1.Systems and Environment
of the Public Sector
•••
•••••
Reinventing
Government,
Productivity
• Value: Productivity
Effectiveness ↔ Ethics, Responsiveness
• Practice: War on Poverty, NPA
Great Society Program
• Theory: Operation Research
Cost-benefit analysis
Cost-effectiveness analysis, PPBS
5. Program
Effectiveness
1. Honest,
Businesslike
Government
• Value: Neutrality, Businesslike
• Practice: Pendleton Act
• Theory: Reform Movement.
Public Choice Theory
Dichotomy
4. Human
Behaviorism
Five Great
Ideas
3. Politics and
Policy Making
Model
2. Classic
Management
Model
• Value: Efficiency
• Practice: Brownlow Committee
• Theory: Closed Model
Scientific Management
Bureaucratic Model(Weber)
Ten Principles(Urwicks)
POSDCORB(Gulic)
• Value: Humanism
• Theory: Motivation
Behavioral Model
Human Relation School
Organization Development School
• Value: Politics, Policy
• Practice: Sunset Law
• Theory: P.A=Politics+Management
Bureaucratic Politics(Iron Triangle)
Decision Making Theory
PI Model
ROF Model
ROF Model
COF Model
1890
1900
1910
1920
1930
1940
1950
1960
1970
1980
1990
Politics
&
Administration
Bureaucracy
&
Democracy
Organization
Theory
Organization
&
Management
Theory
&
Practice
Theories of Public
Organization
Dichotomy:
Dichotomy
Rejection
Accountability:
Hierarchical
Accountability
Structural
Mechanism
Legitimacy
of P.A.
Most Rational
Mode
Bounded
Rationality
Instrumental
Rationality
Democratic
Principles
Bureaucratic
Model
Public Choice
Humanistic
Approach
Generic Theory
Incrementalism
Organizational
Learning
Scientific
Approach
Within Political
Science
Logical
Positivism
Interpretive
Theory
As a Part of
Management
Theory
Critical
Social Theory
As a Profession
Wilson (1887)
• Academic Field of P.A.
• Politics-Admin. Dichotomy
Productivity
Goodnow (1900)
• Politics-Admin. Dichotomy
• Two Functions
Taylor (1912)
• Scientific Management
• The one best way
The Field of Study
Willoughby (1918)
• Executive Budgeting System
• Budget Reform
Weber (1922)
• A set of Structural Arrangement.
• Politics-Admin. Dichotomy
Budgeting Theory
Organization Theory
White (1926)
• Academic Field of P.A.
• Basis for the Study of P.A.
Follet (1926)
• Law of Situation
• Theory of Individuals
within Organization
Behaviorism
Participatory Management
• Reform
• Administrative Neutrality
• Dichotomy
• Scientific Methodologies
• Autocratic Organizational
Structures
• Rational Decision Making
Exploratory Period
• Reconciliation with Politics
Administration Science
Political Science
• Human Behavior &
Relations
• Participatory Management
• Organizational Development
Public Administration
Paradigm
Multidiscipline
• Law
• Political Science
• Sociology • Anthropology
• Psychology • Economics
• Business Administration
• Management Science
P.A. Pedagogy
• Impact of Electronic Information
• Self-Awareness in
Instructional Techniques
• Ethics Dimension
• Gender & Diversity
• Literary & Artistic Environment
Actors
• Teachers & Students
- Professional & Personal
Philosophies & Histories
New Trends
Knowledge Base
Orthodox School
Behavioral School
• Scientific Management
• Organization Theory &
Behavior
• Bureaucracy
• Comparative P.A.
Rational School
• Policy Analysis
• Management Science
Political School
• Public Programs
• State and Local Government
• Values & Public Service
Traditional Public Administration
Postmodern Public Administration
Governing for the
betterment of Society
State
Polity: Inclusiveness of
Civic Society
High Performance
Oppositional
Civil Society
Governing State
• Hierarchical relationship
• Direct, Command
• Uniformity
• Dialectical Exchanges
• Trust
Social issues
• Open
Citizen
Citizen, Lay person
Public Officials
Bureaucracy
Diverse
groups,
minority,
pluralism
Active participation
Democratic Inclusion
Corporatism
• Honest
Normative Criteria for Democratic
Deliberation (King, Feltey, Susel 1998)
• Directness
• Shared Decision
State Stability:
Selective Democracy
• Equal status
• Collaborative Discussion
Election
vote
Classic
Bureaucratic
Model
Top Level
Management
and
Administrators
“the
Bureaucracy”
Neo
Bureaucratic
Model
Institutional
Model
Conflict with Goals
and Resources
Top Level
Management
and
Administrators
“the
Bureaucracy”
Street Level
Bureaucrats
Public
Choice
Model
Citizens
Social Equity
Participation
Discretion
Redefining
Theories
Citizen
Participation
New Blood
Human
Relations
Model
1950’s
New Public
Administration
Actual
Behav.
Attitude
Conflict
Determine Policies
1960’s
1970’s
1980’s
1990’s
- Politics and P.A.
- Public v.s Private
- Bureaucracy
- Federalism
Definition
Purpose
Problem
Solving
Process
- Structure
Organization - Informal Group
Media
Social
Problems
Implementation
Policy
Political
Environment
Outcome
- Behavior
Social
Environment
Citizen
Management
Decision Making - Function
Communication
Finance
Personnel
- Budgeting
- Taxing
- Auditing
- Accounting
- Motivation
- Leadership
Academic
Environment
- Theory
Economic
Environment
Philosophy:Value(Democracy, Efficiency v.s Responsiveness, Public v.s Private…)
Definition: Purpose, Scope
Ethics: Norm(Relationship Between Ethics and Public Services)
GOVERNMENT
Legislative
Body
Executives
Offices
Input
Constituencies
Public
Agency
Direct
Services
(Output)
5
4
Coordinate
3
2
6
12
Promote
Innovation
7
Develop
People
11
10
8
1
9
Measure, Evaluate,
and Control
Measure Results
Administrative
behavior
Theory of organization
Theory of decision making
Historical & synthetic analysis
Toward profession and already satisfies
some criteria
Division
of work
Rational
actor
Orgprocess
Govpolitics
Focus
Reason of
gov
decision
Process of
procedures
of large
orgs.
Politics of
government
Unit of
analysis
Gov.
choices
Org. output
•Human nature, time, space
•Machinery
•Material handled
•Three limits
Make
democracy
work
Continuous debate about theory core, role,
identity, content
Politics-admin. Dichotomy remain
questionable in academic & practice
•From both top and bottom
Organizational
pattern
Political
resultant
•Subdivision of executive
(POSDCORP)
Concepts
•Method: organization or
intelligent singleness
•Span of control
•One master
Goals of
the nation
Strength
procedure
repertoires
Perception
motivation
position
power
Asmini-pricate dichotomy debatable with
sector blurring
After classical & behavioral school, a
science of admin.
