K--Governance of Innovation
Public Sector Sustainability Reporting – achieving sustainability goalsIs your organization ready to meet the challenges and targets that have been set as part of the government’s sustainability plans? Sustainability is now an important and high profile agenda for all public sector organizations. There are new and demanding reporting requirements that need to be implemented within relatively short timescales. These need to be understood and owned by policy makers, performance managers and accountants, as well as sustainability experts. There are also significant financial and reputational implications for failing to comply with the requirements and/or inadvertently reporting incorrect information.
Scorecarding for the public sector: Align goals, deliver resultsRising expectations for public sector performance have driven many public organizations to use scorecarding to monitor and manage their way to improved performance— with well-documented successes. Scorecarding provides the means to capture and clearly articulate the organization’s strategy, align all stakeholders and employees toward those goals, and help measure and manage the organization’s progress towards those objectives.
2010 CEO StudyHow are leaders responding to a competitive and economic environment unlike anything that has come before? To find out, we conducted faceto-face interviews with 1,541 CEOs, general managers and senior public sector leaders around the world.4 Those conversations, in combination with our statistical and financial analyses, offer insight into the agendas and actions of global leaders.
Make Actionable Intelligence PervasiveWhen massive amounts of unfiltered data are channeled across the organization, overwhelmed individuals are stunned into “analysis paralysis” – the compulsion to delay decision-making while waiting for just a little bit more data that can simplify (and perhaps justify) that impending decision. This paralysis can be alleviated when the information overload is throttled back to filter out the specific information necessary to optimally drive the decision process and allow specific actions to be taken. Delivering trustworthy actionable intelligence to the right people when they need it short-circuits analysis paralysis and encourages rational and confident decisions.
A leaner public sectorThrough lean and Six Sigma initiatives, public-sector agencies can improve performance and productivity—but the impact won’t stick if they ignore the “soft” side of making operational change happen
From e-Government to e-GovernanceWhile investment in e-government has delivered significant benefits, these solutions also have limitations when it comes to public service delivery and reform. People are no longer content to be passive consumers of services. They expect a different kind of relationship with their government — one that places individual needs and expectations at the heart of public service planning and delivery. This new relationship is characterized by the more active involvement of citizens and other stakeholders in identifying priorities, influencing decision making, shaping policies, designing services, holding governments accountable for results and even jointly contributing to service delivery
Government performance managementAccountability demands on the public sector increase every year, so government agencies are always seeking new ways to improve— and report on— their performance. IBM Cognos® performance management solutions can help, with features such as advanced planning, scorecarding and reporting tools that are ideally suited to government. This white paper provides details about the many IBM Cognos performance management capabilities for public agencies
Leadership in Customer Service: Creating Shared Responsibility for Better OutcomesFor the last eight years, Accenture has conducted research in more than 20 countries to help government organizations better understand how they can excel at serving their customers and citizens. In building up a strong body of evidence from around the world, we have found that organizations that achieve high performance through customer service have four critical elements in place:
o They are citizen-centric; that is, they organize their services and information around their citizens’ needs and circumstances.
o They use a variety of channels to provide information and services to people and strive for seamless coordination between these channels.
o They work together at the local, regional and national levels to provide integrated services.
o They actively reach out to their customers; working to ensure that people are well informed about the services they offer so that customers can use their services easily, and understand what is expected of them in return.
When the government develops policies that respond to people’s needs, it is able to improve services further, which in turn strengthens the relationship of trust. Although many public service organizations have been striving to put the above four elements in place and build trust through better services, our research shows that in many countries, citizens are still far from satisfied that government services are helping to improve the quality of their lives.
Significant and Sustained Cutting costs while achieving better performanceThe current economic downturn requires a strategic approach to cutting IT costs. High-performance businesses successfully reduce overall costs sharply and for the long term, shifting spend toward IT capability and business growth while stepping up IT performance at the same time. Here are the three practical steps that they follow.
Intelligent City Balanced Scorecards for the City of RijekaDemocratic and constituent focused developments in the strategic planning and management of local government requires performance and process management infrastructure. Composition of applied balanced scorecard (BSC) performance management system used to translate strategy into tangible objectives and measures for the Local Government is presented. New BSC requirements for the Intelligent City concept enriched by sustainable development based on knowledge system domains are derived. Enlarged set of performance indicators and new statistical sources are presented. The political and social interaction benefits of open, interactive balanced scorecard for the City of Rijeka are given.
IBM COGNOS MUNICIPAL PERFORMANCE MANAGEMENTThe IBM Cognos Municipal Performance Management Blueprint gives local governments a practical framework to manage performance across city agencies consistently and objectively. City and county governments, like most organizations, typically lack a consistent, accurate, and timely view of the information captured in their business systems. They do not have a consistent way of looking at the performance of each of the agencies in the city, or of the city as a whole. They are unable to align to achieve key strategic objectives. Citywide performance programs include specific management practices such as weekly meetings and cultural changes which cities must develop according to their own culture. The performance blueprint discussed in this paper supports the overall performance process by:
• Enabling a metrics management environment to pull supporting data from business systems and deliver it to users in an appropriate format
• Providing powerful tools to analyze and report on the information
• Establishing a framework for discussing the strategic goals and objectives for the city as a whole or within any of the agencies (such as education or police).
Accenture Citizen Experience Study Measuring people's impressions of public service valuePolls routinely capture voters' opinions of individual politicians. Private-sector surveys often gauge customers' satisfaction with products and services. But until now, there was no single instrument to measure citizens' perceptions of government. The Accenture Institute for Public Service Value has created the Citizen Experience Study to fill that void. The Accenture Citizen Experience Study
measures the level of connection and engagement that citizens in 13 geographies feel with their governments. More specifically, the study captures citizens’ perspectives on the importance of 16 government actions—and their opinions on how well government is currently performing each of those actions. We have used that data about importance and performance to characterize citizens' perceptions of their government's relative strengths and weaknesses.
Accenture Assessment of Benchmarking within Government OrganizationsAs governments around the world deal with continuous pressures to improve the value they deliver to their citizens, one important tool that can support their efforts is benchmarking, a practice the private sector has used to great effect over the last decade. When used effectively, benchmarking can raise the bar for organizational performance, help reduce costs and improve service levels.
Accenture recently conducted a study on benchmarking within government organizations around the world, looking at how many organizations currently conduct benchmarking, what results they’ve observed and plans for future activity. Among many items learned, Accenture found that governments use benchmarking more often than might be supposed, although most governments see room for improvement. After examining the current practices, Accenture agrees with that assessment. In this paper we present the findings from the global benchmarking study, analyze the results and provide “best practice” guidance for governments looking to realize the greatest possible benefit from their benchmarking efforts.
Benchmarking Defined: For purposes of our research study, we defined benchmarking as “The routine comparison with similar organizations of administrative processes, practices, costs and staffing, to uncover opportunities to improve services and/or to lower costs.” In addition, the benchmarking