APO Lecture: Best Practices I
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The document discusses performance measurement and management in public organizations. It outlines four areas of performance measurement: 1) strategic performance which measures policy inputs and outcomes; 2) expenditure performance which measures productivity and effectiveness; 3) management performance which measures human resource management, objectives, and standards; and 4) service or program performance which measures activities, outcomes, and standards. Each area uses different indicators to assess performance.
APO Lecture: Best Practices I
- 1. Performance Management and Measurement Best Practices and Recent Initiatives: Part I
- 2. OUTCOMES & IMPACTS SERVICES & SATISFACTION POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE MANAGEMENT ACTIVITIES Performance Measurement and Management 1. Strategic performance 1. Policy and inputs 2. Policy and outcomes 3. People, activities, outcomes 2. 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
- 3. Preview
- 4. Fundamental Concepts of Excellence 1. Adding Value for Customers 2. Creating a Sustainable Future 3. Developing Organisational Capability 4. Harnessing Creativity and Innovation
- 5. 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
- 7. 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 Policies which support growth • Regulation • Macro-environment Cross-cutting processes • Transparency • Accountability • Reduced corruption Deliver Service Delivery Source: Modelled on Nick Manning, A Governance Practitioner’s Notebook (OECD, 2015), Figure 1, p. 154 OECD GOVERNANCE MODEL
- 10. OECD Core Result: Trust
- 11. OECD Core Result: Public Sector Efficiency: Health
- 12. OECD Core Result: Public Sector Efficiency: Tax Revenues
- 14. OECD: Citizens’ Satisfaction with Health Care System, 2007 and 2014
- 15. OECD: Citizens’ Satisfaction with Education System, 2007 and 2014
- 16. OECD: Citizens’ Satisfaction with Judicial System, 2007 and 2014
- 17. OUTCOMES & IMPACTS SERVICES & SATISFACTION POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE MANAGEMENT ACTIVITIES Performance Measurement and Management 1. Strategic performance 1. Policy and inputs 2. Policy and outcomes 3. People, activities, outcomes 2. 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
- 18. Thank You! Prof. Leslie A. Pal School of Public Policy and Administration Carleton University Ottawa, Canada leslie.pal@carleton.ca
Editor's Notes
- #18: Management of inputs and resources leading to activities – focus on performance means focus on outcomes and on satisfaction. Out comes are also “systemic” not just programmatic – i.e., trust