Management for Performance

1. Management for Performance Department of Conservation Management for Performance Project wgnho-120734

2. What I’ll be Covering • Background and context • Terms of reference and problem statement • general principles • performance management framework • work of role translations • performance measures • systems framework principles • what did we end up changing • the wider context • Implementation issues

3. Background and context • DOC’s organisation and systems have been designed using Stratified Systems Theory • DOC’s accountability model guides the work at each level • At each level there is a need for performance measures relevant to conservation work and accountabilities of the role

4. Terms of Reference To design and implement a performance system that provides information for managers to manage the business, and meets on-going external reporting requirements. Problem Statement We need a measurement and reporting system that will: • support good judgement and decision making • enable a lift in organisational performance • report on value delivered and outcomes • enable effective communication with external agencies and DoC employees so that performance is demonstrated to all stakeholders

5. General Principles System should reinforce: • information required to manage the business • the organisational model and working at role • leadership and modelling at every level, led from the top • trust, integrity, and openness • accountability for the purpose of improvement rather than blame • alignment and adaptation of existing DOC performance systems • use of guidelines and standards • the required shift in mind-set and behaviours:

6. The performance management framework focuses people at each level on their role and particular aspects of their work that will, with improved focus, lead to improved performance. Role accountability Strategy development Systemic improvement Sustaining performance Optimising output delivery Managing projects & completing tasks Business deliverable Value Outcomes Integrated outputs & services Outputs Projects/Tasks LV LIV LIII L II L I

7. Work of role and translation between levels • Stakeholder influence • Value perceptions • Funding • Matching needs and expectations to capability • Expectations management. Process External world Internal world Strategy development LV • Outcome priorities • Strategies • Resources • Progress on outcomes • Risks/issues • Strategy requirements Systemic improvement LIV • Progress on integrated outputs & services • Risks/issues • System performance • Priorities for integrated outputs & services • Systems and resources LIII Sustaining performance • Output requirements • Standard processes • Resources • Services and support • Progress on outputs • Risks/issues • SOP improvements • Service/support feedback Optimising output delivery LII • Context and purpose • Project assignment • Standard processes • Resources • Project status • Risks/issues • Process capability LI Managing projects & completing tasks

8. Framework for developing role measures Develop work of role process map Describe what you do in your job Determine how to measure and audit Map the sub processes of the role Identify where most value could be added Develop key questions Identify types of measures Determine specific measures 1 2 3 4 5 6 7 8

9. Identify those processes that would contribute most at present time to the achievement of role accountabilities – for example Agree deliverables Manage risksand relationships Ensure process improvementoccurs in their unit Report on deliverables Control processes to sustain performance Give directions & expectations to LII Identify risks and relationships that compromise delivery Input to draft directions & expectations Identify deficiencies to standard processes, and implement or recommend changes Ensure information accountabilities are complied with Monitor business planning processes Manage relationships and customer expectations Receive directions and expectations Report progress on deliverables to GM Assign better practice development tasks Approve LII plans Understand context (e.g. $, concepts and principles, customer expectations) Manage risk to deliverables Sign off better practice improvements Monitor delivery e.g through MOR Manage wider risks to organisation Adjust resources Assess feedback from LII and customers Determine draft BP Agree with GM accountability for deliverables Analyse deviation and determine response

10. It’s not simply about producing new measures. It’s about: • maximising value delivered • reinforcing the DOC model • clarifying and reinforcing peoples’ roles in the model • adapting and integrating existing systems • behaviours to support the changes • improving measures for external reporting

11. Performance measures • Principle: Use internal measures for reporting externally • Three types of measures • Business measures • Role measures • Improvement project measures

12. Three types of measures Improvement project measures Business measures Role measures Start 1 2 3 4 5 6 Finish • Value: DG & GMT • Outcomes: GMs & RMTs • Integrated services: Conservators & SMTs • Outputs: AMs & PMs • Tasks: PMs & Rangers • Behaviours • Judgement • Social processes • Competencies • Capability • Deliverables • Time • Cost • Quality • Impact

13. Systems framework principles • Alignment of DOC performance systems • Adapting and integrating existing systems • Continuous improvement • Based on accountability relationships and effective information management • Not dependent on, but enhanced by, effective information technology

14. Key systems and processes for managing performance Internalperformancereports Externalperformancereports Reviewfitness for role Selection for OR Operating review WOR monitoring(incl measures) Competencydevelopment Review roledescriptions Workplanning Data collection +/- Rewards MBWA ExtractionTranslationExplanation ExtractionTranslationExplanation Business operations data – business performance measures, targets and actuals VAMS, HHAMS, financial, BPS, HR, Pestlink, weeds, concessions, contracts, research, task completion diaries, etc Strategic and BusinessPlanning (See Notes for more details) Personal Performance System • assessment • opportunities focus progress ORS • assessment • opportunities focus progress progress • risks, issues, opportunities, variation • topics for discussion • demonstrated competency • performance in role focus corrections • work-of-role • accountabilities • authorities • competencies (both parties and their support) feedback Δrequirements Boundaries & expectations • changes in prioritiesand resources • agreed actions • business deliverables • measures & targets • improvement projects • measures & targets Information managementprinciples

15. What have we changed?? • The Business Plan process • output classes • performance measures • reporting requirements • redefining the work of role • What hasn’t changed?? • DOC Model • need for Operations review system (ORS) • Key Output’s

16. The Wider Context - Overall Process

17. Business Planning for 2002/2003 Context Current SOI Concepts &Principles Conservancy strategies Directions and Expectations DG brief - strategy & personal projects GMT brief – priority outcomes and systemic improvements LIII brief – priorities for integrated outputs & services and for process improvements LII brief – priorities for outputs and for projects Draft Plans Final Plans Work Plans Updated SOI Measures and indicators Draft BPs with targets Finalise and confirm BPs Detailed work plans Sep Nov Feb Mar Jun

18. Issues Arising from Implementation • SOI changes • New Measures • the vital few • can we measure them • ownership • Story telling