Agenda item

An update on actions which arose at the 19 March 2024 Performance Monitoring Panel meeting and the tracking of outstanding actions (enclosed).

Consideration was given to the actions which arose at the 19 March 2024 Performance Monitoring Panel meeting, and the tracking of outstanding actions.

• Members referred to action 64. 23/24 in respect of the Primary Health Care Provision item and expressed strong disappointment that responses to member queries were still outstanding.
  • The Democratic Services Officer informed members that the Assistant Director for Strategic Growth and Development would follow up responses with the Lincolnshire Integrated Care Board representatives.

• Members referred to action 47 22/23 and requested that responses to actions be provided in plain English with the avoidance of technical language and acronyms.

• Members referred to action 70(a) 23/24, in respect of the Q3 Performance Report 2023/24 and enquired if a response had been received regarding fly tipping incidents reported by customers where the outcome had not been relayed to the caller. 

·       The Business Intelligence and Change Manager responded that:

o   The issue was a project for the Neighbourhood Services Team, rather than Customer Contact. On receipt of a fly tip report, Customer Services transferred the details to the Waste Services Team to be dealt with but there was not currently a system in place notify the outcome to Customer Contact;

o   The Neighbourhood Services Team was undergoing a transformation process which included a review of projects and systems. The issue raised by members regarding feedback to reporters of fly tips had been relayed to be considered as part of the review;

o   Although a timeline for any such changes was currently unknown, it was stated that 93 per cent of all fly tips were collected within three working days with those taking longer partly due to the submission of inaccurate location information;

o   In mitigation, there was encouragement for reporters to use ‘What3Words’ to accurately locate a fly tip; and the current ‘report it’ system was being reviewed to be less ‘text-based’ in order to assist with identification of any fly tip location; and

o   In response to a further member request regarding meaningful data, the total number of fly tips would be included in future reporting.

• Members referred to the performance of ‘Homelessness at Prevention’ and queried achievements made since the Prevention Officer had been appointed.
  • The Business Intelligence and Change Manager responded that:
    • Performance had improved from when cases were first logged and closed in the ‘homelessness at prevention stage’. This figure reflected that the team was performing well; and
    • There had been some debate as to whether the metric which related to presentation at ‘homeless stage’ should be targeted as resources became limited when a person was already homeless. Nonetheless, the council endeavoured to achieve impact in the prevention stage and early intervention work was  producing results. Performance was being benchmarked against other councils and the national target of 40 per cent which SHDC regularly achieved/exceeded. SHDC had set itself an ambitious target of 70 per cent which may be reviewed.

• Members expressed concern regarding the ‘Cost-of-Living’ crisis and its impact upon homelessness. Instability in the private rental sector had led some private landlords to reduce their housing stock which had, in turn, effectively increased rents.  Members were keen that those facing homelessness approached the council for assistance at the earliest possible stage and enquired how the council contacted people who did not have access to devices or the internet.
  • The Business Intelligence and Change Manger would refer the question to the relevant officer and report back to the Committee.

AGREED:

That the responses to the actions be noted.