1. Better Outcomes for Future Generations Grasping the opportunity of the Well-being of Future Generations Act Matthew Jenkins Office of the First Minister and Cabinet Office Welsh Government

2. Some things to discuss How did we get here? A rough guide to the Act for corporate planners Welsh Government sit. rep. Discuss the challenge and the opportunity What will we do?

4. Long term trends and challenges Separate solutions to common problems Short term thinking, not thinking about the long term Working in policy and organisation silos Needs of whole populations Greater awareness of connections between society, environment, economy, culture

6. Must be in accordance with the sustainable development principle/ 5 Ways of Working Must set and publish well-being objectives that maximise its contribution to achieving the well-being goals Must take all reasonable steps to reach them Annual report Rough Guide Respond to challenges from the Auditor General for Wales and the Future Generations Commissioner Each public body must carry out sustainable development, which means the process of improving the social, economic, environmental and cultural well-being of Wales

7. Long term - The importance of balancing short-term needs with the need to safeguard the ability to also meet long-term needs. Prevention - How acting to prevent problems occurring or getting worse may help public bodies meet their objectives. Integration - Considering how the public body’s well-being objectives may impact upon each of the well-being goals, on their other objectives, or on the objectives of other public sector bodies. Collaboration - Acting in collaboration with any other person (or different parts of the body itself) that could help the body to meet its well-being objectives. Involvement - The importance of involving people with an interest in achieving the well-being goals, and ensuring that those people reflect the diversity of the area which the body serves.

8. Corporate Planning The well-being objectives that are part of this process. They must not be an 'add-on' to what drives the organisation. Risk Management Use the well-being goals to frame what risks you may be subject to in the short, medium and long term. Workforce planning Ensure the workforce is fully engaged in this change, in order to adapt to the changing needs of our society. Performance Management The management of performance by public bodies will need to reflect the contribution being made to the well- being goals. Where change needs to happen

9. Population not performance Well-being Goals & National Indicators

10. Jargon Construction Kit Benchmark Target IndicatorGoal Result Objective Outcome Measure Pick words at random and string them together! Modifiers Measurable Urgent Priority Targeted Incremental Core Qualitative Performance Strategic Systemic Source: Mark Friedman, Trying Hard isn’t Good Enough (2004)

12. Programme For Government

13. This Programme for Government (PfG) is not just an agenda for the Welsh Government. It is an agenda for Wales. We will use all our policies, programmes and other levers to deliver. We will update and report on the PfG annually, providing up-to-date information on outcomes at an all-Wales level, and a summary of progress on actions that the Welsh Government, are taking. Rt Hon Carwyn Jones AM First Minister of Wales.

14. Programme For Government What is it? provides a focused summary of key achievements Data and commentary on 336 Indicators made up of: o 120 Outcome Indicators o 216 Tracking Indicators An up to date account of 547 manifesto and other commitments A 2014 report on the well- being of people and communities in Wales

15. Source: Commission on Public Service Governance and Delivery, 2014

16. National Goals Annual Well-being Report Future Trends Report WELSH GOVERNMENT National Indicators and Milestones Sponsored bodies Other public bodies Other orgs receiving Public money (third, private, HE) OBJECTIVES STEPS Programmes of Work Planned Actions Planned Activities OBJECTIVES STEPS Actions OBJECTIVES STEPS Actions

17. National Goals Annual Well-being report Programmes of Work (Divisional level - what will be delivered under each step) Future Trends Report WELSH GOVERNMENT National Indicators and Milestones A globally responsible Wales A prosperous Wales A resilient Wales A healthier Wales A more equal Wales A Wales of cohesive communities A Wales of vibrant culture and thriving Welsh language Globally responsible objective Prosperous Objective Resilient Objective Health Objective Equality Objective Cohesive Communities Objective Culture and Welsh Language Objective “Golden Thread” – to facilitate delivery of objectives each layer will be structured using: Steps (Directorate level - we will take to deliver each Well-being Objective) Planned Actions (Branch level - what will be delivered under each programme of work) Planned Activities (Team level - what will be delivered under each planned action) Manifesto Commitments Finance/Budget Key Measures/evidence (Frameworks, Wider Evidence) Plans Reports

