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, Corporate Performance and Impact Report 2022/23 was submitted.

Councillor Paul Davies, the Corporate Portfolio Holder, Andy Simcox, Service Director for Strategy and Innovation and Mike Henry, Head of Data and Insight attended the meeting. A brief presentation highlighted the following:

·       The background to the current approach to performance monitoring, which focussed upon impact and achievement of shared outcomes.

·       The report included outcomes, key measures and delivery of the priorities contained within the Council Plan.

·       Detailed operational performance management information was collated within each service and was presented to the Council’s Executive Team.

·       The approach to performance was being reviewed.

·       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 and the schedule for corporate performance reporting.

·       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 future format of performance reports would include more tangible indicators and measurement of outcomes against targets. Financial data and activity data would also be integrated.

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

·       The importance of the provision of ‘real-time’ data to assist Cabinet in decision-making was recognised. The demand and capacity indicators were shared with Cabinet on a monthly basis.

·       The importance of the transparency of information was acknowledged and this point would be taken on board in revising the approach.

·       It was suggested that consideration should be given to the potential for using land in the Council’s ownership for energy generation using wind which would generate revenue, and this was taken on board as a potential item for the relevant Scrutiny Panel.

·       The importance of the place standard funding, associated action plans and ward/community-based budgets and the benefits in terms of early intervention and prevention was recognised but there was significant financial pressure, particularly looking forward to 2024/25. The position was being reviewed, with a view to doing everything possible to maintain the investment, and this would be progressed as quickly as possible to inform the budget in February 2024.

·       The aim was to support the move towards resilience and self-reliance within communities and using funding to foster and build independence and sustainability.

·       The area of care provision was being extensively reviewed, the aim being to create efficiencies whilst retaining the necessary support; it was not possible to say whether the Council’s role would change at this stage. It was noted that this may be an issue that the relevant Scrutiny Panel might wish to look at in more detail.

·       The government had given assurances in respect of the funding 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 and maintenance process in place.

Resolved -

(1) That the issue of transparency of performance management information be taken into account in the consideration of the future approach.

(2) That it be noted that a further information will be provided to Members of the Committee in respect of the Council’s participation in the ‘Vision Zero’ road safety management initiative.