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