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Implementing policy: the Australian experience Establishing the need for a National Strategy [Audit] Office
Dr Simon Poon, Dr Raymond Young
OverviewIs strategy being implemented through projects?
The case of VicThe case of NSW
The Department of Social Services & the Department of Education and EmploymentBenefits [outcomes] managementPortfolio management
RecommendationNational Strategy [Audit] Office
Strategy
The State of Victoria – a leader in NPM
the State of Victoria is considered to be one of the international leaders in New Public Management (Greve and Hodge, 2007)
Victorian Auditor-General’s Office (VAGO) believed the Victorian project management and investment frameworks were at the forefront of industry practice but were consistently finding the same problems in their project performance audits
10 year strategic goals
↑ economy, ↑ jobs (↑quality)↓ crime 5% & ‘feel safer’↑ health
– ↓ waiting times (emergency, elective, …)↑ education
– ↑ literacy/numeracy– >90% year 12– ↑ Vocational Training
↑ transport– ↓ commuting times
↑ environment– ↓ water usage 15%
Are projects meant to contribute to strategic outcomes?• The 2008-09 Budget stressed that their long term commitment to project investments
would have to be maintained and strengthened to meet the strategic objective of the State
• ... economic reform focussed on the long term is vital… to be competitive in a global market
• … in the face of an aging population and climate change (2008-09 Budget Update)
Contrary evidence of improvement
“It seems reasonable to assume if evidence was available to show that the highest priority strategic goals had improved, the data would have been reported.”
The NSW evidence suggests 7 out of 25 strategies (28%) improved over the nine year period of study (2001 – 2010). – ‘projects contribute little to the realisation of
strategic goals’
We and others (Thorp 2003) believe that 80-90% of projects should deliver the expected benefits
VIC Study Replicated in NSW
Department of Social ServicesDepartment of Education &
EmploymentSchool of Business
Efficiency
dividend
Shared
Services
Welfare Reform
Shergold
2035 people delivering ….
MissionImproved
lifetime well being of
people and families in Australia
• NDIS• WhoG Grants
DSS Results – strong commitment to mission statement
Efficiency
dividend
Shared
Services
Welfare Reform
Shergold
2035 people delivering ….
Long term Strategic Policy
PGPA
Business Plans - Annual
?
Corporate Plan- 2015/16
PBS – 4 years• Outcome 1• Outcome 2• Outcome 3• Outcome 4
• NDIS• WhoG Grants
DSS Results – Weak Benefits Management
MissionImproved
lifetime well being of
people and families in Australia
DEEWR - Project Portfolio Management
DEEWR Key Changes
Timing 2012-13Cluster Employmentinvestment category (Multiple Items)Value AssessmentCount of cost pa Column Labels
Row Labels
Policy Strategy Savings Risk
Grand Totalimplement govt policy 3 3
support govt policy - clear & measurable benefits 2 2
support govt policy - intangible benefits only 4 4
No clear linkage to govt policy 1 1
implement dept strategysupport dept strategy - clear & measurable benefits 6 6
support dept strategy - intangible benefits only 1 1
No clear linkage to dept strategyROI > 200%ROI > 150%, <200%ROI > 100%, <150%ROI > 0%, <100% 2 2
no ROIwill reduce dept risk rated High or Extremewill reduce op risk rated High or Extremehelp reduce dept risk rated High or Extreme 1 1
will reduce dept risk rated Moderate or Low 1 1
help reduce dept risk rated Moderate or Lowhelp reduce op risk rated Moderate or LowNo linkage to risksGrand Total 10 7 2 2 21
2 template changes• ValIT Categorisation
1. Doing better things2. Doing more things3. Doing things better4. Keeping our promise5. Keeping lights on6. Keeping our job
• Value Risk Assessment– Policy– Strategy– Savings– Risk
Recommendations
School of Business
Transform program mngt
Soft Projects
10-year strategic goals• ↑ economy, ↑ jobs
(↑quality)• ↓ crime 5% & ‘feel safer’• ↑ health
– ↓ waiting times (emergency, elective, …)
• ↑ education – ↑ literacy/numeracy– >90% year 12– ↑ Vocational Training
• ↑ transport– ↓ commuting times
• ↑ environment– ↓ water usage 15%
Hard Projects(Assets)
Programs asset investments alone generally will not
lead directly to the realisation of strategic goals
Establish a National Strategy [Audit] Office• Currently, there is little evidence to suggest that
projects contribute much to strategy• Organisations often cannot explain how daily
work contributes to strategic goals• There is a large risk that strategy goals will not be
met
• RECOMMENDATION: The Ministry of Interior should establish a National Strategy [Audit] Office• It is not difficult to enforce a strategic mindset • The key is to transform program management practices
Potential Strategic DirectionsFocus on Translations & Implementation
Digitization in the Different Sectors
Digitization in the Different Sectors
Development of Measurement Model for eHealth Readiness (Capacity for Implementation)
2 Focus Groups (Rural)
1 Specialist Interview (Metro)
Thematic Analyses
HIT evaluation
review
3rd Focus Group (Metro)
Thematic Analysis
Model Developme
nt
Delphi Method
Refinement
Card Sorting
2015 (Year 1) 2016 (Year 2)
Development to instruments to collect data & Measurements
The development of a multi-disciplinary measurement model for governance
Questions & Discussion