CORNWALL COUNTY COUNCIL RESOURCE AND PERFORMANCE POLICY DEVELOPMENT AND SCRUTINY COMMITTEE

Transcription

1 APPENDIX 1 CORNWALL COUNTY COUNCIL RESOURCE AND PERFORMANCE POLICY DEVELOPMENT AND SCRUTINY COMMITTEE CORPORATE PERFORMANCE MANAGEMENT REPORTING SINGLE ISSUE PANEL FINAL REPORT March 2006

2 CONTENTS Executive Summary and Recommendations 1. Introduction 1 2. The Panel s Findings Conclusions 5 Appendix 1 Summary of the Terms of Reference Appendix 2 Panel Members and Meetings Appendix 3 Witnesses Appendix 4 The Council s Planning Process Appendix 5 Members Survey Results Appendix 6 Performance Management Recommended Roles and Responsibilities Appendix 7 Performance Management Tools and Media for Raising Awareness

3 EXECUTIVE SUMMARY What is Performance Management? Performance management involves tracking performance against set targets and identifying opportunities for improvement. The focus of performance management is the future what do we need to be able to do and how can we do things better? Why is it important? Effective performance management has multiple benefits for councils, ultimately resulting in better, more efficient, services. It means everyone knows where the County Council is going, as there is a clear focus on key objectives and priorities. This level of clarity helps to correctly direct resources, which means there are less instances of over and under resourcing. Also, because an emphasis is placed on meeting set criteria and targets, it is easier to monitor how services are performing and to take action to intervene and improve where necessary. In essence, performance management helps to: Keep on track and meet the Council s objectives Prioritise what needs to be done Provide value for money Motivate and manage staff Make things better for the people of Cornwall. Why did it need to be reviewed? To date, performance management information has not been used routinely by Members and has not been part of the culture. Taking these issues on board, the Panel has focused on the implementation of a Corporate Performance Management Framework which is aligned to the Council s planning process and will ensure that corporate and service performance can be captured, reported, monitored, improved and celebrated. The new reporting mechanism provided through the Performance Plus software will provide meaningful performance information to support decision-making and aid scrutiny of service performance. The web-based Performance Plus software will make performance information readily available to Members and officers and, in due course, budget information will be integrated with performance reporting. This will give the Members and officers a robust performance management framework which can support continual improvement.

4 PANEL S RECOMMENDATIONS The Corporate Performance Management Reporting Single Issue Panel recommends that: 1. It should be noted that the Corporate Performance Management Framework has been developed in line with the County Council s new planning process (Appendix 4); 2. Performance reports shall be provided to all Members on a quarterly basis, (in accordance with the results of the Member Survey Getting Results from Performance Information (Appendix 5), and will: - Report upon the performance of Portfolio Plans, Service Plans and the Improvement Plan; - Report annual Best Value Performance Indicators (BVPIs) in the appropriate quarterly report; - Be presented via e mail, making paper copies available on request; and - Contain suitable, concise commentary including narrative from the relevant Chief Officers and Portfolio-Holders, to support a range of symbols, graphs and tables etc. 3. Supplementary performance reports (in accordance with Appendix 5) shall also be presented as follows: - Inspection results shall be reported to the Executive and the appropriate PDSC(s), when available; - Health of the Council Indicators shall be reported to the Executive and will be made available to all Members; and - Internal self assessments in accordance with the Comprehensive Performance Assessment (CPA) Framework, shall be reported to the Executive and will be made available to all Members. 4. Corporate performance management and financial reporting should be aligned in due course and that, in the meantime, variance thresholds for over/under spends within the current Budget Monitoring reports need to be established by the County Treasurer in association with the Corporate Performance Management Team. 5. Tolerance levels set within the Performance Plus system need further consideration at an appropriate level to account for the differences between services, i.e. if the tolerance level was set too high, issues that should be highlighted could be missed and trends would not easily be identified. 6. In regards to tolerance and variance levels, a default position should be agreed and negotiated on individual needs with the Performance Plus Manager in liaison with the System Administrator. 7. Performance management roles and responsibilities of Members, senior managers and other officers as set out in Appendix 6, shall be approved as guiding principles which underpin the integration of performance management into the decision-making process;

