Presentation Sir Michael Barber - EN

Copyright © Delivery Associates Ltd 2016. All Rights Reserved.
Delivering on the promise
The proven practices that get things
done in government
February 2016
Sir Michael Barber

Prime Minister Trudeau won an
historic election victory ... that
was the second most difficult
thing in politics.

Now he has to do the most
difficult thing in politics …
transform a country.

And he made it harder still …
setting an ambitious agenda:
• growth for the middle class
• open and transparent government
• a clean environment and a strong
economy
• diversity is Canada’s strength
• security and opportunity
by

“
Justin Trudeau
4 December 2015
“I have every
confidence in this
ambitious plan to bring
real change to Canada.
We will deliver what
Canadians have
asked for.”

Margaret Thatcher
1979
“Don’t tell me
what, I know
what. Tell me
how.”

Governments often underestimate the importance of
implementation
Policy Implementation
90 10
Fails
:

Policy Implementation
10 90
Succeeds
:
Governments often underestimate the importance of
implementation

Bold reform and effective implementation need to be combined
Boldness
of reform
Quality of
execution
CONTROVERSY
WITHOUT
IMPACT
STATUS QUO
Successful
delivery
TRANS-
FORMATION
IMPROVED
OUTCOMES

Implementation is hard work and often there is a dip between
setting the goal and achieving it
Sense of
progress
Time
You are
here

“
Sir David Brailsford
Team Sky
“You don’t just
sign up for the
goal; you sign
up for the
suffering too.”

‘Deliverology’ is a system for maximising the chances of success
1. What are you trying to do? • Clear priorities
• Specific measurable goals
2. How are you trying to do it? • Clear practical plans which are regularly updated
3. How, at any given moment,
will you know whether you are
on track?
• Good, steady, close to real-time data
• Monitoring routines (such as stocktake meetings)
5. Can we help? • Constant ambition, refusal to give up
• Focus on the goals, no distractions
• Maintaining routines
• Analysis and problem-solving
• Bringing to bear lessons from elsewhere
4. If you are not on track, what
are you going to do about it?
• Agreed actions followed up and refined if necessary
• Never neglect a problem once identified

It also requires a different culture
Ambition ▪ Believe in step change
▪ Get it done as well as possible
Focus ▪ Clear sustained priorities
▪ Avoiding distractions
Clarity ▪ “Confront the brutal facts”
▪ Know what’s happening now
Urgency ▪ People are impatient
▪ “If everything seems under
control, you’re not going fast
enough”
Irreversibility ▪ Structure, culture, results
▪ Avoid celebrating success too soon

Tony Blair, on the
meaning of the General
Election he had just
won
8 June 2001
“A mandate for
reform…an
instruction to
deliver”

Since then, it has been refined and adopted with success in
many other places
Malaysia
Uganda
Western
Cape
Ontario
United
Kingdom
Punjab,
Pakistan
MA, KY and
others
Minas
Gerais
Chile
New South
Wales

The starting point is a set of clear measurable goals which
are prioritised
Example: Selected priorities of the government of New South Wales,
Australia
Creating jobs Create 150,000 jobs by 2019
Building infrastructure
Deliver key projects across the State on time
and on budget
Driving public sector
diversity
Double the number of Aboriginal people and
increase proportion of women to 50% in senior
leadership roles in the next 10 years
Faster housing
approvals
Ensure that 90% of housing development
applications are determined within 40 days

Planning for delivery of these goals is essential
1. Reform
Strategy
2. Delivery
Chains
Planning to
Deliver
3. Targets and
Trajectories

The reform strategy sets out the required steps
The target
measures
Average gross calendar days for approval of
fastest 90% of all residential categories
This target
spans
152 Local Councils across NSW
and is
expected to
impact
Approximately 68,000 residential development
applications across NSW in 2019.
The target
will be
achieved by
• Offering an online platform for applications
• Expanding and improving a faster, more
straightforward approval process.
The target is
to achieve
90% of housing approvals determined within
40 days by 2018/19
Example: Delivery plan summary in New South Wales, Australia
35
36
37
38
39
40
41
42
43
44
45
Averagegrossdays

