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Peer reviews and improving performance management Dr Gordon MurrayProgramme Manager – Procurement22nd November 2005

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What makes for improvement?• Leadership• Organisational culture• Resource and performance management• User focus and community engagement

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Building blocks of effective performance management

Reinforcement to motivate individuals to deliver the targeted performance

Ownership & accountabilityto ensure that individuals who are

best placed to ensure delivery of targets have real

ownership for doing so

Rigorous performance review to ensure that continuously

improving performance is being delivered

in line with expectations

A coherent set of performance measures and targets

To translate the aspirations in to a set of specific metrics

against which performance & progress can be measured

Bold aspirationsTo stretch & motivate the organisation

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Benefits of effective strategic asset management

• Increased customer and stakeholder satisfaction• Better use of resources• Increased financial accountability• Compliance with statutory/regulatory codes• Improved corporate management• Environmental compliance

(ODPM/RICS, 2005)

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Lessons from the asset management Beacon Council theme• Leadership of councillors is essential• Needs to be a key corporate process• Can lead to opportunities for joint projects and sharing resources• Need for an integrated corporate management approach to financial and property assets• There is scope for efficiency gains• There is a need for effective information systems, base-lining and performance management

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An asset management peer review could help embed good practice

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Objectives of the asset management peer review1. Improve local government’s use of resources relating to

asset management and demonstrate good practice2. Provide a robust critical friend peer review identifying

relative strengths and priorities for improvement 3. Foster a structure for dissemination of good practice

building on the AMP and Beacons Scheme 4. Foster a forum, through acting as peers, of one-to-one

learning from others5. Develop a means of structured problem-solving practical

solutions6. Ensure that all councils have access to up-to-date good

practice information

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How it works:Two peers, a review manager and a benchmark

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A new approach to peers and the review• Peer recruits trained and accredited

– briefed and trained on the benchmark– share lessons, as a group, that emerge from the programme– involved, as a group, in the development of the service– able to provide feedback to other stakeholders on what works and doesn’t work around efficiency

• Authorities provide peers for other peer reviews and receive the advice from peers and national experts

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PCH attributes of peersCompetent in:• Technically in asset management • Working with others• Developing others• Providing challenge• Communicating others• Providing challenge• Planning• Political and organisational sensitivity

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The asset management peer review process

• Gathering evidence– Self-assessment– One-to-ones– Workshops– Focus groups– Optional meetings for team members to attend

as observers

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First thoughts on asset management benchmark• Leadership and governance of asset management• Stakeholder engagement • The council’s strategy and action plan for asset management

– linkages with efficiency programme, financial management, service planning, procurement

• Arrangements for the effective use of resources • How resources are being released through process improvement and smarter procurement• Mechanisms for successful delivery of change programmes and projects • Capacity building• Performance management

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Next steps

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Next steps• To participate as a peer contact

» peer.clearinghouse@idea.gov.uk » david.bentley@ipf.co.uk

• To act as a pilot contact» gordon.murray@idea.gov.uk

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Peer reviews and improving performance management?

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Asset management peer review and performance management• A critical friend peer review• Positioned at the leadership of the council• Objective view of what the council’s strengths are in relation to asset management• Objective view of the council’s priorities for improvement in asset management • A means of continuous improvement for the council• A means of continuous learning for individuals engaged in asset management

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Peer reviews and improving performance management: An important tool for driving continuous improvement

Gordon.Murray@idea.gov.uk

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