Decision details

To present an outturn summary of the Council’s operational performance in quarter four of 2024/25.

1.    That the achievements and challenges identified in the Quarter 4 2024/25 operational performance report found at Appendices A and B be noted.

2.    It be confirmed that the format of the performance report continued to meet requirements.

None were considered.

Regular monitoring of the council’s performance was a key component of the Local Performance Management Framework. This report covered the key strategic performance measures identified by members and Corporate Management Team (CMT) as of strategic importance.

The outturn summary report detailed performance against a total of 87 measures across the directorates Chief Executive’s, Communities and Environment, Housing and Investment and Major Developments. In total 64 performance measures out of the 87 were monitored against targets, of which 13 were below target; 11 were within target boundaries; 33 had met or exceeded a higher target; 23 measures were recorded as volumetric, and 7 measures recorded as data not available for this quarter.

Out of the 87 performance measures monitored during the quarter with 64 targets allocated to them, 44 (68.7%) were within or exceeding the targets set.

It was important to note that the performance statuses of measures DMD 1–5 were determined by an external partner working alongside the Major Developments Team, rather than by comparing performance measure outturns against set high and low targets, and when determining the performance measure statuses, a range of factors impacting on programme delivery were taken into consideration such as milestone performance, financial performance and associated risks, amongst other factors.

Appendix A contained a wider range of performance information, including qualitative data in the form of case studies and service highlights. These were grouped into seven themes, namely the five Vision Priorities and the two inward looking portfolios ‘Our People and Resources’ and ‘Customer Experience and Review.’

The more detailed performance data tables were grouped together in Appendix B, including the suite of corporate measures. Performance data was grouped by directorate, and a colour coding system was used to make it simpler to identify which portfolio each measure related to. Appendix B also included a quarterly Communications update.

When read together, Appendices A and B aimed to enhance the range of performance information presented via the quarterly reporting process and make it easier to assess and scrutinise the performance of each priority/portfolio.

Key highlights of some of the positive work of the Council and its impact during the quarter were summarised at paragraph 4, a brief summary of areas which required monitoring were detailed within paragraph 5, and corporate measures reported at paragraph 6 of the officer’s report.