Having worked through these internal management processes, a quarterly report to Cabinet, of which this is the first, allows the opportunity for a focused debate about the Council’s in year performance. It also affords the opportunity for the Cabinet to collectively consider the reallocation of resources, or the refresh of some targets in the light of the performance information.

The Audit and Performance Committee also plays a key role in the process. It will be asked to review the Cabinet report, focussing on any particular areas of concern or success in order to make recommendations to Cabinet as to how performance can be improved. This will ensure that problems are being effectively resolved and good practice is shared across the Council.

The information used by each element of the performance management system is generated by the CORVU performance information system. This has greatly enhanced the Council’s ability to produce and collate the necessary reports for each element and

allow significantly more time for interpreting the information and determining appropriate responses to it.

STRATEGIC CONTEXT

The Council’s objective of being high performing and cost effective will be better delivered through the introduction of an effective performance management system.

Performance management is highlighted as one of the Council’s main areas for improvement in the Comprehensive Performance Assessment. It is also an essential component of the Direction of Travel judgement made by the District Auditor in his annual management letter.

CONSULTATION

The performance management structure ensures that service managers, Heads of Service, Directors and Cabinet Members are fully engaged in managing the performance of their own areas of responsibility and also the Council as a whole.

FINANCIAL/BUDGET MPLICATIONS

There are no financial implications arising from this report.

LEGAL IMPLICATIONS

The Council has a statutory requirement under the terms of the Local Government Act 1999 to achieve the best value in the delivering of its services. The performance of a service against expectations forms a key component of the best value test.

OPTIONS

1. Note the performance of the Council as at the end of Quarter 2.

2. Endorse the performance management process that has been implemented during the second quarter of 2006.

3. Endorse the key performance indicators shown in Annexe 2 as the basis of the performance management process.

4. Identify specific areas of performance which require further detailed explanation by the responsible Cabinet Member.

5. Amend the performance management process that has been implemented.

6. Add to the key performance indicators shown in Annexe 2.

EVALUATION/RISK MANAGEMENT

Effective performance management will provide the bedrock on which the Council is able to assure itself that it is delivering services to planned levels and standards and within set budgets. By exposing service performance that is not in accordance with expectations it allows the Council to take appropriate and timely decisions in response.

An effective performance management system needs to engage with all of the stakeholders that are associated with the delivery of a service (or target), to ensure that they share a collective view of what is to be done, what is being done and how any gap between the two can be closed.

The performance management process that has been initiated ensures that all of the key service stakeholders are actively involved in reviewing the performance of each service area. The process allows for performance information to be provided and challenged within a very short space of time of it becoming available. This allows for the development of early interventions for exceptional performance and the regular monitor, review and management of those interventions. The system also ensures that whilst performance is managed at a directorate or Cabinet Member level the whole organisation is aware of all the areas of exceptional performance in it and can adjust its planning processes accordingly.

The new performance management system is going through a rapid development phase as evidenced by the work that has gone on in Quarter 2. From an initial focus on finance to the identification and assessment of key performance indicators by the end of the period. The speed of development will be maintained in the next quarter to ensure the management of corporate and service risk and also of the Council’s high impact projects will be taken into the system by the end of the first month (October) in quarter 3.

There may be some key performance indicators which are not absolutely representative of the overall service outcomes they are being used to monitor, but this may not become apparent until the year end. This will result in a regular but responsive performance management process. This will allow the messages given by groups of indicators to be checked. It will also allow for the addition of new indicators where the existing groups are found not to be sufficient for the planned purpose.

The quality of the data being used to produce an indicator can have a major influence on any management decisions that are taken based on that data. Ensuring the quality and consistency of data has been a normal part of process control in some areas of the Council, but this process will see this high standard of performance management rolled out across the Council.

RECOMMENDATIONS

That the Cabinet:

1. Note the performance of the Council as at the end of Quarter 2.

2. Endorse the performance management process that has been implemented during the second quarter of 2006.

3. Endorse the key performance indicators shown in Annexe 2 as the basis of the performance management process.

BACKGROUND PAPERS

Audit Commission, (August 2006), Corporate Assessment, Isle of Wight Council

ANNEXES ATTACHED

Annexe 1 - Financial Management Report for Quarter 2 (to 30 September 2006)

Annexe 2 - Performance Management of Key Indicators for Quarter 2 (to 30 September 2006)

Contact Point: John Metcalfe, Assistant Chief Executive, tel: 01983 821000 ext. 5661, email [email protected]

JOE DUCKWORTH

Chief Executive

CLLR PATRICK JOYCE

Deputy Leader of the Council

Annexe 1

Financial Management Report for Quarter 2 (to 30^th September 2006)

Revenue Budget

The Council’s budget for 2006-07 was based on an ambitious redirection of resources, to be funded by £7.5 millions of savings, largely from efficiencies.

