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Six Lessons for Turning Monitoring and Evaluation into Delivery

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Presentation on theme: "Six Lessons for Turning Monitoring and Evaluation into Delivery"— Presentation transcript:

1 Six Lessons for Turning Monitoring and Evaluation into Delivery
Lima July 2012 Ray Shostak, CBE

2 Remember who makes a difference to the quality of services………..

3 Setting and Meeting Expectations
Engage Empower Co-Design Co-Produce Results

4 Government Ambition to Delivery
Government Priorities CITIZENS

5 Outcomes Driven Performance
ACCOUNTABILITY with consequences To President/Prime Minister To Parliament By Institution By Individual Government Strategy Goals/Ambitions For parliamentary period Set Whole of Government PRIORITIES (for Years1/2/3) Policy, Objectives and Targets by and across Ministry Government Non Government Delivery Partners Programmes, Objectives, Milestones, Deliverables Institutions and Individuals Aligned as Government Plan BUDGETING FOR RESULTS (multiple years) Programme budgets against results Unit costing Monitoring Efficiency Joint procurement ……. MONITORING, CAPACITY BUILDING and INTERVENTION CULTURE Outcomes focus Data rich Can do Real time monitoring Reform SKILLS Problem solving Cost benefit analysis Engagement Evaluation ACTION When off track Outcomes for and with citizens

6 Lesson 1: Start from Citizens

7

8

9 Detailed Journey Maps

10

11 Lesson 2: Make sure Priorities are Priorities
PSAs have moved away from micromanaging inputs and prescribing processes to a focus on the outcomes which matter to citizens and business, enabling greater flexibility and innovation in frontline delivery. National, outcome-focussed indicators underpin all PSAs, but target levels only attached where that will effectively drive improvement. Plans for delivery and accountability published on CSR day, with a Delivery Agreement for each PSA developed in consultation with the delivery chain & frontline. Will discuss this in more detail in later panel sessions Accountability within Whitehall strengthened with new Cabinet Committees driving performance on PSAs and work to PSAs built into the performance management framework for the SCS. A fundamental shift to embed genuine user engagement in design, delivery and governance across key public services. A firm central focus on reduced bureaucracy and unnecessary data burdens, with a new commitment to reduce by 30 per cent by 2010 the total amount of data that central departments and agencies request from the frontline. Has been a cultural change since CSR 1998

12 USA Performance.gov Taxonomy
Agency Theme Legend Submitted by agencies – Phase I Agency-Defined Groupings Budget Functions Planned for Phase II Priority Goal Sub-Goal (tag-only) Performance Data Action Plan Other Information Contributing Programs Measures Milestones Other Agency Measures Other Agency Programs Explanatory Narratives Explanatory Narratives Indicators Explanatory Narratives Financial Resources Data.gov or agency site USASpending Granular Data Budgetary Resources MAX

13 Numbers of departments contributing to the PSAs
Fairness and Opportunity for All Halve the number of children in poverty by , on the way to eradicating child poverty by 2020 Raise the educational achievement of all children and young people Narrow the gap in educational achievement between children from low income and disadvantaged backgrounds and their peers Increase the number of children and young people on the path to success Address the disadvantage that individuals experience because of their gender, race, disability, age, sexual orientation, religion or belief Increase the proportion of socially excluded adults in settled accommodation and employment, education or training A better quality of life Improve the health and wellbeing of children and young people Improve children and young people’s safety Tackle poverty and promote greater independence and wellbeing in later life Promote better health and well-being for all Ensure better care for all Deliver a successful Olympic Games and Paralympic Games with a sustainable legacy and get more children and young people taking part in high quality PE and sport Stronger communities Build more cohesive, empowered and active communities Make communities safer Deliver a more effective, transparent and responsive Criminal Justice System for victims and the public Reduce the harm caused by alcohol and drugs Reduce the risk to the UK and its interests overseas from international terrorism A more secure, fair and environmentally sustainable world Lead the global effort to avoid dangerous climate change Secure a healthy natural environment for today and the future Reduce poverty in poorer countries through quicker progress towards the Millennium Development Goals Reduce the impact of conflict through enhanced UK and international efforts 6 2 10 4 8 3 1 7 5 15 9 Help people and businesses come through the downturn sooner and stronger, supporting long-term economic growth and prosperity Deliver commitments by the National Economic Council to help people and businesses come through the downturn sooner and stronger, including packages on repossessions, apprenticeships, business access to finance and help for the unemployed. Raise the productivity of the UK economy Improve the skills of the population, on the way to ensuring a world-class skills base by 2020 Ensure controlled, fair migration that protects the public and contributes to economic growth Promote world class science and innovation in the UK Deliver reliable and efficient transport networks that support economic growth Deliver the conditions for business success in the UK Improve the economic performance of all English regions and reduce the gap in economic growth rates between regions Maximise employment opportunity for all Improve long term housing supply and affordability      Numbers of departments contributing to the PSAs

