Issue - meetings

To consider a report of the Deputy Chief Executive and the Corporate Director of Corporate and Support Services Director of Strategy.

The report provides a comprehensive summary of progress against portfolio priorities, performance indicators and budgets during 2022/23, but with a specific focus on the fourth quarter (January to March 2023)

The Scrutiny Committee is recommended to:

1)    Consider the Annual Portfolio Performance and Resource Report.

2)    Review the progress against delivering key projects, priority outcomes, targets and budgets for 2022/23.

3)    Highlight key areas of and responsibility for taking forward corrective action to address any performance or resource issues.

4)    Highlight any significant issues or changes to be fed back to the Cabinet alongside the Corporate Performance and Resource Report.

5)    Identify how areas of strong performance and good practice can be shared in other services.

Officer contact: Alan Lawson at alan.lawson@stockport.gov.uk

The Deputy Chief Executive and Corporate Director of Corporate and Support Services submitted a report (copies of which had been circulated) providing a comprehensive summary of progress against portfolio priorities, performance indicators and budgets during 2022/23, but with a specific focus on the fourth quarter (January to March 2023).

The following comments were made/ issues raised:

·         Member queried the capital finance outlook and update, in particular whether the budgetary provision for the Dialstone facility had been rolled over from the last financial year. Members asked, in the event of a permanent closure of the Dialstone facility, what would happen to the capital finance designated for that site. In response, it was stated that capital finance updates provided an assurance that the budget remained in order to provide a sustainable facility in that area, although it was acknowledged that finding a sustainable solution was a challenge.

·         In relation to social value reporting, members queried how bids were awarded using the social value score. In response it was reported that when asking for tender, the social value portal was used and bidding companies were required to submit details of the social value offered. Approximately 20 to 25 per cent of a contract was awarded against social value which afforded the Council the opportunity to get more for every pound spent.

·         Members queried the target for the payment of council invoices which stood at 85 per cent paid within 30 days. It was reported that where a discrepancy arose, the council operated a policy of not paying until an order was in place.

·         It was reported that a further staff satisfaction survey would take place in order to set a benchmark measure for staff satisfaction.

·         Members queried the reserve level and asked whether it was justified, prudent and sustainable. In response, it was stated that reserves played an important part of the financial role of the Council, allowing it to invest, improve its technology and develop its workforce. The reserve also gave the Council a degree of control and an ability to manage risk. The overall allocation and holding of reserves was set out in the reserve policy, of which a key aspect was not to use it to cover ongoing expenditure, only for specific reasons and investments.

RESOLVED – That the report be noted.