"Rewriting Your Corporate Plan To Tell an Engaging and Clear Performance Story"

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DIY Program Evaluation Kit in plain English

DIY Program Evaluation Kit in plain English

DOWNLOAD YOUR FREE COPY
Your Corporate Plan is important, but so are your Business Plans!

Your Corporate Plan is important, but so are your Business Plans!

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’.

What is negative program theory and why should you use it?

What is negative program theory and why should you use it?

Most people developing their program logics and program theory focus almost exclusively on how the targeted outcomes can be achieved.

Program Theory and Program Logic: Articulating how your program works

Program Theory and Program Logic: Articulating how your program works

Have you ever noticed how hard it can be to articulate to others exactly what your program is for, and how it works? And how hard it can sometimes be to get internal buy-in and support as a result? In this blog, we show you how to develop a watertight program theory and program logic.

How to put evaluation results into action: Prioritise for maximum impact 

How to put evaluation results into action: Prioritise for maximum impact 

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.

9 ways to assess your program’s performance

9 ways to assess your program’s performance

If you're a program manager for a government entity, you may be spending a lot of your time trying to figure out how to assess your program’s performance in accordance with your organisation’s governance, performance and accountability rules or guidelines.

What it takes to successfully establish your primary health care workforce profile

What it takes to successfully establish your primary health care workforce profile

A comprehensive profile of the primary health care workforce in your region is an essential input for effective workforce planning. But compiling the necessary data and keeping it up to date is easier said than done!

Are you prepared for the workforce of the future?

Are you prepared for the workforce of the future?

“Tracking, monitoring and managing the skills and capabilities of the workforce can be problematic, especially with a view to positioning the workforce for the nature and types of future work.”Do any of the five statements below sound familiar in your agency? If so, you are not alone. Most government agencies are grappling with these exact problems when trying to address the future of work.

How to avoid a negative performance audit

How to avoid a negative performance audit

You can easily avoid a negative performance audit finding through a little bit of preparation and effort. Not only will this save you from a negative audit finding, but there are other spin offs too.

Why your benchmarking project will fail

Why your benchmarking project will fail

Benchmarking can offer meaningful insights into relative performance and help identify learnings for improvement. So why do so many organisations fail at this important activity?

Public Sector Insights

Advanced Spend Analytics to Drive Procurement Reform – A Webinar

Watch our Procurement lead, Dr. Stefan Gassner talks through our work with a past client of ours, City of Sydney, around ‘advanced spend analytics to drive procurement reform’.

Predictive policy: the new frontier in government

It is a reality that businesses are increasingly using predictive analytics to achieve their outcomes – in marketing, pricing strategies and improving operations. Likewise, governments are also turning to data and AI to develop more timely, targeted and relevant policy for citizens. The increase in data-driven decision making and predictive analytics is palpable.

Why your benchmarking project will fail

Benchmarking can offer meaningful insights into relative performance and help identify learnings for improvement. So why do so many organisations fail at this important activity?

What it takes to successfully establish your primary health care workforce profile

A comprehensive profile of the primary health care workforce in your region is an essential input for effective workforce planning. But compiling the necessary data and keeping it up to date is easier said than done!

How to design evaluation questionnaires to gather meaningful data

Poorly designed Program Evaluation questionnaires can lead to wasted time and erode stakeholder confidence. Worse, they can result in faulty data, which can lead to flawed decision-making and have serious impacts on the outcome of a program. This guide will help you appraise your evaluation questionnaires and ensure you’re collecting the right data to truly measure the success of your program.

Tool for clarifying outcomes and determining data requirements

This tool is intended for: ‘unpacking’ program objectives or outcomes and determining the data requirements for monitoring and evaluation of the program against its outcomes. The tool can be used to focus on just one, or both, of the aims described above.

