Performance budget
Download
1 / 40

Performance Budget - PowerPoint PPT Presentation


  • 95 Views
  • 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

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

PowerPoint Slideshow about ' Performance Budget' - sade-mack


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


Ipolo
IPOLO

Link

Process/

Activity

Input

Output

Outcome


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


Measures
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?


Measures1
Measures

  • 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 process1
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 place)

  • 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 place)

  • 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 place)

  • 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)


Changes
Changes place)

  • 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 place)

  • 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


Changes1
Changes place)

  • 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 place)

  • S = Specific

  • M = Measurable

  • A = Attainable

  • R = Realistic

  • T = Timebound


Smarter c smart smart s
SMARTer, C-SMART & SMART - S place)

  • 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 place)

  • 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.


Specific
Specific place)


Measurable
Measurable place)


Achievable
Achievable place)


Realistic
Realistic place)


Timebound
Timebound place)



Definitions
Definitions place)




Achievable1
Achievable place)


Realistic1
Realistic place)


Timebound1
Timebound place)


Examples
Examples place)

  • 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


Examples1
Examples place)

  • 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.


Exercise
Exercise place)

  • 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.


Exercise1
Exercise place)

  • What resources are needed to accomplish your improvement plan SMART objectives/outcomes?

    • Human

    • Financial