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
Jun 25, 2015
UK Government experience
in Performance Framework Reform
Max Everest-Phillips, DirectorUNDP Global Centre for Public Service Excellence
International Symposium on Excellence in Public Service/Public Administration,
New Delhi, 7-9 October 2014
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)
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)
DELIVERY PARTNERS
Driving performance: Ministries or the centre of Government?
CENTRAL GOVERNMENT
Local Authorities
Police Forces
Executive Agencies
NHS Trusts
The Third Sector
Downing Street, Cabinet Office and
HM Treasury (including PMDU/IU)
Department of
Health
Home Office
Ministry of
Defence
Department of Education
Department for
Transport & other departmen
ts
A framework for managing outcomes:
Outcomes for and with citizens
MONITORING, CAPACITY
BUILDING andINTERVENTION
CULTURE• Outcomes focus• Data rich• Can do• Real time
monitoring• Reform
SKILLS• Problem solving• Cost benefit
analysis• Engagement• Evaluation
ACTIONWhen off track
ACCOUNTABILITY
with consequences
To President/Prime
Minister
To Parliament
By InstitutionBy Individual
By InstitutionBy Individual
BUDGETING FOR
RESULTS(multiple years)
Programme budgets against
resultsUnit costingMonitoringEfficiency
Joint procurement
…….
Government Strategy
Goals/AmbitionsFor parliamentary
period
GovernmentNon
Government
Delivery PartnersProgrammes, Objectives, Milestones, Deliverables
Institutions and Individuals
Aligned as Government Plan
Role of the Prime Minister’s Delivery Unit (PMDU):
Unblocking Delivery
Obstacles
Performance Policy
Performance
Monitoring
Capacity Building & Cross
Govt Learning
on Delivery
Reporting:
Prime Minister
Secretaries of State
Senior officials
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
A change of approach – 2010 onwards:From ‘BIG GOVERNMENT’ To ‘BIG SOCIETY’
State
Citizens
Civil societ
yStat
e
Citizens
Civil societ
y
• Choice and competition increased• Payment by results introduced• Democratic accountability
enhanced
DECENTRALIZATION
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
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
Our approach: A cohesive theory of change
Thank you