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Performance management tools

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Planning across boundaries
Corporate performance improvement
  Background to corporate performance
  P erformance management overview
  P erformance management tools
  Managing individual and team performance

The process of local sport & recreation strategy preparation

Key Docs
HM Treasury: Securing better outcomes; developing a new performance framework
HM Treasury: New Localism – Citizen Engagement, Neighbourhood and Public Services: Evidence from Local Government ODPM 2005
IDeA: Performance management: a cultural revolution
IDeA: A review of performance improvement models and tools
IDeA; Beyond consultation: public involvement in performance management
IDeA: Priorities and prioritisation:
Audit Commission: Public Sports and Recreation

Tools
General toolkit
Public Services Productivity Panel
IDeA: Online interactive tool
IDeA: Guidance on service planning
IDeA: Guidance on target setting
IDeA: PMMI guidance on PM IT systems
IDeA: Performance management and CPA,
IDeA: List of councils judged to be managing their performance well

Generalist Performance management tools
A number of organisations and government bodies publish performance management toolkits. There is a general toolkit available that works for the public sector.

H M Treasury also publish material on performance management including a target setting guide and the report of the Public Services Productivity Panel. They say that “This report is of value to all public service managers, in particular those with lead responsibilities for performance management or service improvement programmes. It contains a simple, effective performance management model and lessons from the Panel”. It’s really more of a tool for specialists in performance management.

One of the most useful sites for generic performance management information is the Improvement and Development Agency. The IDeA run a Performance Management, Measurement and Information project (PMMI), which is an interactive project including lessons learnt from practitioners. They have recently published their second edition guides to performance management for councillors and managers. And there is a supporting, and updated, web page on their site.

Case Study - Blackpool Borough Council, STARS case study

(NB you will also find Cultural Connections on the IDeA site, which has case studies around culture and sport)

At the same site you will find the performance management resource pack – where the PMMI team has developed guidance in important areas of performance management. This includes:

Performance management: a cultural revolution – a briefing and toolkit on how to assess and change the performance culture in your organisation
A review of performance improvement models and tools where you can see an overview of key, popular PM models and widely used improvement tools
Beyond consultation: public involvement in performance management, which describes ways that to incorporate the views of users and citizens in your performance management arrangements, and involve users and citizens themselves; it contains links to other useful resources, tips, tools and examples
Priorities and prioritisation: deciding where to focus attention and resources is one of the most difficult aspects of performance management; this briefing covers how you can do it in an effective, evidence-based way and includes an online, interactive tool to help you prioritise
guidance on service planning developed by the PMMI team and a local authority officer
guidance on target setting, including a presentation with workshops and a useful checklist
PMMI guidance on PM IT systems can help you decide whether performance monitoring IT systems are right for your authority and how you can best go about specifying the right product; this brief gives information about performance management and CPA, including a list of councils judged to be managing their performance well

We normally record and manage our performance through Service or business plans, balanced scorecards, Performance indicators and improvements plans or Action Plans. This is recorded and reported through an IT based system, either one developed in house, or a proprietary commercial system.

Some of these systems offer quarterly performance reporting, which is fine for many services, but as sport is a dynamic service it pays to go for one that can offer weekly, monthly and quarterly performance reporting.

Performance indicators are a key resource for both managing and demonstrating good performance. The Library of Local indicators contains a (limited) number of Sport related PIS. The Library of Local indicators contains a (limited) number of Sport related PIS. Another useful source of information on the same site is the Spreadsheet of local indicators actually in use by local authorities. This gives you the indicator being used, and the Local Authority using it, so that you can contact them to see how useful any indicator is proving in practice.

New sports indicators developed by Sport England, with the Audit Commission, are included in the new CPA framework for 2006.
The indicators are:

Participation – the percentage of adults participating in at least 30 minutes moderate intensity sports and active recreation (including recreational walking) on 3 or more days a week
More info

Volunteering – percentage of adults volunteering in sport for at least one hour per week
More info

Choice and opportunity – percentage of the population that are within 20 minutes travel time* of a range of different sports facilities, one of which has achieved a quality assured standard
More info

All London Boroughs, Metropolitan and Unitary authorities will be assessed and judged against these indicators. County Councils and District Councils’ performance against these sport indicators will be considered as part of their corporate assessment - particularly their contribution to partnership working and healthier communities.

Managing individual and team performance
Sport England were instrumental in the development of the performance framework based on the European Foundation for Quality Management Model. This has been developed for the Cultural sector and there is a specific model for sport. This is known as the “Towards an Excellent Service” or TaES model. This can be used purely as a way of assessing your own performance, or it can be externally validated by Peers. External validation costs between £4000 and £6000 depending on the number of staff and facilities. For more information please visit TaES.

Quest is another model for managing performance, primarily designed around facilities management. This is externally validated and Quest certification is recognised as an industry standard of excellence. The sheme is owned by a commercial organisation – PMP consulting.

One of the best sites to look at to see how the sort of systematic performance management the CPA looks at links to personal and team performance is the Chartered Institute of Personnel development. Here you will find an overview on performance management with factsheets on performance appraisal, coaching and competency frameworks. It is not a “local Authority” type of site, but makes the links between corporate performance management and individual performance well.

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