Agenda item

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 signed up online.  There was more to do over the coming months.

Members had noted that fixed penalty notices being issued had decreased.  There had been a gap between the pilot ending and the new contract arrangements, but performance in this area should soon improve and be evidenced in the next quarter.  Due to the court system in Sheffield some of the case prosecutions were taking time to be processed.

Further information was sought on whether the enforcement contract extended to more than just Rotherham Town Centre and actually branched out into wards.  Members were advised that two weeks into the contract enforcement officers had been across fifteen of the twenty-one wards and provided a visible presence and would be more prevalent once the full staffing resource was achieved.

Members questioned why there had been an apparent increase in complaints for street cleaning and grounds maintenance and were advised huge challenges faced grounds maintenance with the initial snow at the start of the season, torrential rain and then drought conditions with the warmer weather.  Performance relating to waste management had improved.

It was also noted that anti-social behaviour incidents and hate crime figures had reduced.  The reduction in the percentage of positive outcomes for reported hate crime incidents was lower than last year.  South Yorkshire Police had seen an increase, however, in the satisfaction levels for how hate crime was dealt, but a reduction in the number of repeat victims of anti-social behaviour.  The Police were to continue delivering a programme of awareness and embed this as part of the CAT meetings and Police resourcing.

Clarification was sought on how the creation of a rich and diverse cultural offer and thriving town centre would be measured (Ref. 3.A6).  Members were advised that 38% of the target had already been achieved in Quarter 1 as a result of the increase in visits to the Council’s culture and leisure facilities and libraries.  This was measured by attendance figures at various organised activities by individuals, groups and schools. Specific examples were provided.

Comparison figures were sought on the Council’s performance from last year to this and it was reported that 50% of the actions were on target and 50% were off target.  Performance was being closely monitored and actions driven forward for continuous improvement.  There was regular liaison between Cabinet Members and Strategic Directors on a weekly basis and reports provided to scrutiny and the Cabinet on a quarterly basis.

The Chairman thanked Members and officers for their attendance and input and welcomed early sight of performance in relation to Children and Young People’s Services and Adult Services in due course.

Resolved:-  (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.