Performance Management For Government And Not-For-Profit Organisations

Measuring and managing performance is a fundamental aspect of management in all organisations, regardless of ownership, purpose or size. Government and Not-For-Profits (hereafter “NFPs”) have certain specific issues to be addressed on this subject, and our course highlights the issues in both concept and practice.

“Performance Management” is a term often considered in terms of managing people / employees, but in this programme we consider the subject from two key perspectives:

• Measuring and managing the NFP as a whole
• The people / employee dimension of performance management

A key element of the course is the concept of “what gets measured gets managed” and the underlying necessity of selecting the relevant KPIs – for both the NFP as a whole and the individual employee.

KPI selection is too often a weak link in management, and we will focus upon the methodology of selecting the most appropriate KPIs and then of using those KPIs in planning and monitoring situations.

For more information and discounts, please contact Sushil on 02 9080 4395 or email us at [email protected]

1. Course introduction – and what is special about Government and NFPs in respect of managing performance

• Delegate introductions
• Different types of NFPs
• The scope of performance measurement and management:
• The distinctions between measurement and management
• “Keep it simple” – especially for smaller NFPs, the right balance between effective business management disciplines and the avoidance of a bureaucratic burden

2. Setting goals and building business plans

• Being clear on the purpose of the organisation and the taxpayer / donor’s expectations: setting realistic and relevant overall goals
• Creating a clear strategy to reach the goals
• Translating strategy into KPIs relevant for both the shortterm and long-term, and with sensible performance targets
• Actions to deliver the sought-after performance targets

3. Monitoring progress, keeping on track

• Establishing an effective management review process
• The dynamics of a management review process: who attends, frequency, roles and responsibilities? Developing sensible rules of engagement.
• Avoiding the danger of a “talking shop”

4. Supporting culture and behaviour

• Understanding the “soft” dimensions of measurement and management
• Effective leadership – comes in all shapes and sizes, but must be there
• Creating a performance culture – not excuses
• Communicate, communicate, communicate
• Working as a team , not in “silos”

5. Setting personal objectives and appraising progress

• The methodology for aligning the employee to the unit and the organisation as a whole: understanding the balance between team and personal objectives
• Understanding accountability – and balancing the individual with the success of the team and ultimately the whole organisation
• Examples of good – and not so good – personal objectives
• The appraisal system – what is modern good practice
• Using the appraisal system as a key input to drive training needs analysis

6. Aligning performance to reward and recognition / compensation

• The arguments for and against linking performance to reward / compensation
• The stick-and-carrot scheme: what is the stick?
• The “menu” concept
• The key success factors in creating a genuine performance culture
• Structuring a compensation scheme that really works well in practice

Alan Fell is a UK-based and internationally recognised & respected specialist in the subject of Strategy Management. He brings a special focus on both the development and usage of the Balanced Scorecard (the #1 strategy management tool) and the challenges of successfully implementing the chosen strategy of the organisation.

After a successful career at senior executive level with a major UK Bank, Alan has operated as an independent management consultant and trainer for the last 20 years, helping organisations and individual training delegates to improve their strategy management capabilities. During this period, he has run well over 400 training programmes / workshops.

During this 20 year period, Alan has focused primarily upon both the Middle East and SE Asia markets, but also covers engagements in the UK, North America and Australasia, with his work encompassing a wide range of industry sectors. He has extensive experience in consulting, at executive level, with organisations as they address the challenges of successful strategy management.

Alan brings a pragmatic and disciplined approach to his subjects and carries a firm conviction of the importance of management ownership to both the processes and cultural aspects of achieving successful strategy execution.

In total, Alan has more than 30 years of direct experience in all aspects of strategy management, and is keen to share this vast experience with his delegates.

He is a Senior Associate of the Balanced Scorecard Institute (www.balancedscorecard.org) and runs many of the Associates public training and in-house engagements especially in the Middle East. In addition he is also a member of the Beyond Budgeting Round Table (www.bbrt.org) bringing a fresh approach to the challenges of executive management philosophy.