DEVELOPMENT AND nEIGHBOURHOOD SERVICES

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DEVELOPMENT AND nEIGHBOURHOOD SERVICES

  1. 1. DEVELOPMENT AND NEIGHBOURHOOD SERVICES PERFORMANCE AND BUSINESS SERVICES DIVISION SERVICE IMPROVEMENT PLAN 2007/08 – 2009/10
  2. 2. Performance and Business Services Service Improvement Plan CONTENTS Page Foreword 2 Section 1 Core Purpose and Service Context 4 Background to the Performance and Business Services Division Business Units Chart Performance and Business Services’ Vision and Strategic Objectives Links to Community Strategy Key Achievements 2006/07 Section 2 Changes, Improvements and Priorities 8 Legislation Best Value Comprehensive Performance Assessment (CPA) and Comprehensive Area Assessment (CAA) Programme/Project Management Performance Management and Data Quality E-Government / ICT Development Organisational and Service Objectives Resources Single Status Business Units Section 3 Action Plan 2007/08 – 2009/10 11 Section 4 Performance Indicators 2007/08 – 2009/10 27 Section 5 Medium Term Financial Plan 2007/08 – 2009/10 29 1
  3. 3. Performance and Business Services Service Improvement Plan Foreword Vision The Council in partnership with Stockton Renaissance and our local communities has a vision of “promoting achievement and tackling disadvantage”. This core theme has been our consistent focus over the last ten years and aims to remove barriers that prevent many of the people in the Borough participating in a culture of achievement. Promoting achievement and tackling disadvantage underpins our three part vision for the Borough: • Stockton-on-Tees driving economic renaissance at the heart of a vibrant Tees Valley city region • An enhanced quality of place, including renewed town centres and improved local neighbourhoods • Enhanced well being and achievement for all adults, children and young people. Delivering this vision Stockton Renaissance and the Council aim to deliver this vision by focusing on five priority improvement themes: Vision Priority Improvement Theme • Economic Renaissance 1. Economic regeneration and transport • Quality of Place 2. Liveability- Environment, Housing and Community Cohesion 3. Safer communities • Well being and achievement 4. Children and Young People 5. Healthier Communities and Adults Core Values We aim to be the best performing council in the country and deliver on this vision by: 1. Working effectively in partnership 2. Communicating, engaging with and listening to local people 3. Putting our customers first 4. Delivering top quality services 5. Being flexible and continually improve how we work 6. Actively learning and developing. 2
  4. 4. Performance and Business Services Service Improvement Plan Competency Framework In order to improve on excellence and ensure we provide the best quality of service the Council has adopted a new competency framework which consists of six core competencies that are to be demonstrated by all employees and three additional competency bands which are appropriate to managers. Core competencies The six core competencies apply to all employees regardless of grade or occupation. Common competencies for all managers. The competencies in the first outer band, ‘Leading and Developing Others’, ‘Focusing On Results’ and ‘Personal Impact’, are relevant to all, managers in the Council. Additional competencies Additional competencies for middle for senior managers. managers. In addition to the competencies The second outer band, in the first and second outer ‘Organisational Context’ contains bands senior managers will also additional competencies for middle need to display those contained managers. in the ‘Leading the Organisation’, or third outer band. 3
  5. 5. Performance and Business Services Service Improvement Plan SECTION 1: CORE PURPOSE AND SERVICE CONTEXT 1.1. Background to the Performance and Business Services Division 1.1.1 Performance and Business Services contains several key front-line council services and also provides essential support to the other services within Development and Neighbourhood Services. 1.1.2 Among the front-line services provided are Registration and Bereavement Services, Waste Awareness, Promotions and the Events Service, with business support, geographical information services (GIS), performance management and ICT systems development services being provided across the service grouping. 1.1.3 Although much of the division might be considered to be the traditional supporting arm for the service grouping, Business Services is very much about customer focussed and improved service provision. It acts as a support, advice and guidance centre for managers, interpreting and implementing corporate policies and procedures, thus removing the burden from front-line services and allowing them to get on with the day job. 1.1.4 A summary of the business units within the division is provided on the next page, together with a list of core service functions. 4
