Targets and Public Services: a case of incorrect thinking Jake - - PowerPoint PPT Presentation

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Targets and Public Services: a case of incorrect thinking Jake - - PowerPoint PPT Presentation

Targets and Public Services: a case of incorrect thinking Jake Chapman Demos Associate The case for targets Within the public sector targets have shifted attention from the inputs (budgets) to the outputs Targets have forced the


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SLIDE 1

Targets and Public Services:

a case of incorrect thinking

Jake Chapman Demos Associate

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SLIDE 2

The case for targets

Within the public sector targets have shifted

attention from the inputs (budgets) to the

  • utputs

Targets have forced the collection of

performance data

Targets provide clear guidance on priorities

and what is expected

Improved accountability for both Ministers

and operations staff

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SLIDE 3

What has occurred?

Very large numbers of targets

  • areas not covered by a target are neglected

Professionals and front line staff complain

  • particularly about time wasted filling in forms

Not meeting a target regarded as failure

  • so managers manipulate data or system

Significant number of negative unintended

consequences

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SLIDE 4

School Grades

Secondary schools are ranked according to

the number of students obtaining GCSE grades A,B and C

One immediate consequence of this was that

teachers focussed most of their attention on students they expected to score C or D

Very good and very weak students received

significantly less attention

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SLIDE 5

Doctor appointments

Doctor’s surgeries have been given a target

that 80% of patients should be seen within 24 hours

In our local rural surgery this has caused

mayhem and reduced the availability of doctors

because people try to organise their visits to

the surgery well in advance to coincide with

  • ther trips into the village
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SLIDE 6

Hospital co-operation

Hospitals in a locality used to share

resources, particularly A&E

One of the hospitals has a zero star rating

due to excessive trolley waits

One of the other hospitals has a borderline 2

star rating and has withdrawn from the sharing arrangement

which has reduced the performance of A&E in

the locality

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SLIDE 7

Reporting crime

Police have targets to meet on solved crimes Wallet stolen between leaving taxi and being

  • n train at Paddington station

Serious difficulty having anyone accept the

report of the crime

  • Paddington Green, Taunton, Transport Police

Conversely domestic rows are eagerly

accepted

as two ‘solved’ cases of assault

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SLIDE 8

Breast Cancer treatment

Target that all suspected cases are seen by a

specialist within 14 days

Works well for women with standard

symptoms detected in mass screening

Caused loss of service for women with non-

standard symptoms - not easily detected

these women have a greater need to see

specialist, but now have to wait a lot longer

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SLIDE 9

Performance Management

Based upon scientific management which is explicitly based upon regarding

  • rganisations as machines

Language used exposes the way of thinking But large organisations are not machines and professional staff are not ‘cogs’ Where the theoretical assumptions do not

match reality then can expect distortion, unexpected consequences and failure

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SLIDE 10

A systems view

Adopting a more holistic or systemic view of

  • rganisations

metaphor of a complex adaptive system Key difference is in degree of predictability

and control possible

and in recognition of importance of different

perspectives and context

Leads to prediction of many of the negative

effects of targets

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SLIDE 11

Modes of failure

A target will become the purpose of the

  • rganisation - not serving clients

Targets cause managers to focus on

  • perations rather than overall activity

Data associated with the target will be

distorted by ‘gaming’ and ‘cheating’

Significant sources of variation will be ignored Qualitative aspects of service ignored Generates high overhead of ‘failure demand’

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SLIDE 12

A Public Value view

Public services are fundamentally different

from commercial services

As recipients of public services we are consumers of the service citizens concerned with spending taxes interested in issues of equity and fairness as concerned about trust, being treated with

dignity and sustainability as with value for money

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SLIDE 13

The delivery trap

Public services cannot be ‘delivered’ because we are each directly involved in the

processes of our own health, education etc

We are co-producers of the outcomes of

public services

talking about health and education as if they

can be delivered like pizzas undermines and undervalues citizen’s own responsibilities

to the detriment of the whole enterprise

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SLIDE 14

Conclusions

The use of targets emerges from a particular

view of public services and organisations

a view that is demonstrably inadequate and leads to a large number of negative

consequences associated with targets

There are more productive approaches based

upon systems theory and public value

adopting these requires a radical change in

the way that we think about public services

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SLIDE 15

Thank you for your attention

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SLIDE 16