No data, no problem

In the ideal evaluation world, an evaluation occurs in the context of a beautifully planned and executed monitoring and evaluation framework. You have time and resources and oodles of beautiful, relevant, high quality data to inform your evaluation…… But who lives in this ideal world?  Oftentimes, you are notified late of the requirement, there’s a tight budget and timeframe, and for the final kicker…. you have no data.

How is your program going… really? Performance monitoring

Monitoring and managing the performance of a program is an integral part of program management. This blog helps you identify the factors you need to consider when developing a performance management framework.

Your Corporate Plan is important, but so are your Business Plans!

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’.

The Corporate Plan writing season has arrived!

We hear you. After a year spent responding to COVID-19 it feels like you are (finally!) starting to get time to catch up on all of your business-as-usual work. In this context, 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 2021/22. 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.

Reflecting on the lessons from crisis management and rapid recovery

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 Change Journey

The public sector exists in an atmosphere dominated by change. Regular changes to policy, rapid development of information and knowledge management capabilities and increasing expectations of the public enforce the notion that change is an inherent characteristic of public sector organisations.

Why your benchmarking project will fail

Benchmarking can offer meaningful insights into relative performance and help identify learnings for improvement. So why do so many organisations fail at this important activity?

Could my organisation benefit from outsourcing?

Many organisations are facing this, sometimes controversial, question right now. For example, the Federal Department of Human Services is, very publicly, trying to grapple with this question in testing opportunities for outsourcing some or all of its back-of-house processing and payment functions.

Observations of Private Sector Success for Public Sector Property Managers

More and more, large private sector organisations are making the successful change to flexible workplaces, providing Public Sector property managers with compelling case studies on how to improve the effectiveness of their own workspaces

The key to effective stakeholder engagement

Every day, organisations communicate with a wide range of internal and external stakeholders in every aspect of their operations. However, when analysing our clients’ stakeholder engagement approaches, it becomes evident that efforts to engage with stakeholders often occur in an ad-hoc and rather visceral manner.

How to craft KPIs that boost Service Provider Performance

I’m not sure if my service contractor is really doing what they say they’re doing.”, “How do I prove the success of my service contract?”, “What options do I have to enhance my service provider’s performance?” Sound familiar?

Program logic templates

A program logic is simply a graphical portrayal of your theory that is succinct and easy to understand. Your program logic can take the form of words, diagrams, tables, or a combination of all three. Program logics are often (but not always) captured in one page, and are typically divided into inputs, outputs and outcomes.

Organisational evaluation plan template

This template is intended to capture the evaluation requirements across an organisation each year or over a period of years.

Tool for clarifying outcomes and determining data requirements

This tool is intended for: ‘unpacking’ program objectives or outcomes and determining the data requirements for monitoring and evaluation of the program against its outcomes. The tool can be used to focus on just one, or both, of the aims described above.

How is your program going… really? Performance monitoring

Monitoring and managing the performance of a program is an integral part of program management. This blog helps you identify the factors you need to consider when developing a performance management framework.

9 ways to assess your program’s performance

If you’re a program manager for a government entity, you may be spending a lot of your time trying to figure out how to assess your program’s performance in accordance with your organisation’s governance, performance and accountability rules or guidelines.

Managing performance of intangible policy objectives

Many policy interventions are difficult to measure in terms of their impact on for example, the health of society, social cohesion, industry growth or change in community behaviour to name just a few.

10 reasons not to evaluate your program

Announcing an evaluation requirement generates two kinds of responses: enthusiastic, embracing the opportunity to recognise achievements or resistant and full of excuses

How to avoid a negative performance audit

You can easily avoid a negative performance audit finding through a little bit of preparation and effort. Not only will this save you from a negative audit finding, but there are other spin offs too.

Planning in the new program management environment

Six tips to help you adapt to the new program management environment

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.

Six tips to understanding and measuring policy impact

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.

Making the most of your community voice

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.

How to put evaluation results into action: Prioritise for maximum impact 

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.

How to put evaluation results into action: Plan and communicate for maximum impact

Improvement opportunities are only useful if you know what to do with them – both evaluators and program managers must have clarity around how each recommendation and improvement can, or should, be implemented.

How to put evaluation results into action: Encourage the use of findings beyond the final report

It’s easy to fall into the trap of thinking the evaluators’ job is over once the final report is submitted. In terms of the adoption of improvement opportunities and application of findings, this is basically akin to an evaluator saying “Over to you now! Good luck!”.  The evaluator’s job is not over once the final report is submitted!

Driving evaluative culture: ​Grosvenor’s evaluation capability model​

Grosvenor has developed a capability framework that can be used to review and assess the evaluative culture of any organisation, learn how you can benefit using our capability model by downloading our guide.

What is negative program theory and why should you use it?

Most people developing their program logics and program theory focus almost exclusively on how the targeted outcomes can be achieved.

Preparation is key to communicating in a crisis

As the world faces a crisis the likes of which we’ve never had to encounter on this scale, we are reminded yet again of the importance of good communication at times like these.

Predictive policy: the new frontier in government

It is a reality that businesses are increasingly using predictive analytics to achieve their outcomes – in marketing, pricing strategies and improving operations. Likewise, governments are also turning to data and AI to develop more timely, targeted and relevant policy for citizens. The increase in data-driven decision making and predictive analytics is palpable.

Making the tough decisions about your program – nobody likes a dilemma!

How will decisions get made? Who is ultimately responsible? There’s a lot to think about. Fortunately, there are multiple things you can do to simplify and bring clarity to this process, ensuring that your decision making is both efficient and effective (it’s a win-win!).

Four building blocks for a people-centric government

Program managers know that focussing on customers and effective stakeholder engagement are key to great policy and program delivery. But there are often organisational barriers to implementing effective participatory processes.

The highs and lows of program management – it’s a rollercoaster!

Unless you’re exceptionally lucky, you’ve probably realised that life sometimes doesn’t go to plan. The same is true of Program Management – no matter how well you plan you’re likely to experience both highs and lows along the way.

Where are you in the program lifecycle?

Being asked to manage a new, or existing, program can seem overwhelming. To help you navigate the world of program management, Grosvenor Public Sector Advisory has developed a series of articles to break down the key activities and tasks you can implement to make your life easier.

Are you prepared for the workforce of the future?

“Tracking, monitoring and managing the skills and capabilities of the workforce can be problematic, especially with a view to positioning the workforce for the nature and types of future work.”Do any of the five statements below sound familiar in your agency? If so, you are not alone. Most government agencies are grappling with these exact problems when trying to address the future of work.

What is program evaluation?

But for many of us, the art of program evaluation can seem a bit of a mystery. What is it and what is it for? More importantly, how do I do it well?

DIY M&E: A step-by-step monitoring and evaluation framework guide

An integral part of understanding how well your program has performed is having a monitoring and evaluation framework (M&E framework) and applying it to the specific context of your program.

DIY Program Evaluation Kit

This kit was produced to give Program Managers an easy to read and understand guide. We explain the principles while walking you through an example program that demonstrates how to apply the techniques in practice

The key to effective stakeholder engagement

Every day, organisations communicate with a wide range of internal and external stakeholders in every aspect of their operations. However, when analysing our clients’ stakeholder engagement approaches, it becomes evident that efforts to engage with stakeholders often occur in an ad-hoc and rather visceral manner.

Types of program evaluation

Program evaluation can be confusing. Not only are there different types of program evaluation, but different people use different terms to mean different things – or the same thing! (As if there wasn’t enough confusion already!)

Tools for planning program evaluation: Evaluation Framework

One of the most important tools you will come across in program evaluation is an evaluation plan. Put simply, an evaluation plan is the step-by-step project plan for a specific evaluation project.

