Minutes:
The Director of Strategy,
Communications and Customer Services opened the report and
described how this was the mid-year performance report which
covered the previous six months. She highlighted that although the
report stated 70% of Key Performance Indicators (KPIs) had been
hit, this figure had now increased to 71% as new data regarding the
number of delayed transfers of care on page 22 had been released.
She also highlighted the number of volunteers within the council
and new apprenticeships had increased, which she felt was very
positive. She also explained that where some KPIs had not met their
targets, commentary was provided within the report.
The Chair opened the debate by stating that he felt it was very
good to see an increase in the number of volunteers, particularly
as this was such a large increase, and felt this was a testament to
officers who engaged with volunteers. He asked how the council had
managed to encourage volunteers and how the momentum could be
continued. The Corporate Director Adults, Housing and Health
replied that volunteers were always wanted within the council, but
this rise was due to an increase in co-ordination between different
departments, for example receiving volunteers applications and then
undergoing reference checks. He congratulated Natalie Warren,
Mykela Pratt and the recruitment team on their hard work on this
matter. He added that there was always a high turnover of
volunteers as they found paying jobs, or moved on.
Page 23 of the agenda was the next point of discussion for the
Chair as he stated that the percentage of timeliness of response to
complaints had seen some progress, but he felt was still adrift of
target. He asked how the target could be met to get the KPI back to
green. The Director of HR, OD and Transformation replied that this
KPI was now being reported back to Directors Board on a monthly
basis, and was closely monitored through leadership group. She
mentioned that a common complaint was because bins were being
missed for collection; work with the crews had improved this
position and this should reflect a reduction in the number of
complaints. The Chair then discussed the percentage of refuse bins
emptied on the correct day and how this seemed to be falling behind
every quarter. For example, it had fallen behind because of snow
and then industrial action, and asked if the team had looked at the
underlying causes for the missed KPI, as this was now the third
quarter targets had been missed. The Director for Strategy,
Communications and Customer Services replied that a detailed action
plan was in place, which included the training of drivers,
increased flexibility, solving access issues, and using shunter
drivers during peak hours. She explained that the service was now
starting to see an impact due to this detailed action plan, and the
figure for October was 99.6% of refuse bins being collected on the
correct day, which was the highest performance this year. The Chair
welcomed this news and hoped this figure could be maintained now
the colder weather was approaching.
Councillor Duffin stated that although the percentage of housing
repairs completed was within target, he felt that some work
completed was not done to an acceptable standard, and asked if one
staff member should be allocated to check all repairs. The
Corporate Director Adults, Housing and Health replied that the
council had a quality assurance team which checked 15% of all
repairs completed, and he worked closely with the Tenants
Excellence Panel and wanted to get more up and running. He added
that a meeting occurred with contractors and other groups on a
monthly basis to deal with issues. Councillor Duffin then discussed
the percentage of tenant’s satisfaction, but felt it was good
to see the actions being taken on page 24, and hoped this would
move the KPI in the right direction. The Corporate Director Adults,
Housing and Health replied that more detailed KPIs regarding this
was brought to the Housing O&S Committee twice a year, and a
deep dive had been commissioned regarding concerns over repairs
done by contractors. He added that although there had been a slight
improvement in the KPI, it was still below the 70% target, but if
the ‘fair’ result had been included, the KPI would have
been over 90%.
Councillor Duffin then congratulated the team on the number of
apprenticeships, and hoped they could be turned into full staff
members in the future. The Chair echoed his sentiments and stated
that he felt this was very encouraging. Councillor Jefferies added
that it was good to see the high number of apprenticeships, and
asked if another Apprentice Recruitment Day would be held after the
success of the previous one in July. The Director of HR, OD and
Transformation replied that another Apprentice Recruitment Day
would be held, and this formed part of the apprentice
strategy.
The Chair commented on the missed KPI of the percentage of
‘good’ or ‘outstanding’ schools, and
understood this was partly due to Herringham Primary falling from
‘good’ to ‘needs improvement’. He asked
what was being done to support schools in the borough. The
Corporate Director Children’s Services added that
council’s had a reduced role in academies such as Herringham,
but were introducing a new School Effectiveness Framework, and were
having annual conversations with academies regarding their
performance. He added that the team were now identifying
‘vulnerable’ schools which were at risk of falling into
the ‘needs improvement’ category, before they were
rated by Ofsted. He commented that the council were becoming less
reactive to problems regarding schools, and more proactive in
helping potentially ‘vulnerable’ schools. The Chair
then questioned how many schools the council had identified as
‘vulnerable’ and if the council were getting to schools
quickly enough to stop their Ofsted rating dropping. The Corporate
Director Children’s Services replied that this had proven to
be an effective method so far as schools were reacting positively
to the advice being given to them.
The rate of sickness absence was the next item for discussion, and
the Chair commented that this was the same missed target as the
previous year. He commented that he knew this was a challenging
target, but asked how close it would be to green by the end of the
year. The Director of HR, OD and Transformation replied that the
current indications were that the outcome would be similar to last
year. Following a report to Directors Board, a more robust approach
was now being pursued with additional resources being recruited to
monitor manager compliance to ensure standards are applied,
absences appropriately managed and staff supported to return as
soon as possible.
The Chair finally drew the Committee’s attention to page 23
of the agenda and the percentage of household waste being recycled,
and the difference in target between quarter 1 and quarter 2. The
Director of Strategy, Communications and Customer Services replied
that targets are seasonal as during the summer months there is lots
of brown garden waste, compared to the winter months. The Chair
then asked if this seasonal profiling could be used for the
percentage of NEET KPIs, as there was work to do around this
figure.
RESOLVED: That:
1. The Committee noted and commented upon the performance of the
key corporate performance indicators, in particular those areas
which are off target.
2. The Committee identified any areas which require additional
consideration.
Supporting documents: