A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and ImprovingThe National Performance Management Advisory Commission developed the performancemanagement framework to help governments move beyond measuring and reporting thosemeasures to managing performance toward improved results.This framework was developed in response to the demand from governments for moreinformation about performance management practices, the benefits of implementing performancemanagement systems, and what constitutes performance management. Theframework was created to focus attention on performance management as a way ofaddressing the critical challenges confronting governments today, as described in the forewordto this document, and to persuade government leaders to adopt performance managementto deal with these challenges.Public-sector performance management is constantly evolving. While there is no single,authoritative source for best practices in performance management, there are many examples,some of which appear in this report, of how performance management has helpedgovernments perform better.This leads us to next steps. First, the commission will support efforts by the organizationsthat sponsored and contributed to the commission to increase their provision of training,tools, and examples, and practical advice for implementing performance management systemsand practices for their members.Second, in the spirit of the principles articulated in the framework, the commission urgesresearch organizations as well as governments to analyze performance management initiativesand provide evidence of what works in getting better results for the public.Third, we call on government leaders to use the framework contained in this report toimplement or improve their performance management practices, require that performanceinformation be provided to them, and ensure that their governments’ managers and staffhave the training and resources they need for improving performance.National Performance Management Advisory CommissionNPMAC_6dc51b08-2264-11e0-b6d2-4d5c7a64ea2aSponsoring OrganizationsAssociation of School Business Officials International (ASBO)National Association of State Budget Officers (NASBO)The Council of State Governments (CSG)Government Finance Officers Association (GFOA)International City/County Management Association (ICMA)National Association of Counties (NACo)National Association of State Auditors, Comptrollers, and Treasurers (NASACT)National Center for State Courts (NCSC)National Conference of State Legislatures (NCSL)National League of Cities (NLC)United States Conference of Mayors (USCM)Commission MembersM. Jacqueline Nytes, Chair (NLC), Councillor, City of Indianapolis and Marion County, IndianaRichard Devlin, Vice Chair (NCSL), Senate Majority Leader, State of OregonDavid Ammons, Professor, University of North Carolina at Chapel HillDaniel Becker (NCSC), State Court Administrator, State of UtahRod Bockenfeld (NACo), Commissioner, Arapahoe County, ColoradoMichael F. Brown (ICMA), Chief Executive Officer, County of Santa Barbara, CaliforniaBarbara Cohn Berman, Director, Center on Government Performance at the Fund for the City of New York and National Center for CivicInnovationSharon Daboin (NASBO), Deputy Secretary for Performance Improvement, Governor’s Budget Office, State of PennsylvaniaPeter Franchot (NASACT), Comptroller, State of Maryland Comptroller’s OfficeLarry Jones (USCM), Assistant Executive Director, United States Conference of MayorsJohn Kenney (NASACT), State of Maryland, Comptroller’s OfficeLee V. Legutko (ASBO), Chief Business Officer for multiple school districts in Florida (retired)Kenneth L. Rust (GFOA), Chief Administrative Officer, City of Portland, OregonWilliam C. Vickrey (CSG), Administrative Director of the Courts, State of CaliforniaSponsoring Organization RepresentativesJacqueline Byers (NACo), Director of Research and Outreach, National Association of CountiesJeffrey L. Esser (GFOA), Executive Director/CEO, Government Finance Officers AssociationDaniel Hall (NCSC), Vice President, Court Consulting Services, National Center for State CourtsChris Hoene (NLC), Director, Center for Research and Innovation, National League of CitiesAnne Spray Kinney (GFOA), Director, Research and Consulting Center, Government Finance Officers AssociationMichael Lawson (ICMA), Director, ICMA Center for Performance Measurement, International City/County Management AssociationJohn Mountjoy (CSG), Director of Policy and Research, The Council of State GovernmentsRobert J. O’Neill, Jr. (ICMA), Executive Director, International City/County Management AssociationScott Pattison (NASBO), Executive Director, National Association of State Budget OfficersKinney Poynter (NASACT), Executive Director, National Association of State Auditors, Comptrollers, and TreasurersMichael J. Robinson (CSG), Senior Deputy Executive Director, Council of State GovernmentsRon Skinner (ASBO), Assistant Executive Director, Association of School Business