Agenda item
CORPORATE PLAN PERFORMANCE REPORT QUARTER 4 - 2017-18
To consider a report by the Strategic Planning Team Manager (copy attached) monitoring the Council’s progress in delivering the Corporate Plan 2017-22.
11.00 a.m. – 11.30 a.m.
Minutes:
The Lead Member for
Finance, Performance & Strategic Assets introduced the Strategic Planning
Team Manager’s report (previously circulated) which presented Members with the
first update report on the delivery of the 2017-22 Corporate Plan.
Attached to the
report was an Executive Summary which detailed the achievements to date along
with the key exceptions (Appendix 1), and the full quarterly performance report
for the fourth quarter of the 2017-18 year generated by the Verto
Performance Management System (Appendix 2). During his introduction
the Lead Member drew the Committee’s attention to the main difference in the
approach taken towards reporting on performance in delivering the new Corporate
Plan compared to its predecessor, which was the inclusion of two pieces of
commentary:
·
Performance
Status : which provided a narrative and an assessment on what the
performance indicators currently implied about the communities; and
·
Programme
Progress Status: which outlined how projects identified in support of
each priority were developing
The programme of
work to deliver the Corporate Plan was still in its infancy, therefore the
‘programme progress status’ would reflect this. As projects established
to realise the priorities in the Plan started to be delivered the ‘programme
progress status’ column in the report would eventually reflect this, with the
colour of the column eventually turning to ‘green’. The ‘performance
status’ column indicated the Council’s performance to date against targets set
for delivery of each priority. Whilst it
was possible to have a ‘poor’ performance status, but a strong programme
progress status during the timespan of the Corporate Plan, it was anticipated
that as the Council’s term progressed that both statuses would match positively
to indicate that the Plan would successfully be delivered. Future
Executive Summary reports would be exceptions reports rather than a full
narrative on performance against all targets and indicators.
The Lead Member
proceeded to explain that two programme boards, whose membership comprised of
Lead Members, a Corporate Director and Heads of Service, had been established
for the purpose of progressing the delivery of the five corporate priorities
and ultimately the Plan itself. Both Boards, the Communities and
Environment Board and the Young People and Housing Board, were chaired by a
Corporate Director with one Board responsible for progressing the delivery of
two of the corporate priorities whilst the other was charged with progressing
the delivery of three. Of the five corporate priorities the performance
status for two of the priorities had a ‘red’ priority for improvement status at
present. These were the priorities relating to ‘Resilient Communities’ and ‘Young People’ which entailed the
delivery of a broad range of projects, some in partnership with external
organisations, if they were to be realised. Therefore they were not
entirely within the Council’s control to deliver. An overview of the
projects which underpinned each corporate priority was given to the Committee
by the Lead Member. Members were advised by the Strategic Planning Team
Manager that, in addition to the Verto generated
report, the Performance Status and Programme Progress Status commentary were
important information for Scrutiny to focus on when examining future Corporate
Plan performance reports and deciding on its future work programme. She
also confirmed that if members were not familiar with the Verto
system that she would be willing to demonstrate to them how they could use it
for their scrutiny work.
The Chair drew to
members’ attention to the fact that a number of the topics covered in the
Corporate Plan were already on the Committee’s forward programme, these
included the draft sustainable travel plan and the draft fleet management
strategy.
Responding to
members questions the Lead Member, Corporate Director and Strategic Planning
Team Manager advised that:
·
the Council and GwE were
working closely together with a view to improving school attendance figures. In
addition other projects were being developed to try and address school
absences, projects such the parenting project and the educational attainment
project. The effectiveness of these projects would be reported to members
in due course as part of the Corporate Plan performance report. However,
if members wanted more information about the projects they could contact
officers in Education and Children’s Services;
·
data on superfast broadband coverage ranking was
currently only available based on a UK Parliamentary constituency basis and not
on a county boundary basis. As the
county spanned a number of parliamentary constituencies data for Denbighshire as
a single entity was not available. As far as they were aware data was not
available on the availability of broadband in rural areas in comparison to
urban areas, but the Lead Member undertook to make enquiries on whether this
type of data could be sourced;
·
broadband and digitalisation were very complex
areas and extremely broad. Members could bring this topic to scrutiny
later on in the year or early next year and for that purpose were encouraged to
complete a Member Proposal form setting out exactly what aspects of the subject
they would wish to scrutinise i.e. they may wish to invite the WG’s chief officer
in charge of broadband and digitalisation in Wales to discuss future plans
and/or connectivity and its impact on rural deprivation;
·
the
Council had recently approved a tree management procedure and published a
guide to the public which was available on the Council’s website;
·
the project in the Corporate Plan relating to the
planting of trees in specified urban areas was aimed at improving the
well-being of residents in those areas. The Lead Member undertook to
check with the relevant Service whether funding had been set-aside within the
tree planting project for future maintenance costs for the trees;
·
as
part of the Young People Priority within the Plan work was taking place to grow
local businesses and to try and entice employers into the county that would
provide well paid employment opportunities for young people with a view to
retaining young people in the area;
·
the ‘Working Denbighshire Project’ was aimed at
helping people to acquire the necessary skills to help them into
employment. Other projects would entail
mentors going into schools to help pupils with careers advice and developing
softer skills such as inter-personal skills;
·
work was underway with the Council’s Customers,
Communications and Marketing Service to produce a quarterly bilingual headlines
bulletin on progress in delivering the Corporate Plan. This mailshot would be aimed at the public
The Scrutiny
Co-ordinator suggested to members that the Committee may wish to invite
Programme Board representatives to a future meeting to discuss their Board’s
work, remit and the projects they were responsible for delivering as a means of
determining the key areas which the Committee may wish to focus on in future.
The Chair requested
that for clarity purposes future reports should be consistent in their
references to the United Kingdom or Great Britain and not contain a mixture of
both, and that paragraphs of narrative required to be written in a clear and
concise manner for ease of understanding.
At the conclusion
of the discussion the Committee:
RESOLVED that subject to
the above observations, and the provision of the requested information, to
receive the report on the Council’s performance in delivering its Corporate
Plan for 2017-2022 as at the end of Quarter 4 of the 2017-18 year.
Supporting documents:
- Corporate Plan Report Q4 190718, item 6. PDF 207 KB
- Corporate Plan Report Q4 - App 1 190718, item 6. PDF 778 KB
- Corporate Plan Report Q4 - App 2 190718.docx, item 6. PDF 1 MB