Delivery Unit Michael Barber

8/9/2019 Delivery Unit Michael Barber

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The Story of the PrimeMinisters Delivery Unit

Santiago, ChileJuly 2010

Michael Barber


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Four themes

The challenge of delivery

The Delivery Unit at work

1

Assessing delivery

The lessons of delivery


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Across the globe the pressure on public services

to deliver is rising steadily

Productivity

Pressure forenhancedoutcomes

Pressure forenhancedcustomer service

2

public services

Pressure forefficiency

savings


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A mandate for reforman

instruction to deliver

Tony Blair, on the meaning of the

3

General Election he had just won bya landslide, 8 June 2001.


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The leaders dilemma

You have to have a long-term

strategy if you want to have a

4

s gn cant an ast ng mpact;but the long-term strategy has

to deliver short-term results

otherwise no-one believes you


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What is Deliverology?

It will enableyou to

Deliverology (n.) is a systematic process for drivingprogress and delivering results.

What are you trying to do?1

How are you planning2

5

answerrigorouslythe followingquestions:

to do it?

At any given moment, howwill you know whether you

are on track?

3

If not, what are you goingto do about it?

4


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a map of delivery

Controversywithout impact Trans-formation

Trans-formation

6

o ness oreform

Quality of execution

Status quoImproved

outcomes

uccess udelivery

Improved

outcomes


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Ambition

Believe thatambitious changeis achievable

Focus

Maintainconsistent,relentless focus

Clarity

Communicateprecisely anddirectly

Urgency

Apply gentlepressure

Irreversibility

Think about howto make changestick

The final step in building a delivery

unit is to develop a culture of deliveryA culture

of deliveryembodies . . .

7

Be theunreasonablevoice that Challenges

performance Asks tough

questions

priority targets

Demand practicalsolutions thatproduce results

Base all actionson empirical facts

Spend timeunderstand whatshappening on the

front lines

challenges butpush for fasterprogress

Emphasize themoral purpose of

aspiration

Avoidcomplacency ofearly success

Build mindsets &institutions for

enduring success

Delivery is more than a series of activities it is a fundamentally a state of mind

A culture of delivery within the delivery unit enables the culture to take root across the system


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Four themes



8

Assessing delivery



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The delivery units approach: 1

Targets, which set measurable goals

Plans, which are used to manage delivery and set out the key

milestones and trajectories

Monthly reports on key themes

9

Priority reviews, to check the reality of delivery at the frontline

Problem-solving/Corrective action, where necessary

Delivery reports, summarising the governments progress on

delivery every six months


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Key questions to answer in a delivery plan

What is the service delivery chain?

Who is accountable at the top . . . and all along the delivery

chain?

What are the key actions (milestones)?

What is the timetable?

10

Who are the key stakeholders? How will they be brought onboard?

What are the major risks? How will they be managed?

What impact will the actions have on the key outcomes(trajectories)?

What data do you need? Will it be early enough to act ifprogress is off track?


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The delivery units approach: 2

Getting the key relationships right

The Prime Minister: Whatever youre doing were focussed

on your priorities

The Chancellor of the Exchequer: Well make sure themoney you allocate delivers results

11

Cabinet Ministers: Well help you get your bureaucracy todeliver the governments priorities

Top Civil Servants: Well sustain a focus on these prioritiesand help you solve your problems

Everyone: However much we contribute you get the credit


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Blairs involvement: A decisive factor

Agreeing the Delivery Unit agenda at the outset andreviewing it annually

Chairing quarterly 1-hour meetings with each of 4 ministers

Reading 2 or 3 brief weekly notes and commenting

12

Reviewing half-yearly Delivery Reports on the wholeprogramme

Monthly one-to-one meeting with head of Delivery Unit andinvolving him in the top team

Active, visible support for the Delivery Unit and its agenda


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After successfully setting the delivery agenda andestablishing delivery discipline across Whitehall, thePMDU will now focus on accelerating and intensifying

the drive for results

The Prime Ministers delivery unit: stages of development

5 Year Parliament

Year 2Year 3

Year 4Establish-ing the The drive

The Delivery Unit set the delivery agenda in Year 1 andestablished delivery disciplines across Whitehall in Year 2.

In Year 3 it accelerated and intensified the drive for results.