5 PANEL S RECOMMENDATIONS (CONTINUED) 8. The tools and media available to the Council for raising awareness and engaging Members and officers in the application of Performance Management, as set out in Appendix 7, shall be noted. 9. Members shall require training to enable them to investigate the Performance Plus software. Consideration should also be given to what role the Member Support Officer could play in assisting Members with their continued use of the software. 10. Cascading and communicating information to staff, Members and the public is an important aspect of performance management and particular consideration needs to be given to those who do not have access to computers. 11. The existing Panel, including the invited Members (i.e. PDSC Chairmen and Vice-Chairmen), irrespective of whether or not they continue to hold the post of PDSC Chairman or Vice-Chairman, reconvene after 6 months and 12 months to review the progress of performance management reporting.

6 1.0 INTRODUCTION 1.1 On 12 July 2005 the Resource and Performance Policy Development and Scrutiny Committee considered the terms of reference for the establishment of a Single Issue Panel to address the issues surrounding Corporate Performance Management. As a result, the Corporate Performance Management Single Issue Panel was established and met for the first time on 21 November The Committee set out the following objectives for the Corporate Performance Management Reporting Single Issue Panel:- Identify the format, style and content of the quarterly performance management reports. Consider distribution methods and accessibility to information for Members, officers and the public. Identify how the profile and importance of performance management could be raised throughout the Council. Ensure that budget monitoring reports are aligned with performance management reports. Ensure that performance management reports support Members in their decision-making role. Theme accountability is supported by performance management 2. Investigate the most appropriate form of training for Members once the electronic reports become available. 1.3 This report summarises the evidence gathered by the Panel and sets out the conclusions and recommendations that were drawn by Panel Members following their investigations. 1

7 2.0 THE PANEL S FINDINGS The Corporate Performance Management Reporting Single Issue Panel considered a variety of information as part of their review and received evidence from a number of key witnesses who raised awareness of key issues and possible approaches to performance management across the authority. The key issues identified and examined by the Panel are detailed below: 2.1 Evidence from Internal and External Sources In order to develop a good understanding of corporate performance management, the SIP sought evidence from a range of internal and external expert witnesses. Evidence was heard from David Timms, Assistant County Treasurer (Audit and Technical) who highlighted that the Comprehensive Performance Assessment (CPA) Inspection (2002) had identified the need for a more relevant and consistent corporate consideration of service performance and progress against the County Council s aims and priorities. A robust Corporate Performance Management Framework (in keeping with the Council Planning process) and supporting report mechanism will help the Council to achieve this aim. The SIP also heard evidence from Mr. Adrian Barker, Senior Policy Manager from the Improvement and Development Agency (IDEA), who outlined a number of key points that are considered necessary for successful performance management:- - Members actively interested in improving performance; - Focus on action and making a difference; - Leadership drive; - Clear priorities; - A culture of performance management; - Coherent and integrated performance management framework; - Robust, honest, balanced and accessible performance reporting; - Learning from successes and failures and improving upon them; and - Time to embed performance management. Mr Malcolm Grinston (an elected Member from an Authority in the South East) also gave evidence to the SIP. Mr Grinston highlighted that whilst central Government has a view as to what Local Authorities should be trying to achieve, there is clearly a need to be aware of the wishes of the local electorate. Mr Grinston suggested that a good performance management framework will incorporate a range of indicators which satisfy national and local requirements. Tracey Woodhams, Head of Performance and Improvement (Chief Executive s Department), provided evidence of the new web enabled performance management software, Performance Plus, which is being configured in line with the County Council s planning process. Whilst it will take at least 12 months to model and populate the software with a wide range of performance indicators and associated information, it is seen as a powerful corporate performance management tool, which will be easily accessible to all Members and staff in due course. 2

