Integrated Performance Monitoring Report Q2 2015/16

Integrated Performance Monitoring Report

Members considered performance outturns against the key Council priorities for Quarter 2, 2015/16. The Principal Member highlighted that 44% of KPIs were on target. The targets were challenging and honestly reported. Greater clarity had been brought to the report by the introduction of a standard bullet point format for consistency. On behalf of the Lead Member for Customer and Business Services, he highlighted the excellent performance in relation to processing of benefit applications. The Strategic Director of Operations commented performance for  November was down to just three days; he intended the excellent performance to continue.

The Lead Member for Finance commented on the performance at leisure centres following externalisation. The target was a 12% increase in attendance, which had been exceeded by a further 13%.

The Lead Member for Environmental Services highlighted the challenging target in relation to recycling rates. Waste was now being diverted to an Energy for Waste plant and he therefore anticipated an improvement in performance from December 2015. Food waste recycling had also recently been promoted to residents including the distribution of free caddy liners.

The Lead Member for Adult Services and Health highlighted the excellent performance in relation to preventing residents becoming homeless. In the second quarter, 833 families had been assisted.

In relation to the HR statistics, the Chairman commented that there had been a slight increase in agency staff spend, partly as a result in the buoyancy of the economy and the difficulty in attracting the right people into local government. Sickness levels were also slightly up but were still better than the same period the previous year and in comparison to other local authorities.

The Lead Member for Planning commented that poor performance in relation to the processing of major applications was in some part due to the small number of applications in this category. Changes to planning legislation had increased the number of applications received and there had been a significant period of poor performance in relation to minor applications as a result. The borough was not the only local authority in this position. An external company had been brought in during October to help clear the backlog of applications, therefore he anticipated an improvement in performance next quarter. The council also had a new Borough Planning Manager and interim Planning Manager who were both reviewing the service to identify improvements.  The council was also looking to devolve some powers to Bray Parish Council. The Lead Member for Finance commented that no action had been taken despite a sustained period of under-performance. The new Strategic Director for Corporate Services, who was due to start in January 2016, would need to take responsibility. The Lead Member for Planning commented that he had already met with the new Director and highlighted the issue.

The Lead Member for Education highlighted that the council was on target o collect all £80m of business rates, and collection rates were also good for council tax, as the borough had the lowest rate outside London. He was also impressed with the performance relating to dangerous potholes.

The Lead Member for Youth Services and Safeguarding explained that reporting of CS85 (stability of placements) was under review as all moves had been positive steps, including adoption.

RESOLVED UNANIMOUSLY: That Cabinet:

i)     Note the progress made for the performance measures listed in the IPMR – Q2 2015/16.

ii)  Provide feedback and challenge on the performance indicators, in particular those indicators that are currently off target, in order to further improve and enhance performance and improve outcomes for residents.