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Managing performance
Managing performance
Managing performance
Managing performance
Managing performance
Managing performance
Managing performance
Managing performance
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Managing performance

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Looks at the Performance Management Framework and the need for local authorities to have effective performance management systems in place. Presented by Alec Taylor at the CILIPS Centenary Conference …

Looks at the Performance Management Framework and the need for local authorities to have effective performance management systems in place. Presented by Alec Taylor at the CILIPS Centenary Conference on 3 Jun 2008.

Published in: Business, Technology
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  • 1. CILIPS Conference Peebles 2008 Alec Taylor - Portfolio Manager (Performance Information)
  • 2. A point of law
    • And Moses said unto
    • the people,
    • “ Sorry, but I could
    • only carry the first 10!”
  • 3. BV Audit Reports
    • “… the council recognises that some aspects of performance monitoring and reporting still require further strengthening…”
    • “ The council introduced a performance management framework in 2003, although this is not robust or fully effective.”
    • “ The council is making progress in managing (performance). Many of these arrangements are relatively new and have yet to demonstrate a tangible impact on services.”
    • “ Progress to date indicates that resources have been applied to priorities, for example, in the development of performance management. However, resources are stretched and it is not clear that the council has the capacity to sustain or increase the pace of change.” (Progress report)
  • 4. Accounts Commission comments
    • 2005 “Local authorities have been slow to develop … performance management arrangements…. Public performance reporting is generally weak and tends to focus on positive messages. …SPIs dominate”
    • 2006 “ Still some way to go to develop and implement systematic performance management .”
    • 2007 “There remains an urgent need to improve performance management including robust challenge and balanced public reporting…..particularly in light of the outcomes approach.”
    • Accounts Commission Annual Overview Reports
  • 5. 2003 Best Value guidance
    • … effective performance management systems, which include the use of external comparison, through which performance issues can be identified, monitored and addressed.
    • … an approach to review that is rigorous and robust…
    • … the use of PPRing so that stakeholders are told what quality of service is being delivered and what they can expect in the future.
    • … a commitment to delivering better public services year on year….
    • … responsiveness to the needs of its communities, citizens, customers ….
  • 6. 2007 Position on SPIs
    • It is envisaged that the performance framework will have two main purposes. The first is at a strategic level, reporting on a set of high level national measures which reflect national priorities (SOAs) . These measures, together with the reports of scrutiny bodies, will be the principal mechanism by which the performance of local authorities and their partners will be assessed by the Scottish Executive.
    • The introduction of the framework will allow for reporting requirements for local authorities to be streamlined…. If the framework is successful, ultimately , the measures will replace the current Statutory Performance Indicators and other existing performance measures reported on nationally.
  • 7. SOA Guidance – para 12.1
    • The Single Outcome Agreement is already a complex document, and there is no intention that they are made more complex by the inclusion of significant amounts of performance management information.
    • However, if the SOA is going to have value … they have to be underpinned by supporting analysis and plans and robust performance management.
    • Councils and their partners will have to demonstrate that this information is available in order to fulfil their responsibilities for Best Value.
    • The move to SOAs does not remove the need for Councils to report on the quality, accessibility and value for money of their services as part of their general public performance reporting.
  • 8. A cunning plan? “ I have a cunning plan. ”

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