Agenda item

A report of the Head of Strategic Support providing performance information in respect of the Corporate Plan objectives and key performance indicators within the Committee’s remit (Quarter 4 2018/19, year end).

Considered a report of the Strategic Director of Corporate Services providing performance information in respect of the Corporate Plan objectives and key performance indicators within the Committee’s remit (Quarter 4 2018/19, year end) (item 9 on the agenda filed with these minutes).

Assisting with the consideration of the report: Cabinet Lead Member for Customer Services and Digital Transformation, Strategic Director of Corporate Services, Head of Customer Experience.

The Cabinet Lead Member for Performance of Major Contracts had sent an apology.

Summary, key points of discussion (red indicators):

(i)        ERM5 – CIS (1) (agenda page 19): Red due to criteria B (90% of complaints not proceeding past stage 1 of the process), target had been missed by 0.53%.  Disappointing, but there was no clear reason for the outcome, would continue to monitor and work with departments/learn lessons.  The Council monitored complaints in several ways, including complaints resolved, satisfaction surveys, upheld complaints.  There were numerous ways of approaching, subjective area.  

(ii)       ERM5 – SS (agenda page 20): Under remit of the Leader and the Head of Strategic Support.  5.25% below target (52% of customers giving feedback on web-related service they received as “good”).  Levels of satisfaction for web-related service were always lower than telephone/face-to-face, reasons for which were outlined.  Reference to Govmetric 3 point scale of measuring satisfaction being unusual, usually 7 point scale.  There may be better ways of obtaining feedback on web service, would like to do better. Redesign of website had caused dip in satisfaction (change in location of information for regular users).

(iii)      DES2 – CIS (agenda page 21): There had been delays in introduction of webchat and call recording due to the telephony system, officers had been dependent on those issues being resolved. Upgrade to telephony software was due shortly, this would allow progression as detailed in the report.  Disappointing that delayed, but progress now happening, weekly meetings being held to ensure that.

(iv)      DES3 – FP (agenda page 24): The Investment Strategy would consider the Council’s appetite for risk and set out its approach/policies for investment in assets and what those should be.  It would be submitted to Cabinet in September or October 2019.

(v)       DES3 – PROG (agenda page 25): The Customer Service Programme had reached a natural conclusion, objective would be superseded by 2019/20 Business Plan “Digital Transformation Programme”. An important area for scrutiny by the Committee moving forward.

(vi)      BP14 (agenda page 28): As paragraph (ii) above.

(vii)    K18 (agenda page 29): The Council continued to have robust/rigorous process to collect Council Tax. A new reminder service had been implemented and charging order process was being reviewed to ensure it was as effective as possible.  Reasons were outlined as to why the percentage collected was higher in earlier quarters of the year, this included that most direct debits over were 10 months.  No incentives for different ways of payment.  Universal credit did not provide Council Tax support automatically and some were not applying for that.  In response to a suggestion, the Chair stated that it was not appropriate to seek to change the target at tonight’s meeting or without sufficient information/evidence to support doing so.  Some debt was written off, bad debt figure was not known at this meeting.

RESOLVED

1.         that the Committee’s intention to possibly scrutinise performance information in a different way moving forward be noted;

2.         that the report providing performance information in respect of the Corporate Plan objectives and key performance indicators within the Committee’s remit (Quarter 4 2018/19, year end) be noted.

Reasons

1.         The previous scrutiny structure had received performance monitoring reports on a quarterly basis and had focused scrutiny on the red indicators each time.  The Committee followed that practice at this first meeting, but consideration of the best and most effective way of undertaking this part of its scrutiny remit moving forward would be useful and appropriate.

2.         The Committee’s remit included receiving regular performance monitoring reports and, having noted the discussion at this meeting and that it may wish to do this differently in future, it was content to note the performance information report.

The Chair thanked Cabinet Lead Members and officers for their attendance and assistance.