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Public Bodies Governance Conference 8 March 2013

Public Bodies Governance Conference 8 March 2013. Evidence-based decision making – getting it right! Brian Baverstock. What is evidence based decision making?. EBDM – a practical view. Q – what is EBDM in the context of “making a difference”?

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Public Bodies Governance Conference 8 March 2013

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  1. Public Bodies Governance Conference 8 March 2013 Evidence-based decision making – getting it right! Brian Baverstock

  2. What is evidence based decision making?

  3. EBDM – a practical view Q – what is EBDM in the context of “making a difference”? A – it’s about making the right difference! i.e. spending your time, expertise and energy on the right things!

  4. The wrong things!

  5. How to focus on the right things • Remember your role: • Long-term (mission, strategy and planning) • Monitoring performance (against strategic objectives) • Stay strategic: • Boards govern, executive manage • Agenda as the strategic gatekeeper • If not, good governance and good management will suffer

  6. EBDM – an approach STAGE 1 STEPBACK STAGE 2 PROCESS STAGE 3 REVIEW

  7. STAGE 1 – STEP BACK Strategy test – does the subject of the decision fall within the purpose and strategic objectives of the organisation and is it strategic or operational ? Competence test – does the Board have the necessary competencies/skills to understand the issues relating to the subject matter and the implications of the decision?

  8. STAGE 2 – PROCESS (1) Benefits test – are the reasons for and benefits from the decision clearly set out – what’s being fixed (and why) and what will success look like? Options test – are options identified and assessed? Evidence test –is the supporting information and arguments clearly set out and convincing? Resource test – are the full (short and long-term) resource implications clearly set out?

  9. STEP 2 – PROCESS (2) Risks test – are the risks, including equality impact assessment, clearly set out? Time test – does the agenda allow sufficient time for discussion (more than one meeting might be needed)? Delegation test – is it clear how and when implementation is to happen and whether all or part has been delegated to the executive?

  10. STAGE 3 - REVIEW Impact test – is it clear how and when success and impact will be assessed and reported back to the Board?

  11. Tips for avoiding bad decisions • Spend you time on the right thing • Fit with government policy/direction • Have the right people round the table • Disciplined approach to agenda and discussion • Don’t discount gut instinct, but don’t rely solely on it • Understand the source of knowledge presented • Beware of bias and vested interests

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