PerformancePerformancePerformancePerformance----

The MisunderstoodThe MisunderstoodThe MisunderstoodThe MisunderstoodProfessionProfessionProfessionProfession

Richard CapperRichard CapperRichard CapperRichard CapperThe Universal Improvement CompanyThe Universal Improvement CompanyThe Universal Improvement CompanyThe Universal Improvement Company

What I am going to cover

(1) A bit about me, specifically why the (1) A bit about me, specifically why the (1) A bit about me, specifically why the (1) A bit about me, specifically why the interest in performanceinterest in performanceinterest in performanceinterest in performance

(2)(2)(2)(2) What is performance What is performance What is performance What is performance management?management?management?management?

(3)(3)(3)(3) Common mistakes and Common mistakes and Common mistakes and Common mistakes and misconceptionsmisconceptionsmisconceptionsmisconceptions

(4)(4)(4)(4) What needs to be in place for good What needs to be in place for good What needs to be in place for good What needs to be in place for good performance improvement?performance improvement?performance improvement?performance improvement?

Why the interest in performance?

(1) My dad and holidays(1) My dad and holidays(1) My dad and holidays(1) My dad and holidays

(2)(2)(2)(2) Me:Me:Me:Me:

Booking Office, station announcingBooking Office, station announcingBooking Office, station announcingBooking Office, station announcing

(understanding the customer)(understanding the customer)(understanding the customer)(understanding the customer)

Control (understanding operations)Control (understanding operations)Control (understanding operations)Control (understanding operations)

‘‘‘‘Quality ManagerQuality ManagerQuality ManagerQuality Manager’’’’ (understanding (understanding (understanding (understanding improvement)improvement)improvement)improvement)

(3)(3)(3)(3) The UIC (understanding other The UIC (understanding other The UIC (understanding other The UIC (understanding other industries and perspectives)industries and perspectives)industries and perspectives)industries and perspectives)

What is Performance Management?

(1)(1)(1)(1) Ask 10 Performance Managers, get Ask 10 Performance Managers, get Ask 10 Performance Managers, get Ask 10 Performance Managers, get 10 different answers10 different answers10 different answers10 different answers

(2)(2)(2)(2) ItItItIt’’’’s not operations s not operations s not operations s not operations ---- operations is operations is operations is operations is about running as close to the plan as about running as close to the plan as about running as close to the plan as about running as close to the plan as possible on the day possible on the day possible on the day possible on the day ---- although it although it although it although it helps with helps with helps with helps with ‘‘‘‘what to do differentlywhat to do differentlywhat to do differentlywhat to do differently’’’’

(3)(3)(3)(3) Nor is it about planning, although it Nor is it about planning, although it Nor is it about planning, although it Nor is it about planning, although it informs the planning processinforms the planning processinforms the planning processinforms the planning process

What is Performance Management?

(1)(1)(1)(1) Performance monitoring (collecting Performance monitoring (collecting Performance monitoring (collecting Performance monitoring (collecting the data)the data)the data)the data)

(2)(2)(2)(2) Performance reporting (providing Performance reporting (providing Performance reporting (providing Performance reporting (providing relevant data to the right people)relevant data to the right people)relevant data to the right people)relevant data to the right people)

(3)(3)(3)(3) Performance improvement (moving Performance improvement (moving Performance improvement (moving Performance improvement (moving ‘‘‘‘actualactualactualactual’’’’ closer to closer to closer to closer to ‘‘‘‘planplanplanplan’’’’))))

(4)(4)(4)(4) Operational performance = delays Operational performance = delays Operational performance = delays Operational performance = delays and cancellationsand cancellationsand cancellationsand cancellations

What is Performance Management?

