1. P e r f o r m a n c e Measuring Results of Organizational Performance Lesson 3 Organizational Performance Management

2. P e r f o r m a n c e Measuring Results of Organizational Performance Why Should Accountability Be Important to Public 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’re probably rewarding failure If you can’t see success, you can’t learn from it If you can’t recognize failure, you can’t correct it If you can demonstrate results, you can win public support Re-inventing Government, Osborne and Gaebler, 1992

3. P e r f o r m a n c e Measuring Results of Organizational Performance Why Do We Avoid this “Performance” thing? Fear Too resource intensive Not supported by leadership Don’t know how No standard measures for our work Successful to date without it

4. P e r f o r m a n c e Measuring Results of Organizational Performance Common Mistakes Haven’t defined success Don’t ask customers what they need Too many measures Measures not defined Measure Wrong Things – Initiatives rather than objectives – What is convenient – What is under organization’s control – Data driven One time event

5. P e r f o r m a n c e Measuring Results of Organizational Performance RULE: Performance management reflects results, not activities used to produce them! The difference between Outcomes and Outputs – Outcome: Desired Result, the difference you are making, i.e. work effectiveness – Output: The number of widgets you are producing, i.e. workload efficiency

6. P e r f o r m a n c e Measuring Results of Organizational Performance Let’s get the GPRA terminology of organizational alignment straight Vision (optional in GPRA) Where are we going? Mission: Why do we exist? Goals: What do we hope to do? Objectives: What will we specifically do? Measures: How are we doing? Strategy: How will we get there?

7. P e r f o r m a n c e Measuring Results of Organizational Performance What is a good Objective? Measurable Specific Appropriate Realistic Timely Operationalize the Mission Statement Provide guidance on how the organization moves toward Strategic Goals

8. P e r f o r m a n c e Measuring Results of Organizational Performance (MISSION) The Department of Commerce creates the conditions for economic growth and opportunity by promoting innovation, entrepreneurship, competitiveness, and stewardship. (STRATEGIC GOALS AND OBJECTIVES) Maximize U.S. competitiveness and enable economic growth for American industries, workers, and consumers – Objective 1.1: Foster domestic economic development as well as export opportunities – Objective 1.2: Advance responsible economic growth and trade while protecting American security – Objective 1.3: Advance key economic and demographic data that support effective decision- making by policymakers, businesses, and – the American public – Objective 1.4: Position small manufacturers to compete in a global economy Promote U.S. innovation and industrial competitiveness – Objective 2.1: Advance measurement science and standards that drive technological change – Objective 2.2: Protect intellectual property and improve the patent and trademark systems – Objective 2.3: Advance global e-commerce as well as telecommunications and information services Promote environmental stewardship – Objective 3.1: Protect, restore, and manage the use of coastal and ocean resources – Objective 3.2: Advance understanding of climate variability and change – Objective 3.3: Provide accurate and timely weather and water information – Objective 3.4: Support safe, efficient, and environmentally sound commercial navigation DEPARTMENT OF COMMERCE

9. P e r f o r m a n c e Measuring Results of Organizational Performance (MISSION) The Department of Education's mission is to promote student achievement and preparation for global competitiveness by fostering educational excellence and ensuring equal access. (STRATEGIC GOALS AND OBJECTIVES) Goal 1: Improve student achievement, with a focus on bringing all students to grade level in reading and mathematics by 2014. – Objective 1: Improve student achievement in reading/language arts. – Objective 2: Improve student achievement in mathematics. – Objective 3: Improve teacher quality. – Objective 4: Promote safe, disciplined, and drug-free learning environments. – Objective 5: Increase information and options for parents. – Objective 6: Increase the high school completion rate. – Objective 7: Transform education into an evidence-based field. Goal 2: Increase the academic achievement of all high school students – Objective 1: Increase the proportion of high school students taking a rigorous curriculum. – Objective 2: Promote advanced proficiency in mathematics and science for all students. – Objective 3: Increase proficiency in critical-need foreign languages. DEPARTMENT OF EDUCATION

10. P e r f o r m a n c e Measuring Results of Organizational Performance (MISSION) The Department of Education's mission is to promote student achievement and preparation for global competitiveness by fostering educational excellence and ensuring equal access. Goal 3: Ensure the accessibility, affordability, and accountability of higher education, and better prepare students and adults for employment and future learning. – Objective 1: Increase success in and completion of quality postsecondary education. – Objective 2: Deliver federal student aid to students and parents effectively and efficiently. – Objective 3: Prepare adult learners and individuals with disabilities for higher education, employment, and productive lives. Cross-goal Strategy on Management – Objective 1: Maintain and strengthen financial integrity and management and internal controls. – Objective 2: Improve the strategic management of the Department's human capital. – Objective 3: Achieve budget and performance integration to link funding decisions to results. DEPARTMENT OF EDUCATION

11. P e r f o r m a n c e Measuring Results of Organizational Performance Examples of Strategic Objectives (cont.) http://www.vaperforms.virginia.gov/

12. P e r f o r m a n c e Measuring Results of Organizational Performance Examples of Strategic Objectives (cont.) http://capstat.oca.dc.gov/PerformanceIndicators.aspx