Performance Reporting Update
Argyll and Bute Council · 16 December 2025
Back to Audit and Scrutiny Committee — 16 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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ARGYLL AND BUTE COUNCIL AUDIT AND SCRUTINY COMMITTEE CUSTOMER SUPPORT SERVICES 16 DECEMBER 2025 PERFORMANCE REPORTING UPDATE 1.0 EXECUTIVE SUMMARY The aim of this paper is to update the Audit and Scrutiny Committee with the progress on the review of the Council’s Performance and Improvement Framework (PIF) that is being undertaken as part of the Performance Excellence Project. The main overall deliverable from this project will be an updated PIF which includes a simplified, compliant and proportionate approach to performance and improvement activities. The report highlights work completed to date on activities in Phase Two of the project and plans for the outstanding work packages. It is recommended members note and consider the progress of the Performance Excellence Project and activities to conclude Phase Two.
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ARGYLL AND BUTE COUNCIL AUDIT AND SCRUTINY COMMITTEE CUSTOMER SUPPORT SERVICES 16 DECEMBER 2025 PERFORMANCE REPORTING UPDATE 2.0 INTRODUCTION 2.1 The performance excellence project was commenced in May 2020 with the aim of reviewing the council’s approach to performance and improvement activities and simplifying them where possible. The report sets out the progress of Phase Two of the project and the planned activities to bring the remainder to a conclusion and deliver the updated Performance and Improvement Framework (PIF). 3.0 RECOMMENDATIONS 3.1 It is recommended members note and consider the progress of the Performance Excellence Project and activities to conclude Phase Two. 4.0 DETAIL 4.1 The initial performance excellence project commenced in May 2020 with a mandate to review the council’s performance management approach and implement a simplified, proportionate and compliant approach which meets the needs of a transforming council. Following a Best Value audit, the project included within its scope actions to improve performance reporting to provide a balanced picture of long term trends in performance against targets, and to use benchmarking information to drive continuous improvement. 4.2 The project then progressed to phase two with the overall objective to present an updated Performance and Improvement Framework which is in alignment with the Connect for Success Change Programme, further simplifies our approach to performance and improvement, while maximising the use of the technology available to us. Specifically, the project included five work streams which are largely based on the existing elements of the Performance and Improvement Framework. Progress on activities contained within each workstream is detailed below. 4.3 Workstream One: Planning This workstream focused on the design and development of plans that support delivery of the council’s strategic outcomes. As the Administration changed during the project, a new Corporate plan was developed which had not been
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in the original scope of the project. The pre-existing priorities were continued for the financial year 2024 – 2025 as the new Corporate Plan took effect within this period. This workstream focused on the following activities: - Review of corporate strategies and mapping of strategic outcomes – work on this continues. Sessions have taken place with senior leaders to agree rationalisation of strategies and a template for future and reviewed strategies. - Development of a team plan template to manage service standards aligned with strategic objectives – an initial pilot was undertaken by the HR and OD team using MS planner for non-core business, followed by further pilots in Catering and Cleaning and Education with overall positive feedback and most challenges coming from the behavioural shift in using the tool as opposed to the method. At Senior Leadership Forum in November 2024 the proposed approach using planner for non-core business activities was shared and a survey was issued seeking feedback. Strategic Management Team considered this and agreed that HROD should consider current use of MS Teams by Third Tier Managers and assess the potential challenges of transitioning to using Planner – this will be incorporated into ongoing work with Third Tier Managers. - Development of an updated Corporate Improvement Plan – this has been delivered. 4.4 Workstream Two: Review and Evaluation This workstream focused on the design and development of methods to review and evaluate performance at all levels. The aim of this work is to replace the scorecards that were previously in pyramid with a new approach that reduces manual input by collecting data at source wherever possible. This work took a themes AND teams approach, seeking to use the data platform to allow presentation of performance data in various formats for a variety of purposes and audiences. This workstream continues in regard to core business. Following a successful pilot, work is underway to implement reporting dashboards across the remaining teams, to be in place across the whole of the council service areas by 31 March 2026. 