Agenda item

The Panel received details on performance and financial information for services relating to Corporate and Communities, specifically:

·         Performance Information for Quarter 3 (October to December 2018)

·         Financial Information on Revenue and Capital Budget monitoring for period 10 month ending 31 January 2019.

Members were informed that they would receive information of this nature on a quarterly basis. The Director of Commercial and Commissioning advised that this was a first attempt at producing performance information for Scrutiny Panels and that it demonstrated the Corporate and Communities indicators were generally moving in the right direction. The Panel was invited to comment on the scope of the PI’s and how they might wish to use them to support their scrutiny work in future.

A number of points were raised:

·         A Member queried how these Performance indicators (PI’s) connected to those contained within the Balanced Scorecard and why the four parameters of the Scorecard were not reflected in this information. The Director advised that the PI’s presented to the Panel were in the main different to those in the Balanced Scorecard and had a different purpose, which related purely to the remit of this Panel. He added that it was hoped to make the data increasingly useful and interactive in the future.

·         The Chairman suggested that a guide on how to use the Balanced Scorecard would be helpful for Members.  The Director agreed to arrange this.

·         A Member commented on the pleasing performance of the Media Team reflected in the PI’s. He added that he would appreciate some further detailed information on these PI’s as it would be helpful to see progress going forward. Further detailed information would be provided.

·         In terms of the PI’s on contract monitoring, a Member commented that it was difficult to identify individual contract performance, to ensure accountability for public money. The Director explained that they were trying to aggregate contracts together, whilst also getting an insight into spend. He agreed that transparency was important and that the management of contracts was key, with spend data already in a good place.

·         In response to a question, the Director advised that not all activity had a target, for instance ‘Agency Spend’ and hence this was shown blank in the table.