Issue - meetings

(A report by James Gilbert, Service Director – Corporate Services)

The Chairman introduced the item and invited the Group Manager – Insights and Transformation to present the report.

The Group Manager – Insights and Transformation provided an overview of performance for Quarter 3 of the 2025/26 financial year, as detailed in the report and supporting information contained within the Appendix to the report, outlining progress against key performance indicators and service delivery objectives across the Council. Members were advised that the report formed part of the Council’s regular performance monitoring arrangements and was intended to provide assurance on service performance, highlight areas of concern, and identify emerging risks.

It was explained that the report and associated appendix included a range of quantitative performance measures supported by narrative commentary, enabling the Committee to assess how services were performing against established targets. Attention was drawn to areas where performance had been maintained or improved, as well as those where performance had not met expected levels, with accompanying explanations to provide context to the outcomes.

The Committee was informed that performance monitoring formed an integral part of the Council’s governance framework and supported both operational management and strategic oversight.

Following the presentation, the Chairman opened the item for questions and comments.

The Committee undertook a detailed review of the performance information presented, having regard to both the headline indicators contained within the main report and the detailed data and

 narrative. Members reflected on the overall position, acknowledging areas of positive performance alongside those requiring further attention.

During the discussion, particular focus was given to areas where performance targets had not been achieved. Members sought clarification on the underlying causes of underperformance and the actions being taken to address those issues. It was recognised that, in some cases, performance had been influenced by external factors or operational pressures, whilst in others there remained opportunities for service improvement.

The Committee explored how performance information was used to inform service delivery and decision-making, noting the importance of ensuring that data was both accurate, meaningful and clearly presented. Members emphasised that performance monitoring should not only provide a retrospective view but should also support forward planning and continuous improvement.

Consideration was also given to the presentation and accessibility of the performance information. Members noted that clear and concise reporting was essential to effective scrutiny, and that the supporting narrative was particularly valuable in providing context to performance data.

The Committee recognised that understand trends over time

was essential in identifying both progress and emerging areas of concern. Members further considered how the information could be used to inform its future work programme, including identifying  areas of underperformance, emerging risk or strategic importance for further more detailed scrutiny.

Throughout the discussion, the Committee emphasised the importance of maintaining a robust and transparent approach to performance monitoring, ensuring that both achievements and challenges were clearly reported and understood.

In drawing the discussion to a close, the Chairman thanked the Group Manager – Insights and Transformation for the report and the update provided.

The Committee recognised the importance of regular  ...  view the full minutes text for item 96

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

The Committee received the Quarter 3 Risk Report for the 2025/26 financial year, presented by the Group Manager – Insights and Transformation, which provided an update on the Council’s strategic, partnership and fraud risks as at the end of December 2025, including current risk scores, mitigation activity and movements since the previous quarter.

Members were advised that the report followed the Council’s established risk management framework and continued to focus on areas of highest impact and likelihood. The Committee was reminded that risks were monitored at strategic, operational and partnership levels, with the Audit & Governance Committee providing oversight of the highest?level risks.

The Committee noted that several strategic risks remained above their target scores at Quarter 3, although mitigation activity was ongoing.

Reference was made to risks associated with environmental and legislative change, service delivery pressures and emerging technology. Members were advised that one risk relating to health and safety, which had been shown as red at Quarter 3, had since been mitigated through completed actions and would be reflected as reduced in the Quarter 4 report.

The Committee received clarification on how target risk scores were used within the framework, including the distinction between risks that were being treated and those that were tolerated due to their external nature or unavoidable impact. It was noted that some high?impact risks, such as those relating to budget and funding pressures, were inherently difficult to mitigate and were therefore subject to close monitoring rather than immediate reduction.

Members discussed the inclusion of risks associated with artificial intelligence and emerging digital tools. The Group Manager – Insights and Transformation explained that these risks reflected the rapid pace of technological change and the importance of ensuring appropriate governance, oversight and assurance arrangements were in place. It was confirmed that this area was subject to internal audit review and would continue to be developed as understanding matured.

The Committee also considered risks relating to digital connectivity and infrastructure resilience. Members raised concerns about disparities in connectivity across the borough and the potential impact on residents, particularly in rural areas. Officers advised that work was ongoing across relevant service areas to better understand data sources, risk ownership and mitigation options, and that further information would be fed into future risk reviews.

Discussion took place regarding partnership risks, including those associated with funding sustainability and staffing capacity. Members were advised that these risks reflected pressures across the wider partnership environment, particularly in the context of transformation activity and Local Government Reorganisation. It was noted that partnership risks were reviewed alongside Council?specific risks to ensure consistency and visibility.

Members queried the history and governance of certain risks, particularly where mitigation activity had previously been paused or delayed. The Group Manager – Insights and Transformation explained that the risk register served as a mechanism to ensure such issues were visible and escalated appropriately, and that the inclusion of risks within the register had facilitated renewed focus and resolution.

The Committee also considered fraud risks included within  ...  view the full minutes text for item 64

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

The Leader of the Council, Councillor Dale Broughton, presented a report by the Assistant Director – Corporate and the Assistant Director – Governance & Monitoring Officer, which set out the Council’s performance and risk position as at the end of December 2025 (Quarter 3). The report was accompanied by four appendices: Appendix A – Q3 Performance, Appendix B – Q3 BBC Risk Registers, Appendix C – Q3 Partnership Risks, and Appendix D – Q3 Fraud Risks, each providing detailed monitoring information across the relevant areas.

the Leader explained that performance across the majority of targeted indicators remained generally stable, with many measures either achieving target or staying within acceptable tolerance levels. The report incorporated 27 targeted indicators and 65 trend indicators, offering broader context for service pressures and operational activity. The strategic risk register had also been fully reviewed for the quarter, supported by enhancements recommended through a recent Internal Audit review, including clearer target status commentary and improved tracking of mitigation actions.

During discussion, the Cabinet examined the information in detail. Attention was drawn to the position of the industrial units, where it was queried whether the remaining vacant units had been filled. Members were advised that although leases had not yet been completed, there continued to be active interest, with ongoing enquiries from prospective tenants. The units remained continually advertised and several applications had been progressed, though none had yet reached completion.

Members also reflected on wider performance trends, including planning activity, waste and environmental measures, and homelessness prevention indicators. They noted the contextual pressures set out within the report, recognising that some indicators were influenced by external market conditions and operational demand. Consideration was also given to the updated risk registers, with Members welcoming the clearer presentation of target status and the additional transparency around mitigation actions, particularly in relation to information governance, technological resilience, and the requirements of the Environment Act.

The recommendations were moved by Councillor Dale Broughton and seconded by Councillor Sandeep Ghosh.

Resolved:

That the quarterly performance and risk monitoring information for Q3 of 2025/26 be noted.