Public sector strategy health check

We are clear what we are trying to achieve and how we measure success in achieving it

We have an up-to-date assessment of our strengths and weaknesses (e.g. fit of our services with needs and demands, outcomes/performance achieved, skills and capabilities, cost base, etc.)

We have an up-to-date assessment of external needs, opportunities and threats(e.g. change in need or demand, change in policy or regulation, change in provider landscape, etc.) 

We are clear, in measurable terms, how our success will be impacted if we don’t act to address the issues and opportunities resulting from (1) to (3) above

All key stakeholders agree on the rationale and priorities for action (i.e. case for change)

Driven by (A) above, we have a clear scope, purpose and vision/aspiration – underpinned by a handful of measurable outcomes, which define what ‘success looks like’ for us and our stakeholders

We are clear how our scope and purpose fits in the wider context – including how we relate to other organisations seeking to achieve complementary goals

We have a set of guiding principles providing a sound and consistent basis for making strategic and operational decisions

We are clear on what services we will offer in future, who will receive and benefit from them – and how they will be delivered, prioritised and funded

We are clear how the organisation will be structured and run in future – and if/how that will be different from today (governance, organisation, skills and capabilities, technology, etc.)

To achieve the change required by (B) above, we have a clear implementation plan, with budget and resource implications built into operating plans

Our plan recognises that context and priorities will change over time - and, with this in mind, incorporates regular delivery and review points

We have clear leadership and governance to oversee the implementation of the change – including strong representation from external stakeholder groups

We have a clear and compelling business case which demonstrates excellent value for money (i.e. maximises contribution to our strategic goals in an affordable way, with manageable risk)

We are clear what benefits will result from the change;  when and how these benefits will be realised – and who will be accountable for realising them