APO Lecture: PM Elements
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This document discusses elements of performance management in the public sector. It begins by noting key differences between the public and private sectors that impact performance measurement. These include a wider range of stakeholders, longer results chains, partnerships in delivery, and service monopolies in the public sector. The document then presents a public sector value chain model and discusses focusing performance on different parts of the chain, such as strategy, expenditures, management, and services. It also discusses challenges in aligning these different performance focuses into an overall performance management system. Finally, the document provides examples of performance management frameworks from Canada and case studies from other jurisdictions.
![Performance Focus I: Strategy
POLICY FRAMEWORK &
PROGRAM OBJECTIVES
INPUTS
RESOURCES
PEOPLE
OUTCOMES &
IMPACTS
Key Alignment: Policy, inputs [resources and people] to outcomes](https://image.slidesharecdn.com/apolecture3pmelements-171211195753/85/APO-Lecture-PM-Elements-5-320.jpg)
![Performance Focus II: Expenditures
INPUTS
RESOURCES ACTIVITIES
Key Alignment: Inputs [finances], activities, outputs](https://image.slidesharecdn.com/apolecture3pmelements-171211195753/85/APO-Lecture-PM-Elements-6-320.jpg)
APO Lecture: PM Elements
- 1. Elements of Performance Management In the Public Sector Organization
- 2. Most performance measurement approaches originated in private sector – EFQM originally the “Business Excellence Model” What makes public sector/public organisations different? Implications for performance measurement and management?
- 3. Range of Stakeholders Results Chains are Longer Partners in Delivery Service Monopolies What are the challenges of ….
- 4. OUTCOMES & IMPACTS SERVICES & SATISFACTION POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE MANAGEMENT ACTIVITIES Public Sector Value Chain
- 5. Performance Focus I: Strategy POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE OUTCOMES & IMPACTS Key Alignment: Policy, inputs [resources and people] to outcomes
- 6. Performance Focus II: Expenditures INPUTS RESOURCES ACTIVITIES Key Alignment: Inputs [finances], activities, outputs
- 7. OUTCOMES & IMPACTS SERVICES & SATISFACTION POLICY FRAMEWORK & PROGRAM OBJECTIVES INPUTS RESOURCES PEOPLE MANAGEMENT ACTIVITIES Performance Focus III: Management Key Alignment: Management responsibility for entire chain
- 8. Performance Focus IV: Services/Programs ACTIVITIES SERVICES & SATISFACTION Key Alignment: Activities and outcomes/impact/satisfaction OUTCOMES IMPACT
- 9. Challenge: Align all Four into a Performance Management System
- 10. Canada: Management Accountability Framework – Earlier Version
- 11. Canada: Management Accountability Framework – Current Version
- 12. Leadership and Strategic Direction Articulates and embodies the vision, mandate and strategic priorities that guide the organization while supporting Ministers and Parliament in serving the public interest. Results and Accountability Uses performance results to ensure accountability and drive ongoing improvements and efficiencies to policies, programs, and services to Canadians. Public Sector Values Exemplifies the core values of the public sector by having respect for people and democracy, serving with integrity and demonstrating stewardship and excellence. Continuous Learning and Innovation Manages through continuous innovation and transformation, to promote organizational learning and improve performance. Governance and Strategic Management Maintains effective governance that integrates and aligns priorities, plans, accountabilities and risk management to ensure that internal management functions support and enable high performing policies, programs and services.
- 13. People Management Optimizes the workforce and the work environment to enable high productivity and performance, effective use of human resources and increased employee engagement. Financial and Asset Management Provides an effective and sustainable financial management function founded on sound internal controls, timely and reliable reporting, and fairness and transparency in the management of assets and acquired services. Information Management Safeguards and manages information and systems as a public trust and a strategic asset that supports effective decision-making and efficient operations to maximize value in the service of Canadians. Management of Policy and Programs Designs and manages policies and programs to ensure value for money in achieving results. Management of Service Delivery Delivers client-centred services while optimizing partnerships and technology to meet the needs of stakeholders.
- 14. Elements of a Performance System Priorities Agencies Programs Standards/Goals Performance Measurement Regular Reporting Organizational Culture and Leadership Commitment Oversight by Legislature, Watchdogs (Audit Officers), Media Finances/Budget Management
- 15. Citizens and Stakeholders in Performance Measures
- 17. Case Study: Des Moines, Iowa
- 21. Thank You! Prof. Leslie A. Pal School of Public Policy and Administration Carleton University Ottawa, Canada leslie.pal@carleton.ca