| Session Title: Valuing Performance Measurement: Findings From a Multiple Case Study of Canadian Public Sector Organizations |
| Multipaper Session 427 to be held in Huntington B on Thursday, Nov 3, 2:50 PM to 4:20 PM |
| Sponsored by the Government Evaluation TIG |
| Chair(s): |
| Swee Goh, University of Ottawa, goh@telfer.uottawa.ca |
| Discussant(s): |
| Katherine Ryan, University of Illinois, k-ryan6@illinois.edu |
| Abstract: Performance measurement and management have become the focus of central agencies in government to address the issues of accountability and transparency. The view is that performance measurement is a tool that can be used to encourage better performance in public sector organizations through the setting of targets and performance indicators. In this session we will present the results of a multi-case study that examines the issue of performance measurement practices in five Canadian public sector organizations. The first paper will set the stage, by introducing the broad context within which Canadian government organizations operate and will address some of the challenges, problems, and issues associated with implementing performance measurement. Next, an exemplary practice case will be presented, followed by the results of a cross-case analysis. These studies contribute towards a better understanding of what can lead to greater "valuing of performance measurement" in public sector organizations. |
| Performance Measurement and Reporting: Challenges, Problems, and Issues Facing Canadian Public Sector Organizations |
| Gregory Richards, University of Ottawa, richards@telfer.uottawa.ca |
| This multi-paper session addresses the conference theme of "Values and Valuing" by investigating the perceived value of performance measurement in public sector organizations. This first paper sets the stage for the multi-paper session, by introducing the broad context within which Canadian government organizations operate. Based on a review of literature as well as empirical research, this paper addresses some of the prevailing challenges, problems, and issues associated with implementing performance measurement. This paper draws from the results of a multiple case study of five Canadian public sector organizations, representing a variety of different sectors - education, safety, and health. Despite their diversity, many experienced similar challenges. Our findings suggest that some of these similarities and differences can be explained by contextual factors, within the broader public sector environment and/or within the organizations themselves. This paper speaks to both. |
| Implementing Performance Measurement: Exemplary Practices in the Education Sector |
| Catherine Elliott, Telfer School of Management, University of Ottawa, elliott@telfer.uottawa.ca |
| The second paper in this multi-paper session presents the results of a case study within the education sector in Canada. This organization exhibited exemplary practices in implementing performance measurement and their "story" will be presented in this session. What were the drivers of performance measurement (PM)? What steps did they follow, to ensure that PM would be valued and used? How did they address challenges such as organizational alignment, change resistance, and sustainability? Were any specific frameworks or tools adopted? What were the barriers that they encountered along the way? An intriguing case of PM leadership and change, these questions will be addressed and situated within the context of public sector education in Canada. |
| "Getting Performance Measurement Right:" Results of a Multiple Case Study of Canadian Public Sector Organizations |
| Sarah Musavi, University of Ottawa, smusavi333@gmail.com |
| Getting performance measurement "right" is more difficult than it sounds. Once PM is implemented, it frequently is not used. For example, in a recent survey of 117 deputy ministers and chief administrative officers in Canadian public sector organizations, only 17 percent reported using performance measures to make key decisions (Richards and Goh, 2009). While many producers and users of PM information have good intentions, they face many organizational constraints in utilizing these results. This paper reports on a cross-case analysis of the results of a multiple case study to identify those factors that are "enablers" of data valuing and use. While accountability is the common refrain in public sector organizations, this paper will explore whether there is evidence of individuals and organizations going "beyond accountability", to use performance data for learning and change. |
| Swee Goh, University of Ottawa, goh@telfer.uottawa.ca |