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UK Government experience in Performance Framework Reform Max Everest-Phillips, Director

UK Government experience in Performance Framework Reform Max Everest-Phillips, Director UNDP Global Centre for Public Service Excellence International Symposium on Excellence in Public Service/Public Administration, New Delhi, 7 -9 October 2014.

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UK Government experience in Performance Framework Reform Max Everest-Phillips, Director

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  1. UK Government experience in Performance Framework Reform Max Everest-Phillips, Director UNDP Global Centre for Public Service Excellence International Symposium on Excellence in Public Service/Public Administration, New Delhi, 7-9 October 2014

  2. Characteristics of ‘performance frameworks’ • All governments have a framework • One size does not fit all • It is a journey • Each step/innovation must achieve something • All improvement means change • Frontline services are delivered at the frontline • Outcomes that matter often cross departmental barriers • Outcomes are co-produced • Data can drive improvement but only if it leads to action • All change needs managing • (Ray Shostak, Dec 2013)

  3. An example of a ‘performance framework’ • Openness and transparency • Accountability and responsibility • Objectivity • Independent assessment • Dynamic site: real data, real time • Accessibility 24/7 • Simplicity and clarity • Credibility to Parliament and the wider public • Shared responsibility for outcomes-based performance (with our partners) • Sharpening focus - driving improvement • (From ‘Scotland Performs’ – 10 guiding principles)

  4. Driving performance: Ministries or the centre of Government? DELIVERY PARTNERS Local Authorities Executive Agencies CENTRAL GOVERNMENT Home Office Department of Education Department of Health Downing Street, Cabinet Office and HM Treasury (including PMDU/IU) Department for Transport Ministry of Defence NHS Trusts Police Forces & other departments The Third Sector

  5. A framework for managing outcomes: Government Strategy Goals/Ambitions For parliamentary period ACCOUNTABILITY with consequences BUDGETING FOR RESULTS (multiple years) MONITORING, CAPACITY BUILDING and INTERVENTION To Parliament • CULTURE • Outcomes focus • Data rich • Can do • Real time monitoring • Reform • SKILLS • Problem solving • Cost benefit analysis • Engagement • Evaluation • ACTION • When off track To President/Prime Minister Non Government Government Programme budgets against results Unit costing Monitoring Efficiency Joint procurement ……. By Institution By Individual Aligned as Government Plan Delivery Partners Programmes, Objectives, Milestones, Deliverables Institutions and Individuals By Institution By Individual Outcomes for and with citizens

  6. Performance Policy Role of the Prime Minister’s Delivery Unit (PMDU): Unblocking Delivery Obstacles Reporting: Prime Minister Secretaries of State Senior officials Capacity Building & Cross Govt Learning on Delivery Performance Monitoring

  7. Monitoring UK Public Service Agreements (PSAs) 1998 to 2007: • A single system for public accountability and internal ‘policy’ performance management • Delivery Agreement based on budget and outcomes • Clear accountability architecture (official/ministerial) • Range of national indicators that interfaced with local providers – including targets (i.e. what success looks like) • A focus on cross cutting public service outcomes • Constant monitoring of progress • Programmes to develop capability • Increase in frontline staff and citizen engagement • PMDU support to Departments to analyze and unblock obstacles • Alignment with the sub-national framework • Unblocking obstacles when performance off-track

  8. A change of approach – 2010 onwards: From ‘BIG GOVERNMENT’To ‘BIG SOCIETY’ Citizens Civil society State DECENTRALIZATION Citizens Civil society State • Choice and competition increased • Payment by results introduced • Democratic accountability enhanced

  9. Reflections on the future: • We have a much better understanding of ‘what works’ in this space • Numerous countries trying similar approaches • But the DNA is hard to change • Approaches are not finding it easy to hop between countries • Need to find solutions that alter the way Government thinks • Political leadership is key • Incentives and culture probably more important

  10. Our approach at GCPSE: • Excellence in public service means delivering effective, efficient and equitable basic services • We believe, that achieving excellence requires: • Effective political economy dynamics • A strong sense of purpose • A clear vision, and • A pragmatic flexibility • These form the basis of four core themes that anchor GCPSE’s agenda: • Cooperation between political and administrative leadership • Motivation of public service officials • Capacity for long-term Planning, Foresight and Complexity • Innovation

  11. Our approach: A cohesive theory of change

  12. Thank you

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