CEO’s Network Dublin A Performing Public Sector? 26 May 2008 Peter Wilkins

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

2. Overview • Our sources of information • Factors that contribute to good and poor performance • Analysis of some information sources • Link to drivers/inhibitors

3. 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

4. But are we getting enough information and is it of the right type?

5. A brief history of performance in the WA public sector

6. The Media View (1)

7. The Media View (2)

8. Factors that limit performance 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.

9. Factors that limit performanceCornforth 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.

10. Understanding Management 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)

11. Leadership, reform and measurement How do these link to each other and to performance? EG • Measurement Performance • Performance Measurement • Measurement as performance Van Dooren, W (2007)

12. Towards performance governance 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

13. Factors that contribute to good and poor performance • Leadership and Leaders • Clarity of policy objectives • Incentives & disincentives • Information, • Continuous learning • Organisational capacity • Systems

14. Continuous learning • Scepticism • Willingness and ability to address weaknesses • Probing reviews and evaluations • Public disclosure/exposure • Public participation

15. Organisational capacity • People + commitment • Information/knowledge • Financial resources • Physical assets • Management skills • Systems Now and into the future

16. Key information sources • Budget papers • Annual reports

17. DCS Budget papers 2007-08 Relationship to Government Goals

18. Budget papers 2007-08Outcomes and Key Effectiveness Indicators

19. DOCEP Annual Report 2006-07Outcomes 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.

20. DOCEP Annual Report 2006-07Key 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

21. DOCEP Annual Report 2006-07Key Effectiveness Indicator 2

22. DOCEP Annual Report 2006-07Key Effectiveness Indicator 2

23. What can the individual expect ? How useful are reported targets ? How accessible is timeliness information ? Informing the Public:Providing Information on the Timeliness of Services

24. What can the individual expect? • 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

26. How useful are reported targets? • 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

27. How accessible is the information? • 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

29. Factors that will affect usage 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

33. Key: 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.

34. Current Research Areas • 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. .

35. Contact details 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: pwilkins@audit.wa.gov.au