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Cabinet received a report highlighting the
Council’s performance across key priorities and projects for
Quarter two 2025/26 and providing an update on delivery of the
making Stevenage Even Better programme and the key themes emerging
from the Quarter two performance data which showed that that this
had been another successful period for the Council.
 
The Chief Executive gave a presentation
covering updates in relation to delivery against Corporate
Plan.  He referred to a summary of the
headline findings from the 2025 Residents’ Survey, with
overall satisfaction with the local area remaining high at 83%, and
feedback providing insight into priorities for the local area and
how Council services were delivered.
 
The Chief Executive advised that most of the
measures within the Corporate performance Suite were green, there
were three red measures where specific attention and active
management by officers going forward. 
These included Housing complaint handling, and the turnover of void
properties.
 
A number of Transforming our Town Highlights
were reported including 8 new apprentices recruited, new artwork at
the Bus Interchange, planning permission for the new Sports and
Leisure Centre and progress on the construction of Claxton
House.
 
Members were pleased to see the pro-active
work relating to the red measures and the Portfolio Holder for
Housing gave assurance that the improvements would be monitored
through the Executive Housing Working Group.  She also thanked Officers for the work undertaken
on the Housing Improvement Plan which had been recognised by the
Housing Regulator.
 
It was RESOLVED:
 

1.   
That the service performance against 50 corporate performance
measures and progress of key projects in Quarter two 2025/26
through the Making Stevenage Even Better Programme (Appendix A) be
noted.

2.   
That progress with the introduction of Awaab’s Law and
inclusion of four new measures be noted.

3.   
That further work on the Housing Complaints Satisfaction pilot and
a planned performance clinic be noted.

4.   
That the improvement actions being taken to improve void turnaround
times and deliver value for money for tenants be noted.

5.   
That the strategic risk updates be noted.