Outlined in Table 6.18 below, from a public sector perspective, is a set of generic performance management propositions that may contribute towards achieving VfM outcomes during the operational phase.
Table 6.18 Proposed Contributors to Performance Management VfM.
VfM contributors |
- Public sector agency / departmental project obligations are delivered within budget and on time - Services are delivered in line with business case / project brief objectives, concession deed, service specifications and subsequent contract amendments - Agreed changes to service delivery is aligned / re-aligned with business case / project brief objectives, concession deed, service specifications and subsequent contract amendments - Consistently high levels of service user and wider community satisfaction is reported - Incidences of negligence, fraud and / or corruption are appropriately dealt with |
The documentation and / or actions presented in Table 6.19 can potentially be used as a foundation to build a generic performance management evidence-base to assess whether VfM outcomes are being achieved in practice.
Table 6.19 Proposed Evidence-base Foundations for Performance Management VfM.
VfM evidence-base foundation |
- Project expenditure remains within prescribed budgetary limits - Achievement of VfM outcomes as defined by the business case / project brief objectives, concession deed, service specifications and subsequent contract amendments - Incident rates / KPI performance failure rates decline - Public partner accountabilities and responsibilities relating to the contract administration manual are satisfactorily discharged - Outputs comply with relevant industry standards e.g. those that may relate to process improvement and facilities management - Relevant audit findings / recommendations are implemented - Implementation of opportunity risk proposals e.g. innovations that lead to improved VfM outcomes |
As discussed in earlier chapters, a range of performance management issues have been identified that have the potential to detract from the achievement of planned VfM outcomes. These are: performance management systems modification; KPI modification; availability and integrity of performance data and metrics; performance monitoring and adjustment; and penalties and abatements. This section re-states the main tenets of each issue and proposes possible treatment actions that may contribute to improved operational outcomes (in conjunction with examples provided in Table 6.18). 'External' considerations for sub-issues focus upon the accountabilities of service providers i.e. how consortia performance may be improved through public partner intervention. An 'internal' focus relates to the responsibilities of government in holding consortia accountable for delivering contracted services, as well as attempting to improve the capability of its employees, systems and / or processes. The rationale for integrating issues for the model is also presented.