Program logic templates

A program logic is simply a graphical portrayal of your theory that is succinct and easy to understand. Your program logic can take the form of words, diagrams, tables, or a combination of all three. Program logics are often (but not always) captured in one page, and are typically divided into inputs, outputs and outcomes.

Organisational evaluation plan template

This template is intended to capture the evaluation requirements across an organisation each year or over a period of years.

Monitoring and evaluation framework template

Use this template to quick start the development of your M&E framework.

How to design evaluation questionnaires to gather meaningful data

Poorly designed Program Evaluation questionnaires can lead to wasted time and erode stakeholder confidence. Worse, they can result in faulty data, which can lead to flawed decision-making and have serious impacts on the outcome of a program. This guide will help you appraise your evaluation questionnaires and ensure you’re collecting the right data to truly measure the success of your program.

Tool for clarifying outcomes and determining data requirements

This tool is intended for: ‘unpacking’ program objectives or outcomes and determining the data requirements for monitoring and evaluation of the program against its outcomes. The tool can be used to focus on just one, or both, of the aims described above.

Planning a program evaluation: A practical checklist

The checklist contained in this paper serves as a practical tool that summarises and organises the various aspects that should be considered when establishing a sound and structured program evaluation.

No data, no problem

In the ideal evaluation world, an evaluation occurs in the context of a beautifully planned and executed monitoring and evaluation framework. You have time and resources and oodles of beautiful, relevant, high quality data to inform your evaluation…… But who lives in this ideal world?  Oftentimes, you are notified late of the requirement, there’s a tight budget and timeframe, and for the final kicker…. you have no data.

Evaluation data collection matrix

Use this data collection matrix to capture your data collection requirements for your next evaluation. You can use this template as a stand-alone tool or as part of an evaluation plan.

Program Theory and Program Logic: Articulating how your program works

Have you ever noticed how hard it can be to articulate to others exactly what your program is for, and how it works? And how hard it can sometimes be to get internal buy-in and support as a result? In this blog, we show you how to develop a watertight program theory and program logic.

How is your program going… really? Performance monitoring

Monitoring and managing the performance of a program is an integral part of program management. This blog helps you identify the factors you need to consider when developing a performance management framework.

Program evaluation: How to bridge the gap between theory and practice

Program evaluation can be daunting for program managers approaching it for the first time. Rather than being given clear guidance on the how-to’s of program evaluation, newcomers are often expected to deduce program evaluation techniques from dry academic texts hidden behind a wall of baffling jargon.

9 ways to assess your program’s performance

If you’re a program manager for a government entity, you may be spending a lot of your time trying to figure out how to assess your program’s performance in accordance with your organisation’s governance, performance and accountability rules or guidelines.

6 reasons why evaluation is a great opportunity for program managers

While program evaluation might seem a little scary, it actually presents a raft of exciting opportunities for program managers to showcase the successes of their programs and ensure that their teams are performing to its full potential

Managing performance of intangible policy objectives

Many policy interventions are difficult to measure in terms of their impact on for example, the health of society, social cohesion, industry growth or change in community behaviour to name just a few.

What you need to know when designing a new program

If you have been tasked with designing a new program, there are probably a million thoughts and details running through your head. You’re also likely to have competing priorities… it could be that:

Just taken over an existing program? Five quick wins you need right now.

Ready to get started with your new program? Use this simple checklist to identify quick wins you can implement right away.

New to program management? Things you need to know

This is an exciting step in your career, and one where you will have great influence over your program. With that influence comes a need to get up to speed quickly, so you can use your time effectively, and make your mark on the program.

Six tips to understanding and measuring policy impact

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.

Your Corporate Plan is important, but so are your Business Plans!

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’.

The Corporate Plan writing season has arrived!

We hear you. After a year spent responding to COVID-19 it feels like you are (finally!) starting to get time to catch up on all of your business-as-usual work. In this context, 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 2021/22. 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.

Reflecting on the lessons from crisis management and rapid recovery

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.