  6. 6. Performance and Business Services Service Improvement Plan 1.2 Business Unit Chart Performance and Business Services Performance Business Support Geographical Customer First Registration Improvement Information and Team Events, Waste Systems Systems Bereavement Awareness, Development Services Promotions, and Support Marketing and Research Performance Annual Events i.e. Maintenance and Digital and pap- Customer First Registration of: Management Fireworks Development of based mapping Programme Births, Deaths & service specific IT Marriages systems e.g. Service Planning Christmas Events Flare, Saffron Management and Service Standards inc. lights switch analysis of spatial Family History on data Service Developing and Comments, Improvement delivering training Commendations Naming Carol Concert to end users Applications and Complaints Ceremonies development system Data Quality Motor Show Maintenance of Wedding Web Site and Photographic Ceremonies Quality material resource Management Intranet Mobile Skatepark Systems Re-affirmation of Support in Graphical work Vows Ceremonies Waste Awareness Benchmarking implementing and Education corporate systems GIS training, Citizenship e.g. CRM support and Satisfaction Ceremonies Freda the Frog consultancy Surveys Information Civil Funeral Funded Projects Legislation Best Value Ceremonies e.g. WRAP, NEAT including Data Reviews Protection, FOI and related issues Civil Memorial Promotions and Inspection co- Ceremonies campaigns ordination Records and Document Publicity materials Management Partnership Internal and Peer Ceremonies review co- ordination Press Releases Research and Information Bereavement Advice Service Policy Binding and Development and finishing Comments, Support Commendations Presentations and Complaints Business Continuity Consultation Research and planning Surveys Programme Marketing plans management co- and strategies ordination 5
  7. 7. Performance and Business Services Service Improvement Plan 1.3 Performance and Business Services Vision and Strategic Objectives 1.3.1 Our vision is to: “Support the Council, Corporate Director and Heads of Service to drive and deliver the modernising agenda and to foster a culture of continuous improvement, innovation and challenge in order to deliver top quality services where customer needs are paramount” 1.3.2 This vision is underpinned by four strategic objectives: 1. supporting the performance management framework to deliver best value, excellence and continuous improvement; 2. to support the delivery of strategic ‘joined-up’ policy initiatives and development; 3. foster a ‘Customer First’ culture in all aspects of service delivery; and 4. pursue business development opportunities in all services including systems development to enhance service delivery: and three front-line, service specific objectives: 1. to provide a dignified, efficient and professional Registration and Bereavement Service, offering greater freedom of choice to meet changing needs of our customers; 2. provide a programme of entertainment and events which allows access for all at nil or low cost; and 3. to promote community engagement and involvement and to improve communications with regard to waste and recycling issues. 1.4 Links to the Community Strategy 1.4.1 All of the policy platforms within the Community Strategy are supported by the work of Performance and Business Services, which illustrates our diverse nature. 1.5 Review of 2006/07 1.5.1 2006/07 was a challenging and successful year for Performance and Business Services. Some of our key achievements include: • Assisting the Council to achieve its best ever CPA result of “Four- star and improving strongly”; • Supporting service areas to achieve the best ever set of results for the four service sub-blocks under CPA; • Winning the LGC Award for IT and E-government; • Winning the Cemetery of the Year Awards for Thornaby Cemetery; • Leading on the development of a Council-wide Data Quality Strategy; • Assisting Tristar Homes to achieve a significantly improved inspection score of “Two-stars with promising prospects for improvement”; • Assisting the Supporting People service to achieve an inspection score of “Two- stars with promising prospects for improvement”; 6
  8. 8. Performance and Business Services Service Improvement Plan • Supporting the scrutiny review of the Environment and Regeneration Select Committee on cemeteries; • Successfully re-launching the Customer First Programme and increased success from seven services passing Stage I to 19 services by December 2006; • Completing Stage II of the Customer First Programme which takes best practice and lessons learned from Stage I as well as national best practice (new standards from the new Charter Mark standards have been incorporated into our Stage II following our work with the Cabinet Office - we were asked to be one of only twenty organisations to comment on the proposed new Charter Mark standards); • Ongoing participation in a NE project to identify levels of customer service skills across the authority which will be used to identify areas where we perform well and areas for development. The information gained from this project will be used for individual personal development as well as corporate workforce planning; • Celebrated success through the re-introduction of the customer excellence nominations for staff and teams as well as the mystery shopping programme where the results are used to identify the winners for the Best Reception award; • Went live with Saffron Version 6 software; • Implementing innovative mobile technology within the Community Protection Enforcement Team tackling antisocial behaviour and envirocrime issues; • Securing £52k for Waste Awareness Team, to deliver the Recycling Communication Plan 2007/08; • Highly Commended in NLPG Exemplar Awards for building GIS applications that used LLPG; • Continued expansion in use of maps@stockton. Intranet version now averaging over 120 users each day, generating between them about 2500 maps per day; • Successful Open Space Audit and public consultation. Project involved using GIS to capture and categorise areas of open space and web mapping to consult; • Conclusion of a successful procurement of aerial photography for Tees Valley. 7
