To receive and note the above titled item.

Anna Robinson, Strategy and Performance Manager outlined the above titled report. The report outlined a summary of the Quarter 1 2018/19 performance of the council’s performance management framework (PMF) and illustrated four of the six measures reported to the Planning and Housing Overview and Scrutiny Panel have met or exceeded their target, one measure was to be reported bi-annually and one measure was off target. Members were reminded that in November 2017 that Cabinet had approved the Council’s Performance Management Framework (PMF) of 25 key measures aligned to its refreshed Council Plan with six strategic priorities over the plan period 2017-2021. The six strategic priorities were outlined as follows:

·         Healthy, Skilled and independent residents

·         Safe and vibrant communities

·         Growing economy, affordable housing

·         Attractive and well-connected borough

·         Well managed resourced delivering value for money

·         An excellent customer experience

Members were told that of the six priorities that four had met or exceeded performance targets and that there had been strong reporting overall. All reported planning service measures had met or exceeded their targets. In particular Planning had seen good performance in timeliness of planning applications being processed, for both minor and major applications. The group noted this, and the Chairman congratulated the planning service on this performance.

It was highlighted that there had been a 200% increase in the delivery of affordable homes for 2018/19.The data for the number of households placed into temporary accommodation and the data set for number of homeless preventions through council advice and activity was not available at the time of reporting. Members were informed that some measures had their targets and tolerances revised for the 2018/19 period and this had been conducted via business intelligence regarding the service and centred to reflect the Council’s aspirations. The Panel were informed that this had been implemented as a means to ensure a robust approach to continued performance improvement. Reporting had moved from red, amber and green to dials to ensure clearer reporting and visibility of performance thresholds.

Members discussed whether the target for affordable homes had been affected by the Strategic Housing Land Availability Assessment (SHLAA). It was confirmed that based on sites provided by registered providers that this did not account towards the submission version reported numbers. The Principal Member, Councillor McWilliams stated that there was a national shortage in affordable housing and that two new developments would deliver a 30% mix of affordable and social housing tenures. Members were told that a strict line with developers had been enforced to deliver 30% affordable housing on proposed sites of development. Members discussed the need to deliver on more social homes and it was noted that delivery of social homes would take place on council owned land but that there was a need for increased delivery.

ACTION- That Russell O’Keefe circulate the figures relating to affordable and social housing delivery across the borough.

Members discussed the need for two separate reporting streams for both planning and housing complaints. It was agreed that for future reporting purposes that complaints for each service would be reported in isolation. It was highlighted that there had been very good performance overall and in particular with the timely processing of planning applications where approximately 4000 applications a year are processed.

The service had exceeded targets for processing applications on time across all categories (Major, Minor and Other). Applications that did not meet targets were normally for a good reason (complicated in nature etc). 

The Deputy Head of Planning stated that following a successful recruitment drive the number of permanent staff had increased and that there was a focus on investment in training, development and retention of these staff members.

In conjunction with new procedures and performance tools, the recruitment of high calibre permanent staff (including two new team leaders and a number of other new team members) had produced a more settled service and that this led to consistency of decision making and a better quality planning service for its’ users.

RECOMMENDED ACTION- That for future reporting purposes data be split into monthly performance target dials to show improvement in performance.

RESOLVED UNANIMOUSLY: That the report be endorsed and noted.