Agenda item

To consider a progress report outlining Year Ahead Delivery Plan activities and the data for the Council Plan performance measures for the first quarter of 2022-23.

Cabinet Portfolio: The Leader

Strategic Directorate: Assistant Chief Executive.

The Leader of the Council introduced a report which set out the Council’s vision for the Borough and priorities for residents and communities. The Plan provided the medium-term basis for targeting resources, informing the budget-setting process and planning cycles, and ensuring that residents can hold the Council to account for delivery.

Formal progress reports were considered by Cabinet every three months, with the first report presented in June 2022. This second report focussed on activities in the Year Ahead Delivery Plan up to end July 2022. It was noted that of the 92 priorities, 83% were achieved or on target with only five being more than three months delayed.

The Leader gave a brief overview of progress and areas of concern in the each of the key themes, drawing attention to the detailed performance narrative contained in the report. It was highlighted that performance was light largely on target and those activities that were delayed would be on track by year end.

The Chair opened the discussion to Board Members. It was acknowledged that considerable progress was being made, however residents were raising concerns about issues which were not on track and clarification was sought on how these could be prioritised.

It was highlighted that the issues referred to were reflected in the plan, with examples given of enforcement action across a range of measure including environmental crime. Progress had also made in improving the road network although it was acknowledged that this was an ongoing challenge.

Clarification was sought how to balance demand for community hubs to be more accessible against financial and staffing constraints. For example, it was asked if more use of volunteers may support greater flexibility. It was outlined that volunteering opportunities were available however, there was also a commitment to ensuring that facilities were professionally led. The current financial pressures meant that careful consideration had to be given to opening hours.

It was noted that facilities were now open on the same basis as pre-pandemic so groups could utilise facilities as before. It was acknowledged that usage had dropped off across the Borough and work was underway to understand the reasons behind this.  It was further noted that because of the rise in energy costs, libraries may be used as warm spaces. It was therefore important that they remained as accessible as possible.

Further details were sought on performance in respect of average call waiting times, with members of the Board giving examples of performance not meeting customer expectations. The Leader outlined mitigations including identify peak times to maximise staffing and piloting call-back in some services. It was recognised that long waiting times could be frustrating so were encouraging customers to call at less busy times or use web-facilities if possible. It was noted that some complex calls could take longer to process which added to wait times.

The wider roll out of the call-back facility was being considered in other services such as Adult Social Care service. However, this was dependent on having sufficient capacity to ensure customer calls can be returned promptly.

It was suggested that a significant proportion of member casework could have been resolved had the customer been able to contact the service more easily by telephone. It was observed that the website was difficult to navigate and some of the service description was not in plain, easy to understand language.  An anecdotal example of inappropriate call-handling was given leading to a call being ended before the customer was passed onto the correct services. Assurance was given that there was a commitment to high standards of customer care and an expectation on staff to be ambassadors for ‘one council’ regardless of the services area they may work for.

It was noted that while some staff worked remotely, the Council provided a full suite of services, including face-to-face at Riverside House or other service centres. Customers should experience the same standard of service regardless of where staff were located.  The Chief Executive reiterated the commitment to visibility of staff and resident engagement.

In response to a query regarding the Town and Villages Fund, it was outlined that monthly meetings should be taking place with ward members to keep them up to date with progress. It was noted that some developments, such as road traffic schemes, may require more time to cost and consult partners.

It was noted that changes to staffing in green spaces would lead to improvements over the winter months. Members should have been contacted by Area Managers to identify priorities and planned work. A greater number of services were now provided at a community level and was anticipated that this would lead to a better understanding of issues in the local areas.

In respect to raising the profile of fostering in the Borough, further details were sought if the local authority was identifying best practice from elsewhere. It was outlined that work was ongoing to develop options for the in-house foster care support offer. It was noted that the recruitment of in-house foster carers was a nationwide issue which had been exacerbated by the pandemic. It was noted that the numbers of unaccompanied asylum-seeking children had risen and a briefing was requested to enable members to understand associated pressures.

The Chair drew attention to some areas of concern, relating to engagement with domestic abuse services, perceptions of women’s safety in public spaces and the gender pay gap. She asked that the issue regarding domestic abuse be referred to Improving Lives Select Commission to be considered as part of its work programme. It was outlined that the pay gap did not refer to women getting paid less for the same job than men, however, may be due to structural inequalities in the labour market such as more women working part-time or assuming caring responsibilities. It was noted that women of South Asian heritage were less economically active in the Borough compared with White British women. It was acknowledged that it would take some time to effect change however, it was noted however, that greater numbers of women were being recruited to middle and senior management positions and work was ongoing to encourage girls to pursue careers in non-traditional areas such as science and engineering. 

The Chair commented on the format of the report and the detailed information therein. For ease of navigation, Board Members asked for a summary sheet to be included in future iterations.

Resolved:

1.             That Cabinet be advised that the recommendations be supported.

2.             That consideration be given to the format of future reports to provide an infographic overview of progress and challenges as part of an executive summary.

3.             That Improving Lives Select Commission considers the measures relating to domestic abuse referrals.

4.             That a briefing is circulated to members of Overview and Scrutiny Management Board and Improving Lives Select Commission on unaccompanied asylum-seeking children placed in Rotherham.

5.             That further work be undertaken to address the issues raised by members in relation to improving call-handling.