  9. 9. Performance and Business Services Service Improvement Plan SECTION 2 CHANGES, IMPROVEMENTS AND PRIORITIES Key Drivers and Challenges 2.1 Legislation In response to the government’s modernisation and service improvement agenda we anticipate a number of key Government papers which will impact upon service delivery including:  The Local Government White Paper – “Strong and Prosperous Communities”;  Preparations for deregulation and reforms for the modernisation of Civil Registration Services;  Burial Law and Policy in the 21st Century;  Preparations for the new Comprehensive Area Assessment framework. 2.2 Best Value Whilst there are no formal reviews or inspections planned, based upon our experience in the last three years we will be undertaking internal service reviews and supporting peer reviews within the service grouping on an ‘as needs’ basis, particularly in relation to value for money issues, applying best value principles and developing comprehensive improvement plans to deliver excellent services. 2.3 Comprehensive Performance Assessment and Comprehensive Area Assessment (CPA and CAA) Stockton Council will undergo a Corporate Assessment of all its service in 2007, with the result feeding into its CPA rating in 2008 and 2009. We will co-ordinate the input of Development and Neighbourhood Services into ensuring a successful outcome for the Council. There are significant changes proposed to the way in which authorities will be assessed in the period from 2007 to 2009, which sees the transition from CPA to CAA. We will contribute both directly and as a support to Heads of Service and Service Managers to ensure that the necessary arrangements and systems are in place to maintain our position as one of the top performing authorities in the country. 2.4 Programme/Project Management Performance and Business Services will be co-ordinating the service grouping’s approach and input to reporting on key projects including monitoring and review of milestones and risks. 8
  10. 10. Performance and Business Services Service Improvement Plan 2.5 Performance Management and Data Quality The performance management framework in place has greatly improved the information available and we have well-established mechanisms for monitoring and reporting of performance across all service areas. In addition each service has developed its own range of standards, performance indicators and individual targets contained within their Service Improvement Plans (SIPs) and Business Unit Plans (BUPs). Progress against these is discussed at quarterly review meetings attended by Senior Management, Service Managers and shared with both work groups and individuals. Performance and Business Services will lead in the implementation of the Council’s Data Quality Strategy and roll-out of the systems assessments methodology to all key and medium risk areas within the service grouping. This will assist in continuing the improvement in the quality of data resulting from the Council’s activities. 2.6 E-Government/ICT Development The Division will lead on the application of e-technology and key changes to services to further develop our internal systems to improve efficiency and achieve targets on behalf of the service grouping. We will also support the further development of the authority’s Internet and intranet, satellite websites and service specific systems such as Flare, Saffron, GIS, etc. 2.7 Organisational and Service Objectives The Division's principle focus will be to support the Community Strategy and Council Plan objectives. There are also a number of initiatives and projects that will require careful strategic planning and appraisal to ensure that the Council is best placed to deliver better operational and customer focussed services. 2.8 Resources The Gershon review requires a continued focussed approach to providing efficiency if we are to meet the 2.5% savings per annum. It is anticipated that the efficiency agenda will become much tougher in the future and await the outcome of the Comprehensive Spending Review to consider the impact for services. The Division will continue to respond to and comply with the requirements of the Council in terms of its policies and practices. It will seek to influence and advocate change in the interests of service improvement, particularly in matters relating to financial and human resource management. 9