8 Graham Bond, Assistant County Treasurer (Policy), gave evidence regarding the need to align corporate performance management with the budget reporting system. It was recognised that the new Performance Software would support this requirement in due course, but as an interim measure performance information would be incorporated into the Annual Budget Report. Charles Whalley (Performance Manager) on behalf of Carol Tozer (Director of Adult Social Care) gave evidence of the Directorate s extensive performance management system. This system contains both national and local indicators, and the key performance indicators are made available to staff through a range of media (electronic reports, summary posters and charts). It was noted that the communication of performance information to all levels of staff was important to drive improvement. Having had an opportunity to listen to and ask detailed questions of these expert witnesses, the SIP asked for further information relating to: - what the Members of the County Council would like in the way of performance information, - what might the roles and responsibilities be for Members and staff in relation to performance management; and - how might we raise awareness amongst our Members and staff and engage them in performance management. Through their discussions the Panel concluded that: Agreed variance thresholds for over/under spends within the current budget monitoring reports need to be established. Should budgets fall outside of these thresholds, provision needs to be made within the budget monitor to include narrative from the Chief Officer or Portfolio-Holder to explain the variance. Over the longer term, budget monitoring/ performance information needs to be aligned with performance management information across the Council in order to improve planning and resource allocation Tolerance levels set within the Performance Plus system need further consideration at the appropriate level to account for the differences between services, i.e. if the tolerance level was set too high issues that should be highlighted could be missed and trends would not be easily identified All future performance information should include commentary from the appropriate Portfolio-Holder. 2.2 Commissioning of a Member Survey The SIP commissioned a Member survey to determine Member preferences regarding performance reporting and how this information could be used. The results of this survey are presented in Appendix 5: Getting Results from Performance Information. It should be noted that a very high response rate was achieved (56% of Members replied) and, therefore, the results can be considered as a true reflection of the wishes of the Members of the County Council The recommendations, as set out in the survey results report, are accurate and reliable, having been drawn directly from the information Members provided. 3

9 Through their discussions the Panel concluded that: Performance information should be reported to Members in a brief summarised form as its primary circulation would be via and that if Members required any further, more detailed information it could then be accessed via the software. In this respect, Members would require training and consideration should be given to the role that the Member Support Officer could play in assisting Members with this aspect. The use of both symbols and colours should be used to clearly demonstrate performance information and that these should be identifiable when transferred to black and white to save on any printing costs Cascading and communicating information to staff, Members and the public was important and that particular consideration needs to be given to those who do not have access to computers. 2.3 Consideration of Roles and Responsibilities The SIP considered the roles and responsibilities of Members, senior managers and other staff in relation to how to use performance information. The agreed uses are contained in Appendix 6. These are based on roles and responsibilities that have been recognised as good practice nationally, plus those which are felt to be appropriate for our Council. These are also in keeping with the results of the Member survey. It is anticipated that these roles and responsibilities will help to underpin the integration of performance management into the decision-making process. 2.4 Consideration of Tools and Media for Raising Awareness The SIP considered a range of tools and media which could be adopted to raise awareness and engage Members and staff in the application of performance management. The agreed methods are set out in Appendix E. It is anticipated that the engagement of Members and all levels of staff in performance management will foster a culture of continual improvement. 2.5 Hands-on Training with the Performance Plus software The SIP undertook a hands-on training session with the new performance management software. This was based on a pilot model which enabled Members to drill down and explore performance information and view a briefing book containing pertinent graphs and data etc. This was well received, but it was noted that the complete performance management framework would not be accessible until later in the year. 4