PODCAST: Making your public sector Corporate Plan a more engaging, practical and inspiring document.

We’ve just launched our first podcast all about making your public sector Corporate Plan a more engaging, practical and inspiring document. 

The Grosvenor Governance Model

The Grosvenor Governance Model is the best practice 2-part model that has been developed over the course of many governance assignments. The principles that support this model come from the Australian National Audit Office and the Australian Public Service Commission. This model is completely scalable; from team or project level to organisation level, to complex inter-jurisdictional arrangements.

Preparation is key to communicating in a crisis

As the world faces a crisis the likes of which we’ve never had to encounter on this scale, we are reminded yet again of the importance of good communication at times like these.

Where are you in the program lifecycle?

Being asked to manage a new, or existing, program can seem overwhelming. To help you navigate the world of program management, Grosvenor Public Sector Advisory has developed a series of articles to break down the key activities and tasks you can implement to make your life easier.

The Change Journey

The public sector exists in an atmosphere dominated by change. Regular changes to policy, rapid development of information and knowledge management capabilities and increasing expectations of the public enforce the notion that change is an inherent characteristic of public sector organisations.

Risky business: Why you need a risk management plan

All contracts present financial and operational risks. One of the contract manager’s most important responsibilities is to manage the inherent risks and minimise negative impacts while positioning the organisation to take best advantage of opportunities. Learn why failure to have a Risk Management Plan in place is risky business.

Could my organisation benefit from outsourcing?

Many organisations are facing this, sometimes controversial, question right now. For example, the Federal Department of Human Services is, very publicly, trying to grapple with this question in testing opportunities for outsourcing some or all of its back-of-house processing and payment functions.

Observations of Private Sector Success for Public Sector Property Managers

More and more, large private sector organisations are making the successful change to flexible workplaces, providing Public Sector property managers with compelling case studies on how to improve the effectiveness of their own workspaces

Good governance and strong risk management: Needed more than ever

There have been a number of governance failings in Australian government organisations recently. These were different cases but both ultimately with the same outcome – the fraud of taxpayers and loss of community faith in those organisations.

Persona template

A persona is a fictional character, designed to represent a user or client type. Personas are used to generate deeper understanding of your users’ or clients’ needs, experiences and motivations. Use the template to generate a list of questions and to capture your personas.

Program Theory and Program Logic: Articulating how your program works

Have you ever noticed how hard it can be to articulate to others exactly what your program is for, and how it works? And how hard it can sometimes be to get internal buy-in and support as a result? In this blog, we show you how to develop a watertight program theory and program logic.

Managing performance of intangible policy objectives

Many policy interventions are difficult to measure in terms of their impact on for example, the health of society, social cohesion, industry growth or change in community behaviour to name just a few.

How to avoid a negative performance audit

You can easily avoid a negative performance audit finding through a little bit of preparation and effort. Not only will this save you from a negative audit finding, but there are other spin offs too.

What you need to know when designing a new program

If you have been tasked with designing a new program, there are probably a million thoughts and details running through your head. You’re also likely to have competing priorities… it could be that:

Reflecting on the lessons from crisis management and rapid recovery

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.

Future of Work – Fireside Chat – BiiG 2019

Join Associate Director of Grosvenor, Charitee Davies, for a ‘Fireside Chat’ at BiiG 2019, held in Brisbane. Discussing the future of work, and highlighting the importance of address a growing skills gap, as well as our understanding of the current trends in the current workforce, and how this will impact workplaces in the future. 

Could my organisation benefit from outsourcing?

Many organisations are facing this, sometimes controversial, question right now. For example, the Federal Department of Human Services is, very publicly, trying to grapple with this question in testing opportunities for outsourcing some or all of its back-of-house processing and payment functions.

What it takes to successfully establish your primary health care workforce profile

A comprehensive profile of the primary health care workforce in your region is an essential input for effective workforce planning. But compiling the necessary data and keeping it up to date is easier said than done!