By the start of the second quarter of the financial year, a number of additional pressures had arisen, and some savings targets had yet to be delivered. In the absence of remedial action, the budget for the year was projected to overspend by £6.2 millions.

Three rounds of service boards have taken place since then, and corrective action has been identified which has reduced the projected overspend to £401,000. Further work on reducing this continues, with the intention to deliver a fully balanced position by the year end.

Key features of the current projection by Cabinet Member areas of responsibility are:

Cllr Wood	A net overspend of £153k, due in particular to core ICT project costs, offset by an improvement in Land Charges turnover and unfilled Finance posts.
Cllrs Joyce and Cousins	Net overspend of £1.346m, due in particular to increased agency placements and other client pressures. Spend to save projects and other means of controlling these budgets are under development.
Cllr Cousins	Demographic growth budget has been applied in part to learning disability pressures and the savings target, leaving £1.043m which has been returned to the centre.
Cllr Ward	Parking income is higher than expected, but the concessionary fares budget is expected to be £615k overspend due to high levels of take-up. After applying part of the contingency set aside for the cost of the residents’ permit, the remaining £233k has been returned to the centre.
Cllr Hunter-Henderson	A net overspend of £499k results largely from the Business Transformation Unit and the Planning overspend brought forward from last year.
Cllr Abraham	Savings of £321k more than the target have been identified, relating particularly to crematorium income and Fire and Rescue Service efficiencies.

The table shows spending projections against budget by service area for each cabinet member, showing for each service the budget, forecast for the year as at September 30^th, agreed remedial actions, and the forecast outturn and under/overspend after those actions have been implemented.

	Budget	Projected outturn	Agreed actions	Fore-cast	Over/ under (-)
	£000	£000	£000	£000	£000
Cllrs Joyce and Mrs Cousins
- Schools	0	-70	0	-70	-70
- Children's Services	16,560	18,402	-496	17,906	1,346
Cllr Cousins	0	0	0
- Housing	2,703	2,653	0	2,653	-50
- Adult Services	33,266	34,361	-2,088	32,273	-993
Cllr Hunter-Henderson	0	0	0
- Cultural Services	3,410	3,369	-20	3,349	-61
- Leisure Services	1,665	1,706	0	1,706	41
- Tourism	908	908	-40	868	-40
- Regeneration	1,062	1,062	0	1,062	0
- Communications	246	336	-90	246	0
- Public Access	471	559	0	559	88
- Business Transformation	-22	449	0	449	471
Cllr Abraham	0	0	0
- Fire Service	6,500	6,392	0	6,392	-108
- Safer Communities	1,100	1,100	0	1,100	0
- Consumer Protection	1,970	1,757	0	1,757	-213
Cllr Wood	0	0	0
- Policy, Performance & Partnerships	5,907	6,594	-459	6,135	228
- Finance	1,498	1,395	0	1,395	-103
- Property Management	136	164	0	164	28
- Building Maintenance	1,060	1,060	0	1,060	0
- Administrative Buildings	679	679	0	679	0
Cllr Ward	0	0	0
- Engineering Services	13,567	14,193	-900	13,293	-274
- Parks & Gardens/Countryside	1,678	1,678	0	1,678	0
- Planning	949	1,000	-25	975	26
- Coastal Management	325	340	0	340	15
Capital Financing	13,097	13,097	0	13,097	0
Contingencies etc.	1,132	1,202	0	1,202	70
	109,867	114,386	-4,118	110,268	401

Capital

The following table shows the total budget by cabinet member for capital schemes, forecast spend by year end and the total overspends and total underspends on schemes by the end of the current year. Also shown are the totals for schemes projected to be over or underspent over their whole life. These two sets of measures taken together provide an indication of how much expenditure variances are an issue of timing, and how much they represent a change in the total financing requirement of the programme.