4.5 Workstream Three: Reflection This workstream focused on the learning that informs our plans for change and improvement. Other pieces of work took place on across the council, such as the review of our approach to Consultation and Engagement and our review of Service Design to embed the principles of Scottish Approach to Service design, which inform this project. Specifically within the scope of this work stream were • Self-assessment activities – a review of pilots was completed and templates are available for self-assessment in team and thematic approaches. • Annual Performance Review – a review of how we collect and reflect on annual performance at individual, team and organisational level took place and a revised approach to our Council Annual report is in
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development with options to be submitted to DMTs and SMT for views. Finalisation of this work package is dependent on agreement of Corporate Outcome Indicators. • Benchmarking – a review of our approach to the use of benchmarking including the Local Government Benchmarking Framework (LGBF) within our Performance and Improvement Framework. This work package has been delayed. Work is taking place with managers to explore their use of the LGBF. • Lessons learned – development of an approach that allows lessons learned to be shared widely across teams. This activity has been descoped from the project due to parallel work in regard to establishment of a Corporate Programme Office and will be incorporated into that. 4.6 Workstream 4: SPI Compliance / Public Performance Reporting This workstream focused on how we tell people about our performance in a way that is proportionate and meets the requirements set out in the Accounts Commission’s Statutory Performance Direction. The objective is for timely and meaningful public performance reporting and scrutiny. This workstream was completed in respect of the December 2024 statutory direction which covers the period up to and including 2027 – 2028. Additionally, work has taken place to review and update our website Performance pages which is in the process of going live. 4.7 Workstream 5: Updated Performance and Improvement Framework The final deliverable of the project will be an updated Performance and Improvement Framework which reflects the work carried out in each of the work streams above. This will incorporate all the resources currently available and in development. The updated PIF will be presented on conclusion of the other work packages. 4.8 Due to unanticipated delays as a result of dependencies relating to work requiring senior leadership involvement and direction, there is a need to extend specific elements of this project. It is anticipated that the outstanding work packages will be complete by the end of March 2026 and sooner in some cases. 5.0 CONCLUSION 5.1 In conclusion, this report outlines the progress made in regard to Phase Two of the Performance Excellence Project and arrangements to bring the outstanding work packages to a conclusion.
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6.0 IMPLICATIONS 6.1 Policy this project will deliver an updated Performance and Improvement Framework (PIF) for the Council. 6.2 Financial none arising directly from this report. 6.3 Legal the Council has a statutory duty to ensure Best Value and to comply with the Accounts Commission’s SPI directive. 6.4 HR none arising directly from this report. 6.5 Customer Service delivery of Best Value through our Performance and Improvement Framework ensures that our customers get value for money in the services that we provide them with. 6.6 Risk failure to deliver this project would result in the Council not having performance and improvement arrangements in place that satisfy the needs of a transforming Council. 6.7 Climate Change none arising directly from this report. 6.8 Fairer Scotland Duty none arising directly from this report - any Integrated Impact Assessments required will be completed as part of the project. 6.9 Equalities - protected none arising directly from this report - any Integrated Characteristics Impact Assessments required will be completed as part of the project. 6.10 Consumer Duty none arising directly from this report. 6.11 Island Communities none arising directly from this report - any Integrated Impact Assessments required will be completed as part of the project. 6.12 Children’s Rights and none arising directly from this report - any Integrated Wellbeing Impact Assessments required will be completed as part of the project. Kirsty Flanagan Executive Director with responsibility for Customer Support Services Policy Lead Councillor Mark Irvine 28 October 2025
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For further information contact: Jane Fowler, Head of Customer Support Services, jane.fowler@argyll-bute.gov.uk Jennifer Coyle, Senior HR Business Partner, jennifer.coyle@argyll-bute.gov.uk