Kathy Corbiere

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Kathy Corbiere

  1. 1. Supporting Improved Performance - Evaluation as a Pillar of Performance Management Kathy Corbiere Service Delivery and Performance Commission
  2. 2. Performance Management <ul><li>Performance management is defined as a system, integrated with organisational strategic management, performance information, evaluation, performance monitoring, assessment, and performance reporting (OECD, 2002). </li></ul>
  3. 3. Why focus on performance management? <ul><li>Governments see the need to assess their services in terms of impact and results for citizens </li></ul><ul><ul><li>more informed public </li></ul></ul><ul><ul><li>a desire to engage with government in determining the scope and delivery of government services </li></ul></ul><ul><ul><li>greater public accountability in western societies </li></ul></ul><ul><ul><li>need political arm of government to be seen to be responsive to public concerns. </li></ul></ul>
  4. 4. Issues for Performance Management <ul><li>Issues that many OECD countries are contending with at the present time are: </li></ul><ul><li>variability in service delivery and performance </li></ul><ul><li>the need for greater clarity of direction and clear expectations </li></ul><ul><li>the capacity to use incentives to encourage best practice and sanctions for poor performance </li></ul><ul><li>including stakeholders and end users and to be responsive to the needs of citizens </li></ul><ul><li>the sharing of best practice and critical learnings from experience. </li></ul>
  5. 5. Public Sector Performance Management <ul><li>Exemplified by: </li></ul><ul><li>improved strategic planning and budgeting </li></ul><ul><li>better alignment among resources, effort and direction </li></ul><ul><li>stronger outcomes focus </li></ul><ul><li>attention to the assessment of efficiency and effectiveness of government services. </li></ul>
  6. 6. Setting Up a Performance Management Framework <ul><li>Not one PM model imposed </li></ul><ul><li>Undertook a survey of all agencies to determine issues with current reporting requirements </li></ul><ul><li>Concerns were: </li></ul><ul><ul><li>Extent of reporting </li></ul></ul><ul><ul><li>Lack of alignment between reporting requirements </li></ul></ul><ul><ul><li>Lack of feedback. </li></ul></ul>
  7. 7. Other issues <ul><li>Need for some performance information for business use only </li></ul><ul><li>Performance information is often what can be measured – not real outcomes </li></ul><ul><li>Difficult to match data for whole-of-government outcomes </li></ul><ul><li>Need to reduce the number of measures. </li></ul>
  8. 8. Performance management framework <ul><li>Incorporates six elements: </li></ul><ul><li>Planning and strategy </li></ul><ul><li>Resource management </li></ul><ul><li>Performance measurement and monitoring </li></ul><ul><li>Governance </li></ul><ul><li>Evaluation and continuous improvement </li></ul><ul><li>Leadership and capability. </li></ul>
  9. 9. ELEMENT 1: PLANNING AND STRATEGY <ul><li>– the process of organisational planning and strategic direction setting that informs resource allocation and managers’ decision-making </li></ul><ul><li>This element considers: </li></ul><ul><li>the quality of strategic and business planning </li></ul><ul><li>the alignment of departmental programs and activities to whole-of-government priorities and outcomes </li></ul><ul><li>the capacity to analyse performance against objectives and adjust programs and projects accordingly. </li></ul>
  10. 10. ELEMENT 2: RESOURCE MANAGEMENT <ul><li>– the systems and processes of monitoring human, physical and financial resources in order to maximise results. </li></ul><ul><li>This element considers: </li></ul><ul><li>the effectiveness of resource allocation and monitoring processes </li></ul><ul><li>the capacity to identify the full cost of services and the efficiency of delivery models used </li></ul><ul><li>the achievement of value for money in departmental operations </li></ul><ul><li>the ability to reallocate existing resources away from areas of low achievement or impact to new and emerging priorities. </li></ul>
  11. 11. ELEMENT 3: PERFORMANCE MEASUREMENT AND MONITORING <ul><li>– the process of collecting and analysing data to understand and manage performance. </li></ul><ul><li>This element considers: </li></ul><ul><li>the breadth and depth of performance measures in the organisation </li></ul><ul><li>the quality of data in terms of accuracy, reliability and relevance </li></ul><ul><li>the effectiveness of measures in determining performance </li></ul><ul><li>the incorporation of measures in systematic ways in decision-making processes. </li></ul>
  12. 12. ELEMENT 4: GOVERNANCE <ul><li>– the systems and processes of ensuring managers collectively make accountable decisions and minimise loss of performance. </li></ul><ul><li>This element considers: </li></ul><ul><li>the level of accountability and clarity of role expectations </li></ul><ul><li>the transparency of decision-making and independent review </li></ul><ul><li>the approach to managing risk </li></ul><ul><li>the capacity of managers and staff to advance critical issues to the executive in a timely manner </li></ul><ul><li>the level of integration of information across the organisation to support decision-making. </li></ul>
  13. 13. ELEMENT 5: EVALUATION AND CONTINUOUS IMPROVEMENT <ul><li>– the process that enables formal reflection and measurement of program activities and outcomes in order to improve performance. </li></ul><ul><li>This element considers: </li></ul><ul><li>the level of evaluation evident across the agency </li></ul><ul><li>the use of findings from evaluation for continuous improvement </li></ul><ul><li>the ability to detect performance problems and implement corrective action in a timely way. </li></ul>
