Achieving Excellence in Public Sector Performance
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Transcript of Achieving Excellence in Public Sector Performance
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Achieving Excellence in Public Sector Performance
David OsborneThe Public Strategies Group
www.psg.us
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Two Waves of Reform
1. The challenge in the developing world:
Creating a professional and honest public Creating a professional and honest public
service, free of political manipulation service, free of political manipulation
and patronage hiringand patronage hiring
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Principal Elements of Reform in the Developing World
Establishing the rule of law
Creating an independent, honest judiciary
Prosecuting corruption
Establishing transparent budgeting, procurement, & contracting
Creating an effective audit system
Creating a professional, well-trained, adequately paid civil service
Barring civil servants from involvement in political campaigns
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The Second Wave of Reform, in the Developed World
Improving service and access by….
Transforming bureaucratic public services into flexible, innovative, Information Age organizations
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Industrial-Era Governments
Centralized bureaucracies Hierarchical management Rules and regulations Standardized services Command-and-control methods Public monopolies
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Industrial-Era InformationBureaucracies Age Realities
Stable bureaucracies
Traditional work processes
Mediocre services
“One size fits all”
Slow-moving monopolies
Ever-expanding budgets
Rapid change
Information technologies
Public that expects quality
Many choices
Global competition
Severe fiscal constraints
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The DNA of Public Organizations and Systems
Purpose Incentives Accountability Power Culture
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Five Strategies to Reinvent Bureaucratic Government
Core Consequences Customer Control Culture
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I: THE CORE STRATEGY: Clarity of Direction, Purpose, & Role
Approaches: Clarity of direction: Improving your aim Clarity of purpose: Clearing the decks Clarity of role: Uncoupling steering and
rowing
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Clarity of Direction:Improving Your Aim
Visioning Outcome goals Steering organizations Strategy development Mission statements Long-term budget forecasting Strategic evaluation Budgeting for Outcomes
Tools:Tools:
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Budgeting for Outcomes Asks Four Basic Questions
1. How much revenue will we have: What price of government will we charge our citizens?
2. What outcomes matter most to our citizens?
3. How much should we spend to achieve each outcome?
4. How can we BEST deliver each outcome that citizens expect?
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Delivering the Outcomes
Create Results Teams as “Buying Agents”
They use cause-and-effect analysis to determine the best paths to the result
They define basic purchasing strategies: What matters most?
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ENVIRONMENT
HEALTHHEALTH
RISKFACTORS
CARE
BEHAVIOR
Sample Cause and Effect Map: Health - Washington State
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ImpactNational Health Expenditures
$1.2 trillion
Source: Centers for Disease Control and Prevention, University of California at San Francisco, Institute for the Future
Health Impact vs. Spending in U.S.
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Possible Purchasing Strategies to Improve Health: Examples
Focus on changing lifestyle choices (smoking, drinking, diet, etc.).
Focus on the front end: pre-natal care, immunizations, educating new parents.
Stop high-cost, repetitive cycles of care in emergency rooms.
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Results Teams Issue “Request for Results”
An “RFR” defines:
The outcome desired
Three indicators by which progress will be measured
The purchasing strategies chosen to produce the result
How much money is allocated to the result and each purchasing strategy
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“Sellers” Make Offers
Agencies and programs produce offers defining what they can do to contribute to the result desired.
You can also let outside agencies and companies make offers--to stimulate competition.
Offers include performance data and price.
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Results Teams (“Buyers”) Rank Offers From Best to Worst
Start buying from the top
Draw a line when they run out of money
Send the rankings out and ask sellers to prepare better offers
Sellers make final offers
Results teams rank final offers and buy from top
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The Bottom Line Align spending with priorities
Buy results, not costs
Low-value spending is forced out of the budget
Important new investments go to the front of the queue
General interest trumps special interests
Performance accountability
Continuous reform/ improvement
“Common Sense” communications
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Approaches:Approaches:
II: THE CONSEQUENCES STRATEGY:Using Incentives to Create
Consequences
Enterprise management
Managed competition
Performance management
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Three Keys to Effective Performance Management
Three Keys to Effective Performance Management
Written performance agreements that lay out results expected, along with flexibilities granted and potential rewards
Direct, personal feedback on performance
Meaningful rewards and consequences for performance
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Direct Feedback on Performance is Critical
Direct Feedback on Performance is Critical
New York’s Compstat, Baltimore’s Citistat, Maryland’s StateStat, Washigton’s GMAP:
Direct, immediate, personal feedback on performance.
Highly dependent on Information Technology.
