Agenda and draft minutes

Performance Monitoring Panel
Tuesday, 18th June, 2019 6.30 pm

Venue: Meeting Room 1, Council Offices, Priory Road, Spalding

Contact: Christine Morgan  01775 764454

Items
No. Item

1.

Apologies for absence.

Minutes:

The Panel was advised that notification had been received of the following substitutions for this meeting only:

 

·         Councillor A Newton was replacing Councillor C J T H Brewis

2.

Declaration of Interests.

Where a Councillor has a Disclosable Pecuniary Interest the Councillor must declare the interest to the meeting and leave the room without participating in any discussion or making a statement on the item, except where a councillor is permitted to remain as a result of a grant of dispensation.

Minutes:

There were none.

3.

Crime and Disorder Partnership Update pdf icon PDF 130 KB

To provide Members with an update on Community Safety Partnership work at a county and local level (report of the Executive Director, Place enclosed).

 

The Portfolio Holder, Communities and Facilities will be in attendance.

Additional documents:

Minutes:

Consideration was given to the report of the Executive Director Place which provided members with an update on Community Safety Partnership work at a county and local level.  The Portfolio Holder Communities and Facilities, the Communities Manager and the Community Safety and Enforcement Manager were in attendance to provide further information and answer the Panel’s questions.  The following issues were raised:

 

·         Members asked what the difference was between a public order disturbance and anti social behaviour.  Officers advised that they would feed this information back to Panel members.

 

·         If all multi agency initiatives were being undertaken as  mentioned within the report, the same issues should not be reoccurring in areas/parishes – was the model working?

o   Officers responded that the model was working.   The Joint Diversionary Panel (JDP) pilot, to ensure early intervention, had been extended.  County and youth offending services had benefited from earlier intervention through the JDP.  Officers would be critical of reports, and if positive changes or early intervention were not seen, this would be challenged.

·         Members responded that the main problem was getting early intervention where incidents were not witnessed or evidenced.

o   Early intervention involved working with young people and the family as a whole.  With regard to early intervention around enforcement, evidence was required. Officers did what they could, but without sufficient evidence, the issue could not be pursued.  Direct reporting was required.

 

·         The report stated that 99% of all reports of youth related anti-social behaviour were dealt with through an incremental approach and did not require formal enforcement action due to compliance. Members commented that it was difficult to correlate this information with the Police report  - could this be done in future reports?

o   Officers responded that 99% was a figure provided to the Authority.  Figures that went to the Police were what had also been provided by the Police.  The Community Safety and Enforcement Manager stated that she would need to speak to the Police about how information could be broken down from their figures.

 

·         Information showed 3 incidents in Crowland – had the Police asked the Authority, and interrogated CCTV footage, for information, and had this produced outcomes on the 3 incidents?  How many times had the Police enquired about specific CCTV footage, with the result that the information was not useful? What did the figures show?

o   Officers responded that they generally worked with the CCTV control centre in Boston to provide the type of information that was required.  The information currently covered the whole district – in the future, officers would be looking at  whether figures could be broken down.  For future reporting of this information, consideration could be given to a monthly breakdown, with quarterly and then annual totals.  Information could include the number of CCTV cameras, information on the evidence packages, and the number of arrests made.

 

·         The Donington area was currently being affected by various anti social behaviour issues, vandalism etc.  Ward members felt that there was more that the Police could  ...  view the full minutes text for item 3.

4.

Swimming Pool & Leisure Facilities Task Group Update pdf icon PDF 107 KB

To provide Members with an update on the recommendations (report of the Executive Director, Place enclosed).

 

 

Minutes:

Consideration was given to the report of the Executive Director Place which provided members with an update on the recommendations of the Swimming Pool and Leisure Facilities Contract Task Group.  The Task Group had presented its recommendations to Cabinet in November 2016, and the Panel had since been provided with four progress reports.

 

Members considered the report, and the following issues were raised:

 

·         The Portfolio Holder advised that face to face feed back was positive.  Members commented that it was good to see improvements. 

 

·         Feedback regarding cleanliness of changing rooms could be historic feedback – it was important that this was monitored.

 

·         When the new contract had been agreed, had all user groups been contacted, and any existing arrangements picked up?

o   Members were told that users had been advised and that any arrangements known of had been transferred.  Where any subsequent issues arose, these were being dealt with as they materialised, on a case by case basis.

