End of Quarter 2 - 2020/21 Key Performance Indicator Report
Report of the Business Intelligence Manager
The scrutiny committee received the report of the Business Intelligence Manager setting out the council’s key performance indicators for the end of quarter 2 2020/21.
Providing a background to the new arrangements for the council’s key performance report, the Group Head of Transformation explained that the Watford 2020 programme had recognised the value of business intelligence to make informed decisions for the council’s operations. As a result, the authority had invested in a business intelligence platform and now employed a dedicated manager. Work was being undertaken to develop a strategy to enhance the council’s use of real time data to inform corporate decision-making.
The Business Intelligence Manager introduced the report and during discussions the following areas were highlighted:
• Covid 19 continued to have a significant impact on services and prevented accurate comparisons.
• A large number of services were performing above target, however 14 were below. Those doing well included planning and household waste and recycling. The latter was notable at a time of new green waste charges. 56% of residents had registered for the new service, slightly short of the 60% target planned.
• Sickness absence rates at 3.85 days per employee were very low, deemed one of the lowest levels in Hertfordshire. Near normal levels were now being recorded as the council moved into the winter cough and cold season.
• Poor levels of timely return to work interviews reflected only a small number of late submissions against a backdrop of low staff absence rates.
• Staff satisfaction levels, previously recorded using an annual snapshot of the current mood, had reduced and were thought to reflect a lack of face to face contact between officers. The results were expected to change as more regular PDRs were recorded. It was confirmed that the unions had had an opportunity to review the content of the new PDR system, including the staff satisfaction questions, before it had been introduced.
• There had been a drop in the number of performance development reviews completed on time. Whilst conversations between managers and staff were taking place, the previous PDR process had been convoluted and had been unpopular with staff. The new I-Perform system was more agile.
• Missed targets in customer services were the result of a 40% increase in calls. Particular spikes had been seen with the introduction of new green waste services and when council tax reminders had been sent out to residents after the first lockdown. This had resulted in long wait times and some missed calls. The council continued to focus on digitising services and self-serving and the target was that 70% of transactions would be either digital or self-serve.
• IT performance indicators had been refocussed to consider not just how well the service responded to what went wrong, but also to measure what was going well, e.g., up time on the network. The reliability of the council’s IT systems was integral to the council’s current working arrangements and satisfaction levels were good.
that Overview and Scrutiny Committee notes:
1. the key performance indicator results for Quarter 2 2020/21.
2. that the KPIs continue to be reviewed as part of the Business Intelligence Strategy, and Overview and Scrutiny Committee will be kept up to date with any changes to the KPI’s, or the process for collecting, analysing or presenting KPI data.