Agenda and minutes

There were no declarations of interest.

The Minutes of the meeting held on Tuesday 7 November 2017 were accepted as a true record.

The report of the Executive Manager - Neighbourhoods is attached.

The Service Manager – Neighbourhoods presented the report of the Executive Manager – Neighbourhoods to provide information and performance data for the contract year January 2017 - December 2017 with regard to the delivery of the Council’s contract with Glendale Golf Ltd to manage the Edwalton Golf Centre.

The Service Manager - Neighbourhoods advised that during 2017, there had been a 35% increase in usage on the main course and a 17% increase in overall usage at the golf course. It was also noted that while usage remained very marginally below target by around 0.2%, there had been a national downturn in golf participation of 11% in 2017 that demonstrated the positive outcome Glendale Golf had achieved in the last year. The Service Manager advised that room hire bookings, including regular weekly slots, were also increasing which was positive to see. A detailed performance analysis on the contract was attached as an appendix to the officer’s report.

Tom Brooke, Managing Director of Glendale Golf and Simon Williams, Centre Manager at Edwalton attended the meeting and provided a presentation on the performance of the Edwalton Golf Centre during 2017. The presentation covered:

·       Strategic objectives 2017 – 2025 for the golf centre

·       Information on investment in the centre’s facilities

·       Room hire and regular bookings

·       Usage figures for 2017

·       Information on marketing and social media activities

·       Community outreach and engagement activities

·       Membership statistics and partnership working with Edwalton Golf Club

Councillor Mrs Jeffreys asked about the possibility of wedding fairs being held at the golf centre. The Centre Manager advised that this was an area of potential business that was being looked at for the future. The Centre Manager also advised that they were proactive in looking for customers who would make regular room bookings at the centre and notedthat they had already received bookings for three wedding receptions for later in the year

The Chairman asked about the club committee and the relationship between Edwalton Golf Club and Glendale Golf. The Managing Director advised that Glendale worked previously in partnership with the Club and had assisted them in areas such as IT,  but that the on-going relationship between Glendale and Edwalton Golf Club had been difficult. It was noted that Glendale had had difficulties engaging with the club and getting them to engage with the wider community in order to increase participation. It has therefore been agreed that Glendale would take over the running of the club which would hopefully change perceptions of the club and encourage a greater feeling of engagement and hopefully look to increase numbers. The Chairman noted that he would be interested in attending an Edwalton Golf Club Committee Meeting as an observer, the Executive Manager – Business Transformation and Operations advised that this would be looked into as a possibility.

Members of the committee noted with satisfaction the positive performance of Glendale Golf and the great improvements that had been made over the last year. Members agreed that the performance of the Golf Centre was looking  ...  view the full minutes text for item 20.

The report of the Executive Manager – Neighbourhoods is attached.

The Managing Director, John Scott-Lee will attend the meeting and provide a presentation to the Board.

The Service Manager – Neighbourhoods presented the report of the Executive Manager – Neighbourhoods to provide information on the performance and the partnership with Streetwise Environmental Ltd on their delivery the Council’s street cleansing and grounds maintenance functions under a prime contract arrangement. It was noted that following its launch in September 2014 Streetwise had continued to perform strongly in all key performance and qualitative performance aspects. A full list of Streetwise’s performance against key performance indicators (KPI’s) was included as an appendix to the officer’s report with particular highlights including:

·       The summer bedding display in West Bridgford continuing to provide significant visual benefits in the Town Centre and its popularity with local residents and businesses.

·       Efficiently dealing with an overall increase in the number of fly tipping cases in 2017 and some particularly large and difficult cases involving unauthorised encampments.

The Service Manager advised of a number of areas of performance that the Council had been working on with Streetwise including:

·       A review of mechanical sweeping schedules to ensure a sustained focus on detritus cleansing in key locations across the Borough.

·       Closer collaboration with Highways England and Amey on trunk road cleansing to allow sharing of lane closures to allow for litter picking to safely take place on trunk roads

·       A review of autumn leaf sweeping to ensure an efficient and effective autumn leaf fall cleansing programme for 2018 to ensure residual problem areas were addressed.

