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