Performance Leadership

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Performance Leadership

• Driving a Performance Culture

Neil Gunn, Office of Management Budget
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Question Zero

• WHAT ARE WE TRYING TO ACCOMPLISH?
• The most powerful form of human intelligence is
  never forgetting what we are trying to
  accomplish
• -Neil Gunn

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Followed By

• What public value should we deliver?
• How will we do it?
• How will we know we did it?
• How will we motivate our employees?

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Linking the Key Elements

• What are we trying to accomplish?
• What is our mission?
• (Consistency of purpose)

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Linking the Key Elements

• What public value should we deliver?
• What should our end results be?
• (Conditions external to our organization)

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Linking the Key Elements

• How will we do it?
• What are our strategies?
• (Changes internal to our organization)

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Linking the Key Elements

• How will we know we did?
• What are our performance measures?
• (Quantitative qualitative evidence)

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Linking the Key Elements

• How will we motivate our employees?
• What are our explicit performance targets?
• (Highly public tied to reward systems)

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The Performance Model

• MISSION To protect the public by incarcerating
  and supervising offenders

End Results
Strategies to Achieve End Results
Reduce the number of new crimes committed by
offenders Target Reduce the of new crimes
committed by 20 Measure change in of new
crimes committed
Improve behavioral interventions/referrals and
employment of offenders Target 50 of offenders
without a High School Diploma or GED receive a
GED Measure of offenders who received a GED
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Why?

• WHY SET PERFORMANCE TARGETS?
• Why invite unwanted attention?
• Why put a gun in the hands of those who want to
  shoot you?
• Dichotomy If you dont, how will your people
  have a common understanding of what specifically
  they should accomplish?

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Learning Point

• It is difficult for people to be motivated if
  they do not have a crystal clear understanding of
  what is to be accomplished, by when, how they
  personally make a contribution, and what
  consequences (good or bad) will arise from
  performance or lack there of

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Why?

• WHY MEASURE PERFORMANCE?
• There is no other way to prove you are
  accomplishing what you set out to accomplish
• With data and analysis, management is alerted to
  what is working and what is not corrective
  action can be taken where necessary

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What Should You Measure?

• Results!
• Only way to know you created public value
• Focuses on change in conditions external to your
  organization
• Examples
• change in new crimes committed
• change in offenders who retain employment
  outside of custody for 1 year or longer

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What Should You Also Measure?

• Processes
• Are you strategies being implemented?
• Focuses on change in conditions internal to your
  organization
• Examples
• change in of inmates enrolled in GED courses
• change in inmates completing RSAT programs

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What Should You Also Measure?

• Efficiency
• Are you using resources in the most fiscally
  responsible way?
• Focuses on cost per unit of output
• Examples
• GED recipients per instructor
• Cost of total care per manday
• Cost per product unit

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Why All of These?

• You must measure results, processes, and
  efficiency to gain an understanding of cause and
  affect.
• Are the things daily things you are doing causing
  the desired results to be achieved?
• And, by the way, how much is it costing?