  14. 14. ELEMENT 6: LEADERSHIP AND CAPABILITY <ul><li>– the ability to drive change to improve service delivery and performance. </li></ul><ul><li>This element considers: </li></ul><ul><li>the ability of the organisation to establish a culture that leads, owns and manages change effectively </li></ul><ul><li>proactive development of policy and public administration options that achieve government priorities </li></ul><ul><li>the capability of staff to ensure services are delivered efficiently and effectively </li></ul><ul><li>the capacity of the organisation to engage key stakeholders to achieve outcomes. </li></ul>
  15. 15. Assessment Categories the organisation is proactive, uses internal and external data to plan for and actively ensure that outcomes are achieved Leading ✔ ✔ ✔ ✔ sound performance management practices are used across the organisation to drive the business; customer feedback is incorporated in business planning Embedded ✔ ✔ ✔ ✔ supervision and monitoring systems are in place; several elements of performance management need further development Developing competency ✔ ✔ ✔ ✔ basic compliance and conformance with statutory requirements Beginning ✔ ✔ ✔ ✔ Broad Criteria Level of Maturity Rating
  16. 16. Evaluation and continuous improvement <ul><li>Level 1 </li></ul><ul><li>The organisation has policy and procedures regarding evaluation and independent review. </li></ul><ul><li>Major projects and programs are evaluated. </li></ul><ul><li>The organisation understands and invests in evaluation skills. </li></ul><ul><li>There are defined resources allocated to the evaluation function. </li></ul><ul><li>Actions plans for improvement are developed to implement evaluation recommendations. </li></ul>
  17. 17. Evaluation and continuous improvement <ul><li>Level 2 </li></ul><ul><li>Evaluation forms part of the project planning process. </li></ul><ul><li>There is a link between budget processes and project/program evaluation. </li></ul><ul><li>External evaluations are scoped and managed by the agency. </li></ul><ul><li>Stakeholders are included in evaluation processes. </li></ul><ul><li>Findings of evaluations are disseminated appropriately. </li></ul><ul><li>Projects are assessed and monitored in relation to key outputs and strategic direction. </li></ul><ul><li>Weaknesses of organisational performance are identified and addressed. </li></ul>
  18. 18. Evaluation and continuous improvement <ul><li>Level 3 </li></ul><ul><li>Evaluation is used at different points in the project cycle. </li></ul><ul><li>Information from evaluations is used for decision making, continuous improvement and reflective practice, and performance monitoring and management. </li></ul><ul><li>There are clear objectives and targets set for improvement against business drivers. </li></ul><ul><li>Approved recommendations from evaluations are monitored and progress is reported at regular intervals. </li></ul><ul><li>The use of internal, external and independent reviews and evaluation are incorporated into risk assessment and regular monitoring. </li></ul>
  19. 19. Evaluation and continuous improvement <ul><li>Level 4 </li></ul><ul><li>Evaluations findings are used for strategic planning and change management. </li></ul><ul><li>The agency uses continuous improvement methodologies to achieve service delivery outcomes. </li></ul><ul><li>Findings are used to inform the sector and influence national directions. </li></ul><ul><li>Evaluation and reflective practice are embedded as part of organisational culture. </li></ul>
  20. 20. Aim Behind Performance Management <ul><li>Are these services making a difference? </li></ul><ul><li>Are they aimed at the right people? </li></ul><ul><li>Can they be done better? </li></ul><ul><li>Have we the right information on our performance? </li></ul><ul><li>Are we using that information strategically to inform our direction at all levels of the organisation? </li></ul>
  21. 21. Start Today <ul><li>Be clear about goals and relative priorities </li></ul><ul><li>Link these at corporate, business unit and project levels </li></ul><ul><li>Develop a rich understanding of causes, trends, opportunities, threats and possible futures </li></ul><ul><li>Have a realistic understanding of the effectiveness of different policy tools and analyse the capacities of the institution or corporate area to deliver -‘Strategies that work well on paper but not in practice are of little use to anyone.’ </li></ul>
  22. 22. Start Today <ul><li>Build your evidence base </li></ul><ul><li>Look for the impact at the service delivery level </li></ul><ul><li>Be creative − design and discover new possibilities </li></ul><ul><li>Communicate your goals and priorities effectively to all those with a stake in the strategy or involved in its implementation. </li></ul>
  23. 23. Operating Principles <ul><li>Work with agencies </li></ul><ul><li>Involve agencies in reviews </li></ul><ul><li>Strong relationships with line and central agencies </li></ul><ul><li>Not one size fits all </li></ul><ul><li>Enhancing awareness, knowledge, capability and maturity regarding performance management </li></ul><ul><li>Better outcomes for agencies, the Queensland Government and the community. </li></ul>
  24. 24. Conclusion <ul><li>Increasing accountability on government and its agencies to deliver </li></ul><ul><li>Utilisation of resources (human, physical, and financial) is paramount </li></ul><ul><li>Doing the right things for the right outcomes – business alignment </li></ul><ul><li>Maturing performance management </li></ul><ul><li>Working together to achieve this. </li></ul>
  25. 25. Thank you

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