performance Management Measuring Performance Using Information to Improve Performance.

Slides:



Advertisements
Similar presentations
Project Management Concepts
Advertisements

PROJECT MANAGEMENT & BUSINESS PLANNING PROCESS
HEALTH PLANNING AND MANAGEMENT
Bryan Roach Chairman Crime Stoppers Australia. Strategic Planning The process for defining strategy (direction) and decision making For Crime Stoppers,
Donald T. Simeon Caribbean Health Research Council
Monitoring and evaluation of carers’ services and projects Dr Andrea Wigfield - Associate Professor of Social Policy Centre for International Research.
Ray C. Rist The World Bank Washington, D.C.
1 Bulgaria Delegation. 2 Societary evaluation context Globalization Increasing complexity of governance Better governance Global competition Budget deficits.
Evaluation. Practical Evaluation Michael Quinn Patton.
Training and assessing. A background to training and learning 1.
Prepared by: Dr. fatma Baddar King Saud university college of nursing Nursing administration & education Dep. mission, vision, goals, objectives, values,
Performance Management Upul Abeyrathne, Dept. of Economics, University of Ruhuna, Matara.
Evaluating Physical Activity Intervention Programs Thomas Schmid, PhD Physical Activity and Health Branch CDC Atlanta, Georgia, USA.
Nursing Leadership and Management
The Library Balanced Scorecard: The Results Please! Joe Matthews American Library Association June 2007.
Molly Chamberlin, Ph.D. Indiana Youth Institute
1 Module BASICS OF PLANNING. 2 Content Overview Planning principles Gantt charts.
Unit 4 FISCAL PLANNING " BUDGETS ". 2 A budget: “plan that uses numerical data, to predict the activities of an organization over a period of time” fiscal.
The Productivity Formula McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 2-1.
Area of Study 1: Large-Scale Organisations in Context
Initiating and Planning Systems Development projects
Edward M. Haugh Jr. ESC Consultant. III. Recommendations for Applying Outcomes Planning to ESC  I. Introduction to Outcomes Planning II. A Sample ESC.
1 Module 4: Designing Performance Indicators for Environmental Compliance and Enforcement Programs.
Organization Mission Organizations That Use Evaluative Thinking Will Develop mission statements specific enough to provide a basis for goals and.
Chapter 11 – Managing a Business
Performance Measurement and Analysis for Health Organizations
Improving Government Effectiveness Tracy Gallo – State of Vermont June Sweeney - Office of the State Auditor.
Evaluation Assists with allocating resources what is working how things can work better.
BUFFALO 311 CRM-CM Overview CITY OF BUFFALO Division of Citizen Services.
Cross-cutting Issues And other things your project document must include.
The Value of Data The Vital Importance of Accountability American Institutes for Research February 2005.
Performance Measurement Theoretical Perspectives. The Regional Hub participating countries’ experience. 26 of July, 2015 Issyk-Kul, Kyrgyz Republic.
1 Second Regional Workshop on gender and Poverty Reduction Strategies, September 2003, Siem Reap Gender responsive costing and budgeting Nalini Burn.
Measuring and reporting outcomes for BTOP grants: the UW iSchool approach Samantha Becker Research Project Manager U.S. IMPACT Study 1UW iSchool evaluation.
MANAGERIALISM PPA 400 PPA 400 Lecture by Daphne H. Washington.
The Need for a Balanced Measurement System Using Different Perspectives to Create Meaningful Measures Bill Rabung and Brad Sickles U.S. Department of Labor.
1 Performance Measures A model for understanding the behavior of our work Presented by Wendy Fraser.
Lecture 4. IS Planning & Acquisition To be covered: To be covered: – IS planning and its importance Cost-benefit analysis Cost-benefit analysis Funding.
Bandera Electric Cooperative.  Members – 23,865  Meters – 31,678  Miles of line – 4,385  Serve Bandera, Bexar, Kendall, Kerr, Medina, Real and Uvalde.
1 Monitoring and Evaluating Employee Wellness Programs.
Consultant Advance Research Team. Outline UNDERSTANDING M&E DATA NEEDS PEOPLE, PARTNERSHIP AND PLANNING 1.Organizational structures with HIV M&E functions.
Information System Project Management.  Some problems that org faced with IS dev efforts include schedule delays, cost overrun, less functionality than.
1 Monitoring and Evaluating Employee Wellness Programs.
From Monitoring Through Evaluation To Impact Assessment The case of NHDRs and vulnerable groups Andrey Ivanov Human Development Adviser, Bratislava RSC.
Catholic Charities Performance and Quality Improvement (PQI)
Learning Objectives Consider a common attribute of organizations that achieve their Vision and Strategy Discuss the development and use of a Physician.
Performance Management Training October , 2015 Grace Gorenflo, MPH, RN Principal Gorenflo Consulting, Inc.
Managing programs that promote personal effectiveness.
Chapter 3: Evaluation of performance Area of Study 1: Large-Scale Organisations in Context.
1 PRESENTATION TO THE PORTFOLIO COMMITTEE OF MINERAL RESOURCES. STATEGIC PLAN 2014/19 DATE: 8 JULY 2014 Programme Financial Administration.
STRATEGY IMPLEMENTATION Chapter 7. FUNCTIONAL STRATEGIES These are made up of day to day decisions made at the operating level of the firm, often performed.
1 Library management ‘A clear policy must be formulated defining objectives, priorities and services in relation to the local community needs. The public.
Chapter 14 Measurement and Evaluation. Chapter Objectives 1.Explain the importance of continuous measurement and evaluation of facility and event organizations.
Assessment/Evaluation Make evaluation a central part of planning – not an afterthought 1) Determine Needs 2) Determine Desired Outcomes 3) Determine Activities.
Gathering a credible evidence base
HUMAN RESOURCE MANAGEMENT
Strategic Planning for Learning Organizations
Medium-Term Expenditure Framework: Lessons
Budget Formulation: good practices
الجــودة الشاملة في مؤسسات التعليم العالي
Effective Training: Strategies, Systems and Practices, 3rd Edition
FISCAL PLANNING BUDGETS.
Introduction to Quality
Assessment of Service Outcomes
OGB Partner Advocacy Workshop 18th & 19th March 2010
OB.
FISCAL PLANNING " BUDGETS "
OB.
Making Budget Reform Matter for the Poverty Reduction
Data for PRS Monitoring: Institutional and Technical Challenges
Presentation transcript:

