performance budget l.
Skip this Video
Loading SlideShow in 5 Seconds..
Performance Budget PowerPoint Presentation
Download Presentation
Performance Budget

Loading in 2 Seconds...

play fullscreen
1 / 40

Performance Budget - PowerPoint PPT Presentation

  • Uploaded on

Performance Budget. College of Micronesia - FSM Planning & resources committee September 23, 2009. Performance budgeting - guiding principles . Be focused on outcomes Provide simple, accessible information Be understood and used by all Be flexible and responsive to the customer

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Performance Budget' - elina

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
performance budget

Performance Budget

College of Micronesia - FSM

Planning & resources committee

September 23, 2009

performance budgeting guiding principles
Performance budgeting - guiding principles
  • Be focused on outcomes
  • Provide simple, accessible information
  • Be understood and used by all
  • Be flexible and responsive to the customer
  • Support interdepartmental efforts
  • Measure achievement
  • Encourage continuous improvement
  • Assist with strategic planning and demand management
performance budgeting what it does
Performance budgeting - what it does
  • States desired core outcome to be achieved
  • Measures the success in achieving results
  • Helps focus on the high-level outcomes desired
  • Makes the budget more understandable and relevant to the community
  • Empowers staff with flexibility
  • Shows success more comprehensively and clearly (Measures overall service effectiveness)
  • Better alignment:
    • organizational structure, processes, customer-driven, performance appraisal, training
performance based budgeting and management
Performance based budgeting and management
  • Links $$ with results
  • Focuses government on key priorities
  • Provides legislature with more information to set budget
  • Enables holding departments accountable
  • Provides monitoring and reporting framework
  • Provides managers information necessary to improve







