Return to Agenda

Return to EX9

ITEM EX9 - ANNEX 1

EXECUTIVE - 22 JANUARY 2002

PERFORMANCE MANAGEMENT

Performance Management Framework

Effective performance management is key to the organisation success and all managers will be expected to work within the following framework.

Forward Planning:

The planning process is iterative with top down strategy needing to be fine tuned to reflect ‘bottom up’ views about changes in customer demands and expectations as well as Government requirements. Equally plans to respond to service pressures and customer demands will need to be reflect the strategic priorities set by the Council. The key planning processes will be:

• Best Value Performance Plan – The Executive will agree strategic priorities and associated targets linked to the Medium Term Financial Strategy. The development of a Countywide Community Strategy will influence the County BVPP in future years.

• Department Performance Plans – These will identify how services contribute to strategic priorities, and define associated targets and service specific objectives. A common format will be developed for these plans

• Service/ Statutory Plans – Such plans will need to reflect the requirements of the BVPP and departmental performance plans but will also reflect Government requirements and customer expectations which will influence corporate planning.

• Team Plans – These will reconcile service and customer requirements with overall strategic priorities and resource allocations.

• Individual Work Plans (Appraisal Process) – Appraisal targets for individuals should reflect the priorities identified in the Council’s forward planning processes.

An annual timetable for the development and integration of these forward planning processes will be made available to managers

Monitoring Performance against targets:

Regular reviews of progress against the objectives and targets are undertaken.

• Executive and CCMT – quarterly reviews of performance against BVPP priority targets, Key BVPI targets, PSA targets and budgets

• Departmental Management teams – quarterly reviews of relevant BVPP targets, BVPIs and PSA targets together with budget monitoring and key targets from departmental Plans,

• Managers- Quarterly monitoring of performance against team plan targets and half yearly monitoring of performance against targets set for individuals in appraisals

Performance Review

• In addition to reviews by District Audit and other Inspectorates, the Council conducts a planned programme of Best Value reviews with the Performance & Review Unit in the Strategy Directorate being responsible for ensuring that the process is rigorous.

• The programme of reviews is rolled forward each Autumn and careful account is taken of public opinion data (derived from consultative processes established as part of the Council ‘Public Consultation Strategy’) , the strategic priorities for the Council, organisational pressures for reviews and The Executive’s priorities.

• The implementation of agreed outcomes from reviews are monitored by the Council’s Best Value Committee at half yearly intervals

• In addition efficiency reviews will be undertaken in each Directorate with a view to identify 2% efficiency improvements.

Benchmarking

Key indicators derived from the BVPP, critical BVPIs and the PSA will be monitored by the Executive and where possible performance will be benchmarked against other local authorities. Every best value review will also examine indicators and processes from other relevant organisations.

In addition the following benchmarking will be organised in each department:

• The identification of local indicators appropriate for the organisation’s effective business and project management. For these indicators targets of performance should be set and monitored regularly. Departmental management teams should monitor performance of key local indicators. Where possible comparative data from other counties should be monitored to enable management to assess our relative performance.

• As part of each departments review programme to identify productivity improvements, there should be benchmarking of activities to examine the different operational processes used by other organisation.

People Management:

• Each individual will have an annual performance appraisal in which performance against targets is assessed and new targets and development needs are agreed.

• Performance against appraisal targets will be assessed regularly and a formal review takes place at 6 monthly intervals.

• In addition to the formal review process, coaching practices will support staff to achieve the actions and performances required.

• Persistent poor performance will be addressed outside of the appraisal process.

The Monitoring Process

What is the purpose of quarterly monitoring?

• To enable the Executive and CCMT to track how well we are doing against key targets, at regular intervals during the year

• To give the Executive and CCMT the information they need to act together as a team.

What do CCMT need to do?

• Make sure progress is being made towards targets

• Act on the information by taking collective responsibility for solving problems together.

What do Directors need to do?

• Discuss/raise issues with CCMT regarding any potential performance issues from their area of responsibility.

• Where indicators are annual, Directors should come to CCMT/ The Executive prepared to comment on quarterly progress towards meeting targets

• Identify to CCMT and the Executive any major issues of performance which are not covered by the quarterly monitoring process, especially those requiring corporate action.

• Effectively manage other issues through departmental management teams and ensure staff understand the need to report areas where we are not performing well (particularly against national indicators where we will be required to explain variances in our performance to external inspectors and auditors).

What should happen in departments to support CCMT

• DMTs need to ensure that reliable and timely information in provided in relation to key targets.

• DMTs should discuss performance issues to fit in with the timetable for reporting to CCMT. For 2002 these will be:

• Key indicator monitoring only covers a small part of the overall performance of the Council and DMTs therefore need to take responsibility for:

• Ensuring that appropriate targets are set at all levels in the directorate
• Check that the Directorate is performing in line with targets
• Manage resources flexibly to address problems
  
  
  Return to TOP