The Uhrig Report: Damp Squib or Ticking Timebomb?
In: Australian journal of public administration, Volume 64, Issue 1, p. 95-99
ISSN: 1467-8500
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In: Australian journal of public administration, Volume 64, Issue 1, p. 95-99
ISSN: 1467-8500
In: Australian journal of public administration: the journal of the Royal Institute of Public Administration Australia, Volume 64, Issue 1, p. 92-99
ISSN: 0313-6647
In: Australian journal of public administration, Volume 62, Issue 1, p. 09-14
ISSN: 1467-8500
Address given to the 'Public Sector Innovation Summit — an International Conference', Grand Hyatt, Singapore, 2002.
In: Australian journal of public administration: the journal of the Royal Institute of Public Administration Australia, Volume 62, Issue 1, p. 9-14
ISSN: 0313-6647
In: Australian journal of public administration, Volume 54, Issue 3, p. 386-392
ISSN: 1467-8500
Abstract: This paper outlines the current state of play in relation to performance information in the Australian Public Service. It highlights the findings of the evaluation of the past decade of management reform in The Australian Public Service Reformed and the Management Advisory Board's Building a Better Public Service in relation to performance information.It outlines some of the recent initiatives at commonwealth level to improve the quality of performance information. It touches briefly on benchmarking (noting that this topic is covered by other papers at the same session and at the conference). It sets out the rationale behind the recent changes to annual reporting requirements for commonwealth departments: to provide parliamentarians with more focused information and reduce unnecessary duplication and paper overload. Reports so far have tended to confirm the success of this strategy, with some modifications required to provide more detail in agencies' documentation provided at budget time.It sets out the findings of the recent Department of Finance paper on the use of evaluation in the 1994–95 Budget—in summary, some 75% of proposals for new spending or savings in the budget were influenced by the results of evaluation.Finally, it makes some observations about the success of the Australian system of making public servants responsible for outcomes as well as outputs, and suggests that this is in part the reason why we have been able to make our evaluation strategy stick.
In: Australian journal of public administration: the journal of the Royal Institute of Public Administration Australia, Volume 54, Issue 3, p. 386-392
ISSN: 0313-6647