	Budget	Proj-ected	Variance	Over in year	Under in year	Schemes over/ under (-)
	£000	£000	£000	£000	£000	£000
Cllrs Joyce and Mrs Cousins	21,841	14,943	-6,898	1,049	7,947	810
Cllr Cousins	3,248	2,566	-682	1	683	1
Cllr Hunter-Henderson	1,223	1,097	-126	20	146	20
Cllr Abraham	356	360	4	4		4
Cllr Wood	1,037	896	-141	201	343	201
Cllr Ward	6,619	6,434	-185	98	284	478
	34,324	26,296	-8,028	1,373	9,403	1,514

As at the date of the report, the projected net underspend for the financial year is £8 millions, but within that figure there are projected overspends on individual schemes of £1.4 millions, so the true level of projected slippage into 2007-08 is £9.4 millions.

The most significant areas of expected slippage are in schools and, to a lesser extent, housing association schemes.

Work is currently underway to re-phase the programme on a more realistic basis in these areas. At the same time the over-commitment will be reduced by reprioritising the programme and identifying additional financing streams.

The disposals programme is being monitored closely, as any shortfall or delay will have implications for both prudential borrowing and for revenue savings in 2007-08.

Annexe 2

Performance Management of Key Indicators for Quarter 2 (to 30^th September 2006)

Deputy Leader and Cabinet Member for Education, Skills and Learning: Councillor Joyce

Measure Description	Actual	Planned	Improved ?	End of Year Target	Forecast
External Reputation:
MP’s correspondence received for Children’s Services	2	3	No	36	62
MP’s correspondence overdue from Children’s Services at month end	2	0	No	0	14
MP’s correspondence two months overdue from Children’s Services	1	0	No	0	6
INTERNAL Reputation:
EFFICIENCY:
School staff absence in whole lost days			No Data
Percentage of pupil uptake of school meals	26.7	30	No Data	32	30
Average days lost due to sickness per permanent employee - Directorate of Children Services	4.11	3.84	No Data	7.66	8.54
Average days lost due to sickness per permanent employee - Schools	2.27	3.96	No Data	7.91	6.35
SERVICE PERFORMANCE:
Percentage of young people not in Education, Employment or Training (NEET)	7.1	5	Same	5.65	6
Percentage of authorised absences from Primary schools	5	5	No Data	4.8	5
Percentage of authorised absences for Secondary schools	12.34	11	No Data	10.2	10.3
Percentage of unauthorised absences from Primary schools	0.34	0.33	No Data	0.3	0.3
Percentage of unauthorised absences from Secondary schools	1.26	1.2	No Data	1.1	1.1
Number of fixed period exclusions in Primary schools	0	2	No Data	2	2
Number of fixed period exclusions in Secondary schools	67	85	No Data	85	85
Number of permanent exclusions in Primary schools	0	0	No Data	2	2
Number of permanent exclusions in Secondary schools	1	1	No Data	6	6
Total number of ACL Learners on all programmes		140	No Data	980	980

Cabinet Member for Island Health, Housing and Community Well Being: Councillor Mrs Cousins

Measure Description	Actual	Planned	Improved ?	End of Year Target	Forecast
External Reputation:
MPs correspondence received for Adult and Community Services	7	3	Same	36	104
MPs correspondence overdue from Adult and Community services	3	0	No	0	36
MPs correspondence two months overdue from Adult and Community Services	0	0	No Data	0	0
INTERNAL Reputation:
EFFICIENCY:
Percentage of JAR actions implemented/completed on time			No Data
Number of older people helped to live at home per 1,000 population aged 65 or over (PAF C32)	81.22	80	Yes	87	80
Average days lost due to sickness per permanent employee - Directorate of Adult & Community Services	4.72	5.52	No Data	11.06	10.19
service performance:
Number of children and young people actively engaged and attending youth provision	248	241	Yes	2898	2898
Percentage of care management referrals leading to initial assessments	100	100	Yes	100	100
Percentage of children registered during the year on the Child Protection Register (CPR) who have been previously registered	3.8	6	Same	14	7
Number of looked after children in agency and residential placements	37	34	Same	34	35
Number of affordable housing units built	64	110	Same	251	154
Number of category 1 hazards removed, or reduced from category 1 where removal not practicable	47	22	Same	50	80
Number of Homeless Families	78	78	Yes	156	156
Numbers in temporary accommodation	312	326	Yes	290	290
Percentage of infant population immunised at age 2	73	80	No Data	80	80
The number of adults and older people receiving direct payments at 31 March per 100,000 population aged 18 years or over (age standardised by age group)	150.69	180	Same	180	180
Ethnicity Not Stated	4.74	3	Same	3	3
Number of carers (All Adults) aged 18-64 who have received an assessment or review during the previous 12 months period	40	85	Same	85	90
Intensive Home Care	6.45	8.5	Same	8.5	8.5
Services for Carers	5.1	20	Same	20	20
Percentage of Clients Receiving a Review	29.8	90	Same	90	90
Number of delayed Discharges from Hospital	10.16	6	Same	6	6

