Local Strategic Planning In
27-28th March 2006
Neil Newton & Steve Loraine
Aims Of The Seminar
To relate strategic planning best
practice in major UK cities
To assist metropolitan municipalities in
Turkey in their strategic planning role
Possibly to provide a skeleton code of
common practice but there are no
right answers, every city is different
UK experience and the European mode of
Our translation of that experience in the Turkish
Strategic Planning - how the plan is built up
Local Strategic Partnerships in the UK
Content of a typical community plan
Discussion groups to connect to the Turkish situation
Links between the community plan and other
business processes of a typical major city
Conclusions and outcomes
Governance and Legislation
European Mode Of Governance
UK Local Government At City
65% central government grant
25% local property tax
Local Government Functions At
• Local delivery but tight central state oversight
Lower level education
Care of vulnerable children and adults
Provision of low cost housing
Distribution of some welfare benefits
• Local discretionary services
o Provision of leisure and cultural facilities
o Local planning issues
o Local highway maintenance
o Waste collection
o Support for local community groups
Local Government Functions At
• Regulation and enforcement functions
• Parking enforcement
• Food hygiene standards
• Building regulation
• Trade description
• But apart from service provision they have the all
Community advocacy role
Our Understanding of Turkey‟s Position
Legislative programme based on European models of good
Massive shift from a very centralised state
Not a bureaucratic change but a change to the national psyche
Framework law on public administration
Intended to set central/ local functional boundaries
Central government shall
• Identify policies,principles and standards for public services
• Carry out coordination, planning and regulatory control
• Provide services which need to be delivered at the national
level,e.G. Justice,defence,overall public finances, foreign
policy and trade,social security
Our Understanding of Turkey‟s Position
Local government shall be responsible for the
provision of all common local services, unless
another organisation is specified by legislation
It will take some time to sort out the tensions, but
planning will take place within this period of
Legislation Already Enacted
Law on municipalities
Law on metropolitan municipality
Law on special provincial administration
Law on local authority association
Law on public financial management
Ethical board for public servants
Freedom of information
Stated Purpose of Legislative
As part of the EU accession discussions Turkey should align its
institutions, administrative capacity and judicial systems with
The Prime Ministry distilled the purpose of the legislative
• Counteract deficiencies in financial discipline.
• Improve the performance of service provision.
• Improve strategic planning.
• Overcome the lack of public trust in public administration.
Extract From Neil Newton‟s Paper
“Strategic planning at metropolitan municipality level
could, and in my view should, involve that local
administration acting in such a way that they
maximise the outputs from the resources they have
available in meeting the aspirations and priorities of
the local population. This can be done in isolation
from other state agencies, but it would be far
better, and enormously beneficial in perception
terms for the nascent municipalities, if they took the
lead in coordinating the planning activities of all
state agencies operating in their area. In the UK this
activity results in the community plan. “
What Is a Community Plan?
A strategic document for the whole city. A long term plan for
the future success and development of the city and its
Cities, i.e. Metropolitan Municipalities, do not and will not
provide services in isolation but depend on and support a
range of other government bodies, voluntary organisations,
community groups and private sector organisations.
Cities need to know that they are working with the right
organisations to enhance the life of their citizens and that all
are clear as to their role in the partnership.
There is not blueprint – Every city is different
The Strategic Management
External capability and
Strategic Strategic Strategic
analysis choice implementation
anchors: Vision Corporate
•Mission Goals Plan system
Local Strategic Partnerships
Extract From Neil Newton‟s Paper
“In the recent past the larger local authorities have been
given the responsibility for a community advocacy role,
whereby they are required to take the lead in attempting
to coordinate the activities of all the state agencies
operating in their area to a commonly agreed strategy,
the Community Plan.
These Local Strategic Partnerships (LSP) of the local
administration and all other state agencies, together with
the local business community and representatives of local
interest and voluntary groups, are an increasingly
important part of the local administration landscape.
