Putting Enfield First Improvement
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    Putting Enfield First Improvement Putting Enfield First Improvement Document Transcript

    • 2007/2010 Putting Enfield First Improvement & Best Value Performance Plan
    • Contents Introduction 2 Putting Enfield First 2 Our Aims for 2007-2010 2 Improving our performance 3 Enfield’s Performance Management Framework 7 Aim 1 12 A Cleaner, Greener Enfield Aim 2 18 High Quality Education and Lifelong Learning Aim 3 28 A Safer Enfield to Live, Work, Study and do Business Aim 4 36 Quality Health and Care Services for Vulnerable People Aim 5 46 Supporting the Delivery of Excellent Services Aim 6 60 Economically Successful and Socially Inclusive Appendix 1 72 Monitoring and Reviewing the Plan Appendix 2 76 Best Value and Local Performance Indicators Data Glossary 94
    • Introduction Welcome to Enfield Council’s Principles Improvement Plan. This plan is an • Quality value for money services important document for Enfield. It shows • Leading communities and building a how we will deliver our corporate strategy better future Putting Enfield First and sets out our purpose, values, aims and priority • Working for social cohesion objectives for improvement for the next three years (2007–2010). It will guide the Mission statement work of the Council and shows how we Enfield Council promotes the social, will deliver our vision: economic and environmental well being of our community and helps residents “To make Enfield one of the best improve their neighbourhoods and their communities. In everything it does, the places to live, work, study and do Council sets high standards for quality and business”. value for money and will meet them. We listen to our customers and citizens in Putting Enfield First delivering local democracy. We work with Putting Enfield First sets out our our partners to plan, shape and deliver commitment to becoming a first rate local services which meet real local needs in authority that delivers excellent services the most efficient way, reducing for all our customers. It helps drive our inequalities and protecting and enhancing change programme, shaping and directing quality of life in our borough. all the Council’s major plans and policies, providing a focus for deciding how to Our 6 key aims for 2007-2010 are: spend our limited resources, and a framework for business and service Aim 1: A cleaner greener Enfield planning across the authority. Aim 2: High quality education and lifelong learning The Council’s principles and organisational Aim 3: A safer Enfield to live, work, study values lay at the heart of our commitment and do business to achieving top performance in how we work and do business with our customers. Aim 4: Quality health and care services for vulnerable people in Enfield Values Aim 5: Supporting the delivery of Focus on Customers excellent services Innovative and Forward Thinking Aim 6: Economically successful and socially inclusive Responsive and Fair Striving for Excellence Trained and Confident Staff 2 Introduction
    • Improving Enfield 2005, a more stringent assessment with a The Council’s Improvement Plan is fully greater emphasis on outcomes for local integrated with our Best Value people and value for money was Performance Plan and links to our Service introduced. Planning process. In February 2007 the latest CPA scores This is also our plan for achieving the were published. Enfield retained its 3* Council’s contribution to the community status and was again assessed as strategy, Enfield’s Future and the Local ‘Improving well’ in the Direction of Travel Area Agreement. By aligning our plan to judgement. ‘The rate of improvement is the overarching aims of the Enfield impressive, with more than 85% of key Strategic Partnership, we recognise the service indicators improving, which is well important role we play in supporting the above the national average’. delivery of the shared vision for Enfield. The Local Government White Paper About Enfield ‘Strong and Prosperous Communities’ and the Local Government and Public Enfield has much to offer. Our cultural Involvement in Health Bill that will diversity, heritage and tradition, closeness implement it, set out a new performance to central London and proximity to open framework for local services. The Audit countryside makes it one of the best Commission is beginning to develop the places to live, work, study and do business. Comprehensive Area Assessment (CAA) framework, which will take over from CPA Political Context in April 2009. It will focus on outcomes Since 2002, Enfield has had a for an area delivered by all the public Conservative administration. The current services and not just the council. It will political composition of the Council is 34 also be forward looking, focusing on Conservative, 27 Labour and 2 potential risk rather than just looking at Independent Councillors. past performance. For this year and next year CPA will continue largely unchanged, Comprehensive Performance although some elements of CAA may be Assessment (CPA) introduced for the year 2008 – 2009 to Since 2002, the Audit Commission has ease the transition. used Corporate Performance Assessment (CPA), to measure how well local authorities are delivering services for local people and communities. It looks at performance from a range of perspectives and combines a set of judgements to provide both a simply understood rating and a more complete picture of where to focus activity to secure improvement. In Introduction 3