what are outcomes
What are outcomes?
  • They define the purpose of a service
    • Why are we here?
    • What results can we expect from our efforts?
  • Programs are created around outcomes
  • Only core outcomes are measured
program outcomes statements
Program outcomes statements
  • WHY? (outcome)
    • A statement of the ultimate goal
  • HOW? (services)
    • A statement of the broad service areas
  • HOW WELL? (measures)
    • Specific measurements of success
      • Four standard measures: Customer Satisfaction, Cost Efficiency, Budget/Cost Ratio, Individual Measures
  • How Well? Measurement of the Success in Achieving the Core Outcome(s).
  • Only high level measures should be used.
  • The outcome measures should focus on quality, effectiveness and efficiency.
  • What results you need to determine whether the purpose has been met.
  • What performance targets (service standards) should be set?
  • Is there at least one measure for each “by” or “through” (strategies) statement?
  • Be based on program goals or objectives that tie to a statement of program mission or purpose
  • Measure program results or accomplishments
  • Provide for comparisons over time
  • Measure efficiency and effectiveness
  • Be reliable, verifiable and understandable
  • Be reported internally and externally
  • Be monitored and used in decision-making
accreditation issues
Accreditation issues
  • Linking
    • Planning
    • Assessment (including program review)
    • Resource allocation
  • Commitment to continuous improvement
  • Culture of evidence
    • No “trust me”
    • Data is presented to support statements
    • Assumptions are recognized as assumptions and tests are made to determine there validity
what is in place at com fsm strategic plan planning
What is in place at COM-FSM? Strategic plan (planning)
  • Sets mission, values and priority goals of the college
  • Continuous improvement cycle
  • Balanced scorecard – key results by strategic goal (measures)
  • Improvement plans (IAP worksheet #1)
    • Links to institutional mission and goals (links to institutional outcomes to be included in revision)
    • Links to program mission and goals
    • What is to be accomplished (results)
    • Strategies by which it will be accomplished
    • Criteria for success established
    • Linked to revised performance evaluation for supervisors
what is in place at com fsm iap assessment process
What is in place at COM-FSM? IAP Assessment Process
  • Assessment plans (IAP worksheet #2)
    • Links to intuitional mission and goals
    • Links to program mission and goals
    • Evaluation questions for each improvement outcome/objective
    • Criteria by which you determine success
    • Data sources, sampling analysis identified
    • Timelines and who is responsible
  • Assessment reports (IAP worksheet #3)
    • Were the Improvement outcomes/results achieved to the specified criteria?
    • Closing the Loop – linked to program and institutional mission and goals
what is in place at com fsm iap assessment process13
What is in place at COM-FSM? IAP Assessment Process
  • IAP Handbook
    • Background on quality instruction and services
    • Definition of assessment
    • Assessment techniques
    • Worksheets & directions
      • Improvement plan - objectives/outcomes for performance budget (worksheet #1)
      • Assessment plan (worksheet #2)
      • Assessment report – closing the loop (worksheet (#3)
    • Assistance with student learning outcomes and services objectives/outcomes
what is in place at com fsm
What is in place at COM-FSM?
  • Policy on continuous improvement cycle
    • Links
      • Strategic plan
      • IAP assessment
      • President’s retreat (priority setting)
      • Budget (performance)
    • Processes and procedures to follow at each stage
    • Focuses the college on continuous improvement at all levels
what s remaining performance budgeting putting in place
What’s remaining? Performance budgeting (putting in place)
  • Determines what is to be accomplished
    • Based on IAP improvement plan (worksheet #1)
    • Impacted by assessment report that determines if success criteria was achieved for key results
    • Closes the Loop on the improvement cycle (worksheet #3)
  • Allocates resources based on results to be obtained
  • Recognizes success and failure
  • Drives line item budget
  • Links budget items to what is to be accomplished
  • Basis for monitoring and reporting
  • Allocates time as well as dollars ($)
key results outcomes for com fsm
Key results/outcomes for COM-FSM
  • Institutional & campus levels
    • Graduation rates
      • Based on meeting institutional, program and course student learning outcomes
    • Retention rates
      • Progression
      • Persistence
    • Transfer rates (internal & external)
    • Course completion rates
    • Program completers
    • Job placement
    • Employer satisfaction
    • Others.
quality effectiveness and efficiency
Quality, effectiveness and efficiency
  • Improvement of quality of services
    • Instructional techniques that promote increased student learning (meeting student learning outcomes at course, program and institutional level)
    • Satisfaction rates (surveys to be administered in mid October) for colleges programs and services (instructional, student and administrative services)
      • Students
      • Faculty/staff
  • Effectiveness and efficiency
    • Increased productivity (even with reduced resources)
    • Increased accuracy
    • Increased satisfaction
  • Rating on student services and administrative services program rubrics
    • Assists with setting improvement needs (student services developed, administrative services under development)
roles responsibilities
Roles & responsibilities
  • Vice President’s and Campus Directors
    • Ensure that the sum of instructional, student and administrative services result in improvement of key results at each campus and in each service area.
    • Ensure that key results/outcomes are meet
    • Ensures focus on clients (students, community, leaders)
  • IC, SSC, Office Directors
    • Ensure that programs and offices support key results/outcomes of the college
    • Continually improving quality, effectiveness and efficiency of instruction and program services
    • Ensures focus on clients (students, community, leaders)
  • What gets measured gets done.
  • If you don’t measure results, you can’t tell success from failure.
  • If you can’t see success you can’t reward it.
  • If you can’t reward success, you may be rewarding failure.
  • If you can’t recognize failure, you can’t correct it.
  • If you can demonstrate results, you can win public support.
  • Systems and culture must change
  • Push authority and flexibility to lowest levels
  • Aligning organizational infrastructure to support a performance management environment
  • Evolutionary process -- not a quick fix
implementation issues
Implementation Issues
  • Determine results to be obtained (quantities, high level)
    • Measures & data sources
  • Writing SMART Objectives/outcomes with by or through strategies & activities
    • Identify outputs for use with FSM BPS
  • Link to results and SMART objectives
    • Financial resources ($ allocation)
    • Human resources (time allocation)
  • Monitoring & reporting
    • Reporting accomplishments against plans
  • Focus on results/outcomes
  • Accountability defined at institution, campus, program levels
    • Success recognized
    • Failure recognized
    • Rewards and incentives for quality work
  • Transparent in allocation and use of resources
  • All programs and services addressed
  • Monitoring & reporting
    • Accomplishments/results against plans
    • Measures
smart goals and objectives
SMART goals and objectives
  • S = Specific
  • M = Measurable
  • A = Attainable
  • R = Realistic
  • T = Timebound
smarter c smart smart s
  • SMARTer
    • SMART objectives that are
      • Extending
      • Reviewed
  • C – SMART
    • SMART Objectives that are also CHALLENGING
  • SMART – S
    • SMART objectives that are also stretching
types of objectives
Types of objectives
  • Process objectives
    • lets you know what you are doing and how you will do it; describes participants, interactions and activities
  • Impact objectives
    • lets you know what the long term implications of your program[me]/ activity will be; describes the longer term impact on your target audience or organization
  • Outcome objectives
    • lets you know how you will change attitudes, knowledge or behavior (short term); describe the degree to which you expect this change
  • Personal objectives
    • SMARTer objectives are often written for project management or business and performance management, however as individuals in our personal development plans, SMARTer objectives are also a valuable formula within which to set and individual measure performance.
  • Campus retention rate will increase to 60% from Fall 2009 to Fall 2010 by:
    • Strategy 1
    • Strategy 2
  • Campus graduation rate will increase to 10% for Fall 2007 cohort by:
    • Strategy 1
    • Strategy 2
  • By the end of the asthma management classes, 75% of patients will be able to describe and demonstrate the correct use of a Peak-Flow Meter.
  • By May 10, 2009 the Health Education staff from the Stroke Association will have planned and conducted 4 skills building workshops for 50 carers of recently diagnosed Stroke patients at the Chiswick training centre.
  • Profitability Objectives - To achieve a 25% return on capital employed by August 2009.
  • Market Share Objectives - To gain 25% of the market for sports shoes by September 2009
  • Promotional Objectives -
    • To increase awareness of the dangers of flowers in Wales from 12% to 25% by June 2009.
    • To increase trail of X washing powder from 2% to 5% of our target group by January 2009.
  • What are your priorities?
    • Review strategic plan
    • Review improvement plans
    • Review assessment reports
  • What measures are appropriate for your area?
    • Review balanced scorecard
    • Review assessment plan
  • Write SMART objectives plus strategies based on your priorities and measures.
  • What resources are needed to accomplish your improvement plan SMART objectives/outcomes?
    • Human
    • Financial