UK Government experience
in Performance Framework
Reform
Max Everest-Phillips, Director
UNDP Global Centre for Public Service Excellence
International Symposium on Excellence
in Public Service/Public Administration,
New Delhi, 7-9 October 2014
Characteristics of ‘performance
frameworks’
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All governments have a framework
One size does not fit all
It is a journey
Each step/innovation must achieve something
All improvement means change
Frontline services are delivered at the frontline
Outcomes that matter often cross departmental barriers
Outcomes are co-produced
Data can drive improvement but only if it leads to action
All change needs managing
(Ray Shostak, Dec 2013)
An example of a ‘performance framework’
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Openness and transparency
Accountability and responsibility
Objectivity
Independent assessment
Dynamic site: real data, real time
Accessibility 24/7
Simplicity and clarity
Credibility to Parliament and the wider public
Shared responsibility for outcomes-based performance
(with our partners)
• Sharpening focus - driving improvement
(From ‘Scotland Performs’ – 10 guiding principles)
Driving performance: Ministries or
the centre of Government?
DELIVERY PARTNERS
Local Authorities
Executive Agencies
CENTRAL GOVERNMENT
Department
of Health
NHS Trusts
Home Office
Downing Street,
Cabinet Office and HM
Treasury
(including PMDU/IU)
Department for
Transport
& other
departments
The Third Sector
Department of
Education
Ministry of
Defence Police Forces
A framework for managing
outcomes:Government
ACCOUNTABILIT
BUDGETING
Y
with
consequences
To Parliament
To
President/Prime
Minister
By Institution
By Individual
Strategy
Goals/Ambitions
For parliamentary
period
MONITORING,
CAPACITY
BUILDING and
INTERVENTION
CULTURE
Non
Governmen
t
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Government
Aligned as Government
Plan
Delivery Partners
By Institution
By Individual
FOR
RESULTS
(multiple years)
Programme
budgets against
results
Unit costing
Monitoring
Efficiency
Joint procurement
…….
Programmes, Objectives,
Milestones, Deliverables
Institutions and Individuals
Outcomes for and with citizens
Outcomes focus
Data rich
Can do
Real time
monitoring
• Reform
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SKILLS
Problem solving
Cost benefit
analysis
Engagement
Evaluation
ACTION
When off track
Role of the Prime Minister’s
Delivery Unit (PMDU):
Performanc
e Policy
Reporting:
Prime
Minister
Secretaries
of State
Senior
officials
Unblocking
Delivery
Obstacles
Capacity
Building &
Cross
Govt
Learning
on
Delivery
Performanc
e
Monitoring
Monitoring UK Public Service
Agreements (PSAs) 1998 to 2007:
• A single system for public accountability and internal ‘policy’
performance management
• Delivery Agreement based on budget and outcomes
• Clear accountability architecture (official/ministerial)
• Range of national indicators that interfaced with local providers –
including targets (i.e. what success looks like)
• A focus on cross cutting public service outcomes
• Constant monitoring of progress
• Programmes to develop capability
• Increase in frontline staff and citizen engagement
• PMDU support to Departments to analyze and unblock obstacles
• Alignment with the sub-national framework
• Unblocking obstacles when performance off-track
A change of approach – 2010 onwards:
From ‘BIG GOVERNMENT’
State
To ‘BIG SOCIETY’
Civil
society
Citizen
s
DECENTRALIZATIO
N
Citizen
s
Civil
society
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State
Choice and competition increased
Payment by results introduced
Democratic accountability enhanced
Reflections on the future:
 We have a much better understanding of ‘what
works’ in this space
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Numerous countries trying similar approaches
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But the DNA is hard to change
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Approaches are not finding it easy to hop between
countries
 Need to find solutions that alter the way
Government thinks
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Political leadership is key
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Incentives and culture probably more important
Our approach at GCPSE:
Excellence in public service means delivering
effective, efficient and equitable basic services
We believe, that achieving excellence requires:
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Effective political economy dynamics
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A strong sense of purpose
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A clear vision, and
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A pragmatic flexibility
These form the basis of four core themes that anchor
GCPSE’s agenda:
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Cooperation between political and administrative
leadership
Motivation of public service officials
Capacity for long-term Planning, Foresight and
Complexity
Innovation
Our approach: A cohesive theory of change
Thank you