A revised approach to Corporate Performance Management at Nottingham City Council Chris Common Senior 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 Plan o Corporate Health o 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 management o Meetings aligned o Replicate CLT approach o Use of Covalent o Standing item at all performance DLTs – ‘peer challenge’ same set of red/deteriorating PIs that CLT consider o Extend 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 3 rd Quarter 2014/15 Corporate Performance Scorecard 3 rd 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/Consultan cy 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?