Agenda item

The end of year, 2022/23, Corporate Performance and Impact Report will be submitted.

Contact:

Andy Simcox – Service Director for Strategy and Innovation

Rachel Spencer-Henshall – Strategic Director of Corporate Strategy, Commissioning and Public Health.

The end of year, 2022/23, Corporate Performance and Impact Report was be submitted.

Rachel Spencer-Henshall – Strategic Director of Corporate Strategy,

Commissioning and Public Health and? Andy Simcox – Service Director for Strategy and Innovation outlined the background to the current approach to performance monitoring which focussed upon impact and outcomes

Report on outcomes for the priorities contained within the Council Plan.

Detailed performance management was collated for each service and was presented to the Council’s Executive Team.

The Demand and capacity Indicators were provided to the Members of this Committee on a regular basis.

The new Council plan was expected to be approved in January 2024, and consideration would be given to the revision of performance indicators as part of the process??

Members were invited to identify any issues that they considered would benefit from scrutiny.

Questions and comments were invited from Committee Members, with the following issues being covered:

It was anticipated that the format of perfomance information would include measurement of outcomes against targets. And consideration was being given to how finanvial data and activity could be integrated.

Further detail on the issues and the context affecting the outcomes would be useful….in assessing performance???

In terms of the provision of ‘real-time’ data, in order to assist Cabinet in decision-making, it was explained that the demand and capacity graphs were shared with cabinet on a monthly basis.

The importance of the transparency of information was recognised and this point would be taken on board.

Queries in respect of the potential of using land in the Council’s ownership for wind…

The retention of the Ward partnership budget allocations; as these were considered to be very beneficial at local level. How keep Councillors involved and residnets engaged

The role of the Council within the care market

Importance and… of the place standard action plans…/community ward- based budgets was recognised but there was significant financial pressure, particularly looking forward to 2024/25 and it was not possible to give a firm decision at this point in time. Although this was being progressed as quickly as possible to inform the budget in February 2024.

The aim was to move towards resilience within communities and using funding to foster and build independence and sustainability. Disciussions wer being undertaken wth partners??

The area of care was being reviewed the aim being to create efficienceies and retain capacity but it was difficult to ….role…at this stage. But this was an area of concern for the administarion.  Take back + opps for on-shore wind generation…

Assurance had been provided from central government in respect of the funding necessary to deal with any problems with concrete structures. Limited numbers had been identified to date in the district. The Asset Management team already had a rigorous review process in place.

That the issue of transparency of performance management information be taken into account ????

Noted that further response/information to be provided to members of the Committee in respect of:

Potential use of Council land for off-shore wind generation

Care market???

The Council’s participation in ‘Vision Zero’ project/initiative