A Single Performance
Management Framework
Introduction
Breckland & South Holland District Councils are committed to continually improving the
performance and efficiency of the services it provides. This document sets out the
Performance Management Framework within which performance information is defined,
collected, interpreted, analysed and reported.
Each Council needs a performance and risk management system where everyone
knows what needs to be achieved, what is required of them and when, what is
measured and managed, and what progress we are making. All resources must be
aligned, focussing effort in the right places and delivering maximum value for the
residents in both authorities.
Definition
The Performance Management Framework details the systems, processes and
structures that are used to manage performance within the organisation.
In order to be relevant, the performance information must relate to the Corporate
Priorities and key strategic priorities and objectives of the council and used to help us
make informed decisions.
The Performance Management Framework includes information from across the
organisation including progress on key projects, performance indicators, audit
recommendations and risk management. This ensures that all key information is taken
into account when analysing and reporting on performance.
Aims of the Performance Management Framework
The aims of the framework detailed are to:
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Identify progress against corporate priorities and key objectives
Ensure information is proportional and used to drive service improvement
through informed decision making
Motivate staff by ensuring they understand their own contribution to achieving the
corporate priorities
Identify and address poor performance early
Identify risks and take appropriate action to mitigate
Establish a ‘performance culture’
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Scope
This Performance Management Framework applies to all services delivered directly by
each Council and the reporting of information provided by key partners.
Best Practice for Performance Management
Performance Management at each Council requires a set of key ingredients to be
embedded throughout the organisation.
Culture
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Framework
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Live reporting where appropriate
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Proportionate
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Enables analysis
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Meets statutory reporting
requirements
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Scalable model
An environment that encourages challenge
An enabling approach, with open and
honest reporting of information
A performance culture driven through the
organisation from the top
System
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Accessible
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No duplication of data input
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Bespoke reports formats
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Supports business continuity
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Adaptable to changing needs
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Scalable system
Business planning
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The foundation of effective performance management is business planning which feeds
from the Corporate Plan. Service planning is the cornerstone of the Council’s approach
to performance management. An effective plan provides the foundation for achievement
forming part of the Council’s ‘golden thread’, where each person understands how they
contribute to achieving the Council’s overall vision.
The service planning process is the opportunity to deliver a co-ordinated approach to
the provision of services, including how and where to use resources: finance, people,
skills and assets. It is also a key process for assessing risks to achieving those
objectives and how best to manage them.
There are 5 key components to effective performance management
Performance measures and targets
Well designed performance measures are essential to the ability of each Council to
review how well it is performing and to inform local residents of its progress. The
framework ensures that all performance measures are smart:
Specific
Measurable
Achievable
Realistic
Timely
- Do objectives say what it is we need to do?
- Can we show proof that we have achieved our objectives?
- Is it possible to achieve our objectives within the time available?
- Are objectives things we can really do something about?
- Have we set the dates for achieving our objectives?
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Ownership and Accountability
All performance measures are assigned to different teams and individuals throughout
the organisation, those teams and officers are accountable for their achievement. All
Council officers are individually appraised every year through the Council’s appraisal
system with objectives and targets linked as the ‘golden thread’ to the corporate
priorities of the Council. Having a single performance management framework provides
the Council with:
 A single source of evidence that performance against plans and strategies is
being managed effectively
 A current snapshot of how the Council is progressing, readily accessible by
Members, senior managers and all staff from a live reporting system
 The ability to monitor actions/projects and their risks and outcomes
 A clear audit trail as to who updated what and when
The system also holds a visual demonstration of the Councils ‘golden thread’ in
operation, demonstrating how the Council is working towards achieving its vision.
Performance Reporting
Performance reporting is an integral part of performance management and also part of
being a democratically accountable body. Performance information is used to drive
business improvement, ensuring that the Council is delivering against its corporate
priorities with the most effective use of resources. In order to facilitate this, the roles and
responsibilities are set out below:
o The Council’s Executive (Cabinet) – Reviews performance, provides challenge
to lead members and officers on performance and improvement (quarterly)
o Overview & Scrutiny Committee - Examines specific performance issues in
detail, makes recommendations to the Executive for improvement (quarterly)
o Performance Board – Chaired by the Leader/Portfolio Holder & Chief Officer
which examines specific performance issues, providing ongoing challenge,
support and direction and tracking improvements. Also commissions targeted
support into under performing areas (quarterly)
o Corporate Management Team – challenges performance of the Council as a
whole and has overall responsibility for achieving corporate objectives (monthly)
o Each Service team – challenges the performance of their individual services and
tracks improvement through to completion (monthly)
Each manager is responsible for recognising good and bad performance in their service
area, and that action is taken as quickly as possible to improve/recover under
performing services.
