1. Planning & Regeneration Service Plan
Performance Management Framework
PLYMOUTH CITY COUNCIL
PLANNING & REGENERATION SERVICE
2. Planning & Regeneration Service
Performance Management Framework
1.0 About the Planning & Regeneration Service.
1.1 The Department of Development has the following mission statement:
To make Plymouth the place to live, work, invest and visit.
Plymouth will be a regional centre of international repute with:
Places and places of real quality.
An excellent communications system.
An innovative and caring approach to service delivery.
A place to do business.
Where all communities have equal access, opportunity and a
good quality of life.
1.2 Therefore the Planning & Regeneration Service has the following
To make Plymouth an exceptional city of quality
and choice through modern, innovative and
customer focused planning and regeneration
3. 2.0 Planning & Regeneration Service Planning and Performance
2.1 The Service’s Management Team is committed to providing excellent
leadership and management within the Service to enable its planning
and regeneration functions to be amongst the highest performing in the
country. To achieve this, a clear articulation of Service planning and
performance management is a pre-requisite. This framework needs to
be nested in the Corporate framework as set out in Corporate
Planning, Performance Framework and Medium Term Financial Plan.
2.2 The framework consists of:
An amplification of the City Council’s “principles” into a set of
“values” as for the Service.
A description of Service planning and performance management
framework as it applied particularly to Planning and Regeneration
A Service planning and performance management cycle, to
ensure that the Service is adequately supporting that defined
corporately for the City Council.
Performance targets and indicators of the framework.
3.0 Planning & Regeneration Service Values
3.1 The City Council’s Corporate Plan 2004-2007 sets out the following
“principles” which lie at the heart of its Modernisation Programme:
Cares for all people.
Listens to and involves communities.
Respects diversity and tackles inequalities.
Values its staff.
Is open, honest and fair when making decisions.
Prudently and responsibly manages taxpayers’ money and the
Ensuring that sustainability is at the core of all we do.
3.2 The Planning & Regeneration Service’s Management Team is
committed to driving through these “principles” in respect of what the
Service does and how it does it. As an aid to this process, the
following statement of Values for the Service has been devised (see
box). We will promote and monitor these values through our Service
performance review processes and – where appropriate - through the
Individual Personal Appraisal scheme.
4. PLANNING & REGENERATION SERVICE: VALUES.
1. Inclusion. We will aim to ensure that our planning and
regeneration activity to secure real quality of life improvements for
all sectors of the community. This requires that we are well
informed about community needs and are proactive in seeking to
address disadvantages and deprivation where we have the power
to do so.
2. Engagement. We do not believe that we can plan effectively for
the city’s future and manage change in the environment without
engaging with the people that live, work and invest here. We will
seek to engage with local communities and key stakeholders, and
where appropriate to work in partnerships to pool resources for the
identification and delivery of sustainable quality solutions.
3. Sustainability. We aim to achieve high quality sustainable
solutions that endure. This means a commitment to forward
planning and to seeking high quality solutions that will survive the
test of time. It also means a commitment to genuinely sustainable
solutions that have regard not just for immediate needs but take
account of the potential effects of development on future
4. Deliverability. We aim to be grounded in reality and practicality.
The plans and strategies that we produce and the programmes that
we develop must be capable of delivery, and we will have regard to
implementation requirements in the carrying out of our work.
5. Adding value. We will strive for integrated solutions that add value
and support other objectives. We aim to ensure that our plans,
strategies, programmes are consistent and self-supporting. We will
support through our work the wider objectives of the Council and its
partners, and add value through ensuring appropriate development
planning, regeneration and design frameworks are in place.
6. Customer focus. We will strive to provide the highest standards of
care for all of our customers. Our customers include the general
public, developers and their agents, businesses and organisations
in the city, councillors and council officials, and indeed any person
or group who we relate to or have an effect on.
7. Staff focus. Our staff are fundamental to achieving our goals. We
will invest in professional development for our staff. We will strive
to ensure that each person has the opportunity to make a real
differences in the workplace, and for this to be acknowledged and
valued by management.
8. Excellence. We will strive for a culture of excellence (but not
perfectionism) in what we do and how we do it. Our aim will be to
provide high quality services and work, no matter how small or large
the task. In this respect, customers can have a reasonable
expectation that services provided to them will be well founded and
properly co-ordinated within our teams and with those provided by
others in the Council.
5. 4.0 Service Planning and Performance Management Framework
4.1 “Planning” within a service context in the Planning & Regeneration
Service takes place within a context set corporately and indeed in
some respects nationally and regionally. An understanding of this
framework is critical to effective service planning. The diagram below
provides a summary of this framework.
Planning & Regeneration Service: Summary of Service
National & Regional
Planning Policy Statements
Regional Spatial Strategy
Regional Economic Strategy
Other Government policy frameworks on planning and
Public Service Agreements (see Annex 1)
Local Strategic Partnership
City Strategy (Community Strategy)
City Council: Cabinet, Corporate Management
Medium Term Financial Plan
Human Resources Strategy
Planning & Regeneration Service
Service priorities, objectives, policies and standards
Individual Work Plan
Personal Development Plans
Career Grade Progression Scheme
6. 4.2 Performance management links strongly into this corporate and service
planning framework, but it is far more than a series of plans or events.