Trend toward profession continue with
debates and paradox
Pattern of
inference
A sort of
action a type
of goal
Org. features
procedures
repertoires
Resultant of
bargaining
among
players
Ethics remains in the orientations of Weber
and Wilson, but it’s a endless enterprise
Decision
analysis
Calculating
the rational
thing
What’s the
context and
pressures
What did what
to whom
Challenge to bureaucracy quiet
revolution new PA
•Technical efficiency
Coordination
of work
Culture for
Quality Service
Communication
of SQI
Climate for
Change
Quality Program
Perceptions
Job
Satisfaction
Occupational
Alienation
Organizational
Commitment
Patient Care
Culture for
Quality Service
Quality Program
Perceptions
Climate for
Change
Communication
of SQI
Job
satisfaction
Occupational
Alienation
Organizational
Commitment
Patient Care
External
Growth
Enhancing
Effects
Internal
Growth
Enhancing
Effects
Organizational
Resources
(+)
(-)
Internal
Growth
Limiting
Effects
External
Growth
Limiting
Effects
Issue
Focus
Solution
Control
Fiscal
Unit
Legal
Unit
Content-related
Organization
Managerial
Administrative
Process-related
Extraorganization
Policy
System
Extraorganization
Classification
Resolution
Implementation
Policy
Ideas
Borderline
Cases
Sources of Ideas
•Bureaucrats
If Policy
Political
Ratification
Informal
Consultation with
Politicians
•Clients
•Vendors
Ideas for
Practice
•Experts
•Politicians
•others
Policy
Advancing
Innovations
if Innovation
Bureaucratic
Implementation
Bureaucratic
Implementation
Sharing Political
Credit
Organization as
Decision Unit
Bounded Rationality
Modes of Organizational
Influence
Cognitive limits on
rationality
1)
information
2) Organizational loyalties
Human Problem-Solving Process
3) Criterion of efficiency
4) Advice and information
5) training
True Scientific Method
Logical positivism
Principles of administration:
inconsistent, conflicting,
inapplicable
1)Distinction between fact
and value
2)The role of values
emphasized the subjective
elements of decision maker
3)Science is concerned
with facts, not values
DEVELOP PROGRAMS
MAKE POLICY
Devise Programs to
Implement Policies
Formulate Policy Based on
Best Available Knowledge
ATTRACT RESOURCES
•Recruitment and selection of
personnel
•Taxing
•Grantsmanship
ANTICIPATE CHANGE
ABSORB RESOURCES
Anticipate demographic,
economic, and political
changes
•Processing of new employees
•Buying supplies and equipment
WHAT
ABSORB MANAGE
The organization is doing
How WELL
Apply Lessons of
future activities
Evaluate
Activities
•Budgeting and financial
management
It is Doing It
•Labor relations
Current LEVEL
•Record keeping
of Activity
Environment
Situational Factors
Decisions
Decision
Maker
Input: Results
Output: Information
Technology for
Display and Use
Normative
Models
Data
Analysis
Capability
Data Bank
Expert
Systems
System Planning
Preliminary
Systems Analysis
Preliminary
Systems Design
Initial Prototype
Implementation
Evaluation
Prototyping
Implementation
Analysis
Cycle
Design
Operation and Maintenance
(Postaudit Evaluation)
Customers
Employers
•Involvement
•Q Products
•Empowerment
•Q Services
•Fair Wagers
•Fair Prices
•Pride
•Soc. Resp.
•Ethics
Quality
Management
Continuous Improvement
Funders
•Cust. Satisfaction
•Efficiency
•Effectiveness
•Fair R.O.I.
•Soc. Resp.
•Ethics
•Soc. Resp.
•Ethics
User
community
The
organization
Decision about
support and
participation
Organizational
activities
Accounting
system
Performance
assessment
Financial
disclosures
Oversight and
mentoring
2.Developing Human
Resources
Federalist
Period,1789-1800
The Jeffersonians
1801-1829
Era of the Spoils
1829-1865
Informal Organizations
Safety Needs
Personal contacts & interactions
& associated groupings of people
Psychological
Needs
Theory Y
Carrot-Stick
Approach
Establishes certain habits,
attitudes, customs, etc.
Downsizing
1990s
Creates conditions for
Formal Organizations
Theory X
Motivation
The Road to Reform
1865-1883
Social Needs
Ego Needs
Civil Service Reform
Early 20th Century
Formal Organizations
Necessary for
informal organizations
Self-Fulfillment
Example:
"Invisible Government"
Retrenchment
1980s
Reform
1970s
Accountability,
Equity & Justice
1960s
Slow Growth in Govt
1950s
Wartime and
Peacetime Needs
1940s
Objective
Factors
Assessment
Criteria
Experienced
Environment
Individual Attitudes
and Behavior
Space
Furnishings
Equipments
Illumination
Adequacy
Thermal Factors
Cleanliness
Arrangement
Acoustics
Colors
Sense of Place
Symbolic features
Surfaces
Ventilation
Fixtures
Way-finding
properties
Ergonomics
Extent of user control
Job satisfaction
LOCATION OF CONROL OVER SUBORDINATES’ ACTIVITIES
“Pure”
management
by results
Subordinate
only
Subordinate in
consultation with
superior
“Pure”
management
by objectives
Actual
mgmt. by
objectives
Actual
mgmt.
by
results
Subordinate and
superior jointly
Superior in
consultation with
subordinate
“Pure”
management of
activities
Superior only
None
None
Sup. only
Sup. in cons.
w/sub.
Sub. & sup.
jointly
Sub. in cons.
w/sup.
Sub. only
LOCATION OF CONROL OVER SUBORDINATES’ OBJECTIVES AND GOALS
PROGRAM COMPONENTS Personnel
Allocation Track
OBJECTIVES
Rational deployment of SES in
response to federal priorities
Central control of SES allocation
Improve career noncareer interface
Rank-in-person mobility
Improve program
performance
Performance Effectiveness Task
Pay-linked performance
appraisal systems
Reward good executives
dismiss incompetents
Clarify and link agency,
program and individual
performance objectives
Improve
individual
competence
motivation
performance
Improve
agency
performance
Personnel development
and certification track
Executive development programs
Controls against prohibited
personnel practices
Attract women and minorities
Attract outside talent
Certified professional qualifications
Executive recruitment and
placement systems
Eliminate prohibited
personnel practices
Increase public
confidence and
satisfaction
Companies
in Related and Unrelated
Industries
Other sources
Private sector
Party officials
Elected officials
Political appointees
in other gov’t agencies
Upper-Level
Management
#3
Middle-Level
Management
Companies in
Related Industries
#2
Workers
Colleges & Univ.
Companies in
Related Industries
Other Gov’t
Agencies
#2
Lower-Level
Management and
professionals
#1
#1
Workers
Private Sector
Public Sector
#1 Hourly or non-professional employees who reach the first level of management
#2 New or recent college graduates who reach the middle management level
#3 Middle managers who reach the upper management level
Workers
Colleges & Univ.
Other Gov’t
Agencies
Existence an Objective Condition
Perception of the Condition
Organizational
Characteristics
Definition of the Condition
Organizational
Setting
Generation of Strategies
Selection of Strategies
“Hire a Consultant”
Direct Management
Evaluation
Planned
Outcomes
Pay Consultant
Unplanned
Outcomes
Maintain
Retain
Alter
Abolish
Existence of an
Objective Condition
Leadership
•preferences
•situational
Decision Bases
Power Bases/ Sources
•Legitimate / position / coercive
•Expert
•Informational
•Referent / Connection
Policy / Decision
Making
Power Development
•Ability
•Credibility
•Goal Setting
•Buffering
•Coalition Building
•Rational Calculation
•Ethical Imperatives
•Political Desirability
•Administrative Feasibility
•System Shifts
Gaining the Power to Lead
Sources of Power
Hierarchy
(Formal Positions)
Expert Power
(Formal Positions)
Referent Power
(Individual or groups as
points of reference)
Informational Power
(Being in the know having
access to info)
Developing Power sources to the Best Advantage
Ability
Credibility
Goal Setting
Buffering
Coalition-Building
Strategies
Broad Perspective
Organizational
Flexibility
Team
Tech.
Competence
Personal
Interpersonal
sensitivity Communication
Action Orientation
Results Focus
Leadership
3.Adapting Technologies
Organizational Learning Model
(Human Relations)
Agency autonomy
Human capital investment
End user focus
(Open Systems)
Data sharing
access to public information
External focus
Cost efficiency
Internal operations focus
Security
privacy
(Internal Process)
Digital Democracy Model
Citizen participation
Internal focus
Information Security Model
Toward
Decentralization
Differentiation
(Flexibility)
Toward Centralized implementation standardization
one-stop service
Centralization
Cost Efficiency Model
Integration
(Rational Goal)
(Flexibility)
Regulatory environment
Will IT and the Internet make markets more
efficient?
Will IT and the Internet boost competition?
Individual Level
IT use to individual
transformation and
development of social
capital through virtual
communication, education,
and work.
Tax Issues
Tax or Not (tax exemption or imposing tax)
To Whom? (to sellers or to buyers)
Societal Level
Organizational Level
•Democratization/
Decentralization Theory
•Dystopian Theory
•Social Capital
•Sociotechnical Theory
Policy Issues
•Global Integrationist
Theory
•Right regulatory and
public policy
environment for the
digital economy
Information Technology and Communication
(Technology is complex and situational, as a result, information technologies are connected reciprocally
with individual behavior, organizational/ institutional arrangements, and social issues.)
Decision to Make Capital Request
(cost meets predetermined dollar threshold)
Request forms completed and submitted to
Capital Planning Committee
Technology assessment committee
Is a Technology Assessment Indicated?
Apply initial screening criteria
Criteria may include:
- high cost/high tech
- controversial
- has potentially broad (hospital wide) implication
Yes
TA
No TA
Consider Sub-Committee or Ad Hoc
(literature review/data collection)
No
Apply capital decision making process
(consider use of key question)
Apply key questions
Decision made on request
No
Decision (yes or no) to recommend
acquisition made on request
Yes
Acquisition of new technology
Overnight for implementation and evaluation
External Factors
Internal Factors
Political/ Regulatory
Environment
•Top management support
Outcome
•Partnership approach
•Selective outsourcing with a
strategic fit
IT Marketplace
•Commitment of financial and
human resources
•Relationship management
•Management capacity
Characteristics of
Technology Services
•Performance management
using service-level contracts
Performance
Complex
-Systems integrated
across different
function
Vertical
Integration
-Real one stop
shopping for citizens
-Local systems linked
to higher level
systems
-Within similar
Transaction functionalities
-Services and Forms
online
-Working database
supporting online
Catalogue transactions
-Online Presence
Simple
Technological and Organizational Complexity
Horizontal
Integration
-Catalogue
Presentation
-Downloadable
Forms
Sparse
Complete
Integration
Organizational Cooperation Problems
Design and Cognition Problems
Reliance on outside consultants
Difficulty in anticipating future
information needs
Rigidity: tech.
resources not available
for modification of
system to meet
changing needs
Inter-organizational
Intra-organizational
Collection of data not
regularly used
Net costs for data
collectors
Reliance on
shared system
may reduce
timeliness of
reports
Poor data quality
Support of two systems during start-up
Need for continuous training
Poor data quality
discourage use
Lack of use hinders
error correction
“vicious cycle”
Failure to realize potential uses
Lack of in-house resources for
special studies
Health
Department
Trade Waste
Commission
DEP
DOB
FDNY
DBS
Consumer
Affairs
City
Planning
City
Planning
DOT
DOT
Pay
Violations
Consumer
Affairs
Insurance
DBS
Business
Incentives
FDNY
Business
Taxes
DOB
Zoning
Information
DEP
Certificate of
Occupancy
Trade Waste
Commission
Food
Certificates
Garbage
Collection
Sidewalk
Seating
Building
Permits
Department of
Health
Finance
Department
Finance
Pay
Violations
Insurance
Business
Incentives
Business
Taxes
Zoning
Information
Certificate of
Occupancy
Food
Certificates
Garbage
Collection
Sidewalk
Seating
Building
Permits
E-government Efficiency
-Personnel Requirements
-Labor Relations\
-Role of Consultants (Privatization)
Bricks
And Mortar
Org posts
static info
to the web.
-Enterprise Systems
•Financial management
•Procurement
•Personnel Management
Dynamic web presence
Basic
Transactional
Communicative
Interactions Interactions
Interactions
-IT infrastructure
-Social Equity and the Digital Divide
E-governance Organizational
Transformation
-Enterprise Resource Planning
-Business Process Re-engineering
-Strategic Planning for IT and E-gov.
-Measuring e-government performance
-Citizen satisfaction and participation
E-government Effectiveness
Organizational / Cultural
Influences
IT Capacity
Intranet Sophistication
Decision-making
Technology-Centric
IT Paradigm
Citizen-Centric
PA Paradigm
Implementation
Performance of EGovernment application
Leadership styles
Explicit
Tacit
Centralized
Decentralized
Integration
Integrated
Distributed
Strategic planning process
Useful
Not Useful
Staffing
Useful
Not Useful
Evaluation & performance
measurement
Objective
Subjective
Technical
Security
Policy
Other possible outcomes:
CASE ISSUE:
Democratic Citizenship/
Participatory Democracy/
Deliberative Democracy
Citizen participation/public
engagement/civic
engagement
-Voting
-Public hearings
Does citizen
participation through
surveys necessarily
improve participatory
democracy?
Active participation
-Letter campaigns
-Protests
-Surveys/polls (i.e. E-Town
Panel)
-Volunteer/civic leader
-Technological means
THEORETICAL BASE
New Public Service (Denhardt & Denhardt)
agenda setting for organized
groups, election platforms,
citizens as consumers (public
choice theory), ignoring voices
of disenfranchised, adoption of
e-government methods
Government
Trust
Accountability
Performance
Productivity
Efficiency/
effectiveness
Transparency
Better policy
decisions
Communication
4.Building Partnerships
How citizens participate?
Public hearings (most ineffective)
Why citizens participate?
Why citizens don’t participate?
Vote
Exclusion based on social class,
systemic barriers, etc.
Surveys
-The issue
Negotiated rule making
-Systemic participation
Citizens review panel
Public deliberation
Political discussion
How to improve citizen
participation?
Empowering and educating
citizens
What is the outcome?
Effect decision-making of
administrators and
politicians
PUBIC
DELIBERATION
AUTHORITY
Re-educating administrators
Creating enabling structures
and processes
Deliberative Democracy
Broad
Citizens
Informed
Deliberative
Credibility
Authentic political inclusion
Reality
Issue
Ideal
Administrators
Efficiency
Directive
approach
Generative
approach
Reactive
approach
Adaptive
approach
Effectiveness
Solutions
Problem
Reality
Aggregation
Economy
Policy
Legitimacy
Public
deliberation
Systematic
Endogenou
s Difficulties
Ideal
Exogenous
Resource
Solution
Benign Inclusion & Passive Exclusion
(e.g. Corporatism)
→ Progressive Inclusion
Criteria for Public Deliberation
-Public
-Inclusive
-Non-Tyranny
Technocratic Form of Gov’t
Central Features of Deliberation
-Publicity
-Non-Tyranny
-Political Equality
Basic Elements of Public Deliberation
-Strategic Issue Identification
-Stakeholder Collaboration
-Generative Learning
-Executive Action
Overcoming Barriers to Authentic Participation
-Empowering and Educating Citizens
-Reeducating Administrators
-Enabling Administrative Systems and Processes
Authority Necessary to Deliberative Democracy
-Authority of Function
-Authority of Distinctive Goods
-Authority of Talk
-Authority of Voice
-Authority of Shared Futures
Large-Scale Public Deliberative Process
-Broad, Representative Participation
-Informed Public Participation
-Deliberative Participation
-Credible Results
Barriers to Participation
-nature of daily life in contemporary society
-administrative structures and processes
-current practices and techniques of participation
Democratic Process Criteria
-direct participation of amateurs in decisions
-sharing in collective decision making
-face-to-face discussion over some period of time
-participating on some basis of equality
Public Deliberation
Democratic Criteria
Pluralism
-Numbers of Groups
-Opportunity for Learning
-Access to Officials
-Means of Coercion
Direct Participation
-Numbers of Individuals
-Improved Understanding
-Resources for Participation
-Delegating Authority
Conceptualization of Public Deliberation
-discourse with other citizens
-some form of participation
-informal and unplanned exchanges
-a variety of methods of discourse
-the public nature of issues
Political Equality
Inclusive
Deliberation
Authority
Non-Tyranny
Conditions
Basis for Legitimacy
Authority
Process of Citizens
Determining their Will
Mobilization of
demos as
dangerous
Deliberation and Legitimacy
Increase the possibility of
realization of reasonable results
Attaining the
appropriate combination
depends on the situation
– dimension of time and
educative effect of repeated
deliberation
Democratic Theorists effort
to remodel politics in the
direction of making it more
deliberative ?
