Ceo s network dublin a performing public sector 26 may 2008 peter wilkins
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CEO’s Network Dublin A Performing Public Sector? 26 May 2008 Peter Wilkins . Overview. Our sources of information Factors that contribute to good and poor performance Analysis of some information sources Link to drivers/inhibitors. Our sources of information. Personal experience

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Ceo s network dublin a performing public sector 26 may 2008 peter wilkins

CEO’s NetworkDublinA Performing Public Sector?26 May 2008Peter Wilkins


Overview
Overview

  • Our sources of information

  • Factors that contribute to good and poor performance

  • Analysis of some information sources

  • Link to drivers/inhibitors


Our sources of information
Our sources of information

  • Personal experience

  • People we know

  • Media reports/Investigations

  • Parliamentary questions

  • Budget papers and annual reports

  • other agency website info & documents

  • Enquiries, research and reports






Factors that limit performance sir john bourn viewpoint
Factors that limit performance type? Sir John Bourn Viewpoint

“Public authorities are fundamentally bureaucracies - hierarchies operating by rules - and hence are more inclined to look inwards to processes and procedures, than outwards to results and outcomes of those whom they have a duty to serve.”

Bourn, J (2007). Public Sector Auditing: Is it value from money? John Wiley & Sons, Ltd, Chichester.


Factors that limit performance cornforth and paton viewpoint
Factors that limit performance type?Cornforth and Paton Viewpoint

“… Instead of viewing their task as initiating or facilitating change, they tend to see it is maintaining a long-term institutional perspective in the face of fickle political whims….perfect their organisation’s operations in traditional roles, not to search for innovations ….”

Cornforth, C and Paton, R (2004) What's different about public and non-profit “turnaround”? Public Money and Management 24(4) 209-216.


Understanding management
Understanding Management type?

Analytical distinctions:

  • Administrative structures

  • Managerial tools/instruments

    • Financial management

    • Performance management

    • Human resource management

    • Quality techniques

  • Management values and strategies

    Meyers, F et al (2006)


Leadership reform and measurement
Leadership, reform and measurement type?

How do these link to each other and to performance? EG

  • Measurement Performance

  • Performance Measurement

  • Measurement as performance

    Van Dooren, W (2007)


Towards performance governance
Towards performance governance type?

Mechanisms for integrating, aligning & framing:

  • Citizen engagement

  • Integrative initiatives eg measurement, accountability and citizen participation

  • Whole of government and societal indicators and impacts

    Bouckaert, G and Halligan J 2008


Factors that contribute to good and poor performance
Factors that contribute to good and poor performance type?

  • Leadership and Leaders

  • Clarity of policy objectives

  • Incentives & disincentives

  • Information,

  • Continuous learning

  • Organisational capacity

  • Systems


Continuous learning
Continuous learning type?

  • Scepticism

  • Willingness and ability to address weaknesses

  • Probing reviews and evaluations

  • Public disclosure/exposure

  • Public participation


Organisational capacity
Organisational capacity type?

  • People + commitment

  • Information/knowledge

  • Financial resources

  • Physical assets

  • Management skills

  • Systems

    Now and into the future


Key information sources
Key information sources type?

  • Budget papers

  • Annual reports


Dcs budget papers 2007 08
DCS Budget papers 2007-08 type?

Relationship to Government Goals


Budget papers 2007 08 outcomes and key effectiveness indicators
Budget papers 2007-08 type?Outcomes and Key Effectiveness Indicators


Docep annual report 2006 07 outcomes and key effectiveness indicators
DOCEP Annual Report 2006-07 type?Outcomes and Key Effectiveness Indicators

Outcome: A community in which members meet their responsibilities and where the rights of all parties are protected in relation to the various areas of DOCEP’s responsibility: consumer protection; labour relations; occupational safety and health; energy safety; and resources safety.

1. the extent to which members of the community comply with the requirements of regulation in the various areas of DOCEP’s responsibility; and

2. the proportion of key measures exhibiting desirable trends in the various areas of DOCEP’s responsibility.

Each of the operational divisions of DOCEP has underpinning measures that contribute to

the results reported for these effectiveness indicators. These indicators and underpinning

measures are explained in the following sections.


Docep annual report 2006 07 key effectiveness indicator 2
DOCEP Annual Report 2006-07 type?Key Effectiveness Indicator 2

This key performance indicator provides information regarding DOCEP’s effectiveness concerning the achievement of a community in which members meet their responsibilities and their rights are protected.

…The proportion, or percentage, of key areas exhibiting the desired trend provides the reported result. Each measure accounts for approximately ten per cent of the overall result and, therefore, information underpinning this KPI could be susceptible to large swings.

The result for 2006-07 is higher than both last year’s result and the target for this year. This is due to an improvement in the trend for electricity caused serious injuries.

….Comments on each underpinning measure


Docep annual report 2006 07 key effectiveness indicator 21
DOCEP Annual Report 2006-07 type?Key Effectiveness Indicator 2


Docep annual report 2006 07 key effectiveness indicator 22
DOCEP Annual Report 2006-07 type?Key Effectiveness Indicator 2


Informing the public providing information on the timeliness of services

What can the individual expect ? type?

How useful are reported targets ?

How accessible is timeliness information ?

Informing the Public:Providing Information on the Timeliness of Services


What can the individual expect
What can the individual expect? type?

  • WA public are generally well served in terms of the quality of timeliness information provided to them compared to other Australian jurisdictions

  • However, the usefulness of the timeliness information provided could be improved by:

    • providing the range of times it takes to deliver services

    • identifying times of the day or days of the year when performance differs

    • identifying localities or regions where performance differs


How useful are reported targets
How useful are reported targets? type?

  • All agencies reviewed bar one set and report against targets

  • Agencies did not publish how targets were set

  • Four of the eight services with targets did not met all of their timeliness targets in 2004-05

  • Three of the four services that did not meet targets provided explanations

  • Providing the reasons for not meeting targets improves the usefulness of timeliness information


How accessible is the information
How accessible is the information? type?

  • Access to timeliness information could be enhanced

  • All agencies reviewed use their annual reports to provide timeliness information

  • Internet and other technologies have opened new opportunities to inform the public more frequently and fully

  • Need to ensure public can easily access the information on websites


Factors that will affect usage
Factors that will affect usage type?

Characteristics of the information:

  • quality; credibility; relevance; communication; findings; timeliness; accessibility

    Characteristics of the policy & management environment:

  • information needs; decision characteristics; types of activity being reported; skills and work-styles of senior managers; political climate; competing information; leadership and interest groups.

    Wilkins 2006


Key: type? X = none or relatively little coverage; * = some coverage; ** = extensive coverage

[1] Exceptions are some of the reports of anti-corruption bodies and Royal Commission type inquiries.


Current research areas
Current Research Areas type?

  • Performance auditing

  • Standards, methodologies and effectiveness of performance auditing.

  • Parliamentary Committees & External Audit

  • Providing assurance on performance reports

  • The use and usefulness of public sector performance information. .


Contact details
Contact details type?

Dr Peter Wilkins

c/o Office of the Auditor General

4th floor Dumas House

2 Havelock St

WEST PERTH

Western Australia 6005

AUSTRALIA

Phone: +61 8 9222 7588

Mobile: +61 407 380 772

Fax: +61 8 9322 5664

Email: [email protected]


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