Cabinet Member for The Economy, The Customer, Communications, Leisure and Tourism: Councillor Hunter-Henderson

Measure Description	Actual	Planned	Improved ?	End of Year Target	Forecast
External Reputation:
Calls received in the Contact Centre	35482	35000	Yes	35000	35000
Number of calls to Contact Centre resolved at the first point of contact	19693	28000	Same	28000	25000
Percentage of customers satisfied or very satisfied with the service they received – telephone (call centre)	90	90	Yes	90	90
Percentage of customers satisfied or very satisfied with the service they received – visitor (help desk)	95	90	Yes	90	95
Percentage of national and local positive media coverage	25	35	Same	35	35
Percentage of national and local factual media coverage	52	50	Yes	50	50
Percentage of national and local negative media coverage	23	15	Same	15	15
Percentage of overall national and local positive or neutral media coverage	77	85	Yes	85	85
Percentage of non local media coverage	6	10	Same	10	10
Number of episodes of media coverage per year	213	250	Same	250	250
MP’s correspondence received for Regeneration and Development	6	3	Same	36	130
MP’s correspondence overdue from Regeneration and Development at month end	19	0	No	0	170
MP’s correspondence two months overdue from Regeneration and Development	8	0	No	0	74
INTERNAL Reputation:
Percentage of ICT Service uptime during normal working hours	99.9229	99.99	No	99.99	99.99
Percentage of ICT calls resolved within agreed standards	87	95	Yes	95	95
EFFICIENCY:
Number of library visits per 1,000 population	528	509	No	6108	6108
Number of visits to Museums per 1,000 population	531	490	Same	650	650
Percentage of all enquiries resolved at first contact (telephone)	55.5	80	Same	80	58
Percentage of all enquiries resolved at first contact (face to face)	90	90	No	90	90
Value of Agency Commissions (Isle of Wight Tourism)	2698	1500	Same	23460	25000
Value of Online Bookings achieved – (£)(Isle of Wight Tourism)	6461	6000	Yes	70000	60000
Value of Call Centre bookings achieved - (£)(Isle of Wight Tourism)	6542	6000	Yes	180000	168000
Net cost per user across the service (Cultural & Leisure)	0.58	0.67	Same	0.95	0.95
Increase general PR coverage (Isle of Wight Tourism)	336906	250000	Same	2000000	2550000
Average days lost due to sickness per permanent employee - Directorate of Regeneration & Development	2.54	3.54	No Data	7.06	6.72
service performance:
Increase number of businesses advised (Isle of Wight Tourism)	21	25	No	300	300
Increase the number of website visits (Isle of Wight Tourism)	54559	50000	Same	650000	680000

Cabinet Member for Safer Communities and Fire and Rescue Modernisation: Councillor Abraham

