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Telling the Performance Story
The Performance Story
Outcomes &
Impacts
Output Stakeholder Value Propositions
Government Priorities
Outputs
Resources
Core Activities
Dr Rodney Dormer Victoria University of Wellington
The Performance Story
Outcomes &
Impacts
Output Stakeholder Value Propositions
Government Priorities
Outputs
Resources
Core Activities
Why do we
exist?
Why do we
exist?
What do we do?
What do we do?
How do we do
it?
How do we do
it?
Why do we do
it?
Why do we do
it?
Dr Rodney Dormer Victoria University of Wellington
The Performance Story
Outcomes &
Impacts
Output Stakeholder
Value Propositions
Government Priorities
Outputs
Resources
Core Activities
What are the Government’s
strategic priorities?
What are the Government’s
strategic priorities?
Dr Rodney Dormer Victoria University of Wellington
The Performance Story
Outcomes &
Impacts
Output Stakeholder
Value Propositions
Government Priorities
Outputs
Resources
Core Activities
who are our key
stakeholders?
who are our key
stakeholders?
what do they want from the
organisation?
what do they want from the
organisation?
Dr Rodney Dormer Victoria University of Wellington
The Performance Story
Outcomes &
Impacts
Output Stakeholder
Value Propositions
Government Priorities
Outputs
Resources
Core Activities
What do we deliver?
What do we deliver?
Dr Rodney Dormer Victoria University of Wellington
The Performance Story
Outcomes &
Impacts
Output Stakeholder
Value Propositions
Government Priorities
Outputs
Resources
Core Activities
What are the direct and
indirect activities we
manage?
What are the direct and
indirect activities we
manage?What
resources do those
activities consume?
What resources do
those activities consume?Dr Rodney Dormer Victoria University of
Wellington
Resources
FINANCIAL RESOURCESFINANCIAL RESOURCES
PHYSICAL RESOURCESPHYSICAL RESOURCES
INTANGIBLE RESOURCESINTANGIBLE RESOURCES
HUMAN RESOURCES
HUMAN RESOURCES
RELATIONAL RESOURCESRELATIONAL RESOURCES
STRUCTURAL RESOURCESSTRUCTURAL RESOURCES
Dr Rodney Dormer Victoria University of Wellington
operational funding
capital funding
Financial Resources
Dr Rodney Dormer Victoria University of Wellington
land & buildings
plant and equipment
computer systems infrastructure
Physical Resources
Dr Rodney Dormer Victoria University of Wellington
human resources
the skills and knowledge of employees together with their aptitudes and attitudes (loyalty, motivation, flexibility)
relational resources
organisation capital (culture, leadership. employee alignment)
public capital (trust and confidence, co-producers)
structural resources
organisational structure, practices and routines, intellectual property (that doesn’t walk out of the door each night)
Intangible Resources
Dr Rodney Dormer Victoria University of Wellington
manage the resources that they have to ensure they are fully and optimally used
justify the retention of those resources
be able to clearly and logically demonstrate to ministers and their advisors the relationship between service provision and resource requirements
be able to provide ministers with practical options for changing the level and mix of services
Public sector agencies need to:
Dr Rodney Dormer Victoria University of Wellington
Little or no understanding and active management of the links between service provision and resource requirements.
Budgeting independent of planning.
Resourcing and funding decisions based largely on historic practice.
Resource retention in silos.
Confused accountability.
Input-based management and the coping organisation
Dr Rodney Dormer Victoria University of Wellington
For a required level of goods and services:
what resources will be required, and
what will they cost?
For a given level of funding:
what resources can be available, and
what services can those resources provide?
Resource-based management
Dr Rodney Dormer Victoria University of Wellington
The ‘Never Ending’ Performance Story
Outcomes &
Impacts
Output Stakeholder Value Propositions
Government Priorities
Outputs
Resources
Core Activities
Dr Rodney Dormer Victoria University of Wellington
A performance story involves more than simply reporting against specific performance measures and targets.
It is an ongoing and dynamic story about:
•how the organisation supports the government’s policy priorities;
•what outputs are delivered to support those priorities;
•what resources are used to deliver the outputs; and
•how progress will be measured in terms of impact.
What is a performance story?
Dr Rodney Dormer Victoria University of Wellington
“A useful performance story is one that provides a concise and balanced picture of performance that emphasises matters according to their significance. It should present and clearly articulate the entity’s logic and ‘theory’ behind why it does what it does, focusing on outcomes, impacts and outputs.”
[NZ Controller and Auditor-General, 2009]
Characteristics of a good performance story
Dr Rodney Dormer Victoria University of Wellington
Treasury has suggested that a performance story should:
•provide a pithy, coherent and balanced picture;
•focus on outcomes and impact measures; and
•provide logical and plausible linkages between programmes and the outcomes.
http://www.treasury.govt.nz/publications/guidance/strategy/soi-depts
Characteristics of a good performance story
Dr Rodney Dormer Victoria University of Wellington
“ … external performance reports should present information that is used to guide the internal management of the public entity.” (Controller and Auditor-General, 2011, p. 9)
Dr Rodney Dormer Victoria University of Wellington
The golden thread
The ‘Never Ending’ Performance Story
Outcomes &
Impacts
Output Stakeholder Value Propositions
Government Priorities
Outputs
Resources
Core Activities
Dr Rodney Dormer Victoria University of Wellington
Dr Rodney Dormer Victoria University of Wellington
