Performance Management
‘Setting targets and monitoring progress
- at all levels’
Draft Blueprint Design v0.3.1
Project Manager: Paul Russell
Project Champions: Paul Hartley & Bob Innes
Scope
•
A performance management framework operating across:
• All STFC functions
• All levels within STFC
Performance Management
Past
What we had
Present
What we have
•
No agreed strategy
for performance
management within
STFC
Strategic PM
Framework developed
•
Inconsistent
approach to
collecting data and
measuring
performance
Corporate Strategy
being developed
Unable to effectively
measure
performance against
corporate strategy
and priorities
•
A performance
management system
is in place identifying
targets at corporate
level & allowing
linkage to targets at
both group and
individual level
•
The data collected is
used effectively and
justifies the effort
required to collect
and analyse it
•
STFC will be able to
understand
performance levels,
make adjustments &
provide evidence to
external stakeholders
Corporate Strategy
agreed
‘As-is’ Data collection/
reporting documented
TODAY
•
Future
‘To be’
PM Framework
agreed
PM System
In place
Objectives and benefits
•
To design and implement a performance management
system for STFC through:
• Initial requirements capture to develop a strategic performance
framework
• Validating this against ‘As-is’ data collection and reporting
activities, identifying gaps and rationalising effort required
• Options assessment to agree detailed performance framework
design
• Implementation of the agreed performance management system
•
To deliver key benefits including:
•
•
•
•
•
Underpinning the core blueprint objectives
Greater visibility of current performance
Ability to identify areas for improvement
Ability to engage and motivate staff and managers
Tool for better defining future objectives, priorities & targets
• Tool for helping to prove the value of STFC & the S&T it funds
Principles
•
The performance management framework will be used to
report both internally and externally and will be based on
the following principles:
•
•
•
•
•
•
•
•
Cost/benefit of collecting the data required is considered
Allows challenging and realistic targets for across STFC
Objectives link clearly to STFC strategy
Objectives translate into meaningful targets at group and individual
level
Groups report openly on the level of achievement and areas for
improvement
Reinforces the importance of teamwork
Reinforces the importance of continuous improvement
Recognises the interdependencies between the various STFC
functions
Work to date
•
Work has been undertaken to develop the strategic
performance management framework
•
Led by consultants (Credo) and has involved:
•
•
•
•
•
Interviews with key individuals
Understanding STFC business priorities
Compilation of initial list of performance measures
High level view of implementation issues
This will now form basis of future work:
•
•
•
•
Update project documentation
Formally engage project board and team
Validating the framework against the ‘As-is’ data collection
Establish clear view on implementation
timescales and links with other
blueprint projects
‘To be’ design
‘To be’ design subject to
further work during the next
stage
Diagram illustrates how
the framework is expected
to work
Interfaces
•
For a performance management framework to be
implemented successfully interfaces will be required with a
number of the other Blueprint projects including:
• Culture
• Leadership
• Organisation
•
The dependencies with these and any other Blueprint
project will be considered before the next stage
commences.
Transition
•
At this stage the transition is not yet clear.
•
Work needs to be undertaken to document the ‘As-is’ data
collection and reporting activities and validate these
against the strategic performance framework, identifying
any gaps and rationalising effort these activities require
•
Once this is complete a performance management
framework can be agreed and the implementation options
considered. These will include:
• Full performance management system
• Initial focus on small number of measures
• Initial focus on the measures for one area of STFC
•
The cost, timeline, importance and benefits of each need
to be considered before a recommendation can be made
Next Steps
•
Immediate next steps – Document ‘As-is performance data collection
and reporting:
– Timescale: May – August 2009
– Led by: Project Team (Paul Russell, Linda Baines, Isobel Climas)
– Directorate input: Low level input only
•
Work after August 2009 will include:
– Develop the performance management framework
– Consider the options for implementing the framework
– Implementing the framework
•
The timescales for the work from August 2009 and the effort required
from each directorate is still to be agreed
•
It is likely that initial implementation will be based on a small subset of
measures. The work that will be carried out over the
summer will be used to help identify an
appropriate set of measures