Issue - meetings

(A report by James Gilbert, Assistant Director – Corporate)

Portfolio Holder: Councillor Anne Dorrian

The Leader presented the quarterly report covering performance and risk monitoring information for Quarter 4 of 2023/24, as at March 2024. The majority of performance was on target, or better than target, and all of the details were set out within Appendix A.

The Leader advised that Appendix B included comparative data from Quarter 4 in 2022/23, but otherwise was the same as Appendix A. Members agreed to merge the data going forward. Full details of the strategic risks, scores and changes since the last report detailed in Appendix C.

The Leader referred to the risk scoring matrix on pages 53 and 55 in respect of the risks which were likely or almost certain to happen and would have a medium or high impact. She requested that the Portfolio Holders monitor those risks which fell into their remit. With funding being a high risk the Leader advised that they would continually be lobbying the Government, for which she had sought the support of the new MP. She added that there was also a risk in respect of staff sickness, showing just over 11 days per staff member.

Councillor John Baxter highlighted the many positive areas within the report. He noted the improvements to the narratives and the reasoning, and the trend measures, for which he thanked officers.

Councillor Dale Broughton was reassured by the downward trend in fly tipping incidents. He thanked the Portfolio Holder and his team for their work.

Councillor Callum Butler was reassured by the increase in the car parking percentages. He looked forward to seeing the figures for the first quarter in which the new machines had been installed. The Leader agreed and confirmed her eagerness to see the performance figures.

Councillor Sarah Sharpe referred to the repairs and maintenance in respect of the Guildhall for which she wished to reassure members of the public that the Council was also exploring external funding options.

RESOLVED:

That the Cabinet note the quarterly performance and risk monitoring information for Q4 of 2023/24.

(A report by John Medler, Assistant Director – Governance & Monitoring Officer)

The Group Manager – Insights and Transformation presented a report by the Assistant Director – Governance which provided the Committee with an update on Risk Management as at the end of March 2024 (Quarter 4). A summary of the risks, scores and changes since the last report were set out at paragraph 2.2, with full details in Appendix A. The strategic risks to the partnership had also been reviewed. The partnership risks and scores were set out at paragraph 2.3, with full details in Appendix B.

Members noted that three new risks had been identified around business continuity, health and safety and information. the high operational risks had been reviewed and that mitigation and monitoring was in place. The fraud risks that had been identified had been reviewed with assistance from Internal Audit colleagues. Fraud risk was now part of the regular quarterly monitoring and reporting. The Group Manager – Insights and Transformation advised that the Quarter 1 risks were being updated up to the end of June. Risk leads were being requested to review their action wording, in particular, and to confirm action dates.

The Chairman queried how the three new risks had been identified. The Group Manager – Insights and Transformation advised that risks were reviewed by Assistant Directors and Managers on a quarterly basis. The two risks relating to business continuity and health and safety were from other parts of the partnership, but had been added as they were also relevant to Boston. She added that the information risk had been identified by the Data Protection Officer.

The Chairman queried who was monitoring the risks on an ongoing basis. The Group Manager – Insights and Transformation explained that at the end of each quarter an email is circulated to the Assistant Directors and Managers to request that they review their current risks and report back, and at the end of each year everyone would meet to discuss those risks together. She added that acorporate governance clinic was held at the end of each quarter, where officers would get together to review the risks. The information was then fed back to the Audit and Governance Committee.

Councillor Mike Gilbert referred to the various levelling up projects which were ongoing in Boston and queried whether they were picked up within the risk reports. The Group Manager – Insights and Transformation advised that each project would have its own project risk register, the information for which could be fed into the Committee.

Councillor James Cantwell advised that he was pleased to see that the high operational risks had been added into the reporting, as well as the fraud risk register. He referred to the tables which contained wording such as ‘tolerate’ and requested that more information be given to ensure that members of the public fully understood its meaning.

The Vice-Chairman queried how the risks to local businesses were measured as he had concerns regarding the number of closures within the area. The Manager – Insights and Transformation explained  ...  view the full minutes text for item 7

(A report by James Gilbert, Assistant Director – Corporate)

Presenting the report the Group Manager for Insights and Transformation advised members that the report allowed members to consider areas for future reporting to committee. 

Following detailed discussion at the previous meeting, additional details had been added to clarify the trend measures and more targeted data had been requested with the Assistant Directors having been approached, to consider if targets on certain areas could be set, along with potential benchmarking also being provided. Not all the data provided was performance related, with the trend data being used to analyse the position and make decisions. 

Committee were also advised that the Council now held trend measures for a full year for the Kingdom service and that too could possibly be added to the performance reporting.  Referencing the graph within the report, the Group Manager for Insights and Transformation confirmed that it was cumulative across the whole partnership, identifying the targets originally set and the actual outcomes achieved which had been more than anticipated.

Member deliberation followed which included:

Concern was noted in respect of the rough sleeper data with a request for the numbers of verified rough sleepers to be provided moving forward. The member seeking the request advised that it was due to mounting criticism from the charitable sector across Lincolnshire and the treatment / mis treatment of those rough sleepers who died.  The member noted that quite a few had died within Boston Borough, and it was a growing concern with all Council’s and agencies needing to answer hard questions as to how to address the situation. A further member voiced concern in respect of the lack of a right to an investigation into any death of a rough sleeper. The Group Manager for Insights and Transformation advised that they intended to raise this with the relevant Service Manager/Assistant Director, and they suggested that the subject could be considered for the work programme.

In response to a question in relation to the data provided in respect of visitors to the town and concern on how the data was calculated, The Group Manager for Insights and Transformation clarified that the figures were based on the footfall at the GMLP (Geoff Moulder Leisure Pool) and not based on the footfall within the town.

Furthermore, the Group Manager confirmed it was difficult to predict a target for property improvements as there was no way of knowing how many interventions would be required. What could be provided would be a percentage on the performance on those that were actioned. 

In answer to a members’ concerns at the reduction in satisfaction within the staff surveys, the Group Manager for Insights and Transformation confirmed that more people were completing surveys which could impact on the trend, and that annual reviews were held with all staff to enable managers to identify and address any specific concerns.  The figures were not of concern overall and quite good in comparison to others.