Performance Management: Australia, New Zealand & International perspectives John Halligan University of Canberra 50th Anniversary International Conference, INSTITUTE OF PUBLIC ADMINISTRATION Riyadh, Kingdom of Saudi Arabia 1-4 November 2009
Main Points Different conceptions of performance & instruments for improving performance Need for some type of performance management framework Australian and New Zealand models & development of performance management over time Understanding of the challenges & issues in managing for performance High performance & the future
Performance & political leaders Different conceptions of performance – E.g. delivery of services, openness & reporting Comparing performance across countries – Simple, sectoral and composite measures Performance & levels – Public service/sector as a whole: capacity, effectiveness, governance – Sectors: e.g. education, health – Relationships between levels – Performance management systems
Performance instruments Broader environment External audit of performance by independent office Annual public reporting on performance against objectives & priorities Public service environment Annual review of performance of CEO & agency Oversight by central agencies and government Agency (Ministry etc) Results-based performance management Individual & organisational performance system
Management performance: types & countries. Performance Administration Managements of Performances Performance Management Performance Governance MeasurementAdministrative data registration, objective, mostly input & process Specialised performance measurement systems Hierarchical performance measurement systems Consolidated performance measurement system IncorporationSomeWithin different systems for specific management functions Systemically internal integration Systemically internal and external integration UsingLimited: reporting, internal, single loop DisconnectedCoherent, comprehensive, consistent Societal use Country model France, Germany Netherlands, Sweden Australia, UK, Canada, USA (New Zealand) NA
Managing Performance: Ideal types & OECD Country Models. Pre/proto performance Managing performances UnsystemicTraditional: Greece Managements of performance: Netherlands, Sweden SystemicPerformance administration France, Germany Performance Management Australia, Canada, NZ, UK, US
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Australia & New Zealand performance improvement Australian and New Zealand public management models Several generations of performance management – Building foundations around an explicit framework – Use of programs, outputs and outcomes etc – Expanding expectations over time Regular review & renewal of performance system Questions – Level & quality of implementation – How well framework is working
Challenges & constraints Quality of performance information Specification of outcomes & outputs Disconnects – Outcomes & outputs – Internal management & performance information – Outcomes & citizens (and trust) Who is using performance information? – Political leaders, Citizens, Central agencies, Managers? Extent of alignment and integration Agency variation & discretion
High performance High performance characteristics in public administration – Flexible & agile responses to government priorities & the environment – Citizen-centric – Internal capacity for innovation – Transparency & accountability (etc) High performing management systems – Comprehensiveness – Vertical & horizontal integration – Balance between framework & agency adaptation –Central agency guidance & monitoring – Political oversight & commitment
Managing for performance - future New interpretations & modernisation – Performance governance (more holistic, national, inclusive & responsive to citizens) Making it work better in practice – Modifying unrealistic expectations – Narrowing gap between official framework & practice – Review & renewal of performance management systems in Australia, New Zealand & internationally