Agenda item

An update was provided by the Performance and Programme Manager regarding the proposed approach and timeline for setting the Council’s Progress and Delivery measures for the 2026/27 period. It was confirmed that a further report, containing additional detail and outlining Member engagement, would be submitted to the Overview and Scrutiny Committee at the meeting on 18 November. The importance of effective performance management was emphasised, with recognition given to the key role played by the Overview and Scrutiny Committee in monitoring performance, as set out in the Council’s Constitution.

Members were informed that the Council undertook an annual review of its performance measures to ensure they remained fit for purpose. For the current review, a focus had been placed on strengthening the alignment between performance measures and the Corporate Plan.

To support this objective, a proposal had been made to update the reporting template. The revised format would move away from portfolio and service-level reporting and instead concentrate on the strategic themes of the Corporate Plan. It was acknowledged, however, that not all performance measures would directly align with the refreshed Corporate Plan. To ensure continued visibility of council-wide performance, a complementary Operational Performance report had been proposed. This work formed part of a broader transformation programme, which was linked to the refresh of the Corporate Plan, being developed in parallel with Local Government Reorganisation, and the introduction of a new set of organisational Values and Behaviours.

Central to the proposed approach was the establishment of a new programme theme board structure, designed to streamline existing governance arrangements and place greater emphasis on delivery. An overview of the approach had been presented to the Leaders Group on Monday, 13 October 2025, and feedback from that meeting would be incorporated into the November 2025 report for Overview & Scrutiny.

Members were invited to provide feedback on the proposed approach and timeline, with the intention that their input would help shape the final report and ensure the process reflected Member expectations.

The Chairman thanked the Performance and Programme Manager and opened for Members to comment.

It was noted that the move towards a more streamlined reporting structure made considerable sense, particularly in terms of measuring efficiency and supporting the scrutiny function. The importance of holding officers, Members, and the Council collectively to account was emphasised. Support was expressed for the approach, with a suggestion that the working group established by the Committee could be broadened to include representation from Full Council, thereby ensuring a wider range of perspectives.

Members agreed that while it was important to celebrate success, meaningful progress could only be achieved through a focus on areas requiring improvement. It was proposed that greater emphasis be placed on identifying opportunities to enhance service delivery.

The Chairman welcomed the alignment of performance reporting with the Corporate Plan and echoed support for the proposed approach. It was noted that the revised structure would provide clearer oversight of how the Council was working towards its strategic goals, while ensuring that key issues remained visible and did not become lost within broader reporting frameworks.

With no further comments or questions, it was

RESOLVED that work commence to review the Progress & Delivery framework in accordance with the following elements:

·       Align measures to the refreshed Corporate Plan introducing new measures where gaps exist

·       Review targets for measures that consistently exceed expectations

·       Identify and reassign measures not aligned to CP into operational reporting

·       Migrate from portfolio, service-based reports to strategic theme-based templates