Agenda item

To receive a comprehensive overview of the Council’s performance at the end of the 2025/36 financial year and the proposed direction for the year ahead.

Cabinet received a report reviewing the Council’s performance during 2025/26 and setting priorities for the year ahead.  The report brought together the Quarter 4 performance position, the Annual Report for 2025/26, and the 2026/27 Corporate Performance Suite, providing an overview of progress against the Council’s Corporate Plan and the Making Stevenage Even Better programme.

Members were pleased to note that overall, the report highlighted another year of strong performance despite significant national financial and organisational challenges. 

While many performance measures were achieving their targets, it was noted that three indicators remained below the desired level.  Particular attention was drawn to the continued challenge of reducing the turnaround time for general needs void properties, which remained a key priority for both residents and the Council.

The Chief Executive then gave a short presentation including details of a number of significant projects which had been delivered during 2025/26 as part of its wider regeneration and investment programme.  Key achievements included the opening of the new Indoor Market at Park Place and the ongoing fit-out of the Construction Skills Campus, which was due to open in the coming weeks.  Progress was also highlighted on the new Sports and Leisure Centre, with construction now underway and supporting infrastructure works having commenced.

Members were also pleased to note that the Council had also secured over £1 million in external funding to expand the STEM Futures programme in partnership with Mission 44, North Hertfordshire College and other partners, helping to provide local young people with greater opportunities to access careers in science, technology, engineering, arts and mathematics (STEAM).

The Chief Executive reported that significant progress had been made on a number of major regeneration and housing projects during the year including the Oval neighbourhood regeneration scheme and that the Council had delivered 627 new homes towards its target of 1,000 homes, with a further nearly 300 homes currently under construction.

The Housing Portfolio Holder expressed confidence that the measures being implemented, including the strengthening of the in-house Repairs Team and the development of supply chain and specialist contractor arrangements, would deliver further improvements in performance.  She advised that this would support the Council’s ability to bring homes back into use more quickly and increase the availability of accommodation for residents on the housing register.

It was RESOLVED:

1.     That the service performance against 52 corporate performance measures and delivery of key milestones in Quarter Four 2025/26 through the Making Stevenage Even Better Programme (Appendix D) be noted.

2.     That the improvement actions being taken to improve void turnaround times and deliver value for money for tenants be noted (section 4.4.2).

3.     That the strategic risk updates (section 4.9) be noted.

4.     That the draft Annual Report 2025/26 (Appendix A) be agreed, subject to any changes discussed at the Cabinet meeting and with final sign off delegated to the Chief Executive, after consultation with the Leader of the Council.

5.     That the proposed Corporate Performance Suite 2026/27 (Appendix B) and MSEB Priorities 2026/27 (Appendix C) be agreed.

Cabinet received a report reviewing the Council’s performance during 2025/26 and setting priorities for the year ahead.  The report brought together the Quarter 4 performance position, the Annual Report for 2025/26, and the 2026/27 Corporate Performance Suite, providing an overview of progress against the Council’s Corporate Plan and the Making Stevenage Even Better programme.

Members were pleased to note that overall, the report highlighted another year of strong performance despite significant national financial and organisational challenges. 

While many performance measures were achieving their targets, it was noted that three indicators remained below the desired level.  Particular attention was drawn to the continued challenge of reducing the turnaround time for general needs void properties, which remained a key priority for both residents and the Council.

The Chief Executive then gave a short presentation including details of a number of significant projects which had been delivered during 2025/26 as part of its wider regeneration and investment programme.  Key achievements included the opening of the new Indoor Market at Park Place and the ongoing fit-out of the Construction Skills Campus, which was due to open in the coming weeks.  Progress was also highlighted on the new Sports and Leisure Centre, with construction now underway and supporting infrastructure works having commenced.

Members were also pleased to note that the Council had also secured over £1 million in external funding to expand the STEM Futures programme in partnership with Mission 44, North Hertfordshire College and other partners, helping to provide local young people with greater opportunities to access careers in science, technology, engineering, arts and mathematics (STEAM).

The Chief Executive reported that significant progress had been made on a number of major regeneration and housing projects during the year including the Oval neighbourhood regeneration scheme and that the Council had delivered 627 new homes towards its target of 1,000 homes, with a further nearly 300 homes currently under construction.

Members were informed of the success of the Council’s recent community and events programme, and noted that approximately 61,000 people from both Stevenage and beyond had attended civic and community events during the year.  They welcomed the positive impact these activities had made on the town and its communities.

The ongoing contribution of key support services, including Survivors Against Domestic Abuse (SADA), No More and Housing First, which continued to provide vital assistance to residents during times of greatest need were recognised.

In relation to environmental services, Members welcomed the introduction of the new kerbside food waste collection service, a significant achievement which would help to improve recycling rates and contribute to addressing the challenges associated with waste production.

Progress made in supporting environmental sustainability and tackling climate change was also highlighted securing more than £1.5 million to improve the energy efficiency of local homes, promoting renewable energy initiatives, and facilitating the installation of 134 solar panel systems across the town.  In addition, the successful relaunch of the Stevenage Cycle Hire Scheme, providing access to 145 bicycles across the town and supporting sustainable travel options for residents and visitors was noted.

The Housing Portfolio Holder expressed confidence that the measures being implemented, including the strengthening of the in-house Repairs Team and the development of supply chain and specialist contractor arrangements, would deliver further improvements in performance.  She advised that this would support the Council’s ability to bring homes back into use more quickly and increase the availability of accommodation for residents on the housing register.

It was RESOLVED:

1.     That the service performance against 52 corporate performance measures and delivery of key milestones in Quarter Four 2025/26 through the Making Stevenage Even Better Programme (Appendix D) be noted.

2.     That the improvement actions being taken to improve void turnaround times and deliver value for money for tenants be noted (section 4.4.2).

3.     That the strategic risk updates (section 4.9) be noted.

4.     That the draft Annual Report 2025/26 (Appendix A) be agreed, subject to any changes discussed at the Cabinet meeting and with final sign off delegated to the Chief Executive, after consultation with the Leader of the Council.

5.     That the proposed Corporate Performance Suite 2026/27 (Appendix B) and MSEB Priorities 2026/27 (Appendix C) be agreed.