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