Table 3: The department’s Evaluation Maturity Matrix Principle Beginning Developing Embedded Leading Integrated Awareness of the Appreciation of A culture of Evaluations benefits of the benefits of evaluative motivate evaluation is low. evaluation thinking and improvements Evaluation is seen improving. continual in program as a compliance Evaluation is improvement design and activity and threat. being viewed as is embedded policy Fear of negative core business for across the findings and the department, department, recommendations not simply with lessons Demonstrated leads to a a compliance learnt being commitment to perception activity. acted upon. continuous of A culture of Evaluation is learning and ‘mandatory optimism’ evaluative seen as an improvement regarding program thinking and integral throughout the performance. continual component of agency. Insufficient improvement is sound Department is resources introduced and performance recognised for allocated to communicated management. its evaluation evaluation across the General and activities. department. evaluation performance Evaluation and Skills in skills monitoring performance performance widespread. expertise, and measurement skills measurement Improved skills innovative and understanding and evaluation and knowledge systems and limited, despite developed in developing procedures. pockets of through targeted quality expertise. training and performance guidance measures. materials. Evaluation Unit Evaluation team members website and have high guidance order skills and materials experience developed. which The role of the are leveraged Evaluation Unit is by the widely department. communicated. Evaluation Unit Unit seen as the team members authoritative hold and are source for advice. encouraged to
Table 3: The department’s Evaluation Maturity Matrix Principle Beginning Developing Embedded Leading Integrated Awareness of the benefits of evaluation is low. Evaluation is seen as a compliance activity and threat. Fear of negative findings and recommendations leads to a perception of ‘mandatory optimism’ regarding program performance. Insufficient resources allocated to evaluation activities. Evaluation and performance measurement skills and understanding limited, despite pockets of expertise. Appreciation of the benefits of evaluation improving. Evaluation is being viewed as core business for the department, not simply a compliance activity. A culture of evaluative thinking and continual improvement is introduced and communicated across the department. Skills in performance measurement and evaluation developed through targeted training and guidance materials. Evaluation website and guidance materials developed. The role of the Evaluation Unit is widely communicated. Unit seen as the authoritative source for advice. A culture of evaluative thinking and continual improvement is embedded across the department, with lessons learnt being acted upon. Evaluation is seen as an integral component of sound performance management. General evaluation skills widespread. Improved skills and knowledge in developing quality performance measures. Evaluation Unit team members have high order skills and experience which are leveraged by the department. Evaluation Unit team members hold and are encouraged to Evaluations motivate improvements in program design and policy Demonstrated commitment to continuous learning and improvement throughout the agency. Department is recognised for its evaluation and performance monitoring expertise, and innovative systems and procedures.
department_of_industry_innovation_and_science_evaluation_strategy_2017-2021.docx