HIPM Review: Principles and Tools

1. HIPM Review: Principles and �Tools� Neil Craig Policy Evaluation and Appraisal NHS Health Scotland HIPM Engagement Event, 8-9 October 2008 Introduction to tools Discussion points at end, but stop me if you want clarification of anything along the way.Introduction to tools Discussion points at end, but stop me if you want clarification of anything along the way.

2. Aims of NPF Develop outcome-focused performance reporting Encourage partnership working Align performance management Streamline external scrutiny Don�t want to dwell on detail on NPF but worth bearing aims in mind because they are useful for judging whether proposals re developments in performance reporting are likely to achieve what NPF is meant to achieve. Don�t want to dwell on detail on NPF but worth bearing aims in mind because they are useful for judging whether proposals re developments in performance reporting are likely to achieve what NPF is meant to achieve.

3. HIPM Review Aims to develop a performance framework for cross-sector, partnership based health improvement to develop ways of identifying the contributions of different sectors to high level national outcomes to identify priority outcomes that can be shared across the whole system to align high-level national outcomes and indicators for public reporting with short-term outcomes of service delivery The HIPM review is part of the wider Scottish Government move towards outcome-focused accountability systems for public sector performance. Overseen by Steering Group, chaired by Kay Barton at SG and with members drawn from SG, national organisations, and local bodies such as HBs and Las. The group was tasked with developing cross-sector HIPM framework which provides a basis for identifying how initiatives/programmes/services/organisations/partnerships/government etc are contributing to achieving high level outcomes Can be applied to priority outcomes for HI that can be shared across the whole system � Helps to align high level SG outcomes for public reporting with outcomes for service delivery � perhaps come back to some of the issues this raises in the dicusssion The HIPM review is part of the wider Scottish Government move towards outcome-focused accountability systems for public sector performance. Overseen by Steering Group, chaired by Kay Barton at SG and with members drawn from SG, national organisations, and local bodies such as HBs and Las. The group was tasked with developing cross-sector HIPM framework which provides a basis for identifying how initiatives/programmes/services/organisations/partnerships/government etc are contributing to achieving high level outcomes Can be applied to priority outcomes for HI that can be shared across the whole system � Helps to align high level SG outcomes for public reporting with outcomes for service delivery � perhaps come back to some of the issues this raises in the dicusssion

4. Key principles of HIPM framework Alignment of outcomes Accountability for outcomes Outcome-focused performance information Local flexibility Ownership and leadership Evidence-informed actions Sequencing of outcomes Key principles of HIPM framework Alignment of outcomes A set of national level outcomes for a Healthier Scotland should be shared across government, organisations and sectors, and clearly aligned with their respective roles and contributions Accountability for outcomes Performance should be assessed on the basis of the short-term outcomes of the actions/services (outputs) delivered by an organisation that are reasonably within their sphere of control Outcome-focused performance information Performance management requires the collection and analysis of good quality and frequently gathered information on the results (short-term outcomes) of actions/services (outputs) from performance measurement and evaluations Local flexibiltiy Outcomes for health improvement defined by the Scottish Government should (as far as possible) be aligned with local priorities and be capable of allowing flexibilities to tailor to local plans Ownership and leadership Performance management should be owned at senior management/leadership level in the organisations accountable for delivering health improvement outcomes Evidence-informed actions Investment, planning and performance management should be focused on those actions/services where there is strong/good enough evidence, or at least plausibility, that these will be effective in delivering priority health improvement outcomes Sequencing of outcomes The time dimension to changes in outcomes (short-term, intermediate, long-term) should be recognised in the definition of appropriate indicators and measures for planning, performance management and reporting Key principles of HIPM framework Alignment of outcomes A set of national level outcomes for a Healthier Scotland should be shared across government, organisations and sectors, and clearly aligned with their respective roles and contributions Accountability for outcomes Performance should be assessed on the basis of the short-term outcomes of the actions/services (outputs) delivered by an organisation that are reasonably within their sphere of control Outcome-focused performance information Performance management requires the collection and analysis of good quality and frequently gathered information on the results (short-term outcomes) of actions/services (outputs) from performance measurement and evaluations Local flexibiltiy Outcomes for health improvement defined by the Scottish Government should (as far as possible) be aligned with local priorities and be capable of allowing flexibilities to tailor to local plans Ownership and leadership Performance management should be owned at senior management/leadership level in the organisations accountable for delivering health improvement outcomes Evidence-informed actions Investment, planning and performance management should be focused on those actions/services where there is strong/good enough evidence, or at least plausibility, that these will be effective in delivering priority health improvement outcomes Sequencing of outcomes The time dimension to changes in outcomes (short-term, intermediate, long-term) should be recognised in the definition of appropriate indicators and measures for planning, performance management and reporting

5. HIPM Framework