Agenda item

To provide an update on how the Council is performing for the period 1^st October 2023 to 31^st December 2023 (report of the Assistant Director – Corporate enclosed).

Consideration was given to the report of the Assistant Director – Corporate which provided an update on how the Council was performing for the period 1 October 2023 to 31 December 2023.

The Business Intelligence and Change Manager introduced the report and highlighted the following areas where performance challenges had been identified:

• Homelessness at prevention stage:
  • A decrease in performance in this area was attributed to a surge in cases during quarter 3 which had impacted the capacity to open cases at prevention stage; in total 120 cases had been recorded, of which 37 were at prevention;
  • Work was taking place with partners, such the Citizens Advice Bureau, to increase engagement around prevention; and
  • A detailed communication plan around homelessness prevention was being put together which would be shared with the Committee when available.
• Customer Contact:
  • Performance remained stable and was either on or slightly below target in most cases;
  • A Customer Contact Board, akin to a working group, had been established to scrutinise data and performance in detail. Membership of the board included: the Business Intelligence and Change Manager, the Head of Customer Contact, the Assistant Director – Corporate, the Head of PSPS, the Head of ICT, the Communications Manager, and the three responsible Portfolio Holders at each Council. The following key areas of focus had been identified:
    • A review of the council website which aimed to improve the customer digital experience and reduce the volume of calls;
    • A communication piece was required to improve the signposting of specific queries to partners as appropriate, such as Lincolnshire County Council for street lighting, in order to reduce unnecessary calls to SHDC;
    • The implementation of online forms would be accelerated for high traffic areas; and
    • A Housing Repairs self-serve tool was currently in a test phase and was planned to be launched during April 2024.
• Governance:
  • Whilst both ‘Freedom of Information requests responded to within statutory deadlines’ and ‘responses to Corporate Complaints within corporately set timescales’ were below target for the quarter, a Section 113 arrangement from December 2023 had led to improvements, with 100 per cent response rates.
• Planning and Strategic Infrastructure:
  • The clearance of older cases had led to an increase in the percentage of all Planning Decisions that were subject to extensions of time (EOT). A strategy to implement a stricter approach to application delays was indicated within the report.
• Financial Indicators:
  • An underperformance of Car Parking income received against budget for quarter 3 had prompted plans to install new parking machines by the end of March 2024. In addition, a new car parking fee structure from 8 April 2024 would include a ‘Commuter and Shopper pass’ with an aim to boost revenue generation.
• Industrial Units:
  • Two Industrial Units had become vacant during quarter 3. Both had been advertised and one had received interest, however, at the current time, the market for office space was not deemed to be strong. All other units across the district were let.

The Business Intelligence and Change Manager stated that positive performance had been experienced at the South Holland Centre where a sharp increase in ticket sales was attained in quarter 3 compared to quarter 2. The increase was largely attributed to Christmas pantomime and events.

Members considered the report and update and made the following comments:

• Members stated that outcomes and status updates relating to fly-tipping reports were not communicated to those making a report. Consequently, further contact needed to be made by the reporter in order to obtain details of any action taken but it was felt that updates needed to be instigated by the council. Lincolnshire County Council’s ‘Fix My Street’ was cited as a good example where automatic updates were sent to those who had submitted a report and members queried whether the same software could be utilised by SHDC for wider issues mentioned. Members also asked whether Kingdom could access the council’s systems in order to make updates to reports.
  • The Business Intelligence and Change Manager responded that:
    • The fly-tipping ‘chase enquiry’ cited would be relayed to the relevant Assistant Director; and
    • The software enquiry and access to council systems by Kingdom would be investigated and any update reported back to the Committee.

• Members expressed gratitude to the Wombles for their work around the district and also to officers who had encouraged private landowners to clear a fly-tip on a particular privately owned site.

• Members requested that headings on the Performance Report be carried through to each page of the report so that the data was understandable.
  • The Business Intelligence and Change Manager would amend future iterations of the report as requested.

• Members noted the percentage of planning decisions that were subject to EOT and queried the ‘underperformance’ of 38.60 per cent achieved against a target of 30 per cent.
  • The Business Intelligence and Change Manager responded that the performance indicator was an ‘aim to minimise’ target and performance therefore needed to be below 30 per cent to be on target. This would be made clearer in future iterations.

• Members stated that central Government had intentions to remove EOTs and change the system of measurement, and therefore it was requested that the Panel receive information regarding the number of Planning applications likely to be determined without any extension of time.
  • The Business Intelligence and Change Manager responded that the number of Planning applications both with and without EOT was planned to be included in the Performance Report with effect from quarter 1 2024/2025.

• Members referred to the performance of ‘Homelessness at prevention’ and queried how the council planned to widen the prevention message to people across the district. Members were concerned that those who found themselves in a difficult situation may not have the means to access messages digitally.
  • The Business Intelligence and Change Manager responded that:
    • The Homelessness team was well resourced, fully operational, and effective; the Performance Indicator (PI) which measured cases relating to ‘not becoming homeless at prevention stage’ was above target; and
    • It was acknowledged that a wider piece of strategic work was required in respect of communication and education in order to reduce cases presenting at relief stage; a statement was currently awaited in respect of a wider strategic piece of work in this area.

• Members referred to the 8 ‘number of verified rough sleepers’, and in light of the recent Rough Sleeper Count, questioned whether this was an accurate figure. In addition, members asked whether the stated 8 people had refused assistance.
  • The Business Intelligence and Change Manager responded that:
    • The figure of 8 was considered to be correct however this would be investigated in light of member comments; the definition of the PI being measured would also be clarified as this may be accountable for any perceived differences.
  • The Assistant Director – Strategic Growth and Development responded that the definition of ‘verified rough sleepers’ included both those who refused or accepted assistance.

• Members noted the PI which measured the ‘number of long-term empty properties brought back into use through council support and intervention’ had remained at zero throughout all comparison periods noted within the report. Members asked for the purpose of the PI and sought clarification of the procedures that ward members could take regarding this matter.
  • The Business Intelligence and Change Manager responded that whilst resources had been diverted to dealing with homelessness, it was understood that an officer may be recruited to deal with long-term empty properties going forward and that this would be clarified; and
  • The Assistant Director – Strategic Growth and Development confirmed that the PI related solely to private properties.

AGREED:

That the contents of the report be noted.