Performance management

This resource is concerned with how councils manage their performance.

‘Performance management’ in this context refers to corporate and service managers
using feedback from performance to do thing differently in the interests of
improvement.

These pages provide a summary of the key issues and link consistently to an external
wiki space that offers a wealth of resources to help improve your performance
management arrangements. Through this wiki anyone interested in performance
management can add or edit information so that the latest, practice-based information
can be made available as quickly as possible.

Sections:

Performance management: Introduction and background

 Explaining what is meant by performance management, looking at its evolution, its

place in the context of improvement and the national performance framework, and
considering how it might develop in the future.

Performance management resources:

 Provides information about and links to case studies, guidance, toolkits and other
resources that may help improve your performance management arrangements.

Performance management frame work and systems:

 Considers the overall performance management framework and cycle, related council
functions and services, and key performance and improvement models such as
balanced scorecard, EFQM, lean and outcomes based accountability.

Managing performance : plan

 The first stage in the performance management cycle covering mission statements,
prioritisation, service and business planning, and target setting.

Managing performance : Do

 The second stage in the performance management cycle covering the role of
performance management in commissioning and procurement.

Managing performance : Review

 The third stage in the performance management cycle covering monitoring,

performance indicators, data quality, qualitative information, performance reviews,
analysis and presentation.

Managing performance : Revise

 The fourth and final stage in the performance management cycle covering the revision
of plans and targets, improvement and transformation activity, service delivery
models, and using information for improvement.

Leadership , Culture and people

 Considers both managerial and political leadership, providing a set of tools on cultural
change, and sections on developing skills and capacity, promoting learning, and
promoting equality and diversity.

Involving the public in performance management

 Takes a wide-ranging look at the arguments for and issues surrounding the public's
involvement in performance management.

Performance management in partnership

 Considers the challenges of working with partners locally, and the implications for
performance management of focusing on complex, cross-cutting outcomes.