Strategic Performance Management for Partnership Arrangements

1
Strategic Performance Management for Partnership
Arrangements

• Tim Ham Kate Davies
• Bradford MDC
• Children and Young People Dept

2
Outline

• First principles
• Bradfords Performance Management Framework
  (CISIF)
• Challenges for Implementation
• Any Questions?

3
Why Develop a Strategic Performance Management
System?

• Outcomes for Children, Young People and Families
• Use of Resources
• Decision Making Processes

4
Effective Performance Management Framework

• Strategic Alignment
• Organisational Alignment.
• Linked to key processes.
• Accessible / visual / understandable
• Interactive
• Supports development of knowledge management /
  business intelligence.
• Flexible able to adapt

5
CISIF

• Web-based system
• Multiple - -linked - dimensions
• Accessible for all partner agencies via internet
• All users enter by bespoke home page.
• Secure access / password protected
• Users are expected to update own areas of the
  site.

6
Strategic Performance Management Cycle
7
Challenges Technical

• Providing an accessible (understandable) design.
• Creating a secure web site accessible to Council
  and Partner employees.
• Automating performance updates

8
Challenges - Administrative

• Maintenance of site / keeping tabs on quality of
  content.
• Data exchange arrangements with partners.
• Quarterly cycle of performance review.
• Security

9
Challenges working in partnership

• Identify contributions
• Clarifying information
• Sharing information / flows of information
• Agencies different perspectives to performance.
• Various national drivers on performance. (Nis /
  Vital Signs)
• Alignment with Corporate arrangements.

10
Challenges Ambition

• Ensuring the framework is used by decision
  makers.
• Openness / challenge
• Overcoming fear of external regulation
• Changing organisational culture desire of
  managers to continue to rely on paper based
  reporting arrangements.

11
Changing perspectives

• Re-think
• What is it we want to achieve?
• How best to align resources.
• Changing the Paradigm
• Partnership Framework must be based on a
  FOUNDATION OF IMPROVING OUTCOMES

12
Service Model
Target A
Outcome A
Activity A
Target B
Outcome B
Activity B
SERVICE / AGENCY
Target C
Outcome C
Activity C
Target D
Outcome D
Activity D
Target E
Outcome E
Activity E
13
Outcome Model
OUTCOME
ACTIVITY Service Delivery Measure
Service A
PRIORITY
ACTIVITY Service Delivery Measure
Service B
INDICATOR
Service C
ACTIVITY Service Delivery Measure
INDICATOR
INDICATOR
ACTIVITY Service Delivery Measure
Service D
ACTIVITY Service Delivery Measure
Service E
14

• Ends
• Results
• Effects

• Means
• Enablers
• Causes

Reversing perspective
15
(No Transcript)
16
PERFORMANCE FRAMEWORK BUILDING BLOCKS
17
Foundation
18
Thinking about Data Sets

• STRATEGIC
• PRIORITY
• SERVICE CONTRIBUTIONS
• CONTEXT ANALYSIS

• The Agenda for the Partnership understood by
  KEY POPULATION INDICATORS
• The agenda for individual services
  Contributions demonstrated by SERVICE DELIVERY
  MEASURES
• Understood through detailed analysis and
  relational analysis.

19

20
Future?

• Promote better engagement.
• Improve our data flows.
• Improve accountability
• IMPROVE DECISION MAKING
• Improve use of the framework