13

Early progress butnot yet irreversible

ear ear ear ear ear

We are here

Increasingly difficultfor actions taken atthe centre to

influence real worldoutcomes in Years 4and 5

Pr

iority

areas

cove

re

Year 1Setting the

agenda anddevelopingtheapproach

delivery

disciplineacrossWhitehall

for results

Year 3 iscrucial for

delivery

Manage

through tosuccess

Plandelivery ofnext par-liamentstop

priorities Plan exit or

handover


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Four levels of intensity: Managing and anticipatingdelivery problems

Crisis management Substantial, regular PM timerequired

All key government players

involved

Level 4

Monthly PM attention Departmental minister

Significant problemwith political salient

Level 3

14

leadership Problem-solving teamcomplications

Official-level problem solvingto urgent time table

PMDU as partner

Significant problemwithout obvious

solution

Level 2

Timely nudge from deliveryunit

Off-trackLevel 1


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Story one

Just in time:How the Accident and

15

-


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Until 2002 A&E performance had plateaued:The PSA target was not taken seriously

A&E attenders spending no more than 4 hours in A&E, U.K.

90%

95%

100%2001/02 2002/03 2003/04 2004/05

Target first introducedin NHS Plan, Jun 2000

16Source: Department of Health

70%

75%

80%

85%

SONDJFMAMJJASONDJFMAMJJASONDJFMAMJJASONDJFM

PSA announced,Jun 01


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Ministerial focus, increased priority and sharperaccountability had a major impact


90%

95%

100%2001/02 2002/03 2003/04 2004/05

A&E included inhospital star ratings


70%

75%

80%

85%


DH taskforcebegins


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90%

95%

100%2001/02 2002/03 2003/04 2004/05

The introduction of incentives brought anotherstep change


Target revised to take account

of clinical exceptions

Incentive scheme


70%

75%

80%

85%


DH taskforcebegins

introduced


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90%

95%

100%2001/02 2002/03 2003/04 2004/05

Performance management and targeted supportdrove the system


Target revised to take account

of clinical exceptions

Incentive scheme


70%

75%

80%

85%


DH taskforcebegins

introduced

Performance management

Provide tailored support for specific problems


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A&E: The messages are clear

1. Introduce a sharp accountability and the right incentives

A demanding target

Accountability for results and financial incentives focus minds

2. Engage the delivery chain

Remove the excuses

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3. Provide tailoredsupport for specificproblems

Segment the problem

Refined support provided by credible experts

4. Performance manage to the very end

Real-time data, promptly acted upon, is vital

Play to the final whistle


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Story two

The problem of Autumn:Grinding out improved

21

rail reliability


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Rail punctuality varies seasonally and reached an all-time low after the Hatfield crash in October 2000

National actual PPM (period data)

80%

85%

90%

95%

22Source: Department of Transport

Mar 97 Mar 98 Mar 99 Mar 00 Mar 01 Mar 02 Mar 03 Mar 04

Hatfield crash

PPM

55%

60%

65%

70%

75%

0%


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Rail punctuality varies seasonally and reached apost-Hatfield peak this year

National Public Performance Measure (PPM) actual data against Moving Annual Average (MAA)


National moving annual average

80%

85%

90%

95%Post Hatfield peak


PPM

55%

60%

65%

70%

75%

Mar 97 Mar 98 Mar 99 Mar 00 Mar 01 Mar 02 Mar 03 Mar 040%

Hatfield crash


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Rail punctuality varies seasonally and reached apost-Hatfield peak this year

National Public Performance Measure (PPM) actual data against Moving Annual Average (MAA)


National moving annual average

80%

85%

90%

95%Post Hatfield peak


PPM

55%

60%

65%

70%

75%

Mar 97 Mar 98 Mar 99 Mar 00 Mar 01 Mar 02 Mar 03 Mar 040%

Hatfield crash

Autumn performancealmost at pre-Hatfield levels


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Rail: The messages are clear

1. Establish a shared goal

Demanding and realistic

Align key players around the goal

2. Manage performance

Dont just connect the data, use it

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3. Its all in the detail

Whistles and watches

Joint Control Centres

4. Autumn shouldnt be a surprise

The weather is a variable

Preparation should be constant


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Four themes



26

Assessing delivery



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The assessment framework enables the likelihoodof delivery to be predicted

Department .

