Issue - meetings

BCP Council’s Corporate Strategy was adopted by Full Council in November 2019. It sets out the Council’s priorities and the values which underpin the way the council will work as it develops and delivers services.

Refreshed vision and ambition statements set out in the Big Plan provide a wider context to underpin and drive the Corporate Strategy.

Council corporate priorities remain the same and continue to be supported by delivery plans which set out high-level actions.

This report provides an overview of performance against the prioritiesfor Quarter 2 of financial year 2021/22.

It has been informed by the performance measures included in the delivery plans of the Corporate Strategy, agreed at the February 2021 Cabinet meeting. 

Performance is presented across interactive dashboards for each of the priorities which also include a narrative summary of other achievements for the first six months of this financial year.

Whilst the performance measures are not a finite set of measures most have been in place for the last 18 months and therefore are starting to develop a good history of trend data.

Generally, performance is good across the priorities with only four areas that require intervention. The detail of these are available as exception reports attached as appendix 2.

RESOLVED that: -

(a)         Cabinet considered the attached exception reports relating to areas of current adverse performance and supported remedial action; and

(b)        Cabinet advise of any amendments, deletions or additions to the performance indicator set that informs corporate performance.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Councillor H Allen declared an interest in this item and remained present.

Reason

The corporate strategy represents the objectives and outcomes that the Council’s performance will be judged against and as such is a vital component of the Council’s performance management framework.

An understanding of performance against targets, goals and objectives will help the council understand and manage service delivery and identify emerging business risks.

A good corporate strategy is driven by a strong vision and ambitious goals which are vital for promoting the opportunities an organisation presents for investment and engagement.

The aspirational vision set out in the Big Plan gives a stronger context for the Council’s corporate strategy and for achieving our wider ambitions. It will influence the allocation and distribution of resources ensuring that the organisation commits its limited resources in accordance with its stated priorities.

The Leader of the Council presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book.

Cabinet was reminded that BCP Council’s Corporate Strategy was adopted by Full Council in November 2019, and that it set out the Council’s priorities and the values which underpin the way the council will work as it develops and delivers services.

In relation to this Cabinet was advised that refreshed vision and ambition statements set out in the Big Plan provide a wider context to underpin and drive the Corporate Strategy, and that council corporate priorities remain the same and continue to be supported by delivery plans which set out high-level actions.

Cabinet was advised that the report provided an overview of performance against the prioritiesfor Quarter 2 of financial year 2021/22, and that the report had been informed by the performance measures included in the delivery plans of the Corporate Strategy, agreed at the February 2021 Cabinet meeting. 

Cabinet was informed that performance is presented across interactive dashboards for each of the priorities which also include a narrative summary of other achievements for the first six months of this financial year, and that whilst the performance measures are not a finite set of measures most have been in place for the last 18 months and therefore are starting to develop a good history of trend data.

Cabinet was further advised that generally, performance is good across the priorities with only four areas that require intervention, and that the detail of these are available as exception reports attached as appendix 2.

The relevant Portfolio Holders for each of the four exception reports addressed the Cabinet informing of the actions in place to meet future targets.

Councillor Hilliard addressed the Cabinet questioning how the residents survey fitted into information gathered.

RESOLVED that: -

(a)         Cabinet considered the attached exception reports relating to areas of current adverse performance and supported remedial action; and

(b)        Cabinet advise of any amendments, deletions or additions to the performance indicator set that informs corporate performance.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Councillor H Allen declared an interest in this item and remained present.