    • Local Area Agreement Place Shaping In April 2006 Enfield Strategic Partnership The future role of local government will entered into a Local Area Agreement with include a more holistic approach to the Government. This agreement sets out renewal, combining the creative use of a number of challenging targets that the powers, history, community influence and Council and its partners (health, police, job local character to promote the general centre plus,voluntary organisations and well being of a community. Enfield Council residents) will work together to achieve. has seized the opportunity to work in this new dynamic way, by establishing a Place The key theme of Enfield’s LAA is “Every Shaping agenda in Enfield. Child Really Does Matter”. By focusing on the needs of children and their families we Consultation and Engagement aim to improve the life chances for all The Council is fully committed to consulting residents. As part of our commitment to and engaging residents and its service tackling this issue the Enfield Strategic users, so that their views directly inform the Partnership (ESP) has also agreed that its Council’s planning and priorities for action. Neighbourhood Renewal Funding will be allocated to the ‘One Large Intervention’ Our consultation strategy (Engaging (OLI) on child poverty. The OLI is Enfield’s Enfield) and good practice guide set the flagship project managed by Enfield Council overall framework and guidance within and overseen by the Children’s Trust Board. which staff must operate when undertaking consultation and engagement By 2009, the agreement aims to: activities. These documents will be fully revised in 2007, placing increased • Significantly improved the lives of emphasis on securing the active children and their families currently living participation of local citizens and in poverty communities and working with our • Enabled people of all ages, ethnicity and partners so that we have a disabilities to play a full and active part comprehensive inter-agency approach to in the community involving local citizens. • Strengthened the role of the voluntary and community sector We continue to develop our online register of planned consultation activities and are Improve the life chances of people living improving the range of consultations in our most deprived neighbourhoods, available on the Council’s Website. thereby narrowing the gap between different communities. Our main methods of consultation and engagement are under regular review and We will report progress on delivering the currently include: Local Area Agreement next year. 4 Introduction
    • • Presentations to stakeholders at area Also, in late 2006 the Council conducted forums and scrutiny panels the triennial BVPI surveys on residents’ • An annual residents’ survey conducted satisfaction. Local people identified the by Ipsos MORI; level of crime, road and pavement repairs, the level of traffic congestion, activities for • A regular programme of Citizen Panel teenagers and the health services as consultation; things that most need improving in • Online consultation via the Enfield Enfield. The Council, in partnership, will Council Website; work hard to continue to progress these, • Triennial Best Value Performance along with all the Council’s services. Indicator (BVPI) surveys (General, Tenants, Planning, Libraries and Revenues and Benefits) • Service specific customer feedback mechanisms, as well as conferences, surveys and focus groups • Enfield’s Youth Assembly and other specific groups including older people, black and minority ethnic communities and Enfield Disability Action group. In November 2006, we published our first Annual Report, covering the financial year 2005/06; the format and content of the Report reflected feedback from stakeholders, following a consultation exercise in 2005. The Report brings together information on the services we provided in 2005/06, their costs and outcomes achieved, and shows how our costs compared with other London Boroughs. Feedback to date has been excellent. The comments we receive will be taken into account in future publications to ensure that they continue to meet the requirements of our stakeholders and partners. Introduction 5
