Performance Management in the Public Sector

Global communities and international organizations have urged governments in low and middle-income countries to evolve the way public organizations and government agencies deliver public service delivery. Evidences of the public sector reforms in Australia, UK and the U.S. show reduction of costs and times for public affair management. The customers are more satisfied with the services than before, when there were lengthy processes and burden on a lot of papers and documents. The public sector services and welfare programs are managed like private sector organizations. Effectiveness and efficiency are the basic for key success factors.

The performance management system is usually the model that national governments will have to apply. Implementation of this model in the reform process effect overall performance of the public sector in the countries. Today, the overall performance is not only informed the organizational readiness for providing services. It means for how the government create environments for foreign direct investment which can help economic growth. It is vital that the pubic sector prepare for change and for revitalization and being innovative to facilitate services to people and businesses.  

Objectives

  • Exchange ideas and practical experience on status, issues and challenges in public sector reforms, applying PBM model;
  • Explore key components and priorities to approach PBM at functional levels;
  • Practice PBM planning tools and performance indictors; and 
  • Practice the tools for execution of public service initiatives

Course Outline

  • Overview of performance management system 
  • Policy framework 
  • Key concept of strategic planning
  • Balanced-score cards approach in PBM  
  • Project cycle and learning cycle management 
  • Methods for formulation of organization visions, goals, strategies, action plans and indication 
  • Approach and methods for monitoring and evaluation

Target Audience

  • Administrators of public organizations 
  • Directors/Managers/Unit Heads of functional units in public organizations
  • Finance, economists, sociologist, scientists, engineers, health scientists working in public organizations
  • State-owned enterprise management staff

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