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New Forest District Council
Service planning surgery – PPRN 19/1/07
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The basics
Integrated within the expenditure and strategic planning processes (see Performance Management Framework)
Fundamental and annual review options– Annual review light touch adjustment and update of service plan;– Fundamental review - major challenge of procurement, efficiency,
process, objectives, customer/ partners perspective etc Review of performance links in with existing quarterly exception
reporting of indicators and targets Medium term improvement plans – at least 3 to 4 year period
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Involvement of others
Lead scrutiny member involved in development of plans Portfolio holders prioritise improvement plans and resources
– Annual review – more lead scrutiny involvement who report by exception to their panel; portfolio holder’s key decision
– Fundamental review – portfolio holder more heavily involved process, cabinet approval
Customer assessments on a continual basis for annual; residents (citizen’s panel or as appropriate) for fundamental review
Services encouraged to include staff and customers in development of plans
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Support to services
Service planning guidelines available online Key headings for service to follow – provided these are included format flexible
– Outline of service– Contribution to Corporate Plan – Medium term issues and opportunities– Resources– Consultation– Performance results and overall assessment of performance– Corporate Issues– Service Improvement Plan
Optional pro-formas to complete Corporate issues covered through planning such as ICT, HR, equalities, risk
assessment – individual officers drive initiatives Individual meetings with each service and Performance officer to improve
aspects of their service planning skills Services drive their own assessments and plans
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What Next?
Improved monitoring of service improvement plans Implementation of performance management system More outcome focussed performance management Monthly reporting on measures Include risk assessment and resources allocation
against SIP
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Issues ….
Are we trying to include too much? Is the flexible approach really working – does it matter if all
plans are different? Will we get better results with a more corporate led process?
Limited drive/ input from senior management - No impetus to undertake fundamental service reviews
Want to change from paper exercise to adding value Do you monitor the plans and/or service improvement plans? Getting the challenge right – fundamental review every 4 years
enough? How are resources (financial and staff) considered against
service improvement plans in other authorities Are corporate plans/ priorities really driving the service plans?