 

·         User feedback was important and should be encouraged.  Was enough prominence being given to obtaining feedback from customers? Could a  survey be undertaken on areas of previous poor performance to identify whether these had improved?

o   Officers responded that customer feedback cards were already available, and that there would be an annual survey.  However, more could be done to obtain customer feedback.

·         Members responded that the report was positive however, a report written outside of the authority may be more robust.  If surveys were being undertaken, the use of customer feedback cards needed to be more proactive.  The next update report should include more customer feedback.

 

·         Members were notified that the sauna was currently out of use, and that the children’s pool was also out of use for the foreseeable future – the results of these two issues needed to be reflected in a future report.

·         Members were concerned to hear that, at the time the leisure contract had changed, it had been found that the sauna did not comply to required standards – would it comply in the future, and had it complied during the period of the last contract?

o   The Portfolio Holder responded that more information on the situation was currently being sought, and then a decision would be made with regard to repair and refurbishment.

·         Members responded that it was important to ascertain whether the responsibility lay with the Authority or the previous contractor.  The Panel wished to be advised when an update was available.

 

Members agreed that update reports should continue on a six-monthly basis, and that a brief report be presented back to the next meeting of the Panel to ensure that positive trends continued.

 

AGREED:

 

a)    That the content of the report be noted;

 

b)    That a brief report be presented to the next meeting of the Panel, to ensure that the improving trends continue.

 

(The Community Development Manager and the Portfolio Holder, Communities and Facilities left the meeting following consideration of the above item).

5.

Minutes pdf icon PDF 67 KB

To sign as a correct record the minutes of the meeting of the Performance Monitoring Panel held on 20 March 2019 (copy enclosed).

Minutes:

Consideration was given to the minutes of the meeting of the Performance Monitoring Panel held on 20 March 2019.

 

AGREED:

 

That the minutes be signed as a correct record.

6.

Questions asked under Standing Order 6

Minutes:

There were none.

7.

Tracking of Recommendations

To consider responses of the Cabinet to reports of the Panel.

Minutes:

There were none.

8.

Items referred from the Policy Development Panel.

Minutes:

There were none.

9.

Key Decision Plan pdf icon PDF 130 KB

To note the current Key Decision Plan

Minutes:

Consideration was given to the Key Decision Plan issued on 17 January 2019.

 

The following issues were raised:

 

CSU Building Materials Contract – members asked what scrutiny this had been subjected to.  Officers advised that this information would be sought and provided to  Panel members.

 

Car parking review – members asked why this only covered card parks in Spalding?  Officers responded that Spalding had the majority of car parks that  charged.  Holbeach only had one car park that charged and the decision had therefore been taken to only review Spalding.  Members requested that Holbeach be included in the review to ensure equity across the district.

 

 

AGREED:

 

That the Key Decision Plan issued on 17 January 2019 be noted.

10.

Economic Development and Inward Investment update pdf icon PDF 100 KB

To provide an update on how Economic Development and Inward Investment is undertaken and promoted in South Holland (report of the Executive Director Commercialisation (S151).

Additional documents:

Minutes:

Consideration was given to the report of the Executive Director Commercialisation (S151) which provided an update on how Economic Development and Inward Investment was undertaken and promoted in South Holland.

 

The Economic Development and Inward Investment Manager advised that the covering report he had provided did not show the most up to date information.  However, the appendix was correct.  Members requested that the correct version of the report be circulated to all Panel members, and that an updated version of the report be provided to the next meeting.  

 

Members were advised that the action plan was now complete, and were also provided with an update on other work undertaken by the Economic Development and Inward Investment department.  The contract with Opportunity Peterborough was at its 12 month point, and they were working with the Authority in putting together an economic action plan of activities for the short to medium term.

 

Members considered the information, and the following issues were raised:

 

·         Members commented that industry could be approached for funding, as it would ultimately benefit them.  The Authority should do this before any current funding expired.

 

·         There were a number of opportunities that could be linked up – breakfast meetings could be used to promote skills and consider sponsorship packages.  Officers responded that a skills presentation had already taken place, and that this was the next part of the process.

 

·         ‘Grants for Growth’ focussed on smaller businesses - a link between this and larger companies was required.

