Advanced Performance Management

Government Performance Manager Career Path: What it takes to lead performance improvement initiatives

• Landscape: Update on the latest trends and mandates in government performance management
• Opportunities: What roles do performance managers play in government?
• Advancement: How do you position yourself for one of these roles?

• Skills Development: What key skills do you need to be a performance manager?
• The Community: How you can network with other performance improvement leads in government to access lessons and best practices
• Exercise: Participants will introduce themselves, and their work experience, and discuss a performance improvement
  the initiative currently going on within their government organization or one they would like to see launched.
• Participants will be asked to apply concepts learned during the course to their cases.

The Five Major Barriers to Strategy Execution in Government

Assessing Your Starting Point: The Government Performance Management Maturity Model

• Conducting a comprehensive assessment of
  your government organization’s current use of performance management concepts
• Identifying weaknesses in the current approach to performance management
• Tailoring your approach to performance management to build the capacities lacking within your government organization

Defining the Scope of Your Performance Management Initiative

• Selecting Your Targets: Identify performance improvement opportunities and cross-walk to external mandates or internal leadership policy goals
• Project Management Fundamentals for Performance Improvement Initiatives
• Managing and scheduling kickoffs, working sessions, review points, and more
• Resourcing your initiative: understanding your own budgetary and resource constraints

Identifying and Developing Your Performance Improvement Team

• Policy Leaders: The core group of leaders responsible for setting overall direction, approving lower-level plans, and determining the approach to and success of the  implementation management program
• Planning Process Leader (PPL): The individual responsible for developing and managing the planning schedule, coaching individual teams and team leaders, and integrating final results into integrated implementation plans
• Planning Unit Team Leaders: Individuals responsible for creating a team and performing the work associated with
  Situation Assessments and Action Plans
  Primary Planning Unit Team Leaders
• Issue-Unit and Cross-Unit Team Leaders
  Other Team Leaders

RF AIM: Gaining Senior-Level Leadership Buy-In

• Identify alignment opportunities between performance management and political, legislative, or Administration priorities
• Looking for external supporters – stakeholders, program partners, media, legislative leaders
• Making the pitch – and the importance of putting a price
  tag on leadership saying “yes”

RF AIM: Strategy Development and Situation Assessments

• Unit overview of primary activities, deliverables, customer focus, size
• Stakeholder analysis: whose interests are served and how well
• Trend analysis of size and key operational measures
• Values Analysis of customer and stakeholder values
• Cost analysis for status quo
• Competitive benchmarks for performance comparisons and important developments
• External factor analysis and their potential implications
• SWOT summary

RF AIM: Using “Performance Analytics” to Select the Right Performance Measures

• 1 key criteria for effective performance measurement systems
• Mapping all performance measures using the Logic Model
• Activating only the vital few performance measures for actual use
• Developing your measurement approach – the fewer the better
• Setting up your own Measurement and Data Analytics function that drives the need for an initiative
  

RF  ALIGN: Cascade Goals, Initiatives, and Measures into Action Plans for Each Major Program

• Program Alignment: Using the Requirements to Results approach to align program activities to new goals, strategies, and measures
• Management Function Alignment: Identifying ways to harness existing management initiatives to integrate with
  your performance management initiative
• Cross-Cutting Initiatives: Identify performance goals and measures that require inter-governmental collaboration and
  facilitating the buy-in process for those

RF ALIGN: Management Function Alignment: Identifying ways to harness existing management initiatives to integrate with your performance management initiative

• Human Resources/Workforce Management
• Financial Management/Budget
• Enterprise Risk Management
• Information Technology/Digital
• Open Government/Transparency
• Customer Service/Process Improvement
• Legislative Affairs/Government Affairs
• Regulatory Management
• Acquisition and Contracting

RF ALIGN: Dealing with Cross-Cutting Performance Goals

• Coordinating performance across programs within your organization
• Coordinating performance across programs across the government
• Coordinating performance across levels of government (federal, state, local)

RF ALIGN: Internal Communications Plan and Change Management Approach

• Develop and roll out an internal Strategy Communications Plan
• Clear expectations for Progress Reporting: what, who, when how
• Clear expectations for Progress Reviews: who, what, inputs, agenda, outputs
• Approach for tracking decisions and responses
• Keeping it all in the right place: Strategic Plan, Performance Plan, Performance Report, Budget
• Justification, Open Data portal, internal data portal, etc.
• Develop and implement needed Reinforcing Mechanisms
  1. Results Management PRO to track, analyze, and report
  progress
  2. Needed data integration plan, systems, and report development
  3. Required key personnel additions
  4. Required training initiatives
  5. Performance evaluation and incentive systems adjustments
  6. Recognition programs
  7. Shared learning approach

RF ACHIEVE: Driving the Achievement of
Performance Goal

• Data-Driven Performance Reviews: Facilitating a process for analyzing and using performance information internally to drive improvements
• Performance Analysis: Selecting programs and initiatives for advanced program evaluation, data analytics, performance auditing, benchmarking, etc.
• Post-Planning Adjustments to the Team: Evolving your team members and roles based on capability and interest 

RF ACHIEVE: Agile Performance Management
Techniques to Evolve Your Measures and
Initiatives

• Adjusting Measures and Targets: Identifying which measures are actually being used, provide the most meaningful information, drive the most change, etc.
• Refining Initiatives: Identifying which performance strategies are working, which are not. Prioritizing based on ROI,
  launching new initiatives, etc

RF ACHIEVE: Communicating Your
Performance Story

• Going beyond your Performance Report to make your successes known
• Outreach to media, legislative leaders, stakeholders, and program partners
• Developing your external communications plan