    • Performance Management Service Planning Enfield promotes and encourages an Translating our priorities into service organisational culture of improvement and delivery happens through the close achievement. This is accomplished through relationship between this plan and the the use of a well-defined performance service planning process. Our service management framework that uses service planning process ensures that all services planning, appraisal and competencies, focus on what has to be done to deliver financial management, risk management the improvements expected by the and consultation. Enfield uses these community and link an individual’s methods along with data collection and performance to the corporate appraisal benchmarking comparisons to determine scheme. Service planning also ensures our targets and deliver this plan. that there is access to regular information on how well services are performing. The Council has a joined-up approach to performance management that involves Through the timely measurement of our both members and staff, working to ensure performance, the best value process is that the Council meets local people’s needs crucial to the performance management and provides value for money services. Our process. On an annual basis we will performance management system helps review and assess our performance the Council to assure the quality of data against a range of performance measures, being used, it helps to identify what does, indicators and targets and publish this for or does not work and what factors may the community. hinder economic, efficient and effective service delivery. This commitment to Thematic and service-specific fundamental performance management extends from reviews are carried out to enable a this plan into departmental and service detailed analysis of key areas of our work. planning, best value and the overview and Resulting Improvement Plans are scrutiny function. Through this approach incorporated into this plan or, where more the Council’s key decision-makers, both appropriate, into service plans. political and managerial, are able to take timely action to improve services. Our performance management framework is shown on page 7 6 Introduction
    • PERFORMANCE FRAMEWORK Planning for excellent services Enfield Performance Management Framework Local Area Enfield’s Future: Community Strategy Agreement Targets How key agencies will work together to improve the (LAAs) social, economic and physical well being of Enfield Putting Enfield First: Corporate Strategy The Council’s vision, values, aims, objectives for 2007 to 2010 Enfield Council Improvement Plan Links the community strategy and corporate strategy and sets out our action plan and performance targets Strategies, Policies Performance and Statutory Plans Management e.g. housing, transport, • Outcomes monitored by culture, place shaping Annual Corporate Management strategy, children’s Budget Board services etc Process • Outcomes monitored by and councillors & Scrutiny Departmental Plans Medium • Service delivery Set out how the department will deliver the Council’s Term monitored by DMTs corporate priorities and key services Financial • Cross-cutting best value Planning reviews • Efficiency and value for Service Centre Plans money reviews Set out how individual services will be delivered and • Inspections and how they contribute towards departmental and assessments corporate priorities • Enfield Strategic Partnership • Enfield Partners Panel Appraisals and Personal Plans • Consultation/ Sets out how individual employees will deliver improved Engagement services and corporate priorities. Also sets out how • Risk Management staff will be supported through training and development Excellent Service Delivery Quality value for money services Leading communities and building a better future Working for social cohesion Customer Satisfaction Introduction 7
    • Making better use of our resources – The four themes in the change delivering ‘value for money' programme are: We can only deliver value for money by managing our services in an efficient Efficiency – looking at cutting out way and being committed to a duplication, using technology to automate programme of continuous improvement processes, better purchasing, reducing in services and cost effectiveness. costs and reducing the need for accommodation by looking at mobile The medium term financial plan requires working and reducing paper storage. revenue savings of at least £6m p.a. on average to be identified for each of the Customer access – the Council is next 4 years if the Council’s aim of having developing a new strategy to look at how Council Tax increases at or around the rate local people can be enabled to access of inflation is to be achieved. Although information and services at any time of this is considered reasonable in the the day or night, improving the website context of the overall budget and our and linking up with other organisations to success in identifying efficiency savings in provide ‘seamless’ access to public recent years, there is nevertheless a services. considerable amount of work required. Service delivery – the Council’s structure The Change Programme has been changed to focus on customers rather than separate services. Work is In order to be certain of meeting its underway to look at ways in which the objectives, the Council must continue to Council can work more closely with other review systematically its existing costs organisations in the public and private sector and the scope for making further to improve services and reduce costs. efficiencies. A major programme of change is now underway to improve People and performance – the Council’s efficiency and deliver value for money. employees are central to the change There are four key themes in the Council’s programme. A major cultural change change programme. Each is aimed at programme is being developed to change making sure that the most effective use is the way staff work, encourage innovation made of the resources (people, money, and improved performance, and ultimately assets) available. The Council is also reduce the number of staff employed. looking at ways in which joint working with other councils and organisations can The Council has a number of important contribute to the delivery of efficiency groups and partnerships to ensure that the savings. The Council will be using change programme is delivered and the earmarked reserves as pump-priming required efficiencies are found. These are: funding for efficiency initiatives. 8 Introduction
