5. “ People and their managers are working so hard to be sure things are done right , that they hardly have time to decide if they are doing the right things” Stephen R. Covey
6. Focus on the Organisation Strategy Continuous Leadership Make Strategy Actionable Manage for Performance Align Work with Mission Strategy = our approach to accomplishing our Mission Develop Strategy to Support Mission Budget for Performance, SDBIP
7. Define Strategies Mission: Provide sustainable and people centered services…… Vision: The Smart, Creative and Developmental City Strategic Themes: As per the Growth and Development Strategy 2025 Good governance, 3 landscapes and 18 focus areas Integrated Development Plan (IDP) Short and medium term Departmental Strategies and programs (SDBIP)
8. Strategy translates WHAT EMM customers want INTO what must be delivered Support Units Departments Teams & Individuals Cluster Organization Results Values Vision Mission Customer Requirements EMM Business Strategy Operations Best Practices
10. Our Strategy is a Hypothesis about what Drives EMM’s Success Training Information Technology Leadership Service Quality Customer Confidence Customer Satisfaction Program Effectiveness Identify the Key Performance Drivers that Lead to Successful Strategy Execution
11. Sectoral Strategy Map Lower Wait Time Increase Satisfaction Reduce Costs Link budget to IDP Spend Capital Budget Support and information systems Measurement of efficiency Reduce Procurement Steps Skills and knowledge Infrastructure gains Citizens Budget Good Governance Capacity and growth
13. Performance Measures Performance Measures Should Help Us Decide: Are We Doing Things Right? (How?) Are We Doing The Right Things? (What?) Input Process Output Outcome Performance Measures
14. Develop Performance Measures Program Logic Model Inputs Process System Outputs Intermediate Outcomes End Outcome Desired Outcome Process Flow Service Results of measuring To Community Back to Planning Acceptable Not Acceptable
15. The Finished Scorecard Tells The Story Infrastructure and growth Perspective Good governance Perspective Internal business and process Perspective Stakeholder Perspective Objectives Measures Initiatives Strategy: The Approach to Accomplishing the Mission
17. Align EMM’s View with Business and Support Units Vision: The smart, Creative and Developmental City Strategy Objectives Measures Best Practices Agency Team/ individual Department
18. Putting It All Together – EMM’s Scorecard Citizen Needs & Desired Outcomes S1 S2 M1 O3 O2 O1 M1 M1 T1 T1 T1 I2 I1 Targets Strategy Objectives Measures Initiatives Vision The Smart, Creative and Developmental City Ekurhuleni provides sustainable and people centered developmental services that are affordable, appropriate and of high quality S1 : Increase value by providing more cost-effective services S2 : Reduce violence, harm & injury through community partnerships S1- 01 : Optimize organization (Internal) S1- 02 : Identify service & resource gaps (Employee) S1- 03 : Survey citizens (Customer) S1-01- M1 : Skills match index S1-02- M1 : Cost per unit service S1-03- M1 : Citizen satisfaction rating S1-01-M1- T1 : Skills index = 80% in 2007 S1-02-M1- T1 : 7% improvement above baseline S1-03-M1- T1 : 95% in 2007 S1- I1 : New outreach program S1- I2 : Communications plan Mission
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21. Performance Based Budget 18 Strategic focus areas Scorecard Budget Recipients Goal 1 Goal 3 Goal 2 Goal 4 Goal 5 Goal 6 Goal 7 Goal 8 Goal 9 M E A S U R E S Citizens Contractors Suppliers Project 1 R xx M Project 2 R xx M Project 3 R xx M Project 4 R xx M Project 5 R xx M Infrastructure Other Indirects
24. The Scorecard Is (Is Not) Is Not: Is: Aligning vision with operations A re-engineering project Balancing non-financial, efficiency, infrastructure Putting your existing metrics into 4 bins and financial views of performance Increased accountability Tighter individual control A challenge initiative “Business as Usual” Hard work Easy A journey A project A communications tool for the whole organization A tool for executives only A strategy-based management system A performance measurement tool
25. “ It’s about management and change first; measurement and technology are second” Howard Rohm
26. Keeping All The Balls In The Air Performance Management Cost Measure-ment Process Improve-ment Risk Assess-ment Motivation Reward Technology
36. Users Process & Systems Solutions Transactional data Operational & clerical staff Business processes, direct capturing, measurement Data grouped for unit/organisation General management & financial staff ERP systems, GL systems, sub modules (debtors, payroll, etc.) Data models and simulations Cost accountants, specialist management & technical staff Specialised costing systems, statistical analysis modules, BPR & workflow systems Executive reports CEO, CFO, Executive committee members, BOD members, BU Heads Performance Reporting
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