Performance Management

Performance Management

Reigate and Banstead Borough Councill (RBBC) provides important services to the residents of the borough. To ensure these services are of good quality and provide value for money to users RBBC constantly monitors performance and identifies areas where further improvements are needed. Performance management is essentially using information provided in reports and policies, about how things are, to decide how to make it better for residents. It is a key tool to delivering better outcomes to users and an integral part of service improvement.

Performance management is an important part of RBBC's corporate business and budget planning process. It involves the culture and processes in place to monitor, manage and continuously improve its performance in order to achieve priorities.

Performance Management provides many benefits:

For the customer - resident:

• provides services which are continuously improving
• provides services which meets the needs of users
• makes the Council more accountable to residents and the community
• provides a basis for effective communication

For the organisation:

• identifies corporate priorities and ensures everyone is pulling together and focusing on achieving them
• develops an understanding of staff and elected member training needs
• ensures work is achieved on time to agreed standards and with the resources and skills needed
• provides evidence of continuous improvement

For elected members:

• elected members become fully engaged in the work of directorates and receive timely briefing on issues
• scrutiny members are able to monitor and question performance

For employees:

• provides clarity and understanding of where each individual contributes to the vision and direction of department
• increases job satisfaction, pride and self-esteem by clarifying roles, targets and achievements
• offers opportunity for learning and development

Measuring performance

In order to ensure RBBC delivers its targets' council performance is regularly monitored using performance indicators and measuring the progress of key areas of work. Risks to achieving our priorities are assessed (please see section on Risk Management).

Performance Indicators

A set of performance indicators are used to measure performance. 

Amongst these a set of Key Performance Indicators (KPIs) are reported on a quarterly basis. They are scrutinised by senior management, the Executive and the Overview and Scrutiny Committee on a quarterly basis.

Each KPI is measured comparing their actual performance against the target for the quarter. Performance is depicted by the following ratings:

Against each indicator is a management action or comment, which explains the status reported.

Risk Management

Every organisation, including RBBC, encounters risks that challenge the achievement of their objectives. The effective management of these risks is an important element to the successful implementation of the corporate plan and priorities.

The Strategic Risk Register sets out the current risks that impact on the medium/long term ambitions set out in the Corporate Plan and Five-year Plan.

The Operational Risk Register sets out shorter term risks that cover day to day service delivery.

Risks are assessed for their severity using a scoring system that measures the probability and impact of the risk if it happens. Low level risks are tolerated and not actively managed, although monitored for changes with higher level risks are more closely monitored and managed.

Each Head of Service is responsible for monitoring their services' risks and review if mitigating controls and actions remain appropriate to determine whether the likelihood of the risks occurring has changed. This ensures the organisation's risks are kept at a manageable level.

Downloads

The following report shows the latest quarterly results: 

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• Key Performance Indicators (PDF document)