Guide PMF

A Guide to the Queensland Government Performance Management Framework
August 2012
Version 3 1
!ocument !etails
Security Classification Date of Review of Security Classification Authority Author Document Status PUBLIC August 2012
Director-General, Department of the Premier an Ca!inet Performance Unit, Department of the Premier an Ca!inet "or#ing raft Consultation $elease %inal &ersion
"ontact for en#uiries and $ro$osed changes

'he Performance Unit in the Department of the Premier an Ca!inet (DPC) is the custo ian of this gui e* All in+uiries regar ing this ocument shoul !e irecte in the first instance to, -enior Director, Performance Unit pm.premiers*+l *go/*au 'el, 00 1212 3422
Acknowledgements
'his /ersion of the ocument, A Guide to the Queensland Government Performance Management Framework 5as e/elope an up ate !6 the Performance Unit, Department of the Premier an Ca!inet* %ee !ac# 5as also recei/e from staff from 5ithin the Department of the Premier an Ca!inet an from /arious agencies* All fee !ac# 5as greatl6 appreciate *
"o$%right
A Guide to the Queensland Government Performance Management Framework Cop6right 7 'he -tate of 8ueenslan (Department of the Premier an Ca!inet) 2012
&icence
A Guide to the Queensland Government Performance Management Framework is license un er a Creati/e Commons Attri!ution 1*0 Australia licence* 'o /ie5 a cop6 of this licence, /isit http,99creati/ecommons*org9licenses9!691*09au* Permissions ma6 !e a/aila!le !e6on the scope of this licence* -ee 555*+gcio*+l *go/*au*
'nformation securit%
'his ocument has !een classifie using the 8ueenslan Go/ernment Information -ecurit6 Classification %rame5or# (8GI-C%) as PUBLIC an 5ill !e manage accor ing to the re+uirements of the 8GI-C%*
"ontents
Introduction....................................................................................................................................................5 Why performance management matters........................................................................................................5 Purpose of this guide....................................................................................................................................6 Intended audience.........................................................................................................................................6 Scope and application...................................................................................................................................7 Terminology.................................................................................................................................................7 Companion PMF e!uirements and eference "uides................................................................................7 Value Chain for the Queensland Public Sector............................................................................................9 The Performance Management Framewor ..............................................................................................!" #o$ the Performance Management Frame$or% $or%s..............................................................................&' (lements of the Performance Management Frame$or%.............................................................................&' #o$ernance of the Performance Management Framewor ......................................................................!% Planning.........................................................................................................................................................&' ( Setting the whole of go$ernment direction ..............................................................................................&' "o)ernment*s o+,ecti)es for the community..............................................................................................-. Charter of Fiscal esponsi+ility..................................................................................................................'State /udget................................................................................................................................................'Incorporating the $hole of go)ernment direction in policy de)elopment processes...................................'' Planning........................................................................................................................................................."5 ( Setting the agenc) business direction ......................................................................................................."5 Strategic planning.......................................................................................................................................'6 0gency /udget ..........................................................................................................................................'. Specific purpose planning...........................................................................................................................12 Planning.........................................................................................................................................................*& ( +genc) ser$ice deli$er) .............................................................................................................................*& 3perational planning..................................................................................................................................1' Creating )alue for clients4 sta%eholders and the community from ser)ice deli)ery....................................56 0nnual re)ie$ of ser)ice areas4 ser)ice standards and targets ...................................................................55 Planning.........................................................................................................................................................,! ( Indi$idual ...................................................................................................................................................,! esponsi+ility for deli)ery of $hole of go)ernment direction....................................................................6& esponsi+ility for deli)ery of agency +usiness direction and agency ser)ice deli)ery...............................6& Indi)idual....................................................................................................................................................6Measuring and monitoring results..............................................................................................................,* Whole of go)ernment direction..................................................................................................................61 0gency +usiness direction..........................................................................................................................66 0gency ser)ice deli)ery..............................................................................................................................72 Impro)ing results........................................................................................................................................7&
Public re-orting............................................................................................................................................%% Fair and +alanced reporting........................................................................................................................77 Telling the performance story.....................................................................................................................75 Whole of go)ernment direction..................................................................................................................7. 0gency +usiness direction..........................................................................................................................52 0gency ser)ice deli)ery..............................................................................................................................5& Independent reporting on go)ernment performance 6e7ternal 8 scrutiny9...................................................5& 3ther independent +ody reports .................................................................................................................5' 0ppendi7 : eference ;ist........................................................................................................................56
Figures
Figure ! ( Value Chain for the Queensland Public Sector.........................................................................!. Figure & ( /lements of the Performance Management Framewor ..........................................................!5 Figure " ( 0elationshi- between Performance Management Framewor documentation......................!, Figure * ( Value Chain for the Queensland Public Sector 1highlighting whole of go$ernment direction2 ........................................................................................................................................................................ &9 Figure 5 ( +lignment between ob3ecti$es and outcomes............................................................................"% Figure , ( Value Chain for the Queensland Public Sector 1highlighting agenc) ser$ice deli$er)2.........*& Figure % ( 0e-ort on #o$ernment Ser$ices ( general -erformance indicator framewor ......................*' Figure ' ( Measuring the efficienc) and effecti$eness of ser$ice deli$er).................................................*'
(a)les
Table ! ( Princi-les for re$iewing -erformance information....................................................................59
A))reviations used throughout this guide*
ABAB- D8% A:A; B-C% CB$C C<; C<Charter CL% CL' C;AG DPC D>P" %AA %?% %P?IC' ;<CD ;<-$ PA% PC; P?% P-C
Australian Bureau of -tatistics Australian Bureau of -tatistics Data 8ualit6 %rame5or# Australian :ational Au it ;ffice 8ueenslan Go/ernment Business -er/ices Classification %rame5or# Ca!inet Bu get $e/ie5 Committee Chief <=ecuti/e ;fficer Chief <=ecuti/e -er/ice Charter of %iscal $esponsi!ilit6 8ueenslan Pu!lic -er/ice Capa!ilit6 Lea ership %rame5or# C<; Lea ership 'eam Council of Australian Go/ernments Department of the Premier an Ca!inet Department of >ousing an Pu!lic "or#s Financial Accountability Act 2009 8ueenslan Go/ernment %inancial ?anagement %rame5or# Financial and Performance Management tandard 2009 Information an Communication 'echnolog6 ;rganisation for <conomic Co-operation an De/elopment ;ffice of <conomic an -tatistical $esearch Pro@ect Assurance %rame5or# Portfolio Contact ;fficer (DPC) 8ueenslan Go/ernment Performance ?anagement %rame5or# Pu!lic -er/ice Commission
P-<A 8A; 8GCI;
Public ector !thics Act "99# 8ueenslan Au it ;ffice 8ueenslan Go/ernment Chief Information ;ffice (Department of -cience, Information 'echnolog6, Inno/ation an the Arts) $esearch an e/elopment
$AD $oG-<-PP 'A 'reasur6 &alue Chain "oG
$eport on Go/ernment -er/ices -enior <=ecuti/e -er/ice -pecific Purpose Pa6ments 'reasur6 Anal6st ('reasur6) 8ueenslan 'reasur6 an 'ra e &alue Chain for the 8ueenslan Pu!lic -ector "hole of go/ernment
'ntroduction
Why performance management matters
Performance management is considered to be the system$ which integrates organisational strategic management$ %erformance information$ evaluation$ %erformance monitoring$ assessment and %erformance re%orting& (;<CD, "or#ing Definitions, 2002)
'he 8ueenslan Go/ernment Performance ?anagement %rame5or# (P?%) is esigne to impro/e the anal6sis an application of performance information to support accounta!ilit6, inform polic6 e/elopment an implementation an create /alue for clients, sta#ehol ers an the 8ueenslan communit6* 'he P?% ena!les a clear line of sight !et5een planning, measuring an monitoring results an pu!lic reporting* 'his up ate gui e reflects the continuous impro/ement of the 8ueenslan pu!lic sector agencies in performance management* In preparing this gui e, consi eration has !een gi/en to comments ma e !6 the Au itor-General in 200B (Au itor-GeneralCs $eport to Parliament :o* 0 for 200B, %ollo5 up on Go/ernment ;5ne Corporation an Bu get -ector Performance ?easurement an $eporting, 200B), D"hile full6 supporting the 5or# of DPC in the e/elopment of the P?%, for it to !e full6 effecti/e, accounta!le officers nee to implement the frame5or# in their agencies to ensure greater accounta!ilit6 an transparenc6 of performanceE* In the current fiscal en/ironment in 8ueenslan , emphasis on effecti/e an pro ucti/e performance is critical* 'he Go/ernment e=pects a high le/el of performance an tangi!le results for the people of 8ueenslan * ;pportunities e=ist for agencies to continuousl6 impro/e organisational performance to !etter meet the go/ernmentCs !roa o!@ecti/es for the communit6* 'his gui e esta!lishes the minimum re+uirements for agencies in relation to performance management* 'o trul6 eli/er /alue to clients, sta#ehol ers an the communit6, agencies nee to full6 em!race a performance management culture*
A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or#
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Purpose of this guide

'his gui e presents a practical o/er/ie5 of the #e6 concepts of the P?% to facilitate impro/e performance management, e/aluation, monitoring results an pu!lic reporting in the 8ueenslan pu!lic sector* 'his gui e 5ill assist in e/eloping a greater le/el of un erstan ing of the P?%*
Future Considerations
-ha e !o=es such as this are use throughout this gui e to i entif6 issues for future consi eration in relation to the P?%*
Intended audience
'his gui e is inten e for a !roa au ience !oth 5ithin go/ernment an for e=ternal sta#ehol ers* In particular, it pro/i es gui ance to, ?inisters an their staff 5ho 5ish to monitor the ser/ices eli/ere !6 their portfolio an the effecti/eness of these ser/ices in meeting the nee s of their clients, sta#ehol ers an the communit6 accounta!le officers an statutor6 !o ies 5ho are accounta!le for the performance of their agenc6 managers an staff 5ho coor inate planning, !u geting, an 9or reporting on the performance of their agenc6 managers an staff 5ho are responsi!le for the eli/er6 of ser/ices pro@ect an program managers 5ho nee to eli/er ser/ices through a pro@ect, a program, or a portfolio of 5or# clients, sta#ehol ers an the communit6 5ho irectl6 or in irectl6 !enefit from go/ernment ser/ices the 8ueenslan Au it ;ffice, the 8ueenslan ;m!u sman, the Coroner, Crime an ?iscon uct Commission an the Parliamentar6 Committees 5ho in epen entl6 monitor the go/ernmentCs performance an report to Parliament an6one else 5ho is intereste in impro/ing performance an strengthening accounta!ilit6 through rele/ant an meaningful performance management*
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Scope and application

'his gui e applies to all 8ueenslan Go/ernment epartments an statutor6 !o ies* -ection 11 of the Financial and Performance Management tandard 2009 (%P?-) states, D<ach accounta!le officer an statutor6 !o 6 must, in managing the performance of the officerCs epartment or the statutor6 !o 6, compl6 5ith the ocument calle GA gui e to the 8ueenslan Go/ernment performance management frame5or#C prepare !6 the Department of the Premier an Ca!inet*E In most cases, the term Gagenc6C is use in this gui e to refer to epartments an statutor6 !o ies* "hen necessar6, an in ication is ma e if specific sections appl6 to epartments onl6 or statutor6 !o ies onl6* 'his gui e assists agencies 5ith planning, measuring an monitoring results, an pu!lic reporting*
Terminology
'his gui e esta!lishes a common language for planning, measuring an monitoring results an pu!lic reporting* Definitions of common terms use are pu!lishe in the P?% $eference Gui e Queensland Public ector Glossary of 'erms* 'o ate, these ha/e !een e/elope to align 5ith the 5hole of go/ernment frame5or#s an metho ologies inclu ing the Queensland Government Financial Management FrameworkH the Portfolio$ Program and Pro(ect Management MethodologiesH an the Queensland Government )usiness ervice *lassification Framework*
%urther refinement of efinitions of common terms 5ill continue to occur* A P?% $eference Gui e has !een pu!lishe to encourage consistent use of common terms in ocuments pu!lishe !6 8ueenslan pu!lic sector agencies*
PMF +eference Guide, Queensland Public ector Glossary of 'erms

http,99555*premiers*+l *go/*au9pu!lications9categories9gui es9perf-manage-frame5or#*asp=
Companion PMF Requirements and Reference Guides

In a ition to this gui e, there are a num!er of companion P?% re+uirements an reference gui es pu!lishe !6 the Department of the Premier an Ca!inet* 'he re+uirements are man ate
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an must !e complie 5ith, ho5e/er the reference gui es pro/i e further information or !ac#groun on a specific topic*
PMF Requirements:
Agency Planning +e-uirements
http,99555*premiers*+l *go/*au9pu!lications9categories9plans9planning-re+uirements*asp=
Annual +e%ort +e-uirements for Queensland Government Agencies

http,99555*premiers*+l *go/*au9pu!lications9categories9gui es9annual-report-gui elines*asp=
PMF Reference Guides:

Performance management .alue *hain and .alue Model for the Queensland Public ector
Queensland Public ector Glossary of 'erms

Planning Queensland Public ector trategic Management Planner

)etter Practice Guideline for /evelo%ing Performance 0nformation 1 useful information and e2am%les
?easuring an monitoring results )etter Practice Guideline for 0m%roving ervice Areas$ ervice tandards and 'argets in the tate )udget
)etter Practice Guideline for Measuring *lient atisfaction

A itional reference ocuments that relate to performance management are inclu e in the Appen i= to this gui e*
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Value "hain for the Queensland Pu)lic +ector

'he &alue Chain for the 8ueenslan Pu!lic -ector (&alue Chain) sho5s ho5 the pu!lic sector respon s to the e=pectations an opinions of people in 8ueenslan * 'he &alue Chain epicts the relationship !et5een the e=ternal ri/ers of 5hole of go/ernment irection an ho5 ser/ice eli/er6 creates /alue for clients, sta#ehol ers an the communit6, /alue for clients I irect recipients of go/ernment ser/ices 5ill /alue ser/ices if the6 recei/e a !enefit, such as an entrepreneur 5ho recei/es a /ice on esta!lishing a !usiness in 8ueenslan , a recipient of a go/ernment grant through a fair assessment process, or a patient 5ho recei/es treatment that impro/es their health /alue for sta#ehol ers I e/er6one, inclu ing clients (resi ents, !usinesses, ?inisters, ser/ice eli/er6 agencies) 5ill /alue 8ueenslan pu!lic sector ser/ices if the6 percei/e that the6 recei/e a !enefit from an action, ser/ice or polic6 of go/ernment /alue for the communit6 I some ser/ices ma6 not !enefit in i/i uals !ut the communit6 more !roa l6, such as the protection of the en/ironment*
'he &alue Chain supports the go/ernmentCs o!@ecti/e to restore accounta!ilit6 in go/ernment an aligns 5ith pu!lic sector ethics Princi%le 2, Promoting the %ublic good an is un erpinne !6 all four ethics principles, Principle 1, Integrit6 an impartialit6 Principle 2, Promoting the pu!lic goo Principle 1, Commitment to the s6stem of go/ernment Principle 3, Accounta!ilit6 an transparenc6*
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Figure ! ( Value Chain for the Queensland Public Sector
'he &alue Chain illustrates that in or er to create /alue for clients, sta#ehol ers an the communit6, the 5hole of go/ernment irection an the irection of its agencies an ser/ice eli/er6 must !e informe !6 client, sta#ehol er an communit6 e=pectations an opinions, an un erpinne !6 appropriate go/ernance, inclu ing performance management* >a/ing a clear line of sight !et5een these elements is essential* <ach element informs the ne=t, 'he e=pectations an opinions of clients, sta#ehol ers an the communit6H political commitmentsH an cross @uris ictional policies, ri/e * * * whole of government direction* 'his irection is escri!e in the go/ernmentCs o!@ecti/es for the communit6 (Getting Queensland )ack on 'rack) priorities an strategies, 5hich in turn ri/e * * * agency business direction* 'his is escri!e in terms of each agenc6Cs purpose, /ision an o!@ecti/es, 5hich in turn ri/e * * *
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agency service delivery* -er/ices are the pro ucts an engagements (or interactions 5ith clients through instances of ser/ice eli/er6) of an agenc6 5hich use capa!ilities an processes to eli/er outputs, outcomes an !enefits for the agenc6 an * * create /alue for clients, sta#ehol ers an the communit6, influencing trust an confi ence*
Performance management is one element of the &alue Chain* Performance management inclu es the planning for an then measuring of the e=tent to 5hich actual results meet the planne o!@ecti/es* 'he e=tent to 5hich the 5hole of go/ernment irection is !eing achie/e is in icate !6 progress to5ar s the go/ernmentCs o!@ecti/es for the communit6 5ith results pu!lishe in the 5hole of go/ernment reports on the achie/ement of go/ernment commitments an agenc6 annual reports* 'he e=tent to 5hich the agenc6 !usiness irection is !eing achie/e is in icate !6 the actual outcomes (measure using the performance in icators set out in the strategic plan of each agenc6)* 'hese results are pu!lishe in the annual report of each agenc6* <ach agenc6 also nee s to plan ser/ice eli/er6 an measure an monitor the efficienc6 an effecti/eness of the ser/ices it eli/ers* <ach agenc6 sets its ser/ice stan ar s an other measures an pu!lishes its e=pecte results in the -er/ice Deli/er6 -tatements (for those agencies that are pu!lishe in the -er/ice Deli/er6 -tatements as part of the Bu get Papers)* Actual results are pu!lishe in each agenc6Cs annual report* B6 measuring performance, the e=tent to 5hich those ser/ices are creating /alue can !e etermine * If areas for impro/ement are i entifie , the go/ernment ma6 nee to a @ust its 5hole of go/ernment irection, an in turn, agenc6 !usiness irection an ser/ice eli/er6 to impro/e results an increase /alue* -er/ices eli/ere !6 an agenc6 use its capa!ilities* Capa!ilities are the human, financial, information, ph6sical an IC' resources use !6 an agenc6 to eli/er its ser/ices* 'he performance of each of these capa!ilities must !e monitore an reporte (for e=ample, in i/i ual performance agreements for staff, asset management performance, IC' performance, financial performance etc)* :ote that some ser/ices eli/ere !6 agencies ma6 create /alue for the agenc6, such as financial or human resource ser/ices that are internall6 focusse * 'he &alue Chain recognises that the efficienc6 an effecti/eness of these a ministrati/e ser/ices must also !e monitore , to etermine if these ser/ices are creating /alue for the agenc6*
Suggested references
PMF Reference Guide: Value Chain and Value Model for the Queensland Public Sector Department of the Premier an Ca!inet
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Ethics in the Queensland Public Sector Pu!lic -er/ice Commission

http,99555*ethics*+l *go/*au9
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(he Performance Management Framework

o! the Performance Management Frame!or" !or"s
34hat gets measured gets done$ what gets measured and fed back gets done well$ what gets rewarded gets re%eated5 67ohn ! 7ones8 6*rane$ '& "9998
Clients, sta#ehol ers an the communit6 e=pect that the pu!lic sector 5ill eli/er ser/ices that are of /alue to them an that the ser/ices are eli/ere in a manner that uphol s pu!lic sector ethics principles* Generating /alue 5ill influence trust an confi ence in pu!lic ser/ices* 'hrough measuring an monitoring results, agencies gain a !etter un erstan ing of the e=ternal ri/ers of 5hole of go/ernment irection, ho5 the e=ternal ri/ers translate into the go/ernmentCs o!@ecti/es for the communit6, priorities an strategies an , in turn, ho5 this affects the purpose, /ision an o!@ecti/es of each agenc6* 'his clear line of sight ena!les agencies to i entif6 5hich ser/ices nee to !e eli/ere to meet the nee s of its clients, sta#ehol ers an the communit6* >o5 the actual eli/er6 of these ser/ices creates /alue for its clients, sta#ehol ers an the communit6 shoul !e measure an this information shoul !e use to impro/e polic6 e/elopment an implementation to impro/e future ser/ice eli/er6* As pu!lic sector agencies spen ta=pa6ersC mone6 to eli/er ser/ices, it is important that the6 are hel accounta!le for performance, as re+uire un er pu!lic sector ethics Princi%le #, Accountability and trans%arency* 'he P?%, through the Financial Accountability Act 2009 an su!or inate legislation, a resses this !6 re+uiring agencies to pu!licl6 report results I through annual reports an the -er/ice Deli/er6 -tatements*
#lements of the Performance Management Frame!or"

