Performance Management for elected members
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The document outlines a performance management session aimed at elected members, emphasizing the need for actions in response to performance metrics to improve outcomes for the public. It discusses the importance of setting priorities, establishing SMART targets, measuring performance, and fostering a performance-oriented culture. Moreover, it highlights the roles of leadership, partnerships, and continuous feedback in achieving effective performance management.
Performance Management for elected members
- 1. performance management session for elected members Friday 20 th November 2009 Cllr Malcolm Grimston IDeA Lead Peer Bridget Harris Leadership Centre for Local Government
- 2. What is it? “ Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
- 3. What is it? “ Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
- 4. What is it? “ Taking action in response to actual performance to make outcomes for users and the public better that they would otherwise be”
- 5. the performance management cycle (from IDeA’s A Councillor’s Guide 2005–06)
- 6. In other words.... asking questions setting priorities taking action
- 8. What type of priorities are there? How can you reflect them in practical ways? setting priorities Q. ?
- 9. political statutory events.. budgeting targets consultation type of priority: reflected through: setting priorities
- 10. - link overall vision with operational plan - rank strategic aims - communicate and cascade to team - ignore partners - have too many aims - forget to review or renew setting priorities
- 11. Specific Measurable Achievable Realistic Timebound S M A R T targets should: - affect outcomes - focus attention - motivate people - demonstrate commitment - reduce costs ensure targets are: setting targets
- 13. Hierarchy of performance indicators (from a councillors guide to performance management)
- 14. How are you involved in measuring performance in your council? Measuring performance ?
- 15. - creates a picture of performance - focus on outcomes - part of scrutiny & review how and why? Measuring performance
- 16. Measuring performance how and why?
- 17. taking action
- 18. 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
- 19. - 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
- 20. ? What are the key questions you should be asking? taking action
- 21. leadership people partners culture
- 22. leadership leaders must drive performance set strategic direction, not every detail challenge but also offer solutions
- 23. ? What are the different roles for the Leader, Cabinet and overview and scrutiny committees?
- 24. people
- 25. 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?
- 26. culture Essential for a performance-orientated culture: Customer focus Can-do attitude Learning and feedback Positive approach
- 27. and finally... Don't forget what its not about!
- 28. For any questions about the 21 st Century Councillor programme conact bridget@21stCenturyCouncillor.com for comprehensive links and resources go to: www.idea.gov.uk/performance