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Holding the Executive to Account for its performance
within the Place and Corporate Directorate.
Three broad areas: Performance , Budget and
Risk
Monitoring of
performance, focusing on:
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Achievement of outcomes and actions within service
plans;
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Scrutinising progress in improvements to areas of
poor performance;
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Assessing the extent to which performance objectives
are contributing to the overall objectives and priorities of the
Council.
•
Assessing the extent to which performance is in
keeping with the performance management strategy;
Budget Monitoring
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Scrutinising variances in budget;
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Assessing the extent to which performance is being
achieved within budget;
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Reviewing the outcomes and the delivery of agreed
savings plans;
Budget Proposals
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Scrutinising of Service specific proposals a part of
the budget consultation process;
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Assessing the anticipated impact of the budget
proposals on services, performance, service users, partnerships and
staffing levels;
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Considering the contribution of the budget proposals
to the achievement of corporate priorities and objectives;
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Consideration the budget proposals within the
context of the wellbeing of future generations, fairness and
equalities impact, sustainability, partnership arrangements and the
efficiency agenda;
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Consideration of the extent to which savings form
part of a coherent strategy supported by appropriate evidence for
decision making.
Risk
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Monitoring areas of high risk and assessing the
effectiveness of actions to mitigate these risks.
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