Performance management is a process of continuous performance
improvement, with a focus not just on the achieving goals but also on
the means by which these goals are achieved. The Audit Commission
helpfully describes the elements of performance management in a flow
chart (ref. Audit Commission in its 2002 paper “Performance
4.3 Service planning and performance management operates at four levels
within the Planning & Regeneration Service:
7. 4.4 At a Service level, the key tasks of service planning and performance
Production of a Service Plan which (1) defines at a strategic
level what needs to be done in the Service in order to deliver
national, LSP, corporate and departmental objectives and
priorities. (2) Sets out performance standards and targets
against which delivery can be monitored.
Allocation of the resources and responsibilities at a Unit level
to enable the Service Plan to be delivered.
Ongoing monitoring of delivery.
Regular review, leading to adjustments in future Service
Plans and inputs to corporate planning process.
Regularly seeking customer feedback in respect of all of the
services provided by Planning & Regeneration.
4.5 At Unit level, the key tasks of service planning and performance
Communicating Corporate and Service priorities and
The establishment and communication to staff of Unit
priorities to ensure that it plays its role in the delivery of
Corporate and Service objectives.
The organisation, provision and allocation of resources
across the Unit in order to ensure that these priorities are
delivered efficiently and effectively.
The monitoring and review of performance indicators and
targets in relation to the delivery of these priorities and the
day to day operation of the Unit, measuring not just outputs
and outcomes but also the management of inputs.
The production of an Improvement Plan for the Unit by
which performance is assessed, problems evaluated and an
action plan for improvement developed and implemented.
The establishment and defence of a culture of continuous
performance improvement, including staff engagement in
the direction of the Unit and investment in staff development.
Publishing a strategic work programme for the Unit, and
ensuring that the work of the teams in the Units are joined
up with one another and well connected with the work of the
rest of the Council and its partners.
8. 4.6 At a Team-level, the key tasks of service planning and performance
Within the context of corporate and Unit priorities
identification of work targets and priorities.
Setting teamwork programmes.
The allocation of specific resources to deliver the
Highlighting constraints to performance and resource issues
(input to the Improvement Plan).
Monitoring overall progress.
Holding weekly team meetings for management and
corporate issues debriefing, and regular team meetings for
ongoing work planning and review.
Working as teams, not individuals, to provide coordinated
services to our customers.
4.7 At an individual level, the key tasks of service planning and
performance management are:
• Individual Performance Appraisal and Career Progression
• The setting of individual work plans arising from teamwork
programmes, and other personal objectives.
• The regular monitoring of objectives / work plans / training and
development through One-to-One meetings with managers /
• The preparation by staff of Personal Development Plans.
• Engagement in the Unit Improvement Planning process and
• Participating in 360o appraisal whereby staff appraise their
9. 5.0 The Service Planning and Performance Management Cycle
Month Corporate Service Unit Team Individual
Every Review of Review of Weekly team One-to-One
month Service’s key Unit’s key meeting for meeting with
performance performance management manager /
indicators & indicators & feedback supervisor
finances finances Ongoing
April Corporate Comprehensive Individual
Plan review of Unit’s work plans
published performance set and
indicators / agreed
review of Performance
BVPIs / LPIs Appraisal
May Overview & Review / Performance
Scrutiny outturn report Appraisal
Commission for previous interviews
quarterly financial year
June Best Value Quarterly Analysis of Team Away 360o
Performance Service performance Days to appraisal of
Plan review of issues from engage staff managers
published progress in previous in review of
implementing financial year progress,
Corporate and consideration
Plan consideration of future
of options for priorities and
on priorities Quarterly
improvement preparation of
for local financial
July Quarterly Service
review of planning self
BVPIs / LPIs assessment
Corporate Service Plan:
Plan Plans and
10. Month Corporate Service Unit Team Individual
August Overview & Input to mid Service Plan:
Scrutiny year Identification of
Commission monitoring of draft strategic
quarterly Service work
review of Plans programme,
financial and core work
performance priorities and
information targets for next
September Mid year Quarterly Review of Prepare
monitoring of Service medium term Personal
Service review of financial issues Development
Plans progress in Plan
Overview & Corporate
Results of Quarterly
Best Value financial
October Fundamental Prepare Performance
half-year input for Appraisal
review of Undertake
BVPIs / LPIs Customer
11. Month Corporate Service Unit Team Individual
November Draft policy- Performance
led budget Appraisal
December Confirm Quarterly
funding for review of
following progress in
year and implementing
reflect in Corporate
with public financial
on budget review
January Review Prepare Input to P&R Prepare PI
MTFP Service level Service Plan reports and
input for Best revised
Quarterly Prepare Unit
Value targets in
review of level inputs for
Performance relation to
BVPIs / LPIs Best Value
Plan Best Value
light of public
12. Month Corporate Service Unit Team Individual
February Finalise Managers Preparation of
budget Away Day to draft Team
including ensure joined Work
Council Tax up programmes Programme
for next for next year
March Council Quarterly Approval of
budgets and financial Team Work
Council tax review Programme
Best Value Review
6.0 Management Framework Performance Indicators and Targets
6.1 The Planning & Regeneration Service is ultimately about delivering real
outcomes that improve quality of life for the people of Plymouth and
deliver local, regional and national priorities. It uses a range of
indicators for measuring its performance in relation to its goals. These
are still evolving and are reported elsewhere. This Section rather
highlights indicators and targets in relation to how we undertake our
business. This is also important because it enables us to monitor our
efficiency and effectiveness in managing the various resources given to
deliver our goals.
