MarketWorks working for you in your market

MarketWorks has the view that an important issue in addressing service improvement is to adopt an approach to action learning that is practical and sustainable. Our emphasis is on moving from the visioning, information gathering and analysis phases to decision-making and action / implementation as quickly as possible and to establish a solid foundation for performance monitoring and improvement over an extended period.

One of the biggest dilemmas in all performance management systems is whether it can be justified to spend huge amounts of time, money and other valuable resources on measuring performance, or whether those resources could be better spent on actually performing/supporting productive tasks. In the United States, for example, the National Centre for State Courts and the Bureau for Justice Assistance took 8 years and millions of dollars of tax payers’ money to develop the Trial Court Performance Standards and Measurement System. Administering such a system on an ongoing basis inevitably adds an additional burden on already scarce resources.
 
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In addition, most problems can be eliminated, or at least greatly reduced if enough money is spent on them. Many magistrates’ courts, for example are in all likelihood already stretched to the limit and could not realistically absorb additional processes to monitor performance or to provide additional services as matters stand. Should adequate additional resources be provided, the courts would probably be happy to comply.
 
At the other end of the spectrum, one has to accept that performance is unlikely to improve without some intervention and that measurement of performance is an essential element of a focused and directed intervention to improve performance.
 
In our opinion the most effective solution will find a balance between cost to design and implement, cost to run, time to implement and long-term effectiveness in driving out the desired changes.
 

Figure 2: Success Test Model
It is obvious from the body of information that has already been produced by the Department that there is clarity about what needs to be done. The main focus of this initiative is to establish clarity on how it should be done.
 
An essential element of our proposal is that we have taken the view that long-term success depends on not simply providing the short-term results, but rather on providing the tools and processes for continuity, sustainability and continuous improvement. Our proposal is about using the initial wave of measurement, standards-setting and improvement to build the expertise within the DoJ&CD to take possession of the performance measurement and service improvement programme and drive a culture of continuous service improvement, thereby setting a standard for the rest of the Public Service to aspire to. A superficial short-term focused study is unlikely to achieve this.
 
The MarketWorks lifecycle approach to problem solving is a simple roadmap to turn ideas and objectives into outcomes. The focus is on turning vision into outcomes through effective decision-making and action. Positive change is very unlikely without positive action. While we hesitate to regard this process as a set of laws, there are some truths embedded in the diagram below.
 

Figure 3: Lifecycle model
 
In order to produce an outcome, there has to be action. Action results from making choices. Choices can only be made if the options are clear. The options can only be clarified if the right information is available. In order to know what information is needed, there has to be some vision of what the desired outcome looks like. This is not to say that every decision has to be addressed in some linear fashion, or nothing can be done until... In reality there is a mix of possibilities each with there own possible outcome with variations in a matrix:

 In the absence of control, we are forced to consider two questions:

• What do you and do you not control?
• What is certain and uncertain about the future?

Right so with the matrix in mind lets step through the information lifecycle with a local courts example.

1.1. Intent / Vision
 
It is clear from the background documents supplied by the Department that a considerable amount of work and thought has gone into defining the intentions, objectives and vision. Between the Batho Pele programme, Government Notice 1459/97, the WPTPS, the Customer Service Charter for Court Users, the Service Charter for Victims of Crime and DoJ&CD’s Service Delivery Improvement Plan, the vision and objectives are clear. This is an important starting point. To turn this vision into reality without simply throwing money at it, is the next challenge.
 
1.2. Information
 
While there is quite a volume of information available on the dimensions of this programme, such as the number of courts and offices and their locations, we feel that there is a need for further information gathering.
 
1.3. Analysis
 
Analysis can easily turn into a pointless time-consuming exercise if it is not specifically directed. Our view is that analysis is simply about arranging information in such a way that the options for decision-making become clear. In other words, when the analysis process strays onto areas that are not related to the vision and the decisions that need to be taken to make the vision reality, it is basically unproductive, regardless of how intellectually fascinating it may be.
 
1.4. Decision
 
Theoretically decision-making is an extremely simple and easy process. If one knows what the criteria for prioritising are, what the options are, and what the implications of the options are, the decision becomes obvious. In reality the options and criteria are not always that clear, but with properly focused analysis, this task is greatly simplified. The willingness to take responsibility is, of course part of the process and often the reason for inexplicable delays, but that is a topic more related to management and leadership principles that we will not pursue at this stage.
 
1.5. Action
 
As mentioned before, it is unlikely for things to change without some form of action. Stated differently, all the good intentions expressed in all the documents referred to earlier will change nothing without translating these intentions into action. That does not mean that any action is better than no action. Action consumes resources – it costs money and takes up time. Action consequently must be directed and taken with a sound understanding of the implications.
 
1.6. Outcome
 
Every action has an outcome. Even inaction has an outcome. Ensuring that the outcome corresponds to the original vision depends on the information that was analysed, what criteria were set for decision-making, how well the decisions were made and the quality of actions that were implemented.