Agenda item

Richard Gibson, Strategy and Engagement Manager

(no decision required)

The Strategy and Engagement Manager introduced the end of year performance report.  The report took information and data from the council’s performance management system, to provide an overview of how the council was performing against the milestones, performance indicators and outcomes set out in the 2015-16 action plan.  He invited comments and observations from members, as well as requests for further information for the purposes of clarity, before the report was tabled with Cabinet on the 12 July 2016.

The following responses were given to member questions;

·         The indicator referred to in paragraph 4.2 is a statutory one regarding ‘households’ who present themselves to the council as a homeless. He agreed to circulate the precise definition used by the council and request Martin Stacey, the council’s Lead Commissioner for housing Services to give Members more information on how it was applied.

·         The Cabinet is reviewing all the options for extending HMO licensing. There is already a current mandatory duty in place with regard to some HMOs, but the government may introduce a wider scheme covering other categories of property. If government were to extend mandatory licensing, the council would have to comply but could choose to adopt additional policies within the borough. As detailed in the report there had been a change of emphasis and there was now a plan to recruit a permanent member of staff to carry out HMO work and support enforcement officers. This role would be financed by an anticipated increase in council income resulting from licensing activity.

·         The officer updated members on the two Domestic Homicide Reviews that had been carried out.  Both had been born out of tragedies and so it was very important for lessons to be learnt. Any communications needed to be handled sensitively but the results of the reviews would be summarised in the public domain and there were plans for member seminars to brief members in more detail.

·         A Member commented that they were disappointed with the performance on staff appraisals and another member asked whether the sickness procedures were robust enough to root out any sickness that was not genuine. Members were  also concerned that the workforce  was now much more stretched, often delivering the same level of work as previously but with a much reduced number of officers. This could exacerbate stress in the workplace and they asked how overall health of the organisation was being monitored.

The officer confirmed that sickness procedures were robust but also supportive, particularly in relation to mental health issues. Managers and staff had excellent support from colleagues in Go shared services in dealing with these issues. He highlighted that with a much smaller workforce individual cases of long-term sickness had more impact on the overall percentages. 

·         A member referred to the milestone COM 03A and asked about the timescales for the planned survey work of HMOs.
The Director of Built Environment anticipated that the survey could take between 12 and 18 months. If during the course of the survey officers detected any hazards, then the council would be obliged to take enforcement action which could extend the timetable. He agreed to consider the suggestion of a member to use partners where possible to assist us in this work.
 

There were no resolutions arising from this paper and the Strategy and Engagement Manager confirmed that he would circulate any additional information to all members of the committee. The chair thanked officers for the report and considered it had been a good introduction to performance management for new members of the Committee.