Agenda item

Context:

To scrutinise the draft Performance and Evaluation Framework that will underpin a business management framework for the new delivery model MonLife.                      

Key Issues:

To establish an integrated business planning, monitoring and evaluation framework across all of MonLife group’s activities to measure performance, evidence impact and drive continuous improvement, i.e., one shared framework embracing MonLife (the charity), MonLife Plus (the Local Authority Trading Company) and the associated trading subsidiaries.

The performance framework will develop over time as MonLife establishes and progresses new programmes for delivery.  Initially, the framework will reflect MonLife’s initial business plans and programmes, and consolidate the key performance indicators / business matrices already in place across Tourism, Leisure, Culture and Youth Services (TLCY).  

Diagram 1 in the report illustrates the proposed framework, which will be developed with the shadow board and directors prior to enactment.  Central to the process will be the MonLife group Business Plan that will reflect the contribution that MonLife is making to delivery of the Public Service Board (PSB) Wellbeing Plan, the Council’s Corporate Plan and the wider legislative and policy context within which the group operates (this plan will be an aggregation of the MonLife & MonLife Plus business plans).  Supporting the Business Plan will be annual SMART action plans for MonLife’s teams and key delivery programmes (updated quarterly), and clear branding and marketing strategy and plans.

Member Scrutiny:

·         It is important to understand how the relationship is going to work between the Authority and the Alternative Delivery Model (ADM) and how the Select Committee and Cabinet have transparency over the operation and performance of the ADM.  A Member workshop would be beneficial to set out how the governance arrangements are going to work before final decisions are made.

·         In response to a Select Committee Member’s question, performance of Monmouth Leisure Centre has been undertaken regarding financial aspects and visitor numbers.  Membership growth has been significant. 700 members has grown to around 1000.  Financial aspects are being monitored to ensure targets are being met. The re-designed model has had a significant impact.  For services to remain sustainable this type of investment would be welcomed across all of Monmouthshire’s leisure centres.

·         A consistent approach is being undertaken across all services.  Work undertaken over the previous three years has been about trying to introduce new ways of working and looking at the targets. Going forward, targets will continue to be set. The opportunity is there to understand our markets and look more closely at our data to understand the usage of these services and businesses and who is using them.

·         In response to a Select Committee Member’s question regarding Chepstow Leisure Centre, it was noted that the Authority has a duty to its customers that the quality of provision across Monmouthshire is adhered to.  Officers have spoken to the staff and were provided with ideas of how the leisure centre could be modernised with quite limited investment. Caldicot and Chepstow leisure centres are in a similar condition and significant investment is required in the two sites to maintain quality provision.

·         There is considerable drift of leisure centre use from across the border into Chepstow.  Services in the Forest of Dean are being rationalised.  There is contact with schools across the border that wish to use the swimming pool at Chepstow Leisure Centre. The offer in Chepstow is currently above average and holding a good retention rate.  However, investment in both sites within the south of the County is required. Marketing of these sites could also be improved.

·         With regard to baseline measurements for community wellbeing, there is ongoing work being undertaken.  The data is within the local Authority and partners and is held in different areas.  A workshop is being held on 30^th September 2018 to identify availability of data with a view to collating this information.

·         The Public Services Board (PSB) has been looking at the Gwent Futures data whereby health and wellbeing information is being gathered. This information is being launched in November 2018.  The role that the Alternative Delivery Model (ADM) will play in contributing towards those indicators and how that contribution is monitored will need to be considered also.

·         Tests have been carried out with Natural Resources Wales (NRW) regarding its Health Impact Toolkit, which has helped develop the second stage of the project. In terms of the Museum Service, officers have undertaken work around the Happy Museum Initiative.  This is at the heart of developing an outcome measurement framework.

·         Freedom of information requests will apply to both the teckel company and the charity. In the contractual documentation, details of how the Council will manage the process with the company and both parts of MonLife and MonLife Plus will be identified.

·         Capture the details of the large numbers of staff who volunteer their services outside of working hours and add this information to the framework.

·         It is key that a plan is created that links in with all partners with a view to tapping into various skill sets across the board.

·         A small amount of funding, secured for this financial year, has been secured from Aneurin Bevan Health Board to pilot some work around physical activity and undertake a pilot of the potential wider dementia project.