framework 2015-18 city of wolverhampton council’s · 1.5 management of performance is at the...

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FuturePerformance

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wolverhampton.gov.uk

City of Wolverhampton Council’s

Performance ManagementFramework 2015-18

C O U N C I L

CITY

WOLVERHAMPTONOF

2 City of Wolverhampton Council wolverhampton.gov.uk

Introduction

3

Performancemanagement at theCity of WolverhamptonCouncil

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Drivers for improvedperformancemanagement

9

What is performancemanagement and whyis it important?

10

What is businessintelligence?

13

1

2

3

4

5

How will the performancemanagement frameworkbe implemented?

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Performancemanagement cycle

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Reporting framework

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Data quality

19

Appendices

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7

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A

CONTENTS

1.1. Managing performance is part of everyday effectivemanagement and work practice, and should beintegral to all that we do.

1.2. The purpose of this performance framework is tounderpin how information, data and businessintelligence is used within City of WolverhamptonCouncil in order to make decisions, drive serviceimprovement and to ensure a consistent and robustapproach to performance management throughoutthe organisation.

1.3. The aim of this document is to clearly explain theframework so that Councillors, managers, employees,partners and the public can easily understand how thecouncil manages its own performance.

1.4. Performance management is the activity we gothrough when we set strategy and devise thegovernance, values, processes and controls to use ourresources to deliver our objectives. It enables us toanswer the following questions:

Introduction1

Introduction

3Performance Management Framework 2015 - 18wolverhampton.gov.uk

Introduction


1.5 Management of performance is at the heart of service delivery – it is what drives performance improvement. Where it iseffective decisions are made in an open and informed way, acted upon and reviewed to drive continuous improvementand learning. Where key elements of performance management are weak, or not in place, the basis for decisionmaking is often unclear, ineffectively communicated and cannot be readily assessed by Councillors, employees orother stakeholders.

What do wewant to do –or not do?

Having the rightambitions and theright targets

How do weintend to do it?

Having the rightprocesses/ peopleand talents toassure delivery ofour ambition andtargets

How well arewe doing?

Having the rightmeasurement set

What will wedo next?

Knowing the rightway forward

Are we beingefficient?

Using our resourcesin the best way

2.1 Performance management is a key part of deliveringour Corporate Plan. It is integral to creating a ‘goldenthread’ to all that we do. Through clear andaccountable performance management the council willensure its goals and objectives are being consistentlymet. This document sets out the process by whichperformance and outcomes are set, monitored andimproved. Performance management is an integralpart of everyday practice, and includes the use ofbusiness intelligence to ensure all our decisions areevidence-based.

2.2 Performance management underpins the delivery of allof our corporate plan priorities and objectives. It alsospecifically links to our priority of being a ‘Confidentand Capable Council’, and the ‘Future Performance’objective which sits alongside the six other objectivesin the council’s corporate transformation agenda.

2.3 The key aims and outcomes of the FuturePerformance corporate priority are:

• Establish and embed a strong performance andproject management culture throughout theorganisation

• Improve the performance of the council in line withour corporate plan priorities

• Facilitate the cross-organisation ownership of keyissues such as the number of Looked After Children,as we work as one to serve our city

• Ensure that decisions are being made based onrobust evidence, supported by accurate and up todate management information

• Improve the availability, quality and use ofmanagement information

• Ensure that there are clear lines of accountability

2.4 Developing a strong culture and framework forexcellent performance is at the heart of‘The Wolverhampton Way’ - our strategic approach todelivery. Excellent performance starts with having aclearly articulated Corporate Plan, which sets out whatour strategic priorities are for the city - a strongereconomy, stronger communities, supported by aConfident Capable Council.

Performance management at theCity of Wolverhampton Council

2

Performance management at the City of Wolverhampton Council




Our Corporate Plan articulates the sevenoutcomes we are working to achieve and theobjectives which underpin these. Eachobjective has a more detailed ‘plan on page’,which is owned by a Director or ServiceDirector and sets out the key things we need todo to achieve it. This will ensure clearleadership and accountability for performanceacross the council.

