Performance Management Systems in the Public Sector Module2

Summary

In Module 2, Performance Management Systems in the Public Sector are explored through principles and various models, tracing significant movements from the 1900s to the present. The module delves into historical shifts like Management by Objectives, Zero-based Budgeting, and New Public Management, highlighting trends driven by technological advances and societal expectations. Performance management models discussed include those from countries such as the US, UK, Canada, and others, focusing on results-based strategies, budget linking, and performance excellence frameworks. Critical principles such as devolving authority, flexibility in resource use, and the importance of measurable results are emphasized as key to improving performance in public sector organizations.

Highlights

• Journey through performance management's history from early 1900s scientific management to today's citizen-centric approaches 🌟
• Countries around the globe have adopted performance measurement frameworks to enhance public sector efficiency 🌍
• Key principles emphasize measurable results and flexible resource management within public organizations 📈
• Modern trends include leveraging technology and advanced analytics for smarter governance 🔍
• Performance management continues to evolve with a focus on transparency, accountability, and informed decision-making 📑
• New models incorporate societal trends with a greater focus on inclusivity and diverse metrics 🌐

Key Takeaways

• Explore performance management principles from the 1900s to today 📅
• Discover global performance management models 🌎
• Learn about trends like big data and citizen-centric evaluations 🧠
• Understand the shift towards impact evaluation and advanced metrics 🚀
• See how technology like blockchain is revolutionizing performance reporting 💻
• Grasp the importance of results-based management for accountability 📊
• Review performance frameworks from countries like US, UK, and Canada 🇺🇸🇬🇧🇨🇦

Overview

In the fascinating world of public sector performance management, Module 2 walks us through its rich history starting from the scientific movement of the early 1900s. We explore the evolution through the decades with concepts like zero-based budgeting and new public management reshaping strategies across the globe! Over time, the emphasis shifted towards efficiency, with each era adding its own innovation and challenges to the mix.

Fast forward to today, technology plays a pivotal role in redefining public sector metrics. Big data, analytics, and citizen-driven surveys bring a modern twist, pushing for more accountability and efficiency. The module highlights how government actions are now driven by evidence-based policy-making where outcomes and outputs lead, not just input-focused processes. Transparency now takes center stage, reshaping public trust.

Moreover, several performance management models from different countries like the US, UK, Canada, and other regions showcase varied frameworks aimed at achieving public sector excellence. Each model adapts to its cultural and governmental context but collectively pushes towards a unified goal: enhanced public service outcomes. These models emphasize flexibility, impact evaluations, and results-based management to ensure public organizations are held accountable while striving towards sustainable progress.

