S.S.R.G.Improving Outcomes:

The Results–Based Accountability Approach8th October 2007

Developing Outcome Focused Performance Frameworks In Scotland

Dr Mark McAteer

Head of Governance & Performance Management

The Context For Outcomes & Performance Management

SR2007

Public Sector Reform - commitment restated

Efficient Government

Shared Services

Post Crerar

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

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

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

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

Possible Framework For Outcome Agreements

Scottish

Government

Outcomes

&

Priorities

NATIONAL

MEASURES

SUPPOR TING

LOCAL

MEASURES

Single

Outcome

Agreements

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

Activities OutputsImmediate Outcomes

IntermediateOutcomes

Ultimate Outcomes

What Gov.

& Loc GovProgrammes

do

The Services Delivered

By a Programme

The 1st Level

Effects of Outputs

Benefits Resulting

From Outputs

Long Term Consequences

An Outcome Focused Results Chain

The Way Forward

Clear outcomes across Scotland

But

Locally sensitive & improvement targets locally determined

Some Examples : Health

SMR 1996 2005

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

Some Examples : Education

S 4 Attainment by SIMD Average2003

Tariff2006

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 %

140121165

179141181

171140192

157129170

170137172

147127171

181114184

171135193

169142181

183134186

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’

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

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