Underneath these ‘plans on a page’ there willbe directorate, service, team and project planswhich provide more detail on how we willdeliver our key actions and business as usualservices. Most importantly, every employeeshould understand how they contribute to,and are accountable for, the objectives in theCorporate Plan through their own individualwork plans, set out in their annual appraisal.

Corporate Plan

Work Planslinked to Appraisals

PerformanceManagement

FrameworkPlans on a Page

External Context -The environmentwe operate in

TheWolverhampton

Way



How the council and its peoplebehave; how their attitudes,knowledge and experience combineto deliver a motivated, highperforming organisation that is willingto learn from itself and others toimprove.

How the Cabinet and seniormanagers behave in ways that guideand enable the council to perform;how they set and communicate aclear vision – based on the needs ofthe city.

How technology is used, from howthe council uses it to support itsbusiness processes and its delivery tothe collection, analysis andpresentation of information inmeaningful ways for managementand stakeholders.

Culture and

Behaviour

Systems and

Information

Leadership and

Direction

As part of our Future People objective, our Organisational Development(OD) Strategy sets out the behaviours which all employees willdemonstrate, in order to deliver our mission of ‘working as one to serveour city’. Our behaviours are summarised in PRIDE - in our city, in ourcouncil, in each other and in ourselves.

The vision for the city and council is clearly articulated in the CorporatePlan, which is owned and led by the Cabinet and senior managers.Our Organisational Development (OD) Strategy, part of our Future Peopleobjective has a priority around leadership and management, supportingthis aspect of performance management.

The council will use technology to support improved performance,as articulated in our Future Works objective. We will implement newsystems and performance tools such as a business intelligence andanalytics software to enable interactive dashboards and real timemanipulation of data.

2.5 Performance management contains six essential elements, which are addressed collectivelythrough the council’s C3 transformation programme:

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How policies are translated intopractice – processes and procedures;how evidence-based decisions aremade. This also includes the toolsand methods used and the processesto support delivery of ambitions.

How people are acquired, valued,managed and developed; howrequired skills and competencies areidentified, assessed and accessed,how incentives are used to motivateour staff to deliver the council’sambitions.

How the council is managed,structured and governed; howrelationships (internal and external) aremanaged; how strategy is set andcascaded throughout the council andhow it is perceived by itsstakeholders.

Processes

Organisation

People

The council is continually reviewing our governance, policies andprocedures so that they are fit for purpose, robust and effective andthat there is appropriate delegation and compliance with corporateprocedures. This supports our Future Practice objective.

The council has a revised appraisal system, to support allindividuals to improve their performance, and understand theircontribution to the delivery of our Corporate Plan. Our learning anddevelopment framework is a key part of our OD Strategy andFuture People objective.

The Corporate Plan and the Wolverhampton Way document set outour strategy, and how we will deliver it. This is communicatedclearly to our key stakeholders – both external and internal.

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3.1 National & Regional Drivers:

• Legislative requirements and changese.g. The Care Act

• National statutory returns and datasets as per therequirements on the single data list

• Financial challenge to local authorities

• External inspections such as Ofsted

• Integrated working via partnership boards and otherinitiatives e.g. The Better Care Fund

• Increased potential for devolutione.g. Combined Authority

• Black Country Local Enterprise Partnership

• Local Government Association Corporate PeerChallenge and other sector led improvement initiatives

3.2 Local Drivers:

• The Corporate Plan

• Medium Term Financial Strategy

• Organisational Development Strategy

• Making evidenced based decisions

• Monitoring the move towards outcome focussedservice provision

• Understanding the needs of the City as a whole andthose of individual communities

Drivers for improvedperformance management

3

Drivers for improved performance management


4.1 Performance management is the way in which thecouncil ensures that its goals and objectives outlined inthe Corporate Plan are consistently being met in anefficient and effective manner. This is achieved by thesystematic monitoring and evaluation of practice,policies and procedures and user outcomes. Robustmonitoring also provides an early indication of anyissues allowing priorities to be adjusted and resourcesmoved where needed to ensure that objectives are met.

