Presentation Sir Michael Barber - EN

Copyright © Delivery Associates Ltd 2016. All Rights Reserved.

Delivering on the promise

The proven practices that get things done in government

February 2016

Sir Michael Barber


Prime Minister Trudeau won an

historic election victory ... that

was the second most difficult

thing in politics.


Now he has to do the most

difficult thing in politics … transform a country.


And he made it harder still …

setting an ambitious agenda:

• growth for the middle class

• open and transparent government

• a clean environment and a strong

economy

• diversity is Canada’s strength

• security and opportunity

by

“

Justin Trudeau

4 December 2015

“I have every

confidence in this

ambitious plan to bring

real change to Canada.

We will deliver what

Canadians have

asked for.”

Margaret Thatcher

1979

“Don’t tell me

what, I know

what. Tell me

how.”


Governments often underestimate the importance of implementation

Policy Implementation

90 10 Fails

:


Policy Implementation

10 90 Succeeds

:

Governments often underestimate the importance of implementation


Bold reform and effective implementation need to be combined

Boldness of reform

Quality of execution

CONTROVERSY WITHOUT IMPACT

STATUS QUO

Successful delivery

TRANS-FORMATION

IMPROVED OUTCOMES


Implementation is hard work and often there is a dip between setting the goal and achieving it

Sense of progress

Time

You are here

“

Sir David Brailsford

Team Sky

“You don’t just

sign up for the

goal; you sign

up for the

suffering too.”


‘Deliverology’ is a system for maximising the chances of success

1. What are you trying to do? • Clear priorities • Specific measurable goals

2. How are you trying to do it? • Clear practical plans which are regularly updated

3. How, at any given moment, will you know whether you are on track?

• Good, steady, close to real-time data • Monitoring routines (such as stocktake meetings)

5. Can we help? • Constant ambition, refusal to give up • Focus on the goals, no distractions • Maintaining routines • Analysis and problem-solving • Bringing to bear lessons from elsewhere

4. If you are not on track, what are you going to do about it?

• Agreed actions followed up and refined if necessary • Never neglect a problem once identified


It also requires a different culture

Ambition

▪ Believe in step change

▪ Get it done as well as possible

Focus

▪ Clear sustained priorities

▪ Avoiding distractions

Clarity

▪ “Confront the brutal facts”

▪ Know what’s happening now

Urgency

▪ People are impatient

▪ “If everything seems under control, you’re not going fast enough”

Irreversibility

▪ Structure, culture, results

▪ Avoid celebrating success too soon

Tony Blair, on the

meaning of the General

Election he had just

won

8 June 2001

“A mandate for

reform…an

instruction to

deliver”


Since then, it has been refined and adopted with success in many other places

Malaysia Uganda

Western Cape

Ontario United Kingdom

Punjab, Pakistan

MA, KY and others

Minas Gerais

Chile

New South Wales


The starting point is a set of clear measurable goals which are prioritised

Example: Selected priorities of the government of New South Wales, Australia

Creating jobs Create 150,000 jobs by 2019

Building infrastructure Deliver key projects across the State on time and on budget

Driving public sector diversity

Double the number of Aboriginal people and increase proportion of women to 50% in senior leadership roles in the next 10 years

Faster housing approvals

Ensure that 90% of housing development applications are determined within 40 days


Planning for delivery of these goals is essential

1. Reform Strategy

2. Delivery Chains

Planning to Deliver

3. Targets and Trajectories


The reform strategy sets out the required steps

The target measures

Average gross calendar days for approval of fastest 90% of all residential categories

This target spans

152 Local Councils across NSW

and is expected to impact

Approximately 68,000 residential development applications across NSW in 2019.

The target will be achieved by

• Offering an online platform for applications • Expanding and improving a faster, more

straightforward approval process.

The target is to achieve

90% of housing approvals determined within 40 days by 2018/19

Example: Delivery plan summary in New South Wales, Australia

35

36

37

38

39

40

41

42

43

44

45

Ave

rage

gro

ss d

ays


The delivery chain shows the connections between the centre and the frontline

Person responsible for delivering the results (Me) 1

Director of the National Literacy Strategy 1

Regional Directors 15

Local authorities, each with someone playing my role at local level 150

Literacy consultants 400

Head Teachers, each with a literacy co-ordinator (so another 19,000) 19,000

Teachers teaching literacy hours 190,000

Children, lapping it all up 3.5 million

Example: Delivery Chain for the UK National Literacy Strategy


Targets and trajectories are set for each goal

12 13 14 15 16 17 11 18 19 20 21 22 23 24 25 0

60

65

70

75

80

85

90

95

Mid-term

delivery goal

Long-term

strategic goal

Historical

performance

Starting

Point

12,200 10,200 14,300

18,000 22,000 22,900

25,300 27,900

32,000 32,000 8,800

10,100

11,500

13,900 14,200

15,600

17,600

21,300 21,300

19,000

24,400

29,500

35,900 37,100

40,900

45,500

53,300 53,300

Baseline May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16

SOURCE: IRMNCH

Progress against trajectory can then be monitored monthly

Deliveries at 24/7 BHUs and RHCs

Total deliveries per month

Target

RHCs

24/7 BHUs

58

59

73

75

78

81

84 85

86

86

86

86

87

87

89

90 90

92

94

95

96

97

97

99

100

101

101

102

102

103

104

104

104

110

110

111

▪Average: 92%

2002

1778

599

1354

731

984

2648

1477

715

1933

1152

960

2561

1232

1066

1112

1408

1681

1819

1429

1143

833

1829

1588

1037

1777

767

1428

1549

1302

1738

1219

832

838

977

1778

# of deliveries at 24/7 BHUs and RHCs

November 2015

% Target met Target District 100% or greater

74% or less

90% - 99%

75% - 89%

Muzzafargarh

Okara

Chiniot

D.G Khan*

Layyah

Nankana Sb

Faisalabad*

Sheikhupura

Bhakar

Sargodha

Mianwali*

Jehlum

R. Y Khan*

Jhang

RajanPur*

Narowal

Khanewal

Bahawalpur

Gujranwala

Sialkot

M. B. Din

Hafizabad*

Bahawalnagar

Rawalpindi

Attock

Vehari*

Khushab

Chakwal*

Sahiwal*

Multan

Gujrat

T. T. Singh*

Lahore*

Lodhran*

Pakpattan*

Kasur* * PRSP SOURCE: IRMNCH

Bahawalpur

Rajanpur

Bahawalnagar

D.G. Khan

Rahimyar Khan

Rawalpindi

Bhakkar

Layyah

Attock

Muzaff-

argarh

Khushab

Lodhran

Vehari

Multan

Mianwali

Jehlum

Gujrat

Jhang

Chiniot

Sahiwal Khanewal

TT

Singh Okara

Kasur

Narowal

Sialkot

Gujranwala Hafizabad

Lahore

Pakpattan

Faisalabad

Sargodha

M.B. Din

Sheikhupura Nankana

Sahib

Chakwal

Change from Oct

The data can also be broken down by locality or subset of the population


Small amounts of the Prime Minister’s time used routinely make a big difference

Less than 2 hours per week to deliver the government’s priorities

Quarterly stocktake

Monthly note

Semi-annual report


Routine monitoring beats crisis management

Jan Priority areas Feb Apr May Jun Jul Aug Sep Oct Dec Mar Nov

Delivery reports (all 4)

Education

Health

Crime

Transport

Illustrative structure of routines in UK


Stocktakes enable the PM and key decision makers to review progress and make adjustments on the basis of good data

Holding others accountable

Being held accountable

Lead: Appointed by minister to hold day-to-day responsibility for implementing the plan

Results and Delivery Unit Leader: Prepare and broker the meeting

Responsible minister: Oversee implementation of the plan

Typical stocktake roles

Relevant senior political advisers: Support the PM

Prime Minister: Ask the tough questions and push for problem solving

“

Barack Obama on Healthcare.gov

15 October 2013

“We created this

problem we didn’t

need to create. And

it’s of our own doing,

and it’s our most

important initiative.”