10 3.0 Conclusions The Panel recognises that it will take up to 12 months to implement the recommendations set out at the front of this report. However, some interim arrangements can be implemented whilst the Corporate Performance Management framework is being configured. These include: Corporate Performance Management Reports can be produced by the Corporate Performance Team in keeping with the recommendations. These can be e mailed to Members, ensuring that the supporting commentary is concise, and graphs and tables will be produced in black and white, should Members wish to print them off. Paper copies can be made available to Members on request. In due course, Members will be able to access performance information via a link to the web-based Performance Plus software on a regular basis. The recommended roles and responsibilities (subject to any further amendment) can be communicated to Members, senior managers and officers through the intranet, the Council s and departmental news letters and the Improvement Planning Group. These should be seen as guiding principles against which good use of performance information and the application of performance management can be assessed. Access to the recommended tools and media for raising awareness and engaging Members and officers in the application of performance management, can continue to be implemented. The new Council Plan and evolving Portfolio Plans should be widely accessible to Members and officers in keeping with the evolving Communication Strategy. Work has already begun to link Service Plans to the Council s priorities, and the staff appraisal process can be further enhanced and embedded as part of the People Strategy implementation. Road shows or toolbox talks by the Corporate Performance Team (or Departmental Performance Managers) should begin as soon as possible. A programme of hands-on training for Members and officers on the use of the new Performance Plus software, can be worked up in line with the roll out of the Corporate Performance Management Framework. This will need to be interactive and include developing tailored briefing books for Members. Finally, in order to align performance and budget reporting, it will be necessary to further align budget headings with highline activities as set out in the Portfolio Plans. Given that the new Portfolio Plans are currently being refreshed, there is an opportunity to refine the alignment with the budget during 2006/07. This will enable performance and highline budget information to be associated in the Performance Plus software in due course. The SIP anticipates that the Corporate Performance Team will be able to implement these interim arrangements and undertake to have the full Corporate Performance Management Framework configured and working within the next 12 months. 5

11 APPENDIX 1 - SUMMARY OF THE TERMS OF REFERENCE 1. To act in an advisory role in the development of the quarterly performance management reports for the Executive and Policy Development and Scrutiny Committees. 2. To ensure that the proposed reports provide the information required by Members of the Policy Development and Scrutiny Committees to properly scrutinise service performance and identify areas for further investigation. 3. To develop the style and format of the report in a way which will promote ease of use and identification of areas which require further attention. 4. To develop proposed responsibilities for Members, Senior Managers and other staff with the aim of integrating performance management into the decision making process. 5. To recommend the use of appropriate tools and media, which will assist in engaging Members and staff in the application of performance management. Key objectives: 1. Identify the format, style and content of the quarterly performance management reports. 2. Consider distribution methods and accessibility to information for Members, Officers and the public. 3. Identify how the profile and importance of performance management could be raised throughout the Council. 4. Ensure that budget monitoring reports are aligned with Performance Management reports. 5. Ensure that performance management reports support Members in their decision making role. 6. Theme accountability is supported by performance management 2 7. Investigate the most appropriate form of training for Members once the electronic reports become available Scope of the work: 1. To identify the most effective reporting format, style and content for performance management information for the Policy Development and Scrutiny function and Executive of Cornwall County Council. 2. To ensure that performance management reporting aligns with other related reports received by the PDSC s and Executive. 3. To consider the training needs of Members in relation to performance management and any resource implications for Cornwall County Council. 6

12 Not included in the scope: 1. The scrutiny of corporate performance or individual service performance. Terms of Reference prepared by: Rebecca Henwood Terms of Reference agreed by Resource and Performance PDSC: Approved on 12 July 2005 Panel structure: 5 Members, politically- balanced, of the Resource and Performance Policy Development and Scrutiny Committee and the Chairmen of the other PDSCs and the Health and Adult Social Care Overview and Scrutiny Committee be invited to attend meetings of the Panel Panel Chair Bert Biscoe Portfolio Holders Brian Higman - Corporate Support Lead officer for Cornwall County Council: Tracey Woodhams BACKGROUND: 1 Over the last eighteen months, the Council has been developing the way in which it approaches Corporate Performance Management, looking at how corporate priorities flow through service priorities/actions and ultimately to individual targets. 2 There is a need to ensure that this performance information is both meaningful and accessible. A new approach enabled through a software solution is being adopted to ensure that appropriate information and data is made more freely available. 3 Performance information is a useful tool for Scrutiny Members especially in terms of holding the Executive to account and policy development. Performance information can assist Scrutiny Members through: Helping to improve Executive function by using performance information to challenge decisions Providing information for policy development. Providing clear vision Setting out clear lines of accountability & value for money Focusing on performance Enabling constructive debate; and 7

