performance management in uk local government six skill areas have emerged
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Performance Management in UK Local Government SIX SKILL AREAS have emerged . SALGFMG conference 20 th November 2009 . Peter McHugh, CEO and Founder [email protected]. Profile of UK Local Government, and how Performance Management works there - PowerPoint PPT PresentationTRANSCRIPT
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Performance Management in UK Local Government
SIX SKILL AREAS have emerged SALGFMG conference 20th November 2009
Peter McHugh, CEO and Founder
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The next hour or so…
• Profile of UK Local Government, and how Performance Management works there
• Six skill areas that have emerged from the mandatory regime of Performance Reporting
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Scotland – 32 Unitaries
Wales – 22 Unitaries
England – 387 in total
2 tier system • County Councils 34• District Councils 238
Also… 1 tier councils• Unitaries 46• London Boroughs 33• Metropolitan councils 36
Services delivered vary by council type
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Best Value (‘99-2002)
• The 4 Cs – Challenge; Compare; Compete; Consult
• 200+ BVPIs and annual BVPP
• Very focused on performance scores on KPIs
So what would citizens expect if you plotted on 2 axes each council’s overall score on BVPIs and CPA?
Two Performance Management Regimes
“CPA” Comprehensive Perform. Assessment (‘02-09)
• Not just services and KPIs, but
wider corporate assessment (10 themes, one of which is Performance Management)
• Annual inspection leading to rating of Excellent, Good, Fair, Weak, Poor
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Not so!Co-relation of Agg PI score and CPA score R2 = 0.1312
1.501.601.701.801.902.002.102.202.302.40
18 23 28 33 38 43 48 53 58CPA score
Agg
PI s
core
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Why not?
• CPA is much broader than just looking at PI scores
• CPA process, whilst numeric in outcome, is in fact a subjective process and less easy to ensure consistency across a wide number of inspectors
• The CPA inspection includes an “ability to improve” assessment as well as considering performance in the context of the council’s past history
But the real conclusion is that you need to focus on measures that match your
priorities; although statutory, many of the BVPIs are not “critical” to each council
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1. Benchmarking against similar profile organizations2. Focus on managing performance in the context of
priorities & outcomes3. Partnership working to deliver on local priorities4. Staff engagement in a holistic “PM Framework”5. Usage of technology to support the PM process6. Reporting performance to citizens, via council
website
PM skills that have developed as a result of these regimes
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• Audit Commission publish outturns for each statutory PI
• Peer Groups - many benchmark local PIs in groups of similar profile organisations
• Developed expertise in developing “local PIs”
• Comparisons published to citizens in Annual Performance Plan
Skill #1: Benchmarking performance
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Councils typically report performance compared to a wide range of benchmarking groups
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Covalent is also used by various benchmarking clubs to manage and report data
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• Audit Commission emphasis on defining priorities and mapping measures against that; as well as resource allocation
• Most have introduced processes into annual planning cycle to align dept/services objectives with corporate
• Widespread usage of Scorecards, cascading
• The so-called “Golden Thread”
Skill #2: Focus on managing performancein line with goals
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www.covalentsoftware.comSource: Merton LBC
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Scorecards are widely used to track the Strategy
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HoES Capital Schemes Report Author: Doug J ones Report Type: PI Report Generated on: 16 April 2008 Rows are sorted by PI Code.
PI Code FinCapRCGVHC00 Head of Service Sean Lawson Traffic Light I con Short Name Vehicles Refuse and General Responsible Officer Andy Smith Report Date Ranges
Date Range 1 Value Target
April 2007 £0 £0 May 2007 £25,028 £24,000 June 2007 £25,028 £188,000 July 2007 £25,243 £206,000 August 2007 £74,479 £206,000 September 2007 £152,021 £489,850 October 2007 £313,969 £489,850 November 2007 £550,290 £489,850 December 2007 £564,716 £489,850 January 2008 £579,916 £569,850 February 2008 £503,511 £510,000 March 2008 £959,850
Latest Notes
Many also integrate Budget Monitoring with managing against key goals
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• Delivering local priorities in partnership with health bodies, police, fire, voluntary/charities, housing authorities etc…
• LSPs (Local Strategic Partnerships) and LAAs (Local Area Agreements)
• Co-ordinating action plans and performance measurement key challenges
Skill #3: Partnership working
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Doncaster MBC Partnership Structure
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Partnership Issues and Challenges• How to manage within each organisation (Internal
engagement)• Consistent Information Management• Manage PIs, Risks and Manage Programmes
(Action)• Inspection Regimes • How to report activity from individual
organisations to Partnership Boards • How to communicate priorities around partners
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• A framework of strategies, plans, policies and indicators that enables the performance of the Council to be monitored
• Also incorporates timing of the PM cycle during the year• Helps gain staff engagement - Senior Officers & Members
(Councillors); Departmental Staff
Google “Performance Management Framework” (pg 2 & 3 is better!) for lots of examples
Skill #4: Building Holistic PM Frameworks
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Source: Sedgemoor DC
An overview of one sample framework….
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Also important is how the framework will be managed
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A range of processes form part of the PMF
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• Complex set of functional requirements – KPIs, Actions, Risks, Complaints, Inspections, Partnerships, Scorecards, Web Publishing, GIS
• Motivation is streamlining processes (data collection & reporting) and driver employee engagement/accountability
• Six generic “roll-out” models from big bang, departmental, modular thru to corporate control center and ‘super-users’ only
Skill #5: Usage of technology to support the PM process
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This has driven PM software adoption levels to over 75%
Early Adopter Early Majority Late Majority
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Some are using Covalent to manage performance data on local maps
Map shows # domestic burglaries across Doncaster MBC’s 16 neighborhood areas, highlighting hotspots
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• Most have been publishing Performance Plans for many years now
• Typically as PDF on website; also have wide range of other performance info on sites
• More progressive now directly “web publishing” content from back end system to website; for partners and employees too
Skill #6: Performance Reporting to Citizens via the website
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Summarised position, with interpretation
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Quite detailed levels of Performance Information
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An example of a Web Published Covalent Scorecard
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Wrap UpDespite being very unpopular!!! ….
• Regulatory regime has led to better quality performance measurement
• It has also developed PM skills that might not otherwise have existed
• Citizens have much better reporting of performance than exists pretty much anywhere else
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To learn more about Covalent
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