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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

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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 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 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

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 place)

Measurable place)

Achievable place)

Realistic place)

Timebound place)

Definitions place)

Achievable place)

Realistic place)

Timebound place)

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

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 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.

Exercise place)

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

    • Human

    • Financial