1	Implementing the Government Performance Logic Model™ Achieving Performance Management in Government Agencies
2	Contact Information The Performance Institute 1515 North Courthouse Road, Suite 600 Arlington, VA 22201 703-894-0481; FAX: 703-894-0482 E-Mail: [email protected] This Slide Presentation is Copyrighted, 2002, All Rights Reserved.
3	The Performance Institute MISSION The Performance Institute is a private think tank that serves as the nation’s leading authority and repository on performance-based management practices for government and non-profit organizations. Our mission is to identify, study and disseminate the leading management innovations pioneered by “best-in-class” organizations. Through its national conferences on pressing issues, interactive executive training programs, best practice research and strategic consulting services, the Institute provides cutting-edge expertise in the design, implementation and evaluation of strategies to solve operational challenges and enhance organizational performance.
4	How The Institute Works CONFERENCES National Issue Summits to Explore Emerging Challenges and Share Best Practices TRAINING Methodology-based, Hands-on Training Courses on Every Facet of Government and Non-Profit Management RESEARCH Best Practice Reports, White Papers, e-Newsletters and Performance Measurement Databases CONSULTING Group or Agency-Specific Consulting Projects on an As-Needed Basis (Emphasis on Capacity-Building and Facilitation)
5	Common Complaints by Government Managers and their Staff “Congress is politicizing my program and doesn’t ‘get’ the reality of the challenges I face.” “Politicals are here for 18 months; my job is to minimize the potential damage they can do.” “Another cut…5% across the board.” “I can’t fire the problem employees.” “The SES performance plans are shams.” “Another A-76 Study? That will do wonders for employee relations!” “These measures are draining valuable resources and are a data burden.”
6	President’s Management Agenda Performance Budgeting Citizen-Centered e-Government Improved Financial Management Human Capital Planning/De-Layering Competitive Sourcing All 5 Goals are Inter-Related. PERFORMANCE is the Common Thread.
7	The Challenge of Performance Management in Government Or..why is it so hard to manage change in government agencies?
8	Government is Different No Existing “P&L System” for Government No Darwinian Environments in Government Without a bottom-line and without competitive forces…program structures and approaches stagnate…and problems grow. Poor performers get rewarded. Before fundamental change can occur in government, we have to have get a bottom-line and a competitive system.
9	The Bureaucratic Mindset “Who worries about results? Nobody seems to care as long as we spend the money.” --A Federal Manager June 1997 meeting on Results Act
10	The Performance Mindset “Managing for Results” “What gets measured, gets done.” --Peter Drucker
11	Lessons Learned: Pitfalls Too Many Measures Wrong Kinds of Measures Too process and activity oriented No clearly defined “Logic Model” No measures of strategy Few measures of end outcome Dumbing-down of Measures Measuring only the things you can count rather than things that are strategically important Cultural Resistance to Outcome-Focus We are accountable for delivering our outputs and justifying our strategies/intermediate outcomes. We are responsible for our end outcomes. INEVITABLY…some may resist even assuming some responsibility for outcomes. If not us, then whom?
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14	LEARNING POINT If you want true change to succeed in government, you have to measure it!
