In 2003 the Authority implemented a new process of monitoring the delivery of services internally and externally to make the Authority more accountable.
A Performance Management System was adopted which is widely used in organisations such as FTSE 100 companies and public sector authorities.
This Performance Management Framework focuses on identifying, programming and reviewing performance against a number of set corporate objectives. These objectives are used as the basis to develop annual delivery programmes for each department integrated with financial management, budgeting and facility business plans. The systems closely monitor performance by setting quarterly and yearly targets and performance indicators through agreed departmental service plans.
Internal Performance Management
The Authority has 5 Key Performance Indicators (KPIs) which are tracked to give a headline indication of performance across the key areas of the organisation’s activities (for more information see the Performance Report in the Reference Library). These five KPIs are:
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Return on Capital
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Service Plan Progress
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Customer Satisfaction
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Stakeholder Perception
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SSSI Condition
In 2007/08 the fifth KPI was reviewed, and it was decided that from 2008/09 Carbon Emissions would be monitored.
The Authority aims to achieve continuous operational improvement through the delivery of departmental service plans and part of this process is an annual self assessment programme using the widely recognised EFQM Excellence Model. This enables the identification of strengths and areas for improvement, from which appropriate steps are taken to continue to achieve successful results. In 2007/08 the Authority carried out its fifth annual self assessment which saw continued improvement from previous years, which was validated by external assessors through the Southern England Excellence Award (see bottom of page).
External Performance Management
Following the introduction of this Performance Management System internally it was decided that results should also be challenged against national performance.
The Authority has identified a number of government set Best Value Performance Indicators (BVPIs) used to track local authority performance. These are relevant to the Authority and are used as a benchmark to monitor performance against national league tables of performance across London, Hertfordshire and Essex.
Nineteen Performance Indicators have been identified that track against the corporate objectives of the Authority. When comparing 2007-08 performance with the London region, the Authority's performance is the best across London in three areas:
- BVPI156 - Building accessibility
- BVPI 14 - Early retirements
- BVPI 15 – Ill Health Retirements
In two other areas the Authority's performance is better than the best across London, however in these aspects there is not the same data collection methodology as the BVPI definition due to the scope of the Authority's population. The best methodology to track this data is being reviewed.
- BVPI 3 – User Satisfaction (% of citizens satisfied with the overall service)
- BVPI 119 – User Satisfaction (Residents satisfied with Authority services in Sport & Leisure and Parks & Open Spaces)
When comparing 2007-08 performance with the London region, the Authority's performance is in the top quartile in three areas:
- BVPI16 - Disabled Employees
- BVPI 8 – Invoice Payments
- BVPI 12 - Days lost to sickness
From 2008-09 the new National Indicators introduced by Government will replace the BVPIs, and the Authority has selected those that are relevant to be tracked to ensure continued comparison with local authorities can occur.
Visitor tracking
Proactive visitor tracking is conducted via a market research agency, covering all sites and incorporating a sample of 3000 customers per year. Through these visitor tracking surveys, customers’ satisfaction with services and their expectations are researched, along with information regarding their profile e.g. demographics, where they live, how they travel to the park etc, allowing business decisions to be made based on customers’ actual perceptions and profiles.
A key aim for the Authority is to ensure that usage of the regional park reflects the regional population. 2007-08 results show a good level of regional usage which, as the graph below demonstrates, has risen this year:
Further results from the visitor tracking survey, along with more detailed performance management information, can be found in the Performance Report which is available to view in the Reference Library.
External Excellence Awards