Issue - meetings

The Committee considered a report presented by the Programme and Projects Officer, which provided an update on performance for Quarter 4 of 2024/25 under the Council’s Corporate Ambitions. The Officer explained that the majority of Council targets were either on track or had been achieved, with only 6% reported as not on track. Out of 54 Key Performance Indicators (KPIs), the vast majority had been achieved or showed a positive outturn, while only 9% had a negative outturn.

The Programme and Projects Officer referred to Appendix 1, “Our Customers”, and highlighted performance under indicator CSP07, which measured external satisfaction with Customer Services via real-time feedback. This indicator was relatively new, having been introduced in Quarter 2. Performance across the quarters showed a decline: 82% in Q2, 75% in Q3, and 69% in Q4 against a target of 85%. The Q4 data was based on 805 surveys issued, with 79 responses received. Of these, 70% of respondents were satisfied or very satisfied with the service received. It was noted that some feedback related to services outside of Customer Services and that 13 responses required further follow-up. The Customer Services Manager provided additional context, noting that the new methodology for collecting satisfaction data was introduced in Q2, meaning there was not yet a full year of comparable data. Additionally, the surveys were conducted via email and Live Chat, with telephone feedback not currently included, which may have impacted overall figures.

In relation to Financial Services, the Programme and Projects Officer explained that Q4 data for the KPI concerning the percentage of sundry debtor arrears collected was not yet available due to year-end processes. The relevant teams had been working collaboratively to pursue recovery, and several instalment agreements were in place, which would delay reaching full collection targets.

A Member raised a query regarding the Human Resources KPI on days lost to sickness per full-time equivalent (HR01). The Programme and Projects Officer referred to the attached explanation in the report which explained that Quarter 4 had recorded the highest sickness absence figures since 2022/23, primarily due to 19 cases of long-term absence. Of these, 14 were attributed to physical health issues and 5 to stress or depression, with 2 of the latter being work-related. Ten employees had since returned to work, while seven remained absent and two had resigned.

The Programme and Projects Officer also informed the Committee that Q4 data for Revenues and Benefits KPI 12 was not yet available, as it depended on figures still to be published by the Department for Work and Pensions (DWP).

The Committee was then referred to Appendix 2, “Our Environment”. It was noted that target ENV.03 had been withdrawn.

In response to a Member’s question about progress on the food waste collection service, the Director of Strategic Services confirmed that orders had been placed for new collection vehicles, which were expected to arrive in November. North East Derbyshire District Council would be vacating the Riverside Depot to accommodate the new fleet. The Council had already  ...  view the full minutes text for item 46

Committee considered a report in relation to the quarterly Performance updates from Quarter 3 (October-December 2024)  delivered by the Information, Engagement and Performance Manager.

The performance updates for Quarter 3 (Q3) showed strong progress, with 91% of Council Plan targets on track and 72% of performance indicators meeting their targets. However, some areas faced challenges: one environmental target was behind, and a housing target was slightly delayed, with one housing target not on track. Dragonfly Development Limited (DDL) also contributed to the Council Plan’s success. The report highlighted overall positive performance but noted areas needing attention, with further details provided in the appendices.

Appendix 1 detailed the performance of the Council's targets for Customers during Q3. Most targets were on track, including customer satisfaction surveys, website performance, stakeholder partnerships, the Equality Plan, and employee engagement. Participation in physical activities and the health intervention programme also exceeded targets. However, there were a few exceptions: the response rate for the real-time satisfaction survey remained behind target at 75% however it was noted that this was still a good level to attain, and several Key Performance Indicators (KPIs) related to arrears collection (such as sundry debts, Council Tax, and non-domestic rates) had not met  targets, partly due to new assessments and delayed payments. Despite these exceptions, overall progress remained positive.

Appendix 2 outlined the progress of Council Plan targets for Environment during Q3, focusing on quality of life, environmental challenges, and biodiversity. Key targets such as updating the Carbon Reduction Plan, increasing recycling rates, and introducing separate food waste collection were all on track. Several initiatives, like vehicle procurement for recycling services and the establishment of a Green Skills Hub, were progressing well. However, the target to carry out 155 proactive littering and dog fouling patrols fell short, with only 17 patrols completed out of the planned 39 due to staff absences. Additionally, a target for proactive community patrols for litter and dog fouling also showed a negative outturn, with fewer patrols carried out than planned. Similarly, fly-tipping clearance within 24 hours was below target, primarily due to limited resources during the December holiday period. Despite these exceptions, most targets were still progressing towards their goals.

Appendix 3 detailed that Council successfully advanced its targets for Economy during Q3, including the development of a Business Growth Strategy, which aligned with regional initiatives. The Bolsover Place Programme had made strides in promoting tourism and local assets, while efforts to foster growth in the creative sector through networks and a Creative Hub had gained momentum. Post-16 educational provisions were supported, and investment in business estates, such as industrial units and Pleasley Vale regeneration had moved forward with secured funding. The crematorium construction had also progressed towards its 2025 goal, and procurement rules had been  updated to include social value policies.

Appendix 4 highlighted progress that the Council had made towards its targets for Housing during Q3. The Housing Strategy had been  adopted, although it was slightly behind schedule. The target to deliver 200 new homes  ...  view the full minutes text for item 39