Council Performance

The Council's Corporate Plan 2016-2020 puts Community Leadership at the heart of everything we do. It is from this central role that we undertake services or work with partners with the aim of tackling the key challenges in the District identified as:-

  • Poor health (factors being health, wellbeing, living conditions and environment);
  • Pockets of high unemployment;
  • Low economic activity (factors being job opportunities, qualifications and skills);
  • Reducing budgets whilst delivering key services (factors being governance, structure, ways of working, 'more for less' approach);
  • Poor infrastructure (factors being single lane A120, road congestion, infrequency of rail and bus services);

The high level priorities set out in the Corporate Plan are complemented by specific actions to be taken which are set out in Our Priorities and Projects 2018/19.

There is clear linkage between our aspirations, detailed in the Corporate Plan, Our Priorities and Projects and the Performance Reports. This Performance Report details our performance against a set of key projects and targets, as well as headline performance in dealing with complaints and our staff’s absence rate. Each project has an exceptions area where departments can highlight areas of performance outside of normal boundaries, which are monitored within their own departmental arrangements.

Projects and targets sit under the following headings:-

Our Council / Our Community

A focus on engaging with and supporting all tiers of the local community, working with partners, addressing crime and delivering a balanced budget.

Employment and Enjoyment

A focus on encouraging major business investment as well as supporting smaller businesses, making the most of our assets, working with partners to boost qualifications and skills, providing quality tourist attractions and leisure facilities.

Health and Housing

A focus on working with partners to help those with mental health problems, building council houses, shaping the locale and environment, working with partners to support children, identifying opportunities for local regeneration.

2018-19 Departmental Plans

Leadership Support and Community 2018-19 Departmental Plan

Corporate Services 2018-19 Departmental Plan

Operational Services 2018-19 Departmental Plan

Planning and Regeneration 2018-19 Departmental Plan

2019 - 20 Quarterly Performance Reports

Q1 - Community Leadership Q1 June 19 Performance Report
Q1 - Resources and Services Q1 June 19 Performance Report

2018 -19 Quarterly Performance Reports

From May 2018, there was a change to the reporting route for the Performance Reports. It is now the responsibility of two Overview and Scrutiny Committees to scrutinise the Quarterly Performance Reports. Community Leadership Committee retain a focus on external partnerships and the Council’s influencing role in the community. Resources and Services Committee focus on the work of the Council and the resourcing and delivery of its services. Previous to this, all performance monitoring has been subject to scrutiny by the Corporate Management Committee. Whilst the majority of the performance framework will continue to be reported to the Resources and Services Committee for scrutiny, the targets that relate to our partnership and influencing work are compiled in a separate report for consideration by the Community Leadership Committee. The new reporting arrangements were introduced from the first quarter of 2018/19.

Q1 - 2018/19 Quarterly Performance Report (Community Leadership)
Q1 - 2018/19 Quarterly Performance Report (Resources & Services)

Q2 - 2018/19 Quarterly Performance Report (Community Leadership)
Q2 - 2018/19 Quarterly Performance Report (Resources & Services)

Q3 - 2018/19 Quarterly Performance Report (Community Leadership)
Q3 - 2018/19 Quarterly Performance Report (Resources & Services)

Q4 - 2018/19 Quarterly Performance Report (Community Leadership)
Q4 - 2018/19 Quarterly Performance Report (Resources & Services)

2017-18 Quarterly Performance Reports

Q1 - 2017/18 Quarterly Performance Report

Q2 - 2017/18 Quarterly Performance Report

Q3 - 2017/18 Quarterly Performance Report

Q4 Outturn - 2017/18 Quarterly Performance Report


Local Government Association Peer Challenge

Read the full report here

The Local Government Association offers a range of tools to support sector led improvement and help councils further strengthen local accountability and explore how effectively they are delivering services.  Peer Challenges are part of this offer.  They provide a robust and effective improvement tool managed and delivered by the sector, for the sector. Peers are at the heart of the peer challenge process and provide a ‘practitioner perspective’ and ‘critical friend’ challenge. 

Tendring District Council had a Peer Challenge Review from 6th to 9th March 2018.

During the visit, the Team met with Cabinet and separately with some Portfolio Holders as well as Group Leaders, Overview and Scrutiny Chairs, some officers and external partner representatives.

As part of the preparation for the review, the Council submitted a Position Statement that set out some background information about Tendring, how we see our current position and particular areas of focus which we asked the team to consider.

The Review considered five key strands that all Peer Challenges cover:-

  • Understanding of the local place and priority setting
  • Leadership of place
  • Financial planning and viability
  • Organisational leadership and governance
  • Capacity to deliver

For Tendring, the Team also looked specifically at Transformation (physical and digital) and growth, particularly Jaywick Sands.

The Council has now received a feedback report from the Peer Review Team which is attached and includes the following recommendations:-.

  • Improve how we tell the story of what we are achieving
  • Devise an approach to programme management and project delivery
  • Bring the four strands of transformation – customers, property, digital and people – together
  • Review how we deal with underspends, savings and financial risk and look at the phasing of our capital programme
  • Add housing as a strand to our community leadership focus alongside education, health and community safety
  • Be confident in our plans for Jaywick

The Leader responded to the feedback report in his State of Tendring speech at Council on 27 March 2018. Overall the Council welcomes the comments and is pleased that the focus we have placed on Community Leadership is recognised and applauded. The Council accepts the recommendations made and will be formulating an action plan to implement these. Some have already been incorporated into our Priorities and Projects for the year.


Last updated on: 22/10/2019 - 12:12