Chapters

• 00:00 - 00:30: Introduction The chapter introduces module two which focuses on the principles and models of Performance Management. It covers the historical context and significance of performance management, as well as several key models, including the production model. Additionally, this chapter delves into essential principles for achieving high performance within organizations, specifically addressing challenges and strategies for managing performance in the public sector, a topic that has garnered attention and research for over a century.
• 00:30 - 01:30: Historical Context of Performance Management This chapter delves into the historical backdrop of performance management, starting from the early 1900s. It highlights three significant movements: the rise of scientific management and administrative science focused on efficiency, the use of cost accounting for enhanced management and control, and the implementation of social surveys. These movements collectively shaped the evolution of performance management practices in the 20th century.
• 01:30 - 02:30: Second Generation Performance Management Between the 1950s and 1970s, the second generation of Performance Management saw a shift in budgetary processes within the public sector. Instead of focusing on inputs, there was an emphasis on outputs and objectives. This era introduced management by objectives and zero-based budgeting, influenced by the planning programming budgeting systems.
• 02:30 - 03:30: Performance Management in the 1980s and Beyond The chapter discusses the evolution of performance management starting from the 1980s and its impact moving beyond that era. During this period, management was often referred to as 'cutback management'. The emergence of performance indicators was a significant development during this time, driven by the need for clear governmental outcomes. This era also marked the advent of 'new public management', which became foundational to significant reforms. Performance metrics began to serve as a crucial criterion for evaluating various agencies from the 1990s into the 2000s.
• 03:30 - 04:30: Review and Revision of Performance Management Frameworks The chapter "Review and Revision of Performance Management Frameworks" discusses the evolution and importance of performance management in public policy. It highlights the emphasis on evidence-based policy-making, which focuses on using data and factual outcomes to guide decision-making processes. This approach demands that policy formulation and adoption are informed by evidence to ensure effectiveness and accountability. Additionally, the chapter touches upon citizen-driven performance measurement, involving citizen and business satisfaction as a metric of performance.
• 04:30 - 05:30: Modern Trends in Performance Management The chapter titled 'Modern Trends in Performance Management' discusses the evolution and revision of performance management frameworks since 2010. It highlights a shift towards fiscal sustainability and an increased reliance on performance information. Moreover, the chapter notes significant changes in public sector performance management under the 'New Normal,' influenced by technological advancements.
• 05:30 - 06:30: Models of Performance Management The chapter focuses on various models of performance management, highlighting the influence of modern technology, changing societal expectations, and emerging governance models. It discusses trends such as the use of big data and analytics, and the shift towards citizen-centric approaches, including citizen-driven performance measurements and surveys. Additionally, the chapter mentions the role of crowdsourcing data to gather public feedback and emphasizes the importance of impact evaluation. New metrics, like diversity and equity, are also incorporated into performance assessments.
• 06:30 - 09:00: International Examples of Performance Management The chapter discusses international examples of performance management, highlighting trends such as inclusiveness and technological integration. Blockchain technology is emphasized for its role in data sharing, integrity, and accountability in performance reporting. Additionally, new governance models are discussed, particularly those that incorporate strategies informed by the pandemic.
• 09:00 - 15:00: Performance Models and Budget Linking This chapter discusses various frameworks and models used for performance evaluations and linking them to budgets. It covers the Government Performance and Results Act of the United States, performance excellence frameworks, results-based management, and performance reforms linked to budget integration. Additionally, the chapter references the influence of the US government's performance laws on other countries, specifically noting that the United Kingdom has been a pioneer in performance-based management with initiatives like the Next Steps program.
• 15:00 - 18:00: Production Model of Performance Canada adopted a Performance Management system under the 'Results for Canadians' framework, emphasizing strategic planning, performance measurement, and transparent reporting.
• 18:00 - 21:30: Strategies to Improve Performance The chapter discusses various strategies employed by different regions to improve performance. It highlights the implementation of performance budgeting framework by the European Union member states, such as the Netherlands, which aligns resource allocation with policy goals. Moreover, it mentions the adoption of a common assessment framework and Australia's Performance Management reforms through the Public Service efficiency drive, specifically focusing on outcomes and outputs framework.
• 21:30 - 26:30: Principles of Performance Improvement The chapter explores how budget allocations are linked to specific outcomes and performance targets as part of a government's performance evaluation system. It highlights South Korea's adoption of reforms inspired by the Japanese Performance Reporting Act (jpra). These reforms stress the importance of strategic goal setting, measurable outcomes, and program evaluations to ensure efficiency in resource usage.