Every six months progress across all priorities can be compared and ranked

Overall

Judgement

DeptDegree of

challenge

Quality of planning,

implementation and

performance

management

Capacity to

drive progress

Stage of

Delivery

Likelihood of

Delivery

V High - High - Red - Amber/Red - Amber/Green - Red - Amber/Red - 1 Policy Red - Amber/Red - VH - H - M - L R - AR - AG - G R - AR - AG - G 1 - 2 - 3 - 4 R - AR - AG - G

A PSA 1 L G G 3 G = 1

B PSA 2 L G AG 2 G = 1

C PSA 3 H AG AG 3 G 3

D PSA 4 H G AG 3 AG 4

A PSA 5 VH G AG 2 AG 5

B PSA 6 H AG AG 3 AG 6

C PSA 7 H AG AG 2 AG = 7

D PSA 8 H AG AG 3 AG = 7

A PSA 9 H AG AG 2 AG = 7

B PSA 10 VH AG AG 2 AG = 10

C PSA 11 VH AG AG 2 AG = 10

D PSA 12 H AR AG 3 AG 12

A PSA 13 VH AR AG 2 AR 13

B PSA 14 VH AG AR 2 AR = 14

C PSA 15 VH AG AR 2 AR = 14

D PSA 16 VH AR AR 2 AR = 16

A PSA 17 VH AR AR 2 AR = 16

B PSA 18 H AG AR 3 R = 18

C PSA 19 H AG AR 2 R = 18

D PSA 20 VH AG AR 3 R 20

A PSA 21 VH R R 2 R 21

July 2004 Rank

(out of

21)

Assessment Criteria


All of this requires a small, strong delivery function at the heart of government

CABINET

Parliamentary

Affairs

Agenda and

Results

Canada in the World

and Public Security

Diversity and

Inclusion

Inclusive Growth,

Opportunities and

Innovation

Treasury Board

EXECUTIVE

MANAGEMENT /

COORDINATING COMMITTEES POLICY COMMITTEES

Sub-Committee on

Canada-United

States Relations

Intelligence and

Emergency

Management Open and

Transparent

Government

Environment,

Climate Change

and Energy


Ministers can make all the difference

1. Prioritise (really prioritise)

5. Ensure operational planning (the detail matters)

2. Define success clearly (you don’t have to call it a target)

6. Solve problems as they arise (and don’t give the benefit of the doubt)

3. Set strategy and policy (and avoid initiatives)

7. Persist (in the face of adversity and challenge)

4. Use routines to drive progress (and report it)

8. “If you’re going to negotiate with someone

tomorrow, don’t insult him today”

(Clement Attlee)


The delivery function keeps the rest of the system on track, even when inevitable distractions arise


A week is a long time in politics … but a four-year term is very short

Pri

ori

ty a

rea

s

co

ve

red

Year 3

▪ Continue drive for results

▪ Plan delivery of next par-liament’s top priorities

Year 2

▪ Establish the delivery discipline across government

▪ Drive for results

Year 1

▪ Set the agenda and develop the approach

▪ Deliver early wins

Year 4

▪ Manage through to success

▪ Run-up to

election

2016 2017 2018 2019


There are challenges specific to your agenda which will require innovation

Social and cultural priorities • How can progress be measured?

Federal-provincial relations • What will it take to build and sustain

the necessary relationships?

Transforming the institutions of democracy while delivering results

• How can the reform of institutions be combined with an urgent drive for delivery?

Fiscal discipline

• Improving society, investment in infrastructure, a middle-class tax cut and responsible management of the public finances – will this demand new approaches to public expenditure?


Government by Spasm

• Everything matters

• Vague aspiration

• Crisis management

• Guesswork

• Post-hoc evaluation

• Massaged impressions

• Remote and slow

• Present-focused

• Hyperactivity

• Sound bites

• Announcements

• Clear priorities

• Specification of success

• Routine oversight

• Data-informed

• Real-time data

• An honest conversation

• In touch and rapid

• Future-focused

• Persistent drive

• Dialogue

• Change on the ground

Government by Routine

Government by routine

The discipline of delivery brings a profound shift

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Presentation Sir Michael Barber - EN

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