Officials InternationalRon Snell (NCSL), Director of State Services, National Conference of State LegislaturesCatherine L. Spain (NLC), Director, Enterprise Programs, National League of CitiesJudy Zelio (NCSL), Program Director, Fiscal Affairs, National Conference of State LegislaturesCommission StaffAnne Spray Kinney (GFOA), Director, Research and Consulting Center, Government Finance Officers AssociationChristina Altmayer (GFOA), Consultant, Government Finance Officers AssociationMike Mucha (GFOA), Senior Consultant/Analyst, Government Finance Officers AssociationGovernmentsThis performance management framework was developed to help governments move beyond measuring and reporting those measures to managing performance toward improved results.Public sector leaders at all levels, both elected and appointed, set high expectations for performance [and] make a commitment to improving performance._6dc51f5e-2264-11e0-b6d2-4d5c7a64ea2aTo help governments move beyond measuring and reporting to managing performance toward improved results._6dc52300-2264-11e0-b6d2-4d5c7a64ea2aRationalityRationality is the underlying force of performance management. Public managers at all levels are able to make better desicions when the process is informed by relevant data.AccountabilityA process approach to accountability is not sufficient. Officials, managers, and employees at all levels must be accountable not just for following processes but for producing results the public needs.Ethics and ProfessionalismPerformance management is not only a professional expectation for public officials and employees but also an ethical expectation.Accurate, Timely, and Unbiased InformationWhile politics will always be an important force in the governmental environment, there must also be a place for accurate, timely, and unbiased information for high-level decision making as well as for day-to-day management.Results FocusPerformance Management Principle 1: A Results Focus Permeates Strategies, Processes, theOrganizational Culture, and DecisionsA results focus is central and essential to performance management. Community-wideplans, long-term and annual budgets, customer service strategies, and individual efforts allrevolve around articulating and producing desired results.Traditional government processes and practices have too often emphasized a process-compliancedefinition of results rather than an outcome-based definition. Compliance with prescribedprocesses may help to assure fairness, fiscal probity, or adherence to the law, but itoften results in less emphasis on achieving actual substantive benefits for the public.Performance management principles and practices work to assure that the organization’sstrategies, processes, and the culture itself are aligned with the results the organization aims to achieve, while still insuring fairness, proper stewardship, and adherence to the law.RelevancyPerformance Management Principle 2: Information, Measures, Goals, Priorities, and Activities AreRelevant to the Priorities and Well-Being of the Government andthe CommunityThe principle of relevancy requires that an organization establish goals and performancetargets that are important and meaningful to intended audiences. Some goals and targetsmay be technical, such as those related to complying with technical environmental protectionlaws for drinking water. These are relevant to staff members who are responsible formaintaining compliance and assuring the safety of drinking water, for example. Many residents,however, just want to know that they can drink the water that comes from the tapand that it will be available when they want it. Thus, a government might need to set bothtechnical and resident-friendly goals and provide plain-language interpretations of waterdrinkability and availability. Relevancy requires that policymakers, executives, managers,and staff clearly understand how to use performance management tools and practices soappropriate goals and targets can be developed and resources can be devoted to achievingthem.TransparencyPerformance Management Principle 3: Information Related to Performance, Decisions, Regulations, andProcesses Is Transparent -- Easy to Access, Use, and UnderstandThe principle of transparency means that information is not only easy to access, but alsothat it is complete, well organized, easy to use, and easy to understand. Information that isknown only by a small group or an individual does little to foster evidence-based planning,budgeting, and decision making. Making performance information widely available canencourage dialog about how to improve performance, thus offering the potential forimproved resource management, better policy making, and an enhanced ability for thepublic to participate in their government.In addition, performance management practices have the potential to change long-establishedprocesses and service levels as performance information is used to evaluate performanceand perhaps to reallocate resources to better