Agenda item

Report of the Cabinet Member Corporate Services

The Chief Executive indicated that a number of members had questioned why this document was coming to Council as it had already been discussed at a meeting of Overview and Scrutiny Committee and subsequently endorsed by Cabinet at its meeting on 14 July 2015. He explained that previously the annual performance report had been a regular item for the Cabinet and the Council agenda but it had been acknowledged that Council would have little to add given that it had been through the scrutiny process. This year the item had been recorded on the forward plan for both Cabinet and Council and this had not been picked up when the forward plan had been published or when the draft agenda for Council had been circulated. As the item had been included on the published agenda, it had been necessary to include it for debate today.

The Cabinet Member Corporate Services introduced the performance report for the end of the financial year 2014-15.  He explained that the covering report summarised how the council had performed in regard to milestones and measures set out in the 2014-15 action plan.  84 milestones had been identified in the 2014-15 action plan and of these 67 (80%) were complete.  The 2014-15 action plan identified 59 key indicators which were used to track progress; of which the council was directly accountable for 42 and 7 of which were community-based indicators, where no targets had been set.  Of the 42 CBC indicators, 11 targets had been missed. 

Overall he considered the report represented a commendable level of achievement in difficult financial circumstances. He highlighted that the figures in the report represented the position as at the end of March 2015 and he invited the Strategy and Engagement Manager to update members on the position as at the end of June 2015.

The Strategy and Engagement Manager, Richard Gibson, updated members on the latest situation with regard to the Red and Amber milestones and the Red Indicators.  This indicated a good progress was being made on all these milestones. In particular he referred to the car parking strategy, the production of which was included in this year's corporate strategy and it would be reported to Cabinet in March 2016. He also updated members on a recent clear out week where staff had attempted to reduce the documentation held by their service area. Progress would continue to be monitored by the information management group.

A member asked about the reference to document management and why this was relevant to the move to Delta House when this could be at least eight years away. Was it 8 years or 3 years?

In response the Chief Executive said that the organisation currently had lots of paper and although retention strategies were in place, there was a real need to start managing the organisations paper storage. The ultimate aim was not to move lots of paper when the council occupies its new offices but this would take some time to achieve. With regard to the timescales for the move, the council would continue to monitor the opportunities.

Another member highlighted the importance of a car parking strategy and felt different reasons for the delay were given every time this was discussed. The outturn report presented to council today had also highlighted the lack of income from North Place car park, an underspend on CCTV and equipment for the Regent Arcade car park and a problem with cleanliness. He asked for reasons for these delays and why the council was not finding resources to progress this very important strategy for the council. Another member suggested that many members had similar concerns and suggested a Cabinet member working party be set up to seek members’ views at an early stage.

The Cabinet Member Finance advised that the car park cleaning issue had now been resolved through a fixed-price contract with Ubico. He acknowledged that there had been a slippage in the capital programme regarding CCTV and equipment however this was not down to a lack of car parking strategy and the funding was not lost. He acknowledged the need for a car parking strategy which could encompass the feasibility of acquiring new sites and he hoped would join up with the county council in producing a combined strategy for both on and off street car parking that would work for Cheltenham.

The Cabinet Member Built Environment advised that CCTV for the Regent Arcade car park had now been commissioned and a tendering process was under way for new equipment. He agreed to set up a Cabinet Member working group and the scope of the strategy would be to look at all car parks in the town and not just those owned by the local authority. He would review the timetable with officers and then ask members for nominations for the group.

Resolved (unanimously) that the report be noted.