The document summarizes the evolution of performance frameworks used by the UK government to monitor and improve public services from 1997-2014. It describes how the frameworks shifted from hundreds of targets to focus on a smaller number of cross-government priorities and outcomes. It also discusses the role of organizations like the Prime Minister's Delivery Unit and Implementation Unit in driving delivery of key government priorities by providing challenge, support and troubleshooting to departments. Overall, the document examines lessons learned about balancing accountability, outcomes and reducing bureaucracy in performance systems.
OECD Recommendation on Principles for Independent Fiscal InstitutionsOECD Governance
On 13 February 2014, the OECD Council adopted the Recommendation of the Council on Principles for Independent Fiscal Institutions. Geared towards Member countries that have established or are considering establishing an independent fiscal institution (IFI), the Principles codify lessons learned and good practices that are firmly grounded in the experience of IFIs to date. The Principles seek to reinforce the core values that IFIs both promote and operate under – independence, non-partisanship, transparency, and accountability – while demonstrating technical competence and producing relevant work of the highest quality that stands up to public scrutiny and informs the public debate. As such, they aim to assist countries to design an enabling environment
conducive to the good performance of an IFI and to ensuring its long-run viability.
OECD Presentation for launch of Public Governance Review of Estonia & Finland...OECD Governance
OECD Presentation for launch of Public Governance Review of Estonia & Finland 2015 - Whole of Government Strategy steering: Towards a Blueprint for Reform. For more information please see www.oecd.org/gov/launch-of-the-public-governance-review-of-estonia-and-finland.htm
Speech by Milovan Filimonovic, State Secretary of the Ministry of Finance of Serbia, made at the regional conference on Public Administration Reform Challenges in Western Balkan Countries held at the OECD in Paris, 4 December 2015.
OECD Recommendation on Principles for Independent Fiscal InstitutionsOECD Governance
On 13 February 2014, the OECD Council adopted the Recommendation of the Council on Principles for Independent Fiscal Institutions. Geared towards Member countries that have established or are considering establishing an independent fiscal institution (IFI), the Principles codify lessons learned and good practices that are firmly grounded in the experience of IFIs to date. The Principles seek to reinforce the core values that IFIs both promote and operate under – independence, non-partisanship, transparency, and accountability – while demonstrating technical competence and producing relevant work of the highest quality that stands up to public scrutiny and informs the public debate. As such, they aim to assist countries to design an enabling environment
conducive to the good performance of an IFI and to ensuring its long-run viability.
OECD Presentation for launch of Public Governance Review of Estonia & Finland...OECD Governance
OECD Presentation for launch of Public Governance Review of Estonia & Finland 2015 - Whole of Government Strategy steering: Towards a Blueprint for Reform. For more information please see www.oecd.org/gov/launch-of-the-public-governance-review-of-estonia-and-finland.htm
Speech by Milovan Filimonovic, State Secretary of the Ministry of Finance of Serbia, made at the regional conference on Public Administration Reform Challenges in Western Balkan Countries held at the OECD in Paris, 4 December 2015.
Using performance information for management - Edwin Lau, OECDOECD Governance
This presentation was made by Edwin Lau, Public Governance Directorate, OECD, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
New parliamentary budget procedures and IFIs - Rosemary Huxtable, AustraliaOECD Governance
This presentation was made by Rosemary Huxtable, Australia, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon on 1-2 June 2017.
Speech by Simon Mordue, Director for Strategy and Turkey, EU Directorate-General for Neighbourhood and Enlargement Negotiations (DG NEAR), made at the regional conference on Public Administration Reform Challenges in Western Balkan Countries held at the OECD in Paris, 4 December 2015.
OECD Principles on Public-Private PartnershipsOECD Governance
Public-Private Partnerships (PPPs) are long term agreements between the government and a private partner whereby the private partner delivers and funds public services using a capital asset, sharing the associated risks. PPPs may deliver public services both with regards to infrastructure assets (such as bridges, roads) and social assets (such as hospitals, utilities, prisons).
