Effective Performance Management Strategies in Not-for-Profit and Public Sector Entities

Explore key challenges and practical steps for enhancing performance management in not-for-profit and public sector organizations, presented by Professor David Gilchrist from Curtin University. Addressing issues such as reform fatigue, risk avoidance, and the importance of performance reporting and maturity indicators to drive organizational decision-making. Learn how to maintain control, establish organizational purpose, and navigate the complexities of the current sector landscape.

• Performance Management
• Not-for-Profit
• Public Sector
• Curtin University
• Organizational Maturity

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1. Perth 19 22 November 2012 Performance Management in Not-for-profit and Public Sector Entities Professor David Gilchrist Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J

2. Agenda Context Major Challenges Performance Management Maturity Performance Reporting Practical Steps Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J

3. Context Public Sector: Less Money Less Resources Less Capacity for Control Not-for-profits: WA Procurement Reforms Australian Charities & Not-for-profits Commission Taxation Reform Specific Sub-Sector Reform (e.g. NDIS) Joint: Increased Expectations Increased Demand Increased Complexity Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J

4. Major Challenges Reform Fatigue Risk of Rhetoric Hyper Responsiveness Short Termism Loss of Control Risk Avoidance Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J

5. Performance Management and Maturity Indicators Longitudinal Stability Understanding of Organisational Intent and Purpose Meeting Policy Guidelines Contextually Recognising and facing the effects of policy honestly Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J

6. Performance Reporting KPIs PIs All indicators should be connected a logical flow up and down External Reporting User Centric Relevant and Appropriate Internal Reporting Joined to KPIs (Varying Levels) KPIs should cascade to PIs Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J

7. Further Practical Steps 1. Principals Document: Builds on reason for being Articulates organisations purpose clearly and operationally Become guiding framework for decision making Establish indicators of organisational maturity 2. Maintain Control: Do not react hyper responsively Seek to document medium and long term outcomes Understand the difference between risk avoidance and risk management Maintain focus on principals of organisational maturity Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J