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Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...
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Both Welcome and Leading Liverpool (MS Word [644.5Kb] opens ...

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  • 1. Welcome to Liverpool City Council’s corporate performance plan 2006/09. This plan sets out our targets to sustain the improvement of council services for the next three years. Over the last year, despite major changes at the top of the organisation, we maintained our drive to improve the quality of life for Liverpool’s people, highlights include: • the Paradise street development – the £900m retail-led project is on schedule, with new car park and bus station now open • the Kings Dock – the main arena and convention centre works have started on site • the opening of the new Met Quarter as a venue for top designer names, including Timberland, Armani, Hugo Boss, All Saints, Flannels, Molton Brown and Coast • the Edge Lane regeneration scheme being given the go-ahead • the cruise liner facility – legal agreements have now been signed with works due to start on site in 2006 • the best GCSE results by 16-year-olds ever • the country’s first community justice centre opened in north Liverpool, working with local people to tackle offences such as vandalism, anti-social behaviour, fly-tipping and graffiti • the 50m Olympic size swimming pool at Wavertree - construction contract signed • housing – maintained progress towards unlocking investment of £690m for private and £300m for public housing in the city We have taken great strides to improve over the last six years. The latest figures show that over a quarter of our service indicators are top performing. Our rate of improvement slowed however over the last year compared with other councils. We are taking steps to further strengthen our leadership and management so we can work more effectively with partners to deliver quality, cost-effective services and an improved quality of life for our residents. 1
  • 2. I want to express my thanks to our staff and partner agencies for all their hard work. We still have much to do, but we remain committed to our ambition to take Liverpool to its rightful position as a premier European city. Cllr. Warren Bradley Leader, Liverpool City Council 2
  • 3. Leading Liverpool This, our corporate performance plan 2006/09, sets out the high- “We aim to build and safeguard a fair, prosperous and open city level priorities that will focus and steer our work over the next where no-one is in poverty; where our citizens are well educated three years. These priorities state the ambitions against which and take part in the decisions that affect them and where the the council’s leadership, both members and officers, will be cultural and religious differences between people are valued and judged and will direct the financial strategy and spending of the celebrated.” authority. To achieve our vision we will work in partnership: Integrating national and local priorities • to create stronger, safer communities The improvement agenda presented in this plans is drawn from: • to enable local decisions to be taken at a local level • to deliver value for money, high-quality services • national local government service agreements established by • to support active, healthy and independent living the Government • to create a growing, vibrant and diverse city economy • priorities outlined in the city’s community strategy, Liverpool • to be the greenest city in Europe First 2005/08, produced by the Liverpool Partnership Group. Which represents public, private and voluntary agencies Our aims will be taken forward by our corporate priorities: across the city • improvement priorities identified in recent inspections Aim 1: To create stronger, safer communities including: the comprehensive performance assessment published by the Audit Commission in December 2005; the • Contribute to the reduction in crime, disorder and anti- annual audit letter 2005 and individual service inspections social behaviour and the harm caused by drugs and substance misuse The council’s vision, aims and priorities • Enhance feelings of safety and reduce the fear of crime • Promote community cohesion We have reviewed and updated our vision, aims and priorities for • Restructure the city’s housing market to improve choice 2006/09. • Achieve national road accident casualty reduction targets Our vision: Aim 2: To enable local decisions to be taken at a local level 3
