The Council achieves its aspirations by using performance information to improve the way that we work.
We do this by comparing our performance over time and with others. This enables us to identify actions for improvement, identify and reduce risks to drive service improvement and achieve the outcomes for our citizens.
An effective performance management process provides management systems and an organisational culture that focuses on continuous improvement through knowing where we are, what we need to achieve, how to measure our progress, detecting performance problems and providing options to remedy them.
Performance Management provides many benefits:
For the customer/citizen:
- Provides services which are continuously improving.
- Provides services which meets the needs of users.
- Makes the Council more accountable to residents and the community.
- Provides a basis for effective communication.
For the organisation:
- Identifies corporate priorities and ensures everyone is pulling together and focusing on achieving them
- Develops an understanding of staff and elected member training needs.
- Ensures work is achieved on time to agreed standards and with the resources and skills needed.
- Provides evidence of continuous improvement.
For elected members:
- Cabinet members become fully engaged in the work of directorates and receive timely briefing on issues.
- Scrutiny members are able to monitor and question performance.
- Provides clarity and understanding of where each individual contributes to the vision and direction of department.
- Increases job satisfaction, pride and self-esteem by clarifying roles, targets and achievements.
- Offers opportunity for learning and development.
The Performance Management Process document outlines the Council's mechanisms for monitoring, measuring and assessing its performance. Linked to this document is an annual planning cycle that identifies the key performance activities that will be completed that financial year. The Council has a target setting guide in place to assist us in driving a culture of continuous improvement.
Quarterly Reports and Performance Indicators
As part of the review of its Performance Management Framework in 2016, the Council has adopted a new Corporate Plan (2016-20) which reflects the requirements of the Well-being of Future Generations (Wales) Act 2015 and identifies 4 Well-being Outcomes and 8 Objectives for the Council. The Corporate Plan is monitored on a quarterly basis by an overall Corporate Health Performance Report, and supplemented by specific quarterly performance reports for each of the four Well-being Outcomes. The remits of Scrutiny Committees have been re-aligned with the Well-being Outcomes contained in the Corporate Plan with performance reporting within the Council reflecting these arrangements. The new approach will enable Members to focus on scrutinising the progress being made towards achieving the Council’s Well-being Outcomes.
A number of Performance Indicators (PIs) have been agreed by the Council at the community level (Population level Indicators) and at a local level (Local PIs) to help better demonstrate progress in achieving our Well-being Outcomes. These make up the Council’s Corporate Performance Measures Framework (CPM). The Council contributes towards population level indicators through its work, however, it does not have sole responsibility for them and delivering sustained improvement on these indicators will involve a wide range of organisations working effectively in partnership. At a local level, our PIs help us to understand how well we are delivering our services and activities and focus on whether customers are better off as a result of what we do.
Performance reports have been designed to make it easier to assess overall progress in relation to each Well-being Objective and Outcome, whilst continuing to provide detailed supporting information relating to actions and indicators. These are reported on a quarterly basis to Scrutiny Committees and the Cabinet.
The Council has a duty to compare its performance under the Local Government (Wales) Measure 2009 and has collected and reported on both statutory and Public Accountability Measures datasets for 2017/18. It is also committed to collecting data for the proposed set of measures for 2018/19.
Quarter 4 2018/19
- Well-being Outcome 1
- Well-being Outcome 2
- Well-being Outcome 3
- Well-being Outcome 4
- Corporate Health