The interest in PPPs has been growing in recent years and the need for fiscal restraint in most OECD Member countries is expected to further increase their usage. This presents policy makers with particular challenges that should be met with prudent institutional answers.
The Principles for Public Governance of Public-Private Partnerships provide concrete guidance to policy makers on how to make sure that Public-Private Partnerships (PPP) represent value for money for the public sector.
For more information please see www.oecd.org/gov/budgeting/oecd-principles-for-public-governance-of-public-private-partnerships.htm
Budget Transparency by Katharina Zuegel - OECDOECD Governance
Presentation by Katharina Zuegel at the 7th annual meeting of the MENA Senior Budget Officials held on 10-11 December 2014. Find more information at http://www.oecd.org/gov/budgeting
Concept Note: "OECD Budgeting Outlook" - Ronnie Downes, OECDOECD Governance
This presentation was made by Ronnie DOWNES, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
Using performance information for management - Eneken Lipp, EstoniaOECD Governance
This presentation was made by Eneken Lipp, Ministry of Finance, Estonia, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
Medium-Term Budgetary Framework in France - François Monier, FranceOECD Governance
This presentation was made by François Monier, Haut Conseil des Finances Publiques, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
Programme for high level regional conference, held on 4 December 2015 at the OECD in Paris, which examined the reform efforts of countries based on SIGMA’s 2015 baseline measurement reports, one year on from the launch of the Principles of Public Administration.
This presentation was made by Amanella Arevallo, Philippines, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
International trends in performance budgeting - Naida Carsimamovic, World Ban...OECD Governance
This presentation was made by Naida Carsimamovic, PEMPAL, World Bank, and Nikolay Begchin, Ministry of Finance, Russian Federation, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
Strengthening Medium-Term Budgetary Frameworks in EU Member States - Michal H...OECD Governance
This presentation was made by Michal Horvath, York University, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
Budgetary governance reforms in Timor-Leste - Brigida Soares, Timor-LesteOECD Governance
This presentation was made by Brigida Soares, Timor-Leste, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
Presentation by Karen Hill, Head of SIGMA, at the regional conference on Public Administration Reform Challenges in Western Balkan Countries held at the OECD in Paris, 4 December 2015
This presentation was made by Marine Camiade, France, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
Using performance information for management - Edwin Lau, OECDOECD Governance
This presentation was made by Edwin Lau, Public Governance Directorate, OECD, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
New parliamentary budget procedures and IFIs - Rosemary Huxtable, AustraliaOECD Governance
This presentation was made by Rosemary Huxtable, Australia, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon on 1-2 June 2017.
Speech by Simon Mordue, Director for Strategy and Turkey, EU Directorate-General for Neighbourhood and Enlargement Negotiations (DG NEAR), made at the regional conference on Public Administration Reform Challenges in Western Balkan Countries held at the OECD in Paris, 4 December 2015.
OECD Principles on Public-Private PartnershipsOECD Governance
Public-Private Partnerships (PPPs) are long term agreements between the government and a private partner whereby the private partner delivers and funds public services using a capital asset, sharing the associated risks. PPPs may deliver public services both with regards to infrastructure assets (such as bridges, roads) and social assets (such as hospitals, utilities, prisons).
The interest in PPPs has been growing in recent years and the need for fiscal restraint in most OECD Member countries is expected to further increase their usage. This presents policy makers with particular challenges that should be met with prudent institutional answers.
The Principles for Public Governance of Public-Private Partnerships provide concrete guidance to policy makers on how to make sure that Public-Private Partnerships (PPP) represent value for money for the public sector.