  • 4. • Improve the quality of provision for service users • Strengthen neighbourhood accountability and • Tackle homelessness and reduce the numbers living in governance sub-standard housing • Improve residents satisfaction with their local area • Provide a range of opportunities to promote improved • Improve customer engagement at the local level health and well-being • Improve how we handle customer complaints • Reduce childhood obesity and promote a culture of • Empower communities and improve their quality of life physical activity Aim 3: To deliver value for money high quality services Aim 5: To create a growing, vibrant and diverse city economy • To keep council tax fair • Increase customer satisfaction with council services • Increase inward investment • Provide services equitably across the community • Develop enterprise within the city • Improve the quality of council housing • Increase the employment opportunities, particularly for • Improve the achievement of children in care, those in most need underachieving Black and racial minority communities and • Deliver a successful European Capital of Culture 2008 young carers. • Improve educational attainment, skills and qualifications to • Improve family support for disabled children and children achieve economic well-being with special educational needs Aim 6: To be the greenest city in Europe Aim 4: To support active healthy, independent living • Minimise waste and increase recycling rates • Contribute to the development of better public transport • Develop services to improve choice and promote facilities independent living • Develop a cleaner and greener environment • Improve environmental enforcement 4
  • 5. The following measures and targets will help us assess our progress against our aims: Measure Targets 2006/07 2007/08 2008/09 Aim 1: To create stronger, safer communities BV127a – the number of violent crimes per 1,000 population 30.2 26.5 to be set with GONW YOS0015 – the number of first-time entrants into the youth justice system 399 379 360 Aim 2: To enable local decisions to taken at a local level LPSA21a – percentage of adults who feel they can influence decisions affecting 30% 31.9% 31.9% their local area HMS0009 – percentage of residents satisfied with the overall standard of service 62% 57% TBC provision for streetscene measures specified within customer charters Aim 3: To deliver value for money, high-quality services BV3 – the percentage of citizens satisfied with the overall service provided by the 60% 63% 65% authority CFM0035I – improve the overall annual cost-effectiveness of the city council 102.5 105 107.5 (against 2004/05 baseline) Aim 4: to support active, healthy and independent living SRS0017 – percentage of 5 to 16-year-olds in schools sports partnerships 75% 78% 85% engaged for at least 2 hours per week on high-quality PE LPSA20b – older people aged 65 or over moving permanently into residential 575 545 540 care Aim 5: To create a growing, vibrant and diverse city economy LBC0002 – job creation through BusinessLiverpool assistance 515 520 520 LPSA19 – percentage of young people achieving NVQ level two by age 19 60% 63% 67% Aim 6: To be the greenest city in Europe BV89 – percentage of people satisfied with cleanliness standards across the city 59% 60% 61% BV82a(i) – percentage of household waste recycled 11% 11% 14% 5
  • 6. We will report on the progress achieved in our 2007/2010 services provided to its residents. Since then we have made corporate performance plan, which will be published before end great efforts to improve both the quality and cost effectiveness of of June 2007 our services. We have increased the number of top performing services from 7% to 27%, however, at the end of 2005/06, 56% Our performance trend of our indicators still performed below a rising national average. We continue to improve, but our recent rate of improvement Six years ago, despite charging the most expensive council tax, compared to similar councils has slowed a little, so we are not Liverpool City Council ranked in the bottom three in the quality of overtaking them as we aimed. The percentage of performance indicators above and below metropolitan average performance between 1999/00 and 2004/05. Performance Trends 1999-2005 - against other Met councils 90% 78% 80% 64% 70% 59% 56% 54% 60% 50% 50% 50% 40% 46% 44% 41% 30% 36% 20% 22% 10% 0% 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 % of KPIS above average performance % of KPIS below average performance 6
  • 7. Going forward we need to refocus our efforts to reach our goal of indicators, however, are a directly related to the deprivation of becoming a top performing council. For 2006/07 we aim to the city and, as such, it will take us some time to move further reduce the number of poor performing performance performance out of the bottom quartile, though each year we aim indicators (i.e. bottom quartile nationally), whilst increasing the to keep on improving our performance. number we have in the top performing band. Some of our Comparison of top and bottom quartile performance indicators 70% 60% 50% 40% % 30% 20% 10% 0% 1999/00 2005/06 f'cast 2006/07 f'cast Year LCC's top quartile LCC's bottom quartile 7
  • 8. Comprehensive performance assessment 2005 The local government watchdog, the Audit Commission, confirms us to be ‘improving adequately’ and gave us two stars for that we are moving in the right direction but we still have some performance out a maximum of four. way to go to fulfil our ambition. In their 2005 report they judged Performance against other councils 2005 50% 3 s tar % of all councils 40% 30% 4 s tar 2 star 20% 10% 1 s tar 0 star 0% Star Rating This year we have made good progress in key services such as: to help vulnerable people live independently has not improved education, children’s social care, benefits, community safety and sufficiently – see Appendix 2 for full details of our performance street cleaning. However, our performance in housing, waste on national performance indicators. management, recycling, adults’ social services and our services 8