Leading the local partnership is seen as one of the most
important activities of the local authority and in many
ways the function transcends the simple provision of
services. Again I think the activity might well reinforce the
self esteem of the new administrations in Turkey in their
LSPs - A Summary
Local Strategic Partnerships (LSPs) and Community
Strategies were introduced as a result of the Local
Government Act 2000.
They have helped make great strides to improve the local
quality of life.
LSPs are now established in all areas and much progress
has been made in terms of representation, establishing a
common vision and moving to genuinely collaborative
Community Strategies and Local Strategic Partnerships
have a critical role in further developing coherent service
provision and genuinely sustainable communities.
What Are Local Strategic
A local strategic partnership (LSP) is a single body:
Brings together at a local level the different parts of the
public sector as well as the private, business, community
and voluntary sectors so that different initiatives and
services work together and support each other;
Is a non-statutory, non-executive organisation (but see
Operates at a level that enables strategic decisions to be
taken and is close enough to individual neighbourhoods to
allow actions to be determined at a community level; and
Should be aligned with local authority boundaries
Original LSP Objectives
The main objective of LSPs is to set out the vision of an
area and co-ordinate and drive the delivery of local
services leading to improved outcomes for citizens
that go beyond the remit of any one partner. Other
benefits of partnership working include increased
opportunities for joint provision of services, the ability
to attract external funding and increased influence
over the policies and structures of partner agencies.
Original LSP Objectives
Individual partnerships do realise some of the benefits of
partnership working including avoiding duplication and
creating more seamless services. However, focusing on a
defined thematic area can mean that wider opportunities
and benefits are missed. LSPs, with their over-arching remit,
can add even greater benefit by enabling different agencies
from the public, private and voluntary and community
organisations to work together effectively to improve services.
The LSP must take an oversight role, ensuring that the lines of
responsibility between partners and partnerships are clearly
drawn and that duplication is avoided
Who Should Be Members of the
The membership and size of a LSP should reflect its aims and
the issues with which it s dealing. These will vary from place to
place and membership should be determined locally. To
ensure that they can tackle their core tasks successfully, each
LSP‟s core membership needs to include:
Public sector organisations which serve the partnership
Community organisations and local people;
Voluntary organisations; and
The Voluntary and Community
LSPs are well placed to encourage wider community involvement
in developing a vision for the area‟s future as well as community
action which helps deliver genuinely sustainable community.
However, to make this a reality it is important that representatives
from the voluntary and community sector are included on LSPs
and relevant sub-groups, both in their roles as service delivers and
as representatives of the local community. Representatives need
to reflect all the community including a diverse range of minority
voluntary and community sector interests. Their representation will
be critical to ensuring LSPs can tackle the increasingly important
challenges of achieving community cohesion and tackling social
Many LSPs support the involvement of the voluntary and
community sector through the development of a local compact.
These are formally agreed ways of working between the voluntary
and community sector and the local statutory bodies which can
help clarify acceptable ways of working & respective roles.
The Private Sector
The original Community Strategy and LSP guidance anticipated
that the private sector would also be fully involved in the
community planning process and the scrutiny of it. To date, the
evidence suggests that this has been patchy. While most
Community Strategies have sections about the local economy
and employment, and two thirds of Community Strategies had
moderate or significant input from Chambers of Commerce, only
around half had involvement from individual private sector bodies.
There are a number of reasons for this such as the perceived
limited role and effectiveness of many LSPs, particularly those
without additional funding. However, economic development
should be recognised as a key part of the Sustainable Community
Strategy and therefore it is critical that individual local business
together with their umbrella organisations are represented on both
the board and its sub-thematic partnerships.
Who Should Lead the LSPs?
