Archived decisions

Relevant paras

Outcome

Recommendation

Response

Responsible Officer

By

when

3, 15, 20, 43, 45, 56, 74

In order to provide a clear focus for communicating and progressing its ambitions, the council should:

Review the aims and objectives included in the whole range of its corporate and service strategies, to produce a single, integrated statement of corporate aims and objectives.

Work is underway to establish a Corporate Strategy development group which will involve those people who are developing other key corporate strategies and result in a clear route map through related corporate documents and corporate working.

The development of a revised service planning regime will incorporate the need to make clear linkages to corporate aims.

The development of web versions of plans, starting with the Performance Plan and service plans, is seen to offer further opportunities to rationalise and improve planning processes.

The Corporate Communications Team is developing an internal communications strategy, following the principles established in BV reviews. The Corporate Performance Steering Group is monitoring progress.

Paddy Hillary

Jenny Heath

Jenny Heath

Caroline Foley

31.12.03

PP = 30.06.03

S.plan =

31.12.03

ongoing

6, 18

In order to progress its aspirations for corporate crosscutting priorities (such as equalities and crime and disorder), the council should:

Ensure that these issues are given the corporate attention and central resources necessary to help the council meet its targets.

Closer accountability for corporate strategy targets and monitoring their achievement should identify shortfalls in arrangements and resources. Cascading from CMT, this will also be addressed through individual performance reviews.

Consideration will be given to providing central resources to respond to new priorities / demands and which fall outside existing budget allocations.

Corporate Groups have been established on an ad hoc basis to support initiatives as they arise, with some working better than others. The Corporate Performance Team is mapping these groups, with a view to ensuring they have mechanisms to report their findings and issues arising. In addition Member / Officer champions are being identified for crosscutting areas that would otherwise lack leadership.

Equalities - a report to the Corporate Management Team is proposing a Best Value review of social inclusion in Year 5 and the use of service planning to raise the profile of equalities issues within operational management.

Crime and disorder - CMT / Cabinet have recognised this area as one of four immediate priorities at an awayday in January 2003 and we are developing targets to deliver the council's responsibilities under the county-wide c&d strategy.

Paddy Hillary

Jenny Heath

Corporate Management Team

Jenny Heath

Jane Goodwin

Jill Lovelock

As required

09.03

7.5.03 and ongoing

4, 29, 41, 42, 43, 44, 62,66, 71, 72

In order to make best use of consultation with users and stakeholders, and to ensure that consultees' views are both respected and seen to be respected, the council should:

Ensure that it consults all relevant stakeholders over strategies, policies, and priorities early enough to enable the results of consultation to influence outcomes, and make better use of established consultation mechanisms.

A Best Value review of `Community engagement' is planned for 2003/04. Recognising this will be a difficult area to scope and review, consideration is being given to calling for support from peer authorities or engaging external expertise to facilitate challenge.

The Corporate Communications Team have initiated a mechanism to prompt Departmental Management Teams to demonstrate how they are responding to the outputs of corporate consultation in their plans and the Policy Unit is monitoring how corporate survey results are being taken forward.

Both teams are also involved in the newly formed Corporate Research Forum which will provide a central repository of research results and statistical information to aid decision making and will enable a cross-organisational perspective on consultation exercises.

Jenny Heath

Keith Kerslake / Malcolm Cole

Paddy Hillary / Karen Mann

06.03

Ongoing

ongoing

7, 32, 43, 45, 46, 49, 51, 52, 53, 54, 56, 58, 60, 69, 75, 78

In order to use performance management more effectively to drive continuous improvement, the council should:

Develop further output and outcome measures, and report these regularly to committee for monitoring against targets;

Ensure that corporate and service reviews are clearly outcome focussed;

Use performance indicators more proactively both corporately and at service level to drive improvements in performance;

Ensure that targets for improvement are robust and stretching.

The revised Corporate Strategy contains local performance

measures.

Plans to collate and develop improvement plans for the outcomes identified in the Hampshire Improvement Programme will deliver local PIs to measure their success.

A comprehensive timetable for reporting performance information is being developed.

The templates for improvement plans ensure attention is paid to specifying objectives in outcome terms. Facilitation of reviews is developing competence in this area, supported by the Hampshire Learning Centre's core development programme.

CMT have taken action to ensure improved data collection and ownership of results.

The timetable for reporting performance information will link into the process for making decisions about corporate and departmental priorities and plans.

Development of local PIs within Corporate Strategy and the Hampshire Improvement Programme will build on the approach to developing stretching targets which began with the PSA.

Paddy Hillary

Jenny Heath

Jenny Heath

Jenny Heath / Chris Locke

Jenny Heath

Jenny Heath

Paddy Hillary / Jenny Heath

Achieved

09.03

09.03

Ongoing

Ongoing

Ongoing

ongoing

5, 26, 33, 36, 38, 61, 81

In order to improve evidence-based policy development and prioritisation, the council should:

Make more use of formal political scrutiny to explore alternatives to existing policies and strategies.

Transfer any lessons learnt from developing Health Scrutiny arrangements to identify good practice

Set up event with PRC Chairs to review current arrangements and mechanisms to differentiate scrutiny, Best Value and Policy Development:

· Consider how to develop member skills in scrutiny

· Consider officer facilitation needed at scrutiny meetings and need to develop appropriate competence

Malcolm Cole

David Hinxman

Ongoing

09.03