'he elements of the P?% (refer to %igure 2 - <lements of the Performance ?anagement %rame5or#) are, planning I at the 5hole of go/ernment, agenc6 an in i/i ual le/els is integral to etermining 5hat ser/ices to eli/er to clients, sta#ehol ers an the communit6
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measuring an monitoring results I achie/e across the 5hole of go/ernment irection, agenc6 !usiness irection an agenc6 ser/ice eli/er6 pu!lic reporting I of the performance of the 8ueenslan pu!lic sector is essential for accounta!ilit6, transparenc6, to ri/e continuous impro/ement in performance an to influence trust an confi ence in pu!lic sector ser/ice eli/er6*
<ffecti/e planning, measuring an monitoring of results, an pu!lic reporting are elements of an6 go/ernance frame5or# an a ress, openness an transparenc6 I ha/ing clear roles an responsi!ilities, an clear proce ures for ma#ing ecisions an e=ercising po5er (aligns to pu!lic sector ethics Princi%le #, Accountability and trans%arency) integrit6 I acting impartiall6, ethicall6 an not in self interest or ha/ing a conflict of interest (aligns to pu!lic sector ethics Princi%le ", 0ntegrity and im%artiality) accounta!ilit6 I !eing ans5era!le for ecisions an ha/ing appropriate mechanisms in place to ensure the agenc6 a heres to all applica!le stan ar s (aligns to pu!lic sector ethics Princi%le #, Accountability and trans%arency) ue care I egree of care e=pecte to !e e=ercise to a/oi harm in the circumstances, or alternati/el6, the a!sence of negligence (aligns to pu!lic sector ethics Princi%le #, Accountability and trans%arency) pu!lic efensi!ilit6 I acti/ities an ecisions are open to reasona!le scrutin6 an can 5ithstan a Dpu!lic efensi!ilit6E test in the conte=t of fairness, e+uit6 an /alue for mone6 (aligns to pu!lic sector ethics Princi%le 2, Promoting the %ublic good an Princi%le #, Accountability and 'rans%arency)*
%ollo5ing the ne=t section Governance of the Performance Management Framework, the three elements of planning, measuring an monitoring results an pu!lic reporting form the remaining sections of this gui e*
PMF Reference Guides Department of the Premier an Ca!inet
Performance management guides Pu!lic -er/ice Commission, 200B

http,99555*psc*+l *go/*au9page9organisational-management9performance-management-gui es*shtml
Ethics in the Queensland Public Sector Pu!lic -er/ice Commission

http,99555*ethics*+l *go/*au9
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Figure & ( /lements of the Performance Management Framewor
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Relationship $et!een Performance Management Frame!or" documentation

%igure 1 illustrates the lin#s !et5een ocuments relating to the 5hole of go/ernment irection an ocuments relating to the agenc6 !usiness irection an agenc6 ser/ice eli/er6* <ach of these ocuments is iscusse in more etail in the su!se+uent sections of this gui e*
Figure " ( 0elationshi- between Performance Management Framewor documentation
Suggested reference
PMF Reference Guide: Queensland Public Sector Strategic Management Planner Department of the Premier an Ca!inet
Page 1F
Governance of the Performance Management Framework

'his section sets out the go/ernance of the 8ueenslan Go/ernment Performance ?anagement %rame5or# (P?%)* Parliamentar6 Committees an in epen ent !o ies such as the 8ueenslan Au it ;ffice are iscusse in the Public +e%orting section of this gui e*
#%ecuti&e Go&ernment ' Ca$inet (including &arious committees of Ca$inet)

*abinet$ under the leadershi% of the Premier$ is the hub of !2ecutive Government& *abinet is the Queensland Government9s central decision:making body& *abinet makes the Government9s most im%ortant decisions and sets %riorities for governing Queensland& 0ts role includes initiating or refining new government %olicy$ making senior a%%ointments and a%%roving government s%ending&
htt%,;;www&cabinet&-ld&gov&au;about&html
"ithin this role, in regar to the P?%, Ca!inet, e=ercises its ecision-ma#ing authorit6 for 5hole of go/ernment irection, polic6 an associate resourcing instigates re/ie5s in response to ris#s an opportunities* %or e=ample, the Premier has create the ;ffice of Pu!lic -ector $ene5al an ma6 refer an6 matter relating to the effecti/eness or efficienc6 of a pu!lic ser/ice office to the Pu!lic -er/ice Commission for re/ie5 (Public ervice Act 200<, section 10) irects the implementation of go/ernment polic6 an monitors the tas#s of go/ernment a ministration through each ?inisterCs portfolio o/ersees the macro !u get strateg6 in relation to the su!missions from agencies regar ing ne5 initiati/es an sa/ings an authorises the 'reasurer to fun agenciesC ser/ices (appropriation) to achie/e the go/ernmentCs !roa o!@ecti/es for the communit6 (annual !u getar6 allocations an fun ing for an6 ne5 initiati/es are negotiate 5ith the Ca!inet Bu get $e/ie5 Committee (CB$C)) ensures optimum in/estment in each agenc6 an that each agenc6Cs financial an ser/ice eli/er6 performance meets the go/ernmentCs e=pectations (CB$C) consi ers an appro/es changes to agenc6 ser/ice eli/er6 performance information for incorporation in the -tate Bu get papers (CB$C) promotes go/ernment-5i e accounta!ilit6 for !oth ser/ice eli/er6 an resource management*
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Ministers
'he role of a Queensland Government Minister is to im%lement government %olicy in the agencies they are res%onsible for& 'he Minister9s set of res%onsibilities is called a =%ortfolio=& 'he %ortfolio includes any legislation the Minister is res%onsible for and de%artments and statutory bodies that re%ort to them&
htt%,;;www&cabinet&-ld&gov&au;
All ?inisters are mem!ers of Ca!inet* ?inisters irect the implementation of go/ernment polic6 an carr6 out the tas#s of go/ernment a ministration through their ?inisterial portfolio* A ?inisterial Charter letter is esta!lishe for each ?inister that inclu es the go/ernment commitments, targets an priorities that each ?inister is responsi!le for eli/ering* Je6 go/ernment ?inisters ha/e specific roles an inclu ing, the Premier, informs, prepares an ta!les a statement of the go/ernmentCs !roa o!@ecti/es for the communit6 (Financial Accountability Act 2009 (%AA) section 10) chairs Ca!inet an CB$C an sets their agen as uties to the Parliament that relate to the P?%
the 'reasurer, informs, prepares an ta!les a charter of fiscal responsi!ilit6 (%AA section 11) informs, prepares an ta!les the annual -tate Bu get papers*
*gencies
'he Queensland Government %rovides its services and functions through a variety of entity ty%es& !ntities that fall under the %erformance$ %lanning and re%orting %rovisions of the %inancial Accounta!ilit6 Act 200B are de%artments$ %ublic service offices$ and statutory bodies&
Agencies ha/e statutor6 responsi!ilities for managing their performance un er the %AA, the Financial and Performance Management tandard 2009 (%P?-8 an the Public ector !thics Act "99# (P-<A) inclu ing, managing the operations of the agenc6 in accor ance 5ith the pu!lic sector ethics principles (P-<A) managing the operations of the agenc6 efficientl6, effecti/el6 an economicall6 (%AA section F1(a)) un erta#ing planning an !u geting for the agenc6 that is appropriate to the siKe of the agenc6 (%AA section F1(e))
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ensuring a go/ernance frame5or# appropriate for the agenc6 is esta!lishe (go/ernance !eing the 5a6 the agenc6 manages the performance of its functions an operations) (%P?- section 0(1-2)) a opting a proacti/e approach in monitoring the appropriateness of the s6stems, operations an o/erall financial position an performance of the agenc6 (%P?- section 3(2)) compl6ing 5ith this ocument (A Guide to the Queensland Government Performance Management Framework) in managing the performance of the agenc6 (%P?- section 11) o!taining information a!out the agenc6Cs operations an eci ing if the operations are achie/ing the o!@ecti/es, eli/ering the ser/ices an meeting the performance targets i entifie in its plans (%P?- section 12(1)) preparing an annual report to !e ta!le in the Legislati/e Assem!l6 each financial 6ear (%AA section F1), that complies 5ith the man ator6 isclosure re+uirements etaile in the ocument, Annual +e%ort +e-uirements for Queensland Government Agencies (%P?- sections 3B-20) reporting to ?inisters a!out achie/ing o!@ecti/es, eli/ering ser/ices, an meeting targete performanceH an 5hether those o!@ecti/es an ser/ices an the performance information remain appropriate (%P?- section 11) managing the strategic an operational ris#s of the agenc6 in accor ance 5ith the ris# management s6stem esta!lishe (%P?- section 24(1))*
'he re+uirements of the P?% help agencies to compl6 5ith these responsi!ilities !6, ensuring the agenc6 has clearl6 efine o!@ecti/es an collects performance information to assess the e=tent to 5hich those o!@ecti/es are !eing met ensuring the agenc6 has clearl6 specifie ser/ice areas an ser/ices inclu ing stan ar s to 5hich those ser/ices 5ill !e eli/ere ensuring that the o!@ecti/es an ser/ice eli/er6 statements, a ministrati/e proce ures an management practices ha/e proper regar for pu!lic sector ethics an appro/e co es of con uct (P-<A sections 12L an 22) collecting performance information a!out the efficienc6 an effecti/eness of the agenc6Cs ser/ice eli/er6 impro/ing /isi!ilit6 of the agenc6Cs performance*
'he monitoring of agenc6 performance is a #e6 function of management an of /arious agenc6 e=ecuti/e management groups such as the agenc6Cs management !oar , e=ecuti/e management group or finance committee*
Page 1B
'he %P?- (section 12) states that each accounta!le officer of a epartment must, an each statutor6 !o 6 ma6, esta!lish an au it committee* 8ueenslan 'reasur6Cs Audit *ommittee Guidelines, 0m%roving Accountability and Performance has !een prepare to assist agencies 5ith the esta!lishment an maintenance of au it committees* If esta!lishe , the agenc6 au it committee, has no irect line of responsi!ilit6 for agenc6 performance* >o5e/er, the au it committee shoul ensure, principall6 through the internal au it function, that the s6stems of performance measurement an reporting, as 5ell as the s6stems of internal control that un erpin the performance management frame5or# of the agenc6, remain ro!ust an are a resse routinel6 in the internal au it plans* shoul o!tain assurances from management an internal au it that the agenc6Cs performance management s6stem is a e+uatel6 an effecti/el6 reporting appropriate an rele/ant performance information* 'he au it committee shoul see# assurance from management that the agenc6 has complie 5ith the performance management frame5or# an performance reporting re+uirements of the %AA an the %P?-* role an scope in relation to performance management 5ill epen upon the role un erta#en !6 other committees 5ithin an agenc6 an the au it committeeCs charter*
'he Auditor:General Act 2009 allo5s the Au itor-General to con uct performance au its of pu!lic sector entities* 'he agenc6 au it committee shoul monitor the implementation of all au it recommen ations for the agenc6 that ha/e !een accepte !6 the agenc6Cs management, inclu ing performance au it recommen ations accepte !6 management*
Chief #%ecuti&e +fficer ,eadership Team (C,T)

'he *hief !2ecutive >fficer ?eadershi% 'eam is chaired by the /irector:General of the /P* and is com%rised of all *hief !2ecutives of government de%artments and the *ommission *hief !2ecutive of the P *&
'he Chief <=ecuti/e ;fficer Lea ership 'eam (CL') pro/i es a forum for iscussion of performance issues an strategic ris#s for epartments* DPC pro/i es secretariat support for the CL' meetings, 5hich are generall6 hel 5ee#l6 5ith a +uarterl6 half a6 meeting to iscuss issues in more etail*
-epartment of the Premier and Ca$inet (-PC)

/P* deals with the =bigger %icture= as%ects of government& 0ts role is to su%%ort and advise the Premier and *abinet so that the government9s %riorities can be met& /P* %rovides a broad range of services to *abinet$ government Ministers$ agencies and the community& As the lead
Page 20
agency in the Queensland Public ervice$ it works closely with all other agencies to drive the government9s key strategies and %lans from conce%tion through to im%lementation&
htt%,;;www&%remiers&-ld&gov&au
'he Director-General of DPC is the chair of the CL' an is the accounta!le officer for performance management polic6 in the 8ueenslan Go/ernment* 'he Polic6 Di/ision 5ithin DPC is structure to pro/i e polic6 a /ice an coor ination ser/ices !ase on the ?inisterial portfolios of the 8ueenslan Go/ernment through Portfolio Contact ;fficers (PC;s) 5ho, assist go/ernment agencies to e/elop polic6 at agenc6, cross agenc6 an 5hole of go/ernment le/els coor inate the e/elopment of 5hole of go/ernment polic6 !6 !ringing together #e6 parties on important issues that re+uire action from se/eral agencies an , at times, act as me iators in resol/ing issues at the cross agenc6 le/el to achie/e targete , coor inate an responsi/e policies for 8ueenslan pro/i e a /ice (!riefings) to Ca!inet on polic6 su!missions consi ering the rele/ance an consistenc6 of propose polic6 initiati/es in relation to the strategic irection an current polic6 focus of go/ernment em!e performance management in the Bu get process through !riefs @ointl6 e/elope 5ith 8ueenslan 'reasur6 an 'ra e ('reasur6) to Ca!inet an CB$C*
'he role of the Performance Unit 5ithin DPC is to, ri/e achie/ements as outline in the Getting Queensland )ack on 'rack statement of o!@ecti/es for the communit6 support the Premier an Ca!inet to ri/e eli/er6 of go/ernment priorities an impro/e performance of pu!lic ser/ices anal6se performance information across the 8ueenslan pu!lic ser/ice to impro/e alignment 5ith the go/ernmentCs !roa o!@ecti/es for the communit6 a /ise go/ernment on the performance of go/ernment agencies pro/i e a /ice to agencies to impro/e performance management, inclu ing on the /alue an application of performance management !uil the capacit6 an capa!ilit6 of the 8ueenslan Pu!lic -er/ice in relation to performance management
Page 21
a minister the pro/isions of the Financial Accountability Act 2009 an its su!or inate legislation, the Financial and Performance Management tandard 2009 relating to planning, performance an the non-financial aspects of annual reporting 5or# 5ith 'reasur6 to ensure that planning, performance, annual reporting an ris# management policies an stan ar s complement an are consistent 5ith gui ance materials for the content of financial reporting*
.ueensland Treasury and Trade (Treasury)

'reasury %rovides core economic and financial %olicy advice to the Queensland Government$ as well as services to the community$ to enhance the tate9s financial %osition and economic %erformance$ su%%orting sustainable long:term economic growth& 'reasury assists the Government to manage the tate9s finances$ including %re%aration and oversight of the )udget to meet community needs& 0t has a lead role to su%%ort the Queensland Government to be accountable and trans%arent in delivering services to the community& 'his is achieved through sound financial management %olicies$ standards$ systems$ %rocedures and related reforms&
htt%,;;www&treasury&-ld&gov&au;
"ith regar to the P?%, 'reasur6, in con@unction 5ith DPC, supports Ca!inet processes, an pro/i es centralise capa!ilit6 to i entif6 ris#s an opportunities for the go/ernment an e=plores holistic polic6 responses is the lea agenc6 for financial management ser/ices an economic a /ice to the go/ernment an manages the -tateCs fiscal position a ministers the Financial Accountability Act 2009 an its su!or inate legislation, the Financial and Performance Management tandard 2009 (e=cept for the pro/isions of the legislation relating to planning, performance an the non-financial aspects of annual reporting 5hich are a ministere !6 DPC) pu!lishes policies an stan ar s relating to agenc6 financial management ocumentation (such as annual financial statements), an 5or#s 5ith DPC to ensure that these policies an stan ar s complement an are consistent 5ith gui ance materials for the content of agenc6 planning, performance an non-financial aspects of annual reporting is custo ian of the 8ueenslan Go/ernment %inancial ?anagement %rame5or# - consisting of the -tateCs go/erning legislation an the s6stems an processes that ena!le it to meet its o!ligations* 'he information pro/i e through the s6stems an processes forms the !asis for ecisions on planning, !u get (resource allocation) an performance management, monitoring an reporting 5ithin the 8ueenslan pu!lic sector
Page 22
5or#s colla!orati/el6 5ith sta#ehol ers to help the go/ernment meet its fiscal o!@ecti/es an progress its #e6 priorities*
'reasur6 !usiness !ranches, through 'reasur6 Anal6sts ('As), 5or# in partnership 5ith other go/ernment agencies an sta#ehol ers to, pro/i e a /ice (!riefings) to Ca!inet on strategic an agenc6 !u get su!missions consi ering, impact of su!missions on the Bu get position rele/ance to the go/ernmentCs fiscal o!@ecti/es for the communit6
pro/i e a /ice to agencies in relation to achie/ing /alue for mone6 in go/ernment ser/ice eli/er6 monitor the eli/er6 of appro/e Bu get initiati/es !6, iscussing 5ith agencies an6 significant issues an ris#s in eli/ering ser/ices iscussing 5ith agencies the t6pe of information that the agenc6 5ill pro/i e to 'reasur6 for financial monitoring purposes, 5hen the agenc6 5ill pro/i e the information, an the mechanism through 5hich it 5ill !e pro/i e em!e ing performance management in the -tate Bu get process through !riefs @ointl6 e/elope 5ith DPC to Ca!inet an CB$C*
Pu$lic Ser&ice Commission (PSC)

