Performance Management: Australia, New Zealand & International perspectives

John HalliganUniversity of Canberra

John.halligan@canberra.edu.au

50th Anniversary International Conference, INSTITUTE OF PUBLIC ADMINISTRATION

Riyadh, Kingdom of Saudi Arabia1-4 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

Management performance: types & countries

.

Performance Administration

Managements of Performances

Performance Management

Performance Governance

Measurement Administrative data registration, objective, mostly input & process

Specialised performance measurement

systems

Hierarchical performance measurement

systems

Consolidated performance measurement

system

Incorporation Some Within different systems for specific

management functions

Systemically internal

integration

Systemically internal and

external integration

Using Limited: reporting,

internal, single loop

Disconnected Coherent, 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

Unsystemic Traditional:

Greece

Managements of performance:

Netherlands, Sweden

Systemic Performance administration

France, Germany

Performance Management

Australia, Canada, NZ, UK, US

.

Australia & New Zealandperformance 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