PERFORMANCE MANAGEMENT
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1 PERFORMANCE MANAGEMENT 1 Information Prepared by Division of Workforce Development Louisiana State University Sharon S. Naquin, Ph.D. Gerrie Penn Louisiana Department of Transportation and Development Resource: Louisiana Division of Administration, Office of Planning and Budget
2 RFORMANCE MANAGEMENT trategic Planning Process Linkage Between Goals and Objectives ntroduction To Performance Measurement eveloping Performance Measures eporting Results valuating and Responding to Results essons Learned 2
3 Slide 2 s1 snaquin, 12/22/2010
4 RATEGIC PLANNING PROCESS y questions: Where are we now? What makes your organization unique? Where do we want to be? How do we get there? How do we measure progress? 3
5 RATEGIC PLANNING PROCESS (CONT D). Where are we now? Internal Assessment External Assessment 4
6 RATEGIC PLANNING PROCESS ONT D). What makes the organization unique? Vision Mission Values 5
7 LUE EXAMPLES e are committed to earning the public s trust, olding to the highest moral, ethical and rofessional standards. e respect our co-workers for their dedication, kills, diversity and responsible actions e strive for high quality, ensuring the best roduct possible 6
8 RATEGIC PLANNING PROCESS (CONT D). Where do we want to be? Goals Goals are broad States the end result Long term Objectives (S.M.A.R.T.) 7
9 OAL EXAMPLES ontinuously improve the performance f DOTD eliver cost-effective products, rojects, and services mprove customer service and public onfidence ffectively develop and manage our uman resources fficiently manage DOTD s financial esources 8
10 RATEGIC PLANNING PROCESS (CONT D) IMULATE GOAL SETTING here do we want to go? In what direction should he organization be eading? hat do we want our rganization to be like by year)? hat issues are we in the est position to address? hat programs or ctivities do our strengths upport? How can we successful in the future? How can we better meet the needs of our customers? How should current programs and activities be changed? Should some be eliminated? Should some be expanded? What new programs or activities should be developed, either to stand alone or support existing programs or activities? 9
11 RATEGIC PLANNING PROCESS (CONT D) operly stated goals: Balance with Vision, Mission, and Values Provide Direction Address Policies and Priorities Reflection Strategic Direction Reflection of internal/external assessment Longevity Challenging, Realistic and Achievable Prioritized 10
12 RATEGIC PLANNING PROCESS ONT D) Objectives Specific and measurable targets for accomplishment 11
13 WRITING PERFORMANCE STANDARDS S M A R T pecific easurable ttainable esult imed 12
14 RATEGIC PLANNING PROCESS ONT D) ART OBJECTIVES ents of S.M.A.R.T. cific surable ressive but Attainable ult- Oriented Example of SMART Elements INCREASE THE PERCENT OF ERROR-FREE INSPECTION REPORTS SUBMITTED RATHER THAN IMPROVE INSPECTION REPORTS INCREASE THE PERCENT OF ERROR-FREE INSPECTION REPORTS SUBMITTED TO 90% IS A CLEAR TARGET WHICH ALLOWS US TO TRACK THE PROGRESS INCREASE CUSTOMER SATISFACTION TO 100% IF CURRENT LEVEL OF SATISFACTION IS 60%, THEN INCREASING TO 100% MAY NOT BE ATTAINABLE IN THE TIME FRAME. ADJUST TO MORE REASONABLE OBJECTIVE. INCREASE CUSTOMER SATISFACTION FROM 60% TO 80% REDUCE THE NUMBER OF HIGHWAY ACCIDENTS BY 5% STATES THE OUTCOME IS A REDUCTION BY MARCH PERFORM 25 INSPECTIONS FOR THE PERFORMANCE YEAR
15 RATEGIC PLANNING PROCESS ONT D) ow do we get there? Strategies Methods to accomplish goals and objectives Action Plans Detailed descriptions of how strategies will be implemented 14
16 RATEGIES AND ACTION PLAN EXAMPLE crease customer satisfaction from 60% to 80%. Develop survey for limited number of customers Select customer sample Distribute surveys Analyze data Evaluate data to identify improvements 15
17 TRATEGIC PLANNING PROCESS CONT D) ow do we measure our progress? Accountability 16
18 TRODUCTION TO ERFORMANCE EASUREMENT nefits Improves Decision Making Enhance Accountability Supports Strategic Planning Determine Best Use of Resources 17
19 TRO TO PERFORMANCE EASUREMENT-BENEFITS erformance Measurement Improves Decision aking erformance Measurement Improves Internal ccountability erformance Measurement Enhances Public ccountability erformance Measurement Supports Strategic lanning and Goal Setting erformance Measurement Allows Entities To etermine The Best Way To Use Resources 18
20 EFINITION OF ERFORMANCE MEASURES erformance Measures are the tools used to easure the performance, progress, and ccomplishments of policies, plans and programs. 19
21 FORE MEASURING ASK QUESTIONS What decision does this support? What really is being measured? Why does this matter to the decision being made? 20
22 SE PERFORMANCE MEASURES GAUGE PERFORMANCE pes of Performance measures/indicators Input Output Outcome Efficiency Quality 21
23 SE PERFORMANCE MEASURES GAUGE PERFORMANCE ow to select performance indicators? Look for ways to measure progress towards objectives 22
24 SE PERFORMANCE MEASURES GAUGE PERFORMANCE luable Performance Indicators are: eaningful esponsibility-linked rganizationally acceptable alanced lear and simple omparable redible ost-effective ompatible 23
25 EVIEW & UPDATE PERFORMANCE DICATORS ood performance indicators evolve & improve ith time pdate as necessary ollect & report data consistently 24
26 ACK AND UPDATE RFORMANCE INDICATORS et up a routine method for monitoring & eporting performance sually a bottom-up process dividual Activity evelop a plan to track your performance ndicators 25
27 HY PERFORMANCE MEASURES??? What gets measured, gets managed; What gets managed gets done. Peter Drucker 26
28 SSONS LEARNED on t work on improving your measures until ou ve established your focus. erformance measures need to be integrated into he management process. argets can limit performance - rather compare ith best in industry or best in class. echnology is essential to measurement. on t wait for perfect measures. old individuals accountable. 27
29 28 QUESTIONS AND ANSWERS Contact Information: Gerrie Penn Director Quality and Continuous Improvement Louisiana Department of Transportation and Development
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