'he P * aims to assist and su%%ort Queensland Government agencies to deliver high -uality services to the community through ongoing su%%ort in diverse matters such as good %ractice in %eo%le management$ fostering ethical behaviour and hel%ing to o%timise organisational %erformance&
htt%,;;www&%sc&-ld&gov&au;
'he P-C supports the ongoing impro/ement of the P?% !6, pro/i ing informe a /ice an support to agencies in achie/ing an efficient, effecti/e an high performing pu!lic ser/ice enhancing the pu!lic ser/iceCs human resource management an capa!ilit6 e/eloping an promoting effecti/e an contemporar6 5or#force strategies an emplo6ment policies an legislati/e frame5or# enhancing an promoting an ethical culture an ethical ecision-ma#ing in the pu!lic ser/ice
Page 21
supporting the Chief <=ecuti/e -er/ice (C<-) an the -enior <=ecuti/e -er/ice (-<-) in the ongoing e/elopment an performance of this critical lea ership cohort for the pu!lic ser/ice inclu ing capa!ilit6 e/elopment of senior officers to progress into the -<lea ing an supporting go/ernment in pu!lic ser/ice reform initiati/es relating to the functions of the P-C inclu ing strategic go/ernment initiati/es promoting a culture of continual impro/ement in organisational an in i/i ual performance pro/i ing a !est practice a /isor6 role on pu!lic ser/ice management, organisational performance an 5or#force practices supporting the implementation of the 8ueenslan Pu!lic -er/ice Capa!ilit6 an Lea ership %rame5or# (CL%)* 'his is a tool that assists agencies to e/elop the capa!ilit6 an lea ership of people at all le/els through their organisations* Using this tool, the P-C 5or#s 5ith agencies in four #e6 5or#force areas to, create the right @o!s an ha/e access to the right people for those @o!s e/elop their people an continuall6 impro/e their performance create 5or# en/ironments that ensure people 5or# to their optimum use ata to ma#e strategic ecisions aroun the lea ership of the people agen a
authorising re/ie5s of acti/ities or functions of pu!lic ser/ice offices an con ucting re/ie5s to impro/e the o/erall effecti/eness an efficienc6 of go/ernment entities (Public ervice Act 200<, section 10)* 'he P-C enhances an promotes ethical culture through its lea agenc6 role un er the Public ector !thics Act "99# (P-<A)* 'he P-<A esta!lishes four ethics principles that are eclare to !e fun amental to goo pu!lic a ministration* Pu!lic sector agencies are re+uire to,
a opt a co e of con uct !ase on the ethics principles I for epartments an agencies un er the P-<A regulation this 5ill !e the Co e of Con uct for the 8ueenslan Pu!lic -er/ice, some statutor6 !o ies 5ill !e re+uire to e/elop their o5n co e of con uct e ucate emplo6ees a!out their o!ligations un er the co e ensure their a ministrati/e proce ures an management practices ha/e proper regar for the ethics principles an appro/e co e of con uct report on implementation of ethics in their annual report* 'he P-<A clarifies the ethics principles 5ith a set of /alues for each principle an e=plains the importance of the principle in statements lin#ing each to their /alues, Principle 1, Integrit6 an impartialit6
Page 23
In recognition that pu!lic office in/ol/es a pu!lic trust, pu!lic ser/ice agencies, pu!lic sector entities an pu!lic officials see# to promote pu!lic confi ence in the integrit6 of the pu!lic sector an , a) are committe to the highest ethical stan ar s !) accept an /alue their ut6 to pro/i e a /ice 5hich is o!@ecti/e, in epen ent, apolitical an impartial c) sho5 respect to5ar s all persons, inclu ing emplo6ees, clients an the general pu!lic ) ac#no5le ge the primac6 of the pu!lic interest an un erta#e that an6 conflict of interest issue 5ill !e resol/e or appropriatel6 manage in fa/our of the pu!lic interest e) are committe to honest, fair an respectful engagement 5ith the communit6* Principle 2, Promoting the pu!lic goo
In recognition that the pu!lic sector is the mechanism through 5hich the electe representati/es eli/er programs an ser/ices for the !enefit of the people of 8ueenslan , pu!lic ser/ice agencies, pu!lic sector entities an pu!lic officials, a) accept an /alue their ut6 to !e responsi/e to !oth the re+uirements of go/ernment an to the pu!lic interest !) accept an /alue their ut6 to engage the communit6 in e/eloping an effecting official pu!lic sector priorities, policies an ecisions c) accept an /alue their ut6 to manage pu!lic resources effecti/el6, efficientl6 an economicall6 ) /alue an see# to achie/e e=cellence in ser/ice eli/er6, an e) /alue an see# to achie/e enhance integration of ser/ices to !etter ser/ice clients* Principle 1, Commitment to the s6stem of go/ernment
In recognition that the pu!lic sector has a ut6 to uphol the s6stem of go/ernment an the la5s of the -tate, Common5ealth an local go/ernment, pu!lic ser/ice agencies, pu!lic sector entities an pu!lic officials, a) accept an /alue their ut6 to uphol the s6stem of go/ernment an the la5s of the -tate, the Common5ealth an local go/ernment !) are committe to effecting official pu!lic sector priorities, policies an professionall6 an impartiall6, an ecisions
Page 22
c) accept an /alue their ut6 to operate 5ithin the frame5or# of ?inisterial responsi!ilit6 to go/ernment, the Parliament an the communit6* Principle 3, Accounta!ilit6 an transparenc6
In recognition that pu!lic trust in pu!lic office re+uires high stan ar s of pu!lic a ministration, pu!lic ser/ice agencies, pu!lic sector entities an pu!lic officials, a) are committe to e=ercising proper iligence, care an attention !) are committe to using pu!lic resources in an effecti/e an accounta!le 5a6 c) are committe to managing information as openl6 as practica!le 5ithin the legal frame5or# ) /alue an see# to achie/e high stan ar s of pu!lic a ministration e) /alue an see# to inno/ate an continuousl6 impro/e performance, an f) /alue an see# to operate 5ithin a frame5or# of mutual o!ligation an share responsi!ilit6 !et5een pu!lic ser/ice agencies, pu!lic sector entities an pu!lic officials*
-epartment of Science/ Information Technology/ Inno&ation and the *rts (-SITI*) 0 .ueensland Go&ernment Chief Information +ffice (.GCI+)
'he QG*0> is res%onsible for ensuring the government@s 0*' investments, su%%ort %olicy outcomesA re%resent good value for moneyA are focussed on service delivery to the communityA and are reliable& 'he QG*0> is res%onsible for the 0*' Policy and *oordination >ffice$ Public ector 0*' /evelo%ment >ffice and the 'elecommunications$ )roadband and /igital !conomy *oordination >ffice&
htt%,;;www&-gcio&-ld&gov&au;-gcio;aboutus;Pages;inde2&as%2
'he main purpose of the Pu!lic -ector IC' De/elopment ;ffice is to 5or# 5ith agencies an in ustr6 to impro/e IC' relate eli/er6 outcomes* It pla6s an integral role in !uil ing relationships an i entif6ing opportunities for colla!oration !et5een agencies* Its functions inclu e, !eing the first point of contact for entities see#ing a /ice, information an 9or support in relation to 8ueenslan Go/ernment information management an 9or IC' fostering cross agenc6 connections an partnerships through capturing an sharing lessons learnt across 8ueenslan Go/ernment communication an a5areness acti/ities to highlight the 8GCI;Cs pro ucts an ser/ices support to agencies in the application of the 8ueenslan Go/ernment IC' planning metho olog6 specificall6 relating to the IC' planning !aseline*
Page 2F
'he 8GCI; 5or#s closel6 5ith the Performance Unit 5ithin DPC in relation to the strengthening the alignment !et5een the Queensland Government !nter%rise Architecture 2&0, the Queensland Government Methodologies, the 0*' Planning Methodology an the P?%*
-epartment of
ousing and Pu$lic Wor"s (- PW)
0 .ueensland Go&ernment Chief Procurement +ffice (GGCP+)

'he QG*P> is a division of /BP4& 'he QG*P> focuses on achieving cost savings and benefits for government by facilitating effective %rocurement& !ffective %rocurement %lanning is crucial to controlling the risks and costs involved in %urchasing&
htt%,;;www&h%w&-ld&gov&au;aboutus;)usinessAreas;QG*P>;Pages;default&as%2
As the 8ueenslan Go/ernmentCs e=pert in procurement polic6, practice an e ucation, 8GCP;, e/elops an manages the -tate Procurement Polic6 5hich see#s to ensure ma=imum /alue from go/ernment spen ing esta!lishes 5hole of go/ernment suppl6 arrangements offers consultanc6 ser/ices to help go/ernment !u6 5isel6 pro/i es go/ernment procurement training programs organises isposal of go/ernment assets offers gra uates career path5a6s into procurement*
'he 8GCP; 5or#s closel6 5ith the Performance Unit 5ithin DPC in relation to the strengthening the alignment !et5een the tate Procurement Policy an the P?%*
Page 20
Planning
- Setting the whole of government direction
In setting the 5hole of go/ernment irection, the go/ernment is informe !6 the e=pectations an opinions of clients, sta#ehol ers an the communit6 a!out 5hat go/ernment shoul o to meet their nee s* 'he go/ernment esta!lishes its !roa o!@ecti/es for the communit6 an e/elops a set of policies to eli/er its o!@ecti/es* 'he 5hole of go/ernment irection is also informe !6 commitments ma e uring the course of the election campaign or the term of the go/ernment an agreements ma e 5ith other go/ernments, through the Council of Australian Go/ernments (C;AG)* 'hese commitments an agreements generall6 !ecome go/ernment policies or ma6 !e translate into 5hole of go/ernment strategies* 'he go/ernmentCs fiscal position also informs the 5hole of go/ernment irection* 'he Bu get etermines the resources nee e to meet go/ernment ser/ice eman s an allocates these resources to achie/e esire o!@ecti/es* "ithin each 6earLs Bu get c6cle, the go/ernment (!ase on a /ice from 'reasur6) 5ill re/ie5 the fiscal position of the -tate to estimate the resources a/aila!le for allocation 5ithin the Bu get an other polic6 settings*
Page 24
Figure * ( Value Chain for the Queensland Public Sector 1highlighting whole of go$ernment direction2
<ach component of the &alue Chain has !een e/elope 5ith the aim of achie/ing a esire outcome* 'he esire outcome for the first component of the &alue Chain, client, sta#ehol er an communit6 e=pectations an opinions, is services are client centred and are continually improving and reflecting the changing needs and expectations of clients, stakeholders and the community* 'he esire outcome for the secon component, 5hole of go/ernment irection, is the Queensland overnment delivers client centred ethical services* 'hese components, their esire outcomes an ho5 the go/ernment uses the planning element of the P?% to plan to eli/er these outcomes are the focus of this section of the gui e*
Go&ernment1s o$2ecti&es for the community

'he Financial Accountability Act 2009 (section 10) re+uires the Premier to prepare an ta!le a statement of the go/ernmentCs !roa o!@ecti/es for the communit6 inclu ing etails of
A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or# Page 2B
arrangements for regular reporting to the communit6 a!out the outcomes achie/e against those o!@ecti/es* 'he go/ernment has outline in Getting Queensland )ack on 'rack that it 5ill achie/e 8ueenslan Cs future prosperit6 through the eli/er6 of fi/e ple ges, gro5 a four pillar econom6 !ase on tourism, agriculture, resources an construction lo5er the cost of li/ing for families !6 cutting 5aste eli/er !etter infrastructure an !etter planning re/italise front-line ser/ices for families restore accounta!ilit6 in go/ernment*
Suggested reference
Getting Queensland Back on rack ! statement of the go"ernment#s ob$ecti"es for the communit% Department of the Premier an Ca!inet, 2012
http,99555*premiers*+l *go/*au9go/ernment9policies-priorities*asp=
Go&ernment commitments and targets

Go"ernment targets set s%ecific$ observable and measurable ob(ectives for im%rovement in key %olicy areas&
"hole of go/ernment plans for specific 5hole of go/ernment priorities an strategies ma6 inclu e other go/ernment targets* <=amples inclu e, $e uce unemplo6ment in 8ueenslan to four per cent o/er the ne=t si= 6ears (2014) 2020 Gro5th 'arget to increase o/ernight /isitor e=pen iture in 8ueenslan to M10 !illion
Achie/ement of go/ernment targets is li#el6 to re+uire colla!oration !et5een se/eral go/ernment agencies, !usiness an the communit6* Go/ernment commitments contri!ute to the eli/er6 of the go/ernment o!@ecti/es for the communit6 (Getting Queensland back on track8 an fi/e ple ges* 'he si= month action plan highlights the go/ernmentCs priorities an eli/era!les 5ithin a si= month perio an pro/i es milestones to measure progress to5ar s the eli/er6 of the go/ernment commitments*
Page 10
",AG targets
Go/ernment targets are also set for 8ueenslan through agreements ma e 5ith the Council of Australian Go/ernments (C;AG)* 'he 0ntergovernmental Agreement on Federal Financial +elations esta!lishes the frame5or# for fun ing the achie/ement of nationall6 agree outcomes* It is aime at impro/ing the +ualit6 an effecti/eness of go/ernment ser/ices !6 re ucing Common5ealth prescriptions on ser/ice eli/er6 !6 the -tates, pro/i ing them 5ith increase fle=i!ilit6 in the 5a6 the6 eli/er ser/ices to the Australian people* In a ition, it pro/i es a clearer specification of roles an responsi!ilities of each le/el of go/ernment an an impro/e focus on accounta!ilit6 for !etter outcomes an !etter ser/ice eli/er6* 'he Common5ealth pro/i es grants to the states for recurrent an capital purposes to implement Common5ealth policies through state e=pen iture, such as health an e ucation* 'hese grants are su!@ect to Common5ealth con itions an are calle -pecific Purpose Pa6ments (-PP)* <ach -PP is associate 5ith a :ational Agreement that specifies the o!@ecti/es, outcomes, outputs an performance in icators, an clarifies the roles an responsi!ilities that 5ill gui e the Common5ealth an -tates in the eli/er6 of ser/ices across the rele/ant sectors* C;AG agree to si= :ational Agreements central to achie/ing ser/ice eli/er6 impro/ements an reforms I :ational >ealthcare Agreement, :ational < ucation Agreement, :ational Agreement for -#ills an "or#force De/elopment, :ational Disa!ilit6 Agreement, :ational Affor a!le >ousing Agreement, an the :ational In igenous $eform Agreement (5ith the latter agreement !eing the onl6 one not to ha/e an -PP associate 5ith it)* C;AG has agree to a num!er of :ational Partnership Agreements* Australian Go/ernment pa6ments pursuant to these partnerships fun specific pro@ects an facilitate an 9or re5ar -tates that eli/er on nationall6-significant reforms* 'he financial arrangements inclu e incenti/e pa6ments to re5ar performance*
Council of &ustralian Go"ernment ' Federal Financial Relations Department of the Prime ?inister an Ca!inet
http,99555*coag*go/*au9intergo/Nagreements9fe eralNfinancialNrelations9
C(&G Reform Council Council of Australian Go/ernments

http,99555*coagreformcouncil*go/*au9
Page 11
Charter of Fiscal Responsi$ility

'he Financial Accountability Act 2009 (section 11) re+uires the 'reasurer to prepare an ta!le in the Legislati/e Assem!l6 a *harter of Fiscal +es%onsibility (Charter) gi/ing etails of the go/ernmentCs fiscal o!@ecti/es an the fiscal principles that support those o!@ecti/es* 'he 'reasurer must report regularl6 to the Legislati/e Assem!l6 on progress the go/ernment has ma e against the outcomes state in the Charter* 'he fiscal principles of the 8ueenslan Go/ernment are !roa l6 !ase aroun three themes, fiscal sustaina!ilit6H a competiti/e ta= regimeH an managing the -tateCs !alance sheet*
Suggested reference
Charter of Fiscal Res)onsibilit% 8ueenslan 'reasur6 an 'ra e
http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9charter-of-fiscal-responsi!ilit69in e=*shtml
State 3udget
'he Go/ernment pu!licl6 iscloses its plans an inten e results an achie/ements in the annual -tate Bu get an appropriation process* 'he -tate Bu get etails the go/ernmentLs strategic irection, priorities an plans, its fiscal an economic policies an ma@or e=pense an re/enue initiati/es* <ach 6ear, the Go/ernment pro uces se/eral ocuments, tailore to ifferent au iences, to communicate the #e6 elements of the -tate Bu get* 'he num!er an contents of the ocuments /ar6 from 6ear to 6ear*
Suggested reference
State Budget 8ueenslan 'reasur6 an 'ra e
http,99555*!u get*+l *go/*au9
Page 12
Incorporating the !hole of go&ernment direction in policy de&elopment processes

'he 8ueenslan Ca!inet >an !oo# re+uires that all su!missions to Ca!inet an CB$C must outline the positi/e an negati/e impacts of the su!mission on the go/ernmentCs o!@ecti/es for the communit6* Agencies shoul consi er,
Government-s o).ectives for the communit%

'he impact the propose initiati/e 5ill ha/e on the go/ernmentCs o!@ecti/es for the communit6* Ca!inet an CB$C su!missions shoul clearl6 i entif6 5hich o!@ecti/e(s) it relates to an ho5 it 5ill contri!ute to or negati/el6 impact the long term achie/ement of the o!@ecti/e(s)* If e=pecte to impe e the achie/ement of an o!@ecti/e, this shoul !e reflecte in the su!mission an @ustification (inclu ing mitigations of negati/e effect) pro/i e as to 5h6 the su!mission shoul still procee * A generic statement such as, D'his initiati/e contri!utes to the o!@ecti/e to gro5 a four pillar econom6E is not sufficient*
Government targets
An in ication of 5hether the propose initiati/e is rele/ant to a go/ernment target* $ele/ant means that there is a irect relationship !et5een the propose polic6 initiati/e an go/ernment target* 'enuous lin#s or attempting to e=ten the scope of a go/ernment target to a apt it to the polic6 initiati/e must !e a/oi e * "here a propose initiati/e is rele/ant to a go/ernment target, inclusion of an anal6sis etailing, the le/el of positi/e or negati/e impact on the rele/ant target (if e=pecte to impe e the achie/ement of a go/ernment target, this shoul !e reflecte in the su!mission an @ustification inclu ing mitigation of negati/e effect, pro/i e as to 5h6 the su!mission shoul still procee ) ho5 the initiati/e is e=pecte to result in a contri!ution to the achie/ement of a go/ernment target !6 +uantif6ing the impact 5here possi!le* A generic statement such as, D'his initiati/e contri!utes to (this) go/ernment targetE is not sufficient* epartment for the rele/ant go/ernment target as
Agencies shoul consult 5ith the lea necessar6*
If it is i entifie that the su!mission is not rele/ant to a go/ernment target, there is no nee to refer to an6 go/ernment targets in the su!mission*
Page 11
Suggested reference
Queensland Cabinet *andbook Department of the Premier an Ca!inet
http,99555*premiers*+l *go/*au9pu!lications9categories9policies-an -co es9han !oo#s9ca!inethan !oo#*asp=
Page 13
Planning
- Setting the agency business direction
Go/ernment agencies are the a ministrati/e structures go/ernment uses to group an eli/er its i/erse lines of !usiness* In the &alue Chain, the esire outcome of the agenc6 !usiness irection component is agencies collectively deliver the whole of government direction* Planning is the starting point for achie/ing this, an agencies are re+uire to un erta#e strategic, operational an specific purpose planning to ensure their o!@ecti/es align to the 5hole of go/ernment irection*
Figure * ( Value Chain for Queensland Public Sector 1highlighting agenc) business direction2
Page 12
Strategic planning
In planning the agenc6Cs !usiness irection, agencies nee first to escri!e their purpose, /ision, o!@ecti/es an strategies to eli/er on their o!@ecti/es* Agencies also nee to etermine performance in icators that 5ill measure the e=tent to 5hich actual results ha/e achie/e the agenc6Cs o!@ecti/es o/er time* 'his process is escri!e as strategic planning* 'hese elements are escri!e !elo5, ho5e/er specific re+uirements are set out in more etail in the ocument Agency Planning +e-uirements pu!lishe !6 DPC* 'he %P?- (section B) re+uires each accounta!le officer an statutor6 !o 6 to e/elop a strategic plan for the agenc6 to co/er a perio of four 6ears an states that agencies must compl6 5ith the ocument Agency Planning +e-uirements 5hen e/eloping strategic plans*
Suggested reference
&genc% Planning Re+uirements (pu!lishe annuall6) Department of the Premier an Ca!inet
Pur$ose of the agenc%

'he agenc6Ls purpose articulate in its strategic plan is a statement that specifies the o/erall aim of the agenc6*
Vision of the agenc%

