Agenda item

Report detailing the corporate performance indicators for the first and second quarters of 2025/26.

The Scrutiny Board received a report of the Executive Director of Resources, which presented the Council’s performance assurance report for the first and second quarters of 2025/26 (April – June 2025 and July – September 2025).

The Council’s Performance Management Framework (PMF) underpinned how the Council measured progress and monitored the impact of the Corporate Plan objectives. It was aligned to the Council’s Medium-Term Financial Strategy, and the outcomes were increasingly becoming the focus for the budget, Directorate and Service Plans.

The Framework provided measurable evidence of progress against objectives, as part of a systematic process of robust corporate performance reporting to provide assurance:

·       That services are aligned to corporate priorities and the needs of the Borough’s residents.

·       That services are good or are on track to good.

·       That any services that are not on track, or have identified risks, are being supported or challenged appropriately.

·       That any demand indicators or resource pressures are noted, and service provisions are being re-assessed accordingly.

The purpose of the Executive Director’s report was to provide an overview of directorate performance against agreed service plan measures and in the context of related reports and open (public) data.  The intention therefore was to support the scrutiny process through open and transparent discussion and challenge.

The reporting format was being developed as various overarching frameworks (national, regional and local) and digital reporting and data storytelling options continued to emerge. The aim was to achieve a level of consistency of reporting, however, there will be some nuances in how and when the Council implement the framework and reporting styles used in each of the authority’s four scrutiny boards.

The Council’s Directorate services/business plans included a range of performance metrics, which enabled key officers to monitor progress in achieving the Corporate Plan objectives, statutory duties and putting the Borough’s residents first. Ongoing monitoring was important because services could be impacted by a range of internal and external factors, including changes in demand, resources, legislation or policies. It was also considered essential that performance was viewed in the context of the whole borough including published District Profiles and the Oldham Joint Strategic Needs Assessment, which provided more detail and these statistics and projections which needed to be considered when reviewing current and projected service levels and demands.

The meeting was advised that performance management systems, which generated data, were utilised at all levels; good governance processes support a transparent performance reporting cycle. As part of the Council’s performance management framework, each directorate had regular opportunities to review their performance at a service level and more holistically; and to raise issues or concerns or take necessary actions to improve or maintain it.  Data scrutinised at this level was usually more detailed and focused on the service or function.

Performance Assurance Reports enabled key and high-level data to be scrutinised to provide reassurance, whilst also allowing space for discussion. The format of these reports is evolving as the council navigates its digital journey. The aspiration is to offer a balance between data, insight and contextual narrative. 

Members of the Board scrutinised the performance of services across the Council’s Directorates in detail and raised, amongst other things, the following issues:

a.    Clarification on the differences between short-term and long-term sickness absences. The Assistant Director of Customer Experience undertook to clarify to members the differences.

b.    The percentage of telephone calls, to council officers across the authority, that were not being answered.

c.     The percentage of Freedom of Information requests that were not being answered within the statutory timeframe. The Director of legal Services did explain that sometimes Freedom of Information requests could be complex and time consuming thus creating pressure in terms of time.

d.    A member commented upon the number of Standards Committee meetings that were being cancelled? In reply, the Director og Legal Services stated that he was intending to create a work programme for the Standards Committee.

e.    A Member requested information about the number of complaints that were received, regarding alleged misbehaviour by members of Oldham Borough Council. The Director of Legal Services noted that Oldham Council received more complaints regarding the conduct of members that any of the nine other authorities in Greater Manchester. 

f.      A member commented on the good industrial relations that was reported. In this regard the meeting was advised that this was assisted by the fact that senior managers, across the Council, had a regular dialogue and held frequent meetings with representatives of the recognised trade unions.

g.    Members sought clarification on the induction programme for new starters to the authority, especially with regard to new starters who held ‘public-facing’ and ‘front-line’ roles.

Generally, Members of the Scrutiny Board expressed their satisfaction with the content of the report, noting good progress that was being made by Directorates across the Council. Members of the Scrutiny Board also expressed their satisfaction with the lay-out and format of the submitted report.

Resolved:

1.    That the Governance, Strategy and Resources Scrutiny Board commends the submitted report detailing performance across the Council’s services for the first two quarter periods of 2025/26 (April – June 2025 and July – September 2025).