match priorities. Stakeholders will wantto know how such decisions are made.Strategic AlignmentPerformance Management Principle 4: Goals, Programs, Activities, and Resources Are Aligned withPriorities and Desired ResultsEffective performance management systems help ensure that goals, programs, activities,and resources are aligned with priorities and desired results. Alignment must be both vertical(from the top to the bottom of the organization structure and also from organizationwideto individual goals) and horizontal (across organizational units and, optimally, acrossgovernments serving the same population). A lack of alignment creates two significantimpediments to success: 1) The organization will act like multiple organizations rather thana single one, potentially compromising efficiency and effectiveness; and 2) Components ofthe organization will compete for resources rather than developing ways to cooperate.Data DrivenPerformance Management Principle 5: Decisions and Processes Are Driven by Timely, Accurate, andMeaningful DataCollecting performance data, storing it in useable form, and applying it to managing anddecision making are essential to performance management. Policy makers, executives, managers,and staff must have performance data in order to track and understand results. Datainformeddecision making allows the organization to learn from experience, replicate successfulstrategies, and improve on efforts that fail to meet expectations.SustainabilityPerformance Management Principle 6: Practices Are Sustainable Over Time and Across OrganizationalChangesTo be successful, performance management must be a sustained organizational improvementeffort. Performance management is not an event, a program, or a quick fix intended toaddress only current issues. A performance management system must be sufficiently flexibleto adapt to inevitable changes that occur over time such as leadership changes, changesin organizational structure, or unanticipated events. The benefits of performance managementincrease over time as it becomes the standard approach to management and decisionmaking. Performance management requires that leaders make a significant commitment toprovide resources, develop expertise, and enlist employee involvement. Performance managementbecomes a sustained effort when the organization uses performance managementpractices routinely, believes in performance management as the preferred mechanism formanaging resources, and, finally, develops the expectation that decisions will be based onperformance information.TransformationPerformance Management Principle 7: Performance Management Transforms the Organization, ItsManagement, and the Policy-Making Process -- The preceding six principles contribute to this final principle, that of transformation. Forperformance management, the term “transformation” means a shift from focusing primarilyon process and on inputs and outputs to emphasizing results organization-wide. A transformedorganization uses evidence-based planning and management and objective goal setting,and works to align its structure, systems, and resources toward achieving results.Transformation also means going from a bureaucratic model toward a more flexible modelof results-based management and decision making. Finally, transformation changes organizationalculture to one that that values evidence, learning, and accountability for results aswell as accountability for complying with laws and regulations.ChallengesHelp governments address the challenges they face._6dc5244a-2264-11e0-b6d2-4d5c7a64ea2a1GovernmentsPerformance management has the potential to help governments address the performance challenges they face. Some of the most important are listed below.Stakeholder ResultsFocus the organization on results that are important for stakeholders._6dc525da-2264-11e0-b6d2-4d5c7a64ea2a1.1OrganizationsThe need to focus the organization on results that are important for stakeholders.Performance management begins with setting objectives and targets that are relevant tostakeholders’ needs and expectations. It focuses the organization’s resources and effortstoward achieving results that will provide the greatest benefit to the jurisdiction and itsstakeholders. Managers and staff also need to gain expertise in understanding and incorporatingthe public’s needs into decisions by engaging with citizens about what they wantand need.Resource ConstraintsImprove results within resource constraints._6dc52756-2264-11e0-b6d2-4d5c7a64ea2a1.2The need to improve results within resource constraints. Governments are constantly challengedto provide high-quality services and improved outcomes within limited resources.Performance management addresses this challenge by promoting the use of evidence abouteffective and efficient approaches and by fostering a culture of continuous improvement inpursuit of the best results for the least amount of money.Employee EngagementEngage all public employees, not just top officials and managers, in finding ways to better serve the public in an era of complexity and rapid changes in the environment._6dc528dc-2264-11e0-b6d2-4d5c7a64ea2a1.3Public EmployeesThe need to engage all public employees, not just top officials and managers, in finding waysto better serve the public in an era of complexity and rapid changes in the environment.