Quarterly Corporate Performance Monitoring AGENDA
Cabinet 1st December 2004
Colin Hay – Effective Local Government
Key Not a key decision
Background Corporate Strategy, all ISPP Level 1s, Best Value
Documents Performance Improvement Plans and Corporate
Main Not applicable
Planned Future reports on approximate quarterly basis
Divisional Not applicable
Officer Peter Bungard, Executive Director: Environment – Tel.
Jane Burns, Head of Service Policy and Review – Tel.
Purpose of To provide Cabinet with strategic oversight of the
Report Council’s performance, in particular matters initiated by
Key That Cabinet endorses the performance monitoring
Recommenda information contained in this report and highlights any
tions areas of concern and of good progress.
Resource Within existing budgets. This report provides monitoring
Implications information, there are no additional resource implications.
MAIN REPORT CONTENTS
The council is committed to developing a performance management culture which underpins
our focus on continuous improvement. Regular monitoring of the council’s top level
performance is a key component of the developing performance management framework.
Performance reporting was identified as being weak during CPA 2 years ago and we have
sought to introduce regular improvements to move this forward. Interim feedback from the
recent Corporate CPA assessment suggests that responding to performance information
remains an ongoing weakness for the council.
2 Progress against out top projects and performance indicators
This section of the report tracks performance against projects and performance indicators set
out under the six Service Aims (and Gloucestershire Focus) of the Corporate Strategy and
ISPP level 1 plans. For this quarter, we have developed the Annexe 1, (which shows details
of those projects which are either exceeding target or are showing signs of slippage), to add
the relevant performance indicators to projects and so show all projects that have linked
The table below shows overall performance against targets for projects and performance
indicators for the second quarter. It should be noted that this analysis is based on self
assessment and self reporting. Different service areas may be reporting in slightly different
approaches but the table below gives a simple over-view.
Ahead of target Behind Target
Corporate Service On Target
Aim Projects PIs Projects PIs Projects PIs
Provide learning 0 11 9 5 2 9
Support those most 1 4 11 5 2 9
in need in our
Manage & enhance 1 1 4 0 4 1
Meet local transport 1 1 6 0 1 0
Support & 0 0 0 0 1 0
encourage a thriving
Promote safer 3 8 12 2 3 6
Gloucestershire 1 4 41 7 13 3
Overall this represents 22% of projects and 37% of performance indicators behind targets.
30% of reported PIs are showing as slipping back from their out-turn at March 2004
compared to 16% slipping back last quarter. Some of this slippage is relatively minor and re-
Most significant numerical slippage on PIs is in “supporting those most in need in
our communities” where 50% are behind target although only 22% are slipping
back from their out-turn at the end of March 2004. In “lifelong learning” 37% of PIs
are behind target but again a lower level (18%) are slipping back from their
previous annual out-turn. (This data contains provisional annual data which is likely
to improve final out-turns).
The Chief Officers Management team is committed to reviewing those indicators
where progress against targets is proving problematic to consider what action, if
any, is required to bring them back on target.
2.3 Provide learning throughout life
Good progress continues to be made with improving SEN statements, after last
year’s disappointing results, and around the important area of reducing schools
absences. There are issues with GCSE results A-C and A-G and with a number of
key stage results although all these are still provisional and may improve as a
result of some exam papers being re-marked. Project work is underway to tackle
some of the underlying causes of these concerns including the key social inclusion
indicator relating to GCSEs A-G. It remains unlikely that the 2 PSA targets in this
area will be met.
2.4 Supporting those most in need
There are a number of areas where services are exceeding targets but also areas
where previous good performance has slipped. Services are seeking to ensure that
those indicators which can be put back on track in the next few months, such as
care plans issued and reducing waiting times, are given particular attention. Making
progress on improving performance in some areas will however remain challenging
within the context of seeking to reduce the current forecast overspend.
Performance on the adoption PSA is still fluctuating (as it is likely to do within year)
but progress will be reviewed in order to ensure that if there any remaining
constraining factors, that these are reduced as far as possible in order to maximise
chances of meeting the target.