Democracy
Deliberation
Educative Power
Fairness of Procedure
Quality of Outcome
Congruence
Community-generating
Power
Avoid Universality and Unanimity
Deliberation as Discussion
•
•
•
•
•
Reveal private information
Lesson impact of bounded rationality
Particular mode of justifying results
Legitimate choice
Improve moral qualities of
participants
• ‘Right thing’ independent of
consequences
Material prerequisites for deliberation
are unequally distributed
•Equality in resources,
•Guarantee of equal opportunity to
articulate persuasive arguments
• Equality in epistemological authority
CCC
C
C
Govt.
Conventional participation
Pluralism
Direct participation
C
C
Govt.
CCC
C
•Agreement at large
•Input: talent, knowledge and showing up
•Outcome: consensual decision & enlightenment
Boulder as
Citizen’s
ignorance on
subject
•Limited agreement
•Input:
Citizen
talent, knowledge and showing up (elites)
organization
material resources (elites & members)
•Outcome: decision & and lessons from defeat
Rope as
Citizen
outreach
Slope as
participation
framework
Bureaucrats
Summit as
deliberation &
decision area
Civic Engagement
Approaches
Adversarial
Electoral
Information Exchange
Civil Society
Deliberative
Enhancing
Government
Trust in citizens
Citizen-Centered Collaborative
Public Management
Enhancing
Government
Legitimacy
Enhancing
Government
Responsiveness
Enhancing Citizen
Efficacy
Enhancing Citizen Trust in
Government
Enhancing Government
Competence
State
More
Exclusive
Minipublics
Publics
More
Inclusive
•Diffuse
Public Sphere
•Open,
Self-Selection
•Open, Targeted
Recruiting
•Random Selection
•Lay Stakeholders
•Professional
Stakeholders
•Elected
Representiveness
•Expert
Administrators
ACTIVE REPRESENTATION
Attitudes
REPRESENTATIVE RESULTS
Ideology
(Policy Processes)
Political partisanship
Perception of influence
Program preferences
Actions
Political/policy contacts: frequency and direction
Purposes
Goals
Issues
Time invested in policy making and public support
Agency aspirations and advocacy
Process
Acquisition of federal aid
Decisions
Choices
PASSIVE REPRESENTIVENESS
Attitudes
Social origins
Outputs
Measurement
Evaluation
Demographic and (political) culture origins
Gender
Outcomes
Race/ethnicity
Impacts
Attainments
Consequences
Education: Degree and specializations
Professionalism
Career paths
Organizational experience and tenure
Service, and Neighborhoods
Assessments of Parts of Domain
with Domain
Demographic characteristics
•Age
•Race
•Income
Satisfaction with police
response time
•Education
•Sex
Political Attitudes
Satisfaction with police
treatment of people
•Assessment of quality of local government
•efficacy
Perceived equity of police
protection
Service Delivery
•Number of arrests/number of serious crimes
•Officers dispatched
•Zone crime rates/population
Perceived equity of police
response time
•Response time
Service Experience
Perceived equity of police
treatment of police
•Contact with police
•Number of time victimized
Expectations
•Feeling of safeness
Perceived equity of
amount of crime
Satisfaction with police
protection
(-i) Disingenuous Efforts
AGENDA-SETTING CONTROL
(i) Operational
(ii) Strategic
17. Referendum
(3) Delegative
9. Internet Chat Group
19. Sponsored Lobby Group (2) Consultative
23. Survey (deliberative)
CONTROL
1. Advertising
11. Newsletter
16. PSA
26. White Paper
2. Citizen Advisory Board
4. Citizen’s Jury
5. Focus Group
6. Green Paper
8. Interactive Website
14. Public Inquiry
18. Research Panel
20. Stakeholder Forum
24. Survey (open-ended)
7. Initiative
10. Local government
DECISION - MAKING
13. Plebiscite
22. Survey (closed-ended)
25. Telepolling/televoting
3. Citizens’ Assembly
12. Participatory Budget
21. Study Circle
(iii) Normative
15. Public Meeting
(with Q&A)
(1) Informative
(-1) Disingenuous
Effort
CITIZEN LEADERSHIP QUALITY
(3) Veteran
(2) Novice
(1) Rookie
17. Referendum
13. Plebiscite
22. Survey (closed-ended)
25. Telepolling/televoting
3. Citizens’ Assembly
12. Participatory Budget
21. Study Circle
2. Citizen Advisory Board
4. Citizen’s Jury
5. Focus Group
6. Green Paper
8. Interactive Website
14. Public Inquiry
18. Research Panel
20. Stakeholder Forum
24. Survey (open-ended)
1. Advertising
11. Newsletter
16. PSA
26. White Paper
(i) Veteran
7. Initiative
10. Local government
9. Internet Chat Group
19. Sponsored Lobby Group
23. Survey (deliberative)
15. Public Meeting
(with Q&A)
(ii) Novice
STATE OFFICIAL LEADERSHIP QUALITY
(iii) Rookie
Political
participation
Public
participation in
government
Public trust in
policy making
Demographic,
ideological personal, and
institutional factors
Public
participation in
administration
Public trust in
government
Public trust in
administration
Involvement
Effectiveness
PUBLIC
TRUST
The Pinnacle
Byproduct
Foothill
Goals
The role of the administrator
has shifted which in turn may
shift administrative structures
There has been a
“generative learning” process
in which all learned from one
another
External Stakeholders
Internal Stakeholders
Authority
Authority
Facilitators
Strategic Question
Experts
Effectiveness – The solution
is one in which all
stakeholders had input and
are invested.
External Stakeholders
Developed Trust – Authority
continues to hold power,
Experts continue to hold
information, Citizens continue
to have access
Objective
(A)
Managerial
Strategy
(B)
Outcome
Exogenous
Influences
on B
Subjective
(C)
Perceived
Outcome
Exogenous
Influences
on C
(D)
Satisfaction
Exogenous
Influences
on D
(E)
Trust EVLN
Exogenous
Influences
on E
City Council
Administrative Staff
Citizenry
1 or 2 members
Majority members
1 or 2 members
Citizen Performance Team
Solicit citizen
input about
perceivable
outcomes of
public
services
Develop
performance
measures
based on
citizen input
Help
develop a
datacollection
system
Work with
officials to
use citizeninitiated
performance
measures in
decisionmaking
Assist officials
to disseminate
performance
measurement
information to
the public
Citizen survey
to reach all citizens, including the
passive, unvocal groups
Citizen phone hotline
for all citizens who are willing to call
Interactive website
for citizens who are
comfortable with using
computers
Internet chat room
for citizens with internet
access who are willing to
participate
Focus groups
with community
leaders & citizens
Citizen
Performance
Team
Public Deliberation
5 Institutional Mechanisms
4 Approaches to
Public Sector Management:
Directive
Reactive
Generative
Adaptive
Public Hearings
Initiatives
Public Surveys
Negotiated Rule Making
Participatory Analysis:
Needed for science and
technology
Citizens Review Panels
Education
Pluralism and
Direct Participation
Deliberative Democracy
Effective Participation
Remote
General
Environment Environment
Operational
Environment
Uncertainty
Political
Dispersion
Economic
Complexity
Legal
Clients
Technology
Individual and
organizational allies
and adversaries
Interorganizational
relations (statutory
and non-statutory
based)
Risk
Managerial
Structure
Authority controllers
Financial/budgetary
controllers (executive,
legislative, etc.)