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Rewards and SanctionsRewards and Sanctions
Performance scorecards
Performance awards
Psychic pay
Performance bonuses
Gainsharing
Shared savings
Sanctions
Tools:Tools:
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Performance Management: Some Lessons Learned
Performance Management: Some Lessons Learned
Apply incentives to groups more than individuals
Avoid arbitrary targets
Tie rewards to objective measures of performance, not subjective appraisals
Make bonuses big enough to get people’s attention
Don’t make reward formulas too complex
Create a culture of learning, not fear
Verify the accuracy of measurement
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Approaches:Approaches:
Quality Assurance
III: THE CUSTOMER STRATEGY:Putting the Customer in the Driver’s
Seat
Customer choice
Competitive choice
Customer quality assurance
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Who is the “Customer”?
Definition of the customer: the “principle intended beneficiary” of your work.
Examples: Schools: Students and parentsSchools: Students and parents Public transit: UsersPublic transit: Users Public printing office: Agency personnelPublic printing office: Agency personnel Police: The public at largePolice: The public at large
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How Do We Give Customers Power?
Customer choice of service providers
Choice in a competitive market: even better
Asking what they care about and setting customer service standards, guarantees, redress policies, etc.
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Competitive Customer Choice: For Example, in Public Education
Competitive Customer Choice: For Example, in Public Education
Give parents choice of public schools.
Let the dollars follow the student to the district and school of their choice.
Encourage the creation of new public schools, so there are enough schools to create real consequences for those that lose too many students.
Studies in the U.S. show that districts and schools that lose 3-5% of their funds make changes.
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Customer Quality Assurance
Customer Quality Assurance
“311” telephone & web systems citizens can use to report problems and complaints
Customer service standards
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The UK’s Citizen’s Charter (Now “Service First”)
Customer service standards Customer redress Customer complaint systems Comparative performance tables for
local services, hospitals, and schools
Chartermark awards
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Customer Service Standards: Examples
Customer Service Standards: Examples
Bromley (London borough): Will repair paving problems within 2 hours of notice.
U.S. Social Security Administration: 90% of calls to 800 number will be answered on the first call; 95% will be answered within 5 minutes.
Commuter rail service: 90 percent of trains should arrive within 10 minutes of the scheduled time.
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Consequences and Publicity are Critical
Guarantees
Redress
Customer Ratings
Customer Service Agreements
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Redress to Customers: Examples
Redress to Customers: Examples
Development permits in some U.S. cities and states: If deadline is not met, the permit fee is waived.
Some commuter rail lines issue vouchers for free round-trips or cash when trains arrive 30 minutes late or more.
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Approaches:Approaches:
IV: THE CONTROL STRATEGY:Shifting Control Away from the
Top and Center
Organizational empowerment
Employee empowerment
Community empowerment
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Tools:Tools:
Organizational Empowerment
Decentralizing administrative controls: budget, personnel, procurement
Mass organizational deregulation Site-based management Waiver policies Reinvention laboratories Executive or “Charter” agencies
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Executive or “Charter” Agencies
Executive negotiates “Flexible Performance Agreements” with charter agency directors.
Agency agrees to produce specific results over 3-5 year time frame.
Agreement includes specific rewards and sanctions for performance.
Agreement specifies new flexibilities granted to charter agency.
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UK Executive Agencies
UK organizes 75% of civil service this way.
Annual efficiency increases in early years: 2- 30 percent.
1990-1996: 15 percent reduction in personnel, while improving performance.
1994: Parliament called it “The single most successful civil service reform programme of recent decades.”
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Potential Flexibilities
Examples from Iowa (U.S.):
“Freedom from ceilings on the number of employees or other employment controls.
“Authority to waive personnel rules and do what makes sense.
“Authority to waive procurement rules and buy what makes sense.
“Authority to waive Information Technology rules and buy the computers and software you want.
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Potential Flexibilities (2)
“Authority to keep half of this year’s unspent money and spend it next year.
“Authority to keep and spend proceeds from lease or sale of capital assets.
“Authority to reprogram money between accounts.
“Authority to waive administrative rules.
“Access to $3 million Transformation Grant Fund.
“Protection for two years from across the board cuts.”
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• Saved Iowa taxpayers $20 million/year for first two years; $50 million for third.
• Corrections Department: lowered 3-year recidivism rate from 46.7% to 35.4%.
• Revenue Department: improved rate of income tax refunds issues within 45 days from 75% to 94%.
• Human Services: increased children with access to health insurance by 34%.
• Alcoholic Beverages Division: increased revenue by $35 million over 3 years.
Charter Agencies in Iowa (U.S.): ResultsCharter Agencies in Iowa (U.S.): Results
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V. THE CULTURE STRATEGY
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Approaches:Approaches:
V: THE CULTURE STRATEGY:Changing Habits, Hearts, and Minds
Changing habits: Creating new experiences
Touching hearts: Developing a new covenant
Winning minds: Developing new mental models
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Changing Habits
Meeting with customers
Walking in the customers’ shoes
Job rotations
Internships and externships
Contests
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Five Strategies to Reinvent Bureaucratic Government
Core Consequences Customer Control Culture
C x C x C x C x C = Transformation