The LSP should decide
It may often be the local authority, but
does not have to be
Any partner could lead it, e.g. business
leader, Member of Parliament, other
public sector executive
How Does Central Government
Local deliverers of central government
services play a full part in LSPs
Government Offices provide a direct
channel of communication to Government
Special funds were provided to the 88
municipal areas with the greatest
concentration of deprivation (called NRF)
Special funds to support community and
voluntary sector activity and involvement in
Governance of the LSP
To operate as an effective co-ordinator of delivery, each LSP
needs effective, accepted and transparent governance
arrangements. As LSPs move from advisory bodies to
commissioning bodies – effective governance arrangements
become increasingly vital. A recent Audit Commission report on
this subject takes this argument further to commend a formal
partnership agreement between partners to cover the nature of
governance. This would be expected to reflect the local
situation but cover role, membership, responsibilities and
accountability between partners.
There is no one model for the governance of an LSP. They reflect
the variety of local circumstances, and often derive from what
was there before, such as Single Regeneration Budget
partnerships or New Commitment to Regeneration partnerships,
Governance of the LSP
In general, LSP structures are becoming more
sophisticated: 82% of LSPs now have an
executive/board; 78% distinguish between core
and other membership; and in over 79% core
membership includes Local Authority councillors
and officers, health, police and voluntary sector
umbrella groups (Survey of All English LSPs, ODPM
The local authority‟s involvement is vital to the
effective operation of an LSP, the local authority is
also responsible for producing the Sustainable
Community Strategy and is accountable for the
Delivering sustainable communities is the core purpose
of Community Strategies and Local Strategic
There are currently over 360 Local Strategic Partnerships
(LSPs) in England, 88 of which are in areas that currently
receive Neighbourhood Renewal Funding (NRF).
Some of these partnerships date back to local
initiatives in the early 1990s, others have only been set
up relatively recently.
Over recent years progress has been made in terms of
increasing representation of harder-to reach groups,
joining-up working on cross-cutting themes and using
well-being powers to facilitate improved local services.
LSPs are working in an increasingly complex
and challenging environment with important
expectations being placed on them.
This has increased the need to ensure that LSPs
are working effectively and accountably.
A current consultation exercise is examining
the future role of LSPs, their governance and
accountability, and their capacity to deliver
Sustainable Community Strategies. (see later)
Those areas in receipt of NRF are required to have an LSP but
outside those areas, LSPs are entirely voluntary. In the past, their
role was to develop a vision for their locality through their
Community Strategy. This shared vision for the area remains an
important part of their role but LSPs across the country are also
increasingly becoming involved in delivery.
A lot is expected of all LSPs, in particular, the development and
implementation of the new Local Area Agreements. This
enhanced role provides new challenges to many LSPs.
They need to be capable of attracting senior membership, taking
difficult decisions and challenging partner members where
necessary, in order to drive forward local public
service improvements and manage the performance of the
elements of the partnership.
Section 4 of the Local Government Act 2000 placed a duty on
every local authority to prepare a Community Strategy for
promoting or improving the economic, social and environmental
well-being of their area and contributing to the achievement of
sustainable development in the United Kingdom. Statutory
guidance on Community Strategies, to which local authorities
must have regard, was published in 2000.
This guidance set out that these strategies were to be produced
in partnership with all local delivery agencies and their
communities. The guidance also formally introduced the
concept of Local Strategic Partnerships and placed an
expectation on local authorities to seek the participation of local
stakeholders in this process, via an LSP where possible.
Further non-statutory guidance on LSPs was issued
in 2001. Since then, LSPs have been established in
the vast majority of local authority areas. The
guidance describes them as voluntary, non-
executive partnerships and only 2% of LSPs have
chosen to alter this position by establishing
themselves as a company limited by guarantee. A
small number of areas have also established Local
Public Service Boards.
