Agenda item

Committee considered a report which gave Scrutiny the opportunity to help develop a new performance framework to support the Council’s ambition statement for 2019 – 2023.

 

Committee suggested that the following additions, highlighted in bold below, be added to the Aims and Values;

 

Aims

 

We will focus on:

• Our Customers by providing excellent and accessible services.

 

Values

 

We:

·         Are proud, caring and compassionate and passionate about what we do

·         Will work with partners and as a team to provide quality services

 

Priorities - Customers:

 

·         Promoting equality and diversity and supporting vulnerable and disadvantaged people

·         Transforming services through the use of technology

 

A Member felt that these two priorities conflicted with each other as technology could leave vulnerable and disadvantaged people behind; he added that there were also those who did not want to embrace technology which was understandable.  The Information, Engagement and Performance Manager replied that this was where consultation with residents was key and assumptions tested; she added that technology was a solution for some but not for all and it was important that the Council offered choice to customers on a range of options for access to its services.

 

·         Improving health and wellbeing and increasing participation in sport and leisure activities

 

It was reported that there were no specific targets for this as Leisure Services received external funding for a lot of their activities and currently, it was uncertain what future funding they would be receiving.

 

·         Prepare a Customer Satisfaction Survey for members of the public attending Planning Committee for implementation by May 2020

 

The Strategic Director – Place, advised Members that this target was in relation to finding out customers views of the service in terms of levels of response, timescales for speaking at Planning Committee etc.  Members felt that any complaints in relation to these issues should be dealt with via the Compliments, Comments and Complaints system rather than surveys carried out.  The Strategic Director – Place would take Members’ views on this into consideration.

 

·         Ensure that at least 50% of transactions are made through digital channels by Dec 2024

 

This was a Government standard target.

 

·         To mobile enable 18 field workers by 31/03/2021

This was in relation to Environmental Health.

 

·         Monitor performance against the corporate equality objectives and publish information annually

 

This was in relation to consulting with equality groups.

 

·         Prevent homelessness for more than 50% of people who are facing homelessness each year

 

In response to a Member’s question, the Strategic Director – Place advised that this target covered a range of issues in relation to preventing homelessness.   The Council carried out a lot of work on homelessness prevention and the Strategic Housing Team had been put forward for an award regarding this. 

 

·         Reduce average relet times for standard voids (Council properties) to 20 calendar days by March 2021 and maintain thereafter

 

The Strategic Director – Place noted that void properties was a concern for Members and she reassured them that it was being looked at in detail.  She added that a piece of work was being carried out on the Allocations Policy as well as voids. 

 

The Scrutiny & Elections Officer noted that emergency repairs had been previously raised as a concern by Members and this wasn’t included in the new targets.  Other possible areas for future targets were Overall Satisfaction with Council Housing; and Disability Adaptations, as discussed under the previous agenda item.

 

A Member raised that there did not seem to be a mechanism for older and vulnerable people to bring forward any issues to the Council they may have.  The Information, Engagement and Performance Manager replied that to monitor its equality objectives, the Council engaged with local disability groups through Equality Panels held on a quarterly basis.  All staff had received adult and child safeguarding training and a lot of staff worked out in the District on a daily basis, for example, the CAN Rangers, refuse operatives etc who would report any issues to relevant officers.  The Council also had a 24 hour emergency telephone number.   Another Member raised that some people had been on the Council Housing waiting list for a very long time and others only months.  The Strategic Director – Place replied that this was being looked at as part of a review of the Housing Allocations policy.

 

Priorities – Economy;

 

Add in ‘education and skills’.

 

 

·         Through the Derbyshire Business Rates Retention Pilot grant scheme improve 40 shops fronts in Shirebrook town centre by 2023

 

A Member felt that investment was needed in all 4 market towns in the District.  The Strategic Director – Place advised Members that the Director of Development would be focused on this.  She added that the shop front refurbishment work in Shirebrook was linked to the Building Resilience Programme and this was why it was specific to Shirebrook.  Another Member noted that villages in the District should also not be forgotten as some villages no longer had a shop.

 

A Member suggested that a business directory be produced for the District as there were a lot of businesses that people were unaware of - this would also contribute to promotion of the District.

 

It was felt there were some gaps in this part of the framework and the following was identified;

 

·         No mention of B@Home phase 2 (Bolsover Homes) or Dragonfly and how this would be taken forward.  The Strategic Director – Place replied that this would be added in.

·         Current Growth Strategy – not mentioned, will it be refreshed, do we still need it, or will this document be all encompassing and it will be enough to do the Housing Strategy, or is it a gap?

·         Investment Strategy – not mentioned - how do we become more commercial?

·         A few of the targets are SMART i.e., an end date but not a lot of detail of how these will be measured, e.g., local skills base should be more detailed – lower level/higher level?

·         Local labour clauses – do we want a minimum number secured? Does there need to be another level to show we’ve made progress?

 

Priorities – Environmental

 

Add in Enforcement re Environmental Crimes (suggest could be added in to ‘Developing attractive neighbourhoods’)

 

In response to Members’ comments regarding enforcement, the Strategic Director – Place advised that a lot of work had been carried out; fines had been issued and cases had been to court.  Enforcement was a priority for the Council and more work would be done on this.  It was agreed that the number of fixed penalty notices issued and public cases which had been to court needed publicising more.  The Council employed two dedicated officers who went into schools to promote awareness of littering, flytipping and dog fouling and the Strategic Director – Place suggested these officers could provide a presentation to a future Committee on their work.

 

A Member queried if enforcement could be carried out where private properties were neglected, for example, overgrown gardens and rubbish laying around which attracted vermin.  The Strategic Director – Place advised that this would come under a Section 215 Notice under the Town and Country Planning Act and dealt with by Environmental Health Officers.

 

A Member queried if the CAN Rangers had a schedule of the areas they visited on a weekly basis.  The Strategic Director – Place agreed to provide this to Members who could also advise of any hotspots in their ward.

 

·         Provide 10 waste, recycling and environmental advice to schools and community events per year.

 

A Member felt that 10 events per year was not enough.  The Information, Engagement and Performance Manager advised that this target was in relation to the activities carried out by Streetscene.  It was noted that the Healthy Safe Clean & Green Scrutiny Committee had been monitoring a target in relation to the activities carried out by Environmental Health in schools and it was agreed that these two targets be combined.  The Scrutiny & Elections Officer added that it was up to schools to take up the offer of the activities as this was something the Council could not enforce.

 

A Member raised concern regarding waste taken to landfill.  The Strategic Director – Place agreed that a target could be included regarding this.

 

In relation to green waste it was noted that new regulations were awaited with regard to disposal of food waste which may affect the future scheduled collection of green bins.

 

·         Co-ordinate and facilitate car parking patrols outside schools within the District, working with Derbyshire County Council, Police and Education partners by 31^st June 2020.

 

Members raised concern that parking outside schools was a huge problem throughout the District.  The Strategic Director – Place noted that the Council had carried out a successful car parking patrol pilot at a school where awareness had been raised of the impact on the environment of emissions from idling cars and also the safety of school children.

 

The Strategic Director – Place and the Information, Engagement and Performance Manager left the meeting.