Social/Cultural
Ecological
Constituencies/unions
Media*
Public interest groups
feedback
Program
Experts
Program Management and
Evaluation
Control
Needs
Assessed
(clients and
residents)
Needs defined
& services
determined
Clients
treated
Decision
& action
results
Implement
and track
treatment
Information flow
Attempted control
* Elements of the media may have more operational influence on some human service organizations than others.
Citizens of
Des Moines
Effective Communication Channel
Approval by Des
Moines Neighbors
Readable to Ordinary Citizens
- Tables with short verbal
summaries
Political Equality
Reports
Performance
Information to Public
Elected Officials
CIPA Team
City
Staff/Council
Transparency
Uploading data
into CCRS
Inclusiveness
- Encouraging Neighborhoods
- Spider Graph
- Project Marketing
IOWA State
University
Data
Analysis
Authority
Identify Important elements
of Public Service
Deliberation
-Neighborhood Meetings
- Orientation
Elected Officials
Identification of
Performance
Measures
Non-Tyranny
Use of
Technology
- Digital Surveys
- Use of handheld
computers, digital
surveys, GIS
mapping
Administrators
Administrators
Develop Data
Collection Techniques
Reflectivity
Identification of Problems
A team of 23 members
↓
•citizens nominated by
the Des Moines
Neighborhood
collection of Performance Data
•members of the council,
Analysis of Performance Data
•city staff members
↓
•representatives from
Iowa State University
Outcomes
•City management Impacts
↓
Outputs
•Political Equality
•Inclusiveness
Production of Performance Reports
↓
•Democracy Impacts
Conditions of Public
Deliberation
↓
• Associations,
Impact of Performance
Measurement System
•Transparency
•Reflectivity
•Fairness
•Deliberation
•Authority
•Non-Tyranny
Deliberation Process
Supply and Demand Strategy
Supply
Demand
Networks
Platforms
Interfaces
Utilization Infrastructure
Needs
Values
Priorities
Digital Surveys
Managerial Values
-Congruence between Organizational Goals
and Measurement Schemes
-Improvement in Quality of Decision-Making
-Problem Identification and Problem Solving
-Efficiency and Cost Savings
Designing the Project
Forming a CIPA Team
Identifying Performance Measures
Collecting
Performance Data
Analyzing
Reporting Performance Information
Democratic Values
-Effective Communication among Participants
-Civic Engagement and Education
-Accountability
Des Moines, Iowa
• 198,682 population
• 82.3% White
• 21.8% college degree
Characteristics of Participation
• Equality of participation
• Inclusiveness people from all groups
• No domination of policy venue
• Reflective community concern
Spider-graph for ensuring
fairness/representation of
citizens from all groups
• Effective communication
City-wide strategic planning
City’s problems and
12 core service areas
23 nominated
citizens
• Monthly meeting
• Training
CIPA’s
survey
Team
• City survey with uses of IT
Policy Planning
and Budgeting
• Identifying measure
• Collecting and analyzing data
City Government
• Reporting performance
information
•Civic education
•Accountability
Iowa State University
Funding & Technical
support (Fund for the
City of New York)
5.Measuring for Performance
Result
Oriented
Budgeting
Strategic
Planning
External
Monitoring
Internal
Monitoring
Values
Mission
Vision
Strategic
Measurement
Performance
Measurement
Managing for results
macro
Electoral
Characteristics
(states)
• Congress
• Senate
• Civil culture
• Performance
Performance
Performance
• Function
Measurement
Appraisal
• Role
• Objective
• Objective
• others
• Subjective
• Subjective
citizen trust
Recruitment
Image
Macro culture
Crises
Interpersonal
Trust
• knowledge base
• value base
• calculus base
Transformational
Learning
organizational
commitment
Culture
• affective
• Hierarchy
• science
• market
• transaction
Pay for
Performance
• Viable
• Not viable
Transactional
learning
• value based
• continuance
micro
Inputs
Activities
efficiency/productivity
Outputs
Effects*
effectiveness
*Effects (outcome) are nor part of the production process; they refer to the impacts on society
INPUTS
•Mission
requirement
OUTPUTS
PROCESSES
or
PROCEDURES
•Products
or
services
•Workload
•Resources
•Programs,
plans and
schedules
FEED BACK PERFORMANCE
Flexibility
Means: Cohesion; Morale
Means: Flexibility; Readiness
Ends: Human Resource Development
Ends: Growth; Resource Acquisition
People
Output Quality
Means: Information Management
Organization
Means: Planning; Goal Setting
Ends: Stability; Control
Ends: Productivity; Efficiency
Control
STRUCTURE
Flexibility
Flexibility/
adaptation
+.40
Value of
human resources
Morale
Growth
Readiness
Training and
development
emphasis
Utilization of
environment
+.20
Conflict/cohesion
Quality
FOCUS
Organization
People
-.40
-.20
+.20
Planning and
goal setting
Information management
and communication
Control
-.20
Means
Productivity
Stability
Ends
Efficiency
-.40
Control
+.40
Vital Few
Policymakers
and the Public
USE: Accountability
Agency & Program Managers
USE: Align Strategic Management Systems
Program Managers and Staff
USE: Continuous Program Improvement
Comprehensive
Performance Measurement
Accountability
Citizen Surveys
Reliable &
Accurate
Transparency, Learning,
Appraising, Sanctioning
Participation &
Engagement
Audits create
safeguard
Auditing the accuracy of
Performance Data used to
create PM
5 Strategies:
Tolerating competing product def.
Banning a monopoly on producing fig’s
Limit functions/forums of PM
Limit products subjected to PM
Use process & product perspective
If PM not accountable
then…
Efficiency &
Effectiveness
Negative information, language
reporting has negative impact
OR…
Success for PM
Lon
g
Ter
m
Go
al
Top-down Performance
Measurement
Long Term Goals
Lon
g
Ter
m
Go
al
Long
Term
Goal
Standardized Performance Measurement
2014
G
2012
Social Security
Administration
2010
G
Health and
Human
Services
Department
of Homeland
Security
G
Different measurements
G
2008
G
G
M
M
M
Election
Election
2006
G
G
G
G
Measures increase short term
production
Fit
Measuremen
t Here
Standardization may increase efficiency for decision
makers but it stifles the ability administrators
Election
Administrative reforms reflect
political values not technocratic
solutions
Responsiveness
Accountability
Achievements
Local Media
Computer Database
Organization &
Dissemination
Tools
Technology
Citizen
Participation
Surveys
Education
Enlist
Community
Members
Advisory
Group
Collect Data
Citizen Involvement
Measure Performance
Decision Making
• Future Demand
• Performance Targets
• Adjust Allocations if Required
Establish goals and measure results.
Estimate and justify resource requirements.
Reallocate resources.
Develop organization-improvement strategies.
Motivate employees to improve performance.
Control operations.
Predict periods of work overload or underload.
Develop more sophisticated capacities for measurement.
Internal Audit
Department
Evaluating Results
• Performance Audit
• Employee Evaluations
• Resources Consumed
• Citizen Survey & Input
External Audit
Groups
Providing meaningful and useable
information
To gain a greater understanding of
processes and programs,
To test for data accuracy, reliability,
and comparability.
