Performance Management Framework


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Performance Management Framework

  1. 1. Delivering Excellent Services and Continuous Improvement - A Guide to Performance Management in Merton This booklet is a brief guide to our performance management framework. More details are available on our intranet page: http://intranet/managingperformance.htm
  2. 2. Managing Performance in Merton Merton Council’s performance management framework was first published in 2004. Although the principles of performance management remain the same this framework has been updated to ensure that it remains up to date with changes such as new business planning arrangements, the community plan and the introduction of cross-cutting priorities. Performance management is really just good management. It is about how we consistently plan and manage improvements to our services. In Merton, it is about how we organise ourselves to deliver our ambition for continuous improvement and excellence in everything we do. Improving public services and providing value for money is a high priority for the Government. In local government top performing councils have shown that managing performance is key to achieving high quality services for their citizens. Although better performance management does not guarantee better performance, sustainable improvements in services are unlikely to happen without it. Everyone in the organisation has a part to play in improving our services and achieving our ambitions. All of us need to understand the principles of performance management and how they are being applied in Merton. Our performance management framework has been developed and reviewed to ensure that it is: • Simple and clear • Built on progress made and lessons learnt so far • Owned, used and communicated • Consistent yet flexible • Practical and easy to navigate • Part of the day job Our framework will help all of us to: • Be clear about what we are trying to achieve as an organisation • Understand exactly how we are going to achieve it collectively and individually • Understand how we will monitor and report progress through regular evaluation and review • Understand how the contribution of individual members of staff, managers, teams and departments relate to each other and help to deliver the targets set for the whole organisation The guide provides an overview of the arrangements in place to manage performance. It will act as a reference point for all of us, using the tools that will drive up performance across the board. The different elements of the framework are also represented diagramatically as a wall poster which can be downloaded from the intranet. The performance management framework has three parts: 1. The planning framework - how the plans fit together - the ‘golden thread’. 2. The planning, monitoring and review cycle - what happens, when and how. 3. Taking responsibility for results - how we go about doing it.
  3. 3. Part One - The planning framework - how the plans fit together - the Golden Thread The performance management framework links plans and targets together through the ‘Golden Thread’. The performance triangle shows how our plans fit together and how this thread runs through them, connecting the broad strategic objectives of the council and its partners with the actions of managers and staff at service, team and individual level. Merton Performance Management Framework Triangle - the Golden Thread Community Plan (2006–15) Medium Term Council Business Financial Strategy Plan (3 year rolling) Annual Report Workforce Development Plan Performance Plan (annual statutory) Statutory Plans Departmental Plans (annual) Divisional Plans * (annual) Team Plans * (annual) Individual work programmes / appraisal objectives * Departments must complete either Divisonal or Teams Plans The Community Plan sets out the priorities for the council and its partners over the next ten years and provides the foundation for the three-year Local Area Agreement which will run from 2007-2010. The Business Plan sets out the council’s priorities for improvement over the next three years. The plan is reviewed every year to ensure that it always reflects the most important improvement priorities. Departmental Service Plans are produced every year and outline the key issues and priorities for the department. Departmental plans are monitored on a regular basis by DMTs. Divisional and Team Plans outline how each work area is going to contribute to corporate and departmental targets and priorities. Appraisals take place twice a year and are used to agree individual work programmes and targets. Statutory and other plans are produced for central government. A full list of plans and policies is available on the council’s website. The Medium Term Financial Strategy (MTFS) outlines how much money we expect to receive over the next three years and in broad terms what we expect to be spending this on. The Workforce Development Plan is focused on making the best use of the skills of staff to deliver the services residents demand and deserve. The Best Value Performance Plan (BVPP) is published in June each year and summarises our achievements in the previous year, outlines our ambitions for the next year and reports on our progress against statutory BVPIs. The Annual Report is published in October each year and provides details of our financial performance over the previous year and reports on our performance against our business plan targets.
  4. 4. Part Two - The planning, monitoring and review cycle - what happens when and how The planning, monitoring and review cycle shows how we continuously review our performance in order to improve our services. There are four stages to the process: Planning - Where are we now and where do we want to be? Where we are now is reflected in performance against our PIs, the results of satisfaction surveys, our CPA scores and other inspection results. Our corporate ambitions and objectives that describe where we want to be are laid out in the community plan and the business plan. Doing - How do we get to where we want to be? To get where we want to be we need to maximise our capacity to deliver the actions laid out in the various plans, and use our performance management and appraisal systems to ensure that we remain on course. Reviewing - How are we doing and are we there yet? By monitoring and managing performance, consulting with our partners and service users, and benchmarking against other providers, we can assess our progress towards achieving our ambitions and learn from the good practice of others. Revising - What do we do next? It is important that our services evolve to meet the needs of our residents. Having reviewed our performance we may need to change what we are doing or revise our ambitions and objectives so that we can continuously improve as an organisation. To maximise the cycle’s effectiveness we have an agreed timetable for the process which takes into account both performance and financial considerations. This timetable enables councillors to agree priorities and allocate resources based on community views and needs, and accurate performance information. These priorities are translated into planned outcomes and performance targets to make sure that the right things get done.
  5. 5. Part three - How we go about doing it - taking responsibility for results A performance culture Everyone contributes to improving Merton by working within and using the performance management framework. This ensures that measurable activities at individual, team and service level translate into outcomes and effects on the community. Individuals: Services units Departments: The council: Meeting our Achieving our and teams: corporate priority to: strategic objective (objectives, set during (targets from Divisional/ (targets from Departmental (Business plan of : annual appraisals Team plans) service plans) outcome) Empty litterbins in our Monitor a sample of Increase the Creates a better local Improve the quality of Sustainable parks at least once parks to check that percentage of sites environment, working the public realm for Communities a day (Monday-Friday) we are keeping surveyed with little with local communities residents of and them clean or no litter visitors to Merton Introduce a enchanced Engage all schools Increase the percentage Reduces childhood Promote healthy Healthier assessment criteria in the Healthy of schools achieving obesity and increases life styles and choices Communities to move schools Schools programme Healthy schools award levels of physical forward in their fitness in Merton implementation schools of the Healthy Schools actions Deciding what to measure and setting targets Performance measures and indicators describe how well a service is performing against its objectives. Targets are defined levels of performance for a particular performance measure or indicator. Setting targets is an important discipline and should involve all the appropriate stakeholders, including members, partners and staff. More information and guidance on measuring performance and setting targets is available on the intranet. Data quality Having set targets it is important that we report progress against these in a timely and accurate way. The key to accurate reporting is good data quality. The council adopted a data quality strategy in 2006 which outlines the principles and standards of data quality expected by the council. Roles and responsibilities - Who does what Individuals All staff have a responsibility to deliver the tasks that have been agreed in their appraisal and understand how their work contributes to team, departmental and council goals. Service units All service units should meet regularly to share information, review progress of their divisional and team plans, develop ideas, identify areas for the next plan and agree the way forward on a variety of team and work issues. Service unit managers attend quarterly performance boards for their division. Heads of service Heads of service are responsible for overseeing the performance of service units within their remit. Departmental Management Teams (DMTs) DMTs develop and deliver their departmental plan, incorporating targets from other plans and strategies as appropriate. They monitor their departments’ performance information and are responsible for taking action to deal with under performance.
  6. 6. Directors Each director is responsible for the performance of a department. They make sure that departmental plans are monitored at least every three months and regularly provide progress reports to the appropriate cabinet portfolio holder(s). Corporate Management Team (CMT) CMT reviews performance monthly and it can ask DMTs to review areas of concern and agree management action to address under performance. Cabinet and Overview and Scrutiny Ultimately, councillors are responsible for setting the direction of the council. All councillors can review monthly performance information via the dashboard, and cabinet members have challenge sessions every two months with the cabinet member for performance. Overview and scrutiny panels have regular performance monitoring task groups to examine performance data, detect trends and identify key areas of concern. The diagram below shows how the data we collect feeds though the system to ensure continous improvement. Public Member bi-monthly meetings with Cabinet Reports Cabinet member for performance Government Members Scrutiny task groups Scrutiny panel discussions Current performance Improving performance Directors bi-monthly meetings with Chief Executive Data Dashboard CMT CMT discussions Performance Boards Partners Staff Appraisals Supporting managers and staff The Policy, Partnerships and Performance Division in the Chief Executive’s Department co-ordinates the performance management framework and provides guidance on how to use the framework. Other sections can advise on individual aspects of the framework. The main contacts are: Performance management, data quality Suzanne Barrows (x3662) the BVPP and the Annual Report Community Plan Monica Wambu (x3864) Business Plan Joanna Richards (x4161) Service Planning Penny Collins (x3706) Effective Merton Programme James Scott (x3983) Appraisal policy & the workforce Steve Key (x3088) development plan Medium Term Financial Strategy Andy Wood (x3492) For more information on how the performance management framework works in departments, contact: Chief Executive’s Suzanne Barrows (x3662) Children, Schools and Families Michael Sutherland (x4090) Community and Housing Hilary Di Salvo (x3676) Corporate Services Karin Lane (x4081) Environment and Regeneration John Stutchbury (x3151)