The delivery chain shows the connections between the
centre and the frontline
Person responsible for delivering the results (Me)1
Director of the National Literacy Strategy1
Regional Directors15
Local authorities, each with someone playing my role at local level150
Literacy consultants400
Head Teachers, each with a literacy co-ordinator (so another 19,000)19,000
Teachers teaching literacy hours190,000
Children, lapping it all up3.5 million
Example: Delivery Chain for the UK National Literacy Strategy

Targets and trajectories are set for each goal
12 13 14 15 16 1711 18 19 20 21 22 23 24 25
0
60
65
70
75
80
85
90
95
Mid-term
delivery goal
Long-term
strategic goal
Historical
performance
Starting
Point

12,200 10,200
14,300
18,000
22,000 22,900
25,300
27,900
32,000 32,000
8,800
10,100
11,500
13,900 14,200
15,600
17,600
21,300 21,300
19,000
24,400
29,500
35,900
37,100
40,900
45,500
53,300 53,300
Baseline May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16
SOURCE: IRMNCH
Progress against trajectory can then be monitored monthly
Deliveries at 24/7 BHUs and RHCs
Total deliveries per month
Target
RHCs
24/7 BHUs

58
59
73
75
78
81
84
85
86
86
86
86
87
87
89
90
90
92
94
95
96
97
97
99
100
101
101
102
102
103
104
104
104
110
110
111
▪Average: 92%
2002
1778
599
1354
731
984
2648
1477
715
1933
1152
960
2561
1232
1066
1112
1408
1681
1819
1429
1143
833
1829
1588
1037
1777
767
1428
1549
1302
1738
1219
832
838
977
1778
# of deliveries at 24/7 BHUs and RHCs
November 2015
% Target metTargetDistrict
100% or greater
74% or less
90% - 99%
75% - 89%
Muzzafargarh
Okara
Chiniot
D.G Khan*
Layyah
Nankana Sb
Faisalabad*
Sheikhupura
Bhakar
Sargodha
Mianwali*
Jehlum
R. Y Khan*
Jhang
RajanPur*
Narowal
Khanewal
Bahawalpur
Gujranwala
Sialkot
M. B. Din
Hafizabad*
Bahawalnagar
Rawalpindi
Attock
Vehari*
Khushab
Chakwal*
Sahiwal*
Multan
Gujrat
T. T. Singh*
Lahore*
Lodhran*
Pakpattan*
Kasur*
* PRSP
SOURCE: IRMNCH
Bahawalpur
Rajanpur
Bahawalnagar
D.G. Khan
Rahimyar Khan
Rawalpindi
Bhakkar
Layyah
Attock
Muzaff-
argarh
Khushab
Lodhran
Vehari
Multan
Mianwali
Jehlum
Gujrat
Jhang
Chiniot
SahiwalKhanewal
TT
Singh Okara
Kasur
Narowal
Sialkot
GujranwalaHafizabad
Lahore
Pakpattan
Faisalabad
Sargodha
M.B. Din
Sheikhupura
Nankana
Sahib
Chakwal
Change from Oct
The data can also be broken down by locality or subset of
the population

Small amounts of the Prime Minister’s time used routinely make
a big difference
Less than 2 hours per week to deliver the
government’s priorities
Quarterly stocktake
Monthly note
Semi-annual report

Routine monitoring beats crisis management
JanPriority areas Feb Apr May Jun Jul Aug Sep Oct DecMar Nov
Delivery reports (all 4)
Education
Health
Crime
Transport
Illustrative structure of routines in UK

Stocktakes enable the PM and key decision makers to review
progress and make adjustments on the basis of good data
Holding
others
accountable
Being held
accountable
Lead: Appointed by
minister to hold day-to-
day responsibility for
implementing the plan
Results and
Delivery Unit
Leader: Prepare and
broker the meeting
Responsible minister:
Oversee implementation of
the plan
Typical stocktake roles
Relevant senior
political advisers:
Support the PM
Prime Minister:
Ask the tough
questions and push
for problem solving

“
Barack Obama on
Healthcare.gov
15 October 2013
“We created this
problem we didn’t
need to create. And
it’s of our own doing,
and it’s our most
important initiative.”