Planning for Results
• Vision & Mission
• Strategic - Goals
• Operational - Objectives
• Family of Measures per Program
• Employee Performance Plans
Citizens
Businesses
The media
Interest groups
Budgeting for Results
• Demand for Services
• Performance Budget
• Resource Allocation
Performance assessment experiments
Citizen surveys
Performance-reporting standards
Reporting Result
• Data Verified
• Actuals vs. Forecasts
• Baselines & Benchmarks
• All Customers Included
A control of complex network of self-controlling human being is ill–understood and delivering unintended results (Smith 1995, 280)
Assessing the performance of
the performance measurement
Unanticipated results (Smith 1995)
• Tunnel vision
• Sub-optimization
• Myopia
• Measure Fixation
• Misrepresentation
• Misinterpretation
• Gaming
• Ossification
Future goals: longterm Improvement of
gov’t performance
System / Design of Measure Aspect
• Balanced - Multiple measurements
• Long-term attention
The processes of Performance Measurement [PM]
• Total performance measurement
(Triangulation)
• Contingent, Flexible to situation
• Constant review of the system and data
Citizens
Collaborations
Communication Government
Trust
Human Resource Aspect
• Professionalism
• Active performance-Leadership
• Information and education
• Sufficient staff training
Challenges
• Disinterested
Challenges
• Involve staff at all levels
• Limited personal concerns
• Annoyed
Institutional Aspect
• Protecting personal interest
rather than community
• Disinterested
• Time consuming
• Political institution control
• Centralized / Decentralized structure
Performance Measurement Systems and Targets
by Internal Agencies
Will it be bad for my
Organization?
Auditing
If uncertain, Research has found a
Participatory Approach Works Best
Increases ability to change benchmarks
As conditions evolve over time
Good Idea But…
Practices?
Funding?
Allowing people being measured helped
Alleviate uncertainty and fear of system
Who is going to pay for this?
What is the appropriate way to
Conduct the Audit?
Tight Budgetary Situation
GASB Standards
Maricopa County Standards
Researching possible national
Outcome reporting
Citizen-Taxpayer
Business
Already tried and tested
Perhaps in return for
May be more appropriate for a wider audience implementing
More business-like
Service, Efforts, and Accomplishments
practices
Internal Managers /
Administrators
Allows them to gauge
management and
operations
Performance Measurement
Elected Officials
Allows them to maintain
oversight of
administrative
departments
Who uses it?
Why is it used?
Citizens
To give managers a better
idea of what their
departments are doing and
are capable of doing
Senior Internal Managers /
Administrators
Problems Can Arise
Why?
Either way, helps administrators:
1. Set goals, expectations, strategies
2. Identify problems and solutions
To allow senior management
to impose their own priorities
on middle and lower level
management
1.Conflicting Priorities
2. Measurement
Interpretation
Allows them to
monitor departmental
performance
Assists in the
disbursal of resources
Unclear / Misunderstood
Inappropriate for
the information
that’s really
needed
Phase 1
Phase 2
Operations
review
Operations
list
Methods
improvements
continuing
Phase 4
Phase 3
Activity
measurement
Personnel
Budgeting
Time/volume data
Staffing
calculation
factor
summary
Annual
budget
process
Budget worksheet
Phase 5
Monthly
Reporting
Production reports
manhour performance
unit costs
continuing
Plan Objective
Plan Involvement
Plan Process
Plan Analysis and Improvement
Winston-Salem, NC
Catalysts
Improvement
of Public
Performance
120 selfselected
volunteers
Board of Aldermen
CERC: effectiveness
and efficiency reviews
7 review teams
-Equality in participation
-Inclusive most citizens
-Close discussion
332 observations and
308 recommendations
Impacts/ Improvement
Transparency, Efficiency, HR, Prevention,
Technology, Civic education, B/C Analysis
Long-term, Information utilization,
Work Reorganization, Coordination
Efficiency,
Effectiveness, Use of
IT, Reflect community
needs
Systematic and
thoughtful
evaluation of PM
City Government
Public officials
Data sharing, Analyzing, Feedbacks, Benchmarking
Dayton, OH
Mobilize performance improvement of city gov’t
Improvement
in QOL of citizens
Dayton
Priority Board
Center for Business
Economic Research:
CBER
QL Indicators
40-50 --> 15-20
Education, Housing,
Security, Neighborhood
appearance, Park and
Recreation
Data collection
& analysis
Public
Reports
Interest
Collaboration
Feedback
Communication
City Government
Forced
Improvements
Performance Measurement
PM Impact
PM as a Process → Contingent Nature
Legislature-to-administration communication
Citizen interest in PM communication
Goal specification
Problem identification
Inter-department coordination
Restaffing
Restructuring
Resource allocation
Dual Potentialities
-Controlling by holding employees accountable
-Empowering by giving them discretion
Unintended Consequences
-Tunnel Vision
-Suboptimization
-Myopia
-Measure Fixation
-Misrepresentation
-Misinterpretation
-Gaming
-Ossification
Performance Paradox
“incongruence between reported
Performance Indicators and
actual performance itself”
Barriers to PM
Practical, Political, Managerial,
Psychological Explanations
Positive Effects
-transparency
-incentive for output
-accountability
What to Measure
How to Measure
Strategies
Auditing Performance Data
-tolerance for a variety of product definitions
-a ban on a monopoly on meaning giving
-reducing functions and forums
-a strategic selection of products
-managing the competing “product approach”
and “process approach”
↓
-reserved use, space and trust
-rules of the game
-complexity of process
-organizational changes
-interpretation of measures
-reporting capabilities
-functional boundaries
Citizen-Driven Gov’t Performance
Use of Citizen Surveys
Performance Reporting
Political
Technical
Citizen Participation
Methodological Rigidity
Perceptions of Usefulness and Satisfaction
Negative Effects
-game playing
-internal bureaucracy
-obstacle to innovations
-obstacle to ambitions
-evasion of complexity
-obstacle to system
responsibility
-obstacle to
good performance
Leadership
Resources
(Financial, HR, IT)
Use
Planning for
results
Decision
making
Design
Unintended
Consequences
Evaluating
results
Budgeting for
results
• Congruent with organization
strategic plan
• Customized to the local context
• Meaningful & balanced measures
• Appropriate data collection
procedures
• Regularly audit and review
Reporting
the measurement
Organization
Performance
Improvement
results
Participating for
results
Civic
Engagement and
Communication
Staff Training
and Education
Supporting structures
Stakeholders
-politicians, managers, funders,
providers, purchasers, and
consumers
Purposes
policy
implementation
Test scores
Crime report
Creaming
Internal
practical
political
PM
managerial
External
psychological fear of
consequences
Performance
Leadership
Unintended
Consequences of
measuring outcomes
Self-Interested Thinking
Societal Thinking
Cost
Quality
Performance/resources
Learning cycles
accountability
satisfaction
measurement
Unintended Consequences of
measuring customer satisfaction
Strategic
Objectives
Outcomes Goals
Output Goals
Program/Org. Units
Resources ($$, FTE, Capital)
Long-term
outcomes
Improved program quality, responsiveness,
and effectiveness
Intermediate
outcomes
Better management of programs and public organizations;
more informed fiscal allocation decisions
Initial
outcomes
Changed/improved communication among program/
agency staff and with external stakeholders and
policymakers
Outputs
Activities
Communication of performance information about
programs and activities
Performance measurement development and integration
into existing and new decision processes and systems
Role of the Public
Provide input to selection
and development of goals
System Components
Accountability Functions
State Goals
Inform the public; align
agency plans and programs
