Agenda item

The attached reports were approved at Executive on 4 September 2024 and are submitted to OSB for its consideration.

G Cooper, Head of Strategy, Business and Customer provided the Board with an update in relation to corporate performance at quarter one 2024/25.

 

A copy of the report, and associated appendices, submitted to the Executive on 4 September 2024 had been circulated with the agenda.

 

The report provided details of progress against corporate performance at Quarter One 2024- 27, providing the necessary information to enable the Executive to discharge its performance management responsibilities against the following performance disciplines:-

 

·        Actions pertaining to decisions approved via Executive reports

·        Delivery of the Council Plan 2024-27 and associated outcome measures

·        Strategic Risk Register performance

·        Programme and Project management performance

·        Transformation progress and performance

·        Other matters of compliance

 

Appendix 1 to the report outlined proposed changes to Executive actions (subsequently approved by the Executive), namely revised completion dates for the listed actions.

 

Appendix 2 to the report outlined the delivery status of the Council Plan 2024-27 supporting workplan as at Quarter One.

 

Appendix 3 to the report detailed the proposed changes to the Council Plan workplan actions (subsequently approved by the Executive).

 

Appendix 4 to the report was the Strategic Risk Register.

 

In summary, the report detailed the following:-

 

·        Overall performance - at the end of Quarter One 2024/25 saw progress towards expected performance standards, achieving three of the five corporate performance disciplines.

 

·        Progress in delivering Executive actions - 30 out of 44 (68%) live actions were reported as on target to be delivered by the agreed timescales.  This was a significant improvement from the 48% reported at Quarter Four 2023/24 year end, although still below the 90% expected standard of actions achieved.

 

·        Of those actions not achieved, 11 (25%) were delayed due to external factors beyond the Council’s control; and 3 (7%) were delayed due to internal capacity to complete within timescales.

 

·        Progress in delivering the Council Plan 2024-24 – The Council Plan was the Council’s overarching business plan for the medium term, setting out the four key priorities of the Mayor for the town.

 

·        Council Plan Outcomes 2024-27 – Overall outcome at Quarter One were reported as 5 out of 39 (13%) outcome measures either improving or static, against the 90% performance standard.

 

·        Council Plan 2024-27 workplan – At Quarter One, performance against the Council Plan workplan was above the corporate standard of 90%, with 98% of all initiatives on target to be achieved in full within approved timescales.

 

·        One initiative was reported as being ‘off-track’ regarding the refresh of the Information Strategy which had linked dependencies with the development of the organisational Target Operating Model.

 

·        Strategic Risk Register – At Quarter One, the Register contained 14 risks following the review of the SRR against the Council Plan’s objectives.  This was an increase of two additional risks, namely: Failure to deliver transformation successfully; failure to ensure effective governance of the Middlesbrough Development Corporation.  In addition, changes to existing risks were summarised in a table at paragraph 28 of the report.

 

·        Progress in delivering Programmes and Projects – At Quarter One, 100% (21 of 21) programmes/projects within the Council’s portfolio remained on track to deliver against project time, cost, scope and benefits – remaining above the expected combined standard of 90%.

 

·        Transformation Progress and Performance – The Council’s Transformation Programme ‘Recover, Reset, Deliver’ was designed to align with the Council Plan.  The scope of the Programme and its associated investment aimed to secure the delivery of £21.028m savings approved by Council on 8 March 2024.

 

·        Progress in other corporate performance matters – At the end of Quarter One, no new Priority 1 or 2 audit actions were identified.  Of the older actions, 73% were closed in time; a further dip in Freedom of Information Requests and Environment Information Requests responded to within statutory timescales as a result of reduced capacity within the team supporting Member Enquiries; compliance with the legal timescales regarding Subject Access Requests resulted in three being overdue due to increase in volume and complexity of the requests.

 

During the course of discussion, the following issues were raised:-

 

·        Reference was made to Appendix 3 (Council Plan Workplan, proposed amendments at Quarter One), which contained one item – Refresh the Information Strategy to ensure legal compliance in regard to information governance.  The Head of Service advised that the issue had been ongoing but was now being developed to make sure sequencing was realigned and updated that things had now begun to move on.

 

·        References were made to Appendix 1, proposed amendments to Executive Actions in the Action Plan for the Middlesbrough Development Company and to the Government pausing of all asset transfers until further notice.  It was clarified that the Middlesbrough Development Company was in the process of being closed down and was now in the hands of the liquidators.  The transfer of assets referred to was with the Middlesbrough Development Corporation.

 

·        A Member referred to Appendix 2 (page 26), under housing provision meeting local demand “Establish a strategic leadership role for the provision of housing to ensure that the provision aligns with needs” and “Increase pathways offer for homeless households that embody choice, safety and dignity and provide routes into sustainable, long-term accommodation”.  It was queried whether the Council had the power to do this.  The Director of Regeneration responded that the Council had a role in the strategic development of the local plan and was looking to take a more pro-active role in housing for vulnerable people who would otherwise be homeless.  A significant amount was spent on temporary accommodation and this would alleviate spending once crisis point was reached.

 

·        Clarification was sought as to whether this would involve houses being built.  The Director responded that there were no proposals to build houses directly but it involved agreements to provide better access to third party housing.  As part of that, the Council would be asking for delivery of more affordable housing for certain cohorts with third parties and was working with housing associations on this.

 

The Chair thanked the Officer for her attendance and the information provided.

 

AGREED that the information provided be noted.