Seminarie 'Sturen op effecten door slimme dashboards' 3 december 2015

Sturen op effecten door slimme dashboards

Donderdag 3 december 2015Möbius Business Redesign

Business Consulting. Grondig Anders.

Slimme organisaties …

Op wikipedia wordt een ‘smart(er) city’ omschreven als ‘a citythat uses digital technologies to enhance performance andwellbeing, to reduce costs and resource consumption, and toengage more effectively and actively with its citizens …’

Al deze hits hebben een grote gemene deler: slimmeorganisaties worden gelinkt aan technologie en data, terwijl hetzoveel meer zou moeten zijn …

MÖBIUS is ervan overtuigd dat technologie belangrijk zal zijn,maar dat organisaties die enkel inzetten op technologie nietzullen excelleren !


• Understand what is driving change

• Understand the system (‘market’) you are in

• Have a vision, mission (or ‘core purpose’, business objective and a plan

• Be able to measure performance and report on it in a meaningful way

Public sector strategy appears to be the same as private sector strategy – in both you need to be organizationally resilient, you

need to be able to anticipate and prepare for the future - and ideally you want to shape that future

Public vs. Private sector strategy


The challenges are very similar…

• Budget cuts

• Workforce shrinkage/recruitment difficult

• Demands from citizens/customers for better services – especially digital

• Efficiency, efficiency, efficiency!



Both private and public organizations need strategy – but the purposes of public organizations are not the same as private

organizations

• Creating public value

• Achieving outcomes (results) in society

• Not only about delivering services or ‘products’

• Not really about competition

• Often about achieving outcomes through collaboration

• Need citizens to change their behaviours, not simply use services



(After Prof Mark Moore)

Mandate/’upward management’/political confidence

Inside and outside the organization

The desired outcomes(The ‘profit equivalent’?)

Public sector and public value


So how do we measure public value?

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From inputs to outcomes


Example: Drug rehabilitation

Measuring efficiency is easy:

1. Number treated (amount of effort)

2. Number who are in better health/not dead (quality of effort)

Measuring effectiveness is hard:

3. Number of clients drug-free after one year (amount of effect)

4. Percentage of clients drug-free after one year (quality of effect)

EfficiencyEffort

EffectivenessEffect


Why are we often poor at measuring effectiveness?

1. Because it’s hard to do

2. Because the political/senior mandate is often more interested in efficiency than effectiveness

3. Because effectiveness is often measured over 3-5 years or more, almost never a single year

4. Because effectiveness depends on other organizations and those unpredictable people the citizens doing their bit!

But…it’s important!


We too often measure too many things, muddling inputs, outputs and outcomes ...

1 Increase number of people supported into jobs (cumulative) 1,264 (Q1)975 (Q2)

(2,239 YTD)

2 Increase number of people supported to improve skills (cumulative) 6,377 (Q1)2,312 (Q2)

(8,689 YTD)

3 Reduce repeat incidence rate of domestic violence and abuse

35.6%

(12 months rolling Mar

2015)

35.9% - 5,450 cases

(12 months rolling Aug

2015)

4 Increase number of NHS health checks65.2%

(Q4 2014/15)

60.7% (4,313 actual)

(Q1 2015/16)

6Reduce number of people Killed or Seriously Injured (KSI) in road traffic accidents

(cumulative)72 (Q1)

86 (Q2)

(160 YTD)

7 Increase provision of free welfare and debt advice 6,284 (Q1)4,636 (July-Aug)

(10,920 YTD)

9 Reduce number of entrants into the youth justice system 569 per 100,000 599 per 100,000

10aAchieve the housing growth target (new homes, conversions and extra care

housing) (cumulative)

620 homes

(Projected Q1)

(2,867 homes projected

2015/16)

1,408 homes

(Q2 projected)

(2,867 homes 2015/16

projected)

10b Achieve the housing growth target (net reduction of empty properties)444 reduction

(May 2015)

824 reduction

(August 2015)

19 Safely reduce the number of children who need to be looked after1,257

(May 2015)

1,248

(August 2015)

20aReduce percentage of 16-18 year olds not in education, employment or training

(NEET)

7.2% (1,626)

(May 2015)

7.2%

(July 2015)

20b Reduce city-level percentage of not known records (NEET)2.8%

(May 2015)

2.5%

(July 2015)

25 Reduce number of CYP killed and seriously injured on the city's roads (cumulative) 6 (Q1) 9 (Q2)

(15 YTD)

26 Safely reduce the number of CYP with child protection plans657 (40.7/10,000)

(May 2015)

600 (37.4/10,000)

(August 2015)

27 Increse breastfeeding maintenance at 6-8 weeks 51.3% (2013/14) 49.3% (2014/15)

30

Increase percentage with good achievement at end of primary school

Percentage of pupils achieving a level 4 at KS2 in reading test, writing teacher

assessment and mathematics test (combined measure)

77%

33 Increase percentage of new school places in good and outstanding schools100%

(2014/15)

100%

(Sept 2015)

36 Reduce number of fixed-term exclusions from school

346 (primary)

3,588 (secondary)

2014/15 academic year

39 Reduce teenage pregnancy rates (per 1,000 women aged 15-17)

30 per 1000 women

aged 15-17

(March 2014)

29.4 per 1000 women

ages 15-17

(June 2014)

43 Reduce proportion of 10-17 year olds offending1.0% - 652 young people

(Jan-Dec 13)

1.0% - 641 young people

(Apr 14-Mar 15)

Key performance indicators for strategic reporting Latest result for

October 2015 reporting

BEST

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PLAN

201

5-16

OBJ

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Best Council Plan 2015/16 KPIs: October 2015

KPIs: how we'll know if we've made a difference

Obj

ecti

ves

City KPIs - how well is Leeds doing

Obj

1: S

uppo

rtin

g co

mm

unit

ies

and

tack

ling

pove

rty

Obj

2: P

rom

otin

g

sust

aina

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and

incl

usiv

e ec

onom

ic

grow

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Obj

3: B

uild

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a ch

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NoLatest result for July

2015 reporting


The solution lies in…

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Measure effect (outcomes) AND effort (inputs and activities)

Understanding that ‘heaven’ may be

reduced demand for a service, and reduced

funding for it.

Understanding the difference between management information

and outcome measurement

Reporting clearly and simply about outcomes

(effect)

Understanding the system, not just the

problems


Some examples of success…

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A more strategic approach? (Kent County Council)

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Really good strategies say it on one page


Some states/provinces do it well….


Scottish Government has had significant political success


Good public strategy …

Your strategy should tell you what desired outcomes (‘results’) you are trying to achieve, and therefore what you should measure

These outcomes are not achieved by a single agency, municipality or government

They are achieved by the system as a whole, and above all by citizen’s actions and behaviours

So a strategy has to be clear, simple and it has to say what the desired outcomes are in a way that makes sense to everyone


‘Rethinking Public Strategy’

by Sean Lusk and Nick Birks

(Palgrave Macmillan, 2014)

Seminarie 'Sturen op effecten door slimme dashboards' 3 december 2015

Government & Nonprofit

Transcript of Seminarie 'Sturen op effecten door slimme dashboards' 3 december 2015