John Scott-Lee, Managing Director, and Emily Neary, Business Development Manager, Streetwise Environmental Ltd, attended the meeting to provide presentation to the Board on the performance of Streetwise over the last year and on the Company’s future plans and initiatives. The presentation covered:

·       Expansion of Services

·       Services delivered to RBC

·       Key Performance Indicators

·       Achievements

·       Training and Equipment

·       Social Values and Initiatives

·       Expansion and Growth, future plans

Councillor Mrs Males noted the excellent service provided by Streetwise and asked about the frequency of road sweeping in the Borough. The Service Manager advised that all roads were currently swept at least twice a year as a minimum standard but that some roads were swept much more frequently. He went on to explain that it was important that Streetwise ensured their resources were appropriately used in the right areas rather than just clean ‘clean’ roads as they were on a set schedule. Members of the committee welcomed the amount of advertising activity that they had seen for Streetwise and the Managing Director provided further information on advertising and social media campaigns. Councillor Lawrence noted the cleanliness of his ward and advised that he had not received any complaints from residents in the past year regarding street cleaning. The Managing Director noted the high level of expectation with regard to service levels that the Council and residents had and advised that Streetwise always aimed to achieve maximum performance levels and not just to meet minimum levels of performance in order to meet contractual KPI’s.

Councillor Plant noted how quickly Streetwise was growing as well as how the  ...  view the full minutes text for item 21.

The report of the Executive Manager - Transformation and Operations is attached.

The Performance, Reputation and Constitutional Services Manager presented the report of the Executive Manager - Transformation and Operations to provide a summary of the Council’s performance for quarter 3 of 2017/18, with regard to the tasks from the Corporate Strategy 2016-20, and the corporate basket of performance indicators.

The Performance, Reputation and Constitutional Services Manager noted two performance highlights:

·       LIFCS14 Value of income generated as a result of the Investment Strategy being activated – the annual target of £37,100 being achieved with income of £89,300 received up to the end of quarter 3.

·       LINS26 Number of successful homelessness preventions undertaken – there had been 192 achieved (target for quarter 3 was 172) which had helped to prevent residents becoming homeless.

as well as two exceptions:

·       LIFCS15 Value of savings achieved by the Transformation Strategy against the programme in April 2016 – this was largely due to the higher than anticipated NNDR charge for the Arena.

·       LITR35 Percentage of Growth Deal money drawn down and allocated – an application had been made to reallocate the remaining £3.25m and support had been made in principle to progress the making of a business case for allocation to Chapel Lane, Bingham and the Fairham Pastures site.

The Performance, Reputation and Constitutional Services Manager also provided a progress update on the exceptions that had been reported for quarters 1 and 2 including:

·       LITR51 – Corporate Sickness - number of days lost to sickness absence – sickness in quarter 3 had improved, short term sickness was 1.92 days and long term was 3.84 days after the resolution of cases by manual workers at the depot. As a result this indicator was now under target with 5.76 days sickness against a target of 6 days.

Members of the Group welcomed the reduction in the number of working days lost to sickness. Councillor Philips asked whether the figures included days lost to staff being absent due to adverse weather conditions. The Executive Manager - Transformation and Operations advised that due to the Council’s flexible working arrangements that allowed staff to log on to the Council networks and work from home, no working days had been lost during the recent adverse weather.

Councillor Chewings asked about LIFCS4 – Percentage of Community Grant allocation spent to date by Councillors, and asked whether it could be considered that any unspent money could be placed in a central fund that could then be used to support other community projects across the Borough. The Executive Manager advised that this option was not in the scheme currently but that it could potentially be considered by the Member Development Group in the future. Councillor Plant noted that it was important that Community Support Grant money was only spent where there was a specific need, and should not be spent where it was not needed, she also noted that Councillors who were also County Councillors had funding from the County Council to spend in their communities.

Members of the Group asked several specific questions about performance  ...  view the full minutes text for item 22.

The report of the Executive Manager – Finance and Corporate Services is attached.

The Group considered its Work Programme.

The Executive Manager – Transformation and Operations advised that there was a Scrutiny Matrix which could be found on the extranet, and that would be circulated to members of the group, for Councillors to use to suggest potential Work Programme items for the Performance Management Board or one of the other Scrutiny committees.

It was RESOLVED that:

a)    the Group’s Work Programme, as set out below, be approved.

19 June 2018                    Carillion Annual Report

                                             Performance Monitoring Quarter 4 2017/18

                                             Performance Monitoring Annual Report

                                             Work Programme

25 September 2018           Civil Parking and Enforcement Contracts

                                                  Review of Complaints

                                                  Performance Monitoring Quarter 1 2018/19

                                                  Planning Enforcement Update

                                                  Work Programme

          27 November 2018            Parkwood Annual Report

                                                  Diversity Annual Report

                                                  Environmental Health Enforcement Update

                                                  Performance Monitoring Quarter 2 2018/19

                                                  Work Programme

     5 March 2019                    Performance Monitoring Quarter 3 2018/19

                                             Glendale Golf Annual Update

                                             Streetwise Annual Update

                                             Work Programme

b)    the Scrutiny Matrix be circulated to members of the committee.

ACTION SHEET 

Performance Management Board 6 March 2018