'he agenc6Cs /ision escri!e in its strategic plan, in icates 5hat the agenc6 aspires to !e !6 reflecting ho5 it 5ishes to !e percei/e !6 its clients, sta#ehol ers an the communit6* 'his statement ta#es into account the current status of the agenc6 an outlines its future irection*
Agenc% o).ectives
;!@ecti/es are the effects or impacts that an agenc6 see#s to ha/e on its clients, sta#ehol ers an the communit6* Achie/ement of agenc6 o!@ecti/es shoul eli/er the 5hole of go/ernment irection, 5hich inclu es its o!@ecti/es for the communit6, priorities an strategies* <ach agenc6 nee s to !e clear a!out 5hat it is tr6ing to achie/e* <sta!lishing agenc6 o!@ecti/es an strategies helps the agenc6 focus on achie/a!le goals an attain the !est possi!le results from its capa!ilities* An agenc6Cs capa!ilities are its resources I human, financial, ph6sical assets an IC' I that are use for their ma=imum potential for efficient an effecti/e ser/ice eli/er6* Agenc6 o!@ecti/es are progressi/el6 achie/e o/er a num!er of 6ears* A focus on the en s (rather than the means) pro/i es agencies 5ith the fle=i!ilit6 to e=plore alternati/e ser/ice eli/er6 strategies if necessar6*
A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or# Page 1F
;!@ecti/es are translate into policies that agencies implement to achie/e their o!@ecti/es* Bri geman an Da/ies (2000, p* 12) state, DGo/ernments pursue their o!@ecti/es !6 implementing polic6E* 'hese policies inclu e 5hat ser/ices 5ill !e eli/ere an 5hat other inter/entions are necessar6 to achie/e those o!@ecti/es e*g* regulator6, a ministrati/e*
+$2ecti&es should 4 4 4
e=press ,hat the agenc% ,ants to achie"e !e focussed on the end result or im)act the agenc6 is contri!uting to, not on the means of achie/ing it* ;!@ecti/es shoul not !e iscrete ser/ices or pro ucts !e consistent ,ith the go"ernment#s broad ob$ecti"es for the communit6 - all agenc6 o!@ecti/es must lin# to one or more of the go/ernmentCs o!@ecti/es, an 5here rele/ant, agenc6 o!@ecti/es shoul also lin# to go/ernment targets* Agenc6 o!@ecti/es shoul !e at a le/el rele/ant to agencies an shoul lin# to (not replicate) the go/ernmentCs o!@ecti/es for the communit6 ha/e a strategic focus, 5ithout !eing pitche at too high a le/el !e ,ell aligned 5ith the agenc6Cs /ision an purpose !e measurable, or at least able to be "erified, in or er for the go/ernment to !e a!le to @u ge the egree to 5hich the outcome achie/e the o!@ecti/e not necessaril6 !e entirel6 5ithin an agenc6Cs control* I eall6 an agenc6 should be able to influence the achie/ement of the o!@ecti/e particularl6 5here the perception of clients, sta#ehol ers an the communit6 is that the agenc6 is accounta!le for the actual outcome !e informati"e to a 5i e range of users, in particular, Parliament, ?inisters, agenc6 management an the general communit6 (i*e* sufficient to inform an support ecisionma#ing !6 the user of the information) !e realisticall% achie"able o/er the term of the plan from the collecti/e outputs generate from the eli/er6 of the agenc6Cs ser/ices an through the influence Go/ernment is a!le to e=ert on clients, sta#ehol ers, the !roa er communit6 an the econom6*
Accounta!ilit6 for the achie/ement of agenc6 o!@ecti/es is achie/e through incorporation in Chief <=ecuti/e an -enior <=ecuti/e Performance Agreements an performance agreements for all staff*
'he alignment !et5een o!@ecti/es an outcomes is illustrate in %igure 2* 'here nee s to !e a clear chain of cause an effect !et5een these le/els* ;!@ecti/es for ser/ice areas an ser/ices are escri!e in the section Planning, agency service delivery of this gui e*
Figure 5 ( +lignment between ob3ecti$es and outcomes
Page 10
Performance indicators
Performance in icators in icate the e=tent to 5hich the outcomes achie/e !6 an agenc6 are meeting the o!@ecti/es in the agenc6Cs strategic plan* "hen ealing 5ith outcomes, irect measures are often ifficult I for this reason measures can often onl6 Din icateE the outcome rather than irectl6 measure it* ;ften it ta#es more than one performance in icator to a e+uatel6 capture an outcome* 'he %P?- (section 13) escri!es the nee for an agenc6Cs o!@ecti/es to !e eli/ere Defficientl6, effecti/el6 an economicall6E* <ach agenc6 o!@ecti/e must ha/e one or more rele/ant an appropriate performance in icators* -ome in icators ma6 !e rele/ant for more than one agenc6 o!@ecti/e* $eporting actual results against the in icators shoul emonstrate the e=tent to 5hich the o!@ecti/e is !eing achie/e * Agencies are encourage to e/elop an set targets for performance in icators 5here possi!le* Jno5ing ho5 5ell the agenc6 is currentl6 performing against its o!@ecti/es is essential to etermine if the agenc6 nee s to alter it strategies or policies, or re-e/aluate its o!@ecti/es to ensure /alue is eli/ere to its clients, sta#ehol ers an the communit6*
Page 14
Performance Indicator Chec"list

'he follo5ing chec#list of !etter practice characteristics ma6 !e useful 5hen e/eloping performance in icators* A performance in icator shoul , describe a change that is measura!le an /erifia!le o/er the perio of an agenc6Cs strategic plan !e rele"ant I shoul reflect 5hat the agenc6 is tr6ing to achie/e I not simpl6 5hat is measura!le !e attributable I the o!@ecti/e measure must !e capa!le of !eing influence !6 or influence actions 5hich can !e attri!uta!le to the agenc6, an it shoul !e clear 5here accounta!ilit6 lies !e challenging (stretching), !ut achie"able I agencies shoul un erstan the relationship !et5een resources committe an o!@ecti/es inform decision'making - to ma#e informe achie/e or not must !e clear ecisions, 5h6 an agenc6 o!@ecti/e has !een
!e outcome focused rather than output focuse !6 reporting en s (performance 5ith respect to o!@ecti/es), not means (performance 5ith respect to ser/ices or acti/it6)*
PMF Reference Guide: -e"elo)ing Performance .nformation ! useful information and e/am)les Department of the Premier an Ca!inet
*gency 3udget
'he %AA (section 20) pro/i es that for each financial 6ear, the 'reasurer must present Bills to the Legislati/e Assem!l6 for an Annual Appropriation Act* 'here are t5o Appropriation Bills, one for the Legislati/e Assem!l6, #no5n as the Appropriation (Parliament) BillH an one for all other agencies, #no5n as the Appropriation Bill* 'he Bills pro/i e for,
Page 1B
appropriation to fun the cost of eli/ering agenc6 ser/ices, a ministere items an e+uit6 a @ustments in that 6ear an certain ser/ices, a ministere items an e+uit6 a @ustments eli/ere in the pre/ious 6ear !ut not pre/iousl6 fun e suppl6 for the ne=t financial 6ear to allo5 the normal operations of go/ernment to continue until the Appropriation Bill for that 6ear recei/es assent supplementar6 appropriation for unforseen e=pen iture that occurre in the pre/ious financial 6ear*
<ach 6ear the go/ernment appro/es a !u get for agencies to eli/er their ser/ices an capital program* 'he e/elopment of the !u get for each agenc6 in/ol/es su!missions to CB$C as part of the annual Bu get Process* During the 6ear, agencies can also see# /ariations to their appro/e !u get for emergent priorities* Bu gets for each agenc6 are pu!lishe in the -er/ice Deli/er6 -tatements (-D-)* All epartments are inclu e in the -D- as 5ell as statutor6 !o ies an other go/ernment entities, 5hich are consi ere !6 the go/ernment as ha/ing a material impact*
Queensland Go"ernment Financial Management Frame,ork 8ueenslan 'reasur6 an 'ra e
http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9financial-management-frame5or#9fmf-o/er/ie5*shtml
State Budget 8ueenslan 'reasur6 an 'ra e

http,99555*!u get*+l *go/*au
Specific purpose planning

'he %AA (section F1(e)) re+uires that agencies un erta#e planning appropriate to the siKe of the agenc6* Agencies nee to ensure that the performance of their capa!ilities I human, financial, information, ph6sical assets an IC' is a e+uatel6 planne for* A specific purpose plan is a ocument that focuses on an area of strategic importance to an agenc6 an shoul !e consistent 5ith the agenc6Cs strategic an operational plans* -ome specific purpose planning is man ator6 for agencies* ;ther specific purpose planning is iscretionar6, !ut consi ere to !e !est practice for agencies* Information a!out the man ator6
Page 30
an iscretionar6 t6pes of specific purpose plans is inclu e in the ocument Agency Planning +e-uirements pu!lishe !6 DPC*
Suggested reference
Page 31
Planning
- Agency service delivery
Agencies eli/er ser/ices to clients an sta#ehol ers that i eall6 !enefit the communit6, create /alue an influence trust an confi ence in pu!lic sector ser/ice eli/er6* In the &alue Chain, the esire outcome of the agenc6 ser/ice eli/er6 component is that those services benefit the community, create value and influence trust and confidence in public sector service delivery* "here there is alignment !et5een operational planning an setting the agenc6 !usiness irection, the eli/er6 of ser/ices shoul create /alue* 'his section focuses on planning agenc6 ser/ice eli/er6 an esta!lishing the performance structure to monitor the performance of ser/ice eli/er6*
Figure , ( Value Chain for the Queensland Public Sector 1highlighting agenc) ser$ice deli$er)2
Page 32
+perational planning
;perational planning is a process that focuses on ans5ering the +uestion, D>o5 5ill 5e eli/er our ser/icesOE 'he %P?- (section B) re+uires each accounta!le officer an statutor6 !o 6 to e/elop operational plans for the rele/ant le/els of the agenc6 that the agenc6 consi ers appropriate, or an operational plan for the 5hole agenc6, to co/er a perio of not more than one 6ear* An operational plan specifies, the ser/ices eli/ere !6 part or all of the agenc6 the o!@ecti/e of those ser/ices an ho5 the6 align to the agenc6Ls !usiness irection as escri!e in its strategic plan an to the ser/ice areas in the agenc6Ls -er/ice Deli/er6 -tatement (-D-) (for those agencies that are pu!lishe in the -D-) the outputs sought from the ser/ices the strategies, pro@ects an programs planne to eli/er or impro/e the ser/ices the capa!ilities (human, financial, information, ph6sical assets an IC') an processes necessar6 to eli/er the ser/ices the parts of the agenc6 that are accounta!le for eli/er6 of each ser/ice the ris#s an issues associate 5ith eli/er6 of the plan 5hat the plan is re+uire to compl6 5ith (i*e* legislation, regulation, stan ar s set !6 the go/ernment, agenc6 or in ustr6) relationship 5ith specific purpose plans prepare !6 the agenc6 e*g* IC' resources strategic planning, strategic asset management planning, regulator6 simplification plans, 5or#force planning an also to ris# an issue management ho5 performance against the plan 5ill !e measure an monitore * 'his 5oul inclu e ser/ice stan ar s that 5ill measure the efficienc6 an effecti/eness of the ser/ice*
Ser&ice *reas
-er/ice areas are relate ser/ices groupe into a high le/el ser/ice area for communicating the !roa t6pes of ser/ices eli/ere !6 an agenc6* 'he performance information of each agenc6 pu!lishe in the -D- is presente !6 ser/ice areas* Agencies that are not pu!lishe in the -D- (i*e* some smaller statutor6 !o ies an other go/ernment entities) are not re+uire to specif6 ser/ice areas*
A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or# Page 31
-ome ser/ices areas ma6 not !e 5ithin the irect control of an agenc6* %or e=ample, 8ueenslan >ealth is not in irect control of, !ut aims to influence the ser/ice area, DPre/ention, Promotion an ProtectionP* 'he go/ernmentCs !roa o!@ecti/es for the communit6 5ill onl6 !e achie/e through coor inate ser/ice eli/er6 across multiple agencies* In or er for agencies to eli/er ser/ices to achie/e rele/ant go/ernment o!@ecti/es 5hich are /alue !6 clients, sta#ehol ers an the communit6, ser/ices nee to !e eli/ere from a Done go/ernmentE perspecti/e* 'hat is, agencies nee to esign ser/ice areas from a client, sta#ehol er an communit6 perspecti/e an coor inate an integrate their ser/ice eli/er6 5ithin an across agencies* Because e/er6 agenc6 is ifferent, there is no one set of rules to prescri!e ho5 to e/elop an appropriate ser/ice area structure* 'he most appropriate ser/ice areas for an agenc6 are a matter of @u gement for the in i/i ual agenc6 an its ?inister* Agencies nee to e/elop an accurate, meaningful an informati/e specification of their ser/ice areas* 'he specification of an agenc6Cs ser/ice areas an relate ser/ice stan ar s shoul !e informati/e an support ecision-ma#ing !6 a 5i e range of users, in particular, Parliament, ?inisters, agenc6 management an the general communit6* -pecifications for each ser/ice area must inclu e, a purpose (o!@ecti/e) of the ser/ice area (e=plaining ho5 the ser/ice area contri!utes to the achie/ement of agenc6 o!@ecti/es an the 5hole of go/ernment irection) a !alance set of ser/ice stan ar s an targets supporting conte=tual information for the ser/ice area such as, the relate ser/ices that are groupe in the ser/ice area other relate ser/ices areas (inclu ing ser/ice areas of other agencies) clients an 9or sta#ehol ers an their information nee s*
"hen specif6ing ser/ice areas, the principles e/elope for re/ie5ing ser/ice areas, ser/ice stan ar an targets etaile in 'a!le 1 (page 2B) ma6 !e a useful reference*
Ser&ices
-er/ices are the acti/ities un erta#en !6 agencies that eli/er outputs an collecti/el6 result in outcomes for clients, sta#ehol ers an the communit6 an inclu e all pro ucts an engagements eli/ere !6 an agenc6* Agencies shoul regularl6 anal6se ho5 the outputs of their ser/ices contri!ute to their agenc6Cs o!@ecti/es through un erstan ing the causal lin#s* In esigning a ser/ice, there shoul !e a clear statement of the purpose (o!@ecti/e) of the ser/ice
Page 33
there shoul !e alignment 5ith the agenc6Cs o!@ecti/es the clients an sta#ehol ers of the ser/ice shoul !e i entifie the ser/ice outputs nee to !e etermine i*e* the pro ucts an engagements the ser/ice 5ill eli/er (the Queensland Government )usiness ervice *lassification Framework ser/ice mechanisms pro/i e a comprehensi/e list of output t6pes) it shoul !e name so it is eas6 for clients an sta#ehol ers to un erstan the purpose of the ser/ice from its name there shoul !e a !alance set of ser/ice stan ar s an targets e/elope *
'he 8ueenslan Go/ernment Business -er/ice Classification %rame5or# (B-C%, 2010) pro/i es a consistent, logical an comprehensi/e /ie5 of the t6pes of go/ernment ser/ices, in epen ent of the ph6sical epartments an other entities that ma#e up the 8ueenslan Go/ernment* 'he B-C% can !e use to un erstan the t6pes of ser/ices an agenc6 offers, inclu ing the i entification of similar ser/ices offere in ifferent parts of the agenc6, an can assist 5hen ne5 ser/ices are !eing create , 5hen opportunities for ser/ice rationalisation are !eing e=plore , an 5hen agencies are see#ing to manage ser/ice eli/er6 ris#s* It i entifies t5o categories of ser/ices, ser/ices that support the eli/er6 of o!@ecti/es to clients, escri!e as Dconstituent ser/icesE ser/ices that support the eli/er6 of ser/ices to clients an ser/ices that support the management of go/ernment resources, collecti/el6 escri!e as Da ministrati/e ser/icesE* irectl6 to clients, or ha/e a irect
Constituent ser/ices inclu e all ser/ices that are eli/ere impact on sta#ehol ers*
A ministrati/e ser/ices inclu e all regulator6, program an support ser/ices* A ministrati/e ser/ices are often not eli/ere irectl6 to clients or ha/e a irect impact on sta#ehol ers, !ut are instea eli/ere 5ithin an agenc6 or to other go/ernment agencies* <=amples inclu e asset management, performance management, legal ser/ices, securit6, planning, financial management, suppl6 chain management, pa6roll, IC', etc* 'he current ser/ice t6pes (#no5n as omains) are efine in the B-C% an are pro/i e in the ocumentation pu!lishe !6 the 8GCI;*
Page 32
Queensland Go"ernment Business Ser"ices Classification Frame,ork -efinitions 8GCI;, Department of -cience, Information 'echnolog6, Inno/ation an the Arts
http,99555*+gcio*+l *go/*au9+gcio9architecturean stan ar s9+gea2*09Pages9Business*asp=
0sing the Queensland Go"ernment Business Ser"ices Classification Frame,ork 8GCI;, Department of -cience, Information 'echnolog6, Inno/ation an the Arts
http,99555*+gcio*+l *go/*au9+gcio9architecturean stan ar s9+gea2*09Pages9Business*asp=
"or# has recentl6 !een un erta#en to e/elop a metho olog6 calle the -er/ice <nhancing Architecture ?etho , Lin#ing <nterprise -er/ices (-<A?L<-) to assist epartments 5ith the esta!lishment of a ser/ice catalogue using the B-C%* A ser/ice catalogue 5oul list all the ser/ices the epartment pro/i es, as 5ell as the !usiness processes un erpinning the ser/ices an the information nee e to support the ser/ice* It is anticipate that the catalogue 5oul !enefit a epartment !6 ena!ling it to communicate to their clients, sta#ehol ers an the communit6 5hat ser/ices are currentl6 pro/i e , to un erstan internall6 5hat ser/ices are pro/i e across the epartment, an !e a!le to escri!e these ser/ices in a clear an consistent manner* <sta!lishing a ser/ice catalogue shoul ena!le epartments to !etter measure the PimpactP that the6 ha/e on their clients, sta#ehol ers an the communit6, the /alue this generates an , in turn pro/i e information on ho5 to prioritise the epartmentCs resources* De/elopment of ser/ice catalogues !6 all epartments using a consistent metho olog6 is anticipate to also pro/i e !enefits at the 5hole of go/ernment le/el inclu ing to, / / / form a foun ation for ser/ice integration 5ithin epartments an across epartments, inclu ing informing ecisions a!out ser/ice transition to e=ternal pro/i ers assist in unif6ing ser/ices (esta!lishing a single point of truth for go/ernment information) support consistent eli/er6 of ser/ices !ase on common !usiness processes so that clients, sta#ehol ers an the communit6 #no5 ho5 to na/igate through the large range of go/ernment ser/ices to get 5hat the6 nee +uic#l6 inform future in/estments ena!le go/ernment to measure the /alue of ser/ices eli/ere in a common 5a6, an , as a result assess the relati/e performance of ser/ices to pro/i e e/i ence to support resource allocation ecisions at the 5hole of go/ernment le/el*
/ / /
Ser&ice standards
-er/ice stan ar s are set 5ith the aim of efining a le/el of performance that is appropriate an e=pecte to !e achie/e for a ser/ice area or ser/ice*
Page 3F
'he %P?- (section 13) escri!es the nee for an agenc6Cs o!@ecti/es to !e eli/ere Defficientl6, effecti/el6 an economicall6E an the nee for an agenc6 to eli/er Dthe ser/ices state in its operational plan to the stan ar state in the planE* <sta!lishing ser/ice stan ar s 5ill ena!le go/ernment an the pu!lic to ma#e an assessment of 5hether or not agencies are eli/ering ser/ices to accepta!le le/els of efficienc6 an effecti/eness* 'he performance information of each agenc6 pu!lishe in the -D- inclu es a selection of ser/ice stan ar s for each ser/ice area to emonstrate the efficienc6 an effecti/eness of ser/ice eli/er6* Agencies shoul ha/e a !alance set of ser/ice stan ar s, inclu ing a com!ination of +uantitati/e an +ualitati/e measures, 5hich incorporate !etter practice characteristics* It is crucial that the ser/ice performance ata collecte is accurate an can !e relie upon as a /ali assessment of an agenc6Cs performance* -er/ice stan ar s shoul !e e/elope for all agenc6 ser/ices I not @ust for ser/ice areas 5hich are pu!licl6 reporte in -er/ice Deli/er6 -tatements* 'his inclu es all Da ministrati/e ser/icesE (as efine !6 the B-C%)* 'hese ser/ice stan ar s shoul !e inclu e in agenciesC operational plan(s) an in the plans of !usiness units that contri!ute to the operational plan* 'here shoul also !e clear alignment !et5een ser/ice stan ar s in operational plans9!usiness unit plans an in i/i ual performance plans* Agencies shoul ensure that accompan6ing notes to the ser/ice stan ar s presente in the -DPerformance -tatement clearl6 e=plain the conte=t, meaning an an6 limitations of the measure incorporate * As 5ith ser/ice areas, an agenc6 ma6 not !e in irect control of the performance of a ser/ice stan ar , ho5e/er the agenc6 must !e a!le to influence the performance* %or e=ample, 8ueenslan >ealthCs DPre/ention, Promotion an ProtectionE ser/ice area inclu es the ser/ice stan ar , 3Percentage of the 8ueenslan population 5ho consume recommen e amounts of fruit an /egeta!lesE* 'o impro/e results against some ser/ice stan ar s, agencies nee to 5or# together, as o in i/i uals an !usinesses* 'he approach to ser/ice stan ar s in the P?% is consistent 5ith the general performance in icator frame5or# use in the $eport on Go/ernment -er/ices ($oG-) illustrate in %igure 0* In $oG-, the measurement of ser/ice efficienc6 or effecti/eness is !ase on measuring the e=tent to 5hich the program or ser/ice o!@ecti/es are achie/e as illustrate in %igure 4*
Page 30
Figure % ( 0e-ort on #o$ernment Ser$ices ( general -erformance indicator framewor
(+e%ort on Government ervices 2012, Pro ucti/it6 Commission)
Figure ' ( Measuring the efficienc) and effecti$eness of ser$ice deli$er)
<=ternal influences ervice
-er/ice o!@ecti/es
Input
Process
;utput
;utcomes
<fficienc6 Cost-effecti/eness -er/ice effecti/eness

