kathy corbiere
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Service Delivery and Performance Commission
Supporting Improved Performance - Evaluation as a Pillar of Performance
Management
Kathy Corbiere
Service Delivery and Performance Commission
Service Delivery and Performance Commission2
Performance Management
Performance management is defined as a system, integrated with organisational strategic management, performance information, evaluation, performance monitoring, assessment, and performance reporting (OECD, 2002).
Service Delivery and Performance Commission3
Why focus on performance management?
Governments see the need to assess their services in terms of impact and results for citizens
– more informed public – a desire to engage with government in determining
the scope and delivery of government services – greater public accountability in western societies – need political arm of government to be seen to be
responsive to public concerns.
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Issues for Performance Management
Issues that many OECD countries are contending with at the present time are:
• variability in service delivery and performance • the need for greater clarity of direction and clear expectations • the capacity to use incentives to encourage best practice and sanctions
for poor performance• including stakeholders and end users and to be responsive to the needs
of citizens• the sharing of best practice and critical learnings from experience.
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Public Sector Performance Management
Exemplified by:
• improved strategic planning and budgeting
• better alignment among resources, effort and direction
• stronger outcomes focus
• attention to the assessment of efficiency and effectiveness of government services.
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Setting Up a Performance Management Framework
• Not one PM model imposed• Undertook a survey of all agencies to determine
issues with current reporting requirements• Concerns were:
– Extent of reporting– Lack of alignment between reporting
requirements– Lack of feedback.
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Other issues
• Need for some performance information for business use only
• Performance information is often what can be measured – not real outcomes
• Difficult to match data for whole-of-government outcomes
• Need to reduce the number of measures.
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Performance management framework
Incorporates six elements: • Planning and strategy• Resource management• Performance measurement and monitoring• Governance• Evaluation and continuous improvement• Leadership and capability.
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ELEMENT 1: PLANNING AND STRATEGY
– the process of organisational planning and strategic direction setting that informs resource allocation and managers’ decision-making
This element considers:• the quality of strategic and business planning• the alignment of departmental programs and activities
to whole-of-government priorities and outcomes• the capacity to analyse performance against
objectives and adjust programs and projects accordingly.
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ELEMENT 2: RESOURCE MANAGEMENT
– the systems and processes of monitoring human, physical and financial resources in order to maximise results.
This element considers:• the effectiveness of resource allocation and monitoring
processes• the capacity to identify the full cost of services and the
efficiency of delivery models used• the achievement of value for money in departmental
operations• the ability to reallocate existing resources away from areas
of low achievement or impact to new and emerging priorities.
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ELEMENT 3: PERFORMANCE MEASUREMENT AND MONITORING
– the process of collecting and analysing data to understand and manage performance.
This element considers:• the breadth and depth of performance measures in the
organisation • the quality of data in terms of accuracy, reliability and
relevance • the effectiveness of measures in determining
performance • the incorporation of measures in systematic ways in
decision-making processes.
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ELEMENT 4: GOVERNANCE
– the systems and processes of ensuring managers collectively make accountable decisions and minimise loss of performance.
This element considers:• the level of accountability and clarity of role expectations• the transparency of decision-making and independent
review• the approach to managing risk• the capacity of managers and staff to advance critical
issues to the executive in a timely manner• the level of integration of information across the
organisation to support decision-making.
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ELEMENT 5: EVALUATION AND CONTINUOUS IMPROVEMENT
– the process that enables formal reflection and measurement of program activities and outcomes in order to improve performance.
This element considers:• the level of evaluation evident across the agency • the use of findings from evaluation for continuous
improvement• the ability to detect performance problems and
implement corrective action in a timely way.
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ELEMENT 6: LEADERSHIP AND CAPABILITY
– the ability to drive change to improve service delivery and performance.
This element considers:
• the ability of the organisation to establish a culture that leads, owns and manages change effectively
• proactive development of policy and public administration options that achieve government priorities
• the capability of staff to ensure services are delivered efficiently and effectively
• the capacity of the organisation to engage key stakeholders to achieve outcomes.
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Assessment Categories
Rating Level of Maturity Broad Criteria
✔ ✔ ✔ ✔ Beginning basic compliance and conformance with statutory requirements
✔ ✔ ✔ ✔ Developing competency
supervision and monitoring systems are in place; several elements of performance management need further development
✔ ✔ ✔ ✔ Embedded sound performance management practices are used across the organisation to drive the business; customer feedback is incorporated in business planning
✔ ✔ ✔ ✔ Leading the organisation is proactive, uses internal and external data to plan for and actively ensure that outcomes are achieved
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Evaluation and continuous improvement
Level 11) The organisation has policy and procedures
regarding evaluation and independent review. 2) Major projects and programs are evaluated.3) The organisation understands and invests in
evaluation skills. 4) There are defined resources allocated to the
evaluation function.5) Actions plans for improvement are developed
to implement evaluation recommendations.
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Evaluation and continuous improvement
Level 2
6) Evaluation forms part of the project planning process.
7) There is a link between budget processes and project/program evaluation.
8) External evaluations are scoped and managed by the agency.
9) Stakeholders are included in evaluation processes.
10) Findings of evaluations are disseminated appropriately.
11) Projects are assessed and monitored in relation to key outputs and strategic direction.
12) Weaknesses of organisational performance are identified and addressed.
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Evaluation and continuous improvement
Level 3
13) Evaluation is used at different points in the project cycle.
14) Information from evaluations is used for decision making, continuous improvement and reflective practice, and performance monitoring and management.
15) There are clear objectives and targets set for improvement against business drivers.
16) Approved recommendations from evaluations are monitored and progress is reported at regular intervals.
17) The use of internal, external and independent reviews and evaluation are incorporated into risk assessment and regular monitoring.
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Evaluation and continuous improvement
Level 418) Evaluations findings are used for strategic
planning and change management.19) The agency uses continuous improvement
methodologies to achieve service delivery outcomes.
20) Findings are used to inform the sector and influence national directions.
21) Evaluation and reflective practice are embedded as part of organisational culture.
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Aim Behind Performance Management
• Are these services making a difference?
• Are they aimed at the right people?
• Can they be done better?
• Have we the right information on our performance?
• Are we using that information strategically to inform our direction at all levels of the organisation?
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Start Today
• Be clear about goals and relative priorities • Link these at corporate, business unit and
project levels• Develop a rich understanding of causes, trends,
opportunities, threats and possible futures• 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.’
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Start Today
• Build your evidence base
• Look for the impact at the service delivery level
• Be creative − design and discover new possibilities
• Communicate your goals and priorities effectively to all those with a stake in the strategy or involved in its implementation.
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Operating Principles
• Work with agencies• Involve agencies in reviews• Strong relationships with line and central
agencies• Not one size fits all• Enhancing awareness, knowledge, capability
and maturity regarding performance management
• Better outcomes for agencies, the Queensland Government and the community.
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Conclusion
• Increasing accountability on government and its agencies to deliver
• Utilisation of resources (human, physical, and financial) is paramount
• Doing the right things for the right outcomes – business alignment
• Maturing performance management• Working together to achieve this.
Service Delivery and Performance Commission
Thank you