The context is the recent launch of Queensland’s targets and policy ambitions for the future – called 'Toward Q2: Tomorrow’s Queensland'. It’s essentially a set of targets that will go alongside a new performance management approach to drive public services here. It is in many ways quite similar to the UK’s ‘Public Service Agreements’.
I’ve been fairly involved in producing this, and am generally supportive despite having a few quibbles. Anyhow my argumentation today is that:
- Priority setting and performance management can be an effective model to drive public services – both politically and pragmatically
- But there have been a number of drawbacks with over reliance on the model – e.g. too one size fits all, risks disenfranchising front-line professionals
- Therefore need to refine how we use it – more devolution, proportionate intervention models, more engagement with citizens in its design and delivery
- But also we need to drive public services through other approaches – including use of public service information and transparency; user choice and voice; service devolution and autonomy; customer transformation; markets and contestability; and the public value and co-production model. Critically drawing on the most effective lever for each area.
This isn’t new stuff as such in the UK but certainly something not on the agenda here as yet.
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