Issue - meetings

BCP Council’s priorities and values which underpin how we work to develop and deliver services are set out in the Corporate Strategy, adopted by Full Council in November 2019. Refreshed vision and ambition statements are set out in the Big Plan, providing a wider context and further drive to deliver the Corporate Strategy.

Delivery plan actions are refreshed annually in line, affording the opportunity to celebrate the progress already made and ensure future planned actions remain relevant.

During Strategy Week in June 2023, we refreshed the Council’s priorities. The draft output of the week will be subject to a broad programme of stakeholder consultation and engagement. This will inform the final priorities presented to Council for adoption in the Autumn.

The appended reports show a positive performance story against the actions and the key performance indicators that Cabinet agreed in February 2022. Individual exception reports provide explanations and planned actions to address areas in need of improvement.

A separate paper on Equality and Diversity progress captures our equality journey so far and some of the positive steps taken and being taken to continue to embed equalities and diversity into the culture and activities of the council. 

An additional paper sets out our progress with the agreed actions following the LGA Peer Review in December 2021.

RESOLVED that Cabinet: -

(a)   Considered the Corporate End of Year Performance reports

(b)    Considered the performance exception reports relating to areas of underperformance

(c)    Advised of any amendments, deletions or additions to the performance indicator set that informs corporate performance; and

(d)    Challenges some of the narratives and examples given and requests that an updated report is brought back alongside the Q1 performance report in September.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Dynamic Places

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 helps us manage service delivery and identify emerging business risks.

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

Cabinet was reminded that the Council’s priorities and values which underpin how we work to develop and deliver services are set out in the Corporate Strategy, adopted by Full Council in November 2019, and that refreshed vision and ambition statements are set out in the Big Plan, providing a wider context and further drive to deliver the Corporate Strategy.

Cabinet was informed that delivery plan actions are refreshed annually in line, affording the opportunity to celebrate the progress already made and ensure future planned actions remain relevant.

Cabinet was advised that during Strategy Week in June 2023, the Council’s priorities had been refreshed, and that the draft output of the week will be subject to a broad programme of stakeholder consultation and engagement which will inform the final priorities presented to Council for adoption in the Autumn.

In relation to this Cabinet was advised that the appended reports show a positive performance story against the actions and the key performance indicators that Cabinet agreed in February 2022, and that individual exception reports provide explanations and planned actions to address areas in need of improvement.

Cabinet was informed that a separate paper on Equality and Diversity progress captures the Councils equality journey so far and some of the positive steps taken and being taken to continue to embed equalities and diversity into the culture and activities of the council. 

Further to this Cabinet was advised that an additional paper sets out our progress with the agreed actions following the LGA Peer Review in December 2021.

RESOLVED that Cabinet: -

(a)    Considered the Corporate End of Year Performance reports

(b)    Considered the performance exception reports relating to areas of underperformance

(c)    Advised of any amendments, deletions or additions to the performance indicator set that informs corporate performance; and

(d)    Challenges some of the narratives and examples given and requests that an updated report is brought back alongside the Q1 performance report in September.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Dynamic Places

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 helps us manage service delivery and identify emerging business risks.