OUR TURN

Value

Creativity

Ambition

OUR TURN

A Little History first :

• Tunnel vision

• Sub-optimisation

• Ossification

• Middle of the Road

• Gaming

• Misrepresentation

OUR TURN

But now we’ve moved on: • Lyons Review - a vision of local authorities with

greater autonomy,• CAA concentrates on wider community leadership,• CLG recognises England is an extreme case of top

down control• Strong and Prosperous Communities offers national

strategy/local delivery, • fewer PIs, • concentrate on outcomes – local evidence to show

local success • reducing the burden,

OUR TURNIDeA report Getting Better all the time

Central and local government are struggling to turn theRhetoric of reform into reality. Central Government has tolet go, Local Government has to take responsibility and move beyond compliance. An unnecessarily over muscular improvement forcefrom central govt is inhibiting local authorities’ improvement actions. How much will the reduction in reported burdens will be manifested in practice about the risk of national priorities dominating local ones andhow quickly the habit of managing from Whitehall canbe relinquished

OUR TURN

Asks local government whether we:

• have the self confidence to grasp the agenda

• are prepared to take the initiative and not wait for Whitehall to tell us what to do

• can we focus on needs and views of citizens?

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No one seems to believe the

centre is giving over control

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Characteristics of good performance management

• Causality/Applicability • Timeliness• Proportionality • Virtue/Fashion • Sustainability • Believability • Stomach• Cultural Match

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Three key characteristics to help us deliver our own destiny

The core of what I am talking about today concentrates on three themes which are not much discussed in relation to performance management – Value, Ambition and Creativity

OUR TURN

Value/Significance

value scale

customer insight

social marketing

OUR TURN

Creativity

Bureaucratic Structures and performance regimes can stifle creativity and there are few incentives for public servants to develop bold and imaginative new approaches. IDeA, Getting Better All the Time?

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Ambition • Richard Layard: Happiness: Lessons from a

New Science (2005) • Charles Leadbeater: We-Think: Mass

Innovation not Mass Production (2008)• Robert Putnam: Bowling Alone: The Collapse

and Revival of American Community (2001)• Richard Wilkinson: The Impact of Inequality:

How to make sick societies healthier (2005)

OUR TURN

JSNA and LAA JSNA and LAA are an offer from central government that those of us in public services cannot spurn. It puts the intelligence and decision making power

with us and makes the offer of performance managing ourselves

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But can we pick the ball up?• Govt office’s midwifery of LAA.• Concentration on NIS at the expense of

important things. Treasury offer of 40 NIS measures – grab for control?

• Councils used to following instructions.• Local Govt and social care used to

concentrating on the individual• ‘Political’ analyses are the domain of central

govt

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Conclusion

Identify what you value locally and live by it - as long as it does not conflict directly with national expectations and your evidence is strong how can it be questioned?

OUR TURN

Be creative

Be creative in how you measure your success and how staff are deployed to do it – spend your best effort on measuring what is important to you.

OUR TURN

Use the JSNA and LAA to hit the big targets

JSNA identifies real inequalities, LAA identifies what to do about it – so there is no need to be fobbed off with concentration on NIS measures unless you identify them as real issues and your citizens value related outcomes.