(A apte from +e%ort on Government ervices 2012, Pro ucti/it6 Commission)
In %igure 4, DinputsE are e+ui/alent to Dcapa!ilitiesE in the &alue Chain (i*e* resources inclu ing human, financial, information, ph6sical assets an IC')* "here there has !een alignment of operational planning an agenc6 !usiness irection, the outcomes for clients, sta#ehol ers an the communit6 create /alue an influence trust an confi ence in pu!lic sector ser/ice eli/er6*
Page 34
"hen e/eloping ser/ice stan ar s, the principles e/elope for re/ie5ing ser/ice areas, ser/ice stan ar an targets etaile in 'a!le 1 (page 2B) ma6 !e a useful reference*
PMF Reference Guide: -e"elo)ing Performance .nformation ! useful information and e/am)les Department of the Premier an Ca!inet
0ffectiveness measures
<ffecti/eness measures reflect ho5 5ell the actual outputs of a ser/ice achie/e the agenc6Cs state purpose (o!@ecti/e) of the ser/ice* <ffecti/eness measures escri!e the +uantifia!le e=tent of the effect of the ser/ice on recipients (the outcome e=perience !6 them), as a result of the le/el an +ualit6 of the ser/ice pro/i e * <ffecti/eness measures focus on, cost effecti/eness I the relationship !et5een the cost of pro ucing the ser/ice an the outcome or results achie/e <=ample, cost per tonne of car!on a!ate <=ample, cost to place an unemplo6e person in emplo6ment
ser/ice effecti/eness I the relationship !et5een the purpose (o!@ecti/e) of the ser/ice an the actual outcomes or results achie/e <=ample, percentage of stu ents 5ho, si= months after competing Qear 12 are participating in e ucation, training or emplo6ment <=ample, percentage increase in ne5 tourists <=ample, rate per 100,000 population of roa crash fatalities
<ffecti/eness is often measure through client an 9or sta#ehol er satisfaction sur/e6s* 'o !e consi ere a measure of effecti/eness, the customer sur/e6 must see# fee !ac# on all ri/ers of satisfaction* %ee !ac# on a single ri/er of satisfaction eg timeliness, is a measure of +ualit6, not effecti/eness*
Page 3B
PMF Reference Guide ! Better Practice Guideline for Measuring Client Satisfaction Department of the Premier an Ca!inet
0fficienc% measures
<fficienc6 measures reflect ho5 capa!ilities (resources) are use to pro uce outputs for the purpose of achie/ing esire outcomes* 'he6 are e=presse as a ratio of capa!ilities (resources) to outputs* <fficienc6 measures help to ans5er +uestions li#e, >o5 much oes it cost to eli/er this ser/ice or pro uctO Is this ser/ice or pro uct efficient in the 5a6 it uses pu!lic mone6 for polic6 purposesO
'he concept of efficienc6 has three imensions* 'he $oG- escri!es o/erall economic efficienc6 as re+uiring satisfaction of technical, allocati/e an 6namic efficienc6 (+e%ort on Government ervices 2012, p 1*20), Dtechnical efficienc6 re+uires that goo s an ser/ices !e pro uce at the lo5est possi!le cost allocati/e efficienc6 re+uires the pro uction of the set of goo s an ser/ices that consumers /alue most, from a gi/en set of resources 6namic efficienc6 means that, o/er time, consumers are offere ne5 an !etter pro ucts, an e=isting pro ucts at lo5er costE*
;/erall, efficienc6 measures assess ho5 5ell an agenc6 uses its a/aila!le capa!ilities (resources) to eli/er its outputs* <=ample, cost of containment per prisoner per a6 <=ample, cost of emplo6ment program per participant per a6
?easures of +ualit6 are often su!stitute for measures of efficienc6* %or e=ample, the percentage of am!ulance trips ta#en in less than 12 minutes* >o5e/er these t6pes of measures fail to pro/i e the necessar6 ata to measure the efficienc6 of the ser/ice - it oes not pro/i e information on ho5 much it cost, or 5hether the am!ulance 5as o/er-ser/icing the patient !ase on their nee s* "hile measuring efficienc6 is important, it nee s to !e in con@unction 5ith measuring effecti/eness* Go/ernment ser/ices 5hich are pro/i e efficientl6 ma6 not !e meeting client, sta#ehol er or the !roa er communit6Cs nee s*
Page 20
0conom% measures
'he %P?- states that the operations of the agenc6 must !e manage efficientl6, effecti/el6 an economicall6* "hile this term is not efine in the %AA or in the %P?-, the Australian :ational Au it ;ffice efines econom6 as Dminimising costE (Performance Au iting in the Australian :ational Au it ;ffice 2004, p* 1)* -imilarl6, efinitions of DeconomicalE inclu e, !careful, efficient an pru ent use of resourcesH operating 5ith little 5aste or at a sa/ingE (?erriam-"e!ster Dictionar6, 2010) Dgi/ing goo /alue or return in relation to the mone6, time, or effort e=pen e H careful not to 5aste mone6 or resourcesH using no more of something than is necessar6E (;=for Dictionaries ;nline, 2010)*
Gi/en these efinitions, the approach to measuring the efficienc6 an effecti/eness of ser/ice eli/er6 etaile a!o/e, 5ill also measure the DeconomicalE aspect of ser/ice eli/er6*
+ther measures
-er/ice stan ar s are inten e to emonstrate efficienc6 an effecti/eness* ?easures of acti/it6, process, input, +ualit6 or e+uit6 ma6 !e rele/ant to an retaine for internal monitoring !6 agencies, !ut generall6 o not nee to !e inclu e in the -er/ice Deli/er6 -tatements* >o5e/er, in some cases, inclusion of these measures ma6 !e @ustifie !ecause of pu!lic interest to emonstrate changes in eman for a ser/ice, or as a pro=6 5here no measure of efficienc6 or effecti/eness currentl6 e=ists* In such cases, the agenc6 shoul inclu e a notation to the measure to e=plain the purpose of the measure an 5h6 it is consi ere an important measure of the agenc6Cs performance*
Activit% measures
?easure the num!er of ser/ice instances, ser/ice recipients, or other acti/ities for the ser/ice* 'he6 emonstrate the /olume of 5or# !eing un erta#en* Although acti/it6 measures o not generall6 emonstrate the achie/ement of ser/ice o!@ecti/es, the6 pro/i e a !asis for @u ging 5hether an agenc6 is contri!uting to the esire social change of the ser/ice !eing eli/ere * Acti/it6 measures can often !e con/erte into efficienc6 measures !6 com!ining them 5ith input measures to sho5 the unit cost of the acti/it6*
Process measures
?easure throughput, or the means !6 5hich the agenc6 eli/ers the ser/ice, rather than the ser/ice itself* 'he6 emonstrate ho5 the agenc6 eli/ers ser/ices, rather than ho5 effecti/el6 ser/ices are eli/ere *
Page 21
Process measures are sometimes use as pro=ies for effecti/eness measures if it is impractical or uneconomical to measure the effecti/eness of the ser/ice or its outcome*
'n$ut measures
?easure the resources consume in eli/ering a ser/ice, either as an a!solute figure or as a percentage of total resources* Input measures ma6 !e measure in terms of fun ing, num!er of emplo6ees, person- a6s, e+uipments, supplies etc* Input measures can often !e con/erte to efficienc6 measures !6 com!ining them 5ith acti/it6 measures to sho5 the unit cost of the acti/it6*
Qualit% measures
?easure ho5 5ell a ser/ice is suite to its purpose an conforms to specifications* 'his is often achie/e through using specific criteria (timeliness, accurac6, completeness, accessi!ilit6 an e+uit6 of access, continuit6 of suppl6, an 9or see#ing fee !ac# on one of these criteria through client satisfaction sur/e6s)* 8ualit6 in itself is one imension of effecti/eness, !ut oes not necessaril6 full6 represent ho5 effecti/e a ser/ice is (for e=ample, a ser/ice coul !e high +ualit6, !ut still not effecti/e)*
0#uit% measures
?easures that in icate e+uit6 of outcomes are inclu e in the $oG- frame5or# (%igure 0, page 34) as a component of measurement in a ition to efficienc6 an effecti/eness* 'he report states that e+uit6 measures escri!e, Dho5 5ell a ser/ice is meeting the nee s of particular groups in societ6 5ith special nee s* In icators ma6 reflect !oth e+uit6 of access, 5here!6 all clients an sta#ehol ers are e=pecte to ha/e a e+uate access to ser/ices, an e+uit6 of outcome, 5here!6 all clients an sta#ehol ers are e=pecte to achie/e similar outcomes arising from ser/ice useE (+e%ort on Government ervices, 2011, p 1*12)* In relation to the P?%, ser/ice stan ar s for pu!lication in the -D- focus on efficienc6 an effecti/eness* >o5e/er, a small num!er of e+uit6 measures can !e inclu e to emonstrate an6 gaps !et5een ser/ice eli/er6 outputs an outcomes !et5een special nee s groups an the general population*
Setting targets for measures

-etting targets can challenge an agenc6 to impro/e performance* 'argets are specific, achie/a!le, realistic an time !oun * <ach ser/ice stan ar shoul ha/e a correspon ing annual target*
Page 22
'argets ai accounta!ilit6* 'he aim of targets is to set a le/el of performance accepta!le to go/ernment on !ehalf of the communit6 5ithin fiscal limits* -etting target le/els is a comple= tas# as the esta!lishment of a target can raise as man6 +uestions as it ans5ers* 'argets shoul present clear an +uantifie le/els of performance against 5hich agencies can assess their results or in icate the esire mo/ement of performance* 'argets are e=presse as a!solute num!ers, a percentage, or a ratio* Agencies ma6 use a com!ination of metho s to set targets* Commonl6 use approaches in setting targets are, current performance current performance plus9minus a percentage impro/ement change a/erage performance (national, state, or in ustr6) !est practice (!enchmar#ing) technical targets (e=ternal targets esta!lishe !6 professional associations) management ecisions (calculate ecisions gi/en resource an staffing limitations)*
'o ensure that targets are not unrealistic or create per/erse incenti/es, targets shoul !e set through agenc6 planning processes propose targets shoul !e trialle in parallel to e=isting targets targets shoul !e presente in the conte=t of the ser/ice !eing eli/ere (not in isolation)*
'argets shoul !e challenging !ut achie/a!le* It is essential that there is a !alance !et5een DstretchE targets an setting unrealistic targets* %or e=ample, targets for client satisfaction shoul not !e set at 100R* It is not reasona!le to !elie/e that e/er6 client 5ill !e completel6 satisfie 5ith a ser/ice pro/i e !6 an agenc6* Consultation throughout the agenc6 I 5ith ser/ice eli/er6 staff in particular I shoul occur in the target setting process* -taff at all le/els shoul !e clear a!out their role an their responsi!ilities in the eli/er6 of targets, an !e hel accounta!le in some 5a6, for e=ample through in i/i ual or team performance o!@ecti/es* In particular, the in i/i uals 5ho are !est place to ensure the eli/er6 of a target must feel o5nership an responsi!ilit6* As clients, sta#ehol ers an the communit6 are affecte !6 an agenc6Cs !usiness an the ser/ices it pro/i es, agencies shoul consi er inclu ing them in the e/elopment an 9or re/ie5 process of setting targets 5here appropriate* Consultation 5ith clients, sta#ehol ers an the communit6 helps to esta!lish targets that are meaningful an useful for ecision ma#ers*
Page 21
'argets for the ser/ice stan ar s selecte to !e pu!lishe in the -D- are propose !6 agencies an appro/e !6 the Ca!inet Bu get $e/ie5 Committee (CB$C) as part of the annual Bu get process* 'he6 are estimates, !ase on anal6sis of historical performance an tren s, current go/ernment polic6 conte=ts an priorities, agenc6 capa!ilit6 an client eman * If achie/ement of a target !ecomes impractical or not feasi!le, the agenc6 shoul e=plain 5h6 that is the case an 5hat legislati/e, regulator6, or other actions are nee e to accomplish the target, 5hether the target shoul !e mo ifie or the ser/ice stan ar iscontinue *
Page 23
Chec"list
Performance measures
'he follo5ing chec#list of !etter practice characteristics ma6 !e useful 5hen e/eloping performance measures (an targets)* A performance measure shoul !e, measurable I there shoul !e a clear an transparent stan ar of success achie"able I the measure shoul !e stretching, an reflect the go/ernmentCs am!itions for impro/e stan ar s of pu!lic ser/ices* >o5e/er it must !e achie/a!le 5ithin the agenc6Cs a/aila!le resources rele"ant I the measure shoul reflect 5hat the agenc6 is tr6ing to achie/e I not simpl6 5hat is eas6 to measure time'framed I it shoul !e clear 5hen the ser/ice shoul !e eli/ere !6 a!le to a"oid )er"erse incenti"es I not encourage un5ante or 5asteful !eha/iour attributable I the rele/ant ser/ice must !e capa!le of !eing influence (not necessaril6 full6 controlle ) !6 actions 5hich can !e attri!uta!le to the agenc6 or more !roa l6 !6 go/ernment, an it shoul !e clear 5here accounta!ilit6 lies com)arable I 5ith either past perio s or similar ser/ices in other @uris ictions ,ell'defined I 5ith a clear, unam!iguous efinition so that ata 5ill !e collecte an the measure is eas6 to un erstan an use 5ith minimal e=planation* Clear ocumentation of measurement processes shoul !e maintaine timel% I performance ata shoul !e pro uce regularl6 enough to trac# progress an , +uic#l6 enough for the ata to still !e of /alue for ecision-ma#ing reliable and "erifiable I a!le to pro uce accurate ata for its inten e use, a!le to !e measure consistentl6 an !e responsi/e to change cost'effecti"e I in terms of gathering an processing the ata credible I a measure that has the support of sta#ehol ers an 5here appropriate, is supporte !6 research an 9or esta!lishe in ustr6 stan ar s*
: Ada%ted from, *hoosing the +ight Fabric 1 A Framework for Performance 0nformation$ A (oint %ublication by BM 'reasury$ *abinet >ffice$ Cational Audit >ffice$ Audit *ommission and >ffice of Cational tatistics$ Dnited Eingdom$ 200"
Page 22
Creating &alue for clients/ sta"eholders and the community from ser&ice deli&ery
In the &alue Chain, agenc6 ser/ice eli/er6 shoul lea to the creation of /alue for clients, sta#ehol ers an the communit6, influencing trust an confi ence in go/ernment ser/ices* 'he concept of /alue is escri!e in the section .alue *hain for the Queensland Public ector of this gui e*
Measuring &alue for clients/ sta"eholders and the community

&alue for clients, sta#ehol ers an the communit6 in relation to a go/ernment ser/ice can !e measure !6 the results of satisfaction sur/e6s an fee !ac#* 'here are a num!er of ri/ers of satisfaction, timeliness ease of access staff +ualit6 outcome o/erall satisfaction*
"hen the ser/ice !eing measure relates to polic6 a /ice, agencies can consi er not inclu ing the measurement of outcome* 'his is !ecause recipients of the a /ice ma6 not necessaril6 agree 5ith the a /ice, !ut ma6 still consi er that the a /ice 5as pro/i e in a timel6 5a6 an of a high +ualit6* ?easurement of outcome is also closel6 relate to measurement of o/erall satisfaction* -ome sur/e6s can in icate the communit6Cs general perception or /alue of go/ernment ser/ices, such as sur/e6s of the general populationCs /ie5s on 5hether the6 feel DsafeE* If /alue is not generate for clients, sta#ehol ers an 9or the communit6, this ma6 in icate that, the ser/ice ma6 not !e efficient or effecti/e (aligns to pu!lic ser/ice ethics Princi%le #, Accountability and trans%arency) the ser/ice ma6 not promote the pu!lic goo (aligns to pu!lic ser/ice ethics Princi%le 2, Promoting the %ublic good) the ser/ice stan ar s chosen to measure efficienc6 an effecti/eness ma6 not !e appropriate measures
Page 2F
the program or ser/ice o!@ecti/es ma6 not reflect the agenc6 !usiness irection, 5hole of go/ernment irection or the client, sta#ehol er or communit6 e=pectations, or a com!ination of the a!o/e factors*
>o5e/er, the +uantum of go/ernmentCs capa!ilities is limite an on a ail6 !asis the go/ernment an its agencies ma#e ecisions as to relati/e priorities an areas of greatest nee * Generall6, client, sta#ehol er an communit6 eman for ser/ices is much greater than go/ernment can pro/i e* 'he results from measuring results across all components of the &alue Chain 5ill pro/i e information to inform future polic6 e/elopment*
PMF Reference Guide ! Better Practice Guide to Measuring Client Satisfaction Department of the Premier an Ca!inet
"eople, service and trust# $inks in a public sector service value chain 'reasur6 Boar of Cana a
http,99555*t!s-sct*gc*ca9rp9pstc-eng*asp
Measuring &alue for the agency

Impro/ements, 5hether un erta#en through formal pro@ects or through continuous impro/ement processes, 5hich are carrie out !6 an agenc6 to increase its capa!ilit6 to eli/er !enefits, also create /alue for the agenc6* &alue for the agenc6 can !e measure !6 i entif6ing the !enefits e=pecte from an initiati/e* 'he i entification an measurement of !enefits is escri!e in the Queensland Government )enefits Management Framework* Benefits 5hich emonstrate /alue for mone6 in agenc6 procurement coul inclu e, the a /ancement of go/ernmentCs o!@ecti/es for the communit6H impro/e fitness for purposeH impro/e ser/ice +ualit6H impro/e client supportH re uction in 5hole-of-life costsH re uction in transaction costs associate 5ith procurementH re uction in hol ing, maintenance an 9or isposal costs* <=amples of other !enefits inclu e emplo6ee satisfaction an re uction in processing time from re-engineering internal processes*
Queensland Go"ernment Benefits Management Frame,ork Department of -cience, Information 'echnolog6, Inno/ation an the Arts
http,99555*+gcio*+l *go/*au9+gcio9pro@ectsan ser/ices9Pages9?etho ologies*asp=S!enefits
%alue &anagement &ethodology ;ffice of ?anagement an Bu get, U- Go/ernment, 2002

http,99555*cio*go/9 ocuments9&alue?easuringN?etho olog6N>o5'oGui eN;ctN2002*p f
Page 20
ransforming Go"ernment and Public Ser"ices ' Realising Benefits through Pro$ect Portfolio Management -tephen Tenner, 2010
http,99555*ashgate*com9 efault*asp=OpageUF31Ae itionNi U12400AtitleNi U1002FAcalctitleU1
State Procurement Polic% Department of >ousing an Pu!lic "or#s

http,99555*hp5*+l *go/*au9suppl6 isposal9Go/ernmentProcurement9ProcurementPolic6Gui ance9Pages9 efault* asp=
*nnual re&ie! of ser&ice areas/ ser&ice standards and targets