  11. 11. Performance and Business Services Service Improvement Plan 2.9 Single Status It is envisaged that job evaluation and single status development will have a considerable impact in 2007/08 although the financial outcome is impossible to predict at this stage. 2.10 Business Units Each of the Business Units within the Division has its own Business Unit Plan which contains the detailed plans to meet the priorities of the Performance and Business Services Division. The key objectives of the Business Units are summarised below: Business Support and GIS (Events, Waste Awareness, Promotions, Marketing and Research, Systems Development and Support)  Further improve the events portfolio;  Increase awareness and attendance at all events;  Further develop communications and promote community engagement with regards recycling and waste minimisation across all age groups;  Delivery of the NEAT Officer project to raise awareness and achieve targets;  Develop systems (including ICT) to improve efficiency and implement enhancements to increase and improve management information; and  Provide essential management, business and information service. Registration and Bereavement Services  Review and restructure the registration service in lieu of legislative changes;  Improve consultation and communications strategy to further develop business opportunities;  Prepare for Bereavement Services reforms (Burial Law and Policy); and  Explore funding options for the essential works required to restore the borough’s cemeteries to reasonable health and safety standards. Performance Team  Support the performance management framework and improve systems to help provide excellent services;  Support policy development and the delivery of strategic, joined-up policy initiatives;  Assist service managers to effectively address areas of underperformance, particularly in priority areas detailed within the Council Plan; and  Support corporate initiatives to improve data quality throughout services. Customer First  Delivery of Customer First Programme Stage I;  Development and launch of the Customer First Programme Stage II; and  Development of appropriate service standards 10
  12. 12. Performance and Business Services Service Improvement Plan Section 3 – Action Plan Theme: Service Delivery and Resource Management Development Priority: P&BS1: further develop performance management systems that support the provision of excellent services Key actions By when Outcomes and Success Criteria Support services to maximise the Council’s CPA ratings on the June 2007 • Maintain or improve all ratings for the Benefits service sub-blocks (currently 4/4), Culture (3/4), Environment (3/4) and Housing (4/4) CPA service blocks Undertake preparations to ensure successful Corporate December Assessment 2007 • No BVPI’s qualified as being unreliable Undertake service assessments of all high and medium risk December • 75% of Council Plan targets achieved systems within D&NS to improve data quality 2007 • 75% of Corporate Basket of Indicator targets achieved Enhance the performance management framework to ensure the April 2007 effective monitoring of progress on key and high risk projects within Development and Neighbourhood Services Develop methodology to ensure effective management of projects June 2007 Strategic review of Business Services support to ensure December structures are appropriate to meet future service demands 2007 11
  13. 13. Performance and Business Services Service Improvement Plan Development Priority: P&BS1: further develop performance management systems that support the provision of excellent services Resource implications: 07/08 08/09 09/10 Revenue Through existing budgets Through existing budgets Through existing budgets Capital None None None Assets None None None ICT None None None Procurement Activity None None None Human Resources Staffing review of Business Possible rollover from N/A Support 2007/08 Risk Assessment Impact Score - 4 Likelihood Score - 2 Total Score – 8 LOW RISK 12
  14. 14. Performance and Business Services Service Improvement Plan Theme: Service Delivery and Resource Management Development Priority: P&BS2: improve customer service standards throughout the Council Key actions By when Outcomes and Success Criteria Launch Stage Two of the Customer First Programme June 2007 • Increased satisfaction levels with customer service across Council services Establish team of internal Customer First assessors June 2007 • 50% of all services to achieve Stage Two Customer Review and update current customer service standards May 2007 First accreditation by April 2008 Identify customer service skills gap in preparation for roll-out of December • 75 staff to participate in skills audit programme by access to services strategy 2007 December 2007 • Customer service standards agreed and published by December 2007 13
  15. 15. Performance and Business Services Service Improvement Plan Development Priority: P&BS2: improve customer service standards throughout the Council Resource implications: 07/08 08/09 09/10 Revenue Through existing budgets Through existing budgets Through existing budgets Capital None None None Assets None None None ICT None None None Procurement Activity None None None Human Resources Training implications for Possible Training N/A internal assessors implications for internal assessors Risk Assessment Impact Score - 3 Likelihood Score - 2 Total Score – 6 LOW RISK 14
