Agenda item

Q2 2019-20 Performance Overview Report

To provide an update on how the Council is performing for the period 1 July 2019 to 30 September 2019 (report of the Portfolio Holder Governance and  Customer enclosed).


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 July 2019 to 30 September 2019.


The Quarter 2 2019-20 Performance Report detailed in Appendix A aimed to provide members, businesses and residents with an overview of how the Council was performing against a number of key strategic indicators.  These indicators included the delivery of frontline services, financial performance and progress made towards achieving the overarching aims and objectives of the Council, as set out in the Corporate Plan.  In addition, the covering report highlighted areas of improved and high performance, and also where performance was challenged.


Areas of success included:


·         Significant improvement in the average re-let time for Quarter 2;

·         Performance relating to the time taken to respond to customer feedback continued to perform strongly – this included responses to Freedom of Information requests and complaints;

·         Performance within the Council’s customer contact centre was very positive; There had been a decrease in the number of reported fly tips within the District, and a decrease in the amount of time to remove them


It was noted under areas for improvement that there had been a total of 465 missed waste collections in Quarter 2, which equated to 0.05% of scheduled collections.


The Panel considered the report, and the following issues were raised:


·         Members commented that sickness performance was very good and that staff should be congratulated.


·         Although missed waste collections was an area for improvement, the percentage was small when measured against the number of successful collections.  Officers commented that further investigations were needed to identify whether these were missed collections or missed presentations.


·         There were a number of points raised regarding fly tipping:

o   Fly tips reported in the performance report were fly tips that the Authority was responsible for clearing;

o   Some members felt that the situation around fly tipping was not improving.  Other members suggested that part of the problem was fly tippers adding rubbish to existing waste collections, and officers commented that although work was being done, there was still some way to go.

o   Members asked which fly tips were the responsibility of the Authority.  Officers responded that the Authority had no duty to clear fly tipping from private land, but would still look into these incidences and investigate.

o   Dykes and drains were major areas for fly tipping, and officers advised that the Authority often worked with the Internal Drainage Boards to resolve this problem.

o   Members commented that highway drains were another area prone to fly tipping.  Officers responded that if the drains were in public ownership, they would be cleared by the Authority.  However, safety of staff in undertaking this work was also a consideration - there had to be a balance between doing the work and ensuring the safety of staff.

o   Improvements were required to the way in which reporting was dealt with on-line.  Although reporting could be undertaken, there was currently no feedback or responses provided. 

o   It was important that the Authority prosecuted fly tippers wherever they could, and that this was reported in the local press, to deter others.

o   Anti-littering/fly tipping education of children from a young age was important – could the Authority do anything in this regard?  Officers advised that the Community Wardens were very effective in promoting their message, and could be used in schools.  The schools themselves could be contacted to ascertain if there was any education of this kind already in place.


·         Information included within the report around customer engagement was useful however, members requested that 12 months of data was needed on ‘contact channels by type’, for comparison purposes.


·         Members commented that the digital access to performance data was very good.  Officers responded that they were piloting real-time performance management  reporting for the future.   This would mean that issues could be acted upon immediately, rather than looking at historic information.  From the next quarter 1, trend and business analysis would be reported to the Performance Monitoring Panel.




That the content of the report be noted.


(The Corporate Innovation, Change and Performance Manager left the meeting following discussion of the above item).

Supporting documents: