Performance Management for elected members

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Drawing on the Councillor's Guide to Performance Management (IDeA 2009) this session covers all the basics of what performance management is and how best councillors can tackle their role.

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Performance Management for elected members

  1. 1. performance management session for elected members Friday 20 th November 2009 Cllr Malcolm Grimston IDeA Lead Peer Bridget Harris Leadership Centre for Local Government
  2. 2. What is it? “ Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
  3. 3. What is it? “ Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
  4. 4. What is it? “ Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
  5. 5. the performance management cycle (from IDeA’s A Councillor’s Guide 2005–06)
  6. 6. In other words.... asking questions setting priorities taking action
  7. 7. prioritise and targeting
  8. 8. What type of priorities are there? How can you reflect them in practical ways? setting priorities Q. ?
  9. 9. <ul><li>political </li></ul><ul><li>statutory </li></ul><ul><li>events.. </li></ul><ul><li>budgeting </li></ul><ul><li>targets </li></ul><ul><li>consultation </li></ul>type of priority: reflected through: setting priorities
  10. 10. - link overall vision with operational plan - rank strategic aims - communicate and cascade to team - ignore partners - have too many aims - forget to review or renew setting priorities
  11. 11. Specific Measurable Achievable Realistic Timebound S M A R T targets should: - affect outcomes - focus attention - motivate people - demonstrate commitment - reduce costs ensure targets are: setting targets
  12. 12. measuring performance
  13. 13. Hierarchy of performance indicators (from a councillors guide to performance management)
  14. 14. How are you involved in measuring performance in your council? Measuring performance ?
  15. 15. - creates a picture of performance - focus on outcomes - part of scrutiny & review how and why? Measuring performance
  16. 16. Measuring performance how and why?
  17. 17. taking action
  18. 18. Do you have a monitoring group specifically to look at performance management? Do officers have a clear understanding of what you want to achieve? Do your resources match your priorities? taking action
  19. 19. - identify weak and underperforming areas - require regular reporting - empower officers to manage - hover over officers' desks - micromanage projects - direct from a 'private sector' mentality taking action
  20. 20. ? What are the key questions you should be asking? taking action
  21. 21. leadership people partners culture
  22. 22. leadership <ul><li>leaders must drive performance </li></ul><ul><li>set strategic direction, not every detail </li></ul><ul><li>challenge but also offer solutions </li></ul>
  23. 23. ? What are the different roles for the Leader, Cabinet and overview and scrutiny committees?
  24. 24. people
  25. 25. partners <ul><li>Keep asking of your partnerships.. </li></ul><ul><li>where is added value? </li></ul><ul><li>are there clear objectives? </li></ul><ul><li>what are the risks, costs and benefits? </li></ul><ul><li>are the Councils' priorities reflected in partnerships strategies and vice versa? </li></ul>
  26. 26. culture <ul><li>Essential for a performance-orientated culture: </li></ul><ul><li>Customer focus </li></ul><ul><li>Can-do attitude </li></ul><ul><li>Learning and feedback </li></ul><ul><li>Positive approach </li></ul>
  27. 27. and finally... Don't forget what its not about!
  28. 28. For any questions about the 21 st Century Councillor programme conact bridget@21stCenturyCouncillor.com for comprehensive links and resources go to: www.idea.gov.uk/performance

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