Report - London Borough of Hillingdon

Hillingdon Performance Management │ 15
54 The waiting list which previously numbered 1800 cases has now been reduced to
zero.
Areas for Development
55 Whilst there has clearly been progress in building and embedding a performance
focussed culture within the Council there is still potential to further enhance
performance management processes.
56 The increased focus on performance has given rise to examples of innovative
working and notable practice. However these are not widely known outside of
individual services and more action could be taken to ensure that these
innovations are more effectively shared with colleagues.
57 The findings of Performance Clinics should be analysed to identify common or
recurring themes or barriers to progress.
58 The capacity to monitor and analyse information is well established within the
services reviewed but there remains a need to develop more analytical capability
at the strategic level and also to undertake more detailed cost benefit analysis in
some service areas.
59 Performance data for some LPSA targets is collated and reported annually which
restricts the potential for early intervention.
60 There was a common belief at all levels within the Council that there were too
many indicators, especially at a local level with the potential to divert activity away
from the key performance targets.
The way forward
Recommendations
We recommend that the Council:
R1 Implement a corporate approach to capturing and sharing notable practice.
R2 Review outcomes from performance clinics and analyse identified issues.
R3 Reviews and where practicable increases the frequency at which PSA
performance data is monitored and analysed.
R4 Undertake more detailed cost benefit analysis, particularly when outsourcing
aspects of service.
R5
Review the range of local performance indicators and remove those where
the cost of data capture outweighs the value of the information provided.
London Borough of Hillingdon