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Being Strategic In Scottish Government
March 12, 2009
Melissa Sorrell
StrategicContext
Outcomes Focus
Next Steps
Our Journey
Alignment
Strategy
Strategy, Policy & Delivery
Policy
Discussion 1
Delivery
Context
What is Strategy?
Geoff Mulgan, then Head of the Prime Minister’s Strategy Unit (and now of the Young Foundation) said in September 2002 that strategy should include the following:
A rich and holistic understanding of causes, trends and possible futures
Clarity about goals and priorities Understanding of capacities, institutions and policy tools Narratives that make sense to implementers and stakeholders
Geoff Mulgan, 2002
Context
What is Policy?
…the process by which governments translate their political vision into programmes and actions to deliver “outcomes” – desired changes in the real world
Context
Strategic Thinkers
Always have the outcome in mind Can relate big picture to specifics effortlessly Motivate & inspire and are less directive Focus on the important
Context
A Framework for Strategy
Measure of
success
Past Present Future
Vision
Objectives
Enablers
Desired Future Outcomes
Outputs, Stakeholders, Delivery Channels
Resources, Processes, People
CultureValues & Behaviours
Context
Pressures to be Strategic
Edinburgh City Chambers, where members of the public are grilling MPs over the banking crisis this morning.
Public purse hit by £600m pensions shortfall
Published Date: 08 March 2009 By Eddie Barnes Political Editor
THE amount of public cash poured into Scottish council workers' pension schemes has soared and is predicted to hit £600m annually by 2011, Scotland on Sunday can reveal.Tumbling stock market values mean councils are having to find an extra £20m every year for the next three years to top up the final salary pensions of councillors and local government staff.
Context
Greener
The environment is as important a global issue as the economy, according to a new survey of people living in Scotland.
Despite the economic downturn, around a third of people think the environment is one of the most important issues facing the world - with the same number mentioning the economy.
When questioned about issues of importance to Scotland, however, three times as many people mentioned the economy as the environment, highlighting the need for people to 'think global, act local'.
A Desired Future for Scotland
We want to live in a successful Scotland: a healthy, safe, well-educated country, with a vibrant economy and opportunities for all. We want Scotland to be fair,
tolerant and green. Put simply, we want a Scotland to be proud of.
A Purposeto create a more successful country where all of Scotland can flourish
through increasing sustainable economic growth
Our vision for success for Scotland is described and measured in four parts which support and reinforce each other:
The Government's Purpose and its associated targets Five Strategic Objectives that describe where we will focus our actions
15 National Outcomes that describe what the Government wants to achieve 45 National Indicators that enable us to track progress
A Framework
Scotland’s Strategic Objectives
WEALTHIER AND FAIREREnable businesses and people to increase their wealth and more people to
share fairly in that wealth.HEALTHIER
Help people to sustain and improve their health, especially in disadvantaged communities, ensuring better, local and faster access to
health care.SAFER AND STRONGER
Help local communities to flourish, becoming stronger, safer place to live, offering improved opportunities and a better quality of life.
SMARTERExpand opportunities for Scots to succeed from nurture through to life long
learning ensuring higher and more widely shared achievements.GREENER
Improve Scotland's natural and built environment and the sustainable use and enjoyment of it.
Back to contents•The Scottish Parliament •The UK Parliament •National Assembly for Wales •NorthernIreland Assembly•Crown Copyright
Context
The Pace of Change
1989 2029
Context
The Lens of Now
Exercise 1
Context
Scotland at home
Man due in court over fatal stabbing of Livingston teen
Residents in the town's Ladywell area today spoke of their shock after 18-year-old Connor Muir died just yards from the local primary school after suffering a stab wound to the chest.
INVESTIGATION: Police search the pathway in Livingston where an 18-year-old was killed
Published Date: 09 March 2009 By Laura Cummings
A MAN was due in court today in connection with the fatal stabbing of a teenager in Livingston at the weekend.
Context
Scotland on a world stage first meeting with the Lord Mayor of the City of London, Alderman Ian
Luder, the FM meeting senior figures in the financial services sector
internationally, including next month in Shanghai and Hong Kong, part of Scottish Government efforts to promote Scotland's financial
services sector and attract new investment. Mr Salmond said: "Scotland's wide-ranging financial services industry is a crucial sector
of the Scottish economy and the skills and adaptability of our financial workforce are truly world class.
