1. The Efficiency Improvement Networks - networking, best practice, benchmarking, ”benchlearning” and use of guideline information in improvement work Elita Cakule, Pernille Nesje elita.cakule@ks.noelita.cakule@ks.no ; pernille.nesje@ks.nopernille.nesje@ks.no

2. KS EffektiviseringsNettverkene Levels of governement Central government Counties – 19 Municipalities – 430 About 4,9 mill inhabitants More than 50 % municipalities have less than 5000 inhabitants.

3. KS EffektiviseringsNettverkene Networking KS has since 2002 offered participation i Efficiency Improvement Networks to all local authorities in Norway Since then, more than 350 has participated in networks. 190 municipalities joined networks in 2010.

4. KS EffektiviseringsNettverkene Responsibilities of the local authorities Primary and lower secondary school Nurseries/kindergartens Medical care, care for elderly and disabled, social services Local planning, agricultural and environmental issues, local roads, harbours Water supply and sewer, sanitation Culture and business development

5. KS EffektiviseringsNettverkene “Benchlearning” Get comparative data on services on chosen areas Compare effectiveness and quality with others Mutual exchange of experience and learning – focus on improvements – – High score in municipalities; why do they get these scores? – Identify best practice Set targets on improvement of services Evaluate and improve – compare between and within local authorities over time – continuous improvements

6. KS EffektiviseringsNettverkene Is it necessary to measure in order to improve? What is alternative? Stop believing, start knowing Easier to set targets precisely

7. KS EffektiviseringsNettverkene Presentasjon | 2007

8. KS EffektiviseringsNettverkene How do we work: “recipe” Gather together 5-12 local authorities Present comparative information Evaluate and analyse the results Reflection and comments Identify good practice Pressure to change: what do we do when we get home?

9. KS EffektiviseringsNettverkene The users Are they satisfied with the services? The employees Are they satisfied with their work situation? Economy Do we have an efficient way of capitalizing our resources? Internal processes/routines Do we perform our services rationally and efficient? Balanced management : Focus on more than one issue

10. KS EffektiviseringsNettverkene Input of resources Cost Input of resources Cost Availability of services Measured quality: Hard data Measured quality: Hard data Experienced quality: soft data Network Overview of services What can we learn from others ? Set targets Reach targets, implement measures, improve Targets and improvements in services

11. KS EffektiviseringsNettverkene Data from different systems Key figures from account and services/public statistics –Costs and availability Data from the municipalities 5-10 per service – Measured quality Surveys, 20-25 questions per services – Experienced quality

12. KS EffektiviseringsNettverkene Established early 2004 90-100.000 answers from users and employees every year 250 municipalities use the system

13. KS EffektiviseringsNettverkene Presentasjon | 2007 What is the most important cause of the variation in cost?

14. KS EffektiviseringsNettverkene Presentasjon | 2007 Which is the most important cause to the cost level?

15. KS EffektiviseringsNettverkene InputResults What are our results ? What can we learn from the others ? Which targets ? Results

16. KS EffektiviseringsNettverkene Is there a connection between resource allocation and quality? Resource analyses + quality analyses Our focus i the networks: The relation between INPUT and OUTPUT… Output Input

17. KS EffektiviseringsNettverkene Analysis of a service The analysis of a service is a systematic and balanced assessment and interpretation of the service The objective of the analysis is to provide an overview of the service’ strengths, weaknesses and challenges. The analysis also includes possible options for improvements.

18. KS EffektiviseringsNettverkene Critical factors of success: Commitment by executive leadership; give top priority Information in organizations and to citizens and users – Information to and involvement of political level Participation within the organization – Motivation to learn from others and teach others

19. KS EffektiviseringsNettverkene Presentasjon | 2007 The Efficiency Improvement Networks are a learning arena The local authorities achieve : Better insight into their own services, and the connection between resources spend and the quality of the service An overview of the entire network and possibility for comparison A better management tool Solid basis for decision making for local politicians Increased user focus, dialogue and empowerment of users …and KS obtains evidence and examples to use in our lobbying to Government

20. KS EffektiviseringsNettverkene Three things to remember: 1. Focus on the connection between the recourses spend and the quality of the service 2. Networks which focus on learning 3. Set targets on services

21. KS EffektiviseringsNettverkene What else? Network for 10 largest cities in Norway Running continuously Operate over 9 services Extra level built in - which considers the overall economics of the city Additional reports produced annually

22. KS EffektiviseringsNettverkene Presentasjon | 2007 Its about self-confidence Dare… and actually realize that the municipality have sufficient competence to do the job. Life is… - the art of making sufficient conclusions on insufficient premises. Samuel Butler