19. Strengths OpportunitiesThreats Weaknesses The architecture of the Act and that it requires action Good will/ consensus (?) around the Act Common language Identifiable and committed (?) planning, budgeting, performance management ‘community’ If leaders don’t lead on this “More bureaucracy” “As well as not instead of” “Another straw on the camel’s back” Entrenched behaviours/ cynicism Making the most of Wales’ USP – shared purpose A rational basis for decision making Using the ways of working and the goals Levels of trust Too many, un-prioritised targets, measures and commitments languish Processes lagging behind - planning, budgeting and performance management not integrated ‘Planning as a lever’ SWOT

22. Planning Performance Management Budgets Well-being Goals Well-being Objectives

23. Milestones Baselines have two parts: history and forecast History Forecast Turning the Curve Target OK?

24. A more equal Wales A wales of cohesive communities Cultural well-being Environmental well-being Economic well-being Social well-being Well-being Goals

25. GoalDescription of the goal A prosperous Wales An innovative, productive and low carbon society which recognises the limits of the global environment and therefore uses resources efficiently and proportionately (including acting on climate change); and which develops a skilled and well-educated population in an economy which generates wealth and provides employment opportunities, allowing people to take advantage of the wealth generated through securing decent work. A resilient Wales A nation which maintains and enhances a biodiverse natural environment with healthy functioning ecosystems that support social, economic and ecological resilience and the capacity to adapt to change (for example climate change). A healthier Wales A society in which people's physical and mental well-being is maximised and in which choices and behaviours that benefit future health are understood. A more equal Wales A society that enables people to fulfil their potential no matter what their background or circumstances (including their socio economic background and circumstances). A Wales of cohesive communities Attractive, viable, safe and well-connected communities. A Wales of vibrant culture and thriving Welsh language A society that promotes and protects culture, heritage and the Welsh language, and which encourages people to participate in the arts, and sports and recreation. A globally responsible Wales A globally responsible Wales. A nation which, when doing anything to improve the economic, social, environmental and cultural well-being of Wales, takes account of whether doing such a thing may make a positive contribution to global well-being. Well-being Goals

26. Cabinet Approved Principles for Strengthened Performance Management 1. Be clear about purpose Putting this principle into practice means that: We understand what ‘excellence’ means from the perspective of the people we serve; We are clear about what we seek to achieve: –Improved well-being outcomes for people and communities; –Services and spending programmes that make people ‘better off’ as a result of their interventions; and, –Capable organisations and institutions that people have confidence in. We manage performance from the perspective of people rather than organisations, addressing the underlying issues affecting people and working in partnership on the basis of a coherent, whole systems view. 2. Demonstrate responsibility and accountability Putting this principle into practice means that: We establish direct accountability for improving our services, spending programmes and organisations. We share responsibility for well-being outcomes; We can demonstrate, transparently, how our resources align to well-being objectives and contribute to well-being goals; We work in a way that embodies citizen-centred, public service values.

27. 3. Measure the right things Putting this principle into practice means that: We shift the emphasis of our data collection from being about the amount of activity being delivered to the difference being made to people. We review the measures that we are using to ensure they are the most appropriate. By working together to simplify performance management systems, we reduce the cost of performance management. The people doing the improvement work have a strong say in the data that will be used to judge progress. 4. Drive improvement Putting this principle into practice means that: We actively use our analysis of performance to shape what we do to improve people’s well-being. We compare results with others, including internationally, identifying better performers that we can learn from. We use qualitative information, including service users’ stories, as an important part of our performance management approach. We build our own organisation’s capability to use information intelligently to inform decisions making by leaders, managers, teams and individuals.

28. 5. Be open to challenge Putting this principle into practice means that: The data and analysis that we use to support decision making is readily available to others. We seek more engaging ways of communicating performance, in particular to public service users. We put in place means for constructive challenge because it helps us to make better decisions.