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Performance needs to be embedded in the culture and the way that we work, as part of
everyone’s ‘day job’, through their own behaviours and actions:
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Set a clear vision and create a performance environment
Clearly communicate performance expectations
Monitor and review performance regularly, give feedback
Champion performance management
Provide time for learning and development
The Council’s leadership team is committed to regular monitoring of performance, is
focussed on achievements and improving areas in need of attention.
The role of political leadership
Council Members have a vital role to play to ensure performance is on track to reflect
the needs and aspirations of the community. They are involved in a number of ways
including:
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Setting and scrutinising the strategic direction, priorities and budget
Using local knowledge to monitor performance measures to community need
Receiving concise performance reports that identify trends
Providing challenge, asking questions about current performance
Seek assurance that systems are in place to manage performance, risk and
resources
Portfolio Holders, Corporate Management Team, Service Managers are provided with
live access to the Performance + system to enable them to access information at any
time to view, update and amend data accordingly.
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The Planning Framework (the ‘golden thread’)
The golden thread refers to the alignment of all plans and objectives to the achievement
of the corporate priorities. It is important that all stakeholders understand the role they
play in achieving the vision of the authority.
Corporate Plan – sets out the council’s priorities and ambitions. It is the key ingredient
in the performance framework with all other plans produced within the council
contributing towards achieving the overall vision.
The Council is committed to working closely with its key partners, recognising their role
and contribution to the development of the Councils plans and shared outcomes.
Service Team Plans – part of the overall performance framework, with a range of
performance measures set out which feed through and support the strategic priorities as
set out in the Corporate Plan. They also provide the effective tool in demonstrating to
individual officers how their service contributes to achieving the corporate objectives.
Individual Plans - these enable staff to understand how their objectives/targets help
contribute to achieving those priorities as set out in the Corporate Plan, with their
performance feeding through to the council’s performance appraisal system.
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Roles & Responsibilities
Effective performance management requires clearly defined and structured
responsibility:
Who
Members
Role
Executive
Portfolio Holders
Overview & Scrutiny
Ward Councillors
Senior
management
Corporate management
Team
Directors
Service Managers
Internal
Groups
Performance Board
Performance Team
o Deliver the Council’s priorities
o Monitor performance to ensure service
delivery and value for money
o Challenge services to ensure delivery against
council priorities and value for money
o Interface between residents and the Council
and its partners, highlighting matters arising
o Provide leadership to drive effective
performance management
o Challenge under performance
o Prioritise resources in response to needs
o Overall responsibility for operational
performance
o Ensure Performance framework and
timescales are adhered to
o Monitor delivery of service plans
o Recognise early poor performance & respond
o Use performance data to help make
operational decisions
o Develop, train and support people
o Encourage and motivate staff
o Ensure all complaints are managed
effectively in accordance with procedure
o Set the overall performance management
framework
o Monitor performance, resources
o Commission targeted support to under
performing areas of the Council
o Monitor improvement plans
o Review budget information
o Ensure all performance data is accurate,
reliable and relevant
o Reports to be completed on time
o Provide analysis to performance on a
monthly/quarterly basis to the appropriate
audience
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Data Quality
The table below sets the following key principles in its Performance Management
Framework to ensure data quality. The Council uses six key characteristics to describe
these:
Accuracy
Validity
Reliability
Timely
Relevant
Complete
Data should be accurate for its intended purposes, captured once to
avoid any duplication or unnecessary reporting
Data should be recorded and used in accordance with the intended
outcome, and if necessary provide commentary for clarity of purpose
Data should be provided and input into system consistently to enable
the tracking of targets and timelines to meet desired outcomes
Data must be captured in accordance with timelines to support
performance framework of review and management decision making
Data should be relevant for the purposes it is intended, and amended
with clear audit trail when requirements may change
Data must be recorded, understandable and complete in accordance
with timescales. Monitoring missing, incomplete or invalid records
provide poor data quality and impacts on performance management
and ability to review, amend and improve outcomes.
Officers must be aware that those who are responsible for inputting data into the system
are responsible for ensuring quality and that the measures and definitions are
consistent.
A single operating software system is used to underpin the performance framework,
with both Council’s using the Performance + system for inputting data and producing
reports.
Should you require any assistance, please speak to a member of the Performance
Team:
Samantha Dancer Kim Parks
Chris Brooks
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Performance Team Leader
Performance Officer
Risk management Officer
01775 764 805
01362 656 866
01362 656280
This Performance Management Framework was approved by CMT in March 2013
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