wgnho Management for Performance Department of Conservation Management for Performance Project

1 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

2 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

3 Terms of Reference 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 To design and implement a performance system that provides information for managers to manage the business, and meets on-going external reporting requirements.

4 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:

5 L I L II LIII LIV LV 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 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.

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

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

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

9 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

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

11 Three types of measures Role measures Improvement project measures Business measures Behaviours Judgement Social processes Competencies Capability Value: DG & GMT Outcomes: GMs & RMTs Integrated services: Conservators & SMTs Outputs: AMs & PMs Tasks: PMs & Rangers Deliverables Time Cost Quality Impact Start Finish

12 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

13 ORS Personal Performance System Operating review Extraction Translation Explanation Internal performance reports Review fitness for role Strategic and Business Planning Selection for OR Extraction Translation Explanation External performance reports Work planning WOR monitoring (incl measures) Review role descriptions MBWA Data collection Business operations data – business performance measures, targets and actuals VAMS, HHAMS, financial, BPS, HR, Pestlink, weeds, concessions, contracts, research, task completion diaries, etc Competency development (both parties and their support) risks, issues, opportunities, variation topics for discussion demonstrated competency performance in role assessment opportunities changes in priorities and resources agreed actions progress work-of-role accountabilities authorities competencies corrections focus business deliverables measures & targets improvement projects measures & targets progress focus progress focus feedback Δrequirements assessment opportunities +/- Rewards Key systems and processes for managing performance Boundaries & expectations Information management principles (See Notes for more details)

14 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

15 The Wider Context - Overall Process

16 Business Planning for 2002/2003 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 Work Plans Draft Plans Final Plans Context Current SOI Concepts & Principles Conservancy strategies NovFebMarSep Updated SOI Jun Measures and indicators Draft BPs with targets Finalise and confirm BPs Detailed work plans

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