  16. 16. Performance and Business Services Service Improvement Plan Theme: Liveability Development Priority: P&BS3: provide a dignified, efficient and professional Registration and Bereavement Service Key actions By when Outcomes and Success Criteria Strategic and structural review of the Registration Service in line December • Achieve a “4” approval rating from General Register with legislative changes relating to the Civil Registration Service 2007 Office in preparedness Prepare for Bereavement Services Reforms – Burial Law and March 2008 • 95% of appointments kept for registration Policy in the 21st Century • Improvement in customer satisfaction levels – targets Review and develop policies and guidance for the borough’s March 2008 to follow cemeteries in line with the recommendations of the Environment and Regeneration Select Committee • Five-year cemeteries development plan developed Participate in scrutiny review of memorials in the borough’s March 2008 cemeteries 15
  17. 17. Performance and Business Services Service Improvement Plan Development Priority: P&BS3: provide a dignified, efficient and professional Registration and Bereavement Service Resource implications: 07/08 08/09 09/10 Revenue Review of fees and charges MTFP review Through existing budgets to feed into MTFP review Capital Capital bids to be considered Capital bids to be considered Capital bids to be considered by the Asset Management by the Asset Management by the Asset Management Capital Working Group Capital Working Group Capital Working Group Assets Increased value of assets Increased value of assets Increased value of assets ICT None None None Procurement Activity Possible capital procurement Possible capital procurement Possible capital procurement activity activity activity Human Resources Structural review of Actions may slip from N/A Registration Service in line 2007/08 depending on the with legislative changes progression of Bill through Parliament Risk Assessment Impact Score - 4 Likelihood Score - 2 Total Score – 8 LOW RISK 16
  18. 18. Performance and Business Services Service Improvement Plan Theme: Liveability Development Priority: P&BS4: make Stockton a cleaner, greener place to live, work and visit Key actions By when Outcomes and Success Criteria Deliver the Communications Plan for waste awareness, promotion March 2008 • Increase local membership of Freda the Frog’s and education Fantastic Fan Club by 5% in 2007/08 Deliver the Neighbourhood Environmental Action Team project December • BVPI 199 – ensure 95% of streets are of an within the Parkfield/Mill Lane area 2007 acceptable level of cleanliness Explore funding options for continued delivery of NEAT project at March 2008 • Increase combined recycling and composting levels to end of WRAP/ERDF funding period 30% by 2010 Participate in national campaigns, e.g. Encams food litter March 2008 • Increase in public satisfaction by 2010 campaign Develop communication plan for Highway Improvements June 2007 17
  19. 19. Performance and Business Services Service Improvement Plan Development Priority: P&BS4: make Stockton a cleaner, greener place to live, work and visit Resource implications: 07/08 08/09 09/10 Revenue WRAP/ERDF funding ends. Funding to be sought Funding to be sought Other funding streams to be explored Capital None None None Assets None None None ICT None None None Procurement Activity None None None Human Resources Possible implications for staff if funding not secured Risk Assessment Impact Score - 3 Likelihood Score - 3 Total Score – 9 MEDIUM RISK 18
  20. 20. Performance and Business Services Service Improvement Plan Theme: Healthier Communities and Adults Development Priority: P&BS5: provide a programme of events which allows access to all at nil or low cost Key actions By when Outcomes and Success Criteria Introduce two new events to the borough’s events calendar July 2007 • Increase number of events from 6 to 8 Carry out feasibility study of a skate park facility within the August 2007 • Increased attendance levels at events borough • Increased satisfaction levels of visitors and residents with events 19
  21. 21. Performance and Business Services Service Improvement Plan Development Priority: P&BS5: provide a programme of events which allows access to all at nil or low cost Resource implications: 07/08 08/09 09/10 Revenue Consider options for future of MTFP review Within existing resources skate park Capital None None None Assets None None None ICT None None None Procurement Activity None None None Human Resources None None None Risk Assessment Impact Score - 2 Likelihood Score - 5 Total Score – 10 MEDIUM RISK 20
  22. 22. Performance and Business Services Service Improvement Plan Theme: Organisational Development Development Priority: P&BS6: undertake all relevant actions within the Council’s Equality Plans and other cross-cutting strategic plans Key actions By when Outcomes and Success Criteria Develop and promote the borough’s Offensive Incidents March 2008 Outcomes relating to the improved accessibility of Procedure services to all people and improved community cohesion Ensure all staff have undergone relevant training on race, faith, March 2010 belief and diversity Provide events information in all formats and promote the use of September the Internet for events listings 2007 Revise the Customer First criteria in consultation with the December Disability Advisory Group 2007 21