For more information please see www.oecd.org/gov/budgeting/oecd-principles-for-public-governance-of-public-private-partnerships.htm
Budget Transparency by Katharina Zuegel - OECDOECD Governance
Presentation by Katharina Zuegel at the 7th annual meeting of the MENA Senior Budget Officials held on 10-11 December 2014. Find more information at http://www.oecd.org/gov/budgeting
Concept Note: "OECD Budgeting Outlook" - Ronnie Downes, OECDOECD Governance
This presentation was made by Ronnie DOWNES, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
Using performance information for management - Eneken Lipp, EstoniaOECD Governance
This presentation was made by Eneken Lipp, Ministry of Finance, Estonia, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
Medium-Term Budgetary Framework in France - François Monier, FranceOECD Governance
This presentation was made by François Monier, Haut Conseil des Finances Publiques, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
Programme for high level regional conference, held on 4 December 2015 at the OECD in Paris, which examined the reform efforts of countries based on SIGMA’s 2015 baseline measurement reports, one year on from the launch of the Principles of Public Administration.
This presentation was made by Amanella Arevallo, Philippines, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
International trends in performance budgeting - Naida Carsimamovic, World Ban...OECD Governance
This presentation was made by Naida Carsimamovic, PEMPAL, World Bank, and Nikolay Begchin, Ministry of Finance, Russian Federation, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
Strengthening Medium-Term Budgetary Frameworks in EU Member States - Michal H...OECD Governance
This presentation was made by Michal Horvath, York University, at the 8th meeting of Parliamentary Budget Officials and Independent Fiscal Institutions held in Paris on 11-12 April 2016.
Budgetary governance reforms in Timor-Leste - Brigida Soares, Timor-LesteOECD Governance
This presentation was made by Brigida Soares, Timor-Leste, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
Presentation by Karen Hill, Head of SIGMA, at the regional conference on Public Administration Reform Challenges in Western Balkan Countries held at the OECD in Paris, 4 December 2015
This presentation was made by Marine Camiade, France, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
Improving the quality and impact of annual performance reporting - Andy Heath...OECD Governance
This presentation was made by Andy Heath & Ruth Ward, HM Treasury, United Kingdom, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
OECD Public Sector Accruals Symposium - Sandra Kaiser and Bernhard SchatzOECD Governance
This presentation by Sandra Kaiser and Bernhard Schatz was made at the 14th Annual OECD Public Sector Accruals Symposium, Paris 3-4 March 2014. Find out more at http://www.oecd.org/gov/budgeting/14thannualoecdpublicsectoraccrualssymposiumparis3-4march2014.htm
Opis reform planowanych w Irlandii. Ciekawie, konkretnie i zrozumiale. Czyli tak jak wszyscy tego sobie życzylibyśmy także u nas w Polsce, jeśli chodzi o racjonalizację wydatków sektora publicznego.
The use of evidence in performance budgeting - Paula Darville, ChileOECD Governance
This presentation was made by Paula Darville, Chile, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
Delivering major projects in government presentation,
Joanna Lewis & Chris Battersby,
London
23rd June 2016
The APM Benefits Summit.
APM Benefits Management SIG.
Performance Budgeting: The French Experience by Veronique FouqueOECD Governance
Presentation by Veronique Fouque at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Similar to Uk implementation unit_kathyhall_simoncase_en (20)
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Obesity causes and management and associated medical conditions
Uk implementation unit_kathyhall_simoncase_en
1. Improving performance, accountability and transparency of public services: lessons from the UK Implementation Unit Simon Case & Kathy Hall ICGFM Winter Training Conference Washington D.C., 1-3 December 2014
2. Agenda
1)Context: UK government and public services
2)UK performance framework: evolution from 1997 – 2014
3)Driving delivery: the Prime Minster’s Delivery Unit and Implementation Unit
3. Context: structure of UK government
Prime Minister & the Cabinet
Central government:
24 Ministerial Departments e.g. Defence, Health
22 Non-Ministerial Departments e.g. Charity Commission
300+ Executive Agencies & other non-departmental public bodies
Parliament
Local government
Other local services e.g. hospitals
Other service deliverers e.g. private sector, charities
UK public
UK public
“Centre” of government: No.10, Cabinet Office, HM Treasury
4. Context: what is the Implementation Unit?
Implementation Unit’s role and remit:
Mandate to monitor, track and implement policy priorities of the Prime Minister and Deputy Prime Minister
Maximising implementation of top government priorities
Tracking progress on business plan commitments and planning future framework
‘Whack-a-mole’: rapid response to issues and incidents which occur before, during and after implementation
Celebrating implementation successes
How do we do this?
