Agenda item

To receive the Performance Dashboard for Quarter 1

The Group were presented with, and NOTED, summary information * reflecting performance in the Community People and Equalities areas for quarter 1 2024/2025.

The following was highlighted on the Performance Dashboard:

·         The Dashboards were intended to provide an ‘at a glance’ representation of performance in the Community, People and Equalities area.

·         The Dashboards allowed Members to easily see whether service areas were ‘on track’ and the use of pie charts and RAG (Red/Amber/Green) ratings were used to facilitate this.

·         Given the new Policy Development Groups (PDG) structure and the new Corporate Plan, the dashboard continued to give an at a glance understanding of how services related to this PDG were performing in terms of performance, finance and risk.

·         The performance measures mandated to this PDG relating to the new Corporate Plan were in yellow text.

·         The ‘In Focus’ box was used to present additional information that may be of interest.

·         There was one corporate risk (Severe Weather Emergency Recovery) in relation to this PDG and that risk was decreasing.

·         Licenced vehicle inspections, although low for the first quarter, would improve through the year, it was normal for the inspections to happen later in the year.

·         Private water supply sampling work had been paused but would resume in October when the performance metric would increase.

Discussion took place regarding:

·         “Let’s Talk Mid-Devon” – The service was launched in 2022 and 431 people had registered to use the site. Those people had visited the site almost 12,000 times and given contributions to the site in excess of 2,000 times. The engagement rate since inception was 22.8%. The Residents’ survey was a successful proof of the concept. The platform was effective, lots of councils used such sites and Mid Devon had proved that it could work for this Council too. The figures quoted on the dashboard were new subscribers to the service in the first quarter of 2024/25. The Council were encouraging more services (such as “Development Management” and “Economic Development”) to use the site in order to drive public engagement to the site and so encourage more people to subscribe.

·         104 complaints were made in the first quarter of which 95% were dealt with within the target timescale. The reasons for the remaining 5% not being dealt within target timescales were not known and the Corporate Performance and Improvement Manager would ask the Complaints Team to circulate that information to the PDG.

·         Was it possible to break down the level of complaints by complexity? – The new Customer Relationship Management (CRM) system was designed to track complaints and give the officers greater oversight of what was happening with a complaint. The Annual Report of Complaints and Compliments goes to the Scrutiny Committee.

·         There was no annual target measure for the Council Tax Reduction Scheme as it was a demand led scheme. Including it on the dashboard enabled, the value of the scheme to the residents of Mid Devon, which was just under £5 million, to be considered.

·         A glossary to explain the performance and finance measures should be ready for the next round of PDGs – the Council wanted to communicate clearly what was being measured. The dashboards were a public facing document that needed to communicate with a wide range of audiences

Note: * Dashboard previously circulated.