AGENDA ITEM 6
POLICY, FINANCE AND ADMINISTRATION COMMITTEE
30 SEPTEMBER 2009
REPORT OF THE CHIEF EXECUTIVE
PERFORMANCE MANAGEMENT FRAMEWORK
1.0 PURPOSE OF REPORT
1.1 The purpose of this report is to realign the Councils performance management framework
in the light of the changes to the Council following the fire and the implementation of New
Ways of Working.
2.1 It is recommended that
(i) The revised Performance Maintenance Framework as set out in this report be
2.2 (ii) The Councils improvement plan be presented to this committee for approval at
its next meeting
2.3 (iii) Review of the Councils service standards be carried out for implementation 1st
3.0 KEY ISSUES
3.1 The Council has had a clear focus on its performance since 2005 when it assimilated the
comments from the Compulsory Performance Assessment (CPA) of 2004. Progress was
good and during 2006/7 the Council was placed as the fourth most improved authority in
the Country in accordance with the indicators measured by the Audit Commission. This
improvement indicated that performance management was embedded within the Council
and allowed the amalgamation of the existing Performance Management Group and
Making Progress Group to create a closer relationship between change and performance.
During 2007/8 whilst there was a slight curtailing of improvement in performance the
Council still remained above average across District Councils whilst making further strides
with service redesign and service delivery improvements.
3.2 The Council has throughout this period been focused on outcomes related to the key
priority areas. Significant improvement has been made across these areas with the
Council extending its services into new and innovative fields such as the management of
the Early Years contract and Children Centres and the Reoffending Pathways Project.
With the advent of the focus on area based working through the Local Area Agreement
(LAAs 1 and 2) a clearer focus nationally and regionally was developed upon outcomes.
This enabled the Council to further embed its performance approach within services. The
most recent Direction of Travel Audit Report commended the Council in several areas for
this focus and achievement. (Audit Report 2008/9).
3.3 The steps to embed performance management and develop outcome focus was
continuing prior to the fire. The successes in 2008/9 whilst grappling with recovery of the
Councils business is a significant tribute to Council staff and the work of the Making
Progress Group which is overseen by this committee. However, with the implementation
Appendix A : Page 1 of 4
of the New Ways of Working programme and the more efficient and flexible approach to
service delivery, a further revision to the performance management framework is required.
3.4 To build on the success of service lead performance improvement a greater focus will be
placed upon management with the team structure backed up by regular “one to one”
meetings which will ensure the link between the manager/ head of service and those
responsible for service delivery and improvement. This process will be underpinned as
previously by the appraisal arrangements and will be a mechanism by which the progress
and development of individual offices will be maintained. The importance of team meeting
is emphasised as a result of the new and flexible ways of working as this ensures that
corporate and service messages are communicated and enables team’s to work through
difficulties in performance together.
3.5 The Making Progress Group will continue its focus on change and service improvement
dealing with performance issues which require more detailed and further attention. A
regular Management Team performance meeting will be held quarterly to ensure proper
feed into the LAA arrangement. This will also allow oversight of data quality and data
management together with the assimilation the Councils information/ evidence base. The
latter will feed into the Members requests that the public are better informed about Council
Services following the recent Away Day.
3.6 It is further proposed that rather than the presentation of a “basket of indicators” to Full
Council on a regular basis as required by the previous Performance Management
Framework, that an annual performance report linked to the outcomes achieved by the
Council in each of its four themed areas in the new Corporate Plan, set out for approval
set out elsewhere on this agenda be accepted. These areas are ‘People’, ‘Places’,
‘Community Safety’ and ‘A Well Run Council’. It is proposed that this regular report also
features value for money and efficiency information for Members so that they are able to
assess the impact of their investment. Policy Committees will resume the process of
receiving performance reports upon the “goals/ objectives” set out within the Corporate
Plan at each cycle of meetings and this will enable Members of Policy Committees to have
greater understanding and opportunity for scrutiny and challenge in the detail of the
programme. The Making Progress Group will continue to refer matters to Policy
Committees as required if there were concerns or significant achievements to note.
3.7 Members have acknowledged previously the need to align the management of the new
build, the introduction and learning from the New Ways of Working and the efficiencies
agenda. The potential for duplication and overlap has been noted. Some steps have been
taken to ensure adequate communication and information flow however there will be a
need to review the groups following approximately one year of working to assess if
changes or further efficiencies in processes need to be made.
3.8 Finally, in order to facilitate management of the wider performance agenda a Council
Improvement Plan will be developed. This will encompass corporate activities which will
arise form the organisation assessment, use of resources and other good practice
arrangements applicable corporately as well as key actions from the Councils Corporate
Plan for Policy Committee oversight. This will form an appendix to the regular
3.9 As part of the recent corporate priorities Away Day Members determined they would
identify good standards of service this would give a baseline for performance across the
authority. Work on priorities would be additional to this and build upon achievement of the
good standard. A program of activity with policy committees and Members will be
developed to settle the “good standard” this will link into service standards overall which
are communicated to the public.
Appendix A : Page 2 of 4
4.0 POLICY AND CORPOARTE IMPLICATIONS
4.1 The Performance Management Framework and the actions arising from it enable
Members to set the standards for service delivery derived from policies approved. The
framework establishes the reporting mechanisms and the roles of individual officers,
teams, managers and Members across the Council.
5.0 FINANCIAL AND OTHER RESOURCE IMPLICATIONS
5.1 With the increasing focus on efficiency and value for money the framework in its
implementation will continue to have close regard to service development, improvement and
efficiencies as well as give Members greater information with respect to value for money.
6.0 LEGAL IMPLICATIONS/POWERS
6.1 There are no particular implications arising from this report.
7.0 COMMUNITY SAFETY
7.1 There are no particular implications arising from this report.
8.1 In the delivery of the Councils services and formulation of policies fair access for all must
be considered. As part of the Performance Framework adherence to the requirements of
equalities procedures is being implemented.
9.1 To consider and give any Risks related to this report and if there are risks to complete the
Very High No.
1. Performance Management is
2. The Framework is not supportive of
Significant New Ways of Working
Very Low 1,2
IV III II I
Neg- Marg- Critical Catast-
ligible inal rophic
Appendix A : Page 3 of 4
10.0 CLIMATE CHANGE
10.1 There are no particular implications arising from this report.
11.1 Consultation is being carried out in detail with Heads of Service with reports being made
to the Making Progress Group as appropriate.
12.0 WARDS AFFECTED
Contact Officer: Lynn Aisbett
Date: 17 September 2009
Appendices : None
Background Papers: 1 Direction of travel/audit letter 2008/9
2 Current performance management framework
Reference : X: CommitteesPFA2009 10300909
Appendix A : Page 4 of 4