Other dimensions:Other dimensions:Other dimensions:Other dimensions:

• Commissioner/Authority Commissioner/Authority Commissioner/Authority Commissioner/Authority ---- operator operator operator operator relationship and compliance with the relationship and compliance with the relationship and compliance with the relationship and compliance with the associated Performance Regimeassociated Performance Regimeassociated Performance Regimeassociated Performance Regime

• Infrastructure provider Infrastructure provider Infrastructure provider Infrastructure provider ---- operator/ multiple operator/ multiple operator/ multiple operator/ multiple operator issuesoperator issuesoperator issuesoperator issues

• Operating an integrated multiOperating an integrated multiOperating an integrated multiOperating an integrated multi----modal modal modal modal network vs. individual performance regimesnetwork vs. individual performance regimesnetwork vs. individual performance regimesnetwork vs. individual performance regimes

Common pitfalls 1

In no particular order:In no particular order:In no particular order:In no particular order:

• Adversarial relationship between Adversarial relationship between Adversarial relationship between Adversarial relationship between Commissioner/Authority and operator Commissioner/Authority and operator Commissioner/Authority and operator Commissioner/Authority and operator (includes duplication of reporting and arguing (includes duplication of reporting and arguing (includes duplication of reporting and arguing (includes duplication of reporting and arguing about which figures are correct)about which figures are correct)about which figures are correct)about which figures are correct)

• Performance regime drives subPerformance regime drives subPerformance regime drives subPerformance regime drives sub----optimisation optimisation optimisation optimisation of the service of the service of the service of the service ---- on time running becomes the on time running becomes the on time running becomes the on time running becomes the goal rather than customer satisfactiongoal rather than customer satisfactiongoal rather than customer satisfactiongoal rather than customer satisfaction

• Meeting targets and avoiding penalties drives Meeting targets and avoiding penalties drives Meeting targets and avoiding penalties drives Meeting targets and avoiding penalties drives bizarre behaviour (A&E and ambulances)bizarre behaviour (A&E and ambulances)bizarre behaviour (A&E and ambulances)bizarre behaviour (A&E and ambulances)

Common pitfalls 2

• Performance reporting and compliance is Performance reporting and compliance is Performance reporting and compliance is Performance reporting and compliance is the focus leaving no time for performance the focus leaving no time for performance the focus leaving no time for performance the focus leaving no time for performance improvementimprovementimprovementimprovement

• The focus is on what happened yesterdayThe focus is on what happened yesterdayThe focus is on what happened yesterdayThe focus is on what happened yesterday

• Performance data is provided to Performance data is provided to Performance data is provided to Performance data is provided to operational managers in monthly packs operational managers in monthly packs operational managers in monthly packs operational managers in monthly packs ––––outoutoutout----ofofofof----date, aggregated without the option date, aggregated without the option date, aggregated without the option date, aggregated without the option for further analysisfor further analysisfor further analysisfor further analysis

• No real understanding of what drives No real understanding of what drives No real understanding of what drives No real understanding of what drives variation in dayvariation in dayvariation in dayvariation in day----totototo----day performanceday performanceday performanceday performance

Common pitfalls 3

• Operational managers think performance Operational managers think performance Operational managers think performance Operational managers think performance improvement is the Performance Teamimprovement is the Performance Teamimprovement is the Performance Teamimprovement is the Performance Team’’’’s jobs jobs jobs job

• Senior managers think performance Senior managers think performance Senior managers think performance Senior managers think performance improvement is the Performance Teamimprovement is the Performance Teamimprovement is the Performance Teamimprovement is the Performance Team’’’’s jobs jobs jobs job

• Plenty of good intentions but no joined up Plenty of good intentions but no joined up Plenty of good intentions but no joined up Plenty of good intentions but no joined up processes (or meetings structure) to drive processes (or meetings structure) to drive processes (or meetings structure) to drive processes (or meetings structure) to drive improvement (and therefore no coherent improvement (and therefore no coherent improvement (and therefore no coherent improvement (and therefore no coherent set of projects)set of projects)set of projects)set of projects)

• Performance data not used to best effect in Performance data not used to best effect in Performance data not used to best effect in Performance data not used to best effect in timetable planningtimetable planningtimetable planningtimetable planning

