How we measure our performance
What is performance management?
The Council uses performance management to drive service improvement by challenging how services are delivered. Organisational performance management allows elected members, senior managers and officers in the Council to identify what they need to do and, by tracking progress regularly, we can make sure we are progressing towards the intended outcomes.
Why performance management is important
Performance management is important for every organisation. For us, it ensures everyone is working towards the same agreed outcomes and priorities. It also helps us to understand in what areas of the organisation are successful and where further improvement is needed, allowing prompt action to be taken to get back on track.
Our Council vision
The borough has around 129,000 residents and the vision is “Good local services, a prosperous borough, and safe and welcoming places for all”. To deliver this we have developed four priorities:-
- Local services that work for local people
- Growing our people and places
- A healthy, Active and safe borough
- A town centre for all
More detail of the values and outcomes developed can be found in the Council Plan 2018 - 2022 (PDF 8mb)
Our Newcastle Partnership vision
The Newcastle Partnership brings together different parts of the public sector, private sector, business, community and voluntary sectors to support each other and work together to improve the quality of life for local people and communities. As a partnership we have the vision “Newcastle communities together, securing a prosperous future”. Using council and partner information, we have identified needs and developed agreed priorities and outcomes. We are expecting all commissioned services to meet these expectations.
How we manage our performance information
Using a Performance Management Framework to support this vision, we make sure that the Council delivers on its promises. This means having performance and financial information available to:-
- Make decisions on which activities are to be prioritised and encouraged
- Support and inform detailed plans to achieve our planned outcomes
- Align resources and finances with the plans
- Monitor achievements and progress against plans and targets
The Performance Management Framework has three parts:-
- A planning cycle which identifies key stages for users.
- A performance reporting system to collect and report on service performance and project progress.
- A performance management system designed to make sure that we review off-target performance and take corrective/improvement action to achieve planned outcomes.
How we use our performance information
In the day to day management and operational delivery - service managers use a large range of performance indicators to measure the performance of their service. From these indicators the Council has identified a set of indicators which measure progress in implementing the Council Plan.
At a local level - we aim to measure our performance and where possible, measure what matters to our customers. We do this by listening to our communities during consultation and engagement. The Council gathers the views of service users and residents on a wide range of matters, through user surveys and events every year. The information supports the Council in prioritising its service delivery and improvement activity.
The bigger picture - we need to look at how we progress against issues of a wider concern. These may be measures and outputs that are set out in the projects of the Council Plan, Newcastle Partnership and in other services we commission.
This performance information is used to inform all activities of the council and drive improvement in a number of ways:-
- Reports to various committees and boards of the council (quarterly/six monthly/annually and as requested)
- Quarterly financial and performance reports are presented to the Executive Management Team, Cabinet and scrutiny committees to provide information about the performance of services alongside budget information. This covers performance on a dashboard of key indicators and budget monitoring and enables members to inform the targeting of resources appropriately.
- Heads of service report on activity against service and financial plans and project specific plans to portfolio holders.
- Regular one to one performance discussions between each manager and their team.
Auditing and data quality
The council's own auditors review performance information annually and the quality of the data submitted. There is also a Data Quality Policy available.
Last updated 21 December 2018