    • • The “Efficiency” Board high cost areas to identify efficiency The Efficiency Board, chaired by the savings and will report the outcomes to Director of Finance and Corporate the Efficiency Board. Resources, is responsible for reviewing existing systems and processes across • The Property Strategy Board all Departments with a view to The Property Strategy Board is delivering efficiency savings. The remit responsible for ensuring that property of the Efficiency Board includes the four assets are treated as a corporate themes in the change programme set resource and that the targets relating to out above. the release of surplus assets for reinvestment are met. • The Budget Group (Star Chamber) Initially the Budget Group was • Alternatives for Service Delivery established to oversee and direct the The Council is continually looking at budget and medium term financial ways to improve efficiency and reduce planning processes; the Group consists costs to the taxpayer. During the of the Leader, Deputy Leader medium term the Council will evaluate (Chairman), the Lead Member for options regarding alternative delivery of Regeneration, Chief Executive, some services. The Local Area Directors and the Assistant Director of Agreement is actively providing Finance. The Budget Group also partnership service delivery reviews and challenges performance in opportunities for the authority, and key areas by reviewing key PIs (those other possibilities to be explored will that are critical to the Council’s include sharing services with other priorities). The work programme for neighbouring authorities or relevant 2007/08 will place greater emphasis on commercial bodies. efficiency savings and the management of key financial risks. • The Revenue Planning Group / Capital Programme Group The Revenue Planning and Capital programme Groups are responsible for managing the revenue budget process, the development and prioritisation of the capital programme, and the review of the medium term financial plan. RPG has produced unit cost and performance information as part of the work to identify those services that provide good value for money. The Group is leading a number of reviews of Introduction 9
    • Risk Management Statement of Contracts – Procurement The Council is committed to risk The Council complies with the Code of management as an integral part of its Practice on Workforce Matters in Local business process, and this is reflected in Authority Service Contracts. Enfield has a guidance on Council and Cabinet reports procurement strategy and up to date which insist on risks and opportunities guidance is made available in the being considered. It is a critical part of Corporate Procurement Manual. good management practice and is managed corporately by the Risk The Council has established a small Management Working Group, chaired by centralised corporate procurement team the Chief Executive, which oversees the that delivers professional support and corporate Risk Register. Risk action plans advice on procurement. The team works are also integrated into the service with a largely devolved procurement planning process. The Audit Committee function to deliver Value for Money monitors the Risk Management Plan as contracts that comply with UK and EU law part of its overview of the corporate and best practice. The team leads on the control environment. delivery of education, training, guidance notes and support for procurement projects, proving project management and project support for larger more complex contracts. A new Quality Assurance model has been introduced for all Key decisions, this is based on the Office of Government Commerce's Gateway Review process and will ensure the probity and quality of procurement decisions. The Contract Procedure Rules have been revised to reflect best practice and to emphasise mandatory requirements. Guidance notes and training will be delivered to internal staff in the second quarter of 2007. A standard suite of contract documents has been developed for use across the Council, with templates for obtaining quotations and inviting suppliers to tender as well as guidance notes on all aspects of the process. This new set of documents and guidance will introduce consistency, compliance and efficiency into the procurement process. 10 Introduction
