Efficiency & Effectiveness Reviews

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’.

The Corporate Plan writing season has arrived!

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

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 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

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?

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

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

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.

Program logic templates

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

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

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.

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.

Managing performance of intangible policy objectives

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

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

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.