Integrated Performance Agreements 200X 200Y

1
Integrated Performance Agreements(200X 200Y)

• Presentation to
• (Organization) Senior Management Committee
• (Date)

2
Context

• Implementation of (Organization) vision must be
  anchored in business plan and EX performance
  agreements (PAs)
• First step is to develop 200X-200Y PAs for senior
  management (direct reports to Deputy Head) to set
  the stage to support achievement of
  (organizations) strategic outcomes
• (List outcomes here)

3
Methodology

• Traditional hierarchical approach to develop PAs
• Senior managers develop their PAs in isolation of
  each other and focus on the work of their
  respective, independent units
• Accountability is individual
• Integrated approach requires collective thinking
  and strategic planning
• Senior managers develop their PAs together,
  highlighting how their efforts support those of
  each other to achieve integrated, mutually
  dependent outcomes
• Accountability belongs to the team
• Integrated approach means senior management
  develops PAs as a team

4
The Goal

• PAs that are
• Well-written
• Aligned
• Cascaded
• Clear communication of what is expected

5
Benefits of integrated senior management PAs

• Formalizes and tracks commitments to help each
  other/interdependencies
• Makes cooperation the norm
• Highlights areas for potential synergy
• Uncovers potential areas of duplication
• Maximizes the impact of initiatives
• Helps ensure that new projects/ideas find
  permanent homes for long-term implementation and
  maintenance
• Makes opportunities to reallocate resources
  during the year more transparent
• Makes it easier for integrated commitments to
  cascade down to lower organizational levels

6
Keys to successful PA integration

• Success of the integrated model requires
  consistent, dedicated commitment and
  participation at the most senior level
• Senior managers must commit to
• Make time to participate in PA planning meetings
  approx. 4 meetings in (month)
• Understand that strategic thinking as a group
  at these meetings requires patience and respect
• Attend in person
• Personally prepare and review materials

7
Related work

• The work done for this project can also serve as
  a foundation for development of key
  (organization) management and reporting tools
• 200X 200Y business plan
• PAA
• RPP and DPR
• Management Accountability Framework (MAF)
• Results-based Audit Framework (RBAF)
• Leadership Competencies
• (Other documents)
• As a result, the (organization) strategic
  planning team should be fully engaged in this
  exercise

8
Key Participants

• (List of Names)

• (Where from)

9
Proposed next steps
Note success of schedule depends on senior
managements being available for meetings, as a
team, within specified timeframes
10
Proposed next steps - continued
Note success of this schedule depends on senior
managements being available for meetings, as a
team, within specified timeframes