Review of accountability documents
The result we are looking to achieve in this area is to reduce duplication and sharpen the focus of performance information in the current suite of accountability documents. The aim is to make these more relevant and accessible to Ministers and Members of Parliament and to drive improvements in performance in the State sector.
The output class that contributes to this result area is Policy Advice: Financial and Public Sector Management Systems.
| Key Results Wanted Over 2006/07 | Key Indicators of Success for 2006/07 | Achieved? |
|---|---|---|
| We report to EXG by 30 June identifying options for making the accountability documents more useful to Ministers and Members of Parliament. | Options are identified and canvassed with the Minister of Finance and initial consultations held with the Finance and Expenditure Committee prior to developing a report for consideration by Cabinet. |
Yes. In July, the report was completed identifying a preferred option. There has been a Cabinet Business Committee (CBC) agreement- in- principle to an option for change, subject to formal parliamentary consultation. Once the option is confirmed, it will be implemented for Budget 2008 (from 2008/09). |
Crown entities
The result we are looking to achieve in this area is a well-performing Crown entity sector, reflected in measurable improvements. These include: effective Ministerial engagement with Crown entities; responsive boards giving effect to and reflecting government policy; monitoring departments providing timely and effective advice to responsible Ministers on Crown entity performance; and central agencies supporting Ministers, monitoring departments and boards of Crown entities to attain higher levels of performance.
The output class that contributes to this result area is Policy Advice: Financial and Public Sector Management Systems.
| Key Results Wanted Over 2006/07 | Key Indicators of Success for 2006/07 | Achieved? |
|---|---|---|
| There is an integrated central agency approach to improving Crown entity performance. | A joint Crown entity work programme for central agencies is developed. | A joint work programme was presented to Ministers in December and is being actively implemented. |
| There is better support for Ministerial engagement with Crown entities. | Guidance is provided to Ministers. A template letter of expectations is provided to responsible Ministers. |
Yes, as part of ongoing activity. |
| There is enhanced monitoring of Crown entities. | An independent review of Crown entity monitoring practices is completed. Action plans are produced to increase the capability and focus of monitoring departments. |
The review has been completed and action plans agreed for departments to improve their monitoring practices. |
| Regular reporting on Crown entity performance is established. | There was an EXG agreement to a six-monthly performance report on selected Crown entities from September 2007. | |
| We scan opportunities to review operations of Crown entities to improve responsiveness and performance. | We produce a comprehensive report on key issues with Crown agents, autonomous Crown entities and independent Crown entities. | The report was completed in September, identifying key issues and risks, and the preferred approach. |
Improving systems and processes
The result we are looking to achieve in this area is a widening of the focus of Treasury performance analysis to cover all aspects of the performance cycle, including baseline as well as incremental spending.
The output class that contributes to this result area is Policy Advice: Financial and Public Sector Management Systems.
| Key Results Wanted Over 2006/07 | Key Indicators of Success for 2006/07 | Achieved? |
|---|---|---|
| To build an infrastructure of support to assist a new approach to performance analysis by Treasury analysts based on a performance cycle. |
A performance cycle is established. We focus on a small number of priority areas. |
Yes. The performance cycle is now in use. |
Budget design - implementation of a new Budget process
The overall result we are looking to achieve in this area is that Budget decisions deliver better State sector performance, are consistent with meeting the Government’s fiscal strategy and take account of short-term macroeconomic stability.
The output class that contributes to this result area is Budget Management.
| Key Results Wanted Over 2006/07 | Key Indicators of Success for 2006/07 | Achieved? |
|---|---|---|
| We implement the theme objectives and baseline analysis process to feed into Budget 2007. | There is a successful running of process in accordance with Budget strategy timelines. The theme objectives are agreed for Budget 2007 and beyond. Our baseline analysis reveals opportunities for further work to identify reprioritisation opportunities. |
Yes. The next stage is to do more detailed and focused work on the areas of possible reprioritisation or performance improvement identified in the baseline analysis, to feed into Budget 2008. |
| We develop a new mechanism that enhances the focus on performance for proposed new initiatives. | The mechanism is successfully rolled out by December 2007. There is a demonstrable improvement in the level of performance information available to help Ministers make budget decisions. |
Yes. Reviews are commissioned for possible further improvements in this process and, in particular, identifying what further improvements in performance information are possible. |
| We implement further automation of the financial recommendations process. | The new process is successfully implemented in time for the Cabinet deadline for the Budget Cabinet Paper. | Yes. A review was commissioned of further improvements that are possible in this process. |
