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performanc e management session for elected members Friday 20 th November 2009 Cllr Malcolm Grimston IDeA Lead Peer Bridget Harris Leadership Centre for Local Government
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performance management
session for elected
members
Friday 20th November 2009
Cllr Malcolm GrimstonIDeA Lead Peer
Bridget HarrisLeadership Centre for Local Government
What is it?
“Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
What is it?
“Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
What is it?
“Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
the performance management cycle
(from IDeA’s A Councillor’s Guide 2005–06)
askingquestions
settingpriorities
taking action
In other words....
prioritise and targeting
What type of priorities are there?
settingpriorities
How can you reflect them in practical ways?
Q.?
political statutory events..
budgeting targets
consultation
type of priority:
reflected through:
settingpriorities
- link overall vision with operational plan
- rank strategic aims
- communicate and cascade to team
settingpriorities
- ignore partners
- have too many aims
- forget to review or renew
Specific
Measurable
Achievable
Realistic
Timebound
S
M
A
R
T
settingtargets
targets should:
- affect outcomes
- focus attention
- motivate people
- demonstratecommitment
- reduce costs
ensure targets are:
measuring performance
Hierarchy of performance
indicators(from a councillors guide
to performance management)
How are you involved in measuring performance in your council?
Measuring performance
?
Measuring performance
- creates a picture of performance
- focus on outcomes
- part of scrutiny & review
how and why?
Measuring performance
how and why?
taking action
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
- 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
taking action
?What are the
key questions you should be asking?
leadershippeople partnersculture
leadership
leaders must drive performance
set strategic direction, not every detail
challenge but also offer solutions
?What are the
different roles for the
Leader, Cabinet and
overview and scrutiny
committees?
people
partners
Keep asking of your partnerships..
where is added value? are there clear objectives? what are the risks, costs and benefits? are the Councils' priorities reflected in partnerships strategies and vice versa?
culture
Essential for a performance-orientated culture:
Customer focus Can-do attitude Learning and feedback Positive approach
and finally...
Don't forget what its not about!
For any questions about the 21st Century Councillor programme conact
for comprehensive links and resources go to:
www.idea.gov.uk/performance