What Have the LSPs Come up
We have some examples with us
Some common threads based on the virtuous strategic planning
cycle of analysis>choice>implementation>monitoring>
The Leeds document
Where are we now..analysis
Transport and Traffic
Education and training issues
Health and housing issues
Cultural and leisure facilities and gaps
Cultures, languages, race and faith
All of these areas throw up good practice and challenges
The Leeds Choices
Consultation with citizens and organisations
The Communication Plan included:
Radio, TV, Press
Meetings and events throughout the city
Separate communications with the young, old and minorities
The Consultation resulted in a long term vision:
Making Leeds and internationally competitive city
Narrowing the gap between rich and poor
Developing Leeds as the Regional capital
The Leeds Choices
Priorities for action:
Improving public transport – 33%
Tackling anti-social behaviour – 25%
Reducing litter – 24%
Building an arena/concert venue – 14%
Leeds Implementation Plan
Build a light railway system (tram) in the city by 2010
Co-ordinate the bus/tram timetable
Break links between drugs and crime
Increase numbers of police officers on the streets
Introduce more closed circuit television
Increase litter collections & reduce abandoned
Reduce waste and polluting materials
Complete the arts quarter
Office of the Deputy Prime Minister‟s
Report on Reviewing LSPs
Corporate Planning –Links
between the Community Plan
and other business processes
•“Understanding how the subsidiary business planning
operations, financial planning and the performance
management framework cascade down from the
Community Plan would be of enormous benefit to
both staff and politicians in developing an
understanding of their new roles. “
Integrated Planning and
C:\Documents and Settings\LoraineS\My
Infrastructure for Integrated Planning
WMBC Framework - document and
Group BV Steering
CMT Cabinet & KPI Technical
Basket of Key Employee
Indicators/measures Basket of Key
Scrutiny and •Induction
IDEA Overview •Employee Progress Meetings
programme •Performance Review
Review Walsall Council Management
structure and c. 2003 •PDP
Corporate structure at Walsall
social care & Strategic
regeneration corporate neighbourhood children
Regeneration Finance Build Environment Education client Adult care
NDC Performance Youth
Legal Childrens Policy, equalities &
(inc. democratic) services intelligence
Strategic Strategic partner Leisure & Health
transportation client culture (with leisure)
Emergency N’hood Children and young
planning P’ships Peoples p’ship
Executive management team
Assistant Director level posts (current)
Corporate Planning Framework for a
Large City Elected Member
including PSA Plan
e.g.Social Services Neighbourhood
National Service Plans
Community Strategy and
Corporate Plan Links in a Large
The Local Strategic Plan, Full Council
i.e. the Community
Corporate Medium Term
Plan Financial Plan
Plans, Service Plans Holders
community safety, Team Plans
asset management Scrutiny
Personal Performance Plans
Developing and Implementing the
Developing the „Ambitions‟ of the
The Corporate Plan
Aims & analysis &
Corporate goals &
Action plan: targets,
The Corporate Planning
To take the organisation from where it is now
to where it wants to be
To ensure that the organisation takes
account of the environment in which it
operates and is likely to be operating in, e.g
Government priorities & the LSP and partners
To balance new developments with
delivering the services and making
To get everybody committed and on board
The Mission Statement
A clear statement of the main purpose
for which the organisation exists-
everyone in the organisation should be
able to quote this and should
The underlying values to which
everyone in the organisation is
committed and which are
demonstrated in all that people do
The long term[3-5 year] definitive and
measurable statements of where the
organisation will be at the end of the
Corporate Plan period
The interim, annual positions the
organisation wants to be in as it moves
towards its long term goals
Statements of how the organisation is
going to achieve its goals - what
changes will need to be made, how
will they be made?
A long term plan for future success or
Levels of Strategy
What purpose do we
Council have? Our portfolio
of each department.
Service plans. How
each contributes to
Operational the overall.