    • Corporate procurement oversees the procurement processes and systems using the Council's Finance and procurement system SAP/SRM. Processes and systems are devised and implemented across the Council to improve efficiency and drive compliance with Financial Regulations and Contract Procurement Rules. Recent improvements include the introduction of electronic communication of purchase orders and invoices, the use of electronic catalogues and the implementation of BACs as our standard payment method. The Corporate procurement team plans to host practical procurement workshops for the Voluntary and Community Sector in the Autumn of 2007 to prepare them for the new commissioning and procurement arrangements in 2008. The team continues to work in partnership with colleagues in Children's, Adult Social Services and the PCT to shape the future of procurement and commissioning in Enfield. Contracts let in 2006/07: In 2006/7 there were 5 contracts that involved the transfer of staff under TUPE: • 3 cleaning contracts - staff transferred to the client or another supplier • 1 contract for meals for Adult Social Services - staff transferred to Enfield from Barnet (under joint arrangements) • 1 contract for Single Highways - internal staff transferred to incoming supplier Introduction 11
    • Aim 1 A Cleaner, Greener Enfield 12 A Cleaner, Greener Enfield
    • Lead Member Lead Officer Councillor Terence Neville John Pryor Cleaner, Greener Enfield Our objectives We want to ensure Enfield’s residents 1a. Make Enfield a cleaner, greener place and visitors experience a clean, safe and by improving the physical cleanliness pleasant environment that is easily of the whole borough and tackling accessible by car, public transport, or enviro-crime. on foot or bicycle. We aim to constantly 1b. Upgrade and improve Enfield’s roads improve on the cleanliness and safety and pavements. of our borough. We are working to 1c. Replace all street lights that do not improve our road networks and reduce meet lighting standards and provide injuries. We will endeavour to ensure that additional 3,700 new columns over 5 our green spaces and parks are a pleasure years from March 2006 to improve to go to and safeguard our conservation public safety. areas and the character of Enfield’s buildings. We will continue to ensure 1d. Promote borough-wide recycling full and robust planning enforcement through education and enforcement in Enfield. and reduce and minimise waste. 1e. Deliver improvements to Enfield’s transport links by working with our What will change? North London partners. We will: 1f. Protect and enhance the character • Continue to improve the cleanliness of and quality of Enfield’s buildings and the borough, tackle enviro-crime and access to green spaces by preparing reduce flytipping a new planning policy (Local • Invest a further £12m (including Transport Development Framework). for London funding) to improve Enfield’s 1g. Strengthen the planning streets and start improvement schemes enforcement process. to the North Circular Road and adjacent residential areas • Replace a further 3000 street lamp columns • Further increase Enfield’s recycling rate • Work with the local business community to enforce new smoking legislation • Achieve the “green flag” award for at least four of our parks A Cleaner, Greener Enfield 13
    • 14 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 1a. Make Enfield a cleaner, greener place by improving the physical cleanliness of the whole borough and tackling enviro-crime 1a.i. Ensure we achieve the appropriate standards for Assistant Director Capital available Environmental Crime Environmental Protection Act Environmental Health through project funds, Unit & Street Scene & Regulation, Street revenue budgets / Service Centre Plan. 1a.ii. The cleansing of housing land with adjoining public land 2007 ongoing ALMO service level agreement See See Scene & Waste. MTFS. A Cleaner, Greener Enfield and highways where appropriate and controlling cleanliness SLA SLA on private land and controlling cleanliness on public land 2005 2008 Public land clearance investment n/a n/a 1a.iii. Increase the number of Enfield’s parks awarded 2006 2008 No of parks awarded a Green Flag 4 5 6 Head of Parks and Parks and Open a Green Flag (Baseline: 2006/07, 1) Open Spaces Spaces Service Plan 1a.iv Increase the use of litter control notices to ensure 2007 2010 X X X Assistant Director Capital available Environmental Crime effective management of land in the public realm, where land Environmental Health through project funds, Unit & Street Scene owners' and traders' trading activities directly impact on the & Regulation, Street revenue budgets / Service Centre Plan. level of street litter Scene & Waste. MTFS. 1b. Upgrade and improve Enfield’s roads and pavements 1b.i Obtain Council approval for Highway Asset Management Dec 07 n/a n/a n/a Assistant Director Cost to be retained Service Centre Plan Plan, including presentation and Contracts within ESSP budgets HAMP Action Plan consultation of Members. 1b.ii Procure and Implement integrated information and asset Mar 08 n/a n/a n/a Corporate ICT Service Centre Plan management funding approved Project Plan 1b.iii Reconstruct or resurface in the region of 20km of Apr 06 Mar 09 n/a n/a n/a Council's Capital Service Centre Plan carriageway pa Budget and TfL funds Borough Capital Programme 1b.iv Reconstruct or repave in the region of 15km of Apr 06 Mar 09 n/a n/a n/a footway pa 1b.v Develop and procure new contract for highway grounds Sep 06 Mar 08 n/a n/a n/a Head of Highway Services Existing ESSP budgets Service Centre Plan maintenance and landscaping works Procurement Programme 1b.vi Develop and procure new contract for Street Trees Sep 06 Mar 08 n/a n/a n/a Head of Highway Services Existing ESSP budgets Service Centre Plan Procurement Programme 1b.vii Enhance the main gateways to the borough through Apr 07 Mar 10 n/a n/a n/a Assistant Director £1.5m Borough Capital Service Centre Plan environmental improvements - The Gateway Project Contracts Funds over 3 years Project Programmes
