Thursday, 22 December 2011

Service Delivery

With Creative Scotland's continuing opacity, unfolding contradictions (no cuts/ cuts) and informational asymmetry (including drip-feeding rumour of uplifting a few FXOs to Foundation status, since dismissed), to date as practitioners we have mostly tended towards focusing on Creative Scotland's largely unfamiliar (to us) 'language' of Service Delivery while perhaps not yet naming it as such - in part because exploration has taken us to this point of recognising it.
In the absence of a cogent explanation from Creative Scotland of the fundamental changes it is effecting and why, our focus on Creative Scotland's unfamiliar language and its alienating effects has been understandable as one of the few (in)tangibles we have.
One concern emerging, though, is in appealing to Creative Scotland for it to moderate this language as being the same thing as a change to the new model of provision itself and the Scottish government objectives that underlie it.
Again, in part, this may be because we have regularly experienced changes to the lexicon of funding with incremental changes to provision models - e.g. 'Social inclusion' - but nothing as abrupt and all encompassing as what we now experience. (And for this reason comparisons with provision in England may be erroneous.)
It may now be time to get to the crux of where that language comes from, what system it is of and what is meant by it, which appears to lead us to analyse what was/is meant by "single purpose government" in Scotland and its assumptions surrounding economic growth at any cost.
What is becoming evident is that what we are being subject to is less of a 'national cultural strategy' and more of a 'national service agreements' 'service delivery model':

Strategic Objectives - Scottish Government
The Government has five objectives that underpin its core purpose - to create a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth.

The preceding chapters set out the Scottish Government's ambitious agenda to make Scotland a more successful country. This chapter sets out the new national performance framework, fully integrated into the Spending Review, which will underpin delivery against the government's agenda.
This framework is designed to be clear, logical and easy to understand. It replaces a proliferation of competing priorities, set by the previous administration, providing a unified vision and quantifiable benchmarks against which future progress can be assessed. In developing the national performance framework we have drawn on the successful outcomes-based model of the Commonwealth of Virginia, USA. We believe it will allow us more clearly and openly to demonstrate our performance as a government and sharpen the focus of all those responsible for public services on the delivery of Scotland's priorities.

National Outcomes
Fifteen National Outcomes describe what the Government wants to achieve over the next ten years, articulating more fully this Government's Purpose . They help to sharpen the focus of government, enable our priorities to be clearly understood and provide a clear structure for delivery.
By achieving these outcomes together, we will make Scotland a better place to live and a more prosperous and successful country.

Local Matters: Delivering the Local Outcomes Approach

Single Outcome Agreements

Community Planning

guidance for collaborative options evaluation and appraisal of service delivery models
"joint service delivery as a means of achieving efficiency savings, improving service delivery and developing skills capability and capacity"

CAPITA : Outsourcing/ Service delivery models
No two services are the same
So why be rigid about how they are delivered?

1 comment:

Variant said...

December 2011 - Cabinet Secretary for Finance, Employment and Sustainable Growth John Swinney said: "I am delighted to launch the updated National Performance Framework. This refreshed framework reaffirms the Government's commitment to the outcome based approach we set out in 2007. We are committed to a transparent Government which works towards our purpose of delivering sustainable economic growth, and the NPF helps us to measure this and to reflect our national wellbeing and success."

National Outcomes
Fifteen National Outcomes describe what the Government wants to achieve over the next ten years, articulating more fully this Government's Purpose.

National Performance Framework
Scotland's National Performance Framework (NPF) has been updated to better measure progress towards achievement of the Government's purpose and national outcomes.

New National Indicators – including one for culture
…the Scottish Government has published the latest updates to the national indicators of progress, which feed into the National Performance Framework. There are 12 entirely new indicators, including one for culture: 'Increase cultural engagement’…
The Government identified the following key influences on this indicator:
- Availability and quality of cultural offerings
- Location and accessibility
- Capacity of cultural organisations to deliver.

Cultural Engagement
* Why is this National Indicator important?
Cultural engagement impacts positively on our general wellbeing and helps to reinforce our resilience in difficult times. Cultural participation is known to bring benefits in learning and education; there is a significant association with good health and satisfaction with life. Our culture is key to our sense of identity as individuals, as communities and as a nation. Maintaining the quality and diversity of our cultural offerings in conjunction with enabling a strong level of engagement with culture helps to promote Scotland on an international stage as a modern dynamic nation. These factors also encourage visitors to come to Scotland, creating and maintaining jobs in cultural tourism; and support the conditions for Scotland's creative economy by encouraging creative industries to be leading edge in their field, particularly as part of maintaining and growing city economies.
* What will influence this National Indicator?
Key influences are the availability and quality of cultural offerings for those attending, participating and learning from them; location and accessibility, both physical ease and by introducing people to unfamiliar experiences which they are then encouraged to repeat and develop; and the capacity of cultural organisations (particularly in a local authority context) to deliver.
* What is the Government's role?
The Government sets the overall framework within which Scotland can produce world-class culture and creative output, and people are actively engaged in culture and creative activities. It promotes the value of taking part in cultural activities. It has a key policy and funding relationship with Creative Scotland which has a statutory function of encouraging as many people as possible to access and participate in the arts and culture. The Government works with local authorities to agree shared priorities on the value and benefits of cultural engagement. It also works with national organisations in the culture and heritage sector to set priorities and monitor progress on access to and participation in culture.