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Developing a Performance Culture
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In this case study drawing on our work with the Electoral Commission, we explore the issues involved in developing a performance culture. In particular we answer:
- how do you establish a performance culture which delivers continuous improvement;
- how does a central body encourage and support local delivery agencies to improve and innovate; and
- how do you agree a vision for local services which is supported by a range of stakeholders.
These are some of the questions that the Oakleigh Consulting Group, has been working with The Electoral Commission to help them address in relation to their role of overseeing electoral issues across the UK. The Electoral Commission is a relatively new body established in 2000 and has played a central role in the drive to modernise elections. Local authorities are central to this modernisation as they manage and run elections locally. There are also increasing expectations on local authorities to develop ways to improve democratic engagement across their communities - both through traditional elections, but also by exploring new ways of consulting people, for example, through referendums and polls.
The Electoral Commission has recognised that this is a challenging agenda for local authorities and has commissioned us to consider what role the Commission itself should best play to support and promote modernisation and improved performance. But, as a central body without an explicit regulatory role, how can they impact on those delivering services locally? At heart, this is the question faced by all organisations - how can those at the centre ensure that those at all levels within an organisation are working towards the same goals and delivering improving services?
The Electoral Commission has recognised that the most effective way to have a lasting impact on improving services locally is to seek to establish and support a change in culture. By supporting the development of a performance culture local agencies can be encouraged and enabled to take responsibility for their own performance and continuous improvement.
The Four Development Stages
There are four important stages for the development of a performance culture which we have identified through our experience of helping public sector bodies to improve. These are:
(1) To establish a clear vision of what you are trying to achieve. The vision needs to be accepted and supported by key stakeholders and we have consulted the Commission's key stakeholders in developing this emerging vision.
(2) To communicate and promote this vision. Many organisations will have a range of corporate documents which establish their aims and objectives, but ensuring staff and stakeholders are familiar with these requires a clear communications plan which may incorporate printed and electronic media as well as presentations and key influencer briefings.
(3) To establish a set of measures which will enable an assessment to be made of how well an organisation is achieving its vision. Whilst the collection of performance indicators is now generally widespread in public sector organisations, there can still be resistance to monitoring and measurement. Stakeholders and staff need to be involved in agreeing appropriate measures.
(4) To identify levers to change behaviours. As a central body, or as a service manager, you cannot force local bodies or staff delivering services to accept new ways of working. Instead, you need to seek levers which will encourage this change. Levers could include individual targets, the identification and promotion of good practice, rewarding and celebrating success, and challenging and exploring under-performance through regulation or inspection. The measures and levers which are appropriate will depend on the organisation and its aims.
If you have any questions about the subjects covered in this white paper or you would like to find out more about how Oakleigh Consulting could help your organisation, please contact us on 0161 835 4100 or email us.
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