euan lockie john owen - tafe nsw · microsoft powerpoint - lockie owen performance measurement 13...
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Euan Lockie
John Owen
AES VictoriaAES VictoriaAES VictoriaAES Victoria
19 June 201319 June 201319 June 201319 June 2013
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Creative Ways of Using Performance Information To Achieve Results
Prologue: A review of performance
measurement.
Act 1: An education case study.Act 1: An education case study.
Act 2: A public libraries case study.
Epilogue: What have we learnt (pleasures,
perils)?
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Performance Measurement & Use
Assembly and use of information for:
• Accountability – reporting up and out.
• Managing – improving performance and results.results.
This presentation focuses on managing.
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Performance Measurement
Objects may be:
A data based means of measuring both outputs and outcomes with the intention to monitor the progress of an ‘object’ of interest to management. (Wholey)
Objects may be:i. policies, ii. programs, iii. processes, iv. projects, or v. organisations.
Separation of cause and effect: performance measurement measures effects, managers make implementation changes.
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Economy
What Performance?
External influences
Policy &
StrategyObjectives Inputs
Programs,
Projects,
Processes
Outputs
Long
term
impact
Short
term
outcomes
Medium
term
outcomes
RESULTS
Efficiency
Effectiveness
Aspects to measure
• Quantity
• Cost
• Quality
• Timeliness
• Accessibility
• Equity
• Customer satisfaction
Types of data
• Quantitative
• Qualitative
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Performance Measurement Pleasures?
• “What gets measured gets done.”
• “What you can’t measure you can’t control.”
• Supports accountability and demonstrates contribution.
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• Supports learning and improvement.
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Performance Measurement Perils?
• Simple in concept, difficult in practice.
• Indicators may be badly chosen or defined.
• Often assumes attribution linkages – is face validity enough?validity enough?
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For Management & Improvement
Integrate measurement and reporting to:
• check progress towards defined objectives;
• better understand causation;
• improve decision-making; and • improve decision-making; and
• drive change.
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Act 1: Education Case Study
Features:
• education system (DoE);
• self-managing schools;
• three year strategic plan;• three year strategic plan;
• system level outcome data to schools;
• external evaluation audit.
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Act 1: Education Case Study
Requires:
• management of cultural change;
• orientation to evidence to support professional knowledge;professional knowledge;
• effective systemic/school leadership; and
• systemic perspective.
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Act 2: ‘Being The Best We Can’
• Objective: Provide a tool to help libraries assess service quality & results, & inform action plans.
• Answer basic questions:• Answer basic questions:
– How well are we doing?
– How do we know?
– What are we going to do now?
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Process
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Performance Measurement
Sector leading, world class
Major strengths
Important strengths, some gapsImportant strengths, some gaps
Satisfactory core service, gaps
impact users
Limited core services, significant user impact
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Peer Review
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Epilogue
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Perils of Performance Measurement
• Goal displacement
• Data gaming
• Perverse incentives
• Ambiguity• Ambiguity
• Weak data collection methods
• Measuring what’s easy to measure
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Pleasures of Performance Measurement
Successful uses to:
• learn (about agency performance);
• motivate (staff);
• control (check what is done);• control (check what is done);
• celebrate (achievements);
• check (budgets);
• report (up and out);
• change (structures, programs and processes).
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Contributions to Management Decision-making
• Data based evidence is one source (performance measurement and evaluation).
• How does performance measurement compare with other sources of information for decision-making?
• What sources of information do you use in making • What sources of information do you use in making decisions?
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What we have learnt
• Performance management systems have often been mandated by governments but have seldom achieved expected results.
• The requirements of performance measurement for accountability are not the same as those for for accountability are not the same as those for management and improvement.
• The ‘ideal’ performance measurement system is a destination never reached.
• Judge by utilisation: better usable today than perfect tomorrow.
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Questions and Discussion
What have we learnt?
• From theorists
• From experience
• From local practices• From local practices
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Authors to Follow Up
• Wholey
• Hatry
• Newcomer
• Perrin• Perrin
• Poister
• Behn
• Winston
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Creative ways of using performance information
to achieve results
Euan Lockie
John Owen
AES Victoria19 June 2013