A consistent effort to impro/e the performance information of agencies reflects the fact that pre/iousl6 selecte measures are su!@ect to change o/er time I agenc6 o!@ecti/es change, priorities change, ifferent users emerge* Performance information shoul !e regularl6 re/ie5e an up ate to reflect such changes in priorities an shifts in the focus of pu!lic polic6* Information on performance re/ie5s is pro/i e in the section I Measuring and monitoring results of this gui e* 'he continue appropriateness (inclu ing factors such as rele/ance, cost, /alue an usefulness) of performance information shoul !e regularl6 assesse * As part of the continuous impro/ement of the P?%, each 6ear, DPC an 'reasur6 (the central agencies) 5or# 5ith agencies to re/ie5 ser/ice areas, ser/ice stan ar s an targets that are pu!lishe in the -er/ice Deli/er6 -tatements (-D-)* 'he central agencies 5ill @ointl6 see# the go/ernmentCs appro/al (through CB$C) for these changes on !ehalf of all agencies prece ing the Bu get process each 6ear*
Suggested reference
PMF Reference Guide: Better Practice Guideline for .m)ro"ing Ser"ice &reas1 Ser"ice Standards and argets Re)orted in the State Budget Department of the Premier an Ca!inet
Page 24
-i= principles to assist agencies 5hen re/ie5ing performance information are set out in the ta!le !elo5,
Table ! ( Princi-les for re$iewing -erformance information
' (
"rinciple Pro/i e more rele/ant an appropriate performance information that highlights the efficienc6 an effecti/eness of agenc6 ser/ice eli/er6
"roposed Application <nsure each ser/ice area has at least one measure of efficienc6 an one measure of effecti/eness* Consi er if other measures shoul continue to !e reporte in the Performance -tatement or else5here, for e=ample, - conte=tual sections of the -D- notes irectl6 follo5ing the performance statement in the -D- agenc6 annual report - agenc6 5e!site, an 9or - internal management reports of the agenc6* $e+uire the Performance -tatement to inclu e measures that align 5ith (i*e* ha/e a logical lin# to), - cross @uris ictional commitments - go/ernmentCs o!@ecti/es for the communit6 - 5hole of go/ernment priorities an strategies - ?inisterial Charter letters, an - agenc6 strategic plan* -ource ser/ice stan ar s from e=isting performance measures alrea 6 collecte an reporte for other purposes, for e=ample, - C;AG agreements - +e%ort on Government ervices - e=ternal !enchmar#s, an - in ustr6 stan ar s* Appl6 the same principles to a ress common inconsistencies across agencies, inclu ing, - encouraging consistent measurement of satisfaction using the PMF +eference Guide, )etter Practice Guideline for Measuring *lient atisfaction iscouraging ser/ice stan ar s that measure the eli/er6 of a ser/ice 5ithin Pregulator6 timeframesP, as compliance 5ith state legislation shoul !e a minimum re+uirement for all agencies (an is not a measure of efficienc6) - encouraging agencies to use consistent language 5hen the6 are escri!ing the same thing (e*g* GPeople 5ith a isa!ilit6C rather than G isa!le peopleC) - minimising the use of o/erl6 technical or comple= language that potentiall6 confuses rea ers - encouraging the use of the notes to the Performance -tatement in the -D- to pro/i e conte=t an un erstan ing for the rea er, rather than ha/ing o/erl6 escripti/e ser/ice stan ar s*
Increase alignment !et5een the go/ernmentCs o!@ecti/es for the communit6 an agenc6 o!@ecti/es
Decrease the reporting !ur en on agencies
Impro/e consistenc6 across agencies
Page 2B
' ,
"rinciple <ncourage high +ualit6 ata management
"roposed Application $e+uire agencies to e/elop a ata ictionar6 an encourage pu!lication on agenc6 5e!sites as a companion ocument for the -er/ice Deli/er6 -tatements* <ncourage the use of the AB- Data 8ualit6 -tan ar that is re+uire for all performance ata reporte un er C;AG :ational Agreements an :ational Partnership Agreements* <ncourage consistent reporting of ser/ice stan ar s o/er time to enhance longitu inal transparenc6 an pro/i e a clear assessment of achie/ements*
Allo5 for tren anal6sis
A1+ !ata Qualit% +tandard

Performance measures shoul !e !ase on relia!le an timel6 ata* 'he !asic ra5 ata shoul !e ro!ust, in the sense of !eing eri/e in a 5a6 that is /erifia!le, free from !ias an prefera!l6 compara!le o/er time* 'he Australian )ureau of tatistics /ata Quality Framework (AB- D8%) pro/i es stan ar s for assessing an reporting on the +ualit6 of statistical information* It is a tool that impro/es a userLs a!ilit6 to, eci e 5hether a ata set or statistical pro uct is fit for purpose (5hich in turn helps to i entif6 ata gaps) assess the ata +ualit6 of seemingl6 similar collections interpret ata*
'he AB- D8% is esigne for use !6 a range of ata users an pro/i ers in ifferent settings, inclu ing go/ernment agencies, statistical agencies an in epen ent research agencies* %or e=ample, the AB- D8% is use to assess the +ualit6 of performance in icator ata lin#e to a num!er of :ational Agreements in #e6 polic6 areas signe !6 the Council of Australian Go/ernments (C;AG)*
Suggested reference
&ustralian Bureau of Statistics -ata Qualit% Frame,ork 2&BS -QF3 Australian Bureau of -tatistics, 200B
http,99555*a!s*go/*au9AU--'A'-9a!s.*nsf9Loo#up91220*0?ainR20%eatures1?a6V200B
Page F0
Planning
- Individual
Responsi$ility for deli&ery of !hole of go&ernment direction
Collecti/el6 the go/ernment is responsi!le for an 5ill !e hel @ointl6 accounta!le !6 the communit6 for eli/er6 of the 5hole of go/ernment irection* 'o ensure all ?inisters are clear on their responsi!ilities, the Premier sets out each ?inisterCs commitments an priorities the6 are responsi!le for in a ?inisterial Charter letter*
Suggested reference
&inisterial Charter $etters 'he 8ueenslan Ca!inet an ?inisterial Director6
http,99555*ca!inet*+l *go/*au9charter-letters*asp=
Responsi$ility for deli&ery of agency $usiness direction and agency ser&ice deli&ery
'o ensure that the Chief an -enior <=ecuti/es of agencies are 5ell positione to sustain a culture of accounta!ilit6 for performance an continuous impro/ement, the Pu!lic -er/ice Commission has e/elope frame5or#s for enhancing the performance an professional e/elopment of Chief an -enior <=ecuti/es* 'hese frame5or#s are, Chief <=ecuti/e -er/ice - Performance ?anagement an De/elopment %rame5or# -enior <=ecuti/e -er/ice - Performance ?anagement an De/elopment %rame5or#*
'he Pu!lic -er/ice Commission also incorporates ethics o!@ecti/es into the Chief <=ecuti/e Performance Agreements 5hich is then reflecte in -enior <=ecuti/e Performance Agreements*
Page F1
Chief .xecutive Service / "erformance &anagement and Development 0ramework Pu!lic -er/ice Commission
http,99psc*+l *go/*au9page9 e/eloping-people9performance- e/elopment9ces-performanceframe5or#*shtml
Senior .xecutive Service / "erformance &anagement and Development 0ramework Pu!lic -er/ice Commission
http,99psc*+l *go/*au9page9 e/eloping-people9performance- e/elopment9ses-performanceframe5or#*shtml
Indi&idual
In i/i ual emplo6ees nee to see, as irectl6 as possi!le, ho5 their 5or# contri!utes to impro/ing outcomes for clients, sta#ehol ers an the communit6* Performance measures also influence emplo6ee !eha/iour* "hen emplo6ees #no5 the !asis on 5hich the6 5ill !e assesse , the6 are more li#el6 to perform* All pu!lic ser/ants shoul ha/e performance plans an agreements esta!lishe * ?onitoring of in i/i ual performance occurs through regular iscussions 5ith super/isors an informal fee !ac# on ail6 tas#s* 'he 8ueenslan Pu!lic -ector (8P-) Capa!ilit6 an Lea ership %rame5or# (CL%) is a tool to assist agencies to e/elop !eha/iour e=pecte of pu!lic ser/ice staff at e/er6 le/el from !ase gra e to Chief <=ecuti/e ;fficers* At an in i/i ual le/el the CL% ena!les staff to i entif6 the #e6 capa!ilities re+uire of them in their current role* It also helps them i entif6 5hich s#ills to e/elop to a /ance to a higher role* 'he Pu!lic -er/ice Commission pu!lishes information that maps the pu!lic sector ethics elements of the *ode of *onduct for the Queensland Public ervice to the CL%* Use of this tool assists emplo6ees to un erstan ho5 to meet their ethics o!ligations in the 5a6 the6 carr6 out their uties* At a epartmental le/el the CL% is inclu e in recruitment an selection processes, career planning, performance e/elopment an learning an e/elopment functions* Use of this frame5or# has gi/en the pu!lic sector a common language an has pro/i e agencies 5ith a heightene a5areness in recruitment an selection, career planning, performance e/elopment an learning an e/elopment*
Page F2
Suggested reference
QPS Ca)abilit% and 4eadershi) Frame,ork Pu!lic -er/ice Commission
http,99psc*+l *go/*au9page9 e/eloping-people9capa!ilit6-frame5or#s-an -pro/i ers9capa!ilit6-lea ershipframe5or#*shtml
Page F1
Measuring and monitoring results

'he prece ing sections of this gui e focus on planning to eli/er results* 'his section focuses on measuring an monitoring the actual results or performance achie/e across each of the follo5ing components of the &alue Chain, 5hole of go/ernment irectionH agenc6 !usiness irection an agenc6 ser/ice eli/er6* In a ition, it !riefl6 iscusses monitoring in i/i ual performance an conclu es 5ith a iscussion of ho5 performance information shoul ri/e performance impro/ement*
Whole of go&ernment direction

As escri!e in the section, Planning 1 etting the whole of government direction, the 5hole of go/ernment irection is informe !6 the go/ernmentCs o!@ecti/es for the communit6, agreements ma e 5ith other go/ernments through the Council of Australian Go/ernments (C;AG) an commitments the go/ernment has ma e uring the course of its election campaign or its term of go/ernment* 'hese agreements an commitments generall6 !ecome 5hole of go/ernment policies an 9or are translate into 5hole of go/ernment strategies* 'he go/ernmentCs fiscal position also influences its irection*

'hroughout the 6ear, epartments measure an monitor their progress to5ar achie/ing the go/ernmentCs o!@ecti/es for the communit6* 'his information is use !6, epartments to manage their o5n performance an ris#s in contri!uting to the achie/ement of the go/ernmentCs o!@ecti/es for the communit6 DPC to anal6se 5hole of go/ernment progress to5ar the go/ernmentCs o!@ecti/es for the communit6 the 8ueenslan Go/ernment to inform polic6 ecisions the communit6 to assess the go/ernmentCs performance in achie/ing the go/ernmentCs o!@ecti/es for the communit6*
Page F3
Suggested reference
Getting Queensland Back on rack ! statement of the go"ernment#s ob$ecti"es for the communit% Department of the Premier an Ca!inet, 2012
http,99555*premiers*+l *go/*au9go/ernment9policies-priorities*asp=
Whole of go&ernment financial position

'reasur6 monitors the go/ernmentCs o/erall fiscal position* 'his in/ol/es managing the Consoli ate %un , inclu ing a ministere re/enues recei/e !6 it an appropriations pai from it* Up ates on the fiscal position are regularl6 pro/i e !6 'reasur6 to the 'reasurer an to CB$C*
Go&ernment commitments and decisions

During an election campaign an uring the conse+uent term of go/ernment, pu!lic commitments are ma e to clients, sta#ehol ers an 9or the communit6 a!out 5hat the go/ernment 5ill o* 'hese commitments !ecome go/ernment policies an are implemente !6 the rele/ant agencies* DPC regularl6 monitors implementation of go/ernment commitments !6 rele/ant agencies to 5hich the6 are assigne * 'he go/ernment, /ia Ca!inet an CB$C processes, ma#es ecisions on go/ernment policies, legislation an other matters throughout the 6ear* 'he implementation of go/ernment ecisions is monitore regularl6 !6 the DPC against the implementation section (an implementation plan if rele/ant) inclu e in Ca!inet an CB$C su!missions*
Suggested reference
Queensland Cabinet *andbook Department of the Premier an Ca!inet
http,99555*premiers*+l *go/*au9pu!lications9categories9policies-an -co es9han !oo#s9ca!inethan !oo#*asp=
he &ustralian Polic% *andbook 6Fourth !dition8 Althaus, Bri gman an Da/is, 2000, Allen A Un5in
C+*G commitments
'he :ational Agreements an :ational Partnership Agreements appro/e !6 C;AG set o!@ecti/es, performance in icators an targets*
Page F2
'he central agencies (DPC an 'reasur6), monitor an assess the performance of 8ueenslan in achie/ing the outcomes an performance !enchmar#s specifie in the :ational Agreements monitor an assess progress to5ar s the pre- etermine performance !enchmar#s for :ational Partnerships 5ith re5ar pa6ments monitor an assess the performance of 8ueenslan in achie/ing the outcomes an performance !enchmar#s specifie in :ational Partnerships that support the o!@ecti/es in the :ational Agreements*
Whole of go&ernment priorities and strategies

"hen priorities an strategies are appro/e !6 go/ernment, there is generall6 a regular reporting c6cle esta!lishe to Ca!inet or to a go/ernance group to o/ersee implementation* "here go/ernment responses to in epen ent re/ie5s (such as Coronial in+uiries) in/ol/e a num!er of agencies, DPC ma6 monitor implementation of the go/ernmentCs response* "here the re/ie5 an su!se+uent report is specific to an agenc6 such as an Au itor-General performance au it, the rele/ant agenc6 is responsi!le for monitoring implementation*
*gency $usiness direction

In the section Planning 1 etting the agency business direction, strategic planning an !u geting are escri!e * 'his section escri!es measuring an monitoring of actual results compare to the agenc6Cs strategic plan an its !u get* DPC in epen entl6 re/ie5s aspects of epartmental performance inclu ing progress to5ar achie/ing the Go/ernmentCs o!@ecti/es for the communit6, performance in icators in its strategic plan, ser/ice stan ar s for the ser/ice areas pu!lishe in the -D-, C;AG commitments, other go/ernment commitments an ecisions*
Strategic plan
'he %P?- (section 11) re+uires that performance information a!out the agenc6Cs achie/ement or progress to5ar the eli/er6 of its strategic plan an of its ser/ices in its operational plan !e pro/i e at least e/er6 three months to the accounta!le officer or !oar , an at least annuall6 to ?inisters (or 5hen the ?inister as#s for the information)*
Page FF
'he %P?- (section 13) re+uires that an agenc6 must ha/e s6stems in place for e/aluating the achie/ement of its o!@ecti/es inclu ing, the appropriateness of the o!@ecti/es an the ser/ices the agenc6 eli/ers to achie/e its o!@ecti/es 5hether the performance information of the agenc6 is suita!le to assess the e=tent to 5hich the o!@ecti/es ha/e !een achie/e , an the options to impro/e the efficienc6, effecti/eness an econom6 of the operations of the agenc6*
*gency $udget position

'he %P?- (section 1B) re+uires that an agenc6 must manage its e=penses in accor ance 5ith the e=pense management s6stem to achie/e reasona!le /alue for mone6* &alue for mone6 is not efine e=plicitl6 in the %P?-* >o5e/er, ensuring /alue for mone6 is one of the three o!@ecti/es of the -tate Procurement Polic6* Price is not the sole in icator of /alue* &alue for mone6 is a 5a6 of comparing alternati/es for the suppl6 of goo s an ser/ices* Assessing /alue for mone6 inclu es consi eration of a num!er of factors* 'hese inclu e the contri!ution to the a /ancement of go/ernment priorities, cost-relate factors such as 5hole-of-life an transaction costs as 5ell as non-cost factors such as fitness for purpose, +ualit6, ser/ice an support an sustaina!ilit6 consi erations* 'he %P?- (section 1B) re+uires agencies to compl6 5ith the -tate Procurement Polic6 in their e/elopment of an e=pense management s6stem* 'his is consistent 5ith the efinition in the Australian -tan ar on &alue ?anagement A-9:W3141 of /alue for mone6, Da measure use for comparing alternati/e !ase on the relationship !et5een /alue an total costE* Better practice financial monitoring inclu es !u get monitoring, 5hich is a process of comparing forecaste ata (!u gete or estimate figures) 5ith actual ata (historical figures) to i entif6 tren s an instigate correcti/e action if re+uire * Bu get monitoring also allo5s agencies to, assess 5hether ser/ices are fiscall6 sustaina!le o/er for5ar estimates an inform an assessment of 5hether /alue for mone6 is !eing achie/e ena!le earl6 i entification of issues of polic6 concern or financial ris# i entif6 areas for impro/ement in !u get management, performance impro/ement an ris# management in agencies*
Je6 processes to effecti/el6 manage appro/e !u gets inclu e,

A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or# Page F0
monitoring an reporting against internal !u gets on a consistent an regular !asis to assess 5hether targets are !eing met, to gui e ecision-ma#ing an enforce accounta!ilities re/ising the internal !u get through a controlle an coor inate process that maintains clear lines of accounta!ilit6 !et5een !u get estimates an actual results forecasting to manage gaps !et5een !u get estimates an actual results to +uic#l6 i entif6 an respon to changes in the e=ternal en/ironment or internal acti/ities re/ie5ing an impro/ing internal !u get processes !6 monitoring the accurac6 an timeliness of !u get setting processes to i entif6 areas for impro/ement*
Financial &ccountabilit% *andbook ! Volume 5: Monitoring and &ssessment 8ueenslan 'reasur6 an 'ra e
http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9financial-accounta!ilit6-han !oo#9/olume-3monitoring-assess*shtml
State Procurement Polic% Department of >ousing an Pu!lic "or#s

http,99555*hp5*+l *go/*au9suppl6 isposal9Go/ernmentProcurement9ProcurementPolic6Gui ance9Pages9 efault*asp=
*udit Committees and Internal *udit

'he au it committee an internal au it function are important components of an agenc6Cs go/ernance frame5or#* ?onitoring agenc6 performance is a #e6 management function an role of /arious agenc6 e=ecuti/e management groups such as the agenc6Cs management !oar , e=ecuti/e management group or finance committee* 'he au it committee has no irect line responsi!ilit6 for agenc6 performance* >o5e/er, the au it committee shoul ensure, principall6 through the internal au it function, that the s6stems of performance measurement an reporting, as 5ell as the s6stems of internal control that un erpin the performance management frame5or# of the agenc6, remain ro!ust an are a resse routinel6 in internal au it plans* 'he role of the au it committee as escri!e in the Au it Committee Gui elines, Impro/ing Accounta!ilit6 an Performance, 2012, inclu es,
Page F4
pro/i ing assistance to the accounta!le officer or statutor6 !o 6 monitoring the effecti/eness of an agenc6Cs performance information an compliance 5ith the performance management frame5or# an performance reporting re+uirements e/aluating the +ualit6 of the internal au it function, particularl6 in the areas of planning, monitoring an reporting engaging 5ith e=ternal au it an assessing the a e+uac6 of management response to issues i entifie !6 au it monitoring the implementation of all au it recommen ations for the agenc6 accepte !6 management from au its un erta#en !6 the Au itor-General, inclu ing performance au its o!taining assurance from management an internal au it that the agenc6Cs performance management s6stem is a e+uatel6 an effecti/el6 reporting appropriate an rele/ant performance information*
&udit Committee Guidelines: .m)ro"ing &ccountabilit% and Performance 8ueenslan 'reasur6 an 'ra e, 2012
htt%,;;www&treasury&-ld&gov&au;office;knowledge;docs;im%roving:%erformance;im%roving:%erformance&%df
Financial &ccountabilit% *andbook 8ueenslan 'reasur6

http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9financial-accounta!ilit6-han !oo#9
Page FB
*gency ser&ice deli&ery
Ser&ices
As iscusse pre/iousl6, the %P?- (section 11) re+uires that performance information a!out the agenc6Cs ser/ices in its operational plan !e pro/i e at least e/er6 three months to its accounta!le officer or !oar an at least annuall6 to its ?inister (or 5hen the ?inister as#s for the information)* 'he approach to esta!lishing ser/ice stan ar s an targets is escri!e in the Planning : etting agency service delivery section of this gui e& 'he monitoring of ser/ice stan ar s that are pu!lishe in the -er/ice Deli/er6 -tatements are a su!set of the agenc6Cs ser/ice stan ar s* %or e=ample, the -D- oes not pu!lish ser/ice stan ar s for corporate ser/ices such as IC' or >$*
Capa$ilities and $usiness processes