"This is clearly a difficult period internationally but it is encouraging that many sections of Scotland's financial services industry, like pensions and insurance, are continuing to perform well - only last month esure announced it would expand its Scottish operations and create 500 new, permanent jobs and this week Tesco Personal Finance announced its headquarters in Edinburgh and the creation of 200 jobs.
"This Government is working to maximise opportunities for Scotland during this time of economic challenge.
"We have developed a robust and innovative six-point economic recovery programme aimed at stimulating growth, for example through the recently announced creation of a financial sector Jobs Taskforce to ensure maximum levels of employment and high level skills are retained in Scotland.
Exercise 1
Outcomes
Desired Outcomes
Drivers for change
Trend Analysis
Forecasting Modelling Scenarios
0.2
0.5
0.3
Tools & Techniques
Outcomes
Select Key Drivers…Politics &
PowerEconomics & Globalisation
Environment Technology & Scientific
Social & Demographic
Role of private
actors in regulation
International governance
without international government
International regulations
Sustaining trust
Failure in critical
services
Coordination of cross
cutting work
Role of agencies
Food supply interruption
EU versus national
sovereignty
Showing added value
by government
Global epidemics
Global brands
Global customers
Locus of value added
Geographic economic advantage
Protecting uncompetitive
marketsInternational product
standards
Patents & copyright
Networks & communication
systems
Flexibility of workforce
Currency movements
Ownership of enterprises
Sea levels
Climate Change
Incidence of extreme weather
conditions
Food quantity and
quality
Diversity of species
Sea & Ocean framing
Water from ice
Wave power vs other new
power sourcesInternational pressure to
protect environment
Whaling
Genetic engineering
Bio waste managemen
t
Pollution
Geographical growth profile
Citizen of wider worldCompletion
in global job market
Impact of environment change on
health
Alternative social
structure
Choice for the individual
Responsibility devolved to
the individual
Search for happiness
Community affiliation
Clarity of right & wrong
Measurement & metering techniques
Targeting systems
Diversity & the ecosystem
function
Surveillance systems
Degradable materials
Sea generated
power
Genetics
Water power
Climate Change
Altered sea stocks
Demand for sea for other
uses
Innovation in food
production
Wealth creating opportunities
from environment
Consumer expectations
Social attitudes towards coastal
communities
Access to information
Actions of major
retailers
Actions of major fish processorsInternational law
OutcomesLogical Modelling: The Process
Demand for sea for other
uses
Consumer expectations
Social attitudes towards coastal
communities Actions of major
retailers & fish
processorsActions of major fish
processors
- +
-
-
-
-
++
- +
++
+
+
+
+
+ +
+
+
+
+
++
Altered sea stocks
Desired Outcome
Sustainable Food Fishing –
acceptable environmental impact
+
+
Innovation in food
production+
+Assumes retailers will respond to regulation with new forms of demand eg on new untapped global fish stocks
International regulations
Assumes restrictions on traditional fishing will lead to innovation
Assumes greater demand for coastal areas for eg offshore and farms adversely affects coastal fishing
Climate Change
Assumes increases in sea temperatures further reduce fish stocks
Outcomes
Where will we be in 2029?
OutcomesLogical Modelling: The Process
Demand for sea for other
uses
Consumer expectations – try different
fish
Social attitudes towards coastal communities –
supportive & responsive Actions of
major retailersActions of
major fish processors
- +
-
-
-
-
++
- ++
+
+
+
+
+
+ +
+
+
+
+
++
Altered sea stocks – will
be different
Desired Outcome
Sustainable Food Fishing –
acceptable environmental impact
+
+
Innovation in food
production+
+International regulations
Climate Change
Active collaborative
fisheries management
Outcomes
Desired Future
We believe that in twenty years’ time the fisheries sector will look very different, because of external factors such as climate change, as well as our own actions.
Climate change will have altered which fish stocks are found where in EU waters – but fish will be abundant and commercial and recreational fishermen will share them. Fisheries management will deal effectively with natural fluctuations in fish stocks and with the actual and likely impacts of climate change. The full global environmental impact of the whole fisheries supply chain will be acceptable.
