S.S.R.G. Improving Outcomes: The Results–Based Accountability Approach 8 th October 2007...
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Transcript of S.S.R.G. Improving Outcomes: The Results–Based Accountability Approach 8 th October 2007...
S.S.R.G.Improving Outcomes:
The Results–Based Accountability Approach8th October 2007
Developing Outcome Focused Performance Frameworks In Scotland
Dr Mark McAteer
Head of Governance & Performance Management
The Context For Outcomes & Performance Management
SR2007
Public Sector Reform - commitment restated
Efficient Government
Shared Services
Post Crerar
The Local Authority Performance Framework
Project Board
Scottish Government/ COSLA/ I.S. / Audit Scotland/ CIPFA
Remit - to develop & oversee the implementation of a new outcome focused performance framework for local authorities based on the performance requirements of key stakeholders
Learning &
Improvement
What do we want to do? (How we define success in terms of Outcomes/ Aims/ Objectives)
How will we do it?
How have we performed?
What do we need to do next?
Plan
Do
Review & Report
Revise
What Is Performance Management
Purposes of A New P. M. Framework - National level
Support development of a set of high level outcome focused national measures that reflect national priorities - the key mechanism for reporting by Government (Scotland Performs)
Streamlining of reporting requirements to government
Support simplification of funding streams
Replacement of S.P.I.’s & other methods of national performance reporting
Purposes of A New P. M. Framework – Local level
Promote high standards of PM at local level that reflect priorities of councils & their partners
Measures related to service standards – to support local service planning, management & governance
Greater local responsibility in driving improvements in outcomes
More responsive & accountable relationship with citizens
Greater complimentarity between local PM & external scrutiny
Possible Framework For Outcome Agreements
Scottish
Government
Outcomes
&
Priorities
NATIONAL
MEASURES
SUPPOR TING
LOCAL
MEASURES
Single
Outcome
Agreements
The Challenge of Accounting For Outcomes Outcomes are complex & can be difficult to control; multi causal
factors; take time to improve - break down into linked stages (‘results chain’)
Most outcomes require delivery by multiple organisations – securing ‘world class’ service delivery
Most outcomes require patterns of behaviour in the community/ by individuals
A different way of thinking & working - influence with limited direct control
Activities OutputsImmediate Outcomes
IntermediateOutcomes
Ultimate Outcomes
What Gov.
& Loc GovProgrammes
do
The Services Delivered
By a Programme
The 1st Level
Effects of Outputs
Benefits Resulting
From Outputs
Long Term Consequences
An Outcome Focused Results Chain
The Way Forward
Clear outcomes across Scotland
But
Locally sensitive & improvement targets locally determined
Some Examples : Health
SMR 1996 2005
SCOTLAND
Glasgow
West Dunbartonshire
West Lothian
Highlands
Inverclyde
100
120
113
108
94
119
100
124
118
110
89
113
BUT Scottish measure masks significant variations & local challenges
Some Examples : Education
S 4 Attainment by SIMD Average2003
Tariff2006
Glasgow: All Lowest 15% Other 85 %
Highlands: All Lowest 15% Other 85 %
Inverclyde All Lowest 15% Other 85 %
West Dunbartonshire All Lowest 15% Other 85 %
West Lothian All Lowest 15% Other 85 %
140121165
179141181
171140192
157129170
170137172
147127171
181114184
171135193
169142181
183134186
The Way Forward
Availability of robust local data sets – current limits of national samples when disaggregated
Improved local accounting for improvements in performance – e.g. PSIF
Supporting role for audit & inspection
Balancing ‘national’ & ‘local’
Where Are We Now…
4 pilots to all 32 councils with initial agreements by April 08
I.S. work programme
- Mapping existing work (outcomes are nothing new)
- Making national data more accessible/ locally sensitive (in partnership with analytical services)
- Profiling local areas, 10 yrs of data, help baseline local challenges
- Improving how we assess outcomes & identifying any gaps
- Assessing the way we can improve use of P.M.
The start of a process not the end
The Collective Challenges Developing supportive cultures – nationally & locally
(trust/ variation/ mutual accountability )
Developing realistic outcomes, improvement targets & supporting measures
Developing appropriate capacity, systems & architecture - bottom up engagement is critical
Giving it time to mature