Implementing and Evaluating the Australian Seafood Trade ...
Implementing policy the Australian experience 2.0
-
Upload
raymond-young -
Category
Government & Nonprofit
-
view
58 -
download
1
Transcript of Implementing policy the Australian experience 2.0
![Page 1: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/1.jpg)
Implementing policy: the Australian experience Establishing the need for a National Strategy [Audit] Office
Dr Simon Poon, Dr Raymond Young
![Page 2: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/2.jpg)
OverviewIs strategy being implemented through projects?
The case of VicThe case of NSW
The Department of Social Services & the Department of Education and EmploymentBenefits [outcomes] managementPortfolio management
RecommendationNational Strategy [Audit] Office
![Page 3: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/3.jpg)
Strategy
![Page 4: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/4.jpg)
![Page 5: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/5.jpg)
The State of Victoria – a leader in NPM
the State of Victoria is considered to be one of the international leaders in New Public Management (Greve and Hodge, 2007)
Victorian Auditor-General’s Office (VAGO) believed the Victorian project management and investment frameworks were at the forefront of industry practice but were consistently finding the same problems in their project performance audits
![Page 6: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/6.jpg)
10 year strategic goals
↑ economy, ↑ jobs (↑quality)↓ crime 5% & ‘feel safer’↑ health
– ↓ waiting times (emergency, elective, …)↑ education
– ↑ literacy/numeracy– >90% year 12– ↑ Vocational Training
↑ transport– ↓ commuting times
↑ environment– ↓ water usage 15%
![Page 7: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/7.jpg)
Are projects meant to contribute to strategic outcomes?• The 2008-09 Budget stressed that their long term commitment to project investments
would have to be maintained and strengthened to meet the strategic objective of the State
• ... economic reform focussed on the long term is vital… to be competitive in a global market
• … in the face of an aging population and climate change (2008-09 Budget Update)
![Page 8: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/8.jpg)
Contrary evidence of improvement
“It seems reasonable to assume if evidence was available to show that the highest priority strategic goals had improved, the data would have been reported.”
![Page 9: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/9.jpg)
The NSW evidence suggests 7 out of 25 strategies (28%) improved over the nine year period of study (2001 – 2010). – ‘projects contribute little to the realisation of
strategic goals’
We and others (Thorp 2003) believe that 80-90% of projects should deliver the expected benefits
VIC Study Replicated in NSW
![Page 10: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/10.jpg)
Department of Social ServicesDepartment of Education &
EmploymentSchool of Business
![Page 11: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/11.jpg)
Efficiency
dividend
Shared
Services
Welfare Reform
Shergold
2035 people delivering ….
MissionImproved
lifetime well being of
people and families in Australia
• NDIS• WhoG Grants
DSS Results – strong commitment to mission statement
![Page 12: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/12.jpg)
Efficiency
dividend
Shared
Services
Welfare Reform
Shergold
2035 people delivering ….
Long term Strategic Policy
PGPA
Business Plans - Annual
?
Corporate Plan- 2015/16
PBS – 4 years• Outcome 1• Outcome 2• Outcome 3• Outcome 4
• NDIS• WhoG Grants
DSS Results – Weak Benefits Management
MissionImproved
lifetime well being of
people and families in Australia
![Page 13: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/13.jpg)
DEEWR - Project Portfolio Management
![Page 14: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/14.jpg)
DEEWR Key Changes
Timing 2012-13Cluster Employmentinvestment category (Multiple Items)Value AssessmentCount of cost pa Column Labels
Row Labels
Policy Strategy Savings Risk
Grand Totalimplement govt policy 3 3
support govt policy - clear & measurable benefits 2 2
support govt policy - intangible benefits only 4 4
No clear linkage to govt policy 1 1
implement dept strategysupport dept strategy - clear & measurable benefits 6 6
support dept strategy - intangible benefits only 1 1
No clear linkage to dept strategyROI > 200%ROI > 150%, <200%ROI > 100%, <150%ROI > 0%, <100% 2 2
no ROIwill reduce dept risk rated High or Extremewill reduce op risk rated High or Extremehelp reduce dept risk rated High or Extreme 1 1
will reduce dept risk rated Moderate or Low 1 1
help reduce dept risk rated Moderate or Lowhelp reduce op risk rated Moderate or LowNo linkage to risksGrand Total 10 7 2 2 21
2 template changes• ValIT Categorisation
1. Doing better things2. Doing more things3. Doing things better4. Keeping our promise5. Keeping lights on6. Keeping our job
• Value Risk Assessment– Policy– Strategy– Savings– Risk
![Page 15: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/15.jpg)
Recommendations
School of Business
![Page 16: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/16.jpg)
Transform program mngt
Soft Projects
10-year strategic goals• ↑ economy, ↑ jobs
(↑quality)• ↓ crime 5% & ‘feel safer’• ↑ health
– ↓ waiting times (emergency, elective, …)
• ↑ education – ↑ literacy/numeracy– >90% year 12– ↑ Vocational Training
• ↑ transport– ↓ commuting times
• ↑ environment– ↓ water usage 15%
Hard Projects(Assets)
Programs asset investments alone generally will not
lead directly to the realisation of strategic goals
![Page 17: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/17.jpg)
Establish a National Strategy [Audit] Office• Currently, there is little evidence to suggest that
projects contribute much to strategy• Organisations often cannot explain how daily
work contributes to strategic goals• There is a large risk that strategy goals will not be
met
• RECOMMENDATION: The Ministry of Interior should establish a National Strategy [Audit] Office• It is not difficult to enforce a strategic mindset • The key is to transform program management practices
![Page 18: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/18.jpg)
Potential Strategic DirectionsFocus on Translations & Implementation
![Page 19: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/19.jpg)
Digitization in the Different Sectors
![Page 20: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/20.jpg)
Digitization in the Different Sectors
![Page 21: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/21.jpg)
Development of Measurement Model for eHealth Readiness (Capacity for Implementation)
2 Focus Groups (Rural)
1 Specialist Interview (Metro)
Thematic Analyses
HIT evaluation
review
3rd Focus Group (Metro)
Thematic Analysis
Model Developme
nt
Delphi Method
Refinement
Card Sorting
2015 (Year 1) 2016 (Year 2)
![Page 22: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/22.jpg)
Development to instruments to collect data & Measurements
![Page 23: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/23.jpg)
The development of a multi-disciplinary measurement model for governance
![Page 24: Implementing policy the Australian experience 2.0](https://reader035.fdocuments.net/reader035/viewer/2022070519/58f31f791a28abdb198b45e7/html5/thumbnails/24.jpg)
Questions & Discussion