4.2 When performance management is seen as an integralpart of everyday practice and is used effectively inconjunction with business intelligence it supports theeconomic development of the city and the improvementof services for the residents and community bydeveloping a better understanding of their needs andevidencing that:

• Economic improvements are effective;

• We are meeting our legislative requirements;

• Effective and efficient services are being offered in atimely and cost effective manner, and that these arebeing developed and improved;

• Which interventions and services work best and aremost effective;

• Outcomes are being improved by identifying gaps andissues within services offered;

• Opportunities to make improvements through serviceplanning, training and commissioning are identified;

• Vulnerable children and adults are being kept safefrom harm

• Employees are supported in carrying out their jobssafely and effectively.

4.3 The City of Wolverhampton Performance ManagementFramework is based on the ‘Plan – Do – Review-Revise’ model of performance management.

What is performance management and why is it important?

What is performance management andwhy is it important?

4




Plan Review Revise

A successful councilunderstands its area and itsneeds. This understanding isbased on a detailed knowledgeof key demographic data andcustomer intelligence, availableresources, anticipated risksand levels of currentperformance. This knowledgeis used to prioritise what needsto be done and from this,strategic objectives aredeveloped to inform theCorporate Plan, our thematic‘plans on a page’, directorate,service and team plans andbalanced scorecards that willlead to delivery andimprovement.

There needs to be propersystems and processes inplace – such as performanceplanning – to support thedelivery of improvement.Taking appropriate action,managing risk, andsupporting and coachingpeople to achieve betterperformance improvement.

We need to understand theimpact of our actions.Regular review meetingsneed to be held to assessthe delivery of our plans andtheir associated balancedscorecards, themanagement of known risksand employee performance.Services should speak tousers and stakeholdersabout their experience ofusing services. They shouldcommission and evaluatecustomer surveys, analysethe cause of complaints andshare the learning.

Use the lessons learnedfrom review to change whatis done. Where there isunder performancecommission recovery plans,where people are underperforming understand whyand help them to improve,identify new and emergingrisks and objectives.

Do

4.4 The City of Wolverhampton Performance Management Framework is based on the ‘Plan – Do – Review- Revise’model of performance management.


12 City of Wolverhampton Council

4.5 The key components ofperformance management atthe City of Wolverhamptonare summarised below:

wolverhampton.gov.uk

Diagram 2 –Performance management –key components

City of Wolverhampton Corporate Plan

Corporate Planobjectives ‘Plans ona page’

Directorateand service plans

Team plans

Individualwork plans(following

appraisals)

Local performanceInformationfrom system

Financialmonitoring

Comparativeinformation -

benchmarking, statistical

neighbours

External peer review and inspections

Cabinet andscrutiny

Corporate anddirectoratereporting

Serviceperformancemanagement

Electronic managementdashboards

Revision of Corporate Plan

Improvementplans asrequiredRevision of

directorate and service plans,

team plans and individual work plans

PLAN DO

R

EVIE

W

R

EVISE

Understandcommunities - Ward level data

Voice of thecustomer -

consultations,surveys

5.1 Performance management is the overarchingprocess which describes planning, the monitoring ofperformance, challenge and review and the revisionof plans, however the main instrument that is usedto undertake performance management isbusiness intelligence.

5.2 Business intelligence is the term used to describequantitative and qualitative data from internal systems,regional and comparative data and other informationsources and the analysis that is done to understandwhat the data and information means. As well asinforming performance management for monitoringpurposes, business intelligence should also be used inday to day planning and strategic decision makingensuring that key decisions are evidence based.

5.3 Business intelligence can be presented to the businessusing a number of different tools including:

• Automated reporting sent via email or accessedvia SharePoint

• Excel and word based reporting

• Balanced Scorecards

• Static PDF dashboards

What is business intelligence?5

What is business intelligence?


TO

OLS

D

ATA

Front LineManagement

Reports

ElectronicDashboards

BalancedScorecards

Business andService Planning

CorporatePerformance

Reporting

NationalStatutoryReturnsProject and

ProgrammeManagement

Voice of theCustomer -

Consultations,Surveys

UnderstandCommunities -

Ward Level Data

ComparativeInformation -

Benchmarking,Statistical

Neighbours

Local Performance -ManagementInformation

CorporatePlan

FinancialMonitoring

BUSINESSINTELLIGENCE

What is business intelligence?


