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Performance Management +Mapping the Territory
Adrian Barker, Strategy Manager, IDeA
9th January 2009
Outline of session
• Why review performance management?
• What are we including within the topic?
• What are the different aspects of performance management and how do they relate to each other
• Challenges
Why look beyond PM?
• Review, revise and reinforce current practice• Application to new areas (eg partnerships)• New purposes (e.g. outcomes, behaviour)• New circumstances (eg faster change)• Applying new technology (eg for better
collection, analysis and reporting)• Combining approaches (eg LIS, R&I, strategic
management, customer insight)
PLAN
REVIEW
REVISE DO
Practical Problems
No action
Simplistic responses
Not focusing on what will make a difference
Monitoring not managing
PIsAmbiguousDon’t reflect realityCostly to collectWrong mixUnreliableEtc.
Wrong balance of qualitative and quantitative information (over-reliance on PIs)
An industry of PIs
No trust in the information
Poor presentation
Inadequate understanding and analysis
Data but not intelligence
No commitment from leaders (members and officers)
No clear direction
Inadequate public involvement
Conceptual confusion (e.g. targets / priorities)
It’s hard!
Distorted activity
Perverse incentives
GamingNot pulling together
Community Strategy
Corporate
Service
Team and Individual
PLAN
REVIEW
REVISE DO
Performance Management“Performance management is taking action in response to actual performance to make outcomes better than they would otherwise be”
Leadership
Performance
Management
Culture
Learning (organisatio
ns)
Recruitment
Training
Organisational
Structure Pay and conditio
ns
New Technolo
gy
Reaction to one-off events
What is and isn’t PM
Professionalism / public
service ethos
Accountability
Performance Management
Local Information Systems
Strategic Manageme
nt
Business and Service Planning
Horizon scanning /
futures
Research and
Intelligence
Associated areas
Customer insight
Operational
management
Risk manageme
nt
Public engageme
nt
Formal decisions (e.g. cabinet, management team)
Operational decisions
Hard qualitative information (e.g.
photographs)
Soft qualitative information (e.g.
views of constituents)
Data sets
Collate, access and
assess
Information and knowledge
Analysis, interpretation, presentation.
Judgement and decision making.
Fundamental Research (how things work in
the world)
Implicit and non-decisions Procedures and routines
Information to the public e.g. for accountability
Use of Information – a conceptual model
Customer interactions
Surveys
Observation / counting
Analyse and interpret
Performance mangt
Research and Intelligence
Policy – horizon scanning Performance measurement
Strategic mangt
Professional expertise
Organisational design and devpt
Performance Management – dimensions
Linear – complexSimple - complicatedregular - varied
Operational – corporate - partners
Silo - system
Timescale(days –> years)
Applied to scope, context, circumstances:
How prescriptive
Integration
Number and type of approaches
Formalised PermanenceConsistency
Timescale
OwnershipCentralised – devolved
Control vs improvement vs innovation
PLAN
REVIEW
REVISE DO
Performance Management – components
Targets
PIs
Analysis
Presentation
PeopleTechnologyProcessesResources
Qualitative information
Data
InputProcessOutputOutcome
Info collection
Corporate, PI based
Outcomes based accountability
EFQM Excellence Model
Balanced scorecard
Lean / process redesign / Six Sigma
Strategic Business Intelligence
IiP
Social media
Photo and video
Statistical Process Control
Systems
Improvement action
Customer and citizen involvement
Prioritisation
Aims and objectives
Dynamic3-d
Simulation
Peer support
Customer insight
Delivery of LAA outcomes
Revise aims and targets
Challenges• Practicalities (eg data sharing, gaming and
distortions, Members involvement etc.)• Effective operationally and corporately• Shared accountability in partnerships• Complexity and unpredictable outcomes• Making best use of technology• Real time data• Citizen and customer involvement and
accountability• Making the best of existing approaches• Developing new models
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