Measure Description	Actual	Planned	Improved ?	End of Year Target	Forecast
External Reputation:
Number of domestic burglaries	16	34	Same	410	410
Number of criminal damage incidents	315	242	Same	2902	2902
Number of violent crimes (common assault and wounding)	170	135	Same	1626	1626
Number of first time entrants to the Youth Justice System	159	154	No	307	307
Class A drug supply crimes with sanction detections	7	3	Yes	29	29
Total number of people in drug treatment	391	503	Same	532	532
Percentage of people retained in drug treatment 12 weeks or more	72	75	No	80	80
Score against a checklist of enforcement best practice for environmental health	97	100	Same	100	100
Score against a checklist of enforcement best practice for Trading Standards	90	90	Same	90	100
Percentage of requests for assistance responded to within 3 working days	91	98	No	98
MP’s correspondence received for Safer Communities	5	3	Same	36	66
MP’s correspondence overdue from Safer Communities at month end	0	0	No	0	14
MP’s correspondence two months overdue from Safer Communities	0	0	No Data	0	0
INTERNAL Reputation:
EFFICIENCY:
Average days lost due to sickness per permanent employee - Directorate of Safer Communities	2.42	4.38	No Data	8.74	7.03
Fire and Rescue no. of working days/shifts lost due to sickness absence by all staff (not including retained) per employee	0.42	0.63	Same	7.5	7.7
service performance:
Calls to accidental dwelling fires per 10,000 dwellings	1.1	1.15	No	22	11.3
Injuries (excluding precautionary checks) arising from accidental dwellings fires per 100,000 population	0.72	0.375	No	4.5	1.44
False alarms caused by automatic fire detection apparatus per 1,000 non domestic properties	14	6.67	Same	80	97
Number of deliberate primary fires excluding vehicles per 10,000 population	0.36	0.42	Yes	5	3.9
Number of deliberate secondary fires excluding vehicles per 10,000 population	1.01	0.75	Same	9	13.2
Number of cremations	97	121	Same	1375	1375
Number of burials	12	20	No	168	168

Cabinet Member for Resources and Town / Parish Council Empowerment: Councillor Wood

Measure Description	Actual	Planned	Improved ?	End of Year Target	Forecast
External Reputation:
Percentage of insurance claims governed by Civil Procedure rules (Woolf protocol) processed within the appropriate timescale, of the total of those received	100	100	Same	100
Total number of insurance claims for all classes of business received within the month	25		No Data
Total reserved value of all insurance claims at last working day of month	3.168		No Data
Number of Complaints across the Authority (Local Indicator)	0	0	Same		0
Number of complaints referred to the Local Government Ombudsman	4	5	No	55	56
Number of complaints at Stage 2	6	3	Same	36
Number of complaints received across the authority	18	37	Same	438	186
Percentage of complaints closed at stage 1	100	85	Same	85	86
Percentage of complaints closed at stage 2 - %	0	15	Same	15	14
MP's correspondence received for Policy, Performance and Partnership	2	3	No	36	36
MP’s correspondence overdue from Performance, Policy and Partnerships	2	0	No	0	22
MP’s correspondence two months overdue from Policy, Performance and Partnership	0	0	Same	0	0
MP’s correspondence received for Finance	0	3	Same	36	0
MP’s correspondence overdue from Finance at month end	0	0	No Data	0	0
MP’s correspondence two months overdue from Finance	0	0	No Data	0	0
INTERNAL Reputation:
Projected percentage of agreed Audit Plan complete by year end	89	90	Yes	90	90
EFFICIENCY:
Average days lost due to sickness per permanent employee - Whole Council	3.06	4.26	No Data	8.5	7.58
Average days lost due to sickness per permanent employee - Directorate of Policy, Performance & Partnerships	3.41	4.32	No Data	8.63	9.34
Average days lost due to sickness per permanent employee - Directorate of Finance	2.61	4.32	No Data	8.63	5.17
Average score on a range of 1 to 5 when measured by HM Treasury's Risk Maturity Model	2.29		No Data
Percentage of Council Service areas that have reviewed their risk control measures within the last 8 weeks that should have been reviewed		100	No Data	100
Land charges monthly income against target (£)	58091.5	62632	No	751584	714000
Average productivity rate of Internal Audit (%) in last month		70	No Data	72	61
Average productivity rate of Internal Audit (%) projected for year		61	No Data	61	65
Proportion of recommendations made by Internal Audit accepted by management (%)	100	98	No	98	98
Number of purchase orders transacted electronically expressed as a percentage of total applicable corporate purchase orders placed	5.6	30	Same	85	70
Number of transactions by procurement cards expressed as a percentage of total applicable corporate purchase transactions	5.4	10	Same	18	15
Percentage of invoices for commercial goods and services that were paid by the authority within 30 days of such invoices being received	97.7	95	Same	96	95
Percentage of Sundry Debt collected to date for current financial year	71.7	70	Yes	97	80
Total hours recorded by in house legal team	1139	1024	Yes	12288	12000
Total legal hours externalised	123	156	Same	1476	1076
Total instructions received by legal services	51	22	Same	248	612
Percentage of postal payments processed within 24 hours	71	75	No	78	75
Average time for processing new benefit claims - working days	19.48	25	Same	24	25
Average time for processing change of circumstances (benefits) - working days	10.43	8	No	7	8
Percentage of bank reconciliations and reconciliation of feeder systems complete within 20 days of the month end.		17	No Data	67	59
Monthly opportunity cost of daily bank balance – (£)	-64.22	0	No Data	0	-448
service performance:
Average turnaround time of land searches (days)	2.33	5	Same	5	5
Projected variance between revised revenue budget and actual spend – (%)	0.2	0	Same	0	0
Projected variance between revised capital budget and actual spend – (%)	-20.2	0	Same	0	7