Fisheries will not be managed in isolation, but as one of many uses of the marine environment within a system of Marine Spatial Planning. This system will aim to secure space for fishing and to minimise conflict with other uses of the sea.
Consumers will increasingly expect fish to be caught sustainably, and will be more willing to try different types of fish. They will prefer locally caught seafood that provides a direct social and economic benefit to coastal communities. Small fishing businesses will be responsive to local demand for fish and will market their products actively. Large-scale commercial fishing will supply what customers want. It will be fully integrated into the supply chain, and larger processors and retailers will recognise the uncertainties of using a wild, seasonal resource. Those working in aquaculture will make sure that the environmental impacts are acceptable.
Outcomes
Scotland’s Outcomes
WEALTHIER AND FAIREREnable businesses and people to increase their wealth and more people to
share fairly in that wealth.HEALTHIER
Help people to sustain and improve their health, especially in disadvantaged communities, ensuring better, local and faster access to
health care.SAFER AND STRONGER
Help local communities to flourish, becoming stronger, safer place to live, offering improved opportunities and a better quality of life.
SMARTERExpand opportunities for Scots to succeed from nurture through to life long
learning ensuring higher and more widely shared achievements.GREENER
Improve Scotland's natural and built environment and the sustainable use and enjoyment of it.
Exercise 2
Outcomes
Learning from Mapping Exercise
StrategicContext
Outcomes Focus
Next Steps
Our Journey
Alignment
Outcomes
Being Strategic for a Purpose
SNP
1 2 3 4 5
•Xlk asfjh • alkh tkjha dfl traq• lkjdshf lauihe
FUTURES
FUTURES
OutcomesChallenge
CSR?
2009
Alignment
Outcomes
Outcome Trees
Fisheries management deal effectively with natural fluctuations in fish stocks
Can measure /forecast fluctuations
Know what impact fluctuations have
Know what mitigates impact of fluctuations
Have influence on levers to mitigate
Know which fish stocks are important
Know which interventions most effective
Know what bodies comprise “fisheries mgmt”
Relevant bodies work together
Bodies take timely, effective action to manage stocks
Alignment
Outcomes
The vision London is a city where organisations work collaboratively to provide health enhancing physical activity,
and where individuals incorporate physical activity into their daily lives, achieving better health outcomes.
Londoners know how to access opportunities for
physical activity
Londoners know more Londoners
who are physically active
Londoners know how physical
activity benefits London as a whole
Londoners from under-represented groups find it easier to do physical activity
Londoners choose to be active in their
daily lives
Londoners understand how
physical activity helps their health and well
being
Londoners understand how physical activity
can help the fight against climate change
Londoners know how physical activity can
improve neighbourhood safety
Tackle significant health inequalities
Increase access to opportunities for physical activity
Enhance built and natural environment for physical
activity (walking and cycling and play)
Encourage market and technology to support physical activity with new products and
services
Increase proportion of journeys to work/leisure made by public or active
transport
Increase sport and physical
activity opportunities in
schools
Increase NHS and social care investment in physical activity
Run appropriate and successful festival events
Increase employers’ commitment to
change behaviours
Identify effective role models for physical activity
Increase number and proportion of adults
doing sport
Increase knowledge of benefits of physical activity – and of the
barriers to it
Obje
ctives
Outco
mes
Vital signs:Mental healthMortality from
CVD Cancer
Diabetes ObesityAll other mortality causes
Reception year obesity
Year 6 obesity
People reporting the rewards of physical activity
Sustain percentage of Londoners currently physically active
Proportion of adults making one or more visits to the outdoors
each week
Proportion of people with long term chronic disease involved in physical
activity
Proportion of adults making one or more visits to
community/leisure facilities each week Reception year
obesity
Children and young people’s participation in high quality PE
and sport
Percentage of physical activity participation by Londoners (and
