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

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 NATIONALMEASURESNATIONALMEASURES SUPPORTINGLOCALSUPPORTINGLOCAL MEASURESMEASURES 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

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

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

Some Examples : Health SMR SCOTLAND Glasgow West Dunbartonshire West Lothian Highlands Inverclyde BUT Scottish measure masks significant variations & local challenges

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 %

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