1. Government Goals, Priorities, and objectives
Setting targets to improve policy and program delivery
Eric Thomson, Policy Analyst, OECD
Ljubljana, May 30th, 2017

2. Introduction
Setting goals is the first step to turning the invisible into the visible – Tony Robbins

3. Goals and priorities throughout government.
Spending/Policy

4. Goal and Priority Setting at the OECD
On Policy: Identify policy goals, and evaluate if regulation is necessary and how it can be most effective and efficient.
Source: Principle 4 of the 2012 Recommendation of the Council on Regulatory Governance
On Budgeting: Align budgets with strategic priorities of government
Source: Principle 2 of Recommendation of the Council on Budgetary Governance

5. The second step is turning the Goal into an Objective
“Objective” means the intended outcome or effect. It is not the platform or policy.
Example of Good Objective
Example of a Goal
To reduce the number of traffic fatalities by 20% by the year 2020.
[This objective is specific, measurable, accountable, realistic and time-bound.]
To improve road safety.
[As an objective, it is too broad and therefore it is unclear what the actual outcome will be.]

6. S M A R T Specific Measurable Attainable Relevant Time-Bound Objective
Be specific on what you are aiming to achieve, set a benchmark: top 3 of EU countries
The target should be measurable which means that data are available
Data can be derived from:
Information systems
Surveys
Evaluation studies
Peer reviews
The targets should be stretching and reflect ambitions. However, they must be achievable or realistic.
Too low = not effective
Too high = demotivating
Setting the target should involve the expertise and commitment of those that are responsible for delivering the target
Targets should be ‘owned’ by those who will manage the action

7. Objective: Reduce road deaths to ZERO by 2020
Vision Zero: Sweden
Objective: Reduce road deaths to ZERO by 2020
Important this goal is ambitious (and maybe even too ambitious) but its not related to just a single policy, but rather a whole idea of how to direct funding and the government. Lowest road fatality rate of any country.
Source: Vision Zero Initiative – Traffic Safety by Sweden

8. Evidenced-based Policy Making: Evaluating policies ex post in the OECD

9. Embedding evaluation in Canada
Delivery Unit
Policy on Results
Data Strategy
From idea to implementation:
3 key components of used at the highest levels of the public service in Canada and formerly in the UK Tony Blair government.
Delivery Unit: Results and Delivery Unit in the Privy Council Office
Framework Document: The Treasury Board Policy on Results (July 1st, 2016) establishes the new framework
New Cabinet Committee on Performance Measurement
Clear accountability roles for ministry leaders
New official role, who will responsible for maintaining a Performance Information Profile and collecting data

10. Policy on Results in Canada: Goals at a Glance
Clear, measurable objectives: Departments are clear on what to achieve and how to measure it
Evaluation: Departments will measure and evaluate their performance to improve performance
Adequate Resources: Departments will be allocated the resources they need to meet their objectives
Communication: Parliament and the Public will receive clear and transparent communication
Source: Treasury Board of Canada, Policy on Results, July 2016

11. Choosing Indicators
Meaningful
Improvement in this indicator results in a real impact on Canadians
Moveable
This indicator can really be improved by government/ministerial action
Measurable
The data already exists for this indicator or we can make an investment to get it
Source: Results and Delivery in Canada: An Overview, Presentation for the OECD, Privy Council Office

12. Data Strategy for Results
Environment: The structures and process
Data: The required data in the right form
People: The talent and capacity to understand the data
Goals
Make Evidence-based decisions
Improve internal processes
Report on performance and progress towards desired outcomes
Source: Results and Delivery in Canada: An Overview, Presentation, Privy Council Office

13. Bottom line: Bad indicators and incentives lead to bad outcomes
Challenges
Bottom line: Bad indicators and incentives lead to bad outcomes
Managing the public sector
Too many priorities
Changing the target but not the process
Bad indicators -> incentives -> outcomes: Mid Staffordshire hospital in the UK. A number of patient deaths and suffer was connected to the fact that the staff were incentivized to focus on wait times and neglect other health care duties.
Can be avoided or mitigated by focusing on outcomes rather than an intermediate measure of care.
Bad indicators ->Bad incentives -> Bad outcomes
Front-line staff are not engaged in the process
Too many priorities
Balancing “Carrot and Stick” incentives
Changing the target but not the process
Source: Craig Szelestowski, Deliverology: The Good and the Bad

14. Conclusion
Goals
Objectives
Change
Outcomes

15. Thank you!
Contact
Eric Thomson, Policy Analyst, OECD,
Sources
Barber, Deliverology: From Idea to Implementation, McKinsey
Canada’s Policy on Results
Sir Michael Barber – Results and Delivery Unit: Lessons for Canada
Vision Zero – Traffic Safety by Sweden
2012 Recommendation on Regulatory Policy
2015 Recommendation of the Council on Budgetary Governance