Performance Management Framework


Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Performance Management Framework

  1. 1. AGENDA ITEM 6 POLICY, FINANCE AND ADMINISTRATION COMMITTEE 30 SEPTEMBER 2009 REPORT OF THE CHIEF EXECUTIVE PERFORMANCE MANAGEMENT FRAMEWORK 1.0 PURPOSE OF REPORT 1.1 The purpose of this report is to realign the Councils performance management framework in the light of the changes to the Council following the fire and the implementation of New Ways of Working. 2.0 RECOMMENDATIONS 2.1 It is recommended that (i) The revised Performance Maintenance Framework as set out in this report be approved 2.2 (ii) The Councils improvement plan be presented to this committee for approval at its next meeting 2.3 (iii) Review of the Councils service standards be carried out for implementation 1st April 2010 3.0 KEY ISSUES 3.1 The Council has had a clear focus on its performance since 2005 when it assimilated the comments from the Compulsory Performance Assessment (CPA) of 2004. Progress was good and during 2006/7 the Council was placed as the fourth most improved authority in the Country in accordance with the indicators measured by the Audit Commission. This improvement indicated that performance management was embedded within the Council and allowed the amalgamation of the existing Performance Management Group and Making Progress Group to create a closer relationship between change and performance. During 2007/8 whilst there was a slight curtailing of improvement in performance the Council still remained above average across District Councils whilst making further strides with service redesign and service delivery improvements. 3.2 The Council has throughout this period been focused on outcomes related to the key priority areas. Significant improvement has been made across these areas with the Council extending its services into new and innovative fields such as the management of the Early Years contract and Children Centres and the Reoffending Pathways Project. With the advent of the focus on area based working through the Local Area Agreement (LAAs 1 and 2) a clearer focus nationally and regionally was developed upon outcomes. This enabled the Council to further embed its performance approach within services. The most recent Direction of Travel Audit Report commended the Council in several areas for this focus and achievement. (Audit Report 2008/9). 3.3 The steps to embed performance management and develop outcome focus was continuing prior to the fire. The successes in 2008/9 whilst grappling with recovery of the Councils business is a significant tribute to Council staff and the work of the Making Progress Group which is overseen by this committee. However, with the implementation Appendix A : Page 1 of 4
  2. 2. of the New Ways of Working programme and the more efficient and flexible approach to service delivery, a further revision to the performance management framework is required. 3.4 To build on the success of service lead performance improvement a greater focus will be placed upon management with the team structure backed up by regular “one to one” meetings which will ensure the link between the manager/ head of service and those responsible for service delivery and improvement. This process will be underpinned as previously by the appraisal arrangements and will be a mechanism by which the progress and development of individual offices will be maintained. The importance of team meeting is emphasised as a result of the new and flexible ways of working as this ensures that corporate and service messages are communicated and enables team’s to work through difficulties in performance together. 3.5 The Making Progress Group will continue its focus on change and service improvement dealing with performance issues which require more detailed and further attention. A regular Management Team performance meeting will be held quarterly to ensure proper feed into the LAA arrangement. This will also allow oversight of data quality and data management together with the assimilation the Councils information/ evidence base. The latter will feed into the Members requests that the public are better informed about Council Services following the recent Away Day. 3.6 It is further proposed that rather than the presentation of a “basket of indicators” to Full Council on a regular basis as required by the previous Performance Management Framework, that an annual performance report linked to the outcomes achieved by the Council in each of its four themed areas in the new Corporate Plan, set out for approval set out elsewhere on this agenda be accepted. These areas are ‘People’, ‘Places’, ‘Community Safety’ and ‘A Well Run Council’. It is proposed that this regular report also features value for money and efficiency information for Members so that they are able to assess the impact of their investment. Policy Committees will resume the process of receiving performance reports upon the “goals/ objectives” set out within the Corporate Plan at each cycle of meetings and this will enable Members of Policy Committees to have greater understanding and opportunity for scrutiny and challenge in the detail of the programme. The Making Progress Group will continue to refer matters to Policy Committees as required if there were concerns or significant achievements to note. 3.7 Members have acknowledged previously the need to align the management of the new build, the introduction and learning from the New Ways of Working and the efficiencies agenda. The potential for duplication and overlap has been noted. Some steps have been taken to ensure adequate communication and information flow however there will be a need to review the groups following approximately one year of working to assess if changes or further efficiencies in processes need to be made. 3.8 Finally, in order to facilitate management of the wider performance agenda a Council Improvement Plan will be developed. This will encompass corporate activities which will arise form the organisation assessment, use of resources and other good practice arrangements applicable corporately as well as key actions from the Councils Corporate Plan for Policy Committee oversight. This will form an appendix to the regular performance reports. 3.9 As part of the recent corporate priorities Away Day Members determined they would identify good standards of service this would give a baseline for performance across the authority. Work on priorities would be additional to this and build upon achievement of the good standard. A program of activity with policy committees and Members will be developed to settle the “good standard” this will link into service standards overall which are communicated to the public. Appendix A : Page 2 of 4
  3. 3. 4.0 POLICY AND CORPOARTE IMPLICATIONS 4.1 The Performance Management Framework and the actions arising from it enable Members to set the standards for service delivery derived from policies approved. The framework establishes the reporting mechanisms and the roles of individual officers, teams, managers and Members across the Council. 5.0 FINANCIAL AND OTHER RESOURCE IMPLICATIONS 5.1 With the increasing focus on efficiency and value for money the framework in its implementation will continue to have close regard to service development, improvement and efficiencies as well as give Members greater information with respect to value for money. 6.0 LEGAL IMPLICATIONS/POWERS 6.1 There are no particular implications arising from this report. 7.0 COMMUNITY SAFETY 7.1 There are no particular implications arising from this report. 8.0 EQUALITIES 8.1 In the delivery of the Councils services and formulation of policies fair access for all must be considered. As part of the Performance Framework adherence to the requirements of equalities procedures is being implemented. 9.0 RISKS 9.1 To consider and give any Risks related to this report and if there are risks to complete the tables below Probability Risk Description Very High No. A 1. Performance Management is High ineffective B 2. The Framework is not supportive of Significant New Ways of Working C Low D Very Low 1,2 E Almost Impossible F IV III II I Neg- Marg- Critical Catast- ligible inal rophic Impact Appendix A : Page 3 of 4
  4. 4. 10.0 CLIMATE CHANGE 10.1 There are no particular implications arising from this report. 11.0 CONSULTATION 11.1 Consultation is being carried out in detail with Heads of Service with reports being made to the Making Progress Group as appropriate. 12.0 WARDS AFFECTED 12.1 All. Contact Officer: Lynn Aisbett Date: 17 September 2009 Appendices : None Background Papers: 1 Direction of travel/audit letter 2008/9 2 Current performance management framework Reference : X: CommitteesPFA2009 10300909 Appendix A : Page 4 of 4