Performance Management Measuring Performance Using Information to Improve Performance

Performance Management: Collecting and using information to improve performance in furtherance of the mission Performance Measurement: Designing and collecting performance-relevant information Performance Indicators: Specific numerical measures of each aspect of performance Performance Standards: Goals or expectations for performance on each indicator

Uses of Performance Information: To do a better job for the public Evaluate Control employees and contractors Budget Motivate employees and contractors Promote to overseers stakeholders and public Celebrate successes Learn Improve

Types of Performance Measures/Indicators Impact assessments Outcome indicators – Policy outcomes – Program or strategy outcomes Output indicators (quantity and quality) Inputs: – Measures of process quality – Measures of financial responsibility – Measures of organizational learning and growth

Production Process Inputs Activities Outputs Outcomes Processes Financial Impacts Human Unit Cost Learning Efficiency Growth

Inputs: Resources (e.g., expenditures, employee time, physical capital) used to produce outputs and outcomes. Outputs: Products and services delivered. Output refers to the completed products of the work done by the organization, their number and qualities. Outcomes: Events or conditions that are broader than the activity or program itself and that are of direct importance to customers and the public generally. Outcomes may be final (policy) or intermediate (program or strategy). Impacts: Improvements in outcomes that can be reliably attributed to program activities.

Good Performance Indicators Have a clear use in the organization Measure what’s important, usually (but not always) outcomes Measure outputs and inputs that are logically (and empirically) related to outcomes Are appropriate to their use Are clear and straightforward to interpret Are clear about which way is up Are not overly difficult to collect Can be reported in a timely way Are not too many, not too few

Impact Evaluation Effect of work training program on placements, compared with no program, or with alternative program Effect of changed police practices on crime compared with previous practices Effect of higher salaries for civil servants on corruption, compared with other approaches Effect of specific force configurations on prevention of and success in conflict Effect of specific macroeconomic strategies on economic performance and poverty reduction

Uses of Impact Information Evaluation of programs and policies Design of new programs and policies Strategic planning Justification of budget and staffing requests Identification of relationships between inputs, outputs and outcomes

Outcome Indicators Policy outcomes: – Crime rate – Employment rate – Adult literacy rate Program or strategy outcomes – Reduction in drug-related crimes – Program participants in jobs – Adults in program passing GED

Uses of Outcome Indicators Problem solving and learning Motivating employees and contractors Celebrating successes Reporting to elected officials and public

Output Indicators Number of classes on leadership Number of summons for quality of life offenses Client satisfaction with pre-natal care visits Number (percent) of workplaces inspected Number of highway bridges repaired Number of analyses produced to satisfaction of user Number of operational planes

Uses of Output Indicators Controlling staff and contractors Reporting to elected officials and public Celebrating successes Motivating staff and contractors

Process Indicators Number (percent) of students satisfied with advising Number (percent) of citizen interactions with police Average waiting time to schedule pre-natal care visit Number (percent) of workers involved in developing workplace safety plan Response times to different military alert statuses

Uses of Process Indicators Controlling staff and contractors Reporting to elected officials and public Celebrating successes

Financial and Organizational Learning Indicators Total (service + overhead) cost per pre-natal clinic visit Total funding appropriated by legislature Spending compared to budget Employee satisfaction Percent of employees using computers Percent of employees trained in negotiation methods

Uses of Financial Indicators Controlling staff and contractors Formulating and justifying budget and staffing requests Strategic planning

Uses of Organizational Learning Indicators Controlling supervisors Motivating employees

Performance Standards Specified increase/decrease from baseline; e.g., previous year Specified progress toward a benchmark; e.g., comparable organizations Achievement of a specified level (e.g., 0, 100 percent) Achievement of a negotiated individual goal

Getting the Measures Right Challenges – Avoiding unwanted consequences – Measuring the unmeasurable Responses – Multiple measures – Outcome sequence charts – Ask the customers/users

Using Information Appropriately Challenges: – Accountability for the right things, at the right levels – Placing information in context Responses: – Different uses of different types of information – Communications strategy