Diagram 3 – Business intelligence

6.1 Performance management should be an integral partof everyone’s everyday practice at the City ofWolverhampton Council. It is only through clear andaccountable performance management, that thecouncil will ensure its goals and objectives are beingconsistently met.

6.2 Teams, services, managers and leaders are allaccountable for identifying key areas for improvementand implementing action plans and changes toprocesses to achieve better performance as part oftheir management responsibilities.

6.3 A central business intelligence function will work withDirectors, managers and the business to identifyrelevant data sets, design and build reports, undertakeresearch and analysis and suggest other relevant areasfor reporting and monitoring. In short the function willbe responsible for the provision and co-ordination ofinformation, analysis and performance managementchallenge across the council.

How will the performance managementframework be implemented?

6

How will the performance management framework be implemented?


7.1 Successful performance management relies on ensuringthe performance management cycle is implemented in allbusiness areas, at all levels, and in new strategies andinitiatives. Adequate consideration of what information isavailable to evidence activities proposed, strategies andthe decisions being made, is more likely to generatesuccessful outcomes.

7.2 The performance management cycle (see diagram four)provides five steps to ensure that the goals identifiedfrom strategies and service planning are based onevidence of need; service delivery is monitored throughavailability of business intelligence and review isundertaken to identify whether goals have been met.The central Business Intelligence function will work withthe business to implement the cycle.

Performance management cycle

Performance management cycle7


Diagram 4 – Performance management cycle

STRATEGIES IMP

LEM

ENTATION DATA

TI

ME

LY

G

OALS

Improved Performance,Outcomes

and Value for M

oney

Changes a

nd

Adjustments

Initiatives, Projects and

Policy C

hanges

Processes of Implementation

INSI

GH

T

Busin

ess

Inte

llige

nce

Rep

ortin

g

and

Ana

lysi

s

8.1 A sucessful performancemanagement frameworkhas, at its heart a robustreporting framework andrelevant reporting tools thatcan address reportingneeds at multiple levels.This:

• ensures that informationprovision is notdisorganised

• embeds good qualityinformation and robustperformancemanagement into theday to day managementof the business.

• reduces the need for ad-hoc information requests

8.2 The different levels ofregular reporting that arerequired are:

Reporting framework8

Reporting framework


Corporate

Reportingagainst key actions

and measuresidentified in theCorporate Plan.

Directorate

High level overview of performanceacross the directorate with a focus on

key priorities and areas of concern.

Service Directors

High level, strategic information about performance in each of their service areas with a

focus on key priorities and areas of concern.

Heads of Service

Detailed information about performance in key areas at team level detail in order to develop and monitor performance improvement plans.

Team Managers

Detailed information about their teams performance in a wide range of areas down to individual employee level in order to effectively manage their teams.

Front Line Employees

Information about their own performance so that they are able to identify areas of improvement for discussion with managers in supervision and understand their individual contributions.

PartnershipReporting

Savings andTransformation

National andRegionalReporting

Sector LedImprovement

and Inspection

Diagram 5 – Regular reporting requirements

8.1 A sucessful performance managementframework has, at its heart a robustreporting framework and relevant reportingtools that can address reporting needs atmultiple levels. This:

• ensures that information provision isnot disorganised

• embeds good quality informationand robust performancemanagement into the day to daymanagement of the business.

• reduces the need forad-hoc information requests

8.2 The different levels ofregular reporting that arerequired are:

Reporting Framework8

Reporting framework


Reporting against key actions and measuresidentified in the Corporate Plan.

High level overview of performanceacross the directorate with a focus onkey priorities and areas of concern.

High level, strategic information about performance in each of their service areas with a focus on key priorities and areas of concern.

Detailed information about performance in key areas at team level detail in order to develop and monitor performance improvement plans.

Detailed information about their teams performance in a wide range of areas down to individual employee level in order to effectively manage their teams.

Information about their own performance so that they are able to identify areas of improvement for discussion with managersin supervision and understand their individual contributions.