Provide timely, accurate assessment of PM / DPM’s priorities
Conduct ‘deep dive’ reviews and gather frontline intelligence
Develop greater implementation capability across government
Ensure internal and public accountability
“Centre” of government: No.10, Cabinet Office, HM Treasury
5. Context: UK central government spending – a quiz
Which UK government department do you think spends most money?
Welfare
Education
Defence
Health
7. Context: UK challenges
Political
Choice
Technology
Transparency
Devolution
Spending context
8. Context: UK challenges
Political
Choice
Technology
Transparency
Devolution
Spending context
9. Agenda
1)Context: UK government and public services
2)UK performance framework: evolution from 1997 – 2014
3)Driving delivery: the Prime Minster’s Delivery Unit and Implementation Unit
10. Introduction of Public Service Agreements
1998 1999 2000 2001 2002 2003
•
3 year spending envelope
•3 year department budgets
•Value for money savings
•Policy review & reforms
Comprehensive Spending Review
Year 1 Year 2 Year 3
No mechanistic link between performance and resource allocation in Spending Review
Performance management framework
Departmental resource allocation
Year 1 Year 2 Year 3
•
Announced alongside Spending Review
•
Set out priority objectives to be delivered
•
Numerical targets attached in most cases
•
‘Agreement’ in exchange for spending allocation
Public Service Agreements
11. Spending Review 1998
600 targets
Spending Review 2000
160 targets
130 targets
Spending Review 2002
110 targets
Spending Review 2004
Spending Review 2007
30 x-govt outcomes plus Dept’l Strategic Objectives
Public Service Agreements evolved over time
12. Public Service Agreements and local service delivery
Departmental Strategic Objectives
30 X-govt PSAs
National Indicator Set
198 indicators Local Areas select priorities Negotiate targets with govt
Depts translate PSAs & DSOs into performance frameworks for local services e.g. NHS, policy
Local Area Agreement Local Authority is lead body Progress published and assessed by Inspectorate
Other local services NHS, police and others sign up to achieve Local Area Agreements
13. 2010: new government, new approach
“Tight”
“Loose”
versus
•
Abolished performance architecture and regional govt structures: PSAs, PMDU, National Indicators, Local Area Agreements, government offices, RDAs
•
Increased democratic accountability of services e.g. Police & Crime Commissioners
•
More open policy making e.g. crowd sourcing, use of technology
•
Huge focus on data transparency to enable choice for service users; and increase public accountability
•
Tightly manage public finances; and efficiency – departmental spending cuts; Efficiency & Reform Group.
•
Departmental controls: on communications, consultants, recruitment. Shared services e.g. digital
•
Improve governance and core delivery: Non-Executive Directors; Major Projects Authority
•
Agree & monitor actions to reform public services to be more devolved, democratically accountable: and diverse: departmental business plans
15. From Coalition Agreement to Business Plan actions
Programme for Government (PfG), May 2010 (399 commitments)
Mid Term Review (MTR), Jan 2013 (211 commitments)
Departmental Business Plans:
Priorities for the Parliament, with named officials responsible for delivery;
Key policy and implementation actions, including specific, dated actions;
Input and Impact Indicators, measuring cost and outcomes.