PSA Target

Degree of challenge

Judgement Rating Rationale summary

Likelihood

Recentperformance

Likelihood of delivery

ua y o p ann ng,

implementation andperformancemanagement

Capacity to driveprogress

Stage of delivery

of delivery

Red Highly problematic Requires urgent and decisive action

Amber/Red Problematic Requires substantial attention, some aspects need urgent action

Amber/Green Mixed Aspect(s) require substantial attention, some goodGreen Good Requires refinement and systematic implementation


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Performance of type X departments yet to reach 90%.

National aggregated position hides variation - in October 2003,

44% of type Xs are still below 90%, handful are still below80%.

Method for dealing with breaches now clear, publicconsultation completed, and final decision now made.

Evaluation of new initiative for improving processes in everyDepartment currently underway.

Performance has sustained at 90% since July but is nowstatic and increasingly off-trajectory

4 hour total time in A&E, England total

70%

75%

80%

85%

90%

95%

100%

30-M

13-A

27-A

11-M

25-M

08-J

22-J

06-J

20-J

03-A

17-A

31-A

14-S

28-S

12-O

26-O

09-N

23-N

07-D

21-D

04-J

18-J

01-F

15-F

29-F

14-M

28-M

LDP profile

2003/04 floor

4 week moving average All types

4 week moving average Type 1

It also explains these judgements and sets out agreedactions for the next 6 months

Progress against

trajectory

An analysis of

progress

28

What will success look like in 6 months?

Average performance at 95% and rising

No department below 85%, no more than 10% of departmentsbelow 90%

Incentive system operational and early results evaluated

Clear arrangements established and in place for maintainingperformance at higher level

Contingency arrangements operational for possible latebreaches

Results communicated to wider public

Action required

Urgent Communicate the 98% decision clearly to the front line

Agree performance ratings with audit body for 2003/04 and 2004/05respectively; agree any other incentives needed in the course of2004; and communicate these to the front line

Plan and start roll out of effective management intervention system

Performance manage front line departments against theirtrajectories through the taskforce, and continue reporting at unitlevel, with a focus on the tail of poor performers

PMDU/Dept will review performance and these actions at an official-level review in early January and at a PM stocktake on 15 January.We will agree further actions, including a risk analysis, at that stage

ar-03

pr-03

pr-03

ay-03

ay-03

n-03

n-03

l-03

l-03

ug-03

ug-03

ug-03

p-03

p-03

ct-03

ct-03

ov-03

ov-03

ec-03

ec-03

n-04

n-04

b-04

b-04

b-04

ar-04

ar-04

What PMDU willdo to help

The steps necessary toachieve that success

Clear measurablestatement of whatsuccess looks like byDecember 2004


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The Delivery Report: Dept A

PMDU AssessmentFinal

Summary at PSA level Copy :

Overall Judgement

ode

PSA Tar etDegree of

Quality of

planning,

implementation

Capacity to

driveStage of Likelihood of

July 2004

Rank

(out of 21

Assessment Criteria

The delivery report summarises progress in eachdepartment

Rank

(out of 21

30

and performance

managementprogress

V High - High - Medium - LowRed - Amber/Red - Amber/Green -

Green

Red - Amber/Red - Amber/Green -

Green

1-Policy development

2-Implementation

3-Embedding change

4-Irreversible progress

Red - Amber/Red - Amber/Green -

Green

VH - H - M - L R - AR - AG - G R - AR - AG - G 1 - 2 - 3 - 4 R - AR - AG - G

PSA 1 VH AG AR 3 R 20

PSA 2 H AG AR 3 R = 18

PSA 3 VH R R 2 R 21

PSA 4 VH AG AR 2 AR = 14

PSA 5 VH G AG 2 AG 5

s

20

= 18

21

= 14

5

s


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Overall

Judgement

DeptDegree of

challenge

Quality of planning,

implementation and

performance

management

Capacity to

drive progress

Stage of

Delivery

Likelihood of

Delivery

July 2004 Rank(out of

21)

Assessment Criteria

The delivery report: League table July 2004

Rank(out of

21)

31


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Progress on the prime ministers priorities can besummarised in a league table

Overall

Judgement

DeptDegree of

challenge

Quality of planning,

implementation and

performance

management

Capacity to

drive progress

Stage of

Delivery

Likelihood of

Delivery

- - - - - - - - -- - - - - - - - - - - - - - -A PSA 1 L G G 3 G = 1

B PSA 2 L G AG 2 G = 1

C PSA 3 H AG AG 3 G 3

D PSA 4 H G AG 3 AG 4

A PSA 5 VH G AG 2 AG 5

July 2004 Rank(out of

21)

