Agenda item

Performance Overview Report - Q3 2014/15

To provide an update on delivery against the 2011-15 Corporate Plan for the period 1 October 2014 to 31 December 2014 (report of the Executive Director, Commissioning and Governance enclosed).

Minutes:

Consideration was given to the report of the Executive Director, Commissioning and Governance, which provided an update on delivery against the 2011-2015 Corporate Plan for the period 1 October 2014 to 31 December 2014.

 

The covering report represented a summary of the status of the Council’s key projects and indicators, as well as the direction of travel since the previous quarter.

 

Areas of success, where performance had improved since the last report, were also brought to members’ attention, as were areas of concern where performance was below anticipated outcomes or was worsening.  These items were discussed at Performance Board on 29 January 2015 and were highlighted to the Corporate Management Team on 16 February 2015.  Actions agreed were included in the summary within the covering report, and in the commentary of Appendix A to the report.

 

The Corporate Improvement and Performance Team Leader reported that the Quarter 4 report would be scaled back in order that preparations for the period 2015/16 onwards could be made.  The Quarter 3 Performance Report would be reported to the Cabinet in March.

 

Members raised the following issues:

 

·         Paragraph 1.10 within the covering report – Average time to re-let SHDC property.  Members’ frequently had concerns regarding the re-letting of properties. How were figures arrived at? Some properties were left empty for a long period.  It would be useful to see a sample of re-lets over a period of 6-12 months in order to see the range of re-lets.  Averages were helpful however, there needed to be a focus on the reasons behind exceptions.

o   Averages were generally reported however, this did obscure the full picture, and ranges would be better.  The Corporate Improvement and Performance Team Leader advised that she would liaise with the Housing Department to provide the data that members required.

 

·         Pie charts were an easier way of representing changes in performance. Could more use be made of these within future performance reports, specifically to show both the previous and current period?

o   Improvements in the presentation of performance information were often considered, in order to provide more meaningful information.

 

·         Was the Authority responsible for the inspection of licensed premises located in lay-bys?  Were there issues around the business being on County Council property, being licensed by the Authority and payment of Business Rates?

o   The Corporate Improvement and Performance Team Leader advised that she would request a response on the issues from the Licensing Team.

 

·         Members agreed that the presentation of performance within the quarterly reports was improving.

 

·         Was any action taken on poor performance?

o   Performance was assessed internally, and Service Managers were called in to explain poor performance and how it would be addressed.

 

·         With regard to missed collections per 100,000, did this figure reflect the number of collections simply missed, or did it include ones that could not be collected?

o   Sometimes non-collection could be as a result of contamination or access issues.  Staff in the Customer Contact Centre were to be trained to ensure that they asked the right questions of customers, in order that issues could be filtered and thus, clearer performance information be gathered.

 

AGREED:

 

a)    That the report of the Executive Director, Commissioning and Governance, be noted;

 

b)    That the Corporate Improvement and Performance Team Leader liaise with the Housing Department in order to provide members with data regarding a range of re-lets over a 6-12 month period, showing the reasons behind exceptions, in order to provide a fuller picture than averages could give;

 

c)    That the use of pie charts and graphics within Performance Monitoring reports be considered and further developed, in order to provide more meaningful information in the presentation of performance information;

 

d)    That the Corporate Improvement and Performance Team Leader liaise with the Licensing Team regarding a response to members on their queries regarding licensed premises in lay-bys, specifically the fact that businesses were located on County Council property, were licensed by the Authority and any issues regarding the payment of Business Rates.

 

 

 

 

 

 

Supporting documents: