USING PERFORMANCE MEASUREMENT TO IMPROVE THE PERFORMANCE OF GOVERNMENT:
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USING PERFORMANCE MEASUREMENT TO IMPROVE THE PERFORMANCE OF GOVERNMENT: A "MEGA-TREND" IN INTERNATIONAL PUBLIC MANAGEMENT National Civil Service Institute Examination Yuan Steve Kelman Weatherhead Professor of Public Management Harvard Kennedy School
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USING PERFORMANCE MEASUREMENT TO IMPROVE THE PERFORMANCE OF GOVERNMENT: A "MEGA-TREND" IN INTERNATIONAL PUBLIC MANAGEMENT National Civil Service Institute Examination Yuan Steve Kelman Weatherhead Professor of Public Management Harvard Kennedy School. - PowerPoint PPT Presentation
Transcript of USING PERFORMANCE MEASUREMENT TO IMPROVE THE PERFORMANCE OF GOVERNMENT:
USING PERFORMANCE MEASUREMENT TO IMPROVE THE PERFORMANCE OF
GOVERNMENT: A "MEGA-TREND" IN INTERNATIONAL
PUBLIC MANAGEMENT
National Civil Service InstituteExamination Yuan
Steve KelmanWeatherhead Professor of Public Management
Harvard Kennedy School
USE OF PERFORMANCE MEASUREMENTA “MEGA-TREND” IN PUBLIC MANAGEMENT
AUSTRALIA/NEW ZEALAND (1980s)
US GOVERNMENT PERFORMANCE AND RESULTS ACT (1993)
UK “TARGETS” UNDER THATCHER/MAJOR/BLAIR
CHINA (MOSTLY FOR PROMOTION/DISCIPLINE OF SENIOR OFFICIALS)
INTEREST IN PERFORMANCE MEASUREMENT = INTEREST IN RESULTS GOVERNMENT DELIVERS
PERFORMANCE MEASURES ARE THE PUBLIC SECTOR'S EQUIVALENT TO THE PROFIT MEASURE FOR BUSINESS FIRMS!
UK – COVENTRY YOUTH OFFENDING SERVICE
TWO VIEWS OF PERFORMANCE MEASUREMENT
RECORDING – LIKE A THERMOMETER THAT MEASURES TEMPERATURE WITHOUT CHANGING IT
PERFORMANCE IMPROVEMENT / BEHAVIOR CHANGE
A PAPER EXERCISE!
“USE IT OR USELESS!”
PERFORMANCE IMPROVEMENT APPROACH:WAYS MANAGERS CAN USE PERFORMANCE MEASURES
COMMUNICATION/FOCUS
MOTIVATION
LEARNING
RESOURCE ALLOCATION
PERFORMANCE IMPROVEMENT APPROACH COMMUNICATION/FOCUS
MOTIVATION
LEARNING
RESOURCE ALLOCATION
PRIORITIES: “WHAT GETS MEASURED GETS NOTICED” (CHINA ENVIRONMENTAL TARGETS ADDED TO GDP GROWTH)
SMALL NUMBER: “IF EVERYTHING IS A PRIORITY, NOTHING IS A PRIORITY”
PARTICULARLY IMPORTANT FROM TOP OF THE ORGANIZATION
PERFORMANCE IMPROVEMENT APPROACH COMMUNICATION
MOTIVATION
LEARNING
RESOURCE ALLOCATION
GOALS MOTIVATE VS. “DO YOUR BEST”
MOTIVATION OCCURS EVEN WITHOUT FINANCIAL REWARDS!
BEST GOALS ARE NOT TOO EASY BUT NOT IMPOSSIBLE
BASIS FOR INDIVIDUAL AND/OR GROUP REWARDS?
KENNEDY: “MAN TO THE MOON IN 10 YEARS”
PERFORMANCE IMPROVEMENT APPROACH COMMUNICATION
MOTIVATION
LEARNING
RESOURCE ALLOCATION
NEED DATA ABOUT PERFORMANCE AS BASIS FOR LEARNING ABOUT WHAT’S WORKING AND NOT WORKING
FEEDBACK ON YOUR OWN PERFORMANCE OVER TIME – LEARNING TO THROW DARTS IN A PUB
COMPARISON ACROSS UNITS DOING SIMILAR THINGS
“THERE IS NO GREATER WASTE THAN A GOOD IDEA USED ONLY ONCE.”
PERFORMANCE IMPROVEMENT APPROACH COMMUNICATION
MOTIVATION
LEARNING
RESOURCE ALLOCATION
CONCENTRATE ON WORST?
BUDGET ALLOCATION WITHIN ORGANIZATION
TIME/ATTENTION
THE GOOD NEWS: YOU GET MORE OF WHAT YOU MEASURE
THE BAD NEWS: YOU GET MORE OF WHAT YOU MEASURE
PROBLEM: “TEACH TO THE TEST”
PERFORMANCE MANAGEMENT…
“TEACH TO THE TEST” (I): GOAL IS FINE, MEASURE OF THE GOAL IS POOR
“TEACH TO THE TEST” (II): MEASURE IS FINE MEASURE OF GOAL, BUT IGNORES OTHER GOALS
“TEACH TO THE TEST” (III): GAMING/CHEATING
“TEACH TO THE TEST” (I): GOAL IS FINE, MEASURE OF THE GOAL IS POOR
“TEACH TO THE TEST” (II): MEASURE IS FINE MEASURE OF GOAL, BUT IGNORES OTHER GOALS
“TEACH TO THE TEST” (III): GAMING/CHEATING
• USING SHORT-RUN EARNINGS INCREASES FOR JOB TRAINING PROGRAM GRADUATES AS A MEASURE OF PROGRAM EFFECTIVENESS
“TEACH TO THE TEST” (I): GOAL IS FINE, MEASURE OF THE GOAL IS POOR
“TEACH TO THE TEST” (II): MEASURE IS FINE MEASURE OF GOAL, BUT IGNORES OTHER GOALS
“TEACH TO THE TEST” (III): GAMING/CHEATING
• QUANTITY/SPEED VERSUS QUALITY
“TEACH TO THE TEST” (I): GOAL IS FINE, MEASURE OF THE GOAL IS POOR
“TEACH TO THE TEST” (II): MEASURE IS FINE MEASURE OF GOAL, BUT IGNORES OTHER GOALS
“TEACH TO THE TEST” (III): GAMING/CHEATING
• AIRLINE ONTIME PERFORMANCE
• CHINA PRISONS FOR PETITIONERS
PROBLEMS DON’T NECESSARILY MEAN DON’T USE PERFORMANCE MEASURES
EVERY MEASURE DISTORTS
DON’T LET THE PERFECT BE THE ENEMY OF THE GOOD
Worst Performance
Best Performance
PerformanceUsing Perfect Measures
PerformanceUsing Imperfect Measures
?
PerformanceUsing No Measures
?
PerformanceUsing No Measures
SUMMARY MESSAGE:
INCORPORATE PERFORMANCE MEASURES AS AN IMPORTANT PART OF THE WAY YOU MANAGE AND LEAD YOUR ORGANIZATION
USE PERFORMANCE MEASURES NOT JUST TO RECORD YOUR ORGANIZATION’S PERFORMANCE, BUT TO IMPROVE IT
http://www.nyc.gov/html/ops/cpr/html/home/home.shtml
http://www.innovations.harvard.edu/showdoc.html?id=7100
Shelley Metzenbaum
“Performance Accountability: The Five Building Blocks and Six
Essential Practices”
http://www.businessofgovernment.org/pdfs/MetzenbaumReport2.pdf
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Thank You.
