4th July 2011
Cabinet
20th July 2011
Overview and Scrutiny
Agenda Item No______6_______
DRAFT ANNUAL REPORT 2010/11
Summary:
This report presents the key element of the draft Annual Report
2010/11, achievement against targets, for discussion and eventual
approval.
Conclusions:
The Annual Report concludes that North Norfolk District Council
continues to deliver good performance in priority areas.
Recommendations:
It is recommended that Cabinet resolve to accept this draft Annual
Report as accurate and that the Chief Executive in conjunction with
the Leader of the Council be given delegated authority to approve the
complete Annual Report 2010/11 for publication.
Cabinet member(s):
Ward(s) affected:
All
All
Helen Thomas, 01263 516214, helen.thomas@northnorfolk.gov.uk
Contact Officer, telephone number,
and e-mail:
1.
Background
1.1.
The draft Annual Report 2010/11 is available on the Intranet and a hard copy has
been placed in the Members’ room. A draft of the performance outturn against
target is attached at Appendix A. This represents the culmination of the annual
planning and reporting process that ensures that we carry out the performance
management of the Council in a robust way. The Annual Report ensures that we
comply with our Performance Management Framework and presents information
to the public to demonstrate the Council’s performance.
2.
Context
2.1.
The Council set priorities and targets in the revised “Changing Gear: Corporate
Plan 2008-2011”. In order to:
•
Achieve these goals;
•
Make sure that these policy decisions are carried out;
•
Ensure that resources are being allocated to these priorities;
4th July 2011
Cabinet
Overview and Scrutiny
•
20th July 2011
Effective performance management is being carried out throughout the
Council.
2.2.
Service Business Plans for 2010 to 2013 were developed specifically to deliver
the service priorities within the Corporate Plan. These service business plans
have been revised and produced as service development plans for 2011/12 only
in anticipation of revised priorities for the Council that will be set later in 2011 in
the new Corporate Plan.
2.3.
A new Corporate Plan and Performance Framework is currently being developed
by the Cabinet for approval in September 2011. Once this has been agreed
managers will adjust their service plans and performance monitoring accordingly.
2.4.
As a key part of the performance management framework an Annual Report
provides the opportunity to:
•
Assess the overall impact of our actions over the past year,
•
Assess the progress in achieving the objectives set out in “Changing
Gear: Corporate Plan 2008 – 2011”, including achieving targets and
delivering service business plans,
3.
Content of the Annual Report 2010/11
3.1.
The Annual Report presents a strategic overview, prepared by the members of
Corporate Management Team, of how we are progressing against each of our
service priorities in a way which makes the information more accessible to a
wider audience. The annual report is published on our Web site and the
performance information is embedded on the appropriate service pages on the
site.
3.2.
A financial summary will include information on the Council’s spend on revenue
and capital for the year as reported to Cabinet in June, along with the source of
funds for the previous year.
3.3.
The results for all the key performance indicators over the past year.
3.4.
Workforce profile statistics, which we are required by statute to publish are
included as an Appendix.
3.5.
Equalities Impact Assessment Evidence is also included as an appendix.
4.
Publishing
4.1.
We will publish the document only on our website and not print hard copies
unless a specific request is received.
4.2.
There is no longer a statutory requirement to publish a Best Value Performance
Plan on or before 30th June. However, for this information to be of optimum use it
needs to be provided in a timely manner. To this end it is recommended that
authority is delegated to the Chief Executive in conjunction with the Leader of the
Council to authorise the final version of the report for publication in July 2011.
4th July 2011
Cabinet
Overview and Scrutiny
20th July 2011
5.
Performance Management – the process for producing the Annual Report
5.1.
Service Managers have been tasked with discussing performance and targets
with staff and agreeing targets with the appropriate portfolio holder and relevant
Strategic Director.
5.2.
Strategic Directors and Service Managers are continually monitoring delivery of
service plans and have provided an annual overview of key developments. These
service plans can be viewed on the Performance Management system which is
accessible through the Intranet.
5.3.
Our performance in achieving the Changing Gear targets and delivering the
organisational development plans has been monitored on a regular basis, by the
Corporate Management Team, the Performance and Risk Management Board,
Cabinet and Overview and Scrutiny Committee and action taken to improve
performance where necessary.
5.4.
The Performance and Risk Management Board will review the final draft of the
Annual Report at their meeting on 1st July 2011.
6.
Assess Performance and Reviewing Targets
6.1.
In assessing performance against targets for 2010/11 managers have been
asked to identify performance that is significantly above or below target and
provide brief information on the reasons, implications and actions needed to
achieve the target.
6.2.
If a significant change in performance has taken place from last year this will also
be explained and assessed.
7.
Risk to the Council
7.1.
Failure to implement a robust performance management framework including an
annual report that provides evidence of performance improvements, identifies
areas that require corrective action, acknowledges achievements and builds on
good practice could have a number of consequences. These may include:
•
Inaccurate or less effective decision-making
•
Inappropriate resource allocations
•
Reduced reputation arising from poor data quality or accuracy
•
Adverse comments in our annual Direction of Travel statement
8.
Financial Implications
8.1.
There are no direct financial implications associated with this report. However,
there are performance measures and targets, and activities included in the
corporate plan and relevant service plans, that are specifically related to finance.
In addition, corrective action may have financial implications that would need to
be made clear at the time any action is agreed.
Cabinet
Overview and Scrutiny
4th July 2011
20th July 2011
9.
Sustainability
9.1.
There are considerable actions being taken as a part of the delivery of Changing
Gear both to promote sustainable activity and to ensure that the Council delivers
services in a sustainable way. In addition, the Annual Report itself will only be
distributed in electronic form to reduce the need for printing.