The key to effective stakeholder engagement

Every day, organisations communicate with a wide range of internal and external stakeholders in every aspect of their operations. However, when analysing our clients’ stakeholder engagement approaches, it becomes evident that efforts to engage with stakeholders often occur in an ad-hoc and rather visceral manner.

Planning in the new program management environment

Six tips to help you adapt to the new program management environment

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.

Six tips to understanding and measuring policy impact

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.

Making the most of your community voice

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.

Your Corporate Plan is important, but so are your Business Plans!

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’.

The Corporate Plan writing season has arrived!

We hear you. After a year spent responding to COVID-19 it feels like you are (finally!) starting to get time to catch up on all of your business-as-usual work. In this context, 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 2021/22. 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.

Reflecting on the lessons from crisis management and rapid recovery

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.

How to put evaluation results into action: Prioritise for maximum impact 

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.

How to put evaluation results into action: Plan and communicate for maximum impact

Improvement opportunities are only useful if you know what to do with them – both evaluators and program managers must have clarity around how each recommendation and improvement can, or should, be implemented.

How to put evaluation results into action: Encourage the use of findings beyond the final report

It’s easy to fall into the trap of thinking the evaluators’ job is over once the final report is submitted. In terms of the adoption of improvement opportunities and application of findings, this is basically akin to an evaluator saying “Over to you now! Good luck!”.  The evaluator’s job is not over once the final report is submitted!

Advanced Spend Analytics to Drive Procurement Reform – A Webinar

Watch our Procurement lead, Dr. Stefan Gassner talks through our work with a past client of ours, City of Sydney, around ‘advanced spend analytics to drive procurement reform’.

Driving evaluative culture: ​Grosvenor’s evaluation capability model​

Grosvenor has developed a capability framework that can be used to review and assess the evaluative culture of any organisation, learn how you can benefit using our capability model by downloading our guide.

What is negative program theory and why should you use it?

Most people developing their program logics and program theory focus almost exclusively on how the targeted outcomes can be achieved.

PODCAST: Making your public sector Corporate Plan a more engaging, practical and inspiring document.

We’ve just launched our first podcast all about making your public sector Corporate Plan a more engaging, practical and inspiring document. 

The Grosvenor Governance Model

The Grosvenor Governance Model is the best practice 2-part model that has been developed over the course of many governance assignments. The principles that support this model come from the Australian National Audit Office and the Australian Public Service Commission. This model is completely scalable; from team or project level to organisation level, to complex inter-jurisdictional arrangements.

Preparation is key to communicating in a crisis

As the world faces a crisis the likes of which we’ve never had to encounter on this scale, we are reminded yet again of the importance of good communication at times like these.

Predictive policy: the new frontier in government

It is a reality that businesses are increasingly using predictive analytics to achieve their outcomes – in marketing, pricing strategies and improving operations. Likewise, governments are also turning to data and AI to develop more timely, targeted and relevant policy for citizens. The increase in data-driven decision making and predictive analytics is palpable.

Making the tough decisions about your program – nobody likes a dilemma!

How will decisions get made? Who is ultimately responsible? There’s a lot to think about. Fortunately, there are multiple things you can do to simplify and bring clarity to this process, ensuring that your decision making is both efficient and effective (it’s a win-win!).

Four building blocks for a people-centric government

Program managers know that focussing on customers and effective stakeholder engagement are key to great policy and program delivery. But there are often organisational barriers to implementing effective participatory processes.

Future of Work – Fireside Chat – BiiG 2019

Join Associate Director of Grosvenor, Charitee Davies, for a ‘Fireside Chat’ at BiiG 2019, held in Brisbane. Discussing the future of work, and highlighting the importance of address a growing skills gap, as well as our understanding of the current trends in the current workforce, and how this will impact workplaces in the future. 

The highs and lows of program management – it’s a rollercoaster!