  • 9. Inspectors scored individual services as follows: Service Performance (1 lowest, 4 highest) Children and Young People 3 Social Care (adults) 2 Housing 1 Environment 3 Culture 3 Benefits 4 Use of Resources 2 As we go forward the overall leadership and management of the behaviour. During 2006/07 we expect to agree a local area council, and our work with partner agencies such as the health agreement with our local partners and Government – setting out service and police, will be strengthened in order to deliver a the specific priorities, measures and targets over a 3-year period better quality of life for residents – with improvements in starting in April 2007 that we will collectively work to achieve to employment and skills, health, and reduce crime and antisocial improve outcomes for local residents. Performance management framework The overall performance management framework within the  identify key actions to advance corporate initiatives such as council is illustrated in the diagram on page 11 the council’s equality agenda, managing risk, actively consulting with customers. We use the discipline of service plans to ensure that our corporate aims and priorities drive our improvement at service We are continuously working to strengthen our performance level – with services asked annually to: management systems and culture. While our inspectors have acknowledged that we have a robust corporate performance  specify key improvement priorities management framework we need to ensure this tool is used  define measures (performance indicators) to monitor effectively to drive service improvements, design and delivery progress towards their improvement priorities and establish across all council services. We recognise that more needs to be stretching targets done to ensure that performance is improved in key areas and 9
  • 10. for example that risk management is an integral element of our management training and practice to ensure managers play corporate, portfolio and service planning. We also need to their part in establishing an appropriate performance culture and strengthen our approach to evidence that services are delivery staff receive regular feedback and support to continually improve good value for money and work more effectively with partners to their performance. address the needs our residents. We are to continue to develop 10
  • 11. Liverpool City Council’s Performance Management Framework Government NLGPSAs* priorities Community strategy Multi-agency (Liverpool First) Plans and local targets Performance actions indicators City council’s corporate performance plan Targets to be reached by March 2009 Service plans Service’s key performance indicators (national and local) Team plans Actions to achieve the service’s key performance indicators Individual work programmes (and personal Individual tasks and targets review and development) * National local government service agreements 11
  • 12. Responding to inspectors’ findings Inspection of services by statutory agencies such as the plans, following inspections, ensures that we maintain our Commission for Social Care Inspectorate, the Audit Commission, momentum for improvement. OfSTED and the Benefit Fraud Inspectorate have assessed the Information on these inspections, including their quality of the services we deliver and helped us to identify how recommendations, are available on our web site at they can improve. The regular monitoring of service improvement www.liverpool.gov.uk (choose ‘service inspections’ from A –Z). Service review A comparative analysis of the 2004/05 performance indicators The following services, therefore, will be considered for a review and 2005/06 budgeted spending has identified a number of during 2006/07, with a view to identifying actions to improve services with low or below average performance and high or performance and reduce costs: above average cost elements. The analysis cannot be more exact than this due to the lack of comparative cost date directly • Revenues and Benefits associated with specific performance indicators – but, • Community Safety nevertheless, it represents a reasonable approach to further • Education review. • Waste collection • Highways maintenance • Housing services Review and update During the year we will work with members to review and update so that for next year we expect to publish an integrated the specific measures to take forward our priorities. This work will performance and financial plan. proceed in parallel with that of our three-year financial strategy 12
  • 13. Letting service contracts In letting service contracts involving the transfer of staff over the the Code of Practice on Workforce Matters in Local Authority last year, the council has complied with all the relevant statutory Service Contracts. and other legal requirements relating to such transfers, including This plan has the following appendices: Appendix 1 – Achievements in 2005/06 against the corporate Appendix 3 – Excellence through equity – corporate equality aims, priorities and measures published in May 2005 plan 2006/09 (performance achieved in 05/06 with targets through to 2008/09) Appendix 2 – Performance 2005/06 against national indicators (with targets through to 2008/09) 13

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