Mole Valley District Council (MVDC) provides important services to the residents of Mole Valley, with the aim to ensure these services are of good quality and give value for money to users. To achieve this, MVDC constantly monitors performance and identifies areas where further improvements are needed. Each year an annual report is published which can be downloaded.
Performance management is essentially using information provided in reports and policies, about how things are, to decide how to make it better for residents. It is a key tool to delivering better outcomes to users and an integral part of service improvement.
Performance management is an important part of MVDC's corporate planning process. It involves the culture and processes in place to monitor, manage and continuously improve its performance in order to achieve priorities.
The Corporate Strategy is MVDC's most important strategic document which sets out how it will work with partners to improve services provided throughout the district.
In order to ensure MVDC deliver its priorities, as set out in the corporate strategy, performance is regularly monitored using performance indicators and measuring the progress of key areas of work. Risks to achieving our priorities are assessed (please see section on Risk Management).
MVDC reports performance on a regular basis to the Strategic Management Team, Scrutiny Committee and to The Executive. This helps assess whether priorities are delivered against the set targets and measures. This ensures MVDC identifies what it is doing well, areas for development and appropriate actions for further improvement.
Performance is monitored using a red, amber and green traffic light system. Indicators which are green are meeting or exceeding the target, those which are amber are slightly off target and those which are red are significantly behind target.
The Outturn Report for 2016/17 sets out our performance over the financial year. Read our Annual Report 2016/17 is produced each year setting our key achievements in support of the priorities in the Corporate Strategy.
Basket of Performance Indicators
A set of performance indicators (PIs) are used to measure performance. This group of PIs make up the "Basket of indicators" and they are scrutinised on a regular basis by the Strategic Management Team, Scrutiny Committee and Executive.
Key areas of Work
There are a number of key areas of work that would contribute to the delivery of some of the priorities set out in the corporate strategy. Progress made on these are a measure of how successful the council is at achieving its priorities and progress is scrutinised by the Strategic Management Team, Scrutiny Committee and Executive.
Every organisation, including MVDC, encounters risks that threaten the achievement of their objectives. The effective management of these risks contributes to the successful implementation the corporate plan and priorities.
The Strategic Risk Register sets out the current risks to the organisation and the actions that are being taken in response.
Risks are assessed for their severity using a scoring system that measures the probability and impact of the risk if it happens. Low level risks are tolerated and not actively managed, although monitored for changes. Higher level risks are more closely managed.
Each Corporate Head of Service monitors their services' risks to review if mitigating controls and actions remain appropriate, and determine whether the likelihood of the risks occurring has changed. This ensures the organisation's risks are kept at a manageable level.
The Senior Management Team consider risk on a regular basis and monitor changes to the risk profile. The Audit Committee receives reports relating to risk management. It is responsible for providing MVDC with an independent assurance of the adequacy of the arrangements that we have in place.