1. Scrutiny and the Monthly Performance Management Report (MPR) Economic & Environmental Scrutiny Committee 29 March 2007

2. Performance Management “Performance management is far from being a technical activity….. “Performance management is far from being a technical activity….. ….it represents the practical steps that are needed to turn the vision we have for our local community into a reality” ….it represents the practical steps that are needed to turn the vision we have for our local community into a reality” Source: ‘A councillor’s guide to performance management’, Audit Commission. Source: ‘A councillor’s guide to performance management’, Audit Commission.

3. The Monthly Performance Report Celebrates good performance, challenges bad performance Celebrates good performance, challenges bad performance Monthly snapshot / ‘healthcheck’ Monthly snapshot / ‘healthcheck’ Looks at key measures that are important to council and stakeholders Looks at key measures that are important to council and stakeholders Reported to PITG, CMT, Scrutiny, Audit Commission, posted on the internet through the Committee Minutes system Reported to PITG, CMT, Scrutiny, Audit Commission, posted on the internet through the Committee Minutes system Focus on where actual performance varies from expected performance Focus on where actual performance varies from expected performance Looks back (performance review) and looks forward (forecasts) Looks back (performance review) and looks forward (forecasts)

4. The Balanced Scorecard Approach...... …allows us to view the council’s performance from the point of view of four ‘balanced’ ‘perspectives’ …allows us to view the council’s performance from the point of view of four ‘balanced’ ‘perspectives’ ‘Scorecards’ are applied at corporate, service and team level and linked together with a ‘golden thread’ ‘Scorecards’ are applied at corporate, service and team level and linked together with a ‘golden thread’

5. The Balanced Scorecard approach Customers & Community Value for money Effective People Driving Performance Balanced Scorecard

6. Driving Performance Includes statutory and ‘local’ PIs Includes statutory and ‘local’ PIs Quartile thresholds – lower, middle, upper, 2005/06 data is the latest known Quartile thresholds – lower, middle, upper, 2005/06 data is the latest known Data updated monthly Data updated monthly Corporate forecast based on extrapolation Corporate forecast based on extrapolation Targets are the Council’s targets Targets are the Council’s targets On target/off target tick/cross On target/off target tick/cross ‘Critical’ PIs ‘Critical’ PIs

7. Critical Priorities Provides a monthly update of progress on each of the Critical Corporate Priorities Provides a monthly update of progress on each of the Critical Corporate Priorities 7 Priorities, each with 3 targets 7 Priorities, each with 3 targets Red/Amber/Green assessment Red/Amber/Green assessment A text update for each of the 21 targets, summarising progress to date. A text update for each of the 21 targets, summarising progress to date.

8. Customers & Community First Provides information about activity at the Council’s Contact Centre Provides information about activity at the Council’s Contact Centre Enquiries and telephone calls Enquiries and telephone calls This section will be developed further This section will be developed further

9. Value for Money Provides information regarding the state of the Council’s financial health. Provides information regarding the state of the Council’s financial health. Reports monthly on Reports monthly on –Summary of Net Revenue Expenditure –Expenditure by Portfolio –Summary of Capital Schemes

10. Developing and Managing People Shows casework undertaken by the Employee Relations and Workplace Health Teams Shows casework undertaken by the Employee Relations and Workplace Health Teams Departmental information is provided regarding HR Casework Departmental information is provided regarding HR Casework This section will be developed further This section will be developed further

11. Challenging performance Why is performance at the current level? Why is performance at the current level? What difference does it make? What difference does it make? How can we make sure things get better? How can we make sure things get better? Audit Commission document – “A councillor’s guide to performance management”

12. MPR – the future Improved usability Improved usability Format restructured around ‘Aims’ Format restructured around ‘Aims’ Customers and People sections to be expanded Customers and People sections to be expanded Increased role for Scrutiny and member challenge Increased role for Scrutiny and member challenge