Every six months progress across all priorities can be compared
and ranked
Overall
Judgement
Dept
Degree of
challenge
Quality of planning,
implementation and
performance
management
Capacity to
drive progress
Stage of
Delivery
Likelihood of
Delivery
V High - High - Red - Amber/Red - Amber/Green - Red - Amber/Red - 1 Policy Red - Amber/Red -VH - H - M - L R - AR - AG - G R - AR - AG - G 1 - 2 - 3 - 4 R - AR - AG - G
A PSA 1 L G G 3 G = 1
B PSA 2 L G AG 2 G = 1
C PSA 3 H AG AG 3 G 3
D PSA 4 H G AG 3 AG 4
A PSA 5 VH G AG 2 AG 5
B PSA 6 H AG AG 3 AG 6
C PSA 7 H AG AG 2 AG = 7
D PSA 8 H AG AG 3 AG = 7
A PSA 9 H AG AG 2 AG = 7
B PSA 10 VH AG AG 2 AG = 10
C PSA 11 VH AG AG 2 AG = 10
D PSA 12 H AR AG 3 AG 12
A PSA 13 VH AR AG 2 AR 13
B PSA 14 VH AG AR 2 AR = 14
C PSA 15 VH AG AR 2 AR = 14
D PSA 16 VH AR AR 2 AR = 16
A PSA 17 VH AR AR 2 AR = 16
B PSA 18 H AG AR 3 R = 18
C PSA 19 H AG AR 2 R = 18
D PSA 20 VH AG AR 3 R 20
A PSA 21 VH R R 2 R 21
July 2004 Rank
(out of
21)
Assessment Criteria

All of this requires a small, strong delivery function at the
heart of government
CABINET
Parliamentary
Affairs
Agenda and
Results
Canada in the World
and Public Security
Diversity and
Inclusion
Inclusive Growth,
Opportunities and
Innovation
Treasury Board
EXECUTIVE
MANAGEMENT /
COORDINATING COMMITTEES
POLICY COMMITTEES
Sub-Committee on
Canada-United
States Relations
Intelligence and
Emergency
Management
Open and
Transparent
Government
Environment,
Climate Change
and Energy

Ministers can make all the difference
1. Prioritise (really prioritise)
5. Ensure operational planning
(the detail matters)
2. Define success clearly
(you don’t have to call it a target)
6. Solve problems as they arise
(and don’t give the benefit of the doubt)
3. Set strategy and policy
(and avoid initiatives)
7. Persist
(in the face of adversity and challenge)
4. Use routines to drive progress
(and report it)
8. “If you’re going to negotiate with someone
tomorrow, don’t insult him today”
(Clement Attlee)

The delivery function keeps the rest of the system on track,
even when inevitable distractions arise

A week is a long time in politics … but a four-year term is
very shortPriorityareas
covered
Year 3
▪ Continue
drive for
results
▪ Plan delivery
of next par-
liament’s top
priorities
Year 2
▪ Establish
the delivery
discipline
across
government
▪ Drive for
results
Year 1
▪ Set the
agenda and
develop the
approach
▪ Deliver
early wins
Year 4
▪ Manage
through to
success
▪ Run-up to
election
2016 2017 2018 2019

There are challenges specific to your agenda which will require
innovation
Social and cultural priorities • How can progress be measured?
Federal-provincial relations
• What will it take to build and sustain
the necessary relationships?
Transforming the
institutions of democracy
while delivering results
• How can the reform of institutions be
combined with an urgent drive for delivery?
Fiscal discipline
• Improving society, investment in
infrastructure, a middle-class tax cut and
responsible management of the public
finances – will this demand new
approaches to public expenditure?

Government by Spasm
• Everything matters
• Vague aspiration
• Crisis management
• Guesswork
• Post-hoc evaluation
• Massaged impressions
• Remote and slow
• Present-focused
• Hyperactivity
• Sound bites
• Announcements
• Clear priorities
• Specification of success
• Routine oversight
• Data-informed
• Real-time data
• An honest conversation
• In touch and rapid
• Future-focused
• Persistent drive
• Dialogue
• Change on the ground
Government by Routine

The discipline of delivery brings a profound shift

Presentation Sir Michael Barber - EN

Presentation Sir Michael Barber - EN

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