Performance! Outcomes! Review! Capacity!

These were some of the key words used at the inaugural meeting of the Performance Management Practitioners Task Group, which was hosted by the Improvement Service on 15th May 2006. Twenty-two council representatives from across Scotland attended the first meeting of the group, which was very much about bringing practitioners together who are active in performance management within their particular Councils.

During the session it was apparent that there is a growing frustration from particular practitioners about the limited opportunities available to engage with each other on particular national developments associated with the emerging performance management agendas.

Of particular interest to practitioners is the forthcoming Improvement Service work stream on performance, which will be designed to support future directions for local government and individual Councils in respect of the emerging performance agenda.

A well known local authority Chief Executive even took the time out to share his views on the need for local government to scale up and seize the moment and exploit the opportunities in respect of changes which will take place at a national level.

The task group received presentations from both Mark McAteer and Andrew Spowart of the Improvement Service, which covered:

• The Improvement Service’s core programmes;
• The Improvement Service’s performance programme proposed developments in respect of:
• Performance information
• Efficient Government
• Corporate performance management arrangements
• Outcome agreements.

Supporting shared objectives

Working with Councils individually and nationally, the Improvement Service has a clear role to play in supporting the shared objectives of improving efficiency, quality and accountability in the provision of public services. To achieve this there is a clear need for well defined and structured approaches to performance management and improvement. As an operating principle, the Improvement Service core programmes will be rooted in the needs and demands of local government and practitioners.

In terms of developing approaches to performance management, solutions could include:

• Devising training programmes to support elected members in their role as “performance champions” of their Councils.
• Training programmes to support managers equipping them with the necessary skills to operate in a performance orientated environment.
• Introducing common business solutions and platforms to support Councils with their performance agendas

Group discussion centred on the need to ‘seize the opportunity’ in terms of shaping approaches to performance management which are rooted in the needs of local government. However, it was noted that many councils would need to further develop the capacity and capability to drive improvements in performance management and, through it, in service delivery. Great emphasis will be placed on the need for joint learning between councils alike, what works well, what does not work so well, the conditions required for success and take off.

Reference was made from many group participants that they wish to share with each other their experiences of the Best Value/Community Planning audit process in order to ensure that councils get the maximum value from the audits. The Practitioners Task Group felt that given the dynamic nature of change around the whole performance agenda, it was not only worthwhile but also valuable to meet again, particularly in relation to the Improvement Service's proposed work streams in respect of supporting the performance management agenda.

The group felt that there was the need for some terms of reference, to guide the performance management agenda from a local government perspective. This would be drafted and issued along with the Improvement Service outline work programmes for performance management.

Should you wish further information about the Practitioners Task Group, please contact Andrew or Mark at the Improvement Service on 01506 775558.