Common pitfalls 4

• Use of homeUse of homeUse of homeUse of home----made Excel/Access databases made Excel/Access databases made Excel/Access databases made Excel/Access databases and/or generalist analytical software rather and/or generalist analytical software rather and/or generalist analytical software rather and/or generalist analytical software rather than a Performance Management System than a Performance Management System than a Performance Management System than a Performance Management System designed specifically for that purposedesigned specifically for that purposedesigned specifically for that purposedesigned specifically for that purpose

What needs to be in place 1Processes

• A sensible performance regime between A sensible performance regime between A sensible performance regime between A sensible performance regime between Authority/commissioner and operatorsAuthority/commissioner and operatorsAuthority/commissioner and operatorsAuthority/commissioner and operators

• A (joint) Performance Improvement Process A (joint) Performance Improvement Process A (joint) Performance Improvement Process A (joint) Performance Improvement Process driven by senior managers who understand driven by senior managers who understand driven by senior managers who understand driven by senior managers who understand it is their role to drive big crossit is their role to drive big crossit is their role to drive big crossit is their role to drive big cross----functional functional functional functional projectsprojectsprojectsprojects

• A delay attribution process A delay attribution process A delay attribution process A delay attribution process ---- delays are delays are delays are delays are codified in realcodified in realcodified in realcodified in real----time and allocated to the time and allocated to the time and allocated to the time and allocated to the Responsible Manager (infrastructure, fleet, Responsible Manager (infrastructure, fleet, Responsible Manager (infrastructure, fleet, Responsible Manager (infrastructure, fleet, operations, external factors etc)operations, external factors etc)operations, external factors etc)operations, external factors etc)

• Performance data informs the planning Performance data informs the planning Performance data informs the planning Performance data informs the planning processprocessprocessprocess

What needs to be in place 2Data

• The right data The right data The right data The right data ---- high level for strategic high level for strategic high level for strategic high level for strategic purposes and low level for Operational purposes and low level for Operational purposes and low level for Operational purposes and low level for Operational ManagersManagersManagersManagers

• Analytical capability, preferably easyAnalytical capability, preferably easyAnalytical capability, preferably easyAnalytical capability, preferably easy----totototo----use, with drilluse, with drilluse, with drilluse, with drill----down functionality (Pareto by down functionality (Pareto by down functionality (Pareto by down functionality (Pareto by anything, time lost/gained enanything, time lost/gained enanything, time lost/gained enanything, time lost/gained en----route, knockroute, knockroute, knockroute, knock----on delay analysis, broken connections on delay analysis, broken connections on delay analysis, broken connections on delay analysis, broken connections analysis etc)analysis etc)analysis etc)analysis etc)

• Easy to understand dashboard reporting Easy to understand dashboard reporting Easy to understand dashboard reporting Easy to understand dashboard reporting customised as appropriate (e.g. network customised as appropriate (e.g. network customised as appropriate (e.g. network customised as appropriate (e.g. network overview, depot specific) overview, depot specific) overview, depot specific) overview, depot specific)

What needs to be in place 3Action and Projects

• Responsible Managers deal with what is Responsible Managers deal with what is Responsible Managers deal with what is Responsible Managers deal with what is totally within their control at a local leveltotally within their control at a local leveltotally within their control at a local leveltotally within their control at a local level

• CrossCrossCrossCross----functional projects are set up for those functional projects are set up for those functional projects are set up for those functional projects are set up for those issues that are trickier to solveissues that are trickier to solveissues that are trickier to solveissues that are trickier to solve

• These are driven by the (J)PIPThese are driven by the (J)PIPThese are driven by the (J)PIPThese are driven by the (J)PIP

• In order to carry these out effectively, In order to carry these out effectively, In order to carry these out effectively, In order to carry these out effectively, managers need the appropriate skills managers need the appropriate skills managers need the appropriate skills managers need the appropriate skills ––––analytical, project management, analytical, project management, analytical, project management, analytical, project management, facilitation, effective meetings etc.facilitation, effective meetings etc.facilitation, effective meetings etc.facilitation, effective meetings etc.

What happens when you get performance right?

• Happy customersHappy customersHappy customersHappy customers

• PT x 2 PT x 2 PT x 2 PT x 2