What does Married at First Sight teach us about public policy? The good news is that you don’t need to marry risk. Assessing risk is a valuable and integral tool to delivering effective policy. Don’t let it get carried away with itself (like the contestants on the show).
Organisational redesign is far more than calculating the right number of FTE ‘boxes’ and identifying reporting lines ‘lines’. Whilst that may make it clear who to turn to when you need a remuneration review, it does little to address requirements for workforce and employee wellbeing and sustainability; connection, collaboration and collegiality; talent acquisition and capability development; compliance; and continued improvement and evolution of services and outcomes. Ultimately, these are the factors that will determine your capacity to achieve your mission and strategic priorities.
Is your Corporate Plan compliant with PGPA Rule 16EA (Performance measures for Commonwealth entities) and better practice? To assist you in your assessment, we have provided a selection of Grosvenor’s better practice criteria for Section 16EA in an interactive document.
Regardless of whether you’ve just inherited a program, established something new or are trying to work out where your program fits in this new environment, we’re here to help you break it down.
While we’d argue that there has been a marked improvement in the measurement of program and service impacts, challenges still remain when it comes to policy. How to effectively measure the impacts of policy work is a challenging question being faced by evaluators and performance management experts.
It is no secret that social programs are all about the community – whether designing, delivering or evaluating a program we’re all working to improve the lives of, or outcomes for, populations in a particular area or sector. In recognition of this, it is critical that the views of program stakeholders are captured at all stages of the program lifecycle.
Divisional and Branch level Business Plans are not currently a regulatory requirement within the Commonwealth, but this does not mean that they are not important. Such plans are critical to tell an organisations complete and sound performance story. While Corporate Plans are supposed to cover performance measurement from the strategic outcome level, this is often miles away from the work of each branch and team. Ascertaining how an individual or team’s work and performance links to the Corporate Plan requires some serious mental gymnastics. Business Plans are designed to bridge this divide, helping teams and individual staff members to establish and understand ‘where do I fit (with my work) into the picture’.
Reviewing your Corporate Plan may not be at the top of your priority list or at least not something welcomed with open arms. But now is the time to write/overhaul your Corporate Plan and make it fit-for-purpose for 2022/2023. This will not only help you meet regulatory requirements, but also bring it to the next maturity level of your organisation’s performance culture and management capabilities.
There are many different types of crises: natural and human-made disasters, political scandals, terrorism attacks, commercial collapses, global health emergencies. Some crises arrive swiftly, undetected, catching us off-guard. Others we can see coming from a long way off, yet are powerless to avoid them.
The way evaluators develop, test and present recommendations has a huge impact on how improvements will finally manifest (if at all). Good recommendations and improvement opportunities identified during an evaluation are those that can be put into action. To maximise the impact and value of each evaluation, it is critical that program managers aren’t left asking ‘what next’ once the final report is delivered.
