ࡱ> '` bDbjbjLULU ..?.?:J888889aL:b:x:x:x:BC C~~~~~~~$ho~FB"BFF~x:x:L~>IIIFvVx:x:~IF~II uD2xx:@: p ArR8)GNPv&d~$`avvBwHLxxCC|IBDdD CCC~~}I^CCCaFFFF D$$ FOLLOW THE YELLOW BRICK ROAD TO INFLUENCE Nicole Kennon Department of Primary Industries, PO Box 3100, Bendigo Delivery Centre, Victoria 3554 Email: nicole.kennon@dpi.vic.gov.au Abstract The Strategic Evaluation Team (SET), part of the Farm Services Victoria (FSV) Division of the Victorian Department of Primary Industries (DPI), has recently undertaken a journey down the yellow brick road of change. The teams original function included building evaluation capability and reactively responding to evaluation support requests. The small team attempted to service the evaluation support needs for all of DPI (approximately 2,400 staff). Upon external party review, necessary changes were suggested. At the same time FSV was undergoing a restructure, and the Victorian Auditor Generals Office released the report Performance reporting by Departments, identifying significant improvement required in outcome reporting. SET was repositioned into the new Strategy and Investment Branch, their service focus revised to primarily concentrate on FSV with reduced influence on the wider DPI groups. This repositioning recognised the need to better utilise evaluation findings informing strategy, design and delivery - a more proactive, strategic evaluation focus contrasting to past reactive approaches. An Account Management program is now used as a strategic, proactive link between SET and FSV Branches. The purpose of this paper is to share this journey. The paper details: SETs journey along the yellow brick road of change SETs strategies to influence FSV Branch evaluation, and implications for evaluation within FSV. Introduction Formed in 1997, the Victorian Department of Primary Industrys (DPI) evaluation support function originally consisted of one individual, and was set up to better understand the impact of one project. Since then staff numbers increased to 10 in 2004 then declined markedly to five by 2010. The scope of the units work changed to encompass building and maintaining the Departments internal evaluation capability. Since 1997, DPI has demonstrated a commitment to investing in evaluation capacity and capability across the organisation, resulting in significant improvements to project planning, implementation and in many cases, demonstrating return on investment. A recent review of the evaluation unit reports that DPI values evaluation and has a well earned reputation for nurturing a vibrant evaluation culture across the organisation (Shrimpton et al. 2010, p. 8-9). Three important events occurred in 2010, influencing the function of the evaluation unit: an external review of the evaluation unit the release of the Victorian Auditor Generals Office (VAGO) report Performance reporting by Departments a restructure of the FSV division of DPI. The external review, conducted by the Centre for Program Evaluation, University of Melbourne signalled a need for the unit to be more proactive and to have a strategic evaluation focus in contrast to the more reactive approach of the past (Shrimpton et al. 2010). The VAGO report, Performance reporting by Departments, identified a need for all Government agencies to significantly improve their outcome reporting and to make this more publically accessible (Victorian Auditor Generals Office 2010). Previously DPI had focused its annual reporting on financial and operational results as required by Treasurys Financial Reporting Direction FRD 22B. Prior to this time, although project evaluations addressed achievement of outcomes, there was not a strong driver to report on outcomes publically at the organisation level. The FSV restructure provided the opportunity for changes to be made to the evaluation unit to meet FSVs new evaluation challenges. These changes include name, placement within FSV, the focus of function the unit provides and the service available to the Service Delivery Branches of FSV. Importantly the restructure also brought together Service Delivery Programs according to the Sector/Branch they were delivering to (i.e. Meat and Wool, Dairy, Grains, Horticulture, and Community and Natural Resource Services) (see Figure 1). Figure 1. FSV Organisational Structure and Service Delivery Model  SHAPE \* MERGEFORMAT  This paper outlines the change in focus of the evaluation unit within the FSV Division. It also provides an overview of some strengths and opportunities for improving the way the unit is influencing evaluation in the new Service Delivery Branches that were created as a result of the FSV restructure. Strategic Evaluation Teams new strategy Prior to the restructure the evaluation unit consisted of five evaluation specialists servicing the needs of the entire DPI (all 2,400 of them!). The team primarily focused on: the provision of training, mentoring, technical assistance and written materials (e.g. evaluation guides and templates) planning and undertaking internal evaluations, and facilitating communities of practice within DPI and across the Victorian Public Sector. Due to the three events in 2010, the unit refocused the efforts of their function back onto FSV, their primary funder, and away from the remainder of DPI where their evaluation efforts had previously been dispersed. It was also decided that the evaluation function should be of a more strategic nature rather than reactive, responding to requests for assistance, as it had previously been, bringing about the newly named Strategic Evaluation Team or SET. The positioning of SET in the new FSV Strategy and Investment Branch (see Figure 1) recognised the importance of the utilisation of relevant and credible evaluation information to drive decision making in strategy development and review, investment decisions as well as to service delivery improvement. These changes now allow SET to provide a central core of evaluation specialist expertise to lead FSV evaluation strategy and frameworks, undertake strategy level evaluations, as well as provide ongoing evaluation support and capability building for FSV Service Delivery Branches. They also provide capability building for the rest of DPI through their accredited training program, on-line resources and facilitation of an Evaluation Community of Practice. In recognition of the fact that program/project level evaluations are best placed as close to the business as possible, the new structure provided for a dedicated evaluation officer within each Service Delivery Branch. This position is responsible for coordinating and supporting project and program level evaluation activities within the Branch. In order to keep a link between the Service Delivery Branches and SET, a designated SET Account Manager was assigned to each of the Service Delivery Branches. The process works by the SET Account Manager being the first point of contact for their designated Service Delivery Branch concerning strategic evaluation enquiries. The SET Account Manager is responsible for: providing strategic evaluation advice on the Service Delivery Branchs evaluation planning and implementation activities supporting the Service Delivery Branch evaluation officers to align their evaluation activities with the new strategic frameworks liaising with Service Delivery Branch evaluation practitioners to provide or coordinate the necessary evaluation capability building support encouraging and facilitating the dissemination of Service Delivery Branch evaluation findings to inform strategy and service