1. Kathy Corbiere Service Delivery and Performance Commission
Supporting Improved Performance - Evaluation as a Pillar of Performance Management
Kathy Corbiere
Service Delivery and Performance Commission

2. 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).

3. 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.

4. 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.

5. 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.

6. 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.

7. 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.

8. Performance management framework
Incorporates six elements:
Planning and strategy
Resource management
Performance measurement and monitoring
Governance
Evaluation and continuous improvement
Leadership and capability.

9. 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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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

16. Evaluation and continuous improvement
Level 1
The organisation has policy and procedures regarding evaluation and independent review.
Major projects and programs are evaluated.
The organisation understands and invests in evaluation skills.
There are defined resources allocated to the evaluation function.
Actions plans for improvement are developed to implement evaluation recommendations.

17. Evaluation and continuous improvement
Level 2
Evaluation forms part of the project planning process.
There is a link between budget processes and project/program evaluation.
External evaluations are scoped and managed by the agency.
Stakeholders are included in evaluation processes.
Findings of evaluations are disseminated appropriately.
Projects are assessed and monitored in relation to key outputs and strategic direction.
Weaknesses of organisational performance are identified and addressed.

18. Evaluation and continuous improvement
Level 3
Evaluation is used at different points in the project cycle.
Information from evaluations is used for decision making, continuous improvement and reflective practice, and performance monitoring and management.
There are clear objectives and targets set for improvement against business drivers.
Approved recommendations from evaluations are monitored and progress is reported at regular intervals.
The use of internal, external and independent reviews and evaluation are incorporated into risk assessment and regular monitoring.

19. Evaluation and continuous improvement
Level 4
Evaluations findings are used for strategic planning and change management.
The agency uses continuous improvement methodologies to achieve service delivery outcomes.
Findings are used to inform the sector and influence national directions.
Evaluation and reflective practice are embedded as part of organisational culture.

20. 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?

21. 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.’

22. 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.

23. 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.

24. 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.

25. Thank you