Moving Towards Performance Driven Government
-
Upload
government-technology-exhibition-and-conference -
Category
Technology
-
view
456 -
download
4
description
Transcript of Moving Towards Performance Driven Government
2
Performance Measurement and Management in Government
David GourlayJohn SpencerChris Robertson
3
AGENDA
•What is Performance Management?•Why is it important?•What are the challenges?•Why data is so important•How can you start to go down this path?•Potential “enabling technology”
4
What is Performance Management?
A means to enable elected officials and staff to improve the quality of life for constituents
5
Why Performance Management?Outward Facing Service Improvement
Communicates accurate, fair, and comparable data about the quality and efficiency of a government department’s services delivered to its citizensEnables responsive management for service improvement outcomesA vehicle that provides the foundation for accountability and transparency
Inward Facing Knowledge-based decisions
Performance data is essential for:Developing strategic plansMeasuring progress towards goalsAssessing policy alternativesMaking informed management decisions by
elected officials and staffGaining insight into the effectiveness and
efficiency of their operations
6
Need for performance measurement is everywhere
Decrease costs
Improve service to citizens
Optimize processes
Increase voter satisfaction
Risk Management
• Optimize capacity and resource usage• Benchmark service costs & quality• Assess supplier performance
• Measure levels of service and optimize• Predict and prevent capacity bottlenecks• Improve processes to service citizens
• Complex demand planning• Create budgets, and monitor performance• Monitor compliance
• Assess what factors drive voter satisfaction• Monitor voter satisfaction
• Manage risks of impact of policy • Assess cause and effect of implementing
policy
7
Inter-department cooperation is needed, but ...
... Government departments often function as separate organisations and have difficulty aligning with policy….
8
…Which puts pressure on the government’s performance management framework…
• Many stakeholders
– Politicians, civil servants, suppliers…
• All require more and better quality information
• Governments need more transparency of– Cost data– Workflows– Quality of service delivery– Interdisciplinary cooperation– ROI
9
Because you can’t manage what you can’t measure….
…comprehensive financial & administrative data are absolutely essential for effective performance management….
data evaluation &
management… improved
service deliveryreduce costs and
improve efficiency…
10
Performance Management - Measure to Manage
Basic principles: What gets measured gets done! Need to develop a balanced and
integrated set of targets that support the overall strategy
Enable detailed analysis of data to make decisions
Integrate with operational systems to enable decisions to be ‘actionable’
11
Credibility of Data
“The government ministries are very keen on amassing statistics. They collect them, raise them to the nth power, take the cube root, and prepare wonderful diagrams. But you must never forget that every one of these figures comes in the first place from the village watchman who just puts down what he damn well pleases.”
Sir Josiah Stamp, English economist, 1911
12
“I don’t care if the numbers are wrong…just make them consistently wrong across all systems!”
13
It’s all about the data!!!
The basis for:– Performance measurement
– Decision making
– Cost containment or reduction
– Quality management and improvement
Better quality decisions can only be achieved with – Comprehensive
– Relevant
– Reliable
– Timely and
– Integrated DATA…
14
Create a focused performance DB
Standardised data compilation for analytics
PerformanceManagementFramework
PerformanceManagementFramework
Data Warehouse
Data Warehouse
OperationOperationalal
DataData
OperationOperationalal
DataDatae-Business Suite
ExternalData
CitizenCitizenHubHub
CitizenCitizenHubHub
Standardised, message-based, operational integration for near
real-time service provision
ERERPPDatDataa
Admin systems
BenchmBenchmarkarkDataData
ReportiReportingng
ReportiReportingng
AnalysAnalysisis
AnalysAnalysisis
QueryinQueryingg
QueryinQueryingg
15
Transform data for performance measurement
analyze
Dimensions Hierarchy
InitiativesWhat is the contribution to different govt. initiatives?
Strategies?
Citizen GroupsWhat is the contribution of different citizen groups
Impact?
Agencies What is the contribution to agencies?
Govt. servicesWhat is the contribution to improved services?
Organi-zationChart?
ServiceStructure?
measure
Trans-actions
Pay-ments
DirectCosts
Agencies Central Govt.
Perfor-mance
Cost
benefit
etc.
16
Nothing Improves Without Change ERGOProcess Changes Are Key Once You Have The Data
Costs Costs
Govt.ProcessModel
Govt.ProcessModel
ResourcesResources
Process View
CostAssignment
View
ActivitiesActivitiesImprovement
Strategy
ImprovementStrategy
Processes and associated activities are thekey vehicle for improvement!!
PerformanceManagement
PerformanceManagement
Resource Drivers
Activity Drivers
17
Improvement Strategy
Formulate Strategy
– Where should we focus to increase service levels and performance?
– What’s happening now?
– Where can we cut costs?
– What will the impact be on our Dept.?
– What will be the impact on voter confidence?
– What if we...?
“Don’t try to boil the ocean when all they want is a cup of coffee!”
John Spencer
What Happened?
Why didit happen?
What willHappen?
What MightHappen if?
Monitor and Change
Take action – link to operations
18
Link analysis to operational systems
Data
Information
Knowledge
Decision
Record of a transaction
Data packaged todeliver a message
Logical connection among pieces of information in a context
Choice of action based on knowledge
Results
Action
Bus
ines
s In
telli
genc
e
Make decisions actionable….
What Happened?
Why didit happen?
What willHappen?
What MightHappen if?
Monitor and Change
Take action – link to operations
19
Communicate and monitor the strategy….
What Happened?
Why didit happen?
What willHappen?
What MightHappen if?
Monitor and Change
Take action – link to operations
20
BenefitsAn integrated performance management framework based on detailed data can:
– Ensure all activities support key policy goals
– Provide an in-depth understanding of the impact of decisions on stakeholders’ satisfaction
– Deliver greater insight into efficiencies and costs of service provisioning
– Enable fast reaction to issues, e.g shortage of staff or supplies
• Earlier resolution reduces impact
– Enable all staff to understand their contribution to policy and feel part of it’s achievement
– Enable a more collaborative and effective relationship with all stakeholders
21
Customers
Cambridge County Council, UK (best value)
State University Hospital, Denmark
Ministry of Labour, Denmark
National Police, Denmark
Royal Air Force, UK
City of Reykjavik, Iceland
Ministry of Treasury, Italy
Central Bank of Belgium
International Labour Organization, Switzerland
The Canada Custom and Revenue Agency
Ministry of Home Affairs, Singapore
22
NYC.GOV Citywide Performance Reporting (CPR)!
Dept. of Transportation
Preliminary Performance Highlights 2008
• The average time to fix a traffic signal was 28.3 hours…38% faster than during the same period last year; more than 97% of traffic signal defects were corrected within 48 hrs.
– optimized scheduling and routing
•Inspections: Inspections of street work climbed by 39% as a result of additional staff responding to the continuing rise in construction permits
– focused budget for staff increase where it would have a positive impact…more construction permits = more tenants = more tax revenue
23
Halton Region CRM Before and After
Where They Were
Approached customer service as separate departments Departments had different ways and standards of delivering service, so customers didn’t get consistent service Employees were committed to providing excellent customer service, but they didn’t have the proper tools and processes to support them
Where They Are Today
“We have an integrated, well-coordinated approach to serving our customers”
“Everyone approaches customer service with the same standards so the customer has a consistent experience”
“We have the technology, structure and processes in place so that our staff are equipped to deliver our excellent standards of Customer Service”
Enabling Technology?