Assessment Criteria

Rank(out

of 21)

= 1

= 1

3

4

5

32

C PSA 7 H AG AG 2 AG = 7

D PSA 8 H AG AG 3 AG = 7

A PSA 9 H AG AG 2 AG = 7

B PSA 10 VH AG AG 2 AG = 10

C PSA 11 VH AG AG 2 AG = 10

D PSA 12 H AR AG 3 AG 12

A PSA 13 VH AR AG 2 AR 13

B PSA 14 VH AG AR 2 AR = 14C PSA 15 VH AG AR 2 AR = 14

D PSA 16 VH AR AR 2 AR = 16

A PSA 17 VH AR AR 2 AR = 16

B PSA 18 H AG AR 3 R = 18

C PSA 19 H AG AR 2 R = 18

D PSA 20 VH AG AR 3 R 20

A PSA 21 VH R R 2 R 21

= 7

= 7

= 7

= 10

= 10

12

13

= 14= 14

= 16

= 16

= 18

= 18

20

21

A i l i di f ll f


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A simple indicator of overall performancecan be designed

December 2003, %

5347

B t D b 2003 d j l 2004 th


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Between December 2003 and july 2004 there was a15% swing from red to green

38

July 2004, %

62

A d b D b 2004 f th 21% i


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And by December 2004 a further 21% swingfrom red to green

17

December 2004, %

83

So progress across the board from 2001 2005 was


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So progress across the board from 20012005 wassignificant, but

It took a long time

It was uneven across the country

The agenda in the media shifted

36

Some targets didnt tell the whole story

The process of reform generated controversy

And genuine transformation had only just begun

Moreover the public is unimpressed by adequate


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Committing

Staying

Moreover, the public is unimpressed by adequate... they want good and aspire to great

GREATGOOD

Grumbling

ADEQUATE

Exiting

AWFUL

F th


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Four themes



38

Assessing delivery


Transformation will depend on combining


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Transformation will depend on combiningthree elements

The right mindset

Guiding coalition

Shared vision

Ambition

Clear priorities

Bold reform

Choice

Personalisation

Responsiveness to thecommunity

Effective performancemanagement

Targets

Sharp accountability

Good real-time data

Best practice transfer

Ministerial consistency

Urgency

Capacity to learn rapidly

Collaboration acrossgovernment

Vibrant supply side

Serious investment

3 year funding forfrontline

Flexible deployment of

staff

Transparency

Management againsttrajectory

Capacity to intervenewhere necessary

Incentives to reward

success

The objective of the delivery capacity review


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Drive deliveryPlan fordelivery

Understand thedelivery challenge

Develop afoundation fordelivery

The objective of the delivery capacity reviewis to assess the systems starting place

Do system leadersshare ambitiousaspirations?

Does the systemuse guiding

Does system havecapacity to collectand analyze data?

Are leadingindicators used to

Do system leadersshare anintegrated theoryof change?

Has system

Are regularroutines in place togive leaders theinformation theyneed?

1 2 3 4

40

Remember: the

focus is on thesystems capacity

to deliver theagreed uponaspiration NOTthe entire systemseffectiveness

change?

Do leaders and members of the top team model the behavioursneeded for successful delivery?

Do leaders promote constructive relationships that enable delivery? Do leaders recognize and celebrate success?

Does system know

causes ofexecutionchallenges?

trajectories to

targets? Are clear delivery

plans in place toachieve targets?

quickly when

problems areidentified?

5

Create an irreversible delivery culture

The delivery capacity review results have


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Minimize time invested indefining aspirations

Capitalize on strong dataanalysis capabilities

The delivery capacity review results haveimplications on the design and priorities of thedelivery unit

Rating Implications

Green

Results from a delivery capacity review

Establish aspiration and create

a foundation for delivery System has clear, meaningful,

shared aspirations

Understand delivery challenge

41

Focus more energy on

translating data results intospecific actions

Invest heavily in prioritizingcompeting initiatives

Consider drawing somedelivery unit staff from unitswhere mindset already exists

System has clear aspirations and rich data, but struggles to follow through and drive progress

Amber-green

Red

Amber-red

Drive delivery System generally struggles to sustain

momentum and identifies problems afterit is too late. There are a few units wheredelivery mindsets exist

actionable insights from analysis

Plan for delivery

System lacks integrated strategyto achieve aspirations;interventions change often

Delivery Unit Michael Barber

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