Professional Documents
Culture Documents
IN PERFORMANCE
MANAGEMENT
Donald P. Moynihan,
La Follette School of Public Affairs,
University of Wisconsin-Madison
Presentation to Chicago Federal Leadership Forum
Strategic planning
Performance measures
Performance contracts
Pay for performance
Outline
Defining terms
Era of governance by performance
management
From Bush to Obama
How do we use performance systems?
What fosters use of performance data?
Summary points
Defining terms
Performance management
Performance regimes
Purposes of Performance
Information
Purposes of Performance
Information
ERA of governance by
performance management
Era of Governance
by Performance Management
Government Performance
and
Results Act 1993
Mandated:
Bush approach
Congressional Justifications
Congressional Justifications
PART as Evidence-based
Dialogue
Obama: A Pragmatic
approach
Example: Pedometer
challenge!
Voluntary
Belief that transparent performance
numbers will change behavior, create a
sense of competition and raise
performance
Not clear
Criticized as ideological, as too broad, as
a data collection exercise
Analysis remains in place, but new PARTs
have not started
OMB have offered agencies funds for
better evaluations
New emphasis on
leadership
How do we use
performance systems?
Types of responses: 4 Ps
Passive
Perverse
Political
Purposeful
Passive:
Responding to perversity
Evidence of Ambiguity in
PART
Ambiguity of terms:
Evidence of Subjectivity
with PART
Implications for
Decisionmaking
efficiency improvements
better targeting of resources
more informed strategic decisions,
tying indicators to rewards/sanctions in
contract arrangements
Problem of neglect
Learning forums
Other factors
Learning forums
Mission-based culture/supportive culture
Resources
Administrative stability
Administrative capacity
Quantitative approach
Positive
Negative
Positive
-***
--
Organizational factors
Information availability
Developmental culture
Flexibility
Budget staff take adversarial role
Positive
Positive
Positive
Positive/negative
***
***
*
--
External factors
Citizen participation
Professional influence
Positive/negative
Positive
+
+
Organizational factors
Information availability
Supply-side approach
Use increases with better information, and
when information is tied to management
systems
Organizational factors
Culture matters
Previous
Other evidence of
leadership
Support/commitment
Provision of resources
Participation
Study 2: Transformational
leadership
Propositions
Key measures
Transformational leadership
Implications
Key measures
Political
I use performance information to communicate program
successes to stakeholders.
I use performance information to advocate for resources to
support program needs.
I use performance information to explain the value of the
program to the public.
Purposeful Use
Political
.43 (.12)***
.52 (.11)***
Goal clarity
.19 (.10)*
.25 (.09)**
Centralization
.05 (.07)
.10 (.08)
Political support
.14 (.07)*
.06 (.07)
Red tape
.04 (.03)
.02 (.02)
Years in position
.01 (.007)
.006 (.008)
Supervisory level
.03 (.05)
.02 (.04)
Educational level
.05 (.07)
.09 (.06)
Sector
-.06 (.15)
.08 (.14)
Study 4: Experimental
approach
Theoretical background
2008
2009
Program funding
174,000
179,000
182,000
12
14
11
2008
2009
723,000
747,000
769,000
36
38
46
232,000
244,000
269,000
Clients treated
1232
1401
1325
383,000
402,000
389,000
Threshold effects
Program budget
Average daily dollar amount spent by tourists
120,898
178
2008
124,490
184
2009
131,289
195
2007
2008
2009
124,294
127,196
135,329
183
188
201
Program budget
Number of hours of contact per year
Number of children served
Percent of eligible children below the
poverty line that access services
329,677
333,451
341,386
8901
8977
9011
212
233
221
42%
47%
51%
goal clarity
Encourage supportive culture
on demonstrating significance of
measures
Questions/Comments
dmoynihan@lafollette.wisc.edu
http://www.lafollette.wisc.edu/facultystaff/m
oynihan-donald.html