Government Performance Measurement

9 – 13 December 2012 Hyatt Regency Hotel, Dubai, UAE

Government Performance Management (GPM) Shift your priorities and focus from the current landscape to identify the future of your government agency

Moving From Compliance To An Institutionalised Performance-Based Management

6 Learning Outcomes: 1.

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Understand how evaluation affects programs’ assessment and contributes to Performance Management Know what Performance Management means in the public and non-profit sectors and understand the basics of how to design a Performance Management System Learn how to align operations with outcomes and strategies, develop performance indicators and answer evaluation questions about programs’ achievements Practice how to develop measurement frameworks, outline the measures that define results and assess the ultimate benefit to customers and stakeholders Strengthen accountability to support organisational growth and progress, particularly for budget planning Realise the potential pitfalls of Performance Management Systems and how to avoid them

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9 – 13 December 2012

Government Performance Management (GPM) Hyatt Regency Hotel, Dubai, UAE

Course Overview The Governments

The desire to improve government performance is not new.

Governments have always wanted results from their spending and regulation. What is new is that, increasingly, governments are facing overall spending constraints. With less money to spend, more attention must be given to achieving better results from existing funds. At the same time new ideas have emerged about how to reorganise and better motivate public servants to achieve results.

Governments around the world have increasingly come to realise the value of setting goals, measuring performance and using the resulting data as a core management tool to improve societal outcomes. This management approach is often referred to as “performance management” or “managing for results.” Experience has shown that, when well used, goals and measurement can greatly improve the operation and understanding of government programs and priorities.

Experience has also shown that misuse of goals and measures, especially when combined with incentives, can provoke dysfunctional, performance-dampening responses.

Why Bother To Measure Performance?

In an era of accelerated change no organisation can survive without increasing its own pace of decision-making. Hence an increased emphasis on realistic planning is being recognised, and some governments like USA have mandated such emphasis in legislations such as the Government Performance and Results Act (GPRA). It requires governmental agencies to develop strategic goals and performance plans that evaluate the success of the strategic plan. The intent is to make governmental agencies more accountable for results to their ultimate customer - the nation.

It is sometimes stated that as a consequence to Government Performance Management (GPM), budgets will be determined based on performance. However, this is oversimplified, private-sector language. Actually, budgets for many government agencies will always be provided to a large extent based on the necessity of the agencies’ missions, irrespective of their performance. For example, if the police force in a city has poor performance, will the budget for that force be cut?

That is unlikely; probably the opposite will occur as more funds are made available for hiring, training, etc. The government agency’s right to exist remains intact because of its validity on a political level. However, there is an important role for GPM, whether or not based on strategic needs, it steers focus on the effectiveness and efficiency of the agency’s authorised work.

With each agency has its assigned mission, the metric for success of that mission will be unique to the agency.

Success is thus defined specifically to the agency’s charter.

“Performance” in this context means, “How well is the agency doing its mission?” Metrics of performance answer the question “How do you know how well the agency is doing?” and this answer may take the form of a Balanced Scorecard on the mission-oriented workforce.

The Future

Is your agency’s performance where it needs to be for the next four years? Do you have the competencies necessary for leading the public sector in 2012 and 2020?

Preparing government leaders for the future based on performance and results is gaining momentum around the world. While everyone knows what the current “as is” state of government is, vigorous changes in the political, economical, demographic, environmental, technological as well as legal state of affairs, have compelled government leaders to plan a radical shift in the “to be” state.

Mounting demands on public expenditure and calls for higher quality services have created more urgency for enhancing public sector performance. To address these challenges, various governments have sought adopting a range of new levers and approaches to management, budgeting, personnel and institutional structures. And to successfully meet such looming challenges, government managers require skills in strategic leadership, predictive analytics and solid forecasting to develop insightful analysis of future trends and demands.

The People

The people element of government takes into consideration several groups of stakeholders. The interaction amongst government employees, senior executives in government, and the public is a very dynamic yet sometimes challenging. The key to performance excellence is forging a relationship and a foundation that carefully examines and addresses the needs and then continuously engages all these various stakeholders.

On the other hand, the struggle to better perform, innovate faster and adopt lean principles has demanded more and more from individual contributors. In such an environment, it is essential that individuals assess their own personal competency level within their field and their fields of future interest. Not only should individual contributors identify their areas of weakness, but also they should come to realise what areas of strengths need further enhancement to fast track their career.

Government managers in charge of effectively and efficiently executing the primary objectives of government programs want to ensure that programs are doing well. The need to be forward looking and proactive to certain challenges and trends is making the role of such leaders even more robust. Strategic visioning, gap assessment, innovation, and governance structures and regulations are absolutely critical to lead personal as well as government performance.

Course Methodology The course will use a number of methods to ensure effective learning including large and small group exercises, lectures, real-to-life case studies and open discussions.

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/GPM

Course Timings Registration will be at 07:30 on Day One. The course will commence at 08:00 and conclude at 14:30 with lunch. There will be refreshment breaks at approximately 10:30 and 12:30.

Course Outline Day One

Day Three

Performance Management - Definition And Rationale • Objectives and methodology • Performance management - what is it and why does it matter?

• Performance reviews • What does performance mean for government?

• Drivers of performance management in the public sector • Comparison with the private sector

The Future Of People Performance • Building a high performance organisation • Talent retention • Managing people managing performance • Responsibilities for performance: Chief Executives, Line Managers, Employees • The new “must have” strategic leadership mindset • Forecasting HR priorities

The Future Of Program Performance • Priority setting: visioning for the future • Identifying performance gaps • Innovation excellence • The new model for growth and efficiency Predictions And Projections For Governance In Government • Use of data • Predictive analytics • Future actions projection • How to optimise decision making • Aligning organisations goals Exercise 1. You will answer a set of questions related to the fundamentals of performance management.