 

·         Officers commented that young people had skills, but not always the skills to be successful in interviews.  Links between businesses, Boston College and similar organisations was needed.

 

·         Some employers were worried about how lower paid jobs would be filled post- Brexit.  Members commented that it would be interesting to meet these employers.

 

·         A lot of work was being undertaken with regard to economic development and inward investment, but there were staff issues and utility issues.  Was any other work being done to bring in other industries rather than relying so heavily on the food industry?

o   Officers responded that some years ago, there had been a drive for more diversifications however, market forces drove this, and the area had the businesses that were required.

 

·         With regard to the proposed new position with the Economic Development and Inward Investment Team, members expressed concern over the small size of the department, and the fact that it may be difficult to attract and retain applicants.

 

·         A similar industry was being built up in Peterborough where the road and communications infrastructure was better.  It was important that the department worked hard to keep businesses in the South Holland area, and to bring new ones in.

 

·         There had previously been an element of criticism with regard to the Authority’s marketing strategy. 

o   Officers responded that they were looking at producing a communications and marketing strategy, and a micro site linked to inward investment.

 

AGREED:

 

a)    That the report be noted; and

 

b)    That a full, updated report be  ...  view the full minutes text for item 10.

11.

Q4 2018-19 Performance Overview Report pdf icon PDF 87 KB

To provide an update on how the council is performing for the period 1 January 2019 to 31 March 2019 (report of the Portfolio Holder Governance and Customer enclosed).

Additional documents:

Minutes:

Consideration was given to the report of the Portfolio Holder for Governance and Customer which provided an update on how the Council was performing for the period 1 January 2019 to 31 March 2019.

 

The following key areas of success were highlighted:

 

·         Staff turnover figures had improved;

·         There had been a significant reduction in days lost to staff sickness;

·         Customer feedback continued to improve, and the number of complaints responded to within 15 working days had increased;

·         Housing re-let performance continued to improve

 

The following areas for improvement were highlighted:

 

·         The year-end gross income generated by EHT&C had not hit its target however, costs associated with the running of EHT&C were relative to income and were therefore also down on what was forecasted.  In addition, EHT&C, albeit still in its infancy, continued to grow and develop a sound reputation within the sector and this growth was forecasted to continue into the new financial year.

·         There was a small spike in the number of missed waste collections reported however, context was required when looking at the figures.

 

Officers stated that the information detailed within the report was already 3 months out of date.  Consideration was being given to how the Authority’s success could be measured against its plan, and how more meaningful measures could be reported e.g. how it reacted to missed collections rather than how many missed collections there were.  The Corporate Innovation, Change and Performance Manager was working with the Portfolio Holder, Governance and Customer on proposals, and these would come back as part of the Q1 report.  Consideration was also being given to doing some forecasting work.  Once the new measures were in place, this would provide the information on forecasted performance which would give better  opportunities to react and respond.

 

Members were in favour of these improvements however, they requested that the Panel be consulted on any proposed changes.  The Panel had been involved in suggesting changes to the current report format, and it was important that the Panel was also happy with the format of the new report.  Officers confirmed that they would bring forward the proposed suite of measures to the Panel.

 

Members asked whether there was a breakdown available on the figures for upheld complaints.  Officers responded that this information could be provided.  In addition, information was also available on how many complaints were subsequently escalated to the next stage.

 

AGREED:

 

a)    That the report be noted; and

 

b)    That the Panel be provided with details of the proposed changes to the Performance Overview report, prior to them being finalised.

 

 

12.

Performance Monitoring Panel Work Programme pdf icon PDF 61 KB

To set out the Work Programme of the Performance Monitoring Panel (report of the Executive Manager Governance (Deputy Monitoring Officer) enclosed).

Additional documents:

Minutes:

Consideration was given to the report of the Executive Manager Governance, which set out the Work Programme of the Performance Monitoring Panel. The Work Programme consisted of two separate sections, the first setting out the dates of the future Panel meetings along with proposed items for consideration, and the second setting out the Task Groups that had been identified by the Panel.

 

AGREED:

 

That the Work Programme provided by the Executive Manager – Governance be noted.

13.

Any other items which the Chairman decides are urgent

 

 

NOTE:            No other business is permitted unless by reason of special circumstances, which shall be specified in the minutes, the Chairman is of the opinion that the item(s) should be considered as a matter of urgency.

Minutes:

There were none.