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

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.