- Team Actions and team
Strategic Decisions Involve:
Scope of activities - which services will be
delivered to what level and standard
Long term direction
Matching activities to external
environment and internal resources
Resource issues/resource implications of
Stakeholder issues - expectations and
Generic Corporate Strategies
Equalities and diversity
Annual Plans And Budgets
How the strategies will be
implemented in the coming year-what
will be done,who by,when by,with
Performance Review And
A process to review progress towards
annual milestones and long term goals
and to evaluate the effectiveness of
strategies and plans
Much more on this aspect of the link
between community plan, corporate
plan and performance, later in this
Corporate Plan Examples
Corporate Plan Examples
colchester strategic plan.pdf
Management – Ensuring
Effective Delivery of the
Improving Performance in the
Provision of Services
“Performance management has been embedded in the
larger UK authorities for some considerable time, and
again subject to the usual caveats about other initiatives
ongoing in Turkey this experience may well be useful.”
“Performance management should raise and maintain at
an acceptable standard the performance levels of
individuals, services and the administration as a whole to
ensure the transparent delivery of quality, cost effective
services. Performance management should be an integral
part of the local administrations business operations,
inextricably linked to other strategic and service planning
“The purpose of monitoring is to check “Align targets with priorities and
that you’ve had the effect you wanted
to – not to check that you’ve done what
they’ll get done.”
you said you’d do.”
“Only action improves
performance – not monitoring and
“Compare with the measurement.”
best – not the
average.” “Performance Management should be about
“Trust staff to get things right – “What gets measured gets done.”
rather than set rules to stop them “Measure what you can use
getting things wrong.” – not what you can
“Service Plans are not Monitoring measure.”
“Objectives strategies measures targets actions.”
“Make checking proportionate to
A Performance Framework
ELEMENTS OF A PERFORMANCE MANAGEMENT FRAMEWORK
There are two key elements to any successful performance management
1.Processes - Key processes elements include:
Objectives, strategies and policies,
Service and financial planning,
Monitoring, analysis and review, and
Employee development, review and training.
2.Culture - Key people elements include:
Leadership and direction,
Values, accepted behaviours and sub-cultures,
Communication and feedback,
Empowerment, accountability and support.
An effective performance management framework will need to address all
of these issues if it is to deliver real improvements in services.
Performance Management Chain
‘A process linking strategy with the behaviour that delivers it’
Performance management adds value by motivating individuals and aligning this
increased energy to the organisational goals - thereby delivering strategy
Key Elements of a Performance
Select Cascade Align Deliver Act to
Strategy measures measures processes information correct Results
information fit for
are consistent, aligned
Typical Issues for Many
Strategy Measure Act Results
The dysfunctional chain: processes
Vision/strategy not made real to Management processes focused
on operations and budgets rather
Personal objectives and incentives not
locked in to strategy
than strategic effectiveness
Capital/investment allocation geared Information systems not providing
to financial criteria rather than long- a broad enough view of the
term strategy business
Too many initiatives unconnected to
key measures Death by measures (too many,
Cultural differences poorly too few, unconnected to strategy)
accommodated Insufficient knowledge/recognition
Performance drivers poorly understood of „best in the field‟ performance
Using Performance Information
Monitoring, analysis and review
There are three key stages to the use of performance information:
Each one will need to be carried out to ensure that full use is made of the performance
information collected and that managers and members are able to take informed decisions
based on evidence. Through monitoring, analysis and review of information, decisions can be
made about what performance needs to be reported and to whom.
This is the first step of using performance information and is largely focused on the collection and
basic presentation of information. It basically answers the question “What information do we have
about our performance?”. Key issues to consider about monitoring of information are:
Robustness – is the information accurate and reliable?
Appropriateness – does the information tell us what we need to know?
Timeliness – is the information available when we need it?
Using Performance Information
The analysis stage helps to answer the questions “What does our information tell us about our performance?” .
Analysis of information is essential to ensure that targets can be met. Key questions to consider in analysing
performance information include:
Are we on track to meet our targets?
If not, do we have information that can tell us why?
What do we need to do to make sure we get back on track?
What more can we achieve?
The answers to these questions should be prompts to actions that need to be taken to deliver the desired
performance. Where performance is not on track and the actions that need to be taken require decisions from
managers or members, the relevant performance information should be reported to the person/people who can
take that decision, along with the proposed actions to rectify performance.