decrease percentage who are inactive)
Uptake of referrals of key target groups to opportunities for PA from clinical settings/primary care
Ind
icato
rs
PSA 12:Improve health and well being in children and young people
PSA 18: Improve health and well being for all
PSA 21: Increase the uptake in cultural and sporting opportunities by adults and young people
PSA 22:Deliver a successful Olympic Games and legacy
PSA 27: Lead the global effort to avoid dangerous climate change
PSAs
Outcomes
Outcomes Alignment of spend to strategic priorities
Bubble Data= 08/09 Programme Budget
ColourDepartment Strategic Objective
Climate ChangeNatural EnvironmentSCPEnvironmental RiskFarming & FoodSustainable DevelopmentRural CommunitiesRespected DepartmentN/A
Commitment to Activity
Activity
Potential
Lower Higher
Lower
Higher
10.00.0 5.0
10.0
0.0
5.0
Bubble Diameter
0 50,000 £000's15,000
Alignment
Challenging the process
Stakeholder Analysis
Stakeholder EngagementAlignment
CSA Stakeholder AnalysisBackground Child support reforms
ongoing High profile politically /
press interest Treasury impact 2 customer clients with
very different outlooks and objectives
Not just about money
This is for example purposes and is not necessarily representative of the current CSA situation
Stakeholders Treasury PM / Govt communication machine Lone parents
a) income support b) none Absent parents
(different objectives) Lobby groups (many & varied) Computer industry Legal profession
Alignment
Key Stakeholders: current
Stakeholder Importance Support
Treasury High Low
PM / Comms High Low
Lone Parents 1 High
2 High
High
Low
Absent Parents 1 High
2 High
Low
High
Lobby groups Varied
Computer Industry High High
Legal Profession High Low
Alignment
Supportiveness
Importance
High
Low
Stakeholder Analysis
Source: Cabinet Office ‘Strategy Survival Guide’ 2004 p 80
Low High
TP
LP1
LP2
AP2AP
1LG
1
LG3
LG2
CILegal
Key
Monitor
Manage Involve
Acknowledge
T =Treasury
P =PM/Comms
LP1 =Lone Parent
LP2 =Lone Parent
Private
AP =Absent Parent
AP1=Can’t Pay/
Won’t Pay
AP2=Responsible
LG =Lobby Groups
LG1, LG2, LG3
CI =Computer
Industry
Legal=Legal
Profession
Alignment
Learning from Exercises
Outcome Tree Stakeholder Analysis
StrategicContext
Outcomes Focus
Next Steps
Our Journey
Alignment
Alignment
Public Value
Substantively Valuable
Legitimate & politically
sustainable
Operationally & administratively
feasible
Next Steps
Applicability & Use of Tools
Create Engage ReviewDrivers Fit for purpose
Robustness
Cross boundaries
Test assumptions
Check on track
Logical Models
Shared logic
Test robustness
Cross boundaries
Policy colleagues
Challenge HOW of change
Stakeholder
Matrix
Focus to the strategy
WHO are the priorities?
Review progress
Outcomes Trees
Focus & prioirity
Challenge
Build delivery in strategy
Maintain outcome focus
Empowerment - HOW
Did interventions deliver outcomes?
Next Steps
Skills Competencies
Next Steps
MORE LESS
Activities Activities
Behaviours Behaviours
Discussion 2
Adaptive LeadershipPrinciples of Adaptive LeadershipLeadership can be learned. Widespread leadership that can come from anywhere within an organizationChange generates resistance so exercising leadership can be difficult & dangerous
Adaptive challenges• are fuzzy & hard to identify clearly • involve changing hearts and minds • often are championed by someone who cares, but who may not have the authority to impose change• imply having to learn new ways and choose between what appear to be contradictory values• cannot be "managed," but must be confronted and dealt with honestly.• are the gap between aspirations and reality. • require responses outside the organization's standard repertoire• will involve loss, often involving learning to refashion loyalties and develop new competencies• shift problem-solving responsibility from authoritative experts to the stakeholders• requires a longer time frame and experimentation
Adaptive challenges generate disequilibrium,
resistance and work avoidance.
Next Steps
Strategic Leaders of Tomorrow
New communication skills Clarity on decisions – which ones, who? Facilitate not manage Different relationships with ministers – test &
challenge, broaden perspectives Confident with conflict & complexity Express opinions to test authorising environment Upfront Comfortable not knowing everything
Am I ready…..
Next Steps
….to commit to a process or away day or meeting where I will use at least one of the tools or approaches from today to BE strategic in our contributions to the purpose statement of the Scottish Government?
Next Steps