Agencies nee to ensure that the performance of their capa!ilities - human, financial, information, ph6sical assets an IC' I is monitore against performance measures set out in the rele/ant specific purpose plans* 'he agenc6Cs performance management s6stems shoul report performance information that 5ill ena!le an assessment of 5hether the agenc6 is, managing its human resources effecti/el6 ensuring a ministrati/e practices an management proce ures ha/e proper regar to the pu!lic sector ethics principles an appro/e co es of con uct optimising its re/enue !ase minimising agenc6 lia!ilities, inclu ing its contingent lia!ilities acti/el6 monitoring transactions an !alances that ma6 ha/e a material impact on the agenc6 operating 5ithin !u get an achie/ing /alue for mone6 in its operations optimising the use of, an !enefits from, its cash, ph6sical an other resources managing its information efficientl6 an effecti/el6 ensuring that the agenc6Cs ph6sical assets are ph6sicall6 secure an in goo repair ensuring that essential !ac#-up e=ists in respect of critical IC' s6stems an ata*
%rom a 5hole of go/ernment perspecti/e, the performance of agenc6 a ministrati/e ser/ices (capa!ilities) are monitore !6 the rele/ant lea agenc6, such as the Pu!lic -er/ice Commission
A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or# Page 00
for >$ performance, the Department of >ousing an Pu!lic "or#s for !uil ing asset performance or the Department of -cience, Information 'echnolog6, Inno/ation an the Arts for IC'*
Impro&ing results
'he purpose of measuring an monitoring results is to i entif6 areas of goo performance an areas 5here performance can !e impro/e *
Performance re&ie!s
A performance re/ie5 can !e efine as D* * * a series of regular, perio ic meetings uring 5hich the Xe=ecuti/e lea ersY use ata to iscuss, e=amine an anal6se, 5ith the in i/i ual Xunit irectorY, past performance, future performance o!@ecti/es an o/erall performance strategiesE (Behn, $* 200F, p* 112)* A performance re/ie5 s6stem ena!les anal6sis an interpretation of performance information, facilitates iscussions on ho5 performance can !e impro/e an translates these iscussions into actions*
Suggested reference
Better Practice Guide ! Performance re"ie,s 8ueenslan Au it ;ffice, 2010
http,99555*+ao*+l *go/*au9gui elines
Integration and alignment of performance information

Integrating performance information into agenc6 planning processes an performance ocumentation 5ill assist in strengthening accounta!ilit6 for eli/er6 of the results for 5hich the agenc6 is responsi!le* 'he /alue of performance information epen s on ho5 5ell performance information is aligne * 'o the e=tent appropriate, responsi!ilit6 for all o!@ecti/es an ser/ices an associate performance information shoul !e clearl6 assigne to rele/ant agenc6 !usiness areas or position hol ers* 'his is to ensure there is a common un erstan ing a!out respecti/e contri!utions to the eli/er6 of ser/ices an the achie/ement of o!@ecti/es !6 the rele/ant !usiness areas of an agenc6*
Page 01
#&aluation of policies and related ser&ices

It is goo practice to regularl6 un erta#e e/aluations of all agenc6 policies an relate ser/ices to ensure that /alue create for clients, sta#ehol ers an the communit6 is !eing ma=imise * </aluation is the s6stematic, o!@ecti/e assessment of appropriateness, effecti/eness an 9or efficienc6 of a polic6* A commitment to rigorous e/aluation is an important aspect of go/ernment accounta!ilit6, especiall6 in circumstances 5here a polic6 is ne5 (an the results cannot !e reasona!l6 foreseen as a result of prior research) an e=pensi/e* 'he rigorous e/aluation of polic6 initiati/es also helps to !uil an e/i ence !ase that in turn can !e use to inform the e/elopment of future policies* </aluation in/ol/es collecting +uantitati/e an 9or +ualitati/e follo5ing, ata to inform one or more of the
5hether the process of implementation outline in the polic6 5as appropriate 5hether the polic6 promote the pu!lic goo (aligns to pu!lic ser/ice ethics Princi%le 2, Promoting the %ublic good) ho5 effecti/e the polic6 5as in achie/ing its goals 5hether the polic6 pro/i e /alue for mone6 (aligns to pu!lic ser/ice ethics Princi%le #, Accountability and trans%arency) if polic6 achie/e the outcomes it 5as esigne to eli/er (aligns to pu!lic ser/ice ethics Princi%le 2, Promoting the %ublic good an Princi%le #, Accountability and trans%arency) 5hether the inter/ention compare fa/oura!l6 5ith similar practice else5here (note, this 5oul nee to consi er an appropriate mi= of inputs, outputs an outcomes) the rele/ance an appropriateness of the ser/ice stan ar s relating to a ser/ice*
</aluations can !e con ucte informall6 (e*g* etermining the e=tent to 5hich a polic6 a resses the issue on the !asis of communit6 fee !ac#), or formall6 (e*g* using a scientific metho to collect +uantitati/e an 9or +ualitati/e ata regar ing a polic6Cs effecti/eness)* %ormal e/aluation is more s6stematic an rigorous, an forms a stronger !asis for assessing an impro/ing polic6 outcomes* 'he common categories of e/aluation an metho s of con ucting e/aluation are,
1ype# &ethod# Cost e/aluation <=amining accounts an in/oices Comparing !u get an actual pro uction Process e/aluation Gap anal6sis an compliance au its Benchmar#ing 5ith similar programs in other @uris ictions User e=perience e/aluation Inter/ie5s 5ith participants an clients Customer satisfaction 'arget cohort sur/e6s ;utcomes e/aluation Longitu inal research stu ies <=ternal polic6 re/ie5 (such as ro6al commissions) Long-term testing against performance o!@ecti/es
Page 02
Adapted from The Australian Policy Handbook, 2007
'he t6pe of polic6, comple=it6 of issues, an purpose of the e/aluation shoul anal6sis*
irect the le/el of
'he 8ueenslan Au itor-General suggests that !etter practice 5oul inclu e processes for the ongoing anal6sis an e/aluation of performance information an measures, inclu ing /ariance anal6sis of results an progress to ate against targets an 9or stan ar s (Au itor-GeneralCs $eport to Parliament :o* 3 for 2000)* 'he Au itor-General note that it 5as e=pecte that agencies 5oul ha/e, Dprocesses for the continuing anal6sis an formal e/aluation of an (outputCs) acti/ities, its measures an continue rele/ance to 5hole of go/ernment outcomes an priorities to ena!le continuous impro/ement in ser/ice eli/er6E (Au itor-GeneralCs $eport to Parliament :o* 3 for 2000, p* 1B)* In relation to preparing e/aluations of assets, the %P?- (section 21) re+uires accounta!le officers to ha/e regar to the Pro(ect Assurance Framework (PA%) an the .alue for Money Framework (&f?)* An e/aluation is onl6 man ate 5hen the accounta!le officer or statutor6 !o 6 consi ers the cost of ac+uiring, maintaining or impro/ing a ph6sical asset is significant*
0sing e"aluation to dri"e continuous im)ro"ement (former) -er/ice Deli/er6 an Performance Commission
http,99pan ora*nla*go/*au9pan911B41092010032B01119555*s pc*+l *go/*au9re/ie5s9re/ie5Nperformmgmt*html
Pro$ect &ssurance Frame,ork 2incor)orating the Value for Mone% Frame,ork3 8ueenslan 'reasur6 an 'ra e, 2011
http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9pro@ect-assurance-frame5or#-gui elines9in e=*shtml l
he &ustralian Polic% *andbook Althaus, Bri gman an Da/is, 2000, Allen A Un5in he Magenta Book: Guidance notes on e"aluation >? 'reasur6, Unite Jing om, 2004
http,99555*hm-treasur6*go/*u#9 ataNmagenta!oo#Nin e=*htm
he Green Book: &))raisal and E"aluation in Central Go"ernment >? 'reasur6, Unite Jing om, 2000
http,99555*hm-treasur6*go/*u#9 ataNgreen!oo#Nin e=*htm
Performance analysis
A useful tool to un erstan results is tren anal6sis* 'his presents ata !6 sho5ing ho5 performance changes o/er a perio of time*
Page 01
B6 contrast, /ariance anal6sis compares performance measures against each other from one perio to another, from one agenc6 to another, or from target to actual* 'his t6pe of anal6sis pro/i es information a!out 5hat ri/es the /ariances* Agencies are re+uire to e=plain material /ariances !et5een targets an their estimate an 9or actual results in their annual reports an -D-* "hat constitutes a DmaterialE /ariance is su!@ecti/e an 5ill epen on the particular measure !eing anal6se * A /ariance is generall6 consi ere to !e DmaterialE if it is of such a nature that its isclosure 5oul !e li#el6 to influence ecision ma#ing !6 users of the information reporte *
3enchmar"ing
Benchmar#ing in/ol/es the collection of performance information to un erta#e comparisons of performance* 'he three main forms of !enchmar#ing ($eport on Go/ernment -er/ices, 2012) are, results benchmarking I comparing performance 5ithin an !et5een organisations using measures of effecti/eness an efficienc6 %rocess benchmarking I anal6sing s6stems, acti/ities an tas#s that turn inputs an outputs into outcomes setting better %ractice standards I esta!lishing goals an stan ar s to 5hich organisations can aspire*
Agencies proposing to con uct !enchmar#ing shoul initiall6 consi er the legislati/e an 9or polic6 ifferences in ser/ice eli/er6 of each @uris iction an ho5 compara!le the ata is*
Page 03
'here are numerous !enchmar#ing resources a/aila!le for agencies to use,
2ffice of .conomical and Statistical Research, Queensland 1reasury and 1rade Pro/i es statistic, economic, emographic an social information relating to 8ueenslan *
http,99555*oesr*+l *go/*au9
Data 3ub, 2ffice of .conomical and Statistical Research, Queensland 1reasury and 1rade 'he Data >u! is a 5hole of go/ernment focal point for go/ernment emplo6ees to isco/er an access ata an to gain training in ata relate acti/ities*
http,99 atahu!*go/net*+l *go/*au9
4orkforce Analysis and Comparison Application 54ACA6, Queensland overnment "or#force information helps us un erstan 5or#force profiles an measure 5or#force planning, management, polic6 an practices* It inclu es ata on age, gen er, occupation, emplo6ment e+uit6 target groups, emplo6ment status, appointment t6pe, emplo6ee separation, lea/e, location, salar6, etc*
http,99555*psc*+l *go/*au9page95or#force-statistics95aca*shtml
Australian 7ureau of Statistics Pro/i es statistics on a 5i e range of economic, in ustr6, en/ironment an energ6, people an regional matters, co/ering go/ernment, !usiness an the communit6 in general*
http,99555*a!s*go/*au9
data8gov8au, Australian
overnment
Data*go/*au pro/i es an eas6 5a6 to fin , access an reuse pu!lic atasets from the Australian Go/ernment an state an territor6 go/ernments* <as6 access to other go/ernment ata catalogues offering open ata is pro/i e *
http,99 ata*go/*au9
Report on
overnment Services 5R2 S6
$;G- is a ma@or annual report from the Pro ucti/it6 Commission that e=amines the performance of go/ernments in Australia in the important ser/ice areas of e ucation, health, @ustice, emergenc6 management, communit6 ser/ices an housing*
http,99555*pc*go/*au9gsp9reports9rogs
1he Statistics "ortal, 2.CD 'he ;<CD -tatistics Portal pro/i es free access to some ;<CD ata!ases as 5ell as e=tracts from all other ata!ases, classifie !6 topic* 'he ;<CD collects statistics nee e for the anal6sis of economic an social e/elopments*
http,99555*oec *org9statistics9
Benchmar#ing initiati/es an pu!lications from specialist agencies such as, - Australian 9nstitute of 3ealth and 4elfare
http,99555*aih5*go/*au
Page 02
- 3ealth.nsite
http,99555*healthinsite*go/*au9topics9Benchmar#ingNan NBestNPractice
- 4orldwide
overnance 9ndicators
http,99info*5orl !an#*org9go/ernance95gi9scNcountr6*asp
Annual reports of similar agencies in other Australian @uris ictions*

http,99555*go/*au
Independent re&ie!s
'he go/ernment commissions in epen ent re/ie5s from e=perts an 9or consulting firms 5hen it percei/es that there is a nee for an in epen ent e/aluation of performance of a polic6 or strateg6* In a ition, there are a num!er of !o ies esta!lishe !6 legislation that pro/i e in epen ent /ie5s an 9or assurance of the go/ernmentCs performance* 'hese inclu e the Au itor-General, the Coroner, the ;m!u sman, an the Crime an ?iscon uct Commission an Parliamentar6 Committees* $eports pu!lishe !6 a range of these entities are iscusse in the section Public +e%orting of this gui e*
Auditor/General Performance Audits

'he Auditor:General Act 2009 (section 10A) states that the Au itor-General ma6 con uct an au it (a performance au it) of all or an6 particular acti/ities of a pu!lic ser/ice entit6* 'he o!@ect of the performance au it inclu es eci ing 5hether the o!@ecti/es of the pu!lic sector entit6 are !eing achie/e economicall6, efficientl6 an effecti/el6 an in compliance 5ith all rele/ant la5s* Agencies are e=pecte to ensure that their staff full6 cooperate 5ith e=ternal au itors, inclu ing pro/i ing all information in a timel6 5a6*
Page 0F
Pu)lic re$orting
'his section focuses on the pu!lications in 5hich the performance of the 8ueenslan Go/ernment is reporte * Pu!lishing performance information is essential for accounta!ilit6, transparenc6, to ri/e continuous impro/ement in performance an to influence trust an confi ence in pu!lic sector ser/ice eli/er6*
3etter practice reporting principles

focus on the fe5 critical aspects of performance loo# for5ar as 5ell as !ac# e=plain #e6 ris# consi erations e=plain #e6 capacit6 consi erations e=plain other factors critical to performance integrate financial an non-financial performance information pro/i e comparati/e information present cre i!le information, fairl6 interprete isclose the !asis of reporting*
ource, Performance Measurement +e%orting >bstacles and Accountability 1 +ecent 'rends and Future /irections$ ACF>G$ 200G
Fair and $alanced reporting

It is important to remem!er that not all performance information reporte can !e goo ne5s* Cre i!le performance reporting re+uires a !alance account of performance* 'he Au itor-General notes that performance information shoul !e !alance , a ressing the agenc6Cs #e6 acti/ities an shoul report !oth the goo an not so goo achie/ements (Au itorGeneralCs $eport to Parliament :o* 3 for 2000, p* 0)* Better practice performance reporting in/ol/es !eing open a!out the e=tent of, an reasons for, the results achie/e I 5hether the results are a!o/e or !elo5 the e=pecte le/el of performance* It also inclu es e=plaining 5hat the agenc6 plans to o in response, to the e=tent that the situation is 5ithin their control*
Page 00
Telling the performance story

Performance ata alone oes not generall6 tell the performance stor6* $ecentl6 there has !een e!ate a!out the a!un ance of performance measures an the nee to re uce them to a more meaningful state* 'homas, P* 200F recommen s that, 30n the future$ less em%hasis should be %laced on re%orting data and more should be %laced on allowing %rogram managers to tell the %erformance story5* It is important to inclu e conte=tual an e=planator6 information in reports, such as an anal6sis of performance information, to communicate the meaning of the le/el of performance achie/e an ho5 it is to !e interprete * Conte=tual an e=planator6 information ma6 refer to, the rationale for the selection of performance information reporte the significance of each in icator, ser/ice stan ar or other measure the en/ironment in 5hich the agenc6 is operating (i*e* economic, social an en/ironmental) e=ternal factors that ma6 ha/e impacte on performance 5hether performance is 5ithin accepta!le tolerances, if results e=cee e=pectations, are there an6 a @ustments that nee to !e ma e if results are !elo5 e=pectations, are there compensating impro/ements in other areas, an 9or higher priorities if results are not effecti/e or performing poorl6, oes this nee to trigger critical reflection an 9or a change of approach*
Page 04
Whole of go&ernment direction

'he %AA (section 10) re+uires that the statement of the go/ernmentCs !roa o!@ecti/es for the communit6 must inclu e etails of the arrangements for regular reporting to the communit6 a!out the outcomes the go/ernment has achie/e against its o!@ecti/es for the communit6* 'he 8ueenslan Go/ernment has committe report e/er6 si= months on progress eli/ering the go/ernmentCs o!@ecti/es for the communit6* ?inisterial statements in Parliament, ?inisterial me ia statements an ?inisterial speeches also inclu e progress information* A itional progress information is also inclu e in the annual reports of agencies*
"lans and "rogress Premier of 8ueenslan
http,99555*thepremier*+l *go/*au9plans-an -progress*asp=
&inisterial &edia Statements 8ueenslan Go/ernment

http,99statements*ca!inet*+l *go/*au9??-9
Whole of go&ernment financial reports

'reasur6 regularl6 pu!lishes information on its 5e!site in relation to the -tateCs financial performance* 'hese reports inclu e the +e%ort on tate Finances, Queensland !conomic +eview, !conomic and Fiscal D%date, the Mid Hear Fiscal and !conomic +eview an Queensland tate Accounts*
Page 0B
Re)ort on State Finances 8ueenslan 'reasur6 an 'ra e
http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9state-finances9in e=*shtml
Queensland Economic Re"ie, 8ueenslan 'reasur6 an 'ra e

http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9portfolios9+l -econ-re/ie5*shtml
Economic and Fiscal 0)date 8ueenslan 'reasur6 an 'ra e

http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9economic-an -fiscal-up ate9in e=*shtml
Mid 6ear Fiscal and Economic Re"ie, 8ueenslan 'reasur6 an 'ra e

http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9mi -6ear-re/ie59in e=*shtml
Queensland State &ccounts 8ueenslan 'reasur6 an 'ra e

http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9portfolios9+l -state-accounts*shtml
Whole of go&ernment priorities and strategies

In a ition to the go/ernmentCs !roa o!@ecti/es for the communit6, from time to time the go/ernment ma6 release 5hole of go/ernment plans or announce specific strategies to a ress a particular issue for 8ueenslan * Deli/er6 of these priorities an strategies can re+uire se/eral or all agencies to 5or# together* Go/ernment normall6 eci es ho5 fre+uentl6 performance on these priorities an strategies shoul !e pu!licl6 reporte *
*gency $usiness direction

'he primar6 ocument through 5hich agencies report on their performance is the agenc6Cs annual report* 'he %P?- (section 20) escri!es the content of an agenc6Cs annual report, the annual financial statements au ite !6 an authorise au itor the certification of the annual financial statements the authorise au itorCs report of the au it of the financial statements the information, on the performance of the epartment or statutor6 !o 6, re+uire un er the ocument Annual re%ort re-uirements for Queensland Government agencies pu!lishe !6 DPC*
Page 40
Suggested reference
&nnual Re)ort Re+uirements for Queensland Go"ernment &gencies (pu!lishe annuall6) Department of the Premier an Ca!inet http,99555*premiers*+l *go/*au9pu!lications9categories9gui es9annual-report-gui elines*asp=
*gency ser&ice deli&ery

<ach 6ear the go/ernment pu!lishes the -tate Bu get* Bu get Paper 2 - -er/ice Deli/er6 -tatements (-D-) are part of the suite of Bu get papers* 'he -D- inclu es a escription of agenciesC achie/ements for the 6ear, as 5ell as a Performance -tatement* 'he Performance -tatement inclu es the ser/ice stan ar s an targets for each of the agenc6Cs ser/ice areas* It reports the agenc6Cs estimate actual results against the targets set in the prior 6earCs -D-*
Suggested reference
State Budget ' Ser"ice -eli"er% Statements 8ueenslan 'reasur6 an 'ra e
http,99555*!u get*+l *go/*au9!u get-papers9!p2*shtml
Independent reporting on go&ernment performance (e%ternal 5 scrutiny)

