Applying a Dynamic Performance Management Framework to Wicked Issues: How Coproduction Helps to Transform Young People’s Services in Surrey County Council, UK

Abstract

This article explores how a dynamic performance management (DPM) approach can give policy makers a more integrated, time-related understanding of how to address wicked problems successfully. The article highlights how an outcome-based approach to solving wicked policy problems has to balance three very contrasting objectives of stakeholders in the policy making process -improving service quality, improving quality of life outcomes and improving conformity to the principles of public governance. Simultaneous achievement of these three objectives may not be feasible, as they may form an interactive dynamic system. However the balancing act between them may be achieved by the use of DPM. Policy insights from this novel approach are illustrated through a case study of a highly successful co-production intervention to help young people with multiple disadvantages in Surrey, UK. The implications of DPM are that policy development needs to accept the important roles of emergent strategy and learning mechanisms, rather than attempting 'blueprint' strategic planning and control mechanisms. Some expectations about the results may indeed be justifiable in particular policy systems, as clustering of quality of life outcomes and outcomes in the achievement of governance principles is likely, because behaviours are strongly inter-related. However, this clustering can never be taken for granted but must be tested in each specific policy context. Undertaking simulations with the model and recalibrating it through time, as experience builds up, may allow learning in relation to overcoming barriers to achieving outcomes in the system.

Exploring Collective Leadership and Co-Production

“…This is evidenced and supported through participant accounts, some of which have been included in this chapter, and highlights an important relationship between the need for a systems-focused approach when faced with complex issues and involving citizens and communities in addressing them. This version of coproduction (defined in Figure 3) is considered by the author to be a step beyond the consultation and participation exercises that take place around discrete projects or initiatives, and corresponds with the findings reported by Bianchi et al, (2017), who similarly acknowledge the importance of emergent working and learning when engaging in coproductive activities.…”

Dynamic Performance Management: An Approach for Managing the Common Goods

“…It can also contribute to the inclusion of more actors in public policy analysis [53,54] and in forecasting behaviour and policy at each stage of development. Policymakers may have available a more integrated, transparent and holistic view of the link between various factors [55].…”

“…Children overweight [168] micro (family) and macro (governmental policies) levels that need for reducing obesity and overweight Eco-friendly vans [169] eco-friendly vans for urban freight distribution Decision support [170] decision support system which indicate what issues and stakeholders are to be included in decision analysis Urban development structure [171] mechanisms contributing to the low public transportation use E-waste generation and recycle [172] prediction of e-waste generation and distribution through different disposal pathways Dynamic performance management [55] an outcome-based approach to solving wicked policy problems Work-education mismatch [173] the education-workforce pipeline Socio-technical transition in elec. [174] impacts and side effects of stable feed-in tariffs of wind and solar electricity Carbon reduction labelling [175] government of possible sustainable policy design to promote low-carbon development Emerging research institutions [176] optimizing budget resource planning for sustainable supply chain networks and other institutions Alternative fuel vehicles [177] impact of public policies in the long-term diffusion dynamics of alternative fuel vehicles in Brazil…”

“…Decision support [170] decision support system which indicate what issues and stakeholders are to be included in decision analysis Urban development structure [171] mechanisms contributing to the low public transportation use E-waste generation and recycle [172] prediction of e-waste generation and distribution through different disposal pathways Dynamic performance management [55] an outcome-based approach to solving wicked policy problems Work-education mismatch [173] the education-workforce pipeline Socio-technical transition in elec. [174] impacts and side effects of stable feed-in tariffs of wind and solar electricity Carbon reduction labelling [175] government of possible sustainable policy design to promote low-carbon development Emerging research institutions [176] optimizing budget resource planning for sustainable supply chain networks and other institutions Alternative fuel vehicles [177] impact of public policies in the long-term diffusion dynamics of alternative fuel vehicles in Brazil Population health [178] national systems thinking approach towards improving the health of communities and populations Renewable energy power [179] long-term development of the renewable energy power industry Highway projects [180] interactions among the highway pavement performance and stakeholders' relevant factors Risk management [181] impact of maritime regulatory changes Waste reduction management [182] construction professionals for waste reduction measures Community involvement [183] collaborative networks including local communities Strategic workforce planning [184] healthcare workforce planning to support strategic planning with multiple methodologies and modelling…”

Following the yellow brick road? (Dis)enchantment with co-design, co-production and value co-creation in public services

“…However, the intention behind this process is not to deplete this area of research of the magic which helped channel the efforts of so many colleagues into advancement of ideas which can make a real difference to practice (e.g. Bianchi, Bovaird, and Loeffler 2017;Bovaird and Loeffler 2014;Bianchi, Bovaird, and Loeffler 2017), but to pave avenues for reenchantment (Suddaby, Ganzin, and Minkus 2017). We start with a short conceptual discussion on the topic of this special issue: co-design, co-production and value cocreation of public services.…”