Members considered the latest performance monitoring report.

The Deputy Lead Member explained that 73% of indicators were on target, however there were a number that were off target which would be discussed. A supplementary note had been issued to highlight that, as identified at the Corporate Services Overview and Scrutiny Panel, three targets given the amber RAG status in the report were in fact off target. The Chairman thanked Councillor Jones for highlighting this at the Panel meeting.

Lead Members were then invited to provide commentary on those indicators that were off target.

The Lead Member for Children’s Services explained that indicators ACH12a and b were off target as no new data was yet available. Plans were in place to narrow the attainment gap however there would be no update until the new data was available later in the year once the national academic data has been validated.

In relation to indicators ACH19 and ACH20, the Lead Member for Adult Services and Health highlighted that in 2016 Councillor Carroll had set up a Task and Finish Group with other councillors and outside agencies to look at the best way of providing smoking and drug and alcohol services. The group had put forward a number of recommendations, which had been followed by a tender process. The new service had been launched the previous week alongside representatives of the police, the Clinical Commissioning Groups and other interested parties. He believed the new service would lift the level of the whole service.

The Lead Member for Children’s Services commented in relation to indicator ACH48 that the borough highly valued its foster carers. Currently 13 of 48 carers could not be utilised, for a number of factors including health issues, moving house, and taking a break after a long-term placement.  Two carers were working with the young people to transfer to provide long-term placements which were in the children’s best interest. Four carers provided respite care only. Dialogue was underway with all carers to equip and help them; the situation was being monitored.

The Lead Member for Culture and Community Services explained that in her new role she would be working closely with Councillor McWilliams in relation to two indicators in particular: OCS69 and OCS60. In relation to complaints, she would be looking to drill down to the detail and find ways of addressing the issue.

Councillor Jones arrived at 7.45pm.

In relation to OCS63a and b, the Lead Member explained that the measure had originally excluded calls abandoned, despite Member concerns. The Chairman apologised to Councillor Mrs Jones who had been criticised when she had raised the issue at the Council meeting earlier in the year. The data had masked the fact that residents were waiting too long and abandoned calls; in the last month 7000 calls had been abandoned. A briefing note had been circulated to identify corrective actions. The Lead Member explained that there were a number of short, medium and long term actions proposed. In the short term, Cabinet was requested to authorise expenditure of £58,000 from the Development Fund to employ six extra staff, who were already trained, to answer calls. A further four agency staff who would require two weeks training would be recruited. At the moment there were four permanent staff and a number of agency staff in the team, which had a high level of turnover.

The Lead Member explained that take up of the digital channel had not been as high as expected. By the end of June 2017 all calls relating to highways, which were high in volume, would be transferred to Volker for a response. By July calls relating to licensing and the environment would also be directed straight to the relevant department. The long term solution would be to introduce a  new telephone system, or outsourcing, or a mixture of the two.

The Chairman commented on three elements: that poor performance had been masked through inaccurate reporting, the lack of investment in a critical resident facing service and the need for a telephony system appropriate for the size of the council moving forward.

Councillor Jones highlighted that before the one minute count began there was a recorded message lasting 27 seconds. The Lead Member commented that it was proposed to reduce this to five seconds.

The Lead Member proposed an additional recommendation:

‘That Cabinet considers corrective actions set out in Table 2 and approves the investment of  £58,000 from the Development Fund to cover one off costs until September 2017 thereafter it will revert to the establishment base budget.’

The Lead Member for Highways and Environmental Services commented that the indicator relating to flood schemes was affected by a number of factors, for example that watercourses could not be interfered with when birds were nesting. The council also had to work with other agencies on infrastructure projects rather than duplicating effort. He expected the target to be back on track by quarter 2.

The Deputy Lead Member explained that when the new performance monitoring format had been developed, Lead Members had been expected to attend the relevant Overview and Scrutiny Panels for their area to explain any indicator that was off target for two consecutive quarters. Following discussions at the corporate Overview and Scrutiny Panel, he proposed amending paragraph 8.2 in the report to read:

As in the Quarter 3 report, Lead Members should expect to go to their relevant O&S panel and the Corporate Services Overview and Scrutiny Panel should their KPIs drop off target for two consecutive quarters as requested by the Corporate O&S Panel. If the KPI is off-target for a third  quarter then O&S Panel Chairmen should consult with the Deputy Lead Member for Policy on a case by case basis about appropriate further scrutiny, though it may be necessary to allow improvement actions to have sufficient time to take effect.

The Principal Member for Ascot Regeneration highlighted that indicator OCS26 showed that the number of car park visits had increased by 12% on the previous year, which was a welcome indicator of increased economic activity. He had recently met the Police and Crime Commissioner who had commented that the RBWM Multi Agency Safeguarding Hub (MASH) was working very well, whereas perhaps some others were not. The Chairman commented that Councillor Burbage and officers had put a huge amount of work into getting the MASH up and running. 

RESOLVED UNANIMOUSLY: That Cabinetnotes the report and:

i)     Notes the progress towards meeting the council’s strategic priorities and objectives

ii)    Requests the Managing Director and Executive Directors in conjunction with Lead Members to revise and progress improvement actions for indicators that are off target

iii)    Considers corrective actions set out in Table 2 and approves the investment of  £58,000 from the Development Fund to cover one off costs until September 2017 thereafter it will revert to the establishment base budget