  23. 23. Performance and Business Services Service Improvement Plan Development Priority: P&BS6: undertake all relevant actions within the Council’s Equality Plans and other cross-cutting strategic plans Resource implications: 07/08 08/09 09/10 Revenue Within existing budgets Within existing budgets Within existing budgets Capital None None None Assets None None None ICT None None None Procurement Activity None None None Human Resources Equality training Equality training N/A Risk Assessment Impact Score - 3 Likelihood Score - 2 Total Score – 6 LOW RISK 22
  24. 24. Performance and Business Services Service Improvement Plan Development priority: (Res15) Organisational Development – Corporate Health Community Strategy theme and other links People Development and Learning, Resource Management and Operational Efficiency Outcomes and success criteria All services are committed to a number of Organisational Development objectives. These demonstrate how the service contributes to the achievement of the organisations ‘corporate health’. SICKNESS ABSENCE Sickness absence remains high across the Council compared to other local authorities and therefore it is imperative that sickness is targeted for reduction. Sickness absence is measured via BVPI12 and all services need to contribute to the corporate target of a reduction of at least 0.5 days lost per FTE due to sickness. ON CONTRACT SPEND All services contribute to making savings via better procurement. Value for money contracts have been arranged for areas of corporate spend such as mobile phones and stationery. In order to maximise savings, services have been set a target of 97% for ‘on contract’ spend for these contracts. PAYMENT OF INVOICES The Council is measured for the time taken to pay invoices. Prompt payment is important to our supply base and helps improve their cash flow which in turn keeps them profitable and helps economic development of the locality. Payment of invoices is measured by BVPI8 and all services contribute to the corporate target of at least 85% of invoices paid within 30 days. APPRAISALS Highly trained and motivated employees are necessary for the delivery of modern, effective and efficient services. Consequently the employee appraisal scheme has been revised and improved to ensure staff have the relevant skills and development opportunities. All services have been set a target of undertaking appraisals for at least 90% of employees. GERSHON EFFICIENCY SAVINGS The Council is subject to an annual 2.5% efficiency target and many services contribute in one way or another. Services will set their targets via the forward looking Annual Efficiency Statement (April) which includes both the financial targets and any associated quality cross checks. 23
  25. 25. Performance and Business Services Service Improvement Plan VALUE FOR MONEY REVIEWS Council services are subject to the requirement to demonstrate value for money in order to show the public that money is spent effectively. The process also feeds into the Use of Resources service block in CPA . Services subject to reviews are those with apparent high costs compared to other local authorities and the initial focus of reviews is to determine why this is the case. PARTNERSHIP HEALTHCHECKS New government policies and legislation frequently involve partnership working. The major policy initiatives for local government all depend for their success on effective joint working. There is a growing policy focus on area governance and service delivery at regional, sub-regional and the neighborhood level; this may involve local authorities and a variety of partners at each level. Consequently, well developed and effective partnerships are becoming an essential feature for Stockton Borough Council’s success. DATA QUALITY The council is assessed against its corporate management arrangements for Data Quality. Good quality data is essential in supporting effective decision making at all levels across the organisation. All services are working towards improving data quality further by responding to the recommendations made following the Data Quality Audit 2006 and implementing the actions highlighted within the Data Quality Strategy. Resource implications: 07/08 08/09 09/10 Revenue Achievement of efficiency target as Achievement of efficiency target as Achievement of efficiency target as per the Annual Efficiency per the Annual Efficiency per the Annual Efficiency Statement Statement Statement Capital Assets ICT Procurement Activity Ensure corporate spend is ‘on Ensure corporate spend is ‘on Ensure corporate spend is ‘on contract’ contract’ contract’ Human Resources Risk Assessment. Combined risk assessment excluding reduction of sickness absence which is Impact Likelihood Total assessed separately and is included as a high risk objective in the Corporate Risk Register score score score 2 2 4 LOW RISK 24
