2009 11 government performance management 2
DESCRIPTION
The technical discipline of “corporate performance management” provides governments with compelling planning and analytical tools. However, the “performance management” discipline is narrow focused and does not include all relevant aspects of government performance. Government 2.0 is a new trend in government transformation. This presentation describes how Government 2.0 will transform the practice of public financial management. It will describe how the government “back-office” benefits from citizen and civil society collaboration.TRANSCRIPT
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Government Government Performance Performance Management 2.0Management 2.0
Government Government Performance Performance Management 2.0Management 2.0
www.fmi.cawww.fmi.ca
Professional Professional Development WeekDevelopment Week
November 2009November 2009
www.fmi.cawww.fmi.ca
Professional Professional Development WeekDevelopment Week
November 2009November 2009
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military
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intelligencemilitary
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business
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ethicsbusiness
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British
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cuisineBritish
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Ottawa
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night-lifeOttawa
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Government
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performanceGovernment
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Transforming
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governmentTransforming
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Goal
back-office
government 2.0
e-gov
transparency
performance
CPM
semanticweb
how this will all work together
what FreeBalance is doing about it
trends
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Camelot
Hogwarts
wizards
unicorns
Atlantis
Captain Hook
trolls
Does it sound like?
Maple Leafs win Stanley Cup
aliens
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What happened on the road to e-government?
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1. Broadcast
Citizens/Business
Government
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2. Interact
Citizens/Business
Government
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3. Transact
Citizens/Business
Government
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Citizens/Business
Government
4. Transformation?
A Miracle Happens Now
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Single Point?
Citizens/Business
Government
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4. Internal Collaboration
Citizens/Business
Government
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5. External Collaboration
Citizens/Business
Government
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Footprint of Government 2.0
internal external
socia
lstru
ctura
l
government 2.0
“back-office” e-government
cloudcomputing
mobilecomputing
semanticweb
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When all you have is a hammer?documents
collaborationtransactions
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What happened on the road to government performance management?
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Remember?
• MBA Harvard, 1973• President’s
Management Agenda• Program Assessment
Rating Tool (PART)
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Corporate Performance Management
input
outturn
output
outcome
profit
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Government Performance Management
input
outturn
output
mandate
budget
outcome
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In Context
internal external
socia
lstru
ctura
l
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Unintended consequences
• False positive:– Measurements
show success, but impact is negative
• False negative:– Measurements
show failure, but impact is positive
• Why?– No objective
measurement like profit
Measured Outcomes
Outcomes not
measured
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Government Performance Management needs Government 2.0
internal external
socia
lstru
ctura
l
government 2.0
accountability transparency
collaboration
performanceperformance
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Making it Work
internal external
socia
lstru
ctura
l logic map COA
participatory policy wiki
decision support mashup
impact reporting social networks
360o
Government Performance
KM 2.0 wiki
design SOA
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Yeah - Right
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The trolls & Unicorns
• Data security• Official secrets• Privacy• Trust• Government culture
• Proven ROI
• Fastest adopters of Government 2.0 technology:– US Department of
Homeland Security– US Department of
Defence• ROI for new
technology
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What’s really going on here?
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Pressure
globalization transparency
technologygovernance
systemic pressures
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From vertical integration
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to virtual integration
shared servicesoutsourcingprivatization
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From hierarchy
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to flattening
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to matrix
project/program focusmulti-departmental
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From top down
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to bottom up
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From position
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to role
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From specialization
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to generalization
civil service reform
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Technology Change: From ‘1.0’ to ‘2.0’
• Structural [BPM]• Controlled• Specialization• Integrated stacks
• Social• Flexible• Generalization• Component-based
technology supporting culture change
because the culture is changing anyways
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Successes?
• Obama campaign• Peer-to-Patent• Public Sector
Idea Bank• DC “Apps for
Democracy”• Intellipedia
consistent with global trends
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Step forward
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Step forward
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Step forward
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Step forward
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Government 2.0 & Perceptions
• David Walker – 2/3 of US stimulus not “stimulating”
• Recovery.gov + mashups track US stimulus package
• More of Canada stimulus package “stimulating”
• Government delivered thousands of pages to Parliamentary Budget Office
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Exercise social muscles
internal external
socia
lstru
ctura
l
“back-office” e-government
Intellipedia
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Longer term view
time
soci
al
o state of nature
o phonetic alphabet
o book
o printing presso telegraph
o telephoneo radio
o faxo television
o 1.0
o 2.0
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Government as Platform
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What about FreeBalance?
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Web 2.0 Impact?
transactions
documents
collaboration
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policydocument
budgetdiscussed
budgetplan
requisition
budgetdocument
ITPlan
discussion+approval
tender proposals evaluated+selected
purchaseorder
goodsreceived
evaluatedvendor
payment
life of a government financial transaction
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policydocument
discussion+approval
budgetplan
requisition
budgetdocument
ITPlan
discussion+approval
tender proposals evaluated+selected
purchaseorder
goodsreceived
evaluatedvendor
payment
objective
outcome
anatomy of government performance
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FreeBalance viewdocuments
collaborationtransactions
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FreeBalance Accountability Suite
• Back-office, collaborative• Government-specific architecture• Configuration approach with progressive
activation• CLOUDABLE support of shared services• transactions + content + collaboration• Open source and commercial middleware• Component-based SOA
• 100% pure web
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Ain’t
abbaplsqueeltools.nyet
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What does this mean to you?
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Conclusions
• Strong pressures [>technology] for culture change in government
• Technology of 1.0 World = inhibitor• 2.0 = transactions + content + collaboration
• Performance Management = 2.0• Government 2.0 technology = enabler• Consider FreeBalance• Start with internal collaboration
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Top
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down?Top
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Bottoms-up!
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Presentation + More Details:www.freebalance.com/blog
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