14 Lesson 3: Get Policy Right First Time – Components of Open Policy Making

15 How……. “Crowdsourcing” questions to shape the definition of the problem, not just consulting on solutions. Using ‘Policy Labs’ which draw in expertise Involving delivery experts early Creating cross-departmental teams Using web based tools to widen the policy debate Making more source data avialable

16 Lesson 4: Understand the system

17 Moving from a ‘delivery chain’…
Ministry Regional Government Local Government Service provider Citizen

18 … to a ‘delivery system’
…………’Delivery Systems’ … to a ‘delivery system’ EDUCATION HEALTH SPORT Youth Sport Trust Government Office Health Authority School Sport Partnerships Local Authority Primary Care Trust School Hospital Family Citizen

19 Delivery System for PSA 18 – Better Health For All – DH strand
Legislation (incs EU legislation); health prevention & promotion advertising Public Health Observatories provides support Patients, People who need and use social care, Citizens, Socially Excluded / Disadvantaged Groups, Carers…. Workforce advertising, influencing recruitment & retention; NSFs Competition, pricing, vfm Funding, LDPs Primary Care Trusts (inc PBC) DH Performance Management Strategic Health Authorities Influence Performance Management of delivery agreements Acute / MH Trusts and FTs Equitable outcomes LAAs, LSPs JSNA Choice & Voice influencing provision and commissioning e.g. LINks GPs & Practices Specialist Units / Trusts joint commissioning National Regional Agencies Delivery Agencies Delivery mechanisms Local Community Key : = Department / Agency = national levers and covers HCC, CSCI, NICE, Audit Commission and wider agencies e.g. CQC etc including ‘clinicians’ e.g. GMC, NMC, HPC, etc = Working jointly and in partnership = joint local working relationship Footnote 1, 07/8 programme to co-locate public health and social care presence in the regions. Footnote 2, consider in light of wider regulatory review.

20 Delivery System for PSA 18 – Better Health For All – DH/CLG strand
Legislation (incs EU legislation); health prevention & promotion advertising Public Health Observatories provides support Patients, People who need and use social care, Citizens, Socially Excluded / Disadvantaged Groups, Carers…. Workforce advertising, influencing recruitment & retention; NSFs Competition, pricing, vfm Funding, LDPs Primary Care Trusts (inc PBC) DH Performance Management Strategic Health Authorities Influence Performance Management of delivery agreements Acute / MH Trusts and FTs DCLG Equitable outcomes LAAs, LSPs JSNA Choice & Voice influencing provision and commissioning e.g. LINks GPs & Practices Government Offices (incs PH1) Local Authorities inc OSCs Specialist Units / Trusts Performance Management, funding Commissioning incs joint commissioning environment, housing, roads, schools, benefits, etc LA Teams and Specialist LA Units Social Care providers Independent providers e.g. ISTCs Voluntary providers Regulators & Inspectorates2 Inspect, Reviews & Reports National Regional Agencies Delivery Agencies Delivery mechanisms Local Community Key : = Department / Agency = national levers and covers HCC, CSCI, NICE, Audit Commission and wider agencies e.g. CQC etc including ‘clinicians’ e.g. GMC, NMC, HPC, etc = Working jointly and in partnership = joint local working relationship Footnote 1, 07/8 programme to co-locate public health and social care presence in the regions. Footnote 2, consider in light of wider regulatory review.

