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)

Any questions?