Integrating a performance-based approach into practice: a case study

Abstract

Abstract Organizations in both the public and private sectors are increasingly focusing on performance and results, on outcomes rather than on outputs, or on the ends rather than the means to accomplish their mission(s). In the US, the federal government actually embedded this focus in the Government Performance and Results Act, 1993. Since then, US federal government agencies have been in the process of a major shift in their management procedures. The paper illustrates how the US Coast Guard (USCG) is implementing these procedures. USCG missions are clearly defined in 'legal authorities' by the US Congress. These missions in turn are also responding to external public and industry drivers and trends. The USCG is highly dependent on its logistical assets to support its operational units and accomplish its missions. Therefore, the Civil Engineering Program, which is that part of the organization responsible for the most stable and long-lasting assets, namely constructed assets, has been commissioned to create and implement a far-reaching Shore Facility Capital Asset Management system, including Regional Strategic Plans. The design of this integrated system is part of a Framework for Integrated Decision-Making for the USCG as a whole. It is performance based and results oriented. It includes metrics that will allow the USCG to measure objectively and transparently how it performs against the requirements of its missions and strategic goals. All parts of this integrated system are presented, with emphasis on the suitability metrics that most directly link assets to missions. Dans le secteur public tout comme dans le privé, les organisations se concentrent de plus en plus sur les résultats et sur la performance, c'est à dire plus sur les résultats que sur la productivité, ou encore plus sur les fins que sur les moyens, pour accomplir leurs missions. Aux Etats-Unis, le gouvernement fédéral a en fait inscrit ce point de convergence dans la Loi sur la performance et les résultats du Gouvernement (1993). Depuis, les agences du Gouvernement fédéral des Etats-Unis remanient leurs procédures de gestion. Ce document explique comment les Garde-côtes des Etats-Unis (USCG) mettent en oeuvre ces procédures. Le Congrès définit clairement les missions de l'USCG en termes d' 'autorités légales'. A leur tour, ces missions répondent également aux tendances et aux moteurs de l'industrie et de la société publique extérieure. L'USCG dépend beaucoup de son actif logistique pour soutenir ses unités opérationnelles et accomplir ses missions. Le Programme d'ingénierie civile, qui est l'élément de cette organisation responsable des actifs les plus stables et les plus durables, c'est-à-dire les actifs construits, a donc été chargé de créer et de mettre en œuvre un système ambitieux de gestion des immobilisations des installations côtières, y compris de Plans stratégiques régionaux. Le concept de ce système intégré s'inscrit dans un cadre de processus décisionnel intégré pour l'ensemble de l'USCG. Il est basé sur la performance et axé sur les résultats et comprend des métriques qui permettent à l'USCG de mesurer objectivement et en toute transparence comment ils répondent aux exigences de leurs missions et comment ils atteignent leurs objectifs stratégiques. Cet article présente tous les éléments de ce système intégré, en mettant l'accent sur les métriques qui lient le plus directement les actifs aux missions. Keywords: constructed assetsfacility assessmentfunctionalityintegrated decision-making processperformance indicatorsserviceabilitysuitabilityvalue chainUnited States Notes Since the USCG has been integrated into the Department of Homeland Security, these missions are changing somewhat, but this change has not yet been finalized as of the writing of this paper. CONOP(s) represents the 'concept' of the operations units; CONLOG represents the 'concept' of logistics units of this organization. In this context, OPERATIONS refer to the units that deliver the MISSION(s); LOGISTICS refers to all the resources used to support OPERATIONS. See also Step 2: Integrated decision-making process. See also Steps 2 and 3: Integrated decision-making process. See also Step 4: Integrated decision-making process. See also Step 5: Integrated decision-making process. See also Step 6: Integrated decision-making process. See also Step 7: Integrated decision-making process.