Cabinet Member for Environment, Planning and Transport: Councillor Ward

Measure Description	Actual	Planned	Improved ?	End of Year Target	Forecast
External Reputation:
Percentage of new reports of abandoned vehicles investigated within 24 hours of notification	98.41	90	Same	90	90
To ensure that all urgent repairs are undertaken within 24hrs from the time these are reported to the time of completion (%)	100	95	No Data	95	95
Calls to Public Rights of Way responded to within 7 days - %	51	80	Same	80	80
Calls to Public Rights of Way left open after 7 days response time	40	25	Same	300	320
Number of missed domestic collections per month	87	288	Same	288
MP’s correspondence received for Environment and Neighborhoods	14	3	Same	36	190
MP’s correspondence overdue from Environment and Neighborhoods at month end	5	0	Same	0	90
MP’s correspondence two months overdue from Environment and Neighborhoods	2	0	No	0	20
INTERNAL Reputation:
EFFICIENCY:
Average days lost due to sickness per permanent employee - Directorate of Environment & Neighbourhoods	4.07	3.54	No Data	7.06	8.91
% major applications determined within 13 weeks	83.33	75	Same	75
% minor applications determined within 8 weeks	96.83	85	Same	85
% other applications determined within 8 weeks	98	90	Same	90
Percentage of abandoned vehicles removed within 24 hours from the point at which the authority is legally entitled to remove the vehicle	94.12	85	Same	85	85
Average number of days taken to repair a street lighting fault		5	No Data	5
Percentage of hedges/trees cut within 7 days of the expiry date of fourteen day notice		80	No Data	80	80
Percentage of household waste diverted from landfill each month		50	No Data	50
service performance:
Number of enforcement actions per month	0	2	No Data	24	14
Affordable Housing units on qualifying site	12	30	Same	30
New Houses built on brownfield sites	88.89	70	Same	70
Total number of free fare passengers journeys made on buses on the Isle of Wight by people either aged over 60 or with a disability in a rolling twelve month period	1079388	801183	Yes	1540737	1540737
Number of defaults issued to contractor per month	0	10	Same	10
Number of default notices issued to public convenience cleansing contractor for failure to cleanse to required standard or otherwise comply with requirements of the contract per month	0	4	Same	4
Cowes Ferry - Total number of vehicular crossings in a rolling twelve month period	467681	455536	Yes	462411	462411

· Service Boards		A monthly meeting in which the Chief Executive and Director of Finance hold to account each director for the in year performance of their directorate.
· Projects Programme Board		To ensure the delivery of future corporate high impact projects.
· Corporate Management Board		To review the output from the service and projects programme boards and find collective approaches to opportunities and concerns identified in the process.
· Leader’s Performance Management Meetings		In which the Leader holds to account each individual cabinet member for the delivery of their portfolios of responsibility.

REPORT TO THE CABINET

PURPOSE

OVERVIEW OF QUARTERLY PERFORMANCE

REVENUE BUDGET

CAPITAL BUDGET

KEY PERFORMANCE INDICATORS

PROJECT MANAGEMENT

BACKGROUND

STRATEGIC CONTEXT

The performance management structure ensures that service managers, Heads of Service, Directors and Cabinet Members are fully engaged in managing the performance of their own areas of responsibility and also the Council as a whole.

EVALUATION/RISK MANAGEMENT

RECOMMENDATIONS

That the Cabinet:

1. Note the performance of the Council as at the end of Quarter 2.

Annexe 2

Deputy Leader and Cabinet Member for Education, Skills and Learning: Councillor Joyce

Cabinet Member for Island Health, Housing and Community Well Being: Councillor Mrs Cousins