Issue - meetings

Purpose of the Report

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

Decision

1.    That the achievements and challenges identified in the Quarter 3 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.

Alternative Options Considered and Rejected

None were considered.

Reasons for the Decision

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 at the end of quarter 3 2024/25 detailed performance against a total of 87 quarterly performance measures and 4annual performance measures, reported during the quarter across the Directorates of Chief Executive’s, Communities & Environment, Housing & Investment and Major Developments:

Out of the 91 performance measures monitored during the quarter 66 had targets allocated to them. Of these targeted measures 54 (59.4%)were within or exceeding the targets set.

Of the 91 performance measures monitored against targets, 12 were below target; 16 were within target boundaries; 38 had met or exceeded a higher target; 25 measures were recorded as volumetric and there were no measures recorded as data not available for this quarter.

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 now 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 now grouped together in Appendix B, including the suite of corporate measures that were previously in Appendix A. Performance data remained grouped by directorate, and a colour coding system had been introduced 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.