This stage answers that question “Did we do what we set out to do and did it have the effect we wanted it to”. It
is also the stage where learning can be gathered about what works and what doesn‟t work.
Again there are a number of key questions:
Did we carry out the planned tasks?
Did we achieve the outcomes we planned to achieve?
What did we change along the way?
Can we learn any lessons from this or replicate it somewhere else?
Not all the information collected has to be reported – although it should all be analysed.
Only report what people need to know – ask them what they need to know.
Agree what needs to be reported, and when with the person/people the information is to be
One size does not fit all – tailor what gets reported to who it is being reported to.
More is not necessarily better – only collect data that provides meaningful performance
If you can‟t use the information don‟t collect it (unless it‟s a BVPI/statutory).
Plans are not reported – performance is.
Explain the performance. Use graphics where relevant.
The focus should be on reporting achievement of outcomes not the completion of actions.
There may be different reporting requirements at different times of the year.
The norm should be to report information on an exception basis.
Report on successes as well as problems.
Include analysis of information and proposed actions/options for improvement of
Monitoring, analysing, reviewing and reporting performance requires resources, both in terms
of people and time. This should not be underestimated. That is why it is essential that what
does take place adds real value and delivers improvement.
The underlying principle for reporting performance is that it should be appropriate to
the target audience for the report.
With regard to what is reported to local politicians the maxim „less is more‟ is the key.
There is a wealth of information that can be reported to them, but they have neither
the capacity nor the need to receive all of it. They need to be kept informed of the
strategic performance of the services they are responsible for, highlighting key
successes and issues to be resolved.
They have a greater need for information about outcomes, rather than processes,
and are more likely to be interested in those areas that their constituents are
interested in. Directors/Senior managers should agree up-front with politicians what
information needs to be reported to them. This does not mean that in exceptional
circumstances other information cannot be reported – but ensures that politicians
receive the information that they feel they need to feel confident that services are
being delivered as they should be and that they have time to concentrate on
analysing key performance information.
is also likely that their need for information will be different at different times of the
There should be quarterly reporting – but each quarterly report should not necessarily be the
1st Quarterly Report: in most circumstances little happens in the first three months of the year
that makes a significant impact on performance information. The focus of reporting in Q1
should be just those areas where significant events have occurred that require immediate
(The reality of timing on an annual cycle means that the review of the previous year, and Best
Value Plans will probably only just have been reported when the Q1 report is due. Providing a
shorter report means not only that officers will have more time to devote to the full analysis and
review of the previous year but also that Members are not „swamped‟ with performance
information over such a short period of time)
2nd Quarterly Report : this would be a mid year review and would contain a more detailed
analysis of performance (of those indicators that are available). It would provide a summary of
performance, including highlights and issues, along with an assessment of prospects for
achieving end of year targets. It should identify any actions required to improve performance
in services which are not on track.
3rd Quarterly Report : Again this report include a summary of performance, e.g.
how many indicators are on track, performance highlights, and any key issues
that have arisen. It should also provide an indication of expected
performance at the end of the year – those areas that are likely to meet
targets and those not. As such it can then feed into the development of
plans for the next year.
Annual Review : This should be a more comprehensive review of performance
over the year. It should provide information on the delivery of all of the
Objectives for the year and the key indicators agreed with the Council‟s
Cabinet politicians. It should include a summary of performance information,
highlights and targets/Objectives not met. It should also include reference to
actions in the relevant Strategic and Operational Plans designed to address
the shortfall in performance.
Directors should agree a set of key performance measures/indicators to be reported with each
Cabinet politicians are responsible for the delivery of the services within their portfolio. They need to be confident
that they are being provided with the information that they need to have a clear picture of service delivery and to
be able to make informed decisions about those services.