13 Recognises achievement. To date, performance management information has not been used routinely by Members and has not been part of the culture. However, it is now timely to consider the content and format of future quarterly performance reports and ensure the new reporting format satisfies Member requirements. SPECIFIC QUESTIONS FOR THE PANEL TO ADDRESS: 1. Are the performance reports easy to understand? 2. Can key areas such as level of performance against targets etc. be clearly identified within the reports? 3. Do the proposed reports measure against or show past performance? 4. Do the proposed reports give the information that you will need to help make decisions? 5. In what way could performance management reporting be improved at meetings? 6. How could the importance and profile of performance management be raised throughout the Council? 7. What would be the most effective way of training Members on performance management and the related IT system once it becomes available? APPENDIX 2 - PANEL MEMBERS, INVITIED MEMBERS AND MEETINGS Panel Members B M M Biscoe (Chairman) Mrs A Kerridge (Vice-Chairman) G Brown Mrs S Angove J Payne Invited Members (Chairmen and Vice-Chairmen of PDSCs and OVSC) to Meetings of this Panel (non-voting) Mrs S Bain R Cooper R Jones M Kaczmarek Mrs J Mepsted M Moyle E Parkin B Rawlins H Roberts 8

14 The Panel met on the following occasions: 21 November December January February March 2006 APPENDIX 3 WITNESSES Name of Witness Tracey Woodhams Dave Timms Graham Bond Charles Whaley Adrian Barker Mr Malcolm Grinston Organisation Head of Performance Management, Chief Executive s Department, CCC Assistant County Treasurer (Audit and Technical), CCC Assistant County Treasurer, CCC Best Value Manager, Adult Social Care, CCC Improvement and Development Agency (IDeA) An elected Member from an Authority in the South East 9

15 Appendix 4 The Council s Planning Process 10

16 Appendix 5 Members Survey Results CORNWALL COUNTY COUNCIL Getting Results from Performance Information MEMBER SURVEY RESULTS 3 rd February

17 1.0 Introduction The Resource and Performance Policy Development and Scrutiny Committee set up a Single Issue Panel (SIP) to consider the reporting function of Corporate Performance Management. This had come about due to the recognition that Members required meaningful performance information in order to support their decision making and help the Council to deliver continual improvement. As part of the SIP work programme a Member Survey was undertaken during January The questions contained therein, were designed to determine Member preferences regarding performance reporting and how this information should be used. The results of the survey are presented below and are to be used to inform the development of a reporting mechanism, which will be reported to the Resource and Performance PDSC in April The recommendations, subject to any further amendment, will be reported to the Executive in May 2006 for their approval. 2.0 The Sample The survey was sent out in electronic and paper form to all 82 Members of the Council. It appears that the questionnaire was well received in that a response rate of 56% was achieved. This exceptionally high response rate means that the sample used for the analysis set out below is indicative of the preferences and views of the whole Member Group. It can be seen from Chart 1 below that out of the 46 Members who responded to the survey, 57% considered they would use performance information in a scrutiny role and 17% in an Executive role. Representatives of Member Champions and those wishing to use performance information in Other Committee roles are, as expected, slightly less in number. Chart 1: The Primary Role of the Members Participating in the Survey 11% 17% 15% Executive Scrutiny Other Committee Champion 57% Chart 2 below sets out the length of time the respondents have been Members. Importantly, 48% are relatively new to the Member role, with the remaining 52% having been in post for at least one term of office. 12

18 Chart 2: The Length of Member Service on the Council 15% 48% < 1 yr > 4 yrs > 8 yrs 37% 3.0 Report Content & Format Members were invited to indicate what sort of information they would like to receive in corporate performance management reports and how they would like the information presented. Chart 3 (all respondents), 3A (Executive Members) and 3B (PDSC Members) show that performance information relating to the delivery of Portfolio Plans and Service Plans, Best Value Performance Indicators and Inspection results are considered to be important indicators. These indicators are largely service related. However, the other options presented to Members were related to corporate management and improvement, namely the Improvement Plan, the Comprehensive Performance Assessment and the Health of the Council indicators. It appears that the Executive have an interest in these indicators. Chart 3: Expressions of Interest in Sources of Performance Indicators No. of Expressions of Interest Portfolio Plans Service Plans 28 BVPIs Inspection Improvement Plan CPA Council Health Sources of Indicators 13