“Business as usual” is an inadequate guide for governing in the current environment.Narrow expertise or basic skills in planning and budgeting will not insulate the managerfrom the need to know how to do more with less. Managers and employees must gainexpertise in analysis and process improvement, performance measurement, and the applicationof technology to solve business problems.Trust and ConfidenceGain and keep the public’s trust and confidence. _6dc52a6c-2264-11e0-b6d2-4d5c7a64ea2a1.4The PublicThe need to gain and keep the public’s trust and confidence. Performance managementimproves accountability and supports confidence in government not only by enhancinggovernments’ ability to communicate performance information but also by giving governmentsthe right tools for improving results.ResultsMoving from Measuring and Reporting to Managing and Improving Results._6dc52c06-2264-11e0-b6d2-4d5c7a64ea2a2Early practitioners of performance measurement who relied on rudimentary measures ofinputs and outputs were often frustrated that their investments did not yield the benefitsthey expected. Moving from measuring to approaches that use measurement as a componentof improving performance can help close that gap. What benefit can governments andthe public expect? The fundamental benefit is that performance management enables governmentsto produce better results for the public. Through continuous cycles of evidencebasedplanning, resource allocation, program or policy execution, and evaluation, organizationsare able to use performance information to identify what works and what does not.Staff that has been well trained in performance management principles and practices isequipped to learn from the evidence provided by past experience and from the experienceof other organizations to modify old strategies or fashion new strategies for improvedresults. Public officials and managers sometimes hesitate to make the move to performancemanagement because they fear that new costs will accompany the change. This fails to recognizethe heavy costs often borne by governments that provide suboptimum services andmake poor decisions without the benefit of data and analysis. The costs inherent in performancemanagement are simply the costs of good management.The highest goal and expectation of performance management is improved results for thepublic. Governmental organizations have used performance management practices toachieve cost savings and improve both performance against targets and customer satisfaction.While much more research is needed to document this connection, practitioners whohave applied performance management principles and practices see it happening._6dc52daa-2264-11e0-b6d2-4d5c7a64ea2aCommitmentOrganizational Commitment to Improving Performance_6dc52f6c-2264-11e0-b6d2-4d5c7a64ea2a3OrganizationsSome government officials have hoped that simply developing and reporting performancemeasures would produce better results and have refrained from pursuing performancemanagement. Often, these governments have experienced only modest success from theirlimited focus on measurement and reporting, and their minimal investment in managementinfrastructure, training and data collection, storage, and analytic tools that would allowperformance measures to be applied to learning and improvement. The MetropolitanGovernment of Nashville and Davidson County example on the following page illustrateshow a transition to performance management from measurement can work.Performance management is not a mechanical process that can be set in motion and left torun on auto-pilot. Benefits are not realized without engaged leadership and a strong organizationalcommitment to changing inadequate decision-making processes, structures, anda culture of complacency. Practitioners of performance management have learned thatachieving better results through the principles and practices of performance managementrequires a sound technical approach, strong leadership, ever-improving expertise, and aculture that constantly reinforces a focus on results._6dc5312e-2264-11e0-b6d2-4d5c7a64ea2aInitiation, Implementation, and SustenanceInitiating, Implementing, and Sustaining Performance Management_6dc53304-2264-11e0-b6d2-4d5c7a64ea2a4Systematic, ongoing performance management requires a sustained effort. Organizationsthat have implemented and institutionalized large-scale performance management knowthat it is a constantly evolving process, not something that works perfectly on day one.First, someone takes the lead to initiate performance management. Assuming that authorizationand resources follow, the initiative is implemented. Then, if the full benefits