Performance management

"Tools and experience exist to manage performance through measurement, evaluation and improvement. Assessment by outcomes not processes"

 One of the earlier stages of the transition to the Council of the Future was to set the baseline for the Council's performance before the change started. and later, to develop the skills internally to manage performance. Later, the process of change embraced the need for defining outcomes-based key performance indicators (KPIs). Now the council's embedded perfromance management will provide the evidence of the improvements and benefits achieved. Generally these will include:

• lower proportion of the budget spent on office accommodation (office space not wasted on storing paper, more efficient use of office desk space through smarter working etc)
• better use made of staff resources - less time spent on zero value activities (time spent looking for files, locating or replacing files, locating information, unncessary travel)
• the council os closer to the communities it serves - as measured by the communities themselves - they are more invlved in decision making affecting themselves, feel the council is more in tune with their needs, their needs are being met better
• end to end cost of delivery of service, and the proportion of overall service budget that goes into the service itself