a revised approach to corporate performance management at nottingham city council chris common...
TRANSCRIPT
A revised approach to Corporate Performance Management at Nottingham City Council
Chris CommonSenior Corporate Performance Specialist
This presentation
• What went before• What we wanted to achieve• New Elements• What we did differently• Progress• Still work to do…
Before… Separate quarterly meetings to routine
(weekly) CLT attended by leader/deputy leader Sessions lasted 2-3 hours Dense presentation (60+ slides) Lengthy supporting report Little discussion/dialogue/engagement Delegation of attendance Weak focus on Council priorities (based on
political) Weak connectivity with departments = seen as ‘unimportant’ in the performance
management of the authority
4
What we wanted to achieve…
Provide effective challenge & support to drive performance improvement
Clear picture of progress against strategic priorities (Council Plan) underpinned by a key set of KPIs that summarises overall performance
Performance manage not monitor – focus on improvement actions
Celebrate good performance and share lessons learnt Raise profile/importance of CLT’s role Improve department/CLT consultation/buy in Collective ‘corporate’ response
5
‘New’ Elements
Cross cutting impact analysis not focus on single PI(s) Benchmarking analysis Innovative and consistent use of Covalent to ensure
timeliness and consistency and avoid duplication, use of iPads‘ = ‘one version of the truth’
Improve coordination with finance reporting More stringent controls/audit process for PI composition Improve timeliness of data Transformation progress Key Corporate Health Measures – workforce and customer
focussed
What we did differently…
Introduced for Q2 2014/15 onwards Performance discussions integrated in ‘routine’ CLTs
(dedicated quarterly strategic meetings) Focus on ‘failing’ and ‘good news’ PIs/activity from:
o Council Plano Corporate Healtho Transformation Programmes
‘Hot Topics’ – follow ups from CLT Static performance data is not reported each quarter CLT Terms of Reference Informative commentaries, challenge ‘gaps’
…What we did differently
Departmental performance managementoMeetings aligned oReplicate CLT approachoUse of CovalentoStanding item at all performance DLTs – ‘peer challenge’
same set of red/deteriorating PIs that CLT consideroExtend deadlines to allow more preparation
Refresh roles of corporate & departmental performance leads
Use Balanced Scorecard - workforce, service, (finance), customer + transformation
WorkforceCouncil Plan
Big Ticket Progress
Citizen
Corporate Performance Scorecard 3rd Quarter 2014/15
Energy bills
Unemployment
Crime
Good transport
Housing mix
Business investment
Leisure
Early intervention
Effective and Value For Money Services
School Leavers
Clean neighbourhoods
Portfolio savings £24.41m/£25.76m
Telephone response*
City Residency (all colleagues) 54.6%/56%
Agency/Consultancy spend
Overtime Allowances
11 Priorities
Adult Social Care & Adult Provision
Customer Access Programme
Reshaping preventative and safeguarding Children’s Services
Commercialism
Energy and Waste NCC/NCH
Employability
Public Health Integration
Workforce Representation
Strategic Asset Management
Public Transport
City Residency (new starters) 77.2%/100%
* Up to Nov 14
Citizens Survey Contact Centre 99%/95%
Joint Service Centres 89%/95%
Leisure & Culture
Social Care
Housing Transport
Neighbourhoods
Quarterly
Annual
Council BAU
Directorate operational KPIs below target(TBC)
Progress
‘Leap of faith’ – reduced reliance on PI performance Live use of Covalent – drill at will! Supporting presentation length (~ 15 slides) Supporting document (PDF issued before meeting as
‘background paper’) Engaged Outcome focus (exceptions)
Challenges remain…
Weak KPIs – not tell the story, targets, reporting frequencies
Commentary games Distractions – budget, election Political pressure – focus on manifesto End of current Council Plan (March 2015) start of
new – new leaf? Departmentalism Disconnect with finance reporting No risk management
What next?
New political administration (May 2015) …and 4 year Council Plan (October 2015) = new actions
and KPIs Greater focus on transformation Include Council wide service performance (> 5 business
critical KPIs per directorate) – report exceptions Revised Corporate Health PI suite Include customer interaction PIs Use of Covalent Dashboards (in meetings and
personalised for CLT) LGA Peer Challenge (October 2015)