Workshop overview

Over the past decade, the UK government has enforced a number of performance regimes in order to ensure better quality of service. As a result, public sector organisations are investing substantial resources to measure and manage their performance. UK government departments estimate that they spend more than 150m pounds per year solely to monitor progress on national targets (excluding the costs of front line organisations providing data).However, despite considerable investments in both time and money, research shows that
performance measurement-related initiatives can often fail to bring the intended benefits. While performance measurement can generally be productive and help improve performance, if done poorly, it can be very costly, and actually drive dysfunctional behaviours.

Workshop aim

The aim of this workshop is to give an overview of the latest thinking, tools and techniques in performance measurement and management. The workshop will draw on current research agendas and practices, and will focus on the development of integrated performance measurement systems. Delegates will have an opportunity to experiment with the latest ideas and see how they can be applied in their own organisations.

Who will benefit from this workshop?

* Chief Executives
* Directorate Heads
* HR Managers
* Performance Managers
* Finance Directors and Financial Controllers
* Performance Management, Improvement and Delivery Teams
* Strategy and Policy Planning Units

Workshop content

Day 1 From performance measurement to performance management

1. Overview of the current challenges in performance measurement
   The workshop will start by discussing the main issues public sector organisations are currently facing as regards to performance measurement. Examples of dysfunctional behaviours, gaming, and inappropriate design of targets and indicators will be reviewed and discussed.
2. What is performance measurement and why do we measure performance?
   In order to improve the ways in which performance is measured, it is important to understand and question the reasons why we measure performance in the first place. Recent research on the costs, benefits and return on investment associated to the development of measurement systems in both private and public sector organisations will be presented.
3. Overview of measurement systems and frameworks in the public sector
   We will take a close and critical look at current models and frameworks, which are becoming increasingly popular in the public services, such as the Balanced Scorecard and the Performance Prism. Examples from a number of organisations and practical suggestions on the development of performance measurement systems will be provided. We will then discuss the links between strategy, performance measurement and organisational learning.
4. Developing success maps to satisfy stakeholders
   Success maps follow logically on from strategy and the analysis of stakeholders� wants and needs. Here we will examine their use in communicating, prioritising actions, and making current strategies operational. Different types of success maps will be examined and delegates will be engaged in a practical exercise to develop success maps for their own organisations.
5. The roles of performance measurement
   Most public sector organisations are subject to different and often conflicting demands coming from a number of stakeholder groups. An integrated performance measurement system can enable organisations to make sense of and reconcile these demands. To do so, we will discuss the roles, drivers and purposes of performance measurement in relation to stakeholder relationships and engagement. The extent to which performance measurement can improve public service delivery and accountability will also be assessed.
6. Comparing organisations' performance
   In the last decade league tables have become increasingly influential in driving public sector performance. The ways they are devised and the uses we can make of them will be critically assessed. We will then compare and contrast the concepts of league tables and benchmarking. We will conclude by examining the opportunity to transfer to our organisations good practices developed in different contexts.

Day 2 Designing appropriate targets and indicators

1. What can we measure?
   The second day will start by considering what is possible to measure in organisations, particularly in relation to inputs, outputs, outcomes and quality of services. Recent government reports on efficiency and productivity will be critically reviewed and discussed.
2. The impact of performance measurement on people
   Performance measurement systems have substantial effects on the behaviours and attitudes of individuals and teams. Here we will examine how performance measurement and reporting can be used to drive appropriate behaviours and align them to organisational strategy.
3. Designing appropriate performance indicators
   The design of indicators is a fundamental step in the development of a performance measurement system. After the presentation of general process and guidelines, delegates will have the opportunity to design and comment on performance indicators relevant for their organisations.
4. Setting meaningful targets
   Performance targets have considerable effects on behaviours at organisational, team and personal levels. Inappropriate targets can result in insufficient incentives to improvement, decrease in performance, and even distortion or manipulation of reported results. Here we will discuss how organisations can be viewed as systems, and the implications that this has in terms of target setting, motivation and performance.
5. Design and implementation of a performance measurement system
   Following the presentation and discussion of the major issues concerning design of success maps, performance targets and indicators, a real life example of development of a performance measurement system will be presented in detail.
6. Fostering a culture of performance
   Embedding performance measurement in an organisation�s activity can lead to organisational and individual learning and the creation of value. Here we will consider performance measurement as part of a wider picture, from the definition and implementation of strategies and policies, to the use of information to make decisions, take action, and achieve higher performance.
    

Workshop timings

On Day One registration starts at 09h00 and the workshop will begin at 09h30 and finish at 16h30. On Day Two the workshop will start at 09h00 and finish at 16h00.