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  • 1. 28 th Session of the Public Management Committee Ch âteau de la Muette, Paris Governing for Performance in Australia Lynne Tacy 14 November 2003
  • 2. The Context
    • our legislative framework is principles based and devolves financial authority and employment powers to Agency Heads
      • they are responsible for the efficient, effective and ethical use of resources
      • and for promoting and upholding the APS Values
    • this is underpinned by
      • a robust performance monitoring and evaluation regime
      • strengthened accountability for results
    • it is set against an environment of increased contestability and competition
  • 3. Performance Management Framework
  • 4. Performance Management Framework Government Portfolio Minister/s, Minister/s, Parliamentary Secretary Legislative and regulatory framework
    • Outcomes & Outputs Structure
    • Outcomes
    • Outputs
    • Performance indicators
  • 5. Performance Budgeting Management and Reporting
    • the system is based on an outcomes and outputs framework
      • the basis for appropriations and accountability for performance
    • agencies are required to specify and cost outputs against planned outcomes and identify performance targets and indicators
      • and report against their achievement
    • the system has been supported by a move to accrual accounting
    • the framework has been modified recently to provide for more lower level program information
  • 6. Accountability and Assurance
    • there has been a growing level of scrutiny by Parliament
    • the Auditor-General plays a key role in monitoring and reporting on performance and accountability
      • an independent officer of the Parliament
      • strengthened role in performance auditing and better practice guidance
    • the Public Service Commissioner has a statutory role to evaluate the application of the APS Values and APS employment policies and practices
      • including to prepare an annual report on the State of the Service
  • 7. Performance Management Framework
    • Corporate Planning & Governance
    • Vision, Mission, Aims
    • Values, Behaviours
    • Major Directions/priorities
    • Management Structures
    • Business Planning
    • Priorities, Resource Allocation, Risks
    • Budget cycle links
    • Organisational capabilities
    • Corporate Strategies (IT, people, financial)
    • Individual action plans/performance agreements
      • Objectives
      • Values/behaviours
  • 8. Planning and Evaluation
    • we have moved from a general requirement for a regular cycle of program evaluation to a more targetted approach, eg
      • all lapsing programs are required to be reviewed
      • major new programs and initiatives have a built in evaluation phase
    • agency governance systems include business planning processes
      • with an increasing use of balanced scorecard and other performance monitoring type approaches
    • all agencies dealing with the public must have service charters
  • 9. Performance Management Framework
    • Performance Review & Feedback
    • Organisational Performance Reviews
    • Individual and Team Performance Reviews
    • Performance Linked Remuneration Policy
    • Managing Under-performance
  • 10. Performance Management
    • all agencies must have an effective performance management system in place
    • features include
      • statement of performance expectations and links to business plans
      • regular performance feedback and appraisal
      • recognition and reward
      • focus on capability development
      • management of poor performance
    • approaches vary between agencies, including in relation to performance based remuneration
    • there is room for improvement in relation to the alignment, integration and credibility of systems
  • 11. Challenges and Issues
    • using meaningful performance information and linking results into decision making in practical and useful ways
    • giving more emphasis to the implementation of public policy
      • establishment of a Policy Implementation Unit in the Department of Prime Minister and Cabinet
    • ensuring that the system caters for effective whole of government approaches
    • providing appropriate performance governance arrangements for outsourced service provision
    • improving agencies’ performance management systems, including performance based remuneration
  • 12. For Further Information
    • The Australian Experience of Public Sector Reform APSC 2003
    • Performance Management in the Australian Public Service Management Advisory Committee 2001
    • Performance Management APSC 2002
    • www.apsc.gov.au
    • For details of Australia’s financial management system: www.dofa.gov.au