19 No of Expressions of Interest Chart 3A: Executive Expressions of Interest in Performance Indicators Portfolio Plans 87.5 Service Plans Inspection BVPIs Improvement Plan Sources of Indicators CPA Council Health Chart 3B: Scrutiny Expressions of Interest in Performance Indicators No. of Expressions of Interest Portfolio Plan BVPIs Service Plans Inspection Improvement Plan CPA Council Health Sources of Indicators Chart 4 suggests that the majority of Members would like commentary to support a range of symbols, graphs and tables. There appears to be less interest in grouping together performance information under the CPA framework. Chart 4: Preferred Options for the Presentation of Performance Information No. of Requests Text 27 Direction Of Travel On/Off Target Alerts 11 Graphs Tables CPA Framew ork Presentation Options Chart 5 indicates that almost two thirds of Members would like performance information e mailed to them, whilst a few would feel comfortable accessing this information from the web site. Just over a quarter of Members would still like access to paper reports. 14

20 Chart 5: Preferred Medium for Receiving Performance Information 9% 28% Paper e mail web 63% Interestingly, the length of office a Member has held with the Council has had little influence on their choice of medium, as shown in Chart 5A. Chart 5A: Member Length of Service by Prefered Medium 100% % of Preference 80% 60% 40% 20% web based e mail Paper 0% < 1 yr > 4 yrs > 8 yrs Length of Service 4.0 Reporting Period As can be seen from Chart 6, the majority of Members (74%) would like performance information at least quarterly. Chart 6: Preferred Frequency of Performance Reporting 13% 9% 17% Annually Half Yearly Quarterly Monthly 61% 15

21 Chart 6A shows that the preference for quarterly reporting is spread reasonably equally across the different Member roles, with the exception of the Member Champion role. This may be due to the nature of the Champion function which may have varying requirements for performance information. However, it can be seen that a 30% of Members undertaking a scrutiny role would like performance reports less frequently than quarterly. However, it can be seen that very few Members would support annual performance reporting. Chart 6A: Frequency Requested by Member Role 100% % Requested 80% 60% 40% 20% Monthly Quarterly Half Yearly Annually 0% Executive Scrutiny Other Committee Champion Member Role 5.0 Using Performance Information Members were invited to indicate how they would like to use performance information. Charts 7, 7A and 7B overleaf set out Member preferences for the use of performance reports. It can be seen that generally Members would like to use performance information to address poor performance and provide a focus on performance. Interestingly, Members of the Executive also wish to recognise achievement, secure value for money, and underpin decision making with performance information. As expected, Members undertaking a PDSC role see performance information as being important in supporting the scrutiny function, providing constructive criticism and recognising achievement. Generally, Members indicated that they would like to use performance information to support policy development and celebrate success, although these were not necessarily priorities. Also, it would appear that performance reporting was less important with regards to securing accountability and championing performance management. There was a mixed response to using performance information to provide a clear vision for the Council. 16

22 Chart 7: Indications as to how Members would look to use Performance Information No. of Indications Address Poor Performance 37 Focus on Performance 35 Support Scrutiny 32 Recognise Achievement 29 Provide Criticism Underpin Decisions Secure VfM Support Policy Celebrate Success Provide Vision Secure Accountability 19 Champion PM 10 Options for Use Chart 7A: Indications as to how the Executive would like to use Performance Information % of Responces Focus on Performance 100 Address Poor Performance Recognise Achievemen Secure VfM Underpin Decisions Support Scrutiny Support Policy Celebrate Success Options for Use Secure Accountability Provide Criticism Champion PM Provide Vision Chart 7B: Indications as to how PDSC's would like to use Performance Information % of Reponces Support Scrutiny Focus on Performance Address Poor Performance Provide Criticism Provide Vision Recognise Achievement Underpin Decisions Support Policy Options for Use Secure VfM Celebrate Success Secure Accountability Champion PM

