PAPER B
Committee : RESOURCES
SELECT COMMITTEE
Date : 16
MAY 2002
Title : MEASURING
PERFORMANCE TASK GROUP
REPORT OF THE TASK GROUP CHAIRMAN
SUMMARY/PURPOSE
The Task Group has now
reached a stage in its work where it is able to make firm recommendations
concerning Select Committee involvement in the service planning and performance
monitoring process.
This report sets out
proposals which the Committee is asked to
consider with a view to recommending them as standard practice across all service
areas. Subject to the Committee’s acceptance of these, it is suggested that
they should then be referred to the next meeting of the Chairmen’s Liaison
Group.
KEY ISSUES
The Group has addressed the
following requirements:
1. Earlier Select
Committee involvement in the budget process
2. Summarised
service plans which allow members to identify and influence service development
3. Monitoring the
consistent application of corporate standards of good practice
4. A medium term
budget driven by the planning process
5. Select Committee
involvement in performance monitoring
6. Select Committee
involvement in financial monitoring
7. More rigorous
scrutiny and challenge by select committees as part of their input to the
budget process.
PROPOSED SOLUTIONS
The Group has considered each of these
issues in some depth, and has come up with a package of measures which when
taken together will address all of the above issues:
1. Earlier Select
Committee involvement in the budget process
A
timetable is attached at appendix 1 which envisages Select Committees being
involved at an early stage (May/June) in the service planning process and the
budget implications thereof. It also provides for an early input (July) into
budget strategy considerations, so that select committee recommendations can be
taken into account by the Executive in its autumn deliberations.
2. Summarised
service plans which allow members to identify and influence service development
A
new form of service plan has been developed and piloted by the Finance and
Business Services Unit, and is included at appendix
2. It seeks to highlight those areas of interest to members – 5-year
vision, service improvement plan, budget implications etc. – with
financial
analysis and full service information plans provided as appendices for those
who require them.
3. Monitoring the
consistent application of corporate standards of good practice
The
existing service plans deal with a number of issues concerning management
standards, which are not included in the new format because of its focus on
service change. There is a need for Select Committees to ensure that these
standards are adhered to – many of them are Corporate Plan priorities – and appendix 3 shows an example of a separate reporting
mechanism that could be used for this purpose, and which will be developed and
refined over the next few weeks.
4. A medium term
budget driven by the planning process
A
key innovation in the new service plan is the inclusion of the budget implications
of service improvement plans. The improvement plans are also clearly linked to
corporate objectives. Coupled with the activities and linkages proposed in the
timetable at appendix 1 these factors should help to bring service planning and
budgeting closer together.
5. Select Committee
involvement in performance monitoring
Appendix 4 shows a ‘traffic light’ approach to
displaying key performance indicators (a colour copy has been given to all
Members of the Committee). It is intended to show at a glance which indicators
are below, at or above average, and whether they are improving, steady, or
deteriorating. It is proposed that this information should be presented to the
relevant select committees on a quarterly basis. Further improvements and
changes will be proposed over the next few months
6. Select Committee
involvement in financial monitoring
Some
select committees already receive financial monitoring information. It is
suggested that each select committee should receive a summary revenue
monitoring report highlighting key issues, together with details of all capital
scheme budgets and spending, at least every two months. Meaningful monitoring
information is not normally available until June, (a May monitor would effectively
be looking at only two weeks of new year expenditure) and under the tighter
timetable for the closure of accounts proposed in the December 2001 White Paper
a draft result for the previous financial year should also be available at that
stage.
7. More rigorous
scrutiny and challenge by select committees as part of their input to the
budget process
The
Group has devised checklists which set out some of the key questions which it
feels should be asked as part of an effective scrutiny process. They are commended
as an aid to deciding which services should be selected for further scrutiny,
or as a guide to determining competing priorities. Appendix
5 contains examples of a direct service checklist, and one more appropriate
for support services.
8. Member
awareness.
Some members may find further
guidance on the scrutiny role to be useful, and the Group intends to explore
how this might be provided.
FUTURE WORK PLAN
Subject to acceptance of
the recommendation, the Group proposes to monitor its implementation and
provide suggestions for refinement if necessary, as well as progressing the
member awareness issue.
RECOMMENDATION
That the proposals set out above
be commended to the Chairmen’s Liaison Group for adoption by all Select
Committees.
BACKGROUND PAPERS
The Government White Paper ‘Strong Local Leadership,
Quality Public Services’
The District Audit annual audit letter in respect of the
2000-01 audit
G P PRICE
Task Group Chairman