evaluation or performance development is generated by individuals. There is no encouragement or support available. need to comply and ensure that this is achieved for performance development and encourages stakeholders to participate vision for performance, results, improvement and development; demonstrates a commitment to learning and models an insatiable curiosity to improve Attitude to investigation, learning, risk taking and change Any questioning of the status quo is seen as adverse. New ideas are discouraged, and looking outward for learning is viewed with suspicion Investigation, learning and risk taking are all limited to ‘have to’s’ to be compliant with external requirements Performance development is championed by champions, but is not part of the culture of the organization. Some hesitancy with risk taking and change Performance improvement and development is seen as a challenging adventure. Information and ideas are constantly being explored and sought out SUPPLY CAPABILITIES Evaluative skills, Very little time for strategic thinking and Some time for strategic thinking and reflection but Strategic thinking and reflection is informal and Strategic thinking and reflection processes are
competencies and experience reflection, most of the work is day-to-day, responding to immediate needs; staff have no or very little evaluative experience or skills this stretches resources and takes people away from responding to immediate needs, staff are interested in evaluative thinking and practice, but skill development is often not prioritised irregular, but can be completed without taking people away from responding to immediate needs; some staff are trained in some areas of evaluative skills, particularly those focused on external reporting and compliance formalised and performed regularly without taking staff away from dealing with immediate needs; The leadership and staff of the organisation is evaluatively ‘savvy’, using evaluative data to inform learning and decisions and there are experienced staff able to undertake evaluative work and studies for the organisation STRUCTURE AND SYSTEM CAPABILITIES
Outcomes framework Any monitoring or evaluation is based on inputs and outputs Outcomes are measured for compliance purposes and are not used as a framework for performance development Outcomes are measured and are used to reflect on the performance of the service, programme or organisation Desired outcomes have been negotiated with stakeholders, are clearly stated, linked to a theory of change, and are supported by resources to facilitate their delivery. Measurement of outcomes is used to drive service development Performance indicators for individuals and programmes There are no performance indicators or goals stated or expected for people, systems or programmes Staff and service users have goals. If they are measured, then this occurs a maximum of 6 monthly Staff and service users have goals that are regularly measured. Standardised performance indicators are in development Inputs, outputs and outcomes expected by people, systems and programmes are clearly stated in a measureable way, are benchmarked and are supported by resources to facilitate their delivery
Systematised monitoring, evaluation and reporting Any monitoring, evaluation and reporting is ad hoc and goes no further than the direct manager Monitoring, evaluation and reporting are compliant with standards The performance of staff, activities, programmes, projects, systems and processes are regularly reviewed, evaluated and reported Accountability is clear and exercised throughout the organization. Each staff member, activity, programme, project, system and process is regularly reviewed, evaluated and appropriately reported to maximize learning and development Information systems Information is collected by paper and not referred to again Information is collected and extracted to be compliant with requirements Information is recorded, stored and extracted, and is used to reflect on performance of people services and programmes All key information is recorded, stored and can be extracted to inform monitoring, evaluation and reporting by stakeholders, staff and management
Organisational structures and systems Organisational structures and systems do not support or deliver monitoring, evaluation or performance development Organisational structures and systems are mostly able to support and deliver monitoring, evaluation and performance development in order that the organization is compliant with standards and contracts Organisational structures and systems support systematic, regular monitoring and evaluative activity at most levels of the organisation. They also often support shared learning and performance development in line with new evidence and knowledge Organisational structures and systems support systematic, regular monitoring and evaluative activity at all levels of the organisation. Stakeholder voices are amplified and used to orientate planning. Time, support and resource are available to support shared learning and sustain improvement. Regular forums allow for shared learning and quest for performance improvement