2.5 Protecting Gloucestershire’s Environment
The Waste PFI contract is currently on programme, but has to be considered an ongoing
high risk. Partnership working, with the intention of establishing a Joint Waste Board with
district councils is slipping. We have very positive trends with recycling composting
performance, exceeding 25% in the first two quarters, but this will not meet the 30% pro-rata
statutory target, i.e. the Government is expecting us to hit 36% by 2005/06.
Planning represents a mixed picture, with good progress on Joint Study Area work for
Regional Spatial Strategy, and the Waste Local Plan. Completion of the Best Value Review
slipped from July to October Cabinet, but is otherwise on programme. Adoption of the
Structure Plan will be delayed by virtue of objections to the Modifications stage. Earliest
possible adoption now is March 05.
The Sustainability Project has slipped, but is now making progress, i.e. framework
assessment complete and dedicated resource appointed.
2.6 Meet Local Transport Needs
The Gloucester South West Bypass presents a mixed picture, with Castlemeads running
ahead of programme and on budget, whereas the Netheridge section is slipping. Optimistic
forecast suggests a March 05 work start, but complex developer contribution issues could
cause a further slippage.
Local Transport Plan issues are progressing satisfactorily, with the Local Transport Plan 2
(LTP2) and the Major Scheme Bid development being on programme. The Annual Progress
Review was submitted in July, but we will not know its score until mid-December.
The development of the new Highways and Transport Term Contract is progressing on
programme. We are likely to exceed our target of responding to dangerous potholes within
24 hours. Our local PSA target for A road condition is only measured annually, but forecast
is that we will hit or exceed the PSA target.
2.7 Support Gloucestershire’s Economy
The only high-level project which we are monitoring is the establishment of the Gloucester
Urban Heritage Company. This is progressing, but has some slippage. The Board is now
formally constituted, and interviews for a Chief Executive are programmed for 30th
November. A successful appointment is critical to maintaining momentum on this project. A
key planning application is due to be considered by Gloucester City for the “Quays Project” in
2.8 Promote Safer Communities
Our PSA target of reducing killed and seriously injured accidents is proving very challenging.
We had a poor year in 2003, meaning that we have to further stretch the target for 2004 and
2005. Accident statistics are encouragingly better in the current year, but are unlikely to
meet the new stretched target. Unless we have a very “safe” year in 2005, we will not meet
this PSA target. (Note: all safety statistics are measured by calendar year).
In Trading Standards, consumer satisfaction with service and with advice provided to
business has already exceeded targets with all other areas on track.
The Youth Offending Service targets relating to work with offenders and their families are
above their target although 3 others youth offending three targets have not been met in this
second quarter. Some are affected by external factors outside the control of the Youth
In the Fire and Rescue Service staffing levels on fire appliances (This indicator is being
dropped nationally) are still off target. Investments are being made but the training period
necessary to make sure officers are fully operational means that this is a five year project
with performance indicators unlikely to change before this time.
The containment of fire to the room of origin (BVPI 144) shows improvement but this does
remain a long term indicator with a very challenging target.
2.9 Gloucestershire Focus
Progress continues to be positive although a number of challenging targets remain. The
plans to progress the council’s accommodation issues are making slow progress due to the
very limited resources available to move on this long standing issue. The Human Resources
Strategy is generally making good progress although the work on home working, which links
to the accommodation project, is also proving more challenging than originally anticipated.
The planned work on car allowances is held up awaiting national guidance. The overall
budgetary forecast out-turn position is improving.
Within the Chief Executive's Support Unit (CESU), of the 24 project milestones set out within
the CESU level 2 plan, the Unit is on or ahead of target with 20 of those milestones,
compared to 22 in the last quarter. There is a slight increase in slippage in relation to the
local contact (Improving Customer Access) project as well as some new slippage in relation
to developing the Community Strategy Action Plan and the Codes of Conduct which
accompany the Conpact with the Voluntary sector.