Unless you’re exceptionally lucky, you’ve probably realised that life sometimes doesn’t go to plan. The same is true of Program Management – no matter how well you plan you’re likely to experience both highs and lows along the way.

Where are you in the program lifecycle?

Being asked to manage a new, or existing, program can seem overwhelming. To help you navigate the world of program management, Grosvenor Public Sector Advisory has developed a series of articles to break down the key activities and tasks you can implement to make your life easier.

Are you prepared for the workforce of the future?

“Tracking, monitoring and managing the skills and capabilities of the workforce can be problematic, especially with a view to positioning the workforce for the nature and types of future work.”Do any of the five statements below sound familiar in your agency? If so, you are not alone. Most government agencies are grappling with these exact problems when trying to address the future of work.

What is program evaluation?

But for many of us, the art of program evaluation can seem a bit of a mystery. What is it and what is it for? More importantly, how do I do it well?

DIY M&E: A step-by-step monitoring and evaluation framework guide

An integral part of understanding how well your program has performed is having a monitoring and evaluation framework (M&E framework) and applying it to the specific context of your program.

The Change Journey

The public sector exists in an atmosphere dominated by change. Regular changes to policy, rapid development of information and knowledge management capabilities and increasing expectations of the public enforce the notion that change is an inherent characteristic of public sector organisations.

Risky business: Why you need a risk management plan

All contracts present financial and operational risks. One of the contract manager’s most important responsibilities is to manage the inherent risks and minimise negative impacts while positioning the organisation to take best advantage of opportunities. Learn why failure to have a Risk Management Plan in place is risky business.

Why your benchmarking project will fail

Benchmarking can offer meaningful insights into relative performance and help identify learnings for improvement. So why do so many organisations fail at this important activity?

Could my organisation benefit from outsourcing?

Many organisations are facing this, sometimes controversial, question right now. For example, the Federal Department of Human Services is, very publicly, trying to grapple with this question in testing opportunities for outsourcing some or all of its back-of-house processing and payment functions.

Observations of Private Sector Success for Public Sector Property Managers

More and more, large private sector organisations are making the successful change to flexible workplaces, providing Public Sector property managers with compelling case studies on how to improve the effectiveness of their own workspaces

Good governance and strong risk management: Needed more than ever

There have been a number of governance failings in Australian government organisations recently. These were different cases but both ultimately with the same outcome – the fraud of taxpayers and loss of community faith in those organisations.

What it takes to successfully establish your primary health care workforce profile

A comprehensive profile of the primary health care workforce in your region is an essential input for effective workforce planning. But compiling the necessary data and keeping it up to date is easier said than done!

DIY Program Evaluation Kit

This kit was produced to give Program Managers an easy to read and understand guide. We explain the principles while walking you through an example program that demonstrates how to apply the techniques in practice

The key to effective stakeholder engagement

Every day, organisations communicate with a wide range of internal and external stakeholders in every aspect of their operations. However, when analysing our clients’ stakeholder engagement approaches, it becomes evident that efforts to engage with stakeholders often occur in an ad-hoc and rather visceral manner.

Types of program evaluation

Program evaluation can be confusing. Not only are there different types of program evaluation, but different people use different terms to mean different things – or the same thing! (As if there wasn’t enough confusion already!)

Tools for planning program evaluation: Evaluation Framework

One of the most important tools you will come across in program evaluation is an evaluation plan. Put simply, an evaluation plan is the step-by-step project plan for a specific evaluation project.

How to craft KPIs that boost Service Provider Performance

I’m not sure if my service contractor is really doing what they say they’re doing.”, “How do I prove the success of my service contract?”, “What options do I have to enhance my service provider’s performance?” Sound familiar?

Program logic templates

A program logic is simply a graphical portrayal of your theory that is succinct and easy to understand. Your program logic can take the form of words, diagrams, tables, or a combination of all three. Program logics are often (but not always) captured in one page, and are typically divided into inputs, outputs and outcomes.

