Agenda Item No


The Vale of Glamorgan Council


Scrutiny Committee (Economy and Environment): 12th February, 2013


Report of the Managing Director


End of Year Performance Report by Scrutiny Committee (Economy and Environment) - National Strategic Indicators, Public Accountability Measures, Service Improvement Data)


Purpose of the Report

1.             To inform the committee of annual performance results in the areas of waste management, environment and transport, planning, building control and sport and recreation for the year ended 31 March 2012.


1.             That the committee notes the performance results.

Reasons for the Recommendations

1.             Reporting of service performance is in line with statutory requirements and the council's Performance Management Framework and monitoring arrangements.

2.             To consider progress made to date in addressing the areas of under performance in the council’s annual performance results.

3.             To consider where further improvements could be focussed to improve overall performance.

4.             To ensure continuous improvement of all council services.


2.             Benchmarking data has now been released for the national indicators collected by the data unit, which can be used to highlight achievements and areas for improvement for council services.

Relevant Issues and Options

3.             Appendix 1 contains a report summarising the Vale's performance against national indicators for the year ended 2011/12 in relation to the areas monitored by Economy and Environment scrutiny committee.

  • 7 indicators achieved a top quartile performance, ranked between 1st and 5th when compared with the rest of Wales.
  • 16 indicators achieved a performance within the middle quartiles, ranked between 7th and 16th when compared with other Welsh councils.
  • 8 indicators were in the bottom quartile of performance, ranked between 16th and 20th in Wales.
  • Of the 31 total indicators, the Vale performed better than, or as well as the Welsh average in 19.
  • Of the 7 waste management indicators, 5 were in the middle quartiles, and 2 were in the bottom quartile. One of these was recorded as the (joint) worst performance in Wales, ranking 16th alongside another 6 authorities (WMT/005 - The percentage of municipal waste used to recover heat and power). All of these councils recorded a 0% result for the indicator.
  • Of the 4 environment and transport: street scene indicators, 2 were in the top quartile, 1 was in the middle quartiles, and 1 was in the bottom quartile. The Vale reported a 100% clearance rate within 5 working days for fly tipping incidents, which was the best performance in Wales.
  • Of the 6 environment and transport: Transport and Highways indicators, 3 were in the middle quartiles, and 3 were in the bottom quartile. Performance ranged between 8th and 20th in Wales.
  • The 1 environment and transport: Countryside Management indicator ranked 18th in Wales which was a bottom quartile performance.
  • Of the 10 planning indicators, 4 achieved a top quartile performance and 6 were in the middle quartiles. The best performance was in the percentage of householder planning applications determined within 8 weeks, where the Vale ranked 3rd.
  • The 2 building control indicators ranked 3rd and 7th, placing them in the top and middle quartiles, respectively.
  • A bottom quartile performance was recorded for the 1 sport and recreation indicator, which ranked 17th in Wales.

4.             Appendix 2 contains a table detailing the 10 authorities of South East Wales and their individual performances against the corporate resources indicators, in respect of how many top, middle and bottom quartile performances they achieved. The councils are listed in order of how many top quartile performances they achieved for 2011/12.

Resource Implications (Financial and Employment)

5.             There are no additional budgetary implications arising from this report although underperformance in some areas may have a negative impact on external assessments of the council and could put certain funding opportunities at risk.

Sustainability and Climate Change Implications

6.             Performance against indicators pertaining to waste management and environmental issues should be monitored to ensure continuous improvement in accordance with the sustainability agenda.

Legal Implications (to Include Human Rights Implications)

7.             The Local Government Act 1999, the Wales Programme for Improvement and the Local Government (Wales) Measure 2009 require that the council secure continuous improvement across the full range of local services for which it is responsible.

Crime and Disorder Implications

8.             Fly tipping is a crime, and 100% of fly tipping is removed within 24 hours.

Equal Opportunities Implications (to include Welsh Language issues)

9.             None.

Corporate/Service Objectives

10.        Monitoring of performance demonstrates a clear contribution to the corporate priorities outlined below and also underpins the improvement work and outcomes of all seven corporate priorities:

  • To manage the council’s workforce, money, information an assets efficiently, effectively and securely.
  • To work with partners to promote and ensure a coordinated approach to delivering the shared vision for the future of the Vale.

Policy Framework and Budget

11.        This is a matter for the decision of the Corporate Management Team.

Consultation (including Ward Member Consultation)

12.        The data contained within the report is based on internally audited returns provided by Heads of Service and verified by the Local Government Data Unit.

Relevant Scrutiny Committee

13.        Economy and Environment.

Background Papers

All information is available to view online via the Local Government Data Unit's 'Benchmarking Hub':


Contact Officer

Chloe Clarke, Corporate Performance Co-ordinator


Officers Consulted

Julia Archampong, Performance Manager

Beverley Noon, Operational Manager - Corporate Policy and Communications

Huw Isaac, Head of Performance and Development


Responsible Officer:

Sian Davies, Managing Director