23 6.0 Summary The analysis of the survey responses has indicated the preferences and views of a balanced sample of the Member group. The recommendations set out below are based purely on these results. 7.0 Recommendations Having carefully considered the results of the Member Survey on Getting Results from Performance Information, the Single Issue Panel for Corporate Performance Management are invited to make the following recommendations, subject to any further amendments, to the Resource and Performance Policy Development and Scrutiny Panel: Performance Reporting 1. Performance reports are to be provided to all Members on a quarterly basis, and will: Report upon the performance of Portfolio Plans, Service Plans and the Improvement Plan; Report annual Best Value Performance Indicators (BVPIs) in the appropriate quarterly report; Be presented via e mail, making paper copies available on request; and Contain suitable commentary to support a range of symbols, graphs and tables etc. 2. Supplementary performance reports will also presented as follows: Inspection results are to be reported to the Executive and the appropriate PDSC(s), when available; Health of the Council Indicators are to be reported to the Executive and will be made available to all Members; and Internal self assessments in keeping with the Comprehensive Performance Assessment (CPA) Framework are to be reported to the Executive and will be made available to all Members. Using Performance Information 3. All Member representatives indicated they wish to use performance information to: Provide a focus on performance; and Address poor performance. 4. Representatives of the Executive indicated they wish to use performance information to; Underpin decision making; Secure Value for Money; and 18

24 Recognise achievement. 5. Representatives of PDSCs indicated they wish to use performance information to; Support the scrutiny role; Provide constructive criticism; and Recognise achievement. 19

25 Appendix 6 - Performance Management Recommended Roles and Responsibilities These recommended roles and responsibilities reflect nationally recognised good practice and are considered to provide guiding principles against which good use of performance information and the application of performance management can be assessed. It is anticipated that these roles and responsibilities will help to underpin the integration of performance management into the decision-making process. The Corporate Body Everybody to promote performance management positively; and Endorse a constructive culture throughout the organisation. Members in General Provide clear vision; Seek accountability and value for money; Focus on performance; and Recognise achievement. Executive Members Champion performance management and improvement; Provide constructive criticism; Work corporately to address areas of poor performance and celebrate success; and Present performance information for their portfolio at full Council. Scrutiny Members Help improve the Executive function by using performance information to test recommendations and challenge decisions; Be constructive; and Use performance information in policy development. Chief Officers and Senior Managers Provide strategic advice and guidance; Provide service leadership and a performance focus; Demonstrate the use of performance information in decisionmaking; Reward high performance and challenge under-performance; 20

26 Be accountable for creating a culture that promotes performance and improvement. Front Line Managers Address local performance issues; and Help teams understand their contribution to corporate priorities. All Staff Share Priorities; Embrace Values; Work within the Corporate Performance Management framework and procedures; and Actively seek improvement. 21

27 Appendix 7 - Performance Management Tools and Media for Raising Awareness A range of tools and media are recommended which will raise awareness and engage Members and staff in the application of performance management. It is anticipated that the engagement of Members and all levels of staff in performance management will foster a culture of continual improvement. The Council Plan A shared vision; and Agreed shared priorities and shared values. Portfolio Plans Strategic objectives and headline targets; and Outline budget allocation. Key Service Strategies/Service and Business Plans Priorities, objectives and action plans aligned with the Portfolio Plans; Budget and other resource allocations aligned; Communicate values, principles and desired behaviours; and Local indicators feeding into headline targets/outcomes. Staff Appraisal and Development Programme Personal action plan and targets aligned with services plans; Related corporate and service performance information/indicators; and Personal indicators aligned with priorities and values. Corporate Performance and Improvement Intranet Site Links to the Council Plan, portfolio plans, service strategies and plans; Shares values; Corporate Improvement Programme; and Key corporate strategies. 22

28 Corporate Performance Management Software Solution Monitoring performance indicators; Analysing direction of travel; and Mapping strategic implications of investment decisions. Corporate Performance Management Roadshows and/or Tool Box Talks Communicate Council priorities and share values; The improvement programme including key strategies; and Corporate performance management procedures. 23