A set of indicators is agreed with the Cabinet member, based on the key objectives of the Directorate (s) as
outlined in the Strategic Plans. It may also be appropriate to consult the (chair of the) relevant Overview and
Scrutiny Committee about what these indicators should be – as they are responsible for holding the Cabinet
member to account for the delivery of the services in their portfolio.
There should be no more than 30 such measures.
Politicians face a great deal of pressure in their time. It must be used in the most effective manner. Overloading
them with information is unlikely to achieve that. Instead a focused, set of key indicators should be developed for
reporting. That does not mean that no other information can be reported to them. As issues arise it may be that
politicians need more detailed information to enable them to make decisions.
It also does not mean that the indicators have to be reported at every quarter. Some indicators may only be
available on an annual basis – some indicators may be on track for delivery. It will be important to build a
relationship of trust with politicians, that even where performance is not reported, they know that it is being
monitored and dealt with as appropriate.
Performance information should be interpreted and presented simply.
The reporting of information should be seen as a partnership between officers and politicians.
needs to be presented to politicians in ways which make it meaningful and
understandable to them. Officers should consider the use of graphs displaying trends of
performance over time.
strengths lie in their ability to question and challenge officers about the information, to
push for improvements and to seek real answers for underperformance.
Poorperformance should always be reported – but should be accompanied by options for
Poor performance does not go away on its own. Not reporting on where services have not met
or are unlikely to meet targets is not an option.
However, reports of poor performance should include reasons why performance is not as it
should be, and more importantly options for improving the performance. It may be that
circumstance outside of the Council‟s control have change and target may need to be
amended, or it may be that further investment or actions are needed to rectify the situation.
Actions which require members‟ decisions should be included in performance reports. Actions
which do not require politicians‟ decisions should be implemented.
Cabinet also have an important role in the strategic management of the Council‟s performance –
a role that is more than the individual Cabinet members‟ roles in relation to the services they cover.
The key contribution they have to make to the process in the the „joining-up‟ of performance and
actions across the Council. Cabinet has the cross council remit to to a wider view of performance
– to look at how performance across the Council is contributing to the delivery of the Corporate
It should be able to make the links between the Strategic Plans of the Council to ensure that they
are complimentary and that where joint working is needed it can and does take place.
Cabinet should devote one meeting each quarter to the Council‟s performance, e.g. the
Corporate Objectives. This would take place in April, July and October.
In January – the 3rd quarter – Cabinet would consider the performance across the Council, to
develop Objectives and Strategic Plans for the following year. This consideration is likely to be
based on the 3rd quarter reports which include predications for end of year performance.
The Role of Politicians
Performance Management Training for Politicians
Politicians should play a crucial role in the Council‟s performance management
arrangements. However, many feel that they do not have the skills they need to
interpret the data that is presented to them.
Improvements to the reporting processes and formats can improve the situation.
In order for this to be successful it will be essential that there is a clear understanding
between politicians and officers about what performance management takes place
at what level. It will also be important to ensure that all members have a similar level of
understanding of their roles within the arrangements.
Politicians will also need to have an understanding of the broad framework for
performance management and the meanings of the different terms and indicators
Creating a Performance
Cultural Change - Leadership and direction
It is important that leaders at all levels of a Council recognise and understand that it is
their role to articulate and promote the Council‟s Objectives and that they provide a
clear framework within which all employees can see where they fit and how what
they do relates to the delivery of those objectives.
The IDeA‟s recent “The Man in the Caravan and other Stories” identifies key leadership
characteristics. It says that “Good political leaders set simple goals to animate the
organisation. Good chief executives excel at setting rules of thumb by which the
organisation manages its people, resources and relationships.”
It also identified that good Councils invest in their leaders to ensure they have the skills
they need for their jobs. The Council should consider whether its leaders possess the
necessary skills and if not ways in which they can be supported to gain them.