of performancemanagement are to be achieved, the effort must continually grow and become aregular part of doing business, which requires active management and sustained focus.It is also important to keep in mind that in cases where an organization-wide performancemanagement initiative is not possible, limited efforts initiated by a single division ordepartment can yield benefits. These limited efforts can also serve as examples to the entiregovernment and build expertise for a later large-scale effort. However, it is difficult to initiateperformance management in an organization where the leadership of the organizationis not driven by a desire to deliver quality services at a reasonable cost.InitiationInitiating Performance Management_6dc534da-2264-11e0-b6d2-4d5c7a64ea2a4.1Performance Management ChampionAs with any large-scale change, someone is compelled to break out of the status quo. A performance management champion, motivated to make the change, gathers support for theeffort. The three driving forces discussed below are typical.Desire to improve. Public officials may decide that performance management would be aneffective tool for improving services, responding to community needs, addressing citizenpreferences, or enhancing the government’s reputation. Performance management practices,coupled with better information for better decisions, can lead to improved performance.Increased demands and expectations. Governments face myriad demands and expectations –from citizens, businesses, other governments, government workers and supervisors, laborunions, neighborhood groups, and special-interest organizations. Once governments haveidentified stakeholders’ needs and expectations, they can use performance managementpractices to accomplish outcomes stakeholders will value.A response to fiscal stress. Officials and managers need better information for allocatingscarce resources and countering non-sustainable budget-balancing methods such as across-the-board cuts or use of reserves. A performance approach, based on performance information and data analysis, can help officials and managers make better decisions about settingpriorities and using limited funds.ImplementationImplementing Performance Management_6dc536c4-2264-11e0-b6d2-4d5c7a64ea2a4.2It can take years for an organization to make performance management the standard wayof doing business. But the initial implementation of key elements such as performance-drivenplanning, changing the budgeting process, and training managers and employees onusing data to improve programs and services can be accomplished relatively quickly. Implementation Steps -Although specific implementation steps will vary by government, the following steps are representative.PresentationPresent the case for performance management to the appropriate decision makers to enlist support, obtain authorization, and secure resources._6dc538cc-2264-11e0-b6d2-4d5c7a64ea2a4.2.1Organizational Decision-MakersWhile organization-wideimplementation is optimal, individual sub-units – agencies, departments, or bureaus, forexample – may decide to implement performance management independently.Regardless of the organization’s size, scale, or purpose, support from organizational orsub-unit leaders is essential. Without such support, efforts to implement and sustain theeffort are not likely to succeed.ObjectivesIdentify key purposes and objectives of initiating performance management._6dc53ad4-2264-11e0-b6d2-4d5c7a64ea2a4.2.2Governments usually have more than one reason for implementing performance management. Clarifying and communicating key purposes and establishing specific objectives at the beginning will help to determine process design and enlist support.ProcessDefine the performance management process. _6dc53cdc-2264-11e0-b6d2-4d5c7a64ea2a4.2.3There are several performance managementsystems that many governments are using, including a strategic planning-basedcascading system of objectives, strategies, and measures (see the illustration on the followingpage); the “balanced scorecard” approach popularized by Robert S. Kaplan andDavid P. Norton; and the Stat system approach (e.g., CompStat and CitiStat).Governments can adopt one of these approaches fully or partially, or select elementsfrom several to create their own unique system. The Baldrige Management Model, theframework used in the Malcolm Baldrige National Quality Award program, is a systemthat focuses on leadership, strategic planning, customer focus, measurement, staff,process management, and improving results. This model recommends a structured approach to management based on criteria set up for receiving the Baldridge Award.While the Baldrige criteria have been used mainly in the private sector, both the City ofCoral Springs, Florida, and the Jenks Public School District, Oklahoma, are BaldrigeAward winners.Regardless of the specific approach, performance management typically includes thefollowing elements:Mission and Priorities[Establish] a planning