The Studio Manchester
One day conference
The current climate of cutbacks and savings demands that public sector organisations foster a culture of performance. A performance culture is built around a shared desire to achieve remarkable results and exceed expectations, and it needs to be consciously planned and developed through deliberate actions. To create such a culture, leaders need to be identified and invested in who will have an impact on the behaviour and performance of the people around them, and propel the organisation forward to meet new challenges.
This event will provide a platform for delegates to discuss new thinking in performance management as well as an invaluable opportunity to gain insight and knowledge from public sector peers.
Delegates will find out how to:
- Understand the behaviours that inhibit and promote leadership effectiveness
- Change the mindsets and behaviours of managers and staff to support new processes and innovation
- Identify strategies to strengthen an organisation’s efficacy
- Build effective performance management systems to help organisations be economically sustainable in a time of cutbacks
- Manage performance in partnerships
Agenda
09h00-09h30 Registration
09h30-09h45 Introduction from the chair
Pietro Micheli, Cranfield School of Management
Leadership and Culture
09h45-10h15 KEYNOTE ADDRESS: The implications of the recent elections on the efficiency agenda and performance management
Prof. Colin R. Talbot, Professor of Public Policy and Management, Manchester Business School; Fellow, Herbert Simon Institute (MBS); Associate Fellow, Institute for Government (London)
10h15-10h30 Q&A
10h30-11h00 ‘Inspire And Innovate’: a leadership programme to improve the performance of Stoke-on-Trent PCT
- Refocusing our performance framework and embarking upon a leadership programme
- How and why the programme embeds a high performance culture
- Enabling our staff to become effective “Culture Carriers” of the delivery of our strategic objectives and high level outcomes
- Developing leadership responsibilities across all segments of the organisation (how all staff are leaders and what personal responsibility means)
- An overview of our “Matrix Working” approach to team tasks and delivery
- Aligning the leadership programme to PM strategy – holding leaders to account
- What we have achieved, how far we have yet to go and where things could have been improved along the way
Paul Winter, Head of Performance, Stoke-on-Trent PCT
11h00-11h30 Morning tea
Managing Performance
11h30-12h00 Performance management culture in the Environment Agency
- Where we've come from
- Our new framework
- What we still need to improve
- What's next
- Processes / products and people issues (including buy-in and influencing behaviours)
Mike Cuthbert, Strategic Performance Manager, and Rich Knight, Planning and Performance Manager, Environment Agency
12h00-12h30 Round table discussions:
How do you achieve an organisational shift from performance monitoring to one of performance ownership, development and improvement?
12h30-13h30 Lunch
13h30-15h00 Afternoon mini-workshop:
Using scenario-based strategy maps to make performance more sustainable in the longer term.
Strategy maps are designed to help execute strategy and bring predictive qualities to key performance indicators. However, strategy maps are often extrapolations of past performance and often insufficiently linked to possible future states. A scenario-based strategy map is an innovative tool that enables organisations to face strategic uncertainty in an effective way.
- Considering not only short-term trends but medium/long term ones
- Linking KPI’s to perceived cause-and-effect relationships
- Strengths and weaknesses of strategy maps and scenario analysis
Chris Mitchell, Corporate Research, Policy & Organisational Development, Fife Council and Pietro Micheli, Cranfield School of Business
15h00-15h30 Afternoon tea
15h30-16h00 Brighton and Hove City Council - developing performance management in a commissioner/provider organisation
- Measuring value - the triple bottom line: cost, social benefit and environmental benefit
- Developing a culture of responsibility for performance
- Enabling technology: the reporting database, business intelligence tools and open data
Paul Brewer, Head of Performance, Brighton and Hove City Council
16h00-16h30 From performance reporting to intelligent enterprise - developing an aspirational Performance Framework for Essex County Council
- Structures – centralising and streamlining performance management functions to create efficiencies and improve analytical capability
- Maturity Model – where are we now and what is the vision for the future? How will the performance framework underpin the County Council as it develops its commissioning approach to service delivery?
- Component Model – an approach that breaks down a performance framework into manageable work-streams
Paul Abraham, Head of Performance, Planning and Improvement, Essex County Council
16h30 Closing remarks from the chair