Page 273 - DMGT522_SERVICES MANAGEMENT

Services Management

Notes
TAKING STOCK
What Does “Capacity” Mean?
Structures and Policies – You have the clear lines of authority, organisational structure,
and procedures needed to effectively carry out the core functions.
Skills and Resources – You have the workforce, financing, facilities, and equipment required
to effectively carry out the core functions.

Information and Communication – You can receive, process, and communicate information,
data, and reports to effectively carry out the core functions.

Source: Washington State Department of Health. The Public Health Improvement Plan. (Olympia:
Washington State Dept. of Health, 1994). Available at http://www.doh.wa.gov/Publicat/94_PHIP/
94phip.htm
3. Collaborating: Implementing performance measurement gives you an opportunity to
create working arrangements with other groups, programs, departments, agencies,
organisations, and stakeholders. This collaborative cross-fertilizing can make for a stronger
approach to meeting goals – especially large ones that overarch others’ efforts besides
yours – and can help fill holes in your capacity to carry out your work.
Maybe you can’t most effectively meet an objective if you don’t have the cooperation and
participation of another work group. Maybe collaboration with another program will
eliminate duplication of effort between you. Could you share a database administrator
with another department to meet both of your needs more efficiently? What about trading
expertise with another agency or stakeholder organisation instead of hiring someone to
come in and conduct training?
Collaboration comes in many forms, and just knowing your performance is going to be
measured gives you an opportunity and incentive to dream up styles that will work for
you.

Note Traditional systems tend to report results based on functional or departmental
lines. Unfortunately, this reinforces reporting or organisational lines of authority, rather
than encouraging team, process, or other cross-functional approaches. This does not reflect
the way that your customers, suppliers, employees, or other stakeholders view your
organisation.
4. Assigning Accountability: Accountability can mean two things to people working in the
public sector: accountability for making a difference in the lives of the people you serve –
BIG picture accountability – and accountability for the work for which you are responsible
on a day-to-day basis – pragmatic accountability.
No single public health organisation, program, group or service is responsible or
accountable for achieving big picture public health goals all by itself. But while it might
not be fully responsible for achieving any single social goal, it might be responsible for
addressing the goal and for achieving outcomes that take everyone closer to it.
Implementing performance measurement gives you an opportunity to evaluate and define
the types and levels of contribution you do or can make to achieving large, overarching
public health goals and thus for defining – and accepting – your portion of accountability
for the big picture.

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