delivery improvement both within the Service Delivery Branches and across FSV. SET followed good change management processes by developing and implementing engagement, risk management and evaluation plans. These plans allowed SET to be prepared when potential risks materialised, gave the opportunity to anticipate and respond to the different engagement needs of each Branch evaluation officer and collect evidence on how the process can be improved into the future. Each Account Manager engages their Service Delivery Branch in their own way; however, the engagement plan ensures all Branches are provided with the same message. The plan does this by covering important reactions or attitudes SET would like the Service Delivery Branch to have; key messages for the Service Delivery Branches; what SET will do for the Service Delivery Branches and how they will do this. SET believed it was important that there was agreement of what was expected between themselves and the Service Delivery Branch evaluation officers. In response to this, a list of accountabilities and responsibilities was developed. These were negotiated with the Branch evaluation officers and agreed upon for the 2010/2011 financial year. Because it was such a new process to everyone, it was imperative that clear communication was clear and a shared understanding was reached.. Critical Success Factors In order for FSV to successfully achieve its evaluation aims and for SET to deliver on its accountabilities, it was recognised that factors outside SETs control must be addressed. The Service Delivery Branches needed to understand and embrace their role in FSVs new evaluation environment especially by each Branch dedicating their own evaluation resources and each Branch being required to implement an evaluation and performance monitoring framework, aligned with FSVs. The Successes Even though the new way of functioning has been in place for less than 12 months and has been a significant change process, there have been a number of successes already identified. One of the major successes of the SET Account Management process is that two strong evaluation advocates have been placed in the Service Delivery Branch evaluation officer positions. Through active engagement with SET, these Branch evaluation officers have developed a clear understanding of the broader FSV and DPI objectives, outcomes and key performance indicators. It is necessary for the Branches to link their Branch objectives, outcomes and indicators to those of DPI via the use of FSV strategic frameworks. An important step in this process is the development of program logics. The Grains Branch evaluation officer has organised workshops with all major project leaders within the Branch to develop program logics (until then, most projects did not have logics associated with their project planning documentation). This was prompted by SETs development of the annual FSV reporting process and the Grains Branch wanting to: have project outcomes that are clear and aligned to FSV priorities provide clarity around how activities meet those outcomes by having a universally understood and accepted documented program logic identify the evaluation requirements that provide evidence of progress towards these outcomes and collect this evidence in a timely way. modify monthly reporting processes in order to record evidence of progress towards FSV and DPI reporting requirements. It is still early stages, however some projects are starting to make changes to their data collection and reporting systems to make collection of evidence easier and better aligned to FSVs new strategic evaluation framework. For example, one program is standardising the way each project collects data to provide evidence of achievement of outcomes which can then be aggregated to tell a story about the impact of the whole program and its contribution to corporate outcomes. SET has also been responsible for bringing together all of the Service Delivery Branch evaluation officers and Account Managers for quarterly meetings. These meetings have been a great opportunity for everyone to share their evaluation knowledge, and to come to a common understanding about each others roles and responsibilities. It is also viewed as a professional development opportunity, as a forum to discuss and develop strategic evaluation issues with like minded colleagues. Development and implementation of the engagement, risk and evaluation plans have been significant tools to support and facilitate the change process and made the Account Managers task of working with the Service Delivery Branch evaluation officers much easier. Every Service Delivery Branch now has an evaluation officer. Although there is a difference in their capability and time commitment, this is a huge achievement for FSV. Another success of the change is that SET is now able to focus their time and efforts in a more efficient and strategic manner on meeting their investors priorities. Opportunities for improvement As with any change process, reflection has identified areas for improvement. The success of the Account Management model relies on the corresponding appropriate evaluation capability resource within each Service Delivery Branch. To date, this has varied significantly across the five Branches. In some cases, it is due to a lack of resources and in others a lack of evaluation capability. A third reason (fortunately a minority) is a lack of recognition of the importance of the Branch evaluation function. More work is required to influence these Branches to prioritise their resources accordingly in order to be able to manage their evaluation responsibilities. There is also a need for improved communication. This would improve project staff understand of the relative roles and responsibilities of SET and their Branch evaluation officers and where and how to access advice and support for their project evaluation activities. Conclusion If another organisation were to go through a similar functional change from servicing the evaluation needs of an entire Department to focusing strategically on one division, there is much to be learnt from FSVs experience. Change management is always going to be difficult. It is a slow process but can be made easier, especially if change management tools, such as engagement, risk and evaluation plans are used. Many factors will remain out of the change management teams hands, such as resources (financial and people) so the best will have to be done with what is available. It is necessary to be creative, think outside the square and above all, to be flexible to respond to changing circumstances and priorities. It is essential when making such large scale changes to the evaluation function of an entire division to have the most senior manager advocating for the change. This evaluation champion is critical to building a common understanding of the drivers and benefits of the changing focus of the evaluation function and the need for Branches to prioritise evaluation resourcing. Most of all, good communication, relationship building and trust will go a long way to building successes and overcoming weaknesses. References Shrimpton, B, Astbury, B and House, E 2010, Review of the Practice Change Evaluation Unit, report by the Centre for Program evaluation, University of Melbourne, Victorian Department of Primary Industries, unpublished. Victorian Auditor Generals Office, 2010, Performance reporting by Departments, Victorian Auditor Generals Office, Melbourne.      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