Het tweede seminarie van de reeks rond 'slimme organisaties' gaat dieper in op het thema strategie en effect. Beleidsmakers willen impact hebben op de maatschappij waarin de burgers leven, wonen en werken. Voor de overheidsmanager betekent dit actiegericht ondernemen. De complexiteit van strategie in de publieke sector ligt in het verbinden van beide aspecten. Hoe kan u de realisatie van uw strategie opvolgen via overzichtelijke dashboards? Hoe kan u zorgen voor een cultuur van meting en bijsturing? Hoe zorgt u er m.a.w. voor dat u kan ‘(be)sturen op effecten’?

1. Sturen op effecten door slimme
dashboards
Donderdag 3 december 2015
Möbius Business Redesign

2. Business Consulting. Grondig Anders.
Slimme organisaties …
Op wikipedia wordt een ‘smart(er) city’ omschreven als ‘a city
that uses digital technologies to enhance performance and
wellbeing, to reduce costs and resource consumption, and to
engage more effectively and actively with its citizens …’
Al deze hits hebben een grote gemene deler: slimme
organisaties worden gelinkt aan technologie en data, terwijl het
zoveel meer zou moeten zijn …
MÖBIUS is ervan overtuigd dat technologie belangrijk zal zijn,
maar dat organisaties die enkel inzetten op technologie niet
zullen excelleren !

3. Business Consulting. Grondig Anders.

4. Business Consulting. Grondig Anders.
• 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

5. Business Consulting. Grondig Anders.
The challenges are very similar…
• Budget cuts
• Workforce shrinkage/recruitment difficult
• Demands from citizens/customers for better
services – especially digital
• Efficiency, efficiency, efficiency!
Public vs. Private sector strategy

6. Business Consulting. Grondig Anders.
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
Public vs. Private sector strategy

7. Business Consulting. Grondig Anders.
(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

8. Business Consulting. Grondig Anders.
So how do we measure
public value?
8

9. Business Consulting. Grondig Anders.
From inputs to outcomes

10. Business Consulting. Grondig Anders.
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)
Efficiency
Effort
Effectiveness
Effect

11. Business Consulting. Grondig Anders.
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!

12. Business Consulting. Grondig Anders.
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 checks
65.2%
(Q4 2014/15)
60.7% (4,313 actual)
(Q1 2015/16)
6
Reduce 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
10a
Achieve 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 after
1,257
(May 2015)
1,248
(August 2015)
Key performance indicators for strategic reporting
Latest result for
October 2015 reporting
LAN2015-16OBJECTIVES
Best Council Plan 2015/16 KPIs: October 2015
KPIs: how we'll know if we've made a difference
Objectives
City KPIs - how well is Leeds doing
Obj1:Supportingcommunitiesandtacklingpoverty
Obj2:Promoting
sustainableand
inclusiveeconomic
growth
No
Latest result for July
2015 reporting

13. Business Consulting. Grondig Anders.
The solution lies in…
13
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

14. Business Consulting. Grondig Anders.
Some examples of success…
14

15. Business Consulting. Grondig Anders.
A more strategic approach? (Kent County
Council)
15

16. Really good strategies say it on one page

17. Business Consulting. Grondig Anders.
Some states/provinces do it well….

18. Business Consulting. Grondig Anders.
Scottish Government has had significant
political success

19. Business Consulting. Grondig Anders.
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

20. Business Consulting. Grondig Anders.
‘Rethinking Public Strategy’
by Sean Lusk and Nick Birks
(Palgrave Macmillan, 2014)