Persona template

A persona is a fictional character, designed to represent a user or client type. Personas are used to generate deeper understanding of your users’ or clients’ needs, experiences and motivations. Use the template to generate a list of questions and to capture your personas.

Organisational evaluation plan template

This template is intended to capture the evaluation requirements across an organisation each year or over a period of years.

Monitoring and evaluation framework template

Use this template to quick start the development of your M&E framework.

How to design evaluation questionnaires to gather meaningful data

Poorly designed Program Evaluation questionnaires can lead to wasted time and erode stakeholder confidence. Worse, they can result in faulty data, which can lead to flawed decision-making and have serious impacts on the outcome of a program. This guide will help you appraise your evaluation questionnaires and ensure you’re collecting the right data to truly measure the success of your program.

Tool for clarifying outcomes and determining data requirements

This tool is intended for: ‘unpacking’ program objectives or outcomes and determining the data requirements for monitoring and evaluation of the program against its outcomes. The tool can be used to focus on just one, or both, of the aims described above.

Planning a program evaluation: A practical checklist

The checklist contained in this paper serves as a practical tool that summarises and organises the various aspects that should be considered when establishing a sound and structured program evaluation.

No data, no problem

In the ideal evaluation world, an evaluation occurs in the context of a beautifully planned and executed monitoring and evaluation framework. You have time and resources and oodles of beautiful, relevant, high quality data to inform your evaluation…… But who lives in this ideal world?  Oftentimes, you are notified late of the requirement, there’s a tight budget and timeframe, and for the final kicker…. you have no data.

Evaluation data collection matrix

Use this data collection matrix to capture your data collection requirements for your next evaluation. You can use this template as a stand-alone tool or as part of an evaluation plan.

Program Theory and Program Logic: Articulating how your program works

Have you ever noticed how hard it can be to articulate to others exactly what your program is for, and how it works? And how hard it can sometimes be to get internal buy-in and support as a result? In this blog, we show you how to develop a watertight program theory and program logic.

How is your program going… really? Performance monitoring

Monitoring and managing the performance of a program is an integral part of program management. This blog helps you identify the factors you need to consider when developing a performance management framework.

Program evaluation: How to bridge the gap between theory and practice

Program evaluation can be daunting for program managers approaching it for the first time. Rather than being given clear guidance on the how-to’s of program evaluation, newcomers are often expected to deduce program evaluation techniques from dry academic texts hidden behind a wall of baffling jargon.

9 ways to assess your program’s performance

If you’re a program manager for a government entity, you may be spending a lot of your time trying to figure out how to assess your program’s performance in accordance with your organisation’s governance, performance and accountability rules or guidelines.

6 reasons why evaluation is a great opportunity for program managers

While program evaluation might seem a little scary, it actually presents a raft of exciting opportunities for program managers to showcase the successes of their programs and ensure that their teams are performing to its full potential

Managing performance of intangible policy objectives

Many policy interventions are difficult to measure in terms of their impact on for example, the health of society, social cohesion, industry growth or change in community behaviour to name just a few.

10 reasons not to evaluate your program

Announcing an evaluation requirement generates two kinds of responses: enthusiastic, embracing the opportunity to recognise achievements or resistant and full of excuses

How to avoid a negative performance audit

You can easily avoid a negative performance audit finding through a little bit of preparation and effort. Not only will this save you from a negative audit finding, but there are other spin offs too.

What you need to know when designing a new program

If you have been tasked with designing a new program, there are probably a million thoughts and details running through your head. You’re also likely to have competing priorities… it could be that:

Just taken over an existing program? Five quick wins you need right now.

Ready to get started with your new program? Use this simple checklist to identify quick wins you can implement right away.

New to program management? Things you need to know

This is an exciting step in your career, and one where you will have great influence over your program. With that influence comes a need to get up to speed quickly, so you can use your time effectively, and make your mark on the program.