3 Other topical performance information
This section of the report highlights other topical performance issues (some of which are
more recent that the end of the second quarter), in order to give Cabinet more information to
assess current performance.
3.1 Revenue Budget
The revenue budget forecast out-turn currently identifies an overall position of a £809,000
overspend using information available at the end of September. This is a significant
reduction on forecast overspend compared to last quarter. The table below shows forecast
1 Community Services +33
2 Education -147
3 Environment -199
4 Resources -285
5 Social Services +445
6 Supporting People +1,900
7 Corporate & Technical -938
3.2 Capital Budget
The latest projected outturn of £56.727 million is £4.104 million below the revised budget
which is a slight increase on forecast slippage compared to last quarter. If the projected
outturn is achieved this would maintain the improvement in capital spend performance
achieved in 2003/04. A key factor will be the effect that the school reviews may have on the
planned spend for Education.
3.3 External assessments
The council has had the Corporate element of the Comprehensive Performance Assessment
(CPA) during October and is awaiting the final report. Initial feedback suggests that the
council is continuing to make sound progress but has not yet achieved the 4/4 score we had
The Social Services Department has received its Annual Review letter and has been
assessed as dropping back to 1 star as a result of slippage across a range of performance
The auditor score judgements from the Audit Commission on the council’s use of resources
shows a further slight improvement on last year’s performance
Following the poor external assessment and financial issues relating to Supporting People
reported last quarter, Cabinet has asked for monthly updates on progress with a detailed
report containing an action plan in December. Internal Audit will be undertaking an audit of
the development and management of the service and Scrutiny Management Committee
have asked to receive this report at their January meeting.
Gloucestershire's Wingmoor Farm Household Recycling Centre has been voted best in the
country as the Civic Amenity site of the Year.
The Fire and Rescue Service has been awarded the national Charter Mark accreditation
which sets national standards with a specific focus on customer care.
The Youth Service has been accredited with Investors in People. (IiP)
The Chief Executive’s Support Unit has completed its IiP assessment and has been
recommended for accreditation with IiP.
3.4 PSA targets
The position at the second quarter report shows that 6 of the twelve targets are meeting or
exceeding their targets. There are a total of 21 indicators that are used over the full period
that are tracking progress against the targets and not all of these are reported on each
quarter. (see annex 2 for details of the full report using our new software system
3.5 User satisfaction
During the last quarter we had the results of the latest public satisfaction figures in terms of
public satisfaction with the council as a whole. Our rating has improved overall during a
period when satisfaction rates with councils nationally has been falling significantly – down
10% on average between 2000 and 2003, according to the ODPM Topline Report (June
2004). Our satisfaction rating is now 60%. We have improved from the bottom quartile for
this indicator, and equal lowest of all county councils, to the second best quartile.
We acknowledge that this indicator can fluctuate (see graph), and that different survey
methods may affect the results – citizens’ panels and face-to-face surveys seem to give
more positive results than postal surveys. However, all of our surveys have used the BVPI
55 National average
2000 2001 2002 2003 2004
3.6 Performance Management
During the last quarter we have carried out and reported back on what senior managers
(third tier and above) think about performance management within the council. (This is the
second time we have carried out this survey). Results are encouraging with headline set out
♦ 69% think performance management has improved within the Council.
♦ 100% are clear about the Council’s priorities and objectives.
♦ 59% think that positive progress has been made during the last year in relation to
setting of corporate priorities and objectives and monitoring performance against
♦ 66% think that corporate support and guidance has helped development of a robust
performance monitoring framework.
Draft feedback from the Audit Commission suggests that Best Value Performance Plan
(BVPP) for 2004 is recognised as having been improved on the previous format with
improvements with the management of performance indicators.
Overall progress on the completion of PARs has continued to show slow but steady progress
with all directorates other than Social Services having over 80% compliance.
It is clear that we continue to make significant progress on projects overall, but our
performance against PIs and therefore out-comes, continues to be variable and further work
will need to be undertaken across the authority to make further progress.