Witnesses:
Natalie Bramhall,
Cabinet Member for Environment & Climate Change
Matt Furniss,
Cabinet Member for Transport
Katie Stewart,
Executive Director – Environment, Transport &
Infrastructure
Carolyn McKenzie,
Director - Environment
Jo Diggens, Business
Improvement & Quality Assurance Team Leader
Michelle Rowland,
Business Intelligence Team Leader
Key points raised during the discussion:
- The
Executive Director introduced the report and explained that
performance monitoring was an area of continuing development across
the Council.Targets were due to be
challenged and scrutinisedby CLT and Cabinet
Members to ensure that they were both realistic and ambitious. The
Directorate had endeavoured to set stretch targets that were
attainable in order to show improvement or decline in
performance.
Meeting paused at 10:02 owing to webcasting
problems
Meeting recommenced at 10:04
-
A Member questioned the relative value of
the performance data in assessing the Directorate’s
performance given the circumstances faced in 2020/21 as compared
with previous years. The Executive Director stated that it was
still important to continue performance monitoring during the
pandemic as the Directorate was expected to run its essential
services. Covid-19 had impacted some indicators (waste services,
for example) however a number of missed targets (such as flood
risk) were reflective of the position and progress of the
Directorate and the timing of capital investment. Some of the
indicators were to be reviewed because of the continuing impacts of
Covid-19.
- A Member
asked whether there could be a consistent mix of indicators
(financial, quantitative and qualitative) for each theme. The
Executive Director acknowledged that the Directorate needed to
achieve a greater balance of indicators in future performance
reports.
- The
Chairman noted that a number of Key Performance Indicators (KPIs)
expected in January 2021 were not yet available and asked when they
would be delivered. The Business Improvement and Quality Assurance
Team Leader responded that the pending indicators needed to undergo
validation before they were shared widely. Some indicators were new
and subject to ongoing work to ensure that the data collected was
robust and accurate. The Directorate were hoping to deliver all
outstanding performance results within the month.
- A Member
noted that there were few climate change targets included in the
report. The Executive Director informed the Select Committee that
these indicators were not yet established because it was important
to ensure that they were meaningful and measurable. The Select
Committee would return to this at its March 2021 meeting when
scrutinising the Climate Change delivery plan.
- A Member
asked whether the Council would be undertaking a coordination role
with districts and borough councils to tackle climate change. The
Executive Director confirmed that the Council’s Climate
Change Strategy and Delivery Plan assumed a coordination role for
the Council. The Delivery Plan looked at a range of
partnership-wide actions.
- A Member
requested that future performance reports differentiate clearly
between organisation climate change targets for Surrey County
Council (for example, getting to net zero by 2030) and Surrey-wide
climate change targets. Further to this the Director confirmed that
there would be performance monitoring of the wider partnership and
the ...
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