Performance Management

Scrutiny review - Public Accounts Committee

Launch date: 31/05/2021

Review status: Report published

What is the review about?

Digital Summary Report - Performance Management - 8 March 2022

The PAC considers that good performance management processes should be transparent and fair and ultimately lead to better decision making and improved governance. Any initiatives should also demonstrate how they provide value for money, for example by leading to better outcomes and improved services for the public.

The PAC considered that it was timely to review the performance management tools and methods that were introduced by the former CEO and his Executive Leadership Team at the start of his tenure, to gain an objective understanding of whether the initiatives have improved ways of measuring, monitoring and reporting on performance, in particular:

  1. Target Operating Models (TOMs)

    TOMs are used to provide a blueprint of a Department’s vision in a way that aligns with its operating capacities and strategic objectives. Each TOM is therefore expected to contain ways of understanding and interpreting the performance of the department in relation to its vision and align with the overarching TOM of the Government.

  2. Recommendations Tracker

    Since early 2019, the Chief Executive and senior leadership team have used a Recommendations Tracker, a compilation of recommendations by the Public Accounts Committee and the Comptroller and Auditor General (C&AG) from their reports. These recommendations are held centrally by the Executive on a spreadsheet, discussed at the senior management level and disseminated to appropriate departments, but not shared with the public.

  3. Performance Tracker 

    The Jersey Performance Framework is public-facing and has been developed to measure progress on the Government’s commitment to its strategic objectives. Within the framework are several Key Performance Indicators (KPIs) to assess, monitor and report on the performance of the Government.

The PAC also considered whether further improvements needed to be made to ensure alignment with the Government’s strategic objectives to deliver improved public services and value for money, as the new Chief Executive would be tasked with implementing these initiatives.

The review was coordinated by the Committee's Performance Management Sub-Group, which consisted of:

  • Deputy Inna Gardiner (Chair);

  • Senator Tracey Vallois;

  • Dr. Helen Miles (Lay Member);

  • Mr. Adrian Lane (Lay Member); and

  • Mr. Graeme Phipps (Lay Member).

Terms of reference

  1. ​To examine how Target Operating Models (TOMs) have been implemented throughout departments and assess their effectiveness in improving performance management.

  2. To examine how Target Operating Models (TOMs) have been implemented throughout departments and assess their effectiveness in improving performance management.

  3. To determine the progress of the implementation of the Jersey Performance Framework as a way to measure and monitor improvement to Islanders’ lives and support Common Strategic Priorities.

  4. To consider whether performance assessment, reporting and monitoring methods (such as TOMs, the Jersey Performance Framework and the Recommendations Tracker) demonstrate improvements in decision-making, good governance and value for money.

  5. To examine the effectiveness of performance management processes of senior officers within the Government of Jersey (CS grade 12 or equivalent and above), including:

    a. Reviewing how performance management is implemented, measured, and monitored;

    b. Examining the transparency and effectiveness of the States’ Employment Board’s assessment, monitoring and reporting of the Chief Executive’s performance, during the outgoing Chief Executive’s tenure and determining whether it is fit for purpose.

    c. Assessing how improvements to the performance management process will be embedded and applied to future Chief Executives; 

    d. Determining the resilience of performance management processes for the CEO, Directors General and Senior Officers, including the robustness of measures such as succession planning, long-term illness cover, deputising responsibilities, and emergency contingency planning.

  6.  To examine how improvements to the performance management process within Government of Jersey and non-Ministerial Departments will be embedded and applied to future senior employees.




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