16. Transparent reporting of progress
Progress reported transparently:
Can be tracked online at No.10 website
Departments must explain delays
Good progress being made. Out of 1200+ actions:
47% completed
45% in progress
4% delayed
4% not scheduled to start
17. We will guarantee that health spending increase in real terms in each year of the Parliament
We will establish a smart grid and roll out smart meters
We will develop local Work Clubs – places where unemployed people can gather to exchange skills, make contacts and provide mutual support
We will reduce time-wasting bureaucracy that hampers police operations
We will provide start-up loans and business mentors to unemployed people wishing to set up their own businesses
We will invest an additional £920 million in UK science research infrastructure
We will promote the electrification of the car fleet
Based on spend
Based on initiatives
Vaguely defined
We will invest an additional £920 million in UK science research infrastructure
We will introduce a new bowel screening programme to reduce incidence of, and mortality from, bowel cancer, saving 3,000 lives a year
A rare exception:
But actions are mixed and not usually outcome focused
18. Advantages and disadvantages of both systems
Business Plans
Public Service Agreements
Focused on outcomes and outputs
Cross-government priorities
Linked to local level delivery
Provided systematic & consistent structure
Made civil servants and ministers feel more directly accountable for delivery
X
Outcome measures were too high level and dissipated
X
Outcome focus provided less scope to interrogate activity and resource allocation
X
Accountabilities sometimes unclear
X
Criticised for generating bureaucracy, stifling innovation & potential for gaming
Link success to defined policy outputs
Give more detail on actual departmental activity
Provide clear lines of accountability
Transparently reported
Simple, with less bureaucracy
X
Outcome indicators not linked to outputs, not always aligned to dept. objectives
X
Do not cover the breadth or depth of departmental activities
X
Not integral to departments internal planning/performance management
X
Do not provide a means for tracking financial data to policy performance
19. Conclusion: Finding the right balance
Ideal performance framework finds the right balance
Reducing spending and increasing efficiency
Improving public services and outcomes
Outwards accountability through transparency
Top down accountability
Challenge and scrutiny
Support and capability building
Flexible to emerging problems
Consistent over time
Comprehensive across government
Focused on clear priorities
Departmental/Agency based
Cross-government
20. Conclusion: Finding the right balance
Ideal performance framework finds the right balance
Reducing spending and increasing efficiency
Improving public services and outcomes
Outwards accountability through transparency
Top down accountability
Challenge and scrutiny
Support and capability building
Flexible to emerging problems
Consistent over time
Comprehensive across government
Focused on clear priorities
Departmental/Agency based
Cross-government
21. Agenda
1)Context: UK government and public services
2)UK performance framework: evolution from 1997 – 2014
3)Driving delivery: the Prime Minster’s Delivery Unit and Implementation Unit
22. Performance framework alone not enough to secure delivery
Prime Minister & the Cabinet
Central government: 24 Ministerial Departments e.g. Defence, Health 22 Non-Ministerial Departments e.g. Charity Commission 300+ Executive Agencies & other non-departmental public bodies
Parliament
Local government
Other local services e.g. hospitals
Other service deliverers e.g. private sector, charities
UK public
UK public
“Centre” of government: No.10, Cabinet Office, HM Treasury
Delivery /Implementation Unit
23. Prime Minister’s Delivery Unit (PMDU) created in 2001
Spending Review 1998
600 targets
Spending Review 2000
160 targets
130 targets
Spending Review 2002
110 targets
Spending Review 2004
Spending Review 2007
30 x-govt outcomes
PMDU set up:
•
Small (-50) unit at heart of govt
•
Focused on driving progress on up to 10 priority PSAs
•
Health, Education, Crime, Rail
•
PM appointed head: Michael Barber
PMDU moved to Cabinet Office:
•
Still small and linked to PSAs
•
But focus broadened; merged with Capability Reviews
•
Civil service head of unit
PMDU moved to Treasury:
•
Still small and linked to PSAs
•
Civil service Head of Unit
•
Focused across all PSAs and performance fmk policy
•
Support for National Economic Council
24. PMDU: roles and responsibilities
To help government deliver improved, more efficient and effective services for citizens
We will achieve this mission by providing challenge and support to the work of departments in five main areas over the course of the spending period:
Planning for delivery
Monitoring, evaluating and reporting on delivery
Overcoming obstacles to delivery
Building Capability
•
Help produce trajectories and baselines for PSA indicators
•
Provide support and challenge on delivery planning
•
Helped produce Delivery Agreements for CSR07 PSAs
•
Report directly to Prime Minister and Chancellor on progress against delivery of PSAs and other priorities
•Provide departments with feedback on likelihood of delivery
•Report to Cabinet Committees on progress
•
Use problem-solving tools to help departments overcome specific challenges when delivery is off track
•
Use tools and techniques jointly with departments
•Conduct training for wider civil service
•Support networks in sharing best practice
Developing the performance framework
•Learn lessons on what works and doesn’t work with Public Service Agreements
•Make recommendations to adapt for the future
25. Implementation Unit created in 2012
Spending Review 2007
30 x-govt outcomes
PMDU moved to Treasury:
•
Still small and linked to PSAs
•
Civil service Head of Unit
•
Focused across all PSAs and performance framework policy
•
Support for National Economic Council
Spending Review 2010
1200 reform actions
PMDU abolished
Spending Round 2013
Actions refreshed
Implementation Unit set up:
•
Based in Cabinet Office
•
More narrow role but across wider range of (not fixed) priorities
•
Monitor business plan actions
•
Coalition wide: report to PM & DPM
•
Support for Cabinet and sub-committees
To translate political will into real world impact
Tracking progress on all business plan commitments
Troubleshooting emerging implementation issues
Celebrating implementation successes
Maximising delivery of government ‘s top implementation priorities
26. Financial
Reputational
Freedoms
Individual
-
Bonuses
-
Pay rises
-
Appraisal
-
Praise
-
Awards
-
Promotion
-
Autonomy
Organisation
-
Payment by results
-
Completion payments
-
Name/shame
-
League tables
-
Reduced monitoring
Asking the simple questions
Effective delivery
What are you trying to deliver?
By when are you trying to deliver it?
How are you going to deliver it?
Where will you deliver it?
Who do you need to deliver it?
Why would they deliver it?
Choice
Decentralisation
Diversity of provision
Fair access
Accountability
27. Focusing on ‘what works’
Six What Works centres established
Health, education, crime, early intervention, economic growth and ageing
Funded by government and non- government sources
What Works centres summarise and share evidence on what works (and what doesn’t) in each thematic area.
Evidence summaries easy to access and understand for local practitioners
“The What Works Network will bring a real step-change to our evidence generating capabilities, and will further ensure government takes decisions at the Spending Round and future events on the basis of high quality research aimed at delivering the best possible outcomes for the public” Danny Alexander, Chief Secretary to the Treasury
www.gov.uk.uk/what works
28. Despite all our efforts, performance challenges remain
Set strategic aims
Translate to policy
Plan policy implementation
Rollout policy
Policy formed (and targets adopted) without considering implementation sufficiently
Not enough focus on key ministerial priorities / too many priorities
No high-quality evaluation of policy rollout
Not enough high-quality proactive proposals for what departments can do
Too little effective consultation with external experts
Lack of commercial & IT capabilities (e.g. supplier terms / contract design)
Not enough fieldwork – policy and implementation still designed in Whitehall
Patchy outcome data collection
Insufficient setting of meaningful and measurable outcome goals
Not enough focus on 'customer journey'
Lack of general implementation skills and experience
Lack of effective incentives or accountability
Lack of meaningful business case analysis
29. Despite all our efforts, performance challenges remain
Set strategic aims
Translate to policy
Plan policy implementation
Rollout policy
Policy formed (and targets adopted) without considering implementation sufficiently
Not enough focus on key ministerial priorities / too many priorities
No high-quality evaluation of policy rollout
Not enough high-quality proactive proposals for what departments can do
Too little effective consultation with external experts
Lack of commercial & IT capabilities (e.g. supplier terms / contract design)
Not enough fieldwork – policy and implementation still designed in Whitehall
Patchy outcome data collection
Insufficient setting of meaningful and measurable outcome goals
Not enough focus on 'customer journey'
Lack of general implementation skills and experience
Lack of effective incentives or accountability
Lack of meaningful business case analysis