Provide input to indicator
selection and development;
use data for advocacy and
other purposes
Social Indicators
Provide input to strategic
goals and objectives
State Agency
Strategic Plans
Inform agency decisions
about programs portfolio and
resource allocation
Agency Performance
Measures
Inform agency decisions
about program improvement
and support
Provide input to
measurement development;
use indicator data in public
discussion
Inform program selection
and evaluation design; use
results in public discussions
Program Evaluation
Inform the public, policymakers,
and other decision-makers about
societal trends in the context of
the state goals
Inform decision about
program implementation and
funding
Organizational
Climate
Feedback
•Organizational
environment
Feedback
•Organizational
communication
Organizational
Culture
•Organization
structure
•Employee role
conflict
•Supervisory
support
•Technology
•Role clarity
•Social support
and interaction
Feedback
Organizational
Policies
•Training/
development
process
•Reward
systems
Organizational
Performance
Outcomes
Organizational
Readiness for
Change
•Employee job
satisfaction
•TQM
philosophy
•Employee job
performance
Feedback
City Strategic Plan
Goals
Departmental
Strategic Plans
Departmental
Measures
Strategies
Objectives
(Goals)
Indicators
Action Items
Strategies
Outcomes
Measures
Services
(Programs)
Outputs &
Activity Costs
Input
Resources
Throughput
Operations
Output of
Goods and
Services
MATCH
EFFICIENCY
Standards for
Goods and
Services
EFFECTIVENESS
1. Comprehensive
Plan
2. Standards for
Service
Workforce
Equipment & Materials
Quality
Facilities
Cost
Financing
Scope
Political Objectives
Financial Data
4. Corrective Action
3. Monitoring
+ Resource Reallocation
+ Reorganization
+ Fund Balances
+ Operating Costs &
Expenditures
+ Sub Contract Costs
+Changes in Operations
Methods Procedures
Standards
Productivity
Data
+Performance
+ Workforce levels
+Earned Hours
+ Efficiency
+ Quality
START
Decision and
Commitment to
implement PMS
•Impacts
Problem Analysis
and Definition
•Problem
•Causes
•Goals
•Objectives
Development of
the System
Program Definition
Measurement
Definition
•Activities
•Organizations
•Goal-Related
•Trend measures of
magnitude, severity, nature
of problem
•Objective-Related
•Resources workload
Outputs/Results
Reporting and
Operational Use
Program Plans
Program Execution
•Targets
•Variances
•Report Preparation &
Distribution
•Analysis & Evaluation
Changes/
Reprogramming
•Management Review
•Management Decision-
Daily
Crew
Log
Weekly
Count
Sheet
Production
Report
(crew report)
Weekly
Leave &
Absence
Report
Reports
Daily Crew Log
Weekly Count Sheet (crew report)
Leave & Absence Report
Manpower Utilization Report
Production Report
Manpower
Utilization
Report
Data Sources
Work Done in Field
Daily Crew Log
Daily Attendance Record
Weekly Count Sheets
Context:
(1) Political values
(2) Forces of political interest groups/communities
(3) Institutional structure
(4) Decision making modes
Improve performance
(5) Preferences of public officials
of public organization/program
Implementation
Design/strategies of
performance system
Purposes:
Evaluate, Control, Budget,
Motivate, Promote, Celebrate,
Learn
Natures of work:
•Service delivery/production
•Regulation
•Financing/Funding
1.
Coverage: Input,
output, outcome
citizen satisfaction
2.
Meaningful
standard/baseline
1.
Data collection
(comprehensiveness,
timeliness, costless)
2.
Resources (finance,
HR, Organization
capability)
[…Performance
measurement is not
an end in itself…]
One size does NOT fit all and
multiple sets of measure
Core Outcomes
of Agency
Defined
Management
Applications
Agency Outcome
Indicators
Strategic
Priorities &
Planning
Impact
Measures
Benchmarking
& Best Practice
Risk-based
Targeting
Tools
Maximising
Benefits from
Intervention Mix
Linked Outcome
Measures
Business
Process Design
Identify Core
Outcomes
Define in
Measurable
Terms
Measure as
Outcome
Indicators
Identify Areas
For Change
Strategy Formulation
Cost
Effectiveness
Analysis
Impact
Measurement
Framework
Optimising
Performance
Design &
Deliver
Interventions
Ex
Ante
Prioritise
Intervention
Options
Define / Refine
Intervention
Logic
Identify
Intervention
Options
Define/refine
Department
Mission
Discuss/Review
Internal/External
Factors
Departmental
Key Objectives
Roles of Programs
Strategy
Activities of
Programs
Performance
Measures
Development of the
Mission
Environmental Scan
Why do you exist?
-- Mandates
-- Policy Agendas
Major effects on the organization’s
capacity to most effectively pursue
its mission
Development of Key
Objectives
Describes what the agency
needs/wants to do stated in the
form of outcomes
Development of
Strategic Initiatives
How do you accomplish the key
objectives? What strategies should
be employed?
Activities
Monitoring/Evaluation
Activities constitute the strategies for
accomplishment of key objectives.
Multiple programs.
Progress towards key objectives.
Plan implementation phases.
Evaluation process
Performance Planning
•Targeting outcomes
•Determining resources
•Setting priorities
•Establishing standards
Performance
Monitoring
Performance Prediction and
Development
•Analyzing performance
•Improving performance
Performance-Based
Decision Making
•Developing potential
•Organization and
program related
•Predicting future performance
•Performance related
Performance Reinforcement
•Determining and applying incentives
•Tracking progress
•Performance feedback
•Making adjustments
Performance Appraisal
•Comparing performance
against expectations
•Determining levels of
performance reached
•Performance feedback
Impacts Assessment
Input:
Resources
Implementation
Monitoring
Processes
Outputs
Input:
Demands
Productivity Monitoring
Short-run
Impacts
Performance Monitoring
Long-run
Impacts
Intervention Activity
Organizational Work Setting
Organization
arrangements
Social
Factors
Physical Setting
Technology
Individual Behavior
Organizational Outcomes
Organizational
Performance
Individual
Performance
Organizational
Changes
Complexity of
the Process
Incentive
for Output
Transparenc
y
Accountability
Punish Good
Performance
Internal
Bureaucracy
Blocks
Innovation
Game Playing
Interpretation of
Measures
Auditing Performance
Measurement Data
Functional
Process
Reporting
Capabilities
Outcome-oriented Indicators
Broader Understanding
of Efficiency
Link Between
Output & Outcome
Public
Performance
Measurement
Professionals
NCPP Guidelines
System
Responsibility
Blocks
Ambition
Public Productivity Measurement
Diseases & Cures
- Optimal Measure to minimize dysfunctional
effects & maximize functional effects
Measures & Indicators Select
Outcome
Set Performance Targets
Effectiveness
Levels of
Citizen Participation
Empower
Monitor Results
Output
Administrators
Report Performance
Outcome Indicators
Efficiency
Collaborate
Involve
Consult
Inform
Representative Democracy
6.Improving Public
Productivity
Motivational
Skill
Human
Systems
&
Controls
Productivity
Causal
Factors
Quantity
Product
Quality
Process
Technology
Managing for quality
Developing human resources
Adapting technologies
Building partnerships
Measuring for performance
Resource inputs
(money, labor, energy,
etc)
Internal Capacities
Outputs (services)
Outcomes (Impacts)
Subjective/
personal
Objective/
empirical
Feedback Re: budgetmanagement decisions
Legislative/chief executive/
corporate/media/
citizen judgments
Managing for quality
Top Management Support
Employee Employment and Teamwork
Customer Focus
Measurement and Analysis
Long-Term Strategic Planning
Quality Assurance
Employee Training and Recognition
Developing human resources
Recruitment the Best and Brightest Building Services by Building Teams
Providing systematic Training
Providing Employee Assistance
Recognizing Diversity
Balancing Employee and Organizational
Needs
Adapting technologies
Providing Open Access to Data
Automation for Enhanced Productivity
Delivering on the Public’s Demands
Cost-Effective Applications
Cross-Cutting Techniques
Building partnerships