6.2 The proposed indicators and targets fit into 5 categories:
What needs to be done
Who it needs to be done for
How it is done
Why and how well it is being done
13. Aspect of Indicator Target
What needs Delivery of work 1. Achievement of all “prioritised” work
to be done. programme as programme items on time. (“Prioritised”
informed by refers to work critical to the delivery of
Corporate & Corporate and Service priorities).
Who it needs Extent to which 2. Achievement of all targets as set out in
to be done customer focus Service Customer Charter.
for. targets are 3. Achievement of targets in relation to Best
achieved (including Value Performance Indicator (BVPI) 205 on
measures of quality of planning service
How it is The efficiency, 4. Non-salaries related expenditure of the
done. effectiveness and teams’ budgets to be within 95% of profiled
quality of the estimate at each quarter.
management of 5. Percentage of third tier managers and
resources. above achieving a minimum level of Health
& Safety training.
6. Trained risk assessors identified for DSE,
Manual Handling and Violence &
Aggression for all parts of Service.
7. Proportion of working days lost to sickness
to be less than that identified as Corporate
target for 2005/06 (BVPI 12).
8. 70% of staff time (min) to be spent on
“prioritised” work programme.
Why and how Extent to which 9. BVPI 200. Targets on progress towards
well it is outcome targets achievement of the Local Development
being done are achieved. Framework. At least 80 % of new homes
(i.e. built on previously developed land (BVPI
10. BVPI 219. Targets relating to designation
and management of conservation areas.
11. BVPI 109. x% major, minor and other
applications determined within 13 weeks.
12. BVPI 204. Planning appeals performance.
In addition, a systematic process of monitoring
planning policy outputs will be developed in the
Local Development Framework Annual
Staff Extent to which 13. All staff to have performance appraisal once
enablement. staff enablement is / year, with 6 monthly review and at least 8
delivered monthly 1-1 meetings with their manager /
14. Implementation of training priorities
identified through IPA (100% of delivery of
1st priority training identified through IPA).
14. ANNEX 1: SOME ELEMENTS OF SERVICE PLANNING &
PERFORMANCE MANAGEMENT FRAMEWORK
Weekly team meetings
The primary purpose of these meetings is to provide feedback to staff on
corporate and management issues.
However, it is important that these meetings also enable issues to be fed back
up the management chain.
Once a month these meetings should focus specifically on performance
issues, with the Unit’s Performance report being discussed at the meeting.
Quarterly One-to-One meetings
Managers or supervisors should have One-to-One meetings with their staff
These meetings will enable progress on delivering objectives agreed at IPA to
be monitored and enable other issues to be discussed, depending on the time
of year that the meeting takes place.
As soon as possible after the teamwork programme is set, a One-to-One
meeting should be held with each team member to agree Personal Work
Plans. This meeting could also consider any “capability” issues relating to
work plan, including training needs.
At all meetings, it should be possible to discuss things that are going well and
not so well from both the manager’s and staff member’s perspective. An
opportunity should also be provided for health & safety issues / concerns to
be identified at these meetings.
One-to-One meetings should not be seen as an alternative to managers
providing ongoing feedback to their team members. Both managers and their
staff have a responsibility to communicate well with one another on an
Personal Development Plan
Whereas training and professional development needs will be one of the
areas of focus in the Performance Appraisal and Career Progression
Schemes (see below), staff should be proactive in considering their own
development needs prior to these meetings.
Staff will be provided with a template to help them produce their Personal
Individual Performance Appraisal
This is a corporate scheme of staff appraisal. Each member of staff should
undergo Performance Appraisal twice a year. Through the scheme issues
relating to performance will be able to be discussed and action plans for
further development and improvement set.
15. Career Grade Scheme
This progression scheme is specific to the Planning & Regeneration Service.
Some of the posts within the Service are on a career scale, and progression
depends on the achievement of certain criteria. Career Grade interviews will
take place once a year, in tandem with one of the Individual Performance
This is a survey based appraisal methodology whereby team members may
appraise their managers, and may peer group colleagues. This can be done
anonymously if preferred. The aim is to help inform managers of their
strengths and weaknesses from the perspective of their staff and to set their
own personal improvement plans in response.
The results of the 360o appraisal, and the improvement plan resulting, should
be discussed with the managers own line manager.