Good government requires good public service performance. The public sector is judged on how well it performs and the results it achieves.
Sound resource management is fundamental to good performance. It supports effective decision making, facilitates accountability and enables entities to manage material risks, including financial, political and reputational risks. Failures in resource management can reduce public value and result in additional costs.
There is scope for a more business-like approach within the Commonwealth, to the way that resources are managed and policies and programs are developed, implemented and evaluated. Better integration of the elements that comprise the Commonwealth’s resource management cycle, including budgeting, performance management, reporting and evaluation, is an important element for improving performance.
Feedback indicates that improving the quality of performance information, making better use of benchmarking and re-establishing evaluation as an integral element of the resource management cycle would be beneficial. They are key components of a performance based system. They should not merely be viewed as a compliance exercise, to meet government or legislative requirements.
Improving the performance management system will not, of itself, improve performance. A stronger performance culture is also needed.
Is current performance information adequate for Parliament and public? What changes would you propose?