process that defines the organizational mission and sets organizational priorities that will drive performance._6dc53ef8-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.1This is the planning phase of the performance management cycle. Once strategic priorities are established that are consistent withthe mission, long-term objectives, annual targets, and strategies can be set.Public Engagement and Community Needs[Establish] a process for engaging the public and identifying community needs._6dc5411e-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.2Without such aprocess, it is difficult or impossible to fulfill the promise of performance managementto produce results the public needs. When establishing the process, governmentshould identify the purpose for engaging the public, points in the processwhere the public will be involved, how and when information gained from the publicwill be used in the performance management system, and the specific publicinvolvment methods that will be used.Budget[Establish] a budget process that allocates resources according to priorities. _6dc54358-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.3A complete performancemanagement system must include a performance approach to budgeting.Rather than developing budgets from the previous year’s expenditures, funding isallocated according to priorities and information about what actions are effective inreaching desired results.Measurement[Establish] a measurement process that supports the entire performance management system._6dc545a6-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.4A key challenge in this step is integrating measures both horizontally (across organizationalprocesses and boundaries) and vertically (from a community conditionlevel all the way down to the work of departments and individual employees insupport of improved conditions).Accountability[Establish] accountability mechanisms._6dc547fe-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.5Accountability refers to the obligation a person, group,or organization assumes for the execution of authority and/or the fulfillment ofresponsibility. “This obligation includes: answering – providing an explanation orjustification – for the execution of that authority and/or fulfillment of that responsibility;reporting on the results of that execution and/or fulfillment; and assumingresponsibility for those results.”Data Mechanism[Establish] a mechanism for collecting, validating, organizing, and storing data._6dc54a9c-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.6This process assures data reliability and availability.Data Reporting and Analysis[Establish] a process for analyzing and reporting performance data. _6dc54d12-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.7The organization needs thecapacity to analyze data, not just collect and report it, so that data can be interpretedand useful information provided to management, policy makers, and the public.Improvement[Establish] a process for using performance information to drive improvement._6dc54f88-2264-11e0-b6d2-4d5c7a64ea2a4.2.3.8At this stage,information is used as evidence to help the organization make decisions on whetherto continue programs or activities, prompt and test new strategies, use data to setup improvement incentives, or try something else. The capacity for using performanceinformation to drive improvement includes being able to compare current performanceto past performance, established standards, or the performance of otherorganizations.CommunicationCommunicate the plan to gain understanding, enlist support, and assure that stakeholders have the facts._6dc55244-2264-11e0-b6d2-4d5c7a64ea2a4.2.4Communication is a critical component of any change effort. Setting up amultifaceted communication effort will help all parties gain understanding and buildand maintain support. By not just providing information but inviting feedback andquestions, a good communication process can counter inaccurate information by rapidlyidentifying inaccuracies and making sure that accurate and relevant information is provided.Organizational CapacityBuild organizational capacity through training, hiring, or developing in-house technical and other expertise._6dc554ce-2264-11e0-b6d2-4d5c7a64ea2a4.2.5Build organizational capacity through training, hiring, or developing in-house technical and other expertise; providing performance management tools; and building common terminology.While training is generally part of initial implementation, it should not be viewedas a one-time event. Existing staff benefit from recurring training, and new hires needproper introduction to the way the organization practices performance management.The organization’s efficiency and effectiveness will benefit from deeper staff understandingof performance management practices and principles.Monitoring and AdjustmentMonitor the implementation process and make adjustments as necessary._6dc55758-2264-11e0-b6d2-4d5c7a64ea2a4.2.6Just as