Issue - meetings

Cabinet Portfolio:                 Corporate Services and Finance

Strategic Directorate:           Assistant Chief Executive

Consideration was given to the report which confirmed how the Council Plan represented the core document that underpinned the Council’s overall vision, setting out headline priorities, indicators and measures that would demonstrate its delivery. Alongside it sat the Council’s Performance Management Framework which explained to all Council staff how robust performance monitoring and management arrangements were required to ensure effective implementation.

The Performance Report and Performance Dashboard/Scorecard (Appendices A and B) provided an analysis of the Council’s current performance against fourteen key delivery outcomes and seventy-two measures. This report was based on the current position of available data, along with an overview of progress on key projects and activities which also contributed towards the delivery of the Council Plan.

At the end of the fourth and final quarter (January to March 2018) twenty-five measures had either met or had exceeded the target set in the Council Plan. This represented 43.9% of the total number of indicators where data was available or where targets have been set. The direction of travel was positive for thirty-two (49.2%) of the indicators measured in this quarter. The Priority area with the highest proportion of targets met was Priority 4 (Extending Opportunity and Prosperity).

Reference was made to areas that were performing well or improving and those that were off target for the five Priorities, but in general the performance was positive and improving in the right direction.

Members sought information on how workforce capacity and skills could be developed and how the workforce could be sustained.  It was pointed out that the Skills Strategy had been delayed, but was currently being worked through by the Investment and Skills Sub-Group.  This linked into the Sheffield City Region’s strategy and polices, but from a Rotherham perspective.  Work was also taking place with the new university campus.

Members welcomed the new style format  for the report.  In noting the detail asked about the number of complaints and performance data collated for the call centre and more specifically if data was collated for call abandonment.

Performance data was collated for the call centre and there had been some complaints about waiting times.  However, staff numbers in the call centre were due to increase over the next few weeks.  There had been an increase in calls more recently due to the changes in the waste collection service, but as this service became embedded the number of calls should decrease. 

Given the aims of Priority 5 of becoming a modern, efficient Council it was asked if consideration had been given to the early involvement of scrutiny members in the development stages and review of policies which would confirm that Cabinet were taking this priority seriously.

Early engagement with scrutiny members was key and there was a huge amount of scrutiny activity now taking place with scrutiny colleagues.

Online digital services were being rolled out more with the implementation of new software which was working well.  This had confirmed that more than 85% of those wanting a green waste service had  ...  view the full minutes text for item 75

Report of the Assistant Chief Executive

Cabinet Member:     Councillor Alam

Commissioner:         Ney (in advisory role)

Recommendations:-

1.    That the overall position and direction of travel in relation to performance be noted.

2.    That consideration be given to measures which have not progressed in accordance with the target set and the actions required to improve performance, including future performance clinics.

3.    That the performance reporting timetable for 2018/19 be noted.

Consideration was given to the report which detailed Quarter 1 Performance for the Council Plan and provided an analysis of the Council’s current performance against fourteen key delivery outcomes and seventy measures. 

At the end of the first quarter (April to June 2018) twenty-six measures had either met or had exceeded the target.  This represented 47.2% of the total number of indicators where data was available or where targets have been set. This was an improvement over Q4 for 2017/2018 where 43.9% of indicators hit their targets. The direction of travel was positive for twenty-five (44.6%) of the indicators measured in this quarter. This, however, was down on the 49% figure for Q4 last year. The Priority area with the highest proportion of targets met remained Priority 4 (Extending Opportunity and Prosperity).

Cabinet Members were invited to highlight progress and performance related to their portfolio areas.

Councillor Allen, Cabinet Member for Cleaner Greener Communities, reported that visitor numbers overall were up against Quarter 4, but a little down compared to last year’s figures due to the poor weather in April. The customer satisfaction figures in relation to Clifton Park were yet to be included and this could change positively the direction of travel. There had also been an increase in the number of customer contacts related to street cleansing, grounds maintenance and litter.  However, this was primarily as a result of the wet spring which led to a delay in grass cutting.

Changes have been made to the way in which informal complaints were registered and it was expected as a result there would be an increase in the number of registered complaints.

The number of engagements with the Council’s culture and leisure facilities which helped adults and children learn, develop their skills and get a job was an area of strong performance achieving 37% of the annual target in Quarter 1.

Councillor Lelliott, Cabinet Member for Jobs and the Local Economy, reported that many of the measures related to her own area were annual targets.  She reported a strong performance in relation to the number of businesses that received help to start up from the Council.

Performance on the number of new homes delivered in the borough fell slightly short with 134 homes against a target of 138, but with the adoption of the Local Plan this should move development forward.  Rotherham’s Planning Service had also won Service of the Year which was excellent news for the borough.

Councillor Hoddinott, Cabinet Member for Waste, Roads and Community Safety, reported on the positive improvement to the reduction in the number of repeat victims of anti-social behaviour and the positive progress in the increased recycling rates.

Performance remained high in the percentage of taxi licence holders complying with the Council’s Hackney Carriage and Private Hire Policy.  However, proactive inspection of licensed vehicles in the first quarter highlighted a number of defects in vehicles which were rectified and ten drivers were issued with warnings for non-compliance. 

An area requiring improvement related to  ...  view the full minutes text for item 32