Report of the Head of Corporate Strategy and Communications

The report outlines the council’s approach to the setting, reporting and monitoring of performance information within the context of its overall performance management framework and in particular its key performance indicators.

The scrutiny committee received a report of the Head of Corporate Strategy and Communications which explained the council’s approach to the setting, reporting and monitoring of performance information. 

The Head of Corporate Strategy and Communications gave a presentation about performance management, providing a definition and setting out the background to the performance management framework.  She advised that indicators could be changed or updated in order to respond to business needs and priorities.  She stated that councillors had a central role in understanding the indicators, setting them and monitoring their performance.  They could also challenge whether the targets were sufficient or the indicators would improve the quality of service for residents.  The council aimed to benchmark against other authorities where possible.  She posed the councillors several questions for them to consider.

The Head of Corporate Strategy and Communications confirmed that the council did not have a performance measure related to the number of parking tickets issued.  Legally the council was not able to do this. 

Councillor Asif Khan said that there needed to be openness about performance levels.  He commented on Watford Community Housing Trust and their response to the task group’s recommendations.  He noted that the Trust’s priorities had changed.

The Head of Corporate Strategy and Communications responded that sometimes it was easy to identify problems, but the solution could take some time before it was seen to be working.  However, she acknowledged his comments about openness. 

Councillor Martins commented that it was important that the indicators drove performance.  He asked if the management used the information to improve performance. 

The Head of Corporate Strategy and Communications advised the scrutiny committee that the results were presented to Leadership Team.  Improvements were being considered about the future management of the results.  One suggested way forward was to hold performance clinics, with the Head of Service and relevant officers being asked about the results.  This may help management to identify any issues earlier.  Heads of Service also discussed the performance results with their relevant Portfolio Holder.

Councillor Watkin, Portfolio Holder for several services, said that he always asked officers why they had certain indicators and whether they were the right ones.  The Customer Service Centre had changed the way it interacted with the community.  The performance measurements may need to change.  The performance information helped inform portfolio holders and enabled them to work with their services.

Councillor Dhindsa referred to the presentation of the data.  He felt that sometimes it could be confusing, although recently it had improved.  He also felt the council needed to be more open about the information.  Councillors wanted to see improvement.  Targets needed to be realistic and regularly reviewed.

The Head of Corporate Strategy and Communications acknowledged the councillor’s comments about the presentation and said she had tried different ways.  She was happy to listen to any other suggestions.

Councillor Williams commented that for those performance indicators performing well or above their target, there should be an explanation if targets had not been increased.

The Head of Corporate Strategy and Communications said that officers would work on the targets throughout the year.  This had been mentioned by both this committee and Outsourced Services Scrutiny Panel.

Councillor Johnson, Portfolio Holder for Housing, encouraged the Labour councillors to work with the council on housing matters. 

RESOLVED –

that the report on the council’s performance indicators as part of the organisation’s overall performance management framework be noted.