21 Delivery System for PSA 18 – Better Health For All – Complete system
Legislation (incs EU legislation); health prevention & promotion advertising Public Health Observatories provides support Patients, People who need and use social care, Citizens, Socially Excluded / Disadvantaged Groups, Carers, etc Workforce advertising, influencing recruitment & retention; NSFs Competition, pricing, vfm Funding, LDPs Primary Care Trusts (inc PBC) DH Performance Management Strategic Health Authorities Influence Performance Management of delivery agreements Acute / MH Trusts and FTs DCLG Equitable outcomes LAAs, LSPs JSNA DCSF Choice & Voice influencing provision and commissioning e.g. LINks GPs & Practices DWP Government Offices (incs PH1) Local Authorities inc OSCs Specialist Units / Trusts Cross-government working Performance Management, funding HO Commissioning incs joint commissioning environment, housing, roads, schools, benefits, etc LA Teams and Specialist LA Units DCMS influence influence Defra OGD influence RDAs, Regional Assemblies, etc Social Care providers DIUS regeneration Independent providers e.g. ISTCs Business community DfT OGD influence Voluntary providers Regulators & Inspectorates2 Inspect, Reviews & Reports National Regional Agencies Delivery Agencies Delivery mechanisms Local Community Key : = Department / Agency = national levers and covers HCC, CSCI, NICE, Audit Commission and wider agencies e.g. CQC etc including ‘clinicians’ e.g. GMC, NMC, HPC, etc = Working jointly and in partnership = joint local working relationship Footnote 1, 07/8 programme to co-locate public health and social care presence in the regions. Footnote 2, consider in light of wider regulatory review.

22 Lesson 5: Let Data Drive Delivery and Cost

23 One Version of the Truth

24 Know the Impact of Policy on Practice
Monitor the Impact Know the Impact of Policy on Practice 24

25 Strategic Reviews Key Review Concepts Appropriateness Effectiveness
Efficiency Integration Performance Assessment Strategic Policy Alignment Efficiency Effectiveness Policy Alignment

26 Sub-Sub Activity Level**
The Program Activity Architecture Policy requirements for Strategic Outcomes incl: Performance Measures Strategic Outcome* Accountability levels to Parliament (Estimates & Public Accounts) *require TB approval, incl. major & minor changes Policy requirements for each program activity element include: Program title & description Expected results Performance measures Planned & actual spending Target & actual results Governance Program Activities* Departmental PAA: reflect the inventory of all the programs of a department depicted in their logical relationship to each other and to the SO(s) to which they contribute **require TBS approval Sub-Activity Level** Sub-Sub Activity Level** Lowest Level programs

27 Monitor the Impact Lesson 6: Support to deliver improved, more efficient and effective services for citizens 27

28 Unblocking Delivery Obstacles Performance Monitoring
A Delivery Unit Unblocking Delivery Obstacles (ie. progress reviews, problem solving, follow-up work with and brokering between departments) Performance Policy (ie. Performance Framework, Excellence, cross departmental working) Performance Monitoring (ie. Data tracking and reporting) Capacity Building & Cross Govt Learning on Delivery (ie. knowledge mgmt, deptl delivery units, networks & training) Reporting Prime Minister Secretary of State Senior Officials

29 Some final observations
Outcomes Matter The skills and dynamics of delivery can be analysed and understood The basics of good delivery are key Consistency and alignment enhances outcomes Systematic intervention can improve systems and outcomes Collaboration pays dividends at all levels Citizens can co-produce services

30 Continuing the dialogue…..
Ray Shostak, CBE


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