OUR TURN Value Creativity Ambition OUR TURN A
OUR TURN Value Creativity Ambition
OUR TURN A Little History first : • Tunnel vision • Sub-optimisation • Ossification • Middle of the Road • Gaming • Misrepresentation
OUR TURN But now we’ve moved on: • Lyons Review - a vision of local authorities with greater autonomy, • CAA concentrates on wider community leadership, • CLG recognises England is an extreme case of top down control • Strong and Prosperous Communities offers national strategy/local delivery, • fewer PIs, • concentrate on outcomes – local evidence to show local success • reducing the burden,
OUR TURN IDe. A report Getting Better all the time Central and local government are struggling to turn the Rhetoric of reform into reality. Central Government has to let go, Local Government has to take responsibility and move beyond compliance. An unnecessarily over muscular improvement force from central govt is inhibiting local authorities’ improvement actions. How much will the reduction in reported burdens will be manifested in practice about the risk of national priorities dominating local ones and how quickly the habit of managing from Whitehall can be relinquished
OUR TURN Asks local government whether we: • have the self confidence to grasp the agenda • are prepared to take the initiative and not wait for Whitehall to tell us what to do • can we focus on needs and views of citizens?
OUR TURN No one seems to believe the centre is giving over control
OUR TURN Characteristics of good performance management • Causality/Applicability • Timeliness • Proportionality • Virtue/Fashion • Sustainability • Believability • Stomach • Cultural Match
OUR TURN Three key characteristics to help us deliver our own destiny The core of what I am talking about today concentrates on three themes which are not much discussed in relation to performance management – Value, Ambition and Creativity
OUR TURN Value/Significance value scale customer insight social marketing
OUR TURN Creativity Bureaucratic Structures and performance regimes can stifle creativity and there are few incentives for public servants to develop bold and imaginative new approaches. IDe. A, Getting Better All the Time?
OUR TURN Ambition • Richard Layard: Happiness: Lessons from a New Science (2005) • Charles Leadbeater: We-Think: Mass Innovation not Mass Production (2008) • Robert Putnam: Bowling Alone: The Collapse and Revival of American Community (2001) • Richard Wilkinson: The Impact of Inequality: How to make sick societies healthier (2005)
OUR TURN JSNA and LAA are an offer from central government that those of us in public services cannot spurn. It puts the intelligence and decision making power with us and makes the offer of performance managing ourselves
OUR TURN But can we pick the ball up? • Govt office’s midwifery of LAA. • Concentration on NIS at the expense of important things. Treasury offer of 40 NIS measures – grab for control? • Councils used to following instructions. • Local Govt and social care used to concentrating on the individual • ‘Political’ analyses are the domain of central govt
OUR TURN Conclusion Identify what you value locally and live by it - as long as it does not conflict directly with national expectations and your evidence is strong how can it be questioned?
OUR TURN Be creative in how you measure your success and how staff are deployed to do it – spend your best effort on measuring what is important to you.
OUR TURN Use the JSNA and LAA to hit the big targets JSNA identifies real inequalities, LAA identifies what to do about it – so there is no need to be fobbed off with concentration on NIS measures unless you identify them as real issues and your citizens value related outcomes.
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