Issue - meetings

Report for decision.

ORDERED that Executive:

1.     Approves proposed changes to the Executive actions, detailed at Appendix one of the report.

2.     Approves the proposed changes to the Council Plan 2024-27 and supporting workplan actions as detailed at Appendix three of the report.

AGREED that Executive:

1.     Notes the delivery status of the Council Plan 2024-27 and its supporting workplan, detailed at Appendix two of the report.

2.     Notes the progress and position of the corporate performance disciplines.

3.     Notes that following agreement of the refreshed council plan 2026-29, activities in the work plan be embedded within directorate plans, once developed.

4.     Notes the Strategic Risk Register appended at Appendix four of the report.

The Mayor submitted a report for Executive consideration, the purpose of which was to advise Members of corporate performance at the end of Quarter Three 2025/2026, and where appropriate, sought approval of any changes, where these were within the authority of the Executive.

The Council’s scheme of delegation gave the Executive collective responsibility for corporate strategic performance, together with associated actions.

The report provided the necessary information to enable the 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 issues identified.

The projected financial outturn at Quarter Three 2025/2026 was presented separately to this meeting of the Executive. Members were advised that during 2026/2027 steps would be taken to deliver integrated reporting on this subject.

The Council’s overall performance at the end of Quarter Three 2025/26 saw progress towards expected performance standards, as set out in the Council’s risk appetite, achieved in one of the five corporate performance disciplines.

Members noted that performance against programme and project management from Quarter Three 2025/26, was against all programmes and projects within the overarching portfolio.

Members also noted that performance against Council Plan outcomes for Quarter Three 2025/26 was measured by tracking progress against baseline key performance indicators, as outlined in the Council Plan 2024-27 and its associated workplan. It was expected that, over time, 90% of the outcome measures would be achieved.

OPTIONS

The Council was required to operate a performance management framework to ensure delivery of its best value duty. Not doing so would have placed the Council at risk of failing in its statutory responsibility in this regard.

ORDERED that Executive:

1.     Approves proposed changes to the Executive actions, detailed at Appendix one of the report.

2.     Approves the proposed changes to the Council Plan 2024-27 and supporting workplan actions as detailed at Appendix three of the report.

AGREED that Executive:

1.     Notes the delivery status of the Council Plan 2024-27 and its supporting workplan, detailed at Appendix two of the report.

2.     Notes the progress and position of the corporate performance disciplines.

3.     Notes that following agreement of the refreshed council plan 2026-29, activities in the work plan be embedded within directorate plans, once developed.

4.     Notes the Strategic Risk Register appended at Appendix four of the report.

REASONS

To enable the effective management of performance and risk in line with the Council’s Local Code of Corporate Governance.