Measuring performance of the public sector-problems and appraoches
1. Performance Measurement IF YOU CANNOT MANAGE , YOU CANNOT DELIVER IF YOU CANNOT CONTROL , YOU CANNOT MANAGE IF YOU CANNOT MEASURE , YOU CANNOT CONTROL
4. Performance Measurement Culture Strategy Customer Strategy Control Strategy Consequence Strategy Core Strategy PERFORMANCE MEASUREMENT A CORE COMPETENCE
5. Program Outcome OUTPUT INPUT PROCESS Policy Outcome Resources to build process Effectiveness of Government Policies Effectiveness of Government Programs Efficiency of Systems Activities to create output Are we doing things right? Are we doing the right things? COMPONENTS OF PERFORMANCE MEASUREMENT
6. Performance Measurement Tools UNI-DIMENSIONAL MULTI-DIMENSIONAL Traditional methods Public Sector Value Model Performance Prism Performance Pyramid Earning Per Share Return On Investment Net Economic Value Traditional methods Balance Scorecard
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14. Traditional Framework of BSC FINANCIAL CUSTOMER Modified Framework of BSC INTERNAL PROCESS LEARNING & GROWTH FINANCIAL Desired Outcome: Public trust and confidence in the government organizations COMMUNITY
15. Annex B2 Maximising Inmates’ Reintegration Potential "Enhancing inmates’ potential for reintegration by providing rehabilitative programmes and opportunities” STAKEHOLDERS / CUSTOMERS INTERNAL PROCESSES LEARNING & GROWTH FINANCE Developing a system of seamless throughcare by collaborating with our partners and the community Effective rehabilitation through the delivery of programmes that target risk & needs Developing our capabilities in managing alternative sentencing options Integrating inmates as part of our human resource Increasing employability Increasing inmates’ propensity to change Improving public perception of ex-offenders Forging strong family bonds Enhancing KM capabilities Developing staff in programme delivery Leveraging on Technology Leveraging on Mass Media Operationalizing New Budgeting Framework Denotes Department’s key thrusts Denotes Department’s key levers Note: STRATEGIC FOCAL AREAS & THRUSTS (FY 2003 - 2005)
19. Outcome Focused Budget Focused Value Driven Sleeping Giant Value Destroying Movement Value Creation Movement PRINCIPAL PRODUCT OF PSV ANALYSIS (Revenue Department of Arizona)
