Agenda item

(Performance Management Portfolio Holder) To consider the attached additional Appendix to the report (C-089-2009/10).

(1)        That the proposed structure and format of the Council’s new Corporate Plan for the period from 2010/11 to 2013/14 be agreed;

(2)        That the Council’s proposed Medium-Term Aims for 2010/11 to 2013/14, and the draft specific Key Objectives for 2010/11 be agreed;

(3)        That arrangements be made for an informal joint Cabinet/Management Board meeting to be held as soon as possible, to further inform the content of the new Corporate Plan; and

(4)        That the Finance and Performance Management Scrutiny Panel and the Overview and Scrutiny Committee be requested to consider the proposed structure and format of the new Corporate Plan, the proposed Medium-Term Aims for 2010/11 to 2013/14, and the draft specific Key Objectives for 2010/11.

The Portfolio Holder for Performance Management presented a report regarding the Corporate Plan, medium term aims for the period 2010/11 to 2013/14, and the Cabinet’s key objectives for 2010/11.

The Portfolio Holder reported that the Council Plan 2006-10 was the authority’s current key strategic planning document, which set out the service delivery priorities over the four-year period, with strategic themes matching those of the Local Strategic Partnership’s Community Strategy for the Epping Forest District. As the current Council Plan had now entered its final year, work had started on the development of a new Corporate Plan for the period from 2010-14. The Cabinet was requested to approve the proposed structure and format for the new Corporate Plan, and to agree to an informal joint meeting with Senior Officers to further inform about the content of the new Plan.

The Portfolio Holder stated that the structure of the current Council Plan was largely based upon the Council’s existing medium term priorities, which had been adopted in 2002. As part of the development of the new Corporate Plan, a range of new Medium-Term Aims for 2010/11 to 2013/14 had been identified and the Cabinet was requested to agree these. The Council’s business, budget, workforce planning and development processes had now been aligned into a clear framework to enable the authority to focus on key priorities and improve performance. The initial list of five key priority objectives for 2010/11 had now been expanded into twelve, which were all related to the medium term priorities, and the Cabinet was requested to adopt them for 2010/11. The Cabinet was informed that this was a progress report and not the final stage as the report would now be considered at the next scheduled meetings of the Finance & Performance Management Scrutiny Panel, and the Overview & Scrutiny Committee.

Decision:

(1)        That the proposed structure and format of the Council’s new Corporate Plan for the period from 2010/11 to 2013/14 be agreed;

(2)        That the Council’s proposed Medium-Term Aims for 2010/11 to 2013/14, and the draft specific Key Objectives for 2010/11 be agreed;

(3)        That arrangements be made for an informal joint Cabinet/Management Board meeting to be held as soon as possible, to further inform the content of the new Corporate Plan; and

(4)        That the Finance and Performance Management Scrutiny Panel and the Overview and Scrutiny Committee be requested to consider the proposed structure and format of the new Corporate Plan, the proposed Medium-Term Aims for 2010/11 to 2013/14, and the draft specific Key Objectives for 2010/11.

Reasons for Decision:

The identification of its Medium-Term Aims and Key Objectives provided an opportunity for the Council to focus attention on how existing areas for improvement would be addressed, opportunities exploited and better outcomes delivered for local people.

It was important that relevant performance management processes were in place to review and monitor performance against the Council’s aims and key objectives, to ensure their continued achievability and relevance, and to identify proposals for appropriate corrective action in areas of under performance.

Other Options Considered and Rejected:

To not set any medium term aims for 2010/11 to 2013/14 or specific key objectives for 2010/11, although this might mean that opportunities for improvement were lost.

Failure to monitor and review performance against aims and key objectives, and to take corrective action where necessary, could have negative implications for the Council’s reputation and for judgements made about the authority in the Comprehensive Area Assessment and similar corporate assessment processes.