monitoringand adjusting are part of the performance management cycle, the performance managementinitiative itself must be continually monitored and changes must be made toassure that it is becoming ingrained in the organization and that benefits are beingachieved.Change ManagementManaging the Change_6dc559ec-2264-11e0-b6d2-4d5c7a64ea2a4.3Any major organizational change, including implementation of performance management,requires both a sound technical approach and a workable approach for the particularorganization involved. Organizational change management is indispensable to assuringthat performance management will become the organization’s ongoing way of doing business.At its heart, performance management is an organizational improvement process thathinges on aligning employee interests with the organization’s objectives. Achieving thisalignment requires that the organization pay attention to key issues that employees haveduring the transition.There are many challenges to implementing performance management. It cannot be promisedas a quick fix, although benefits usually begin early. It takes time, and those whowould typically have responsibility for implementation have other tasks they must accomplishsimultaneously. It may also be a reputational risk for those who undertake it. Thereare no guarantees of success. While many practitioners have had successes, there are as yetno systematic studies that rigorously quantify the direct or indirect benefits of performancemanagement efforts.Organizational and structural issues often have the potential to affect the success of achange effort, so strategies to address those issues should commence before performancemanagement implementation begins. Initiators of performance management should considerthe culture of their organizations and identify potential barriers as they develop theirimplementation strategies. The earlier change management efforts begin, the stronger thefoundation becomes to support a sustained performance management initiative. While acomprehensive description of change management is beyond the scope of this document, asound change management process includes, at minimum, the following steps:Capacity for ChangeAssess the organization’s capacity for change. _6dc55c8a-2264-11e0-b6d2-4d5c7a64ea2a4.3.1Review how the organization has respondedto changes in the past, what the key barriers have been, and how they have (or havenot) been overcome.Risk AssessmentAssess implementation risks. _6dc55f46-2264-11e0-b6d2-4d5c7a64ea2a4.3.2A risk assessment identifies environmental threats (e.g.,people, events, finances, and cultural factors) that may impede progress or even stopthe initiative. Doing such an assessment in the beginning enables planners to considerhow to respond to these threats should they occur and also to decide on the timing ofthe initiative.Change Management ComponentCreate a change management component. _6dc5620c-2264-11e0-b6d2-4d5c7a64ea2a4.3.3Give responsibility to an individual or a groupfor addressing change management issues separate from the technical components ofperformance management implementation.Communication ProcessEstablish a process for communication. _6dc564d2-2264-11e0-b6d2-4d5c7a64ea2a4.3.4As mentioned earlier in the implementation section,communication should be systematic and frequent. A communication plan thatidentifies key audiences, key messages, and appropriate communication channels, andthen provides timely communications, is an essential part of managing the transition.CoachingProvide coaching and individual attention to participants. _6dc56798-2264-11e0-b6d2-4d5c7a64ea2a4.3.5Provide coaching and feedbackso individuals in the organization are able to use performance management and understandnot only why it is good for the organization, but also how each person fits into aperformance management approach.Resistance ManagementManage resistance. _6dc56a72-2264-11e0-b6d2-4d5c7a64ea2a4.3.6No matter how well justified the initiative may be, acceptance levelswill vary. Some individuals will enthusiastically adopt, some will adopt because it isexpected, and others will drag their feet or simply refuse to get on board. Managingresistance is a multi-faceted activity that involves identifying the specific sources ofresistance and developing responses that are appropriate in scale and intensity.CelebrationCelebrate success. _6dc56d56-2264-11e0-b6d2-4d5c7a64ea2a4.3.7Although we have emphasized that performance management is anevolutionary process, successes occur at every stage. In the beginning, gaining resourcesfor an implementation plan is an early success. Creating key organizational priorities isanother. It is important to announce successes and involve employees as a way of nurturingthe message that performance management is not itself a program or owned by asingle group of people, but rather the organization’s new way of doing business.2011-01-17http://www.nasact.org/downloads/APerformanceManagementFramework.pdfOwenAmburOwen.Ambur@verizon.net