Community Partnerships –Citizens and
Volunteers Public Sector Partners
Private Sector Partners
Not-for-Profit Partners
Measuring for performance
Establishing Goals and Measuring Results
Estimating and Justifying Resource Requirements
Reallocating Resources
Developing Organization Improvements Strategies
Motivating Employee to Improve Performance
Resource inputs (money,
labor, energy, etc)
Internal Capacities
Outputs (services)
Outcomes (Impacts)
Subjective/
personal
Feedback Re: budgetmanagement decisions
Objective/
empirical
Legislative/chief executive/ corporate/media/
citizen judgments
Productivity Investments
Build government
agency productivity
and management
capacity
Spending as Usual
Develop and
implement
operations
improvement
projects to
improve agency
productivity
Agency
Performance and
Agency costs
Feedback
Asses improvement and investment needs and constraints;
Community-based performance measurement and reporting for:
agencies’ service effectiveness and efficiency; community, customer, or clients needs;
Manager and employee capacity-building needs defined;
Monitoring and forecasting revenues and expenditures;
Assessment based on dynamic models of reality;
Improvement sought based on shared community vision and goals
EXTERNAL FORCES
PRODUCTIVITY ACTIONS
•Increased demand for services by citizens
•Develop formal productivity programs
•Jurisdiction experiencing financial stress
•Update professional talent and skills
•Population decline
•Set goals and standards for operations
•Reduced business activity
•Reorganize functions
•Political cultural limiting options
INTERNAL ACTIONS
Strategies
Coordinative/Operational
•Limit union demands
•Use advanced technology
•Cut human services
•Implement stricter accounting procedures
•Cut police and fire services
•Contract out for service delivery
•Reduce capital expenditures
•Implement program budgeting
•Increase taxes
•Prepare studies documenting problems
and needs
•Institute across-the-board cuts
•Make dramatic cuts
•Cooperate with other jurisdictions to bring
pressure
Dimensions
I. Informational
Constants
Demands for Productivity
Productivity
Improvement
Local Technological Adaptations
Technology Transfer
Capital Underfunding
National Priorities
III. Technological
II. Social
Public Sector
Cultural Differences
Structures, Systems
and Controls
Management and
Workforce Training
ActionsMeasurement of Performance
Bureaucratic Pathologies
Procedural Rigidity and Irregularity
Opportunities Information Sharing
Management-Workforce
Cooperation
Public Management Scope
Misperceptions
Motivational
Incentives
IV. Managerial
Problems
•Reallocate manpower
•Change work schedules
•Combine tasks or
functions
•Automate process
•Improve dispatching
procedures
•Revise deployment
practices
•Reduce crew size
Sufficient work not
available or workloads unbalanced
Response or
processing time too
slow
•Adopt project
management techniques
Excessive manual
effort required
•Mechanize repetitive tasks
•Improve inventory
control system
•Improve
distribution system
•Improve equipment
maintenance
•Reevaluate equipment
requirements
Lack of equipment
or materials
Self-imposed idle
time or slow work
pace
Too much time
spent on nonproductive activities
•Train supervisors
•Use performance standards
•Schedule more work
•Reduce excessive travel time
•Reevaluate job description and task assignments
Inputs
Inputs
Efficiency
Effectiveness
Tract Logic
Results
=
Outputs
Production Process
Productivity
Efficiency
Production Process
Productivity
Direct Results Programs
Indirect Results Programs
Results
Outputs
•Drop in employees’
efficiency
•Increase in nonproductive
time for training
•Phase-in of new facilities
•Increased efficiency of
personnel
•Acquisition of skilled
personnel
•Job enrichment – job
restructuring
•Reorganization
•Lag in workforce
adjustments
•Improvement through
capital investment
•Outmoded facilities
•Automation
•Uneconomic contraction
•Procedures simplifications
•Organization improvement
•More complex adp
requirements
•Affirmative improvement
program
•Rapid drop in military forces
•Increase in output complexity
•Quality increase
•Change in character of work
•Workload increases
•Workload stability
•Workload predictability
•Workload in complexity
•Workload in quality
What Has Caused Productivity Improvement ?
Workload Factors Management Factors Human Factors
•Loss of skilled employees
Human Factors Management Factors Workload Factors
What Has Caused Productivity Declines ?
•High Turnover
Input (Environmental factors)
Process (Internal factors)
Output
Demand for citizen participation
Demand for existing services
Public opinion
Community involvement
Political pressures and legitimacy
Budget constraints/laws
Cooperative among agencies
Top management commitment
Committed people at all levels
Employee training
Performance measurements
Managing for quality
Technology/structural change
Feedback
Productivity
improvement
Random Variations
Economic
Inputs
Public Technological
Process
Public Service
Outputs
Adjustment in Inputs
(+ or -)
Control
Resources
Planned
Outputs
Actual Output
which might Differ from
Planned Outputs
Objective
Factors
Assessment
Criteria
Experienced
Environment
Individual Attitudes
and Behavior
Organizational
Outcomes
Space
Furnishings
Adequacy
Equipments
Illumination
Thermal Factors
Cleanliness
Arrangement
Acoustics
Sense of Place
Colors
Surfaces
Symbolic features
Ventilation
Fixtures
Way-finding
properties
Ergonomics
Extent of user control
Satisfaction &
Productivity
Performance
The degree to which the individual
and the organization have clearly
thought out their own expectations
toward giving and receiving
Job satisfaction
Matches
Low amount decreases
High amount increases
The amount of open discussion of
expectations initiated by the
organization, the individual, or both
The degree to which the individual
understands the organization’s
expectations and vice versa
The number of
matches in the
psychological contract
More
matches
increase
Less
matches
decrease
The individual’s productivity
The length of time the
individual stays with the
organization
Social and Economic
Multiple Motivational Approach
to
Motivate ALL Factors of Production
Employee, Dept., Taxpayer
Saving-Sharing
Workers’ Trusts
Unified
Cooperative Organizations
Which can be achieved
in government through
High Synergy Organization
1.Goal setting
(social and economic)
2. Feedback
3. Participation
(social, psychological,
and economic)
Fiscal Year
Management
Reviews
Schedule and Conduct Management Reviews
Identify Possible
Management
Improvement Actions
Recycle
Annual
Management
Improvement
Cycle
Assess Improvement
Result
Compare Performance
and Initiative Corrective
Action
Select Management
Improvement Actions
Formulate Improvement
Goals and Performance
Indicators
Initiate Management
improvement Actions
Stage 3:
Learning to Expand
Transition
Learning to be Efficient
Transition
Initiation
High
Learning to be Effective
Low
Performance
Stage 2:
Time
Maturity
Stage 1:
(3)
Highly
Routinized
Disappearance Stage
Displaced
Practice
(if relevant)
•Governance rules change
•Internal and permanent practioner
training
•Promotion of personnel
(2)
Expansion Stage
•Turnover of Key personnel
•Attainment of widespread use
•Equipment turnover
•Transition of local budgetary support
•Appropriate organizational status
•Stable arrangement for maintenance
and supplies
(1)
•Personnel classification
Improvisation Stage
No passages or cycles
achieved
•Top agency officials continue to
allocate resources
•Coordinator works directly on
organizational changes
•Innovation is operational
•Support by innovator
Marginally
Routinized
•Decision to adopt
Time
•Innovation is applied to core
practices
•Practioners gain direct experience
with innovation
•Public (if aware) identifies
innovation as part of standard
practice
•Other jurisdictions become users of
innovation (and may purchase
service)
•Old practice are discontinued
•Practioners derive clear benefits
and fully support innovation