  26. 26. Performance and Business Services Service Improvement Plan Key Actions to implement the Development Priority By when. Who is responsible. Sickness Absence Continue the implementation of the new sickness absence 2007/ 08 Head of Service / Service process. Managers Monitor performance via quarterly reports and identify areas for improvement. Payment of Invoices Monitor performance via quarterly reports and identify areas for 2007/ 08 Head of Service/ Service improvement. Managers Work with Corporate Procurement and Payments to improve performance. Appraisals Implement new appraisal scheme. 2007/ 08 Head of Service/ Service Managers Monitor performance. Gershon Efficiency Savings Identify targets (both financial and quality cross checks) for the April 2007 Head of Service/ Service forward looking Annual Efficiency Statement. Managers Monitor performance. 2007/ 08 25
  27. 27. Performance and Business Services Service Improvement Plan Value for Money Reviews Undertake value for money reviews (where programmed). As per agreed timetable Head of Service Report outcomes and where necessary a cost reduction plan. Partnership Healthchecks Undertake partnership healthcheck (where programmed). As per agreed timetable Head of Service Report outcomes and action plans. Data Quality Review Implement the actions highlighted within the Data Quality Strategy As per agreed timetable Head of Service/Service Managers 26
  28. 28. Performance and Business Services Service Improvement Plan SECTION 4: PERFORMANCE INDICATORS 2007/08 – 2009/10 PI Ref PI Description 2004/05 2005/06 2006/07 Target Target Target Responsible Performance Performance Performance 2007/08 2008/09 2009/10 Officer (to date) Development Priority: P&BS1: further develop performance management systems that support the provision of excellent services Local Percentage of targets achieved N/A 70% 73% 75% 80% 85% P Diggins on Corporate Basket of Indicators Local Percentage of Council Plan N/A 68% 75% 75% 80% 85% P Diggins objectives fully achieved Development Priority: P&BS2: improve customer service standards throughout the Council Local Satisfaction with services: N/A N/A N/A Baselines to be established Performance Team and targets set for continuous P Diggins Registration and Bereavement improvement J Robins Services Events Tara Connor Waste Awareness, Promotions, Tara Connor Marketing and Research Systems Development and Tara Connor Support Development Priority: P&BS3: provide a dignified, efficient and professional Registration and Bereavement Service Local Achieve an Approval Rating of N/A 2 Approval 4 N/A N/A J Robins “4” from General Register Office rating of 3 Local Percentage of appointments N/A N/A N/A Baseline to be established and J Robins kept for registration targets set for continuous improvement 27
  29. 29. Performance and Business Services Service Improvement Plan Development Priority: P&BS4: make Stockton a cleaner, greener place to live, work and visit BVPI 199 Street cleanliness – percentage 5% 5% 5% <5% <5% <5% J McCann of land areas not cleansed to acceptable standards LPSA 1 Recycling rate - percentage of 15.90% 16.65% 21% >24% >26% >30% J McCann (BVPI 82a household waste recycled or and b) composted Local Recycling rate – Neighbourhood N/A N/A Baselines to be established and targets set for J McCann Renewal areas continuous improvement BVPI 84 Waste minimisation – kgs of 497.3 480kg 470 <450 <420 <420 J McCann household waste collected per head of population Local Increase local membership of N/A N/A 4,500 >5,000 >5,250 >5,500 T Connor Freda the Frog’s Fantastic Fanclub Development Priority: P&BS5: provide a programme of events which allows access to all at nil or low cost Local Percentage increase in overall N/A N/A Baselines to be established and targets set for G Reeves attendance figures continuous improvement Development Priority: P&BS6: undertake all relevant actions within the Council’s Equality Plans and other cross-cutting strategic plans Local Sickness days per FTE N/A 9 days <8.5 <8 days <7.5 All days days Local Invoices - percentage of non- N/A N/A <10% <8% <5% All order invoice payments 28
  30. 30. Performance and Business Services Service Improvement Plan SECTION 5 - Medium Term Financial Plan Performance and Business Services 2007/08 2008/09 2009/10 '000 '000 '000 Base Budget Position Expenditure 2,071 2,132 2,202 Income / Recharges (1,578) (1,626) (1,673) Net Budget Position 493 506 529 Legislative Changes Demand led Pressures Mobile Skate Park (2) 0 0 0 WRAP - Recycling awareness (3) GIS equipment maintenance and fee increase Service Growth Reductions Efficiency Savings Bereavement - Reducing Impact/removal of MS Events EMT cut Total Budget Requirement 493 506 529 Funded by : Resource Allocation 375 379 382 Use of Managed Surplus (A) 118 127 147 Total Funding 493 506 529 Shortfall 0 0 0 base budget position. 29
  31. 31. Performance and Business Services Service Improvement Plan Medium Term Financial Planning - MS / MC Statement 2006/07 2007/08 2008/09 '000 '000 '000 (MS) / MC Brought Forward (71,856) 96,206 213,933 Utilised in Budget Setting (A) 73,829 117,727 127,063 In Year Variance (Budgetary Control) 94,233 0 0 (MS) / MC Carried Forward 96,206 213,933 340,996 NB – Provisional Medium Term financial plan outturns are based on December 2006 actual and reflect a growing deficit over the three year medium term. During the 2007/08 alternative funding streams will need to be sought and a strategy developed to balance the medium term budget. 30

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