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February 20, 2008

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February 20, 2008

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    1. 1

    2. 2

    3. 3

    4. 4

    5. 5 Selected Challenges

    6. 6 Selected Challenges (Cont)

    7. 7

    8. 8 Why Measure To Plan…next year’s agency goals and budget, performance plans, etc. To Comply…Government Results Performance Act, regulatory, etc. To Manage…determine success, allocate resources, mitigate risk, etc. To Optimize…effective, efficient, benchmarking, six sigma, etc. To Innovate…return on investment, achieve world class, etc. PLAN: don’t know what your outcomes should be, need to do a strategic assessment to understand relationships between activities and outputs. What should our strategy be? COMPLY: If you do good performance measurement, you will comply, but starting with Compliance is not Performance If you MFR you will be compliant MANAGE: Implementation and execution of strategy. OPTIMIZE: We are implementing, need to do is better, faster, cheaper…these are typically process measures INNOVATE: Have outcomes, need to change more rapidly than planning and performance cycle, have specific outcomes in mind, don’t care how they are achieved, just that they are achieved. PLAN: don’t know what your outcomes should be, need to do a strategic assessment to understand relationships between activities and outputs. What should our strategy be? COMPLY: If you do good performance measurement, you will comply, but starting with Compliance is not Performance If you MFR you will be compliant MANAGE: Implementation and execution of strategy. OPTIMIZE: We are implementing, need to do is better, faster, cheaper…these are typically process measures INNOVATE: Have outcomes, need to change more rapidly than planning and performance cycle, have specific outcomes in mind, don’t care how they are achieved, just that they are achieved.

    9. 9 Performance management is not a new phenomenon Budget Accounting Procedures Act (BAPA) of 1950 Planning-Programming-Budgeting System (PPBS), 1965-1971 Management by Objectives (MBO) 1973-1974 Zero-Based Budgeting (ZBB), 1977-1981 GPRA—(1993) Government Performance Results Act PMA—(2001) President’s Management Agenda PART—(2002) Program Assessment Rating Tool Before we analyze the integration of these three initiatives, let us first look at some of the successes, challenges, and ideals that each hoped to achieve. The Government Performance Results Act actually turns 10 this August. It has been an interesting 10 years, as GPRA had some big ideas, however was hampered by poor implementation. It was the continuation of 50 years of efforts to link resources with results, beginning in 1950 with the Hoover Commission and the Budget and Accounting Procedurings Act. This was then replaced by the Planning-Programming Budgeting System, which lasted from 1965-1971, and was followed by an attempt to integrate goals and management with budget in the Management by Objectives Act of 1973-1974, short-lived. This was finally followed by Zero-Based Budgeting from 1977-1981. Not a very stellar list of successes, but at least a trail of relics, that laid a blueprint and a foundation of where to go. Before we analyze the integration of these three initiatives, let us first look at some of the successes, challenges, and ideals that each hoped to achieve. The Government Performance Results Act actually turns 10 this August. It has been an interesting 10 years, as GPRA had some big ideas, however was hampered by poor implementation. It was the continuation of 50 years of efforts to link resources with results, beginning in 1950 with the Hoover Commission and the Budget and Accounting Procedurings Act. This was then replaced by the Planning-Programming Budgeting System, which lasted from 1965-1971, and was followed by an attempt to integrate goals and management with budget in the Management by Objectives Act of 1973-1974, short-lived. This was finally followed by Zero-Based Budgeting from 1977-1981. Not a very stellar list of successes, but at least a trail of relics, that laid a blueprint and a foundation of where to go.

    10. 10

    11. 11

    12. 12 Performance Measurement

    13. 13

    14. 14 Performance Measurement is a Culture Shift

    15. 15

    16. 16 What is Measured

    17. 17

    18. 18 Performance Measure Selection Criteria

    19. 19 Performance Measure Selection Criteria (Cont)

    20. 20 Examples

    21. 21 Examples

    22. 22 Examples

    23. 23

    24. 24 When Measures Go Wrong Lack of meaningful, results-oriented, outcome focused, performance measures Measure Overkill Wrong Kinds of Measures - Too process and activity oriented - No measures of strategy - Few measures of end outcome Measures of Convenience - Measuring only the things you can count rather than things that are strategically important

    25. 25 When Measures Go Wrong (Cont)

    26. 26 Performance Measures Challenges

    27. 27

    28. 28 Outputs\Outcomes

    29. 29 Outputs\Outcomes

    30. 30 Outcomes

    31. 31

    38. 38 Applying S.M.A.R.T. End-Outcome: Reduce smoking-related deaths, illness and costs Intermediate Outcome: “Reduce the number of new youth smokers (10-18) by 2% each year” Specific: “number of new youth smokers (10-18)” Measurable: “reduce by 2%” Achievable: you have the ability to make it happen Realistic: youth smoking is where you can stop the habit before it takes hold and has a lasting health impact Time-Bound: “per year”

    39. 39

    40. 40 Metric Considerations Metric Considerations Is the measure results-oriented? Does it indicate achievement of outcomes? Is this measure specific and meaningful? Can the goal or activity be measured? Can this data be collected and analyzed? Is the data collection burden worth the result? Is someone being held accountable for the measure? Will these metrics track progress and activity completion? Is the measure time bound; does it indicate when the results will be realized?

    41. 41

    42. 42

    43. 43 GPRA Requirements - Covers each program activity in the agency budget - Measures used to gauge progress toward accomplishing strategic goals

    44. 44 GPRA Link

    45. 45 The Failure of Strategy

    46. 46

    47. 47

    48. 48 What is a BSC

    49. 49 What is a BSC (Cont)

    50. 50 BSC Users

    51. 51

    52. 52 Balanced Scorecard (BSC)

    53. 53 BSC: Strategy Map

    54. 54 BSC Map

    55. 55 Objective, Measurement, Target, Initiative

    56. 56

    57. 57

    59. 59

    60. 60

    61. 61

    62. 62

    63. 63

    64. 64 BSC GPO Example

    65. 65 BSC GPO Examples (Cont)

    66. 66

    67. 67 UVa Library BSC: Customer

    68. 68 UVa Library BSC: Internal

    69. 69 UVa Library BSC: Financial

    70. 70

    71. 71 UVa Library BSC: Learning\Growth (Cont)

    72. 72

    73. 73 Lessons Learned

    74. 74 Lessons Learned (Cont)

    75. 75

    76. 76

    77. 77 Exercise

    78. 78 Exercise

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