1. S.S.R.G. Improving Outcomes: The Results–Based Accountability Approach 8 th October 2007 Developing Outcome Focused Performance Frameworks In Scotland Dr Mark McAteer Head of Governance & Performance Management

2. The Context For Outcomes & Performance Management  SR2007  Public Sector Reform - commitment restated  Efficient Government  Shared Services  Post Crerar

3. 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

4. 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

5. 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

6. 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

7. Possible Framework For Outcome Agreements Scottish Government Outcomes & Priorities NATIONALMEASURESNATIONALMEASURES SUPPORTINGLOCALSUPPORTINGLOCAL MEASURESMEASURES Single Outcome Agreements

8. 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

9. ActivitiesOutputs Immediate Outcomes Intermediate Outcomes Ultimate Outcomes What Gov. & Loc Gov Programmes do The Services Delivered By a Programme The 1 st Level Effects of Outputs Benefits Resulting From Outputs Long Term Consequences An Outcome Focused Results Chain

10. The Way Forward  Clear outcomes across Scotland But  Locally sensitive & improvement targets locally determined

11. Some Examples : Health SMR19962005 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

12. Some Examples : Education S 4 Attainment by SIMD Average 2003 Tariff 2006 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 % 140 121 165 179 141 181 171 140 192 157 129 170 137 172 147 127 171 181 114 184 171 135 193 169 142 181 183 134 186

13. 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’

14. 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

15. 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