In epen ent reporting of go/ernment performance is important for pro/i ing assurance to clients, sta#ehol ers an the communit6 that the go/ernment is ensuring /alue for mone6 in its e=pense management an creating /alue for clients, sta#ehol er an the communit6*
Page 41
Parliament
'he Queensland Parliament com%rises the ?egislative Assembly of Queensland 6the ?ower Bouse8& 'here is no D%%er Bouse& Queensland9s system of government is a re%resentative democracy$ where the %eo%le elect Members to re%resent them in the ?egislative Assembly& Queensland is divided into <9 electorates 6or seats8$ each re%resented by a Member of the ?egislative Assembly&
htt%,;;www&%arliament&-ld&gov&au;
'he Parliament re+uires a clear line of sight as the o5ner of the s6stem of pu!lic accounts an its role in representing the pu!lic interest an scrutin6 of the e=ecuti/e arm of go/ernment* In relation to the P?%, the Parliament, ?em!ers scrutinise, the actions of the go/ernmentCs 5or# uring e!ates in the parliamentar6 cham!er the go/ernmentCs annual financial re+uirements (appropriations an e=pen iture estimates) an the e=pen iture of the go/ernment
can irectl6 scrutinise ?inisters uring 8uestion 'ime on their ?inisterial performance (an the performance of their rele/ant portfolio agencies)*
Parliamentary Committees
Parliamentary *ommittees investigate s%ecific issues and re%ort back to the Parliament& ome committees also have continuing roles to monitor and review %ublic sector organisations or kee% areas of the law or activity under review& A strong$ active committee system is an asset in any functioning %arliamentary democracy& A com%rehensive system of %arliamentary committees %rovides greater accountability by making the %olicy and administrative functions of government more o%en and accountable& *ommittees %rovide a forum for investigation into matters of %ublic im%ortance and give Members the o%%ortunity to enhance their knowledge of such issues& 0n short$ they allow the Parliament to ensure that the right decisions are being made at the right time and for the right reasons& At the same time they effectively enhance the democratic %rocess by taking the Parliament to the %eo%le and giving them a role in its o%erations&
htt%,;;www&%arliament&-ld&gov&au;
A tas# of Parliamentar6 Committees in 8ueenslan is to ma#e sure go/ernment a ministration is accounta!le to the Parliament an the people* 'he Legislati/e Assem!l6 has esta!lishe the follo5ing parliamentar6 committees to assist the 8ueenslan Parliament to operate more effecti/el6, Committee of the Legislati/e Assem!l6 Agriculture, $esources an <n/ironment Committee
Page 42
< ucation an Inno/ation Committee <thics Committee %inance an A ministration Committee >ealth an Communit6 -er/ices Committee Legal Affairs an Communit6 -afet6 Committee Parliamentar6 Crime an ?iscon uct Committee -tate De/elopment, Infrastructure an In ustr6 Committee 'ransport, >ousing an Local Go/ernment Committee*
'he Parliamentar6 CommitteesC areas of responsi!ilit6 are to collecti/el6 co/er all areas of go/ernment acti/it6* 'his inclu es the assessment of the integrit6, econom6, efficienc6 an effecti/eness of go/ernment financial management*
.ueensland *udit +ffice (.*+)

'he QA> is an inde%endent office assisting the Auditor:General to conduct annual audits of more than <00 diverse %ublic sector entities across Queensland& 0ts %rimary clients are the Queensland Parliament and the Parliamentary *ommittees& 'hrough its audit and re%orting activities it %romotes %ublic sector accountability to the Queensland Parliament& 'hrough its recommendations it hel%s audit clients im%rove their o%erations to more efficiently and economically meet their ob(ectives&
htt%,;;www&-ao&-ld&gov&au;
'he 8A; supports the P?% through, pro/i ing in epen ent au it ser/ices an reports to Parliament to enhance pu!lic sector accounta!ilit6 un erta#ing performance au its in or er to assess if agencies of all or an6 particular acti/ities to ena!le them to assess 5hether the o!@ecti/es of the pu!lic sector entit6 are !eing achie/e economicall6, efficientl6 an effecti/el6 an in compliance 5ith all rele/ant la5s*
+ther independent $ody reports

'here are a range of other !o ies 5hich pro/i e in epen ent assessments an 9or re/ie5s of go/ernmentCs performance* 'hese inclu e reports !6 the ;m!u sman, Coroner, an the Crime an ?iscon uct Commission*
Page 41
The Re&ie! of Go&ernment Ser&ice Pro&ision

'he +eview of Government ervice Provision was established in "99I by the *ouncil of Australian Governments 6*>AG8 to %rovide information on the effectiveness and efficiency of government services in Australia& A teering *ommittee$ com%rising senior re%resentatives from the central agencies of all governments$ manages the +eview with the assistance of a ecretariat %rovided by the Productivity *ommission&
http,99555*pc*go/*au9gsp9
;ne of the functions of the $e/ie5 of Go/ernment -er/ices Pro/ision -teering Committee is the annual pro uction of the $eport on Go/ernment -er/ices ($oG-)* $oG- aims to,
ena!le ongoing comparisons of the performance of go/ernment ser/ices !ase on agree national performance in icators for go/ernment ser/ices
report on go/ernment ser/ice pro/ision reforms that go/ernments ha/e implemente or that are un er consi eration*
$oG- aims to assem!le in icators of performance !ase on the e=isting polic6 frame5or# of each @uris iction* It aims to inform parliaments, go/ernments, ser/ice pro/i ers an the clients of ser/ices, an the 5i er communit6 a!out o/erall performance an reforms in ser/ice pro/ision to promote ongoing performance impro/ement* All ser/ices inclu e in $oG- affect the communit6 in significant 5a6s* -ome ser/ices form an important part of the nationCs social 5elfare s6stem (for e=ample, pu!lic housing an other communit6 ser/ices), some are pro/i e to people 5ith specific nee s (for e=ample, age care an isa!ilit6 ser/ices), an others are t6picall6 use !6 each person in the communit6 at some stage uring their life (for e=ample, e ucation an training, health ser/ices, police ser/ices an emergenc6 ser/ices)*
Council of *ustralian Go&ernments Reform Council

'he *>AG +eform *ouncil 6*+*8 has been established by the *ouncil of Australian Governments as %art of the arrangements for federal financial relations to assist *>AG to drive its reform agenda& 0nde%endent of individual governments$ the *+* re%ort directly to *>AG on reforms of national significance that re-uire coo%erative action by Australian governments&
http,99555*coagreformcouncil*go/*au9a!out*cfm
'he C$CCs mission is to assist C;AG to ri/e its reform agen a !6 strengthening pu!lic accounta!ilit6 of the performance of go/ernments through in epen ent an e/i ence-!ase monitoring, assessment an reporting* 'he C$CCs o!@ecti/es are to, strengthen accounta!ilit6 through o!@ecti/e an cre i!le monitoring, assessment an reporting of the performance of go/ernments in areas referre !6 C;AG
Page 43
impro/e the pu!licCs a!ilit6 to e/aluate an
ri/e performance in the C;AG reform agen a e/elop its reform agen a
proacti/el6 impro/e C;AGCs capacit6 to eli/er an
!e a centre of e=cellence an creati/it6 on cross @uris ictional performance monitoring, assessment an reporting*
'he C$CLs core !usiness is to monitor, assess an pu!licl6 report on the performance of the Common5ealth an states an territories in achie/ing the outcomes an performance !enchmar#s specifie in the si= :ational Agreements* 'he C$C pro/i es reports to C;AG 5hich, pu!lish the performance ata an pro/i e a comparati/e anal6sis of the performance of go/ernments in meeting the agreementCs o!@ecti/es, inclu ing highlighting rele/ant conte=tual ifferences !et5een @uris ictions highlight e=amples of goo practice an performance so that, o/er time, inno/ati/e reforms or metho s of ser/ice eli/er6 ma6 !e a opte !6 other @uris ictions (from secon 6ear of reporting) reflect the contri!ution of !oth le/els of go/ernment to achie/ing performance !enchmar#s an to achie/ing continuous impro/ement against the outcomes, outputs an performance in icators (from secon 6ear of reporting) etail the performance of go/ernments un er /arious :ational Partnerships* 'here are t5o istinct tas#s in relation to reporting on :ational Partnerships, for :ational Partnerships 5ith re5ar pa6ments, the C$C reports to C;AG on an in epen ent assessment of 5hether pre etermine performance !enchmar#s ha/e !een achie/e prior to re5ar pa6ments !eing ma e on :ational Agreements, the C$C un erta#es an anal6tical o/er/ie5 of those :ational Partnerships that support the o!@ecti/es in a :ational Agreement
assess performance of the Common5ealth an the Basin -tates un er "ater ?anagement Partnerships as part of reforms un er the Agreement on ?urra6-Darling Basin $eform re/ie5 the consistenc6 of capital cities strategic planning s6stems 5ith the ne5 national criteria a /ise C;AG on options to impro/e C;AGCs performance reporting frame5or# a /ise C;AG on the aggregate pace of acti/it6 in progressing C;AGCs reform agen a*
Page 42
*ppendi% ' Reference ,ist

4orking /efinitions, 2002, ;rganisation for <conomic Co-operation an De/elopment, /ie5e 20 Tul6 2012, http,99555*oec *org9 ataoec 92B92491421120*p f Auditor:General@s +e%ort to Parliament Co& J for 2009, Follow u% on Government >wned *or%oration and )udget ector Performance Measurement and +e%orting, 200B, 8ueenslan Au it ;ffice, 'a!le 209109200B, /ie5e 20 Tul6 2012, http,99555*+ao*+l *go/*au9$eports-to-Parliament Crane, '* 1BBB, 'he >eart of Coaching, %'A Press, -an Diego Bri gman, P A Da/is, G 2000, Australian Policy Bandbook 6Fourth !dition8, Allen A Un5in, 2000, -6 ne6 Queensland Government !nter%rise Architecture, Queensland Government )usiness ervice *lassification Framework /efinitions, 2010, IC' Polic6 an Coor ination ;ffice, Department of -cience, Information 'echnolog6, Inno/ation an the Arts, 2010, /ie5e 20 Tul6 2012,
http,99555*+gcio*+l *go/*au9+gcio9architecturean stan ar s9+gea2*09Pages9aK+gea ocs*asp=
+e%ort on Government ervices, 2012, Pro ucti/it6 Commission, Australian Go/ernment, /ie5e 20 Tul6 2012, http,99555*pc*go/*au9gsp9reports9rogs92012 Performance Auditing in the Australian Cational Audit >ffice 2004, Australian :ational Au it ;ffice, /ie5e 20 Tul6 2012, 555*anao*go/*au9uploa s9 ocuments9PerformanceNAu iting*p f Merriam:4ebster /ictionary, /ie5e 20 Tul6 2012,
http,99555*merriam-5e!ster*com9 ictionar69economical
>2ford /ictionaries >nline, /ie5e 20 Tul6 2012, http,99555*o=for ictionaries*com9 efinition9economical Auditor:General@s +e%ort to Parliament Co& # for 200J, Are de%artmental out%ut %erformance measures relevant$ a%%ro%riate and a fair re%resentation of %erformance achievementsK, 2000, 8ueenslan Au it ;ffice, /ie5e 20 Tul6 2012, http,99555*+ao*+l *go/*au9$eports-to-Parliament )etter Practice in Annual Performance +e%orting, 2003, Australian :ational Au it ;ffice, /ie5e 20 Tul6 2012, http,99555*anao*go/*au9Pu!lications9Better-Practice-Gui es 'homas, P* 200F, Performance Measurement$ +e%orting$ >bstacles and Accountability, +ecent 'rends and Future /irections, A:U < Press, 'he Australian :ational Uni/ersit6, 200F, Can!erra, /ie5e 20 Tul6 2012, http,99epress*anu*e u*au9anKsog9performance9p f9performance-5hole*p f .alue Measuring Methodology, 2001, %e eral Chief Information ;fficer (CI;) Council, Best Practices Committee, /ie5e 20 Tul6 2012,
http,99555*cio*go/9 ocuments9&alue?easuringN?etho olog6N>o5'oGui eN;ctN2002*p f
Behn, $* 200F, 'he .arieties of *iti tat, Pu!lic A ministration $e/ie5, /ie5e 20 Tul6 2012,
http,99onlineli!rar6*5ile6*com9 oi910*11119@*1230-F210*200F*002B2*=9p f
Australian tandard on .alue Management A ;CF #"<I, -tan ar s Australia, /ie5e 20 Tul6 2012, http,99infostore*saiglo!al*com9store9Details*asp=OPro uctIDU111B22
A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or# Page 4F

Audit *ommittee Guidelines, 0m%roving Accountability and Performance, 2012, 8ueenslan 'reasur6 an 'ra e, /ie5e 20 Tul6 2012, http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9impro/ingperformance9in e=*shtml
*dditional references used in the de&elopment of this guide:

)usiness Process *lassification 'a2onomy, Architecture an -tan ar s Unit of Go/ernment IC', Department of -cience, Information 'echnolog6, Inno/ation an the Arts, 2003, /ie5e 20 Tul6 2012, http,99555*+gcio*+l *go/*au9+gcio9architecturean stan ar s9+gea2*09Pages9aK+gea ocs*asp= !valuation Framework, )udget ector Management +eform, Department of 'reasur6 an %inance, &ictoria, 2000 F!A *onsolidated +eference Model /ocument : version 2&I$ ;ffice of ?anagement an Bu get, <=ecuti/e ;ffice of the Presi ent, Unite -tates, 2000, /ie5e 20 Tul6 2012,
http,99555*5hitehouse*go/9sites9 efault9files9om!9assets9feaN ocs9%<ANC$?N/21N%inalN;ctN2000N$e/ise *p f
0ncreased !m%hasis on Program !valuation : Memorandum for the Beads of !2ecutive /e%artments and Agencies$ ;ffice of ?anagement an Bu get, <=ecuti/e ;ffice of the Presi ent, Unite -tates, 200B, /ie5e 20 Tul6 2012,
http,99555*5hitehouse*go/9sites9 efault9files9om!9assets9memoran aN20109m10-01*p f
"esle6, L* 200B, 0s +esults:based Management %ractical for measuring successK$ /ie5e 20 Tul6 2012$ http,99usa!ilit63go/ernment*5or press*com9200B9019119is-results-!ase -management-practical-for- e/elopingan-e/aluation-frame5or#9
Making +esult Matter, Guidelines for the *onduct of !valuations, Program an -trategic $e/ie5 Branch, (former) 8ueenslan 'reasur6, 1BB0 Managing *urrent and Future Performance, triving to *reate Public .alue, Accenture Institute for Pu!lic &alue, 2000, /ie5e 20 Tul6 2012,
http,99555*accenture*com9-iteCollectionDocuments9PD%9IP-&N?anagingCurrentan %uturePerformanceNfinal*p f
-chacter, ?* 1BBB, Means&&&!nds&&&0ndicators, Performance Measurement in the Public ector : Policy )rief Co& I, Institute of Go/ernance, Cana a, /ie5e 20 Tul6 2012,
http,99iog*ca9sites9iog9files9polic6!rief1*p f
>n the +oad to atisfaction, Dsing the *anadian *ommon Measurements 'ool to Measure atisfaction with Government ervices, Information &ictoria, Department of Inno/ation, In ustr6 an $egional De/elopment, &ictoria, 2010, /ie5e 20 Tul6 2012, http,99555*ego/*/ic*go/*au9tren s-an issues9citiKen-centric-ser/ice9on-the-roa -to-satisfaction-using-the-cana ian-common-measurements-tool-to-measuresatisfaction-5ith-go/ernment-ser/ices*html
>eintKman, $* an ?arson, B* 200F, Peo%le$ service and trust, ?inks in a %ublic sector service value chain, Cana ian Go/ernment <=ecuti/e, /ie5e 20 Tul6 2012,
http,99ras*sagepu!*com9content90193923B*a!stract
Page 40

Barro5s, <* 200B, Planning 'hrough Performance, .alue *hain, /ie5e 20 Tul6 2012,
http,99555*e !arro5s*com9$esources9!riefs9&alues*p f
Public Accounts and Public 4orks *ommittee +e%ort Co& L, 0n-uiry 0nto an !valuation of the !ffectiveness of the Performance Management ystems Audit Mandate, (former) Pu!lic Accounts an Pu!lic "or#s Committee, 8ueenslan Parliament, 2010, /ie5e 20 Tul6 2012,
http,99555*parliament*+l *go/*au9 ocuments9ta!le;ffice9'a!le Papers9201092110'24B3*p f
"esle6, L* 200B, Public ervice .alue *hain links ha%%y staff to citiMen confidence$ /ie5e 20 Tul6 2012, http,99usa!ilit63go/ernment*5or press*com9201090391B9pu!lic-ser/ice-/alue-chain-lin#s-happ6-staff-to-citiKenconfi ence9
*ost )enefit Analysis Guidelines, 8ueenslan 'reasur6 an 'ra e, 2004, /ie5e 20 Tul6 2012,
http,99555*treasur6*+l *go/*au9office9#no5le ge9 ocs9pro@ect-e/al9in e=*shtml
Queensland Government !nter%rise Architecture Guidelines, Dsing the )usiness ervice *lassification Framework, IC' Polic6 an Coor ination ;ffice, Department of -cience, Information 'echnolog6, Inno/ation an the Arts, /ie5e 20 Tul6 2012,
http,99555*+gcio*+l *go/*au9+gcio9architecturean stan ar s9+gea2*09Pages9aK+gea ocs*asp=
') Program !valuation Bandbook, 0ntroduction to Program !valuation$ Centre for Disease Control an Pre/ention, Department of >ealth an >uman -er/ices, Unite -tates, 200F, /ie5e 20 Tul6 2012, http,99555*c c*go/9t!9programs9</aluation9'B</aluation>an !oo#Ntagge *p f 'he >ffice of Performance and Personnel Management 6>PPM), 'he "hite >ouse 5e!site, Unite -tates, /ie5e 20 Tul6 2012, http,99555*5hitehouse*go/9om!9performanceN efault Cole, ?* an Partson, G* 200F, Dnlocking Public .alue, A Cew Model for Achieving Bigh Performance in Public ervice >rganisations, Tohn "ile6 A -ons Inc .alue Management, -tan ar s Australia (A-3141-2000), 2000, /ie5e 20 Tul6 2012,
http,99infostore*saiglo!al*com9store29Details*asp=OPro uctIDU111B22
.alue network, "i#ipe ia, 'he %ree <nc6clopae ia, 2010, /ie5e 20 Tul6 2012,
http,99en*5i#ipe ia*org959in e=*phpOtitleU&alueNnet5or#Aol i U1B1342B0B
Page 44

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A Guide to the Queensland Government Performance Management Framework

"ontact for en#uiries and $ro$osed changes

A))reviations used throughout this guide*

P-<A 8A; 8GCI;

$AD $oG-<-PP 'A 'reasur6 &alue Chain "oG

A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or#

Purpose of this guide

A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or#

Scope and application

PMF +eference Guide, Queensland Public ector Glossary of 'erms

Companion PMF Requirements and Reference Guides

A Gui e to the 8ueenslan Go/ernment Performance ?anagement %rame5or#

Annual +e%ort +e-uirements for Queensland Government Agencies

PMF Reference Guides:

Queensland Public ector Glossary of 'erms

Planning Queensland Public ector trategic Management Planner

)etter Practice Guideline for Measuring *lient atisfaction

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Value "hain for the Queensland Pu)lic +ector

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Figure ! ( Value Chain for the Queensland Public Sector

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Ethics in the Queensland Public Sector Pu!lic -er/ice Commission

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(he Performance Management Framework

#lements of the Performance Management Frame!or"

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Performance management guides Pu!lic -er/ice Commission, 200B

Ethics in the Queensland Public Sector Pu!lic -er/ice Commission

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Figure & ( /lements of the Performance Management Framewor

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Relationship $et!een Performance Management Frame!or" documentation

Figure " ( 0elationshi- between Performance Management Framewor documentation

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Governance of the Performance Management Framework

#%ecuti&e Go&ernment ' Ca$inet (including &arious committees of Ca$inet)

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Chief #%ecuti&e +fficer ,eadership Team (C,T)

-epartment of the Premier and Ca$inet (-PC)

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.ueensland Treasury and Trade (Treasury)

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Pu$lic Ser&ice Commission (PSC)

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ousing and Pu$lic Wor"s (- PW)

0 .ueensland Go&ernment Chief Procurement +ffice (GGCP+)

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Go&ernment1s o$2ecti&es for the community

Go&ernment commitments and targets

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C(&G Reform Council Council of Australian Go/ernments

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udit Committees and Internal udit