Agenda item
PERFORMANCE MANAGEMENT OF THE CORPORATE PLAN 2017-2022
To consider a report by the Strategic Planning Team Manager (copy enclosed) which seeks the Committee’s observations on the performance management framework for the Council’s Corporate Plan 2017-2022.
10:35am – 11:05am
Minutes:
The Lead Member for Finance and Performance introduced the
report (previously circulated) which sought the Committee’s views on the
framework drawn-up to performance manage the delivery of the Council’s new
Corporate Plan 2017 – 2022. During his introduction the Lead Member drew
members’ attention to Appendix 1 to the report which outlined each of the five
priorities and detailed the baseline (Current State) from which the journey to
deliver the priorities would commence, and the proposed success threshold
(Future State) which would signify the end of the journey and the priorities’
delivery. For the purpose of supporting the delivery of the priorities a
set of specific indicators had been developed to assist the Council to evaluate
progress and overall achievement of its ambitions, these were included in
Appendix A to the report. At this early stage in the Plan’s delivery a
number of these indicators were registering baseline performance, however as
work progressed over time the aim would be to see performance against the
indicators continually improving. With the passage of time the ultimate
aim would be to move the direction of performance against each indicator from
‘red’ to ‘green’. Scrutiny had a key role to play in securing continuous
good performance and the delivery of the Corporate Plan, as did Cabinet and the
Programme Boards established to oversee its delivery. Performance
monitoring reports would be submitted to Scrutiny on a quarterly basis, and if
it had concerns regarding any aspect of the Plan’s delivery it could instruct
the relevant service(s) to attend Scrutiny to discuss with members the reasons
behind slippages or poor performance.
Whilst the Corporate Plan was the Council’s own strategic plan its delivery was not wholly within its gift, elements of certain priorities were dependent upon partners e.g. registered social landlords (RSLs), private developers, national government, Health Board, private business, utility companies etc.
Responding to members’ questions the Lead Member and the Strategic Planning Team Manager advised that:
·
as
part of the development of the Corporate Plan the indicators agreed upon to
measure performance and achievement had been guided by deeming what success
would eventually look like;
·
they
would explore potential methods for including data and explanatory narrative on
the graphs themselves for ease of reference purposes;
·
work
in relation to supporting carers would be progressed under the auspices of the
Communities and Environment Programme Board and would be reported as part of
the regular Corporate Plan performance monitoring reports in due course;
·
whilst some members may be of the view that
some roads across the county were in poor condition and required urgent
maintenance work, the data from Welsh Government (WG) indicated to the
contrary. WG used an independent evaluation system to assess the
condition of the county’s roads, this method produced an average-based
assessment of their condition, it did not break their
condition down on a road by road basis. The Scrutiny Co-ordinator
reminded the Committee that it had resolved at its last meeting to extend an
invitation to an official from the WG’s Transport Planning Department to attend
a future meeting to discuss with members future capital funding for highways
projects. Confirmation was still awaited from WG officials on their
availability to attend a future meeting;
·
whilst
the production of the Corporate Plan itself required intensive work from all
Council services the compilation of data thereafter should not be too
laborious;
·
despite
there being no explicit reference to ‘culture’ in the Corporate Plan it would
in fact be an intrinsic element within a number of the priorities, particularly
the Environment priority as well-being formed part of that priority. The
Public Services Board’s (PSB) Well-being Assessment and its Well-being Plan had
a particular focus on culture;
·
the Council was currently doing a piece of work on
how it could support and encourage young people to undertake voluntary work
within their communities and as part of their studies for the Welsh
Baccalaureate. Members suggested that it may be useful for those tasked
with delivering the work relating to young volunteers to liaise with the
Council’s Events Team as they were often looking for volunteers to assist at
events or knew of organisations within communities who would value giving young
people experience through volunteering. Officers undertook to follow-up
this suggestion; and
·
the Council worked on a regular basis with
Denbighshire Voluntary Services Council (DVSC) in relation to volunteers and
volunteering opportunities. Officers were also aware of the need to
update the volunteer register on the Volunteer website following the retirement
of the officer who had been in charge of the website.
The Chief Executive reminded members that the Council, through its ability to persuade all services and officers to work together for the purpose of realising corporate ambitions, had a good track record for delivering its corporate plans. He was of the view that in the context of the well-being agenda the Authority needed to make more use of volunteers in order to deliver its ambitions for residents. Some volunteering organisations were adopting a more professional approach towards delivering their services and were therefore reluctant to use volunteers for certain aspects of their work, the Council could therefore seize the opportunity and by being creative and proactive make effective use of volunteers in order to deliver better outcomes for residents. The Committee:
Resolved: - subject to the above observations to support the content covered by the Current State and Future State descriptions, and the indicators and thresholds detailed in the report prior to their presentation to Cabinet Briefing on 9 April 2018.
Supporting documents:
- Performance Management Framework Report 150318, item 6. PDF 114 KB
- Performance Management Framework Report - App 1 150318, item 6. PDF 755 KB
- Performance Management Framework Report - App 2 150318.docx, item 6. PDF 1 MB