Performance Management Systems in the Public Sector Module2 Transcription

• 00:00 - 00:30 we now go to module two the principles and models of Performance Management we will covered the performance movements models of Performance Management discussed the production model performance and the key principles underlying high performance how to manage performance in the public sector has been a subject of interest and study for more than a century
• 00:30 - 01:00 experts traced the performance movements from 1900s at the beginning of the 20th century experts noted three movements first the emergence of scientific management and the science of administration that emphasized efficiency second the cost accounting of inputs for better management and control and thirdly social surveys between the
• 01:00 - 01:30 1950s and 1970s there was the so-called second generation Performance Management the budgetary processes in the public sector shifted from inputs to outputs and objectives management by objectives zerob based budgeting inspired by the planning programming budgeting systems became popular between 1980s and 2000 due to fiscal constraints Performance
• 01:30 - 02:00 Management was considered by experts as a cutback management this period saw the rise of performance indicators in response to the demand for explicit government out outcomes this was also the period when the new public management became the basis of major reforms performance was used as a Criterion to evaluate agencies in the 1990s up to 2000 Ben
• 02:00 - 02:30 the performance movement focused on evidence-based policy that prescribes that facts and figures on outcomes should inform policy decisions this has continued until today with a view that evidence should guide the formulation and Adoption of public policies this was also the time when citizen driven performance measurement using Citizen and business satis faction
• 02:30 - 03:00 surveys were introduced the 2010 up to the present is the period of review and revision of Performance Management Frameworks with focus on fiscal sustainability and greater use of performance information in recent years and Under The New Normal Performance Management in the public sector has undergone notable changes this was driven by advanced in
• 03:00 - 03:30 technology societal expectations and new governance models some of the trends include big data and analytics citizen Centric approaches such as citizen driven performance measurements and surveys crowd sourcing of data to solicit feedback from the public there was also a shift to impact evaluation and inclusion of new metrics like diversity Equity
• 03:30 - 04:00 inclusiveness another trend is the integration of Technology like blockchain to allow sharing of data while ensuring integrity and accountability in performance reporting and lastly new governance model that adopts pandemic informed strategies there are many models of Performance Management but I will
• 04:00 - 04:30 highlight five the first one is about the government performance and results Act of the United States performance Excellence Frameworks the results based management performance reforms linked to budgets and the production model of performance the US government performance and results act has inspired similar reforms in other countries the United Kingdom pioneered performance-based management through the the introduction of the next steps
• 04:30 - 05:00 initiative and later the public service agreements Canada adopted Performance Management under its results for Canadians framework which emphasized strategic planning performance measurement and transparent reporting they also adopted the management accountability framework that provide a comprehensive structure for assessing departmental management
• 05:00 - 05:30 performance the European Union member states for instance like Netherlands uses performance budgeting framework to align resource allocation with policy goals the E also adopted a common assessment framework Australia implemented Performance Management reforms through their Public Service efficiency Drive the outcomes and outputs framework
• 05:30 - 06:00 linked to budget allocations to specific outcomes and performance targets South Korea implemented reforms modeled after the jpra as part of its government's performance evaluation system and the performance-based budgeting system these reforms emphasize strategic goal setting measurable outcomes and program evaluations to ensure resource efficiency and
• 06:00 - 06:30 accountability although this table is a bit dated the comparison of some Performance Management Frameworks used by selected oecd countries for instance the Canadian management accountability framework the UK capability review the US president's management agenda the performance evaluation of South Korea and the EU Common Assessment framework the assessment areas cover a wide range from leadership
• 06:30 - 07:00 organizational structure strategy and policy Partnerships Resource Management financial management Performance Management risk management learning and Innovation customer focus and performance results somehow mirror the global performance Excellence framework also adopted by many countries in the following slide you would see the comparable performance
• 07:00 - 07:30 Frameworks adopted in Asia for instance the National Quality award in Taiwan the Singapore quality award the Japan quality award the Malaysian quality management Excellence award the Thailand quality award the Philippine quality award among others another model is results based management performance Excellence framework complements this model which
• 07:30 - 08:00 has been adapted in the public sector the results based management is defined by the United Nations as a management strategy by which all actors contributing directly or indirectly to achieving a set of results ensure that their processes products and services contribute to the achievement of desired results such as outputs outcomes and higher level goals or impact the actors