Day Two The Specific Organisation’s Environment And Values • Getting the balance right • Managing behaviours or outcomes?

• A career-based service • Service-wide values What Works - Some Lessons And Some Directions • Alignment of Government Performance Management System • Credibility of Government Performance Management System • Integration of Government Performance Management System The Future Of Performance-Based Financial Management • Performance budgeting and performance management • Performance-based financial management • Different approaches to implementing performance budgeting • Different phases of introduction • Formalisation of targets and measures in the government management process • Implementation of Government Performance Measurement System • Performance information and targets

The Future Of Personal Performance • Relationship management • The Emotional Intelligence factor • Continuous improvement Problem Solving And Critical Thinking • Structured thinking approach • Intuitive problem solving • Decision making for the problem situation Creating A Formula For Success • Strategy and innovation • Put your strengths at play • Define your career path • Building foundation for improvement Exercise 3. You will prepare a personal performance assessment and future plan for your own career improvement.

Day Four Strategy Deployment For Government • Strategic performance management for government • The Balanced Scorecard for public sectors - Financial performance management - Community focus management - Internal business process - Managing innovation and learning • Identifying Key Performance Indicators (KPI) • Formulating the KPI • The role of Business Intelligence Performance Management Framework For Government Agencies • Strategy maps and strategic communication • Performance management cycle • Cascading strategy maps and scorecards

Exercise 4. You will work in groups to design a BSC with clearly identified KPIs.

Exercise 2. You will work in teams to prepare a work-related performance-based budget plan.

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/GPM

Day Five Leadership Development • Leadership skills for success or failure • The responsible leader • The learning leader • Steering teams to drive improvement • An all-star executive team

Exercise 5. You will answer a set of questions related to leadership and team building skills.

Performance Assessment And Feedback • Measuring individual performance • Performance feedback • Identifying development needs • Managing performance improvement Approaches And Trends In Rewards And Recognition • Performance-based remuneration • Recognising and rewarding teams • Other rewards and recognitions Performance And Governance • Role of auditors in Government Performance Measurement • Framework of auditor’s roles and practices • Roles of auditors for an effective accountable government • Strategic choice in Government Performance Management • Traditional approach versus performance-oriented approach Limitations And Tensions • Issues in reviewing organisational performance • Solving tougher problems • Principles for managing unsatisfactory performance • Excuses not to manage performance • Future challenges Conclusion You will design performance-based remuneration schemes for your work teams supported by performance assessments and feedback plans.

Additional Requirements

You are requested to bring soft (saved on USB stick) and hard copies of your organisation’s profile (a print out, a photocopy, or brochure).

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

T: +971 4 335 2437 F: +971 4 335 2438

Meet Your Course Director Iman A. Ousseyran is the CEO and Senior Consultant at Laurel & Tercel FZE Iman is a Certified Management Consultant, Business Advisor and Executive Trainer.

For more than 25 years she led strategies for multi-milliondollar organisations that helped in improving internal capabilities and business profitability. Her experience spans across Public, Private and Not-for-Profit organisations, with hands-on experience across various industries including: Government Agencies, Manufacturing, Oil & Gas, Banks, Telecommunication, Hotels, FMCG, Electronics & Computers, Medical, Food Services, Fashion, Personal Care, SPA & Wellness, Jewellery & Watches, Home-ware and Glassware.

Iman is a member of several internationally recognised professional organisations. Currently, she is the President of The International Business and Economic Development Institute (IBEDI) Society - UAE Chapter (part of IBEDI of Boston, MA, USA); Member of The Institute of Business Consulting (IBC) within the Chartered Management Institute (CMI) of UK and The International Council of Management Consulting Institutes (ICMCI), recognised for consulting in World Trade with Special Consulting Focus by the United Nations Economic and Social Council (ECOSOC).

Who Should Attend Business Performance Management has become one of the major skills required for government leaders, as well as those who are pursuing a career in the public sector, such as: • • • • • • • • • • • • • • • •

Strategic Planners Senior Executives Project Managers Program Managers Program Analysts Performance Managers Performance Analysts Management Analysts Human Resources Managers/Officers Financial Analysts Directors/Deputies/CEOs Contract Officers Chiefs of Staff Budget Officers Branch Chiefs Auditors and Accountants

This event is an excellent networking opportunity for you to connect with various government leaders and exchange professional experience.

W: www.iirme.com/GPM

Government Performance Management (GPM) 9 – 13 December 2012 • Hyatt Regency Hotel, Dubai, UAE FIVE WAYS TO REGISTER +971 4 335 2437

IIR Holdings Ltd. P.O Box 21743, Dubai, UAE

+971 4 335 2438

register@iirme.com

www.iirme.com/GPM

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com Event

Date

Government Performance Management (GPM)

9 – 13 December 2012

Course Fee before 12 August 2012

Course Fee before 23 September 2012

Final Fee

US$ 3,895

US$ 4,395

US$ 4,695

BC4611

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and successfully complete the course assessment will receive an IIRME/GW Certificate of Completion.

Would you like to run this course in-house?

Save training $$ and create learning experiences relevant to your business. To customise this course and increase value and impact, contact Leigh Kendall on +971 4 407 2624 or email the team at cts@iirme.com

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