IRRV Scottish Conference 2010 Years of Challenge: Securing the Future For Public Services Continuous Improvement in Difficult Times Mark McAteer Director.
Published byModified over 5 years ago
Presentation on theme: "IRRV Scottish Conference 2010 Years of Challenge: Securing the Future For Public Services Continuous Improvement in Difficult Times Mark McAteer Director."— Presentation transcript:
IRRV Scottish Conference 2010 Years of Challenge: Securing the Future For Public Services Continuous Improvement in Difficult Times Mark McAteer Director of Governance & Performance Management
The Recent Past Budget growth of 4.5% (1999 – 2008) Partnership with Government (‘Concordat’): support for national priorities in return for local empowerment Focus on results (‘outcomes’) & ‘joint working’ between LG; Police; Fire; NHS; Enterprise; Environment agencies….
June 2010 Emergency UK Budget Overall deficit reduction of £113 billion by 2014/15 : £73 billion inherited from Labour + further £40 billion 76% spending cuts: 24% tax increases Additional public service spending cuts of £15.7 billion to 2014/15 (£1.57 billion pro-rata in Scotland) over and above Labour Total public service current spending cuts £55 billion between 2011/12 - 2014/15 Capital programme declines by 60%: £49 billion (2009/10) – £21 billion (2014/15)
Reasons To Be (Barnet) Cheerful….. UK Government has prioritised NHS for real growth: the major Barnet consequential (40% of Scottish Block) Schools education will be protected: ‘Free schools’ & ‘pupil premium’ (15% of Scottish Block) Council Tax freeze down South will create a positive Barnet consequential of £63 million Social work & social care could not be substantially cut without major change in statutory duties & large ‘knock on’ effect on NHS Therefore, less than pro-rata share on UK cuts
Implications 12% real reduction assumption for next 3 years Further 4% between 2014 & 2016 then levels out Total funding gap (taking account of income, cost & demand) is massive by 2013/14 & beyond
Scottish Priorities: Potential Impact If NHS fully protected, other services would need to find between 16% & 18% cuts (real terms) between 11/12 –13/14 If schools protected within councils, other service areas would need to find 30%+ between 11/12 & 13/14 Given demographic trends, demand trends & statutory duties, social work & social care cannot be significantly cut Implies 45% plus cuts in other areas but….police, fire, fixed costs, etc
The Outcome Focus The National Performance Framework & SOA’s Quality of life; opportunities & living context Changing public service cultures - we can’t do outcomes to people - ‘co-production’ Supporting & enabling positive outcomes -v- managing negative ones
So Why Adopt An Outcome Approach ? Outcomes force issues of accountability for results Outcomes force questions about the impact of public services on life opportunities within & between communities Outcomes force questions of organisational design & the use of total public sector resources Outcomes force critical questions: - what matters most ? - what do we want our community/ communities to look like ?
Developing The Outcome Focus Overcoming past patterns of success & failure – health; education; community safety; employment …. reflect tacit dependence & frustration of co-production We need to invest in peoples ability to ‘co-produce’ This may result in redefining the boundaries of the state/ rights/ responsibilities Means different types of service design, skills & capacity
Rethinking Service Delivery Outcomes Services Resource mix Finance & social capital Commissioning Partnership
Some Examples (1) – Hospital Care Emergency admission of older people to hospital: £1.5 billion ‘Patients follow the money’ -v- ‘The money follows patients’ ‘Health’ or NHS focus: Outcomes Family & community as part of resource mix
Some Examples (2) – Leisure Services & outcomes: What? For whom? ‘Resource mix’: Capital, revenue & sustainability Subsidy -v- delivery model (Trusts) Strategic partnership; exit & targeted subsidy, etc
Common Themes What are the outcomes we are seeking & for whom? Have we designed public services to achieve these outcomes? Have we the right ‘resource mix’ to achieve these outcomes? How do we support users/ communities to ‘co-produce’?
Challenges For Revenue Services Protect the ‘frontline’ ‘back office’ pressures Improve collection rates – ‘if you can’t even get the money in….’ balanced with debt advice & support etc Getting clear on outcomes & what they mean for revenue services Business models – integration all revenue services/ external business partners/ customer ‘profiling’ & early intervention…..
Learning & Improvement What do we want to achieve? (Outcomes) How will we do it? How have we performed? What do we need to do next? Plan Do Review & Report Revise The Continuous Improvement Process
Continuous Improvement & Self Evaluation Structured approach to improvement Plan resource priorities & deployment Involve staff in the challenge Focusing improvement activities Collaboration, learning & sharing Ease the scrutiny burden
Common Challenges Securing corporate/ service buy in Leadership - sticking with it Culture Resourcing implementation Linking to scrutiny
PSIF – What is it? An innovative & bespoke improvement model for public services in Scotland – 21 councils; 7 Fire & Rescue Services; 2 Third Sector orgs; 1 NDP; 1 Leisure Trust Based on EFQM model; fully incorporates BV2 principles; Investors in People; Customer Service Excellence Standards (fully mapped against key LA inspection frameworks) A facilitated, scored self-evaluation involving a cross-representation of employees in reviewing 9 key organisational elements
How PSIF works Evidence based self-assessment framework Examines whole organisation/partnership How are we doing? How do we know? Where do we need to improve? Underpinned by robust scoring mechanism (RADAR)
PSIF Methodology Self Assessment Evidence based Facilitated challenge – plus scoring Improvement action orientation Consensus & inclusive
Driving Improvement Through Self Evaluation Clear outcomes – what/ for whom/ how/ when/ with what … Appraise delivery options - including resource mix & deployment; processes; leadership; results…. Using evidence – logic modelling/ prioritisation/ base lining/ target setting/ lean/ BPR….
Performance - getting the right evidence/ information to measure progress against outcomes (short, medium, long term) Holding to account – robust self evaluation against outcomes Changing cultures/ how we think: - customer/ citizen (outcome) focused - services/ partnerships as ‘delivery vehicles’ - matching resources to outcomes/ priorities - assessing long term not just short term performance - achieving outcomes with communities not doing to them Driving Improvement Through Self Evaluation
End Points Critical juncture: finance, demand & outcomes Achieving outcomes: with individuals, families & communities as important as public services Getting clear on design principles of services – resource mix; service delivery models Getting on the front foot : using self evaluation to drive change & improvement against cost & outcomes