15	The Logic Model Approach An Integrated System for Strategic Management and Performance Measurement in Government
16	What is a Logic Model? A Logical Chain that Links Events and Provides a Blueprint for Mission Achievement A graphic representation that illustrates the rationale behind a program Depicts causal relationships among activities, strategies, and end results Contains goals and performance measures for each phase of a program’s life cycle Integrates various program activities into a cohesive whole Is a vehicle for dialogue, planning, program management and evaluation
17	Government Performance Logic Model™
18	Government Performance Logic Model™
19	Origins of the Logic Model Early Adopters Behavioral Psychology Private Sector Advertising Executives Evaluation Community Current Adopters Non-Profit Community Public Sector Agencies
20	Why the Logic Model Approach Works It’s Designed By Government Managers for Government Managers
21	Benefits of the Logic Model Approach Outcome-oriented: Establishes responsibility for end-outcomes that we influence Policy-relevant: Uses intermediate outcomes to identify steps…and measure progress…towards achieving end outcomes Strategic Management: Communicating priorities and strategies to achieve priority outcomes Strategic Measurement: Measuring what is strategically important, rather than what is easily measured
22	Benefits of the Logic Model Approach (Continued) Program Integration: Tracks and coordinates the contributions of multiple programs, bureaus, agencies, levels of government, and sectors of society (non-profits, for-profits, etc.) Systems Integration: Allows for the comprehensive integration of different elements of the management agenda, such as IT, acquisition, human resources, etc. Accountability: Links program goals to individual achievement and vendor/contractor performance
23	Definitions of Key Terms, with example measures for a job training program
24	Government Performance Logic Model™
25	End Outcomes What is the “bottomline” of your program? How will you know you have been so successful that you can shut your program down? If you had to defend your program’s value/benefit before a grand jury, what 2-3 pieces of evidence would prove you were a success rather than a failure? What is the end benefit to the taxpayer or society from your program?
26	Government Performance Logic Model™
27	Intermediate Outcomes Given the end outcomes you seek… What must change in the status quo to create the conditions necessary for goal attainment? Who are the targets of change and what must they do? What causes the outcomes NOT to be achieved? What are your strategies? What must you influence? Magic Wand: What are your wishes?
28	Understanding Strategy Grounded in Today’s Reality (SWOT Analysis) Reaching Towards Tomorrow’s Result (Outcome-Based) States what CHANGE must Occur for Results to be Achieved (Targeting the Center of Gravity) If you can DO it, it is NOT a strategy, it is an output in search of a strategy!
29	Government Performance Logic Model™
30	Program Outputs For each intermediate outcome… What specific things can this agency do to cause that change to happen? …to influence that target to change? What products could you produce? What services could you provide? What is the actual workload that is to be handled? (Note: Don’t include administrative items inside your program. Think of what things actually leave the four walls of your program.)
31	Government Performance Logic Model™
32	Welfare to Work Performance Logic Model
33	Constructing a Logic Model A Step-by-Step Process with Key Questions for Consideration
34	PROGRAM TEMPLATE
35	Ground Rules Go beyond that which you “control” Focus on what you can “influence” Measure the real picture, no matter how politically sensitive that may be Don’t think about budget…that comes later Don’t start with activities or outputs; start with outcomes.
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38	Taking a Logic Model Approach to Implementing the PMA Aligning PMA Initiatives to Serve the Performance Objectives of the Program
39	PROGRAM TEMPLATE
40	Selecting Performance Measures There are few perfect measures! Emphasize a few key strategic “indicators” of success!
41	Benchmarks and Comparisons Baselines Trend Analysis Types of Measures: Leading Lagging Current Benchmarking your performance
42	Performance Measure Criteria “Think SMART” SPECIFIC MEASUREABLE ACCOUNTABLE RESULTS-ORIENTED (#1) TIME-BOUND
43	Applying SMART End-Outcome: Happy Marriage, No Divorce Intermediate Outcome: “Give me two hours of quality time without the kids per week” Results-oriented: Defined by one “stakeholder” as a result; experts verify that togetherness is important for the health/quality of the marriage Specific: “quality time without the kids” Accountable: you have the ability to make it happen Measurable: “two hours” Time-Bound: “per week”
44	Applying SMART End-Outcome: Reduce Smoking-related deaths, illness and costs Intermediate Outcome: “Reduce the number of new youth smokers (10-18) by 2% each year” Results-oriented: Youth smoking is where you can stop the habit before it takes hold and has a lasting health impact Specific: “number of new youth smokers (10-18)” Accountable: You have the ability to make it happen Measurable: “reduce by 2%” Time-Bound: “per year”
45	PROGRAM TEMPLATE