PowerPoint-Pr

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Introduction to Performance Management
Seminar onQuality Manager in the Public
SectorRomania, 10-20 March 2008
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Do we need to Performance Manage ?

• I am too busy to do PM
• I leave that to the policy experts
• We have an expensive IT system to do that
• We can look at PM when we have sorted out the
  organisation

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So what is performance management?

• A system for helping us to focus on improving
  the things that are most important for our
  organisation to achieve its aims.
• In other words it is central to the
  management of an organisation
• Not an add on
• Not a matter for others
• Not an IT system

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What are your aims?

• The starting point is to be clear what you are
  trying to achieve. E.g.
• High level
• A healthier population?
• A wealthier population?
• Greater market share?
• Lower level
• More cost effective road repairs?
• Greater use of libraries?
• Improved achievement levels in a school?

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What are the most important things to get right?

• What are the principal causal factors which are
  going to determine the achievement of your aims?
• This needs time and discussion
• There is usually a hierarchy of causes

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Causal hierarchy
Improved health
Reduced obesity
Reduced smoking
Infant health
Better nutrition
Exercise
Smoking in public places
Price of cigarrettes
Maternal nutrition
Breastfeeding rates
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How do you know if you are making progress?

• Need relevant effective measures
• Performance measurement indicates how well an
  organisation is performing against its aims and
  objectives
• Choosing the right measures is critical and not
  always easy
• It is not a job just for experts, though they can
  help

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How measures bring clarity
Aim regenerating the local economy

• Possible measures
• Increase in jobs and investment
• Reduction in derelict land
• Increased wage levels in local industries
• We chose Increasing the income of local people
• This meant greater focus on skills and mobility
  than new jobs and development

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Why measure?

• What gets measured gets done
• If you dont measure, you cant tell success from
  failure
• If you cant see success, you cant reward it

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Good performance measurement

• Focused on the organisations objectives and
  aims
• Appropriate to and useful for those using it
• Cost Effective balances the benefits with the
  costs
• Measure what you value, dont just value what
  you measure

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Smart targets

• Setting targets helps to focus on improvement
• Specific ideally to achieve something specific
• Measurable a clear definition and way of
  measuring it
• Achievable but also involving an element of
  challenge
• Relevant linked to the organisations objectives
• Timely have a clear timeframe for achievement

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Where the experts do come in

• Collecting data needs to be rigorous and reliable
  otherwise the results will be dismissed
• IT systems can help but never start there
• How results are presented can be important

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PIs have limitations

• It can be hard to set meaningful measures
• It can be hard to collect reliable data
• They can create perverse incentives

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Action improves performance not PIs

• Do not watch the weather forecast
• Take action in response to what the PI is telling
  you

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Summary

• Performance management essential to help your
  organisation to reach its goals
• Performance measurement is essential to assess
  how well you are doing
• The process of deciding what you are aiming to
  achieve, identifying the most important things to
  get right, and choosing effective measures is key
  dont leave to other people
• Take the measurement seriously
• and most important
• Act on what you find!

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Hierarchy of objectives for public safety in your
city
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First step Establish a clear hierarchy of
objectives Example 1 Hierarchy of objectives for
safety
To increase the publics feeling of community
safety
To deter crime
To increase publics knowledge of actual levels
of crime
To use media
To prevent crime
To provide high visibility policing
To use community reps to inform people
To detect crime
To use Neighbourhood Watch Groups