Creating a Performance
Values, accepted behaviours and sub-cultures
Some authorities use the EFQM „Balanced Scorecard‟ which measures the overall success of a
Council to an international model of planning and results. An adapted scorecard is presented on
a later slide. Using this scorecard, and promoting it widely and regularly helps to embed those
values, not only within the employees working for a Council but also with its residents and its
Behaviours that need to exist to deliver a Council‟s objectives.
A focus on common goals and objectives – recognising that at different times, other services‟ goals
may need to have a higher priority than your own;
An emphasis on the customer and service improvement;
A strong emphasis on neighbourhood working;
A culture of rigorous project management to achieve objectives;
Strong budgetary control;
Recognition of common standards across the organisation in matters ranging from customer care to
Mutual respect for politicians and employees based on effective communication and involvement.
These must be clearly and regularly articulated across the Council until they are embedded into
day to day working practices.
Creating a Performance
Communication and feedback
Communication at all levels and in all directions is essential.
Empowerment, accountability and support
“The Man in the Caravan and other stories” also identified „a strong centre and devolved
responsibility‟ as one of the key characteristics of a high performing Council. Whilst at the outset
these two conditions appear to be a contradiction it goes on to explain how they can be made to
work in harmony.
The role of the centre is not „operational interference‟ but support for strategic issues, the sharing of
good practice, and providing „spare resource‟ to support innovation in services. Devolved
responsibility means that managers can operate in a environment where they are clear about their
objectives and the framework within which they operate, but have a clear responsibility for
delivering improvements in services.
Achieving cultural change
The values and behaviours of a Council support all of the key „cultural‟ elements needed.
However, culture will not change merely because these have been written down.
Creating a Performance
They need to be communicated frequently and demonstrated clearly by Management Board and politicians. They
also need to be articulated – by way of examples of good working practice, demonstrating what the new culture
looks like and how it can deliver improvements.
One approach to cultural change is to make it tangible – to badge it or brand it. Some Councils develop a clear
cultural change programme which sets out to achieve its new culture. There are many tools available to
organisations now to deliver cultural change, including:
Change agents or champions;
Action learning sets;
Role playing; and
A cultural change programme does not have to mean a great deal of expense – but it does mean a significant
level of commitment from the leadership to it achievement.
Taking forward changes
It is essential that any changes in a Council‟s performance management arrangements are taken forward in a way
that achieves real ownership of the processes, targets and culture across all parts of the organisation. New
processes will not be fully effective unless they are accompanied by new cultures as well.
A core group of officers from across the Council can be given the responsibility for taking forward. This group should
monitor the introduction of new arrangements, conduct a review to consider their effectiveness after say six months
and continue to refine processes and address issues of culture.
Self-assessment of a Council‟s Performance
% of cost indicators in best
quartile % of interactions with the public
% of BV inspections that that are delivered electronically
indicate confidence in the % of quality and service outcome
Council‟s ability to make BVPIs in the top quartile
% of residents satisfied with the
% of capital schemes quality of ser vices
delivered on time and within Continuous
budget improvement in Focus Improvement in CPA assessment
% of corporate plan efficiency and on our citizens
milestones achieved on time
and as planned. effectiveness and customers
The level of the „Equalities
Standard for local government
to which the Council performs
Quality, social Listening The number of citizens involved in
% of staff receiving an annual justice and good and responding to Council consultations
% of residents with a positive
performance and government those we serve perception of the overall
development review which
meets the Corporate Standards appearance of the Borough
The gap between the average The number of complaints
income of the poorest and the received and the % of residents
richest parts of the Borough. Partnership who are satisfied with the
outcome of their complaint.
% of education and learning working
indicators in the top quartile. % of Neighbourhood Plan actions
delivered on time and as planned.
% of budget which is re-
directed to priorities. % of staff who are satisfied with
Rating by key stakeholders against key their job.
% of Community Plan actions delivered on
time and as planned.
Number of community/voluntary groups
working in partnership with the Council.
External recognition of the Council in terms
of best practice in partnership working e.g.
Beacon Status, use of Council as an
example in publications.