• 08:00 - 08:30 in turn use the information and evidence on actual results to inform decision making resource allocation delivery of programs as well as accountability and Reporting under the results-based Performance Management Performance Management is equated to managing for results here accountable public sector performance performance consist of
• 08:30 - 09:00 results based planning results based budgeting results based implementation results based monitoring and results based evaluation another performance model represents performance reforms linked to budgets According to some experts performance can be improved through a set of different but but related reforms
• 09:00 - 09:30 link to budgets each level serves the foundation for the next more complex level at the bottom of the hierarchy is performance measurement which involves greater use of quantity and quality indicators to measure performance and generate information for decision makers but measurement is not sufficient Performance Management which is the next level Builds on performance
• 09:30 - 10:00 measurement by using information from assessment activities to plan Monitor and evaluate performance and hold organizations and individuals accountable the third level is performance-based Contracting which involved negotiated performance levels and financial incentives to reward good performance and sanction for failing to achieve a great results finally performance-based
• 10:00 - 10:30 budgeting where budgets show not only how funds will be spent but what outcomes the expenditure will help produce all of these require a robust and reliable performance measurement Performance Management and performance-based Contracting systems in this slide we show how performance informed budgeting is practiced in the government
• 10:30 - 11:00 of the Philippines the budget office is the one negotiating implicit Performance Based contract in behalf of the government and the public and prepares the national expenditure program according to U National plans and priorities performance informed budgeting show how public resources will be used what outcomes the expenditures will help produce and that the budget
• 11:00 - 11:30 process is used as a mechanism to control standards and the quality of performance of agencies agencies Cascade and establish performance targets and also report on the results of their performance that includes physical financial and other non Financial accomplishments side by side with this budgeting system is a strategic Performance Management System to Cascade
• 11:30 - 12:00 targets covered as a performance commitment or agreement at the office level division level and individual level while performance must be accounted at different levels we now focus on the organization as the primary entity responsible for performance here applies the production model performance performance has several dimensions in and these Dimensions can
• 12:00 - 12:30 be turned into a logic model to map what is required to produce the desired outcomes the conception of performance follows the logic of production covering the whole chain from inputs to outcomes in the next slide we illustrate the production model the starting point in this model is the social economic situation which induce a need for action
• 12:30 - 13:00 by way of policy or priority agenda of the government once priorities for development are determined these are translated into objectives of public programs inputs are the financial human and other resources allocated to public sector organizations and programs in order to Stage activities to produce the expected outputs the process consists of actions and activities
• 13:00 - 13:30 needed to create outputs for example sensus of population outputs are the tangible and direct result of public sector activities for example School participation or the number of population vaccinated or cases resed outcomes are observable behavioral and institutional changes caused directly or indirectly by outputs of public programs outcomes can be intermediate or final
• 13:30 - 14:00 and are influenced by external factors impact is the ultimate result it is defined as the long-term effects both intended and unintended as a result of public policies impact could be positive or negative based on this production model there are five available strategies to improve performance first doing or producing more outputs
• 14:00 - 14:30 and outcomes with the same level of inputs second producing outputs and outcomes but with less inputs third producing outputs and outcomes with less inputs fourth producing less outputs but with the same outcomes but with much less resources and lastly using more inputs but producing more outputs and
• 14:30 - 15:00 outcomes we should bear in mind however that higher and better performance also requires clear objectives adequate and quality inputs capable processes and competent people having studied the performance movement and reviewed the performance models we can now look at the underlying principles we note that performance improves When
• 15:00 - 15:30 government decisions and controls focus on outputs and outcomes rather than on inputs and procedures performance also improves when operational Authority is devolve from Central agencies and departmental headquarters to operating levels and units performance improves when public organizations are given flexibility in using resources to care car out assigned
• 15:30 - 16:00 responsibilities performance improves when public officials are told what is expected of them and results are measured against these expectations performance improves when public officials are held accountable for their use of resources and the results they produce performance improves when compensation and incentives are given based on performance performance improves when the General Public is Vigilant and have
• 16:00 - 16:30 access to Performance information