Issue - meetings

ORDERED that Executive approves the proposed changes to the Executive actions, detailed at Appendix 1.

AGREED that Executive

1.    Notes the progress and position of the corporate performance disciplines, including the Transformation Portfolio.

2.    Notes delivery status of the Council Plan 2024-27 supporting workplan at Quarter Four, detailed at Appendix two of the report. 

3.    Notes delivery status of Council Plan 2024-27 Outcome Measures at Quarter Four, detailed at Appendix three and Appendix four of the report.

4.    Notes the activities / outcomes of completed Council Plan workplan initiatives as detailed at Appendix five of the report. 

5.    Notes the Strategic Risk Register, at Appendix six of the report. 

6.    Notes corporate projects benefits / outcomes delivered in 2024/25 as detailed at Appendix seven of the report.

7.    Notes Transformation project benefits / outcomes in 2024/25 as detailed at Appendix eight of the report.

The Mayor submitted a report for Executive’s consideration the purpose of which advised Members of corporate performance at the end of Quarter Four and 2024 / 2025 Year End Where appropriate, it also sought approval of any changes, where those were within the authority of the Executive. The primary purpose of the report was to set out how effectively the Council was delivering activity to deliver against each of the Council Plan priorities, aims and ambitions and underpinning workplan activities.

The Council’s Scheme of Delegation gave the Executive collective responsibility for corporate strategic performance, together with associated action. The report provided the necessary information to enable Executive to discharge its performance management responsibilities, setting out progress against priority performance disciplines and other key associated items, together with actions to be taken to address any issued identified.

The projected financial outturn at Quarter Four- and 2024/2025-Year End was presented separately to this meeting of Executive and was not repeated here. There were plans in development to integrate performance, risk and financial reporting for future financial years.

As part of continuous improvement in performance and risk management, the Council’s Leadership Management Team (LMT) had implemented monthly reviews of corporate performance utilising a Directorate Performance dashboard, drawing data from a range of performance feeder systems.

The output from these sessions was reflected through quarterly updates to the Executive and covered progress in delivering actions agreed by the Executive, key Directorate performance issues and other performance-related matters.

The Council’s performance overall at the end of Quarter Four 2024/25 maintained achievement in two of the five corporate performance disciplines as set out in the Council’s risk appetite, which was a dip to that reported at Quarter Three 2024/25. It was noted that performance against Council Plan outcomes for Quarter Four 2024/25 was measured by tracking progress against baseline key performance indicators, as outlined in the Council Plan 2024-27 and the associated workplan. It was expected that over time, 90% of the outcome measures will be achieved.

For Executive actions agreed by the Executive to deliver approved decisions are tracked by LMT, each month. If, following Executive approval, any action was found to be no longer feasible, appropriate, or could be delivered within the approved timescales, Executive would be advised as such, with approval of alternative actions or amended timescales being sought.

The Council had also established a Transformation Programme; Recover, Reset, Deliver, which was designed to align with the vision and ambitions of the Council Plan, which aimed to deliver tangible outcomes that benefited the people of Middlesbrough whilst delivering value for money and a financially sustainable organisation.

The ‘Approach to Transformation of Middlesbrough Council’ report agreed by full Council on 27 March 2024 outlined the contents of the Transformation Portfolio, which was structured around six themed programmes. Those programmes encompassed a range of activities, key business changes, and complex projects aimed at addressing the emerging challenges and opportunities.

The Mayor expressed his thanks for all involved in the production and recognised a significant amount  ...  view the full minutes text for item 3