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Choosing the Right FABRIC:A Framework for Performance
Information in Government
ALEX HILLBetter Public Services team
2Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
What I’ll cover…• Performance in context• Characteristics of a good performance
information system• What makes a good performance
measure?• Cascading performance planning• PSAs and targets• Q & A
3Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
1. Performance in context
4Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Public Spending Framework - aim
What should a public spending framework deliver?
To improve the quality and cost-effectiveness of public services whilst
maintaining sound public finances.
5Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
The public spending framework
Move to resource based accounting and budgeting
Introduction of 3 year plansSeparate budget for capital spendingProper asset managementUnderpinned by outcome focused
performance targets
6Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Why measure performance?What gets measured gets doneIf you don’t measure results you can’t tell
success from failureIf you can’t see success you can’t reward itIf you can’t reward success you’re probably
rewarding failureIf you can’t see success you can’t learn from itIf you can’t recognise failure, you can’t correct itIf you can demonstrate results, you can win
public support ‘Reinventing Government’ – Osborne and Gaebler
7Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Why is performanceinformation important?Good performance information:• Indicates how well an organisation is
performing against aims/objectives• Helps identify which policies and
processes work – and why they work• Improves Government performance• Enhances public accountability
8Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Inputs, outputs, outcomesINPUTS:Resources that contribute to delivery such as labour
and physical assets
OUTPUTS: Final goods and services produced for delivery to the
consumer
OUTCOMES: Impact or consequences of these activities for the
community
9Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Inputs, outputs, outcomes
Economy Efficiency Effectiveness
VALUE FOR MONEY
OTHER EXTERNALINFLUENCES
RESOURCES (£) INPUTS OUTPUTS OUTCOMES
10Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Inputs, outputs, outcomesOTHER EXTERNAL
INFLUENCES
LIFESTYLE CHOICES,HOUSING, POVERTY
RESOURCES (£)
DEPT OF HEALTHSPENDING REVIEW
SETTLEMENT
INPUTS
DOCTORS/NURSES, HOSPITAL
EQUIPMENT
OUTPUTS
OPERATIONS,CONSULTATIONS(OF QUALITY)
OUTCOMES
LONGER LIFEEXPECTANCY,
BETTER HEALTH
11Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
2. Characteristics of a good performance information system
12Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
FABRIC
FocusedAppropriateBalancedRobustIntegratedCost effective
13Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
FABRIC
Focused on the organisation’s aims and objectives
Appropriate to, and useful for, stakeholders
Balanced, giving a picture of what the organisation is doing, covering all significant areas of work
14Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
FABRICRobust in order to withstand
organisational/individual changesIntegrated into the organisation; part
of business planning and management processes
Cost effective, balancing the benefits of the information against the costs
15Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
3. What makes a good performance measure?
16Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Criteria of a good performance measure
5. Timely, with data to track progress available quickly enough to use6. Reliable, accurate, responsive to change7. Comparable over time or between units8. Verifiable, with clear documentation
1. Relevant to the organisation’s aims2. Avoids perverse incentives and waste3. Attributable, and open to influence by the organisation4. Well-defined, with consistent data
17Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
SMART targets are…Specific – avoiding vague targets which might
lead to uncertaintyMeasurable – underpinned by a sensible and
reliable quantitative data sourceAchievable – whilst at the same time setting a
stretch, or step-change in performanceRelevant – to what the organisation is trying to
achieveTimed – with a clear end date, and supported
by timely data
18Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
4. Cascading performance planning
19Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Business planningAim: Translate high-level objectives into
management action and linked performance measures
So:- should take place throughout the
organisation- should inform management decisions
20Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
INDIVIDUAL STAFF PERFORMANCE AND ACCOUNTABILITY PLANSStaff performance development and performance appraisal
BUSINESS GROUP PLANSEg Internal plans (including delivery plans)
and performance measures/standards
ORGANISATIONAL STRATEGYEg Business plans for government departments and agencies
MORE DETAILED AIMS & OBJECTIVESEg Best Value Performance Plans,
Agency targets
Cascading planning in the public sector
STRATEGIC PRIORITIESEg PSAs, Local PSAs
21Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
5. PSAs and targets
22Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Why set targets?• a clear statement of what government
is trying to achieve• a clear sense of direction• a focus on delivering results• a basis for monitoring what is and isn’t
working• better public accountability
23Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Choose the right targets
Not too many…SMARTReal measures of success…Which are owned by deliverers
24Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
What is a PSA?Public Service Agreements:• “explain what departments plan to deliver in
return for…significant extra investment”• “[set out] demanding national targets”• “[reflect] the Government’s key priorities and
[focus] on the outcomes that matter most to the public”
• “represent an agreement between the Government and the public”
25Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Structure of PSAsAIM: A high level statement of the role of the
departmentOBJECTIVES: in broad terms, what the department
is looking to achievePERFORMANCE TARGETS: under most
objectives, outcome focused targetsVALUE FOR MONEY: each department is required
to have a target for improving the efficiency or value for money of a key element of its work
A statement of WHO IS RESPONSIBLE for the delivery of these targets.
26Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Public Service Agreement targets
Examples• DH: reduction in death rate from heart
disease among under 75s by 40% by 2010• CJS: cut domestic burglary by 25% on 1998-
99 levels by 2005• MOD: By 2006, ensure that a minimum of
90% of high readiness forces are at their required states with no critical weaknesses
27Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
2002 Spending Review•Total Managed Expenditure £517billion in 2005/06•Around 40% of GDP•130 targets in PSAs•Average of less than 7 per department•Mostly about outcomes
28Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Going forward for SR2004
• Key focus on continuity to ensure delivery of existing objectives
• Increased focus on devolved decision making• No significant changes to the framework,
exceptLower level targets/processes abolished to enhance focus on key PSA outcomes
• Continued focus on measurement issues
29Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
Public Service Performance -Principles
1. Clear long-term strategic goals2. Independent audit and inspection3. Maximum local flexibility and
discretion to innovate4. Transparency about what is being
achieved
ANY QUESTIONS
?ALEX HILL
Better Public Services team
31Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
OTHER USEFULLINKS AND DOCUMENTS
PSA PERFORMANCE WEBSITE:http://www.hm-treasury.gov.uk/performance/
KEY PERFORMANCE DOCUMENTS:http://www.hm-treasury.gov.uk/performancedocs
RECONCILIATION OF TARGETS FROM SR00 to SR02
http://www.hm-treasury.gov.uk/Spending_Review/spend_sr02/psa/spend_sr02psatargets.cfm
32Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
www.hm-treasury.gov.uk/fabric
33Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
OGC successful delivery toolkit and pocketbook
www.ogc.gov.uk/sdtoolkit/ andwww.ogc.gov.uk/sdtoolkit/keyissues/delivery/pocketbook
.html
34Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
www.ogc.gov.uk/sdtoolkit/keyissues/getting/index.htm
35Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
www.hm-treasury.gov.uk/agencytargets
36Government Balanced Scorecard Practitioners ForumPresentation by Alex Hill, HM Treasury
www.cabinet-office.gov.uk/civilservice/publications/Yds.pdf
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