331_Slaid Paul Scriven 9 April 2013

8/14/2019 331_Slaid Paul Scriven 9 April 2013

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Evaluating Public Policy

Whose Eyes...Whose Results?

Paul Scriven Former Leader, Sheffield City Council. UK.

9thApril 2013 INTAN , Kuala Lumpur , Malaysia


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Paul Scriven

Councillor Sheffield 2000 -2012

Leader of the Council 2008 -2011

National Advisor To DPM

On public services

Most Effective local

Politician in EU.

Winner Council of

Year 2010

Advisor to city

Of Yiwu ,China

Works with the Board of KPMG

UK and Carillion PLC

Works with TourismThailand

Works with LAs in

Malaysia

Works with Councils and

Public bodies in UK.


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Public policy making can be characterized as acomplex, dynamic, constantly evolving

interactive and adaptive system. The process

is stakeholder-driven. Actors are engaged in

a goal-driven decision-making process and have

a great deal of autonomy in the way they

organize their work. The process has twodimensions: a political dimension and a

production

dimension.

Public policy makingWe define public policy as a choice

that government makes in response to

a political issue or a public problem.


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Public policy making

We define public policy as a choice that

government makes in response to a politicalissue or a public problem.

This choice is based on values and norms.

Policies are aimed at bridging

the gap between these values and norms and a

situation

The process of public policy making is a

decision-centric and goal-driven process.

Decision-centric

means that the process is focused on the

decisions that must be taken.

Goal-drivenmeans that the process must have the desired

outcome and that iterations are performed

until the outcome has been produced. The final

outcome can be a compromise between the

targeted result and the imposed constraints.


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The strength of policy making is integral to the strength

of government as a whole, and that of the country at large.

When policies fail, the cost can be significant. The poll tax

was estimated to have cost the country over 20bn; the

unforeseen additional costsof introducing single farmpayments currently stand at 680m.

The National Audit Office agrees that poor policy making has

significant and widespread impacts, including:

poor quality public services;

little or no benefit delivered or not sustainable in thelong term;

sections of society excluded from benefits;

usersexpectations not met;

adverse social or environmental consequences; and/or

adverse effects on economic competitiveness

Finally, policy making incurs direct costs: 19,436 civil

servants were employed in policy delivery in 2009, while

each government department produces an estimated 171

policy or strategy documents on average each year.


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Policy Formation How, Who and Why


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UN 8 Principles of Good

Policy Making?


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PolicyOutcomes

Responsive

Transparent

ConsensusOriented

Equitable andInclusive

Effective andEfficient

Follow Ruleof Law

Participatory

Accountable

Your TurnLook at 8 principles

Of policy making

Say what happens

Here in Malaysia

State what works well

State what could be

improved and how


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The UK Journey

Policy for one problem

Regional Variations(RDA s)

Individual Budgets

Professionals

Experts

Consultation

Central team from startto finish

Smoke Filled RoomsDifferent levels ofGovt.

Citizens Panels

Digital and Data

One ParliamentDevolved Parliaments

Localism and CityDeals

Central toDevolution

Professionalto

Partnership

One size toPersonalised

Civil Servantto Co-

production


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Policy Making Around the World

Local Sandpits Collaboration Hubs USA & UK

Crowd Scouring Based on outcomes USA

Co Production Singapore, UK, USA, Scandinavia, Europe

Design led Policy Europe

What Works Centres Europe


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In The UKKPI s

Local Targets

League Tables

Benchmarking

Citizens Targets

Peer Review

Open Public Data

Collaboration

Partnership & Joint Budgets

Open Recruitment to

NED positions

Scrutiny

Citizen Ownership &

Co Production

Competition new models

Staff Training

Public Audit


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Look we are good.aren t we?


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Process V Outcome


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Great Malaysian Police Force


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Balanced Score Card

Process Measure Time to get ambulance to attend Weighted score

Outcome Number of people arrive with correct medication and

first responder treatment Weighted score

Customer Satisfaction %age of customers happy with service Weighted score

Value for Money Budget in Balance ( per capita funding) Weighted score

Total Score

THIS GIVES A ROUNDED VIEW BUT MUST BE OVER xx TIME!


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Your Turn?

Think of a service

Work out a balanced score card for it

Process

Outcomes

Public

Value for Money


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Around the world what is happening

NHS UK Family and Friends Test Trip Advisor

Open Data on outcomes Choose a hospital

USA 40% Payment on customer Satisfaction

Citizens Targets in UK and Scandinavia

ALL MOVING TO MAJOR CITIZEN INVOLVMENT


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The Policy Timeline


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What do you think are thebenefits and the risks of

involving the public in policy

making?

Why People First ?


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Why Involve the Public in Policy

Formulation?


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People Power and Budgets


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Co - Production


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What REAL Co- Production Will look Like!


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Examples of Co Production

UK Personalised Budgets in Social Care

Contacting and Service Delivery

USA Wild Animal Crowd sourcing

Netherlands ADU App.


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So what About Malaysia!

Think of a service area

What would you do to bring about co-production

How would you involve staff, experts and the public

What would be the main barriers

How would you over come these


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Final Questions!

[email protected]

331_Slaid Paul Scriven 9 April 2013

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