enhanced-commonwealth-performance-framework-discussion-paper

Attachment H: Shared outcomes—key lessons
In response to ongoing concerns that the existing performance framework imposes barriers to
effective cross-portfolio and cross-sector working arrangements, Finance initiated a series of
trials with selected portfolios to try to develop mechanisms to overcome the methodological
challenges associated with measuring government activities of this nature. Over recent years,
Finance has worked with various portfolios to better measure cross-portfolio activities.
This work has provided useful insights into how to conduct a successful shared outcome
assessment, as well as the challenges associated with such collaborative approaches. Key
lessons from the trials, supplemented by information from a range of other academic sources,
suggest that the following factors are important to the success of shared outcome processes:
• high-level commitment and support from relevant Ministers and senior management to
engender and promote collaborative working arrangements and maintain momentum
throughout the process
• a logical fit of objectives with the strategic purpose of entities involved 10
• entities agree and clearly define responsibility and accountability for specific policy
objectives contributing to the shared outcome, including the establishment of reporting
and funding arrangements
• flexibility and willingness to reprioritise as required to meet overarching goals, balanced
against the need to meet individual entity priorities
• clearly defined expectations of the project, including specification of KPIs, milestones
and outputs
• a clearly identified, shared working project manager or partner for each entity, and
clarification of the roles and responsibilities of each entity
• clear identification of the resourcing requirements and obligations of each party
• definition of the governance, accountability, oversight and scrutiny arrangements
• development of mechanisms and systems for the management of risks and reviews
• establishment of dispute resolution processes
• a communication and relationship management strategy, with clear reporting
commitments
• consideration of the potential role of an external scrutineer, including the mechanism by
which the scrutineer would report back their observations and recommendations.
10 The ANAO’s Audit Report No. 29 2009–10—Effective Cross-Agency Agreements—reported that where
the purpose of an entity’s involvement in a shared outcome project is not articulated within that entity’s
Administrative Arrangements Order, it is difficult for collaboration to occur.
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