Governing the City State - Chief Minister and Treasury Directorate ...

The performance and accountability process can be conceptualised in a cycle. It provides amodel to translate intentions into action and results by continually refining goals andstrategies to improve performance and ensure accountability. This cycle is ongoing, with thereview stage, informing the planning of the next cycle. Four basic elements of this cycle are:• planning objectives and actions;• managing or delivering services;• reporting on the performance of the service provided; and• reviewing and evaluating the outcome of the process.There are different, but connected cycles for each of the levels at which governmentperformance can be assessed. In general, the higher the level of performance andaccountability, the longer its cycle. For instance, the Government’s long-term vision for thecommunity articulated in the Canberra Plan is reviewed and updated every term ofGovernment (i.e. every four years), but Directorate services will be delivered, reported andrefined on an annual basis.A strong performance and accountability framework depends on sound structures andprocesses through the entire performance cycle.EvaluationIn parallel with the Performance and Accountability Framework outlined above, CMD, incollaboration with colleagues across the ACTPS has recently settled and receivedGovernment approval for a formal evaluation framework to support decision making onresource allocation. 301 That work, like the Performance and Accountability Framework, ishigh quality and appropriately designed to suit the unique characteristics of the ACT. Itshould be implemented immediately.Evaluation is an essential phase of the policy cycle. It strengthens accountability for decisionsand the allocation of public resources, recognises achievements, consolidates strengths andhelps drive improved performance. The Evaluation Framework will assist in providing theGovernment with valuable information on performance that will facilitate more informeddecision making, particularly in relation to resource allocation and reallocation decisions:performance information [PI] provides key actors with details concerningwhat is working and what is not with government programmes, and in the caseof evaluations it can provide an explanation as to why programmes are notworking. PI acts as a signalling device that highlights problems withprogrammes and with service delivery, as well as good practice. 302Establishment of the new Evaluation Framework does not mean the ACTPS does not alreadyundertake a range of evaluation activity. It reflects the opportunity to improve the301 See http://www.cmd.act.gov.au/__data/assets/pdf_file/0004/175432/ACT-Evaluation-Policy-Guidelines.pdf This section ofthis report draws heavily on that document, and the efforts of staff in the Chief Minister’s Department, supported bycolleagues across the ACTPS in its development are acknowledged and applauded.302 Organisation for Economic Co-operation and Development (2007) p.59.Strategy, Resource Allocation and the Vacant Middle Ground: 230