National andRegionalReporting

Sector LedImprovement

and Inspection

Corporate

Corporate

Dictorate

Service Directors

Heads of Service

Team M

anagers

Front Line

Employees

01

02

03

04

05

06

PartnershipReporting

Savings andTransformation

Diagram 5 – Regular Reporting Requirements

8.3 A range of information will be included in reports drawnfrom a range of evidence based on the needs andrequirements of the recipient. These areas include:

• Ward level data, to provide local context forCouncillors, the public and officers;

• National Indicators, including national and regionalcomparator information where available;

• Measures from the corporate plan;

• Local Key Indicators – these will reflect local prioritiesfor the coming year;

• Business Plans – ongoing monitoring of the measureswithin business plans;

• Quality Assurance – regular reporting of the results ofcase file audits and monitoring of data quality issues,risk levels and usage;

• Finance – including budget and savings targetmonitoring;

• HR and employee data.

8.4 The frequency of reports will depend on the need, typeand performance of a service or area. Whatever thefrequency, it is important to ensure there is cyclicalperformance monitoring and an improvement cycle.Once data and intelligence is reviewed and discussed,plans for improvement should be agreed, withmeasurable milestones, then implemented andcontinually reviewed.

Reporting framework


9.1 Effective performance management and improvementmust be underpinned by a robust commitment toimproving the quality, timeliness and accuracy of data.This will include a range of data both qualitative andquantitative, from within record management systemsand paper records.

9.2 Data quality is one of the five pillars of the council’sInformation Governance Framework, which includes aspecific Data Quality Policy that supports thisPerformance Management framework.

Data quality9

Data quality


Appendices

Key actions 2015-16Appendix A


Action/Activity

Annual refresh of Corporate Planand ‘Plans on a Page’

Leader’s Annual report toStakeholders for 2014-15

Quarterly reports on CorporatePlan Measures to Cabinet andScrutiny Board

Document methodology for eachCorporate Plan measure

Procure and implement abusiness intelligence and analyticssoftware solution, to workalongside other performancemanagement software

Establish thematic dashboard foreach Corporate Plan objective

Work with directorates toestablish and develop a list ofkey service specific dashboards

Responsible Officer

Head of Transformation




Head of ICT



Anticipated Outcome/Result

Set strategic vision

Increase accountability aroundperformance

Increase accountability aroundperformance, key page of the‘review’ stage of performancemanagement

Improve data quality

Improve use of technologyand access to latestperformance data



ProposedStart Date

December2015

June 2015

June 2015

June 2015

April 2015

April 2015

April 2015

ProposedEnd Date

March 2016

September2015

March 2016

June 2015

September2015

September2015

September2015

Action/Activity

Wider LeadershipTeam, Policy Officer

Wider LeadershipTeam, Policy Officer

Policy Officer

Policy Officer

ICT andTransformationTeams involved inprocurement, ICTCapital Programme

TransformationTeam

DirectorateLeadership Teams,Transformation Team

Timescales

Appendices


Key actions 2015-16

Action/Activity

Produce a summary formanagers on the key corporatereports available to them –on Finance, HR and othermanagement information

Review the council’s LIS –the external platform for data andinformation

Create a central businessintelligence team/resource forthe council

Agree a suite of performancereport templates for all councilbased management andperformance reports

Procure infograph software

Responsible Officer






Anticipated Outcome/Result

Improve access to latestperformance data

Improve access to latestperformance data

Improve use of council resourcesto deliver Future Performancepriority

Improve consistency ofperformance reporting

Improved performance reporting

ProposedStart Date

June 2015

June 2015

June 2015

June 2015

June 2015

ProposedEnd Date

July 2015

March 2016

November2015

July 2015

July 2015

Action/Activity

The Hub (Agresso)TransformationTeam

TransformationTeam

WiderLeadership Team,TransformationTeam

WiderLeadership Team,TransformationTeam

Channel Shift

Timescales

@WolvesCouncil WolverhamptonTodayWolverhamptonToday

wolverhampton.gov.uk 01902 551155

City of Wolverhampton Council, Civic Centre, St. Peter’s Square,Wolverhampton WV1 1SH

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framework 2015-18 city of wolverhampton council’s · 1.5 management of performance is at the...

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