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Ciclo di Gestione delle Performance
come processo di apprendimento organizzativo
Mario Bolognani
Performance Management ne...
Apprendimento organizzativo
L’organizzazione impara quando informazioni,
conoscenze, valutazioni, esperienze che
apparten...
Il Ciclo di Gestione delle Performance
come processo di apprendimento
ForumPA 2012Progetto "Valutazione delle Performance"
E’ stato dappertutto un processo così lineare?
 Abbiamo fatto prima il PdP e poi il SMVP (a volte mai fatto, oppure
impli...
Il ruolo del vertice politico-amministrativo
 Dovrebbe:
 Definire obiettivi strategici e target (parte alta dell’albero ...
L’impatto organizzativo dell’esperienza
 Senza cambiamenti organizzativi il CGP non è sostenibile e non si
mantiene nel t...
Lezioni apprese
 L’obiettivo non è il rispetto delle norme, ma il valore pubblico che cresce
con una buona impostazione d...
Nächste SlideShare
Wird geladen in …5
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Ciclo di Gestione delle Performance come processo di apprendimento organizzativo

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Accedi alla pagina eventi del progetto valutazione delle performance 2011-2012: http://qualitapa.gov.it/iniziative-in-corso/valutazione-performance/valutazione-performance/il-percorso-2011-2012/eventi-realizzati/

Il progetto "Valutazione delle Performance" del Dipartimento della Funzione pubblica mira a sostenere le amministrazioni comunali nel porre in essere politiche più efficaci e servizi pubblici migliori attraverso lo sviluppo del proprio ciclo della performance.

Il percorso di affiancamento dedicato alla definizione del sistema di misurazione e alla predisposizione del piano della performance 2012 - 2014 ha coinvolto, 93 comuni (il 52 % target potenziale) delle Regioni Obiettivo Convergenza. Di questi, 79 (84% dei comuni aderenti) hanno completato il percorso di affiancamento.

I circa 600 incontri di lavoro presso le singole amministrazioni comunali, hanno condotto alla definizione di 64 sistemi di misurazione e valutazione della performance e di 59 Piani della performance 2012 - 2014, 95 (48 Piani e 47 Sistemi) dei quali sono stati effettivamente adottati.

Veröffentlicht in: Business
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Ciclo di Gestione delle Performance come processo di apprendimento organizzativo

  1. 1. Ciclo di Gestione delle Performance come processo di apprendimento organizzativo Mario Bolognani Performance Management nei Comuni ForumPA 2012Progetto "Valutazione delle Performance"
  2. 2. Apprendimento organizzativo L’organizzazione impara quando informazioni, conoscenze, valutazioni, esperienze che appartengono a pochi individui diventano patrimonio comune dell’intera organizzazione. Ciò avviene:  Con la manipolazione di materiale simbolico (metafore, valori, mappe concettuali…)  Con le tecniche di trasferimento e diffusione di tecniche e conoscenze (processi formativi, reti, ruoli critici…)  Con il cambiamento organizzativo che facilita la partecipazione, l’integrazione e la condivisione ForumPA 2012Progetto "Valutazione delle Performance"
  3. 3. Il Ciclo di Gestione delle Performance come processo di apprendimento ForumPA 2012Progetto "Valutazione delle Performance"
  4. 4. E’ stato dappertutto un processo così lineare?  Abbiamo fatto prima il PdP e poi il SMVP (a volte mai fatto, oppure implicito nel PdP)  Abbiamo compiuto il ciclo tradizionale RPP-PEG-PDO, magari con PEG triennale… e l’abbiamo chiamato PdP  Abbiamo il ciclo della valutazione individuale e lo chiamiamo CGP  Non abbiamo il NV, non gli abbiamo assegnato i compiti di OIV, non lo vogliamo troppo indipendente, non ha le competenze adeguate  Non abbiamo tecnici in grado di usare efficacemente i nuovi strumenti  Non abbiamo un sistema di indicatori in grado di valutare gli obiettivi strategici, la performance dei servizi e delle unità organizzative  Abbiamo inglobato nei regolamenti parti del d. lgs 150/2009  Abbiamo avviato il ciclo, ma ci serve aiuto per completarlo  Abbiamo lavorato in pochi, incontrando molte resistenze  Abbiamo il ciclo, ma le decisioni si basano su altro… ForumPA 2012Progetto "Valutazione delle Performance"
  5. 5. Il ruolo del vertice politico-amministrativo  Dovrebbe:  Definire obiettivi strategici e target (parte alta dell’albero della performance), anche in termini quantitativi  Promuovere le attività del CGP, monitorarne lo sviluppo e valutare gli spazi di miglioramento  Prendere decisioni sulla base dell’analisi dei risultati e dell’impatto delle linee strategiche  Buone pratiche: Sindaci e Assessori partecipano alla parte alta del ciclo (definizione di obiettivi e azioni strategiche), delegando a DG e a Segretari lo sviluppo e la gestione del CGP e decidono sui risultati  Talvolta, invece:  Elaborano linee strategiche spesso basate su impressioni e non corroborate da dati reali  Delegano “al buio” senza dedicare interesse alla riforma  Dedicano priorità a fatti contingenti senza dedicare attenzione al ciclo di programmazione e controllo ForumPA 2012Progetto "Valutazione delle Performance"
  6. 6. L’impatto organizzativo dell’esperienza  Senza cambiamenti organizzativi il CGP non è sostenibile e non si mantiene nel tempo -> buone pratiche:  Ruolo chiave di NV-OIV -> competenze adeguate, impegno e coinvolgimento nei processi reali, ruolo critico di mentore che aiuta e istruisce le persone chiave della struttura, funzione di raccordo con il vertice politico-amministrativo  Creazione di una struttura tecnica per la misurazione della performance con competenze tecniche (informatica, statistica, economica) di staff all’OIV e all’Amministrazione  Il CGP è un processo orizzontale che rompe la barriere tra le funzioni verticali -> fare evolvere le organizzazioni verso modelli a matrice dove convivono processi interfunzionali con le normali attività delle funzioni -> definire un process owner di CGP  Forme di coordinamento tra dirigenti e responsabili di UO al vertice della struttura organizzativa (comitati di direzione, task force, ecc.)  L’immissione anche pro-tempore di ruoli critici per il trasferimento di tecniche (p. e. con il progetto del DFP) per attuare in modo corretto le basi del ciclo  Iniziative di comunicazione e coinvolgimento di tutto il personale, per aree funzionali, e dei principali stakeholder ForumPA 2012Progetto "Valutazione delle Performance"
  7. 7. Lezioni apprese  L’obiettivo non è il rispetto delle norme, ma il valore pubblico che cresce con una buona impostazione del ciclo di programmazione e controllo, in termini di produttività, di qualità dei servizi, di soddisfazione dei cittadini…  Si può, è bene farlo, agire innovando e inventando al di là delle prescrizioni  Dove NV-OIV sono di qualità e si impegnano il CGP è operante ed efficace  Dove il vertice politico-amministrativo è bene integrato con le funzioni amministrative l’albero della performance si basa sull’analisi del reale ed è funzionale all’assunzione delle decisioni  Dove si sviluppa la capacità di integrazione interfunzionale il CGP si integra con il ciclo del bilancio e diventa lo strumento guida del processo decisionale a tutti i livelli  Fare leva sulla comunicazione e sul coinvolgimento di tutto il personale porta consenso e adesione  Dove l’organizzazione si adatta alla nuova strategia e non la subisce passivamente, ma contribuisce criticamente a determinarla, lì è il successo della riforma… ForumPA 2012Progetto "Valutazione delle Performance"

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