The performance management toolkit: organizations can build up expertise internally and develop effective performance management systems without significant external expense; they just need a simple set of tools to help with a do-it-yourself approach to performance management.

• Author: Mucha, Michael J.
• Position: [PM.sup.2] Connections: PERFORMANCE MEASUREMENT & MANAGEMENT

One of the most common reasons for not getting more involved with performance management is a lack of resources and the inability to hire "high-priced" consultants. And while it is true that many large organizations have hired consultants to help them implement a performance management system, many other jurisdictions build up the expertise internally and develop very effective performance management systems without significant external expense. Many organizations just need a simple set of tools to help with a do-it-yourself approach to performance management.

Most organizations struggle with the same common elements related to focus, data, improvement, and accountability. This article provides a performance management toolkit--a small collection of tools that are readily accessible to performance management leaders--describing useful resources and tips to help overcome these common challenges. These tools are intended to help organizations answer four of the most important questions about using performance information effectively:

1. Why are we here?

2. What are we doing?

3. What is working?

4. How do we know?

FOCUS TOOLS

Performance management efforts should always start with focus tools that are designed to help diagnose the right problem, even before starting with measurement. Before deciding what to measure, organizations and their leaders need a clear understanding of what is important, who is served, and what successful government involvement will look like. The following simple tools will help with this initial step:

* Citizen Surveys. Organizations that have trouble determining what is important to their citizens can use citizen surveys or other tools designed to help gain an understanding of how people outside the organization view and value the services government performs.

* Mission and Purpose Statements. Most organizations have a mission statement. Most departments and agencies probably also have mission statements. But few of them fully understand that mission statement--why the organization exists and what it is supposed to accomplish. The first step in helping determine what is important, therefore, is to have a serious discussion about the purpose of an organization, agency, or program. Everyone in the organization should be able to clearly articulate the purpose, and they should know why it's important. Purpose statements that are overly broad or overly optimistic do not help with this critical level of understanding.

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