Agenda item

An update on the effectiveness of the authority’s performance management arrangements was presented. 

Members were reminded that the Council’s Performance Management Framework:

·         translates political ambition into a series of Improvement Objectives

·         places an expectation on teams to translate these into specific, measurable actions in their service plans

·         contains a broad range of data to monitor impact and measure the performance of services

·         requires employees to receive regular appraisal to demonstrate how they are contributing to the objectives

The arrangements for self-evaluation and respective scoring were explained.

At this juncture, Members were invited to make observations on agenda items 6 and 7.

A Member commented that there was a lot of work not scheduled for completion until next year and enquired if any planned improvements were not on track.   It was responded that many proposals for improvement were issued in the last 12-18 months; some complex, others more straightforward.  Most have been categorised as “open” with further work to do; each unique according to individual circumstances.  It was confirmed that progress is broadly on track noting that some have longer timescales. It was suggested that the Committee revisits progress in 6-12 months.  It was noted that many challenges face the authority and the value of scrutiny undertaken by Audit Committee and Select Committees was a key element to ensure the Council remains on course.

In response to a query it was confirmed that WAO advice was rejected and Cabinet minutes would not be published.

A Member questioned if the objectives were being addressed within an acceptable timeframe as some key issues would not be completed until early next year.  It was added that following the election in May, the new councillors may not be as informed on these items, and consequently scrutiny may not be as thorough.  It was responded that there were a number of reasons for the differing timescales for completion of objectives such as when the evidence might be available to confirm improvement and where work is ongoing.  It was confirmed that there is a regular cycle of progress reports and that new Members elected in May 2017 will be offered briefings on different elements of the council’s systems to include familiarisation with performance management reports and processes and an update on historical matters, including links to key documents.

A Member sought clarification regarding how the education objectives to improve attainment at all key stages are to be addressed. It was explained that the measure was in both absolute and relative terms (i.e. where the authority sits in comparison with other similar authorities as defined by eligibility for Free School Meals, and consequently to be within the best two/three authorities in Wales).  This would require improving upon or, at least, maintaining the previous year’s position. It was explained that over the last three years, the rate of improvement is beginning to slow down and this is under analysis currently.

Regarding the staff appraisal system Check in Check Out, a Member noted that progress was “Adequate” only.  Concern was expressed that systems were not in place to record when appraisals are completed.  It was confirmed that it had been identified that more work was required to further define the process and to provide guidance to managers.  Further refinement of the recording system was also required.  It was explained that only 54% of staff were recorded as having completed appraisal.  It was added that consideration is being given to developing a system that will capture rates of completion plus training analysis and other information to aid planning going forward.

A Member queried the method and frequency of re-evaluation by officers.  It was explained that monitoring and evaluation is embedded in the existing performance management arrangements which include Service Improvement Plans and Action Plans for each team which require quarterly updates.  Managers hold those responsible for actions to account and reports are brought to Audit Committee periodically to provide an overview of activity.  The reports are available at all times on The Hub.  The Leader of the Council uses the Service Improvement Plans as the basis of discussions with Cabinet Members regarding their respective portfolios.

A Member queried improvement objectives for the provision for additional learning needs, outcomes in schools and in the authority’s youth service (in view of the 25% reduction in funding for youth services across Wales) as commented in Estyn’s Monitoring letter in January 2016,  and plans in relation to the recent PISA results that indicate that Wales appears well below average.

The global ranking of the PISA results was explained and it was explained that there is no local comparison available within Monmouthshire and that the basis of the tests are different to the national curriculum.  The results relate to the performance of schools in Wales and UK.

It was explained that the Service Improvement Plan for the Youth Service has driven improvements in the service area noting that discussions with community councils are in progress to provide support.  It was agreed to provide a more detailed response following the meeting.

A Member commented that PISA compares the UK countries with countries that provide schooling for up to 16 hours a day so there was no reasonable comparison, adding that the OFSTED Chief Inspector expressed the view that Welsh schools performed poorly because SATS are discontinued.  

The Chair was provided with confirmation that there are specific targets for educational achievement. Results and the Chief Officer’s Annual Report are scrutinised by Children and Young People Select Committee.

It was agreed that assurance had been sought on the operation of the authority’s performance management arrangements and areas for further information identified as necessary.