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ESTABLISHING A PERFORMANCE MANAGEMENT SYSTEM

ESTABLISHING A PERFORMANCE MANAGEMENT SYSTEM. A Paper by Harry Hatry and Ritu Nayyar-Stone Presented by Joel Turkewitz. Overview of Presentation. Time line for Introduction Roles and Responsibilities in Establishing Performance Management

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ESTABLISHING A PERFORMANCE MANAGEMENT SYSTEM

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  1. ESTABLISHING A PERFORMANCE MANAGEMENT SYSTEM A Paper by Harry Hatry and Ritu Nayyar-Stone Presented by Joel Turkewitz

  2. Overview of Presentation • Time line for Introduction • Roles and Responsibilities in Establishing Performance Management • Design issues in Developing an Appropriate Performance Management System • Key issues in the Implementation process

  3. Timeline (3 year process) • Year One • Establish an oversight committee and a multi-year plan • Market Performance Management among Stakeholders • Develop Guidance materials and a training plan • Identify Current Data Availability and Develop Data Collection Plan • Develop a Process for Citizen Input

  4. Time-line (years 2-3) • Establish a Baseline and Set Targets for Improvement • Develop Procedures for Data Quality Control • Report Performance Information • Use Performance Info in Budget • Use Performance Info in Service Improvement

  5. Timeline (con’t) • Conduct annual performance reviews and recognition awards based upon performance

  6. Composition of National Oversight Steering Committee • Budget Office • Finance Office • National Planning Office • Line Ministries – up to 3 • Operating agencies (at least 3) • Civil Service/Human Resource office • Office of Auditor General/Inspector General • Outside Expert • Member of Parliament

  7. Roles and Responsibilities • Role of Oversight Office • Role of Ministries and Agencies • Role of Legislature and other clients • Role of Other bodies – internal and external audit, accounting

  8. Role of National Oversight Agency • Establish ground-rules regarding program structure, indicator selection, quality control, reporting requirements. • Provide training to budget examiners in performance analysis • Establish requirements for strategic planning • Monitor support being provided to ministries and agencies. • Design incentives for performance management

  9. National Committee – Lead Agency • Design and Implementation of performance management requires the attention of a lead agency – office of a central ministry (MPB or Ministry of Finance). • Lead agency responsible for developing guidance and assistance to ministries and agencies

  10. Role of Ministries and Agencies • Must translate guidance into a system that is useful and used within the organization. • Core questions: • What will lead the effort in the organization • Who will select performance indicators • Will there be a strategic plan and when • Who will be trained, in what, by whom • What resources are needed to implement

  11. Core Issues for Organizations (2) • Who will need to report on performance, to whom, and when. • How will internal performance targets be established? • What kind of IT support system is needed • What will be the role of clients • What quality control procedures will be used • How should performance info be made public • What internal incentives will be created

  12. Parliament and other clients • Assist in defining the indicators that matter for them. • Assist in defining timing of reporting, content, and style. (shift from information to communication). • Assist in actual monitoring using their informational advantage

  13. Role of other bodies – financial management • Alignment of financial management procedures and operations to support performance. • Development of internal auditing process around monitoring. • Development of work program on accuracy of information, and use of performance information by Supreme Audit Institution.

  14. Core Design Issues • Need for Cultural Change • Taking advantage of existing public sector strengths. • Defining incentives for performance management • Non-monetary incentives • Monetary incentives

  15. Incentives (2) • Non-monetary • Increased budget • Increased discretion • Recognition awards • Added opportunities for training • Publishing reports • Holding regular “How are we doing” meetings

  16. Incentives (3) • Monetary • Linking individual salary to performance • Including performance criteria in yearly performance appraisal • Performance bonuses

  17. Cross-cutting Implementing Issues • Capacity Development • What levels • Technical training • Training is use of performance data • Long-range strategic planning • Controlling data quality • Determining costs

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