The problems, progress, and potential of performance reporting
Summary
This report from the Auditor General’s Office of New Zealand offers insight on the dynamics and the pitfalls of public sector performance reporting.
The first step in preparing a meaningful story about public sector performance is to understand what people want to know about public organisations, their services, and their contribution to well-being. The next step is being able to clearly describe (and ideally measure) the difference that each public organisation is seeking to achieve in terms of improved outcomes for the communities it serves.
Although this paper is focused on the quality of reported performance, it also points to an underlying question about the management of performance. If public resources are being directed and managed well, public organisations should be able to tell a clear and compelling story about how they deliver value and contribute to the outcomes that are important to citizens.
Good performance information is required at an organisational level, across sectors, and at a whole-of-government level. Those who lead and manage public organisations, those who are charged with monitoring public organisations, those who prepare performance information, and those who audit it all play a part in developing better performance information.
Those who have responsibilities in supporting the whole system also need to do more to ensure that the legislation, standards, and guidance provide an adequate framework and the right incentives to drive good performance reporting.