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 1c. Replace all street lights that do not meet lighting standards and provide additional 3,700 new columns over 5 years from March 2006 to improve public safety 1c.i Streetlight replacement Apr 06 Mar 11 On target to achieve replacement of X X X Assistant Director Government PFI Credits Service Centre 16316 lamp columns by March 2011 Contracts Plan Contractual replacement programme Objective 1d Promote borough wide recycling through education and enforcement to reduce and minimise waste 1d.i Build on the ongoing door knocking exercise: Contractual Core Investment Assistant Director Authority Waste Period Targets Environmental Health Minimisation Plan & Regulation, Street *In accordance with the Household Waste Recycling Act 2005 2010 X X X Joint Municipal Scene & Waste ensure that at least 2 recyclables are collected from the Waste Strategy doorstep by 2010 1d.ii Introduce litter and refuse enforcement service and 2005 2010 X X X Assistant Director Environmental Crime control cleanliness on private land where appropriate. Environmental Health Unit & Street Scene & Regulation, Street Service Centre Plan Scene & Waste 1d.iii Visit local businesses to ensure their waste is 2005 2010 X X X Assistant Director Environmental Crime dealt with legally Environmental Health Unit & Street Scene & Regulation, Street Service Centre Plan Scene & Waste 1d.iv Enforce flytipping legislation on domestic premises 2005 2010 ESPI 4 Average time taken to remove 4hrs 4hrs 4hrs Assistant Director flytips (hours) Environmental Health & Regulation, Street Scene & Waste Objective 1e. Deliver improvements to Enfield’s transport links 1e.i Obtain approval by Mayor of London of Local Jan 06 Jul 07 X Implementation Plan (LIP) 1e.ii Implement LIP 2006 2010/11 X X X 1e.iii Continue to improve footways and footpaths in Enfield, 2005 2010 Reduction in the number of pedestrians 51 48 Head of Traffic and Local Implementation Local and implement pedestrian safety schemes killed and seriously injured in the Borough Transportation Plan (LIP) Implementation LBE - Road Safety Plan (LIP) Budgets 1e.iv Implement Enfield's Cycling Action Plan 2005 2010 Reduction in the number of cyclists killed 8 7 Head of Traffic and Local Implementation Local and seriously injured in the Borough Transportation Plan (LIP) Implementation LBE - Road Safety Plan (LIP) Budgets A Cleaner, Greener Enfield 15
    • 16 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 1e.v Completion of LAA transport target 2006 2009 Local Area Agreement 400 Local Area a. Total no children slightly injured over Agreement 3 years does not exceed 450 b. No. Fatal and serious child 50 casualties over 3 years does not A Cleaner, Greener Enfield exceed 60 Objective 1f. Protect and enhance the character and quality of Enfield's buildings and access to green spaces by preparing a new planning policy (Local Development Framework) 1f.i Prepare and process the Council’s Local Development ongoing BV 200 Plan making;- Head of Planning As identified in Local Local Development Scheme and Annual Monitoring Plan a) Has the local scheme been updated Yes Yes Yes Policy, Projects & Development documents Scheme 2007 - 10 as necessary? Design b) Have Milestones been met? Yes Yes Yes c) Was an annual monitoring report Yes Yes Yes published by Dec last year? 1f.ii Prepare and process the Council’s Core Strategy 2007 end Core strategy approved X X Yes Development Plan Documents and achieve Council approval 2009 after independent public examination. 1f.iii Prepare and process the Council’s Development 2007 end Development Standards Supplementary X X Yes Standards Supplementary Planning Document and 2009 Planning Document approved achieve Council approval 1f.iv Prepare and process the Council’s Enfield Design mid Design Guide approved X X X Guide, Supplementary Planning Document and achieve 2010 Council approval 1f.v Prepare and process Area Action Plans for North East Jun 05 end Area Action Plans Approved X X X Enfield, Central Leeside Business Area and Enfield Town and 2010 achieve Council approval 1f.vi Prepare character appraisals and management plans BV 219 Conservation areas;- for Enfield's conservation areas a) Total no of conservation areas in the X X X local authority area 2005 2008 b) % with up-to-date character appraisal 100% 100% 100% c) % with published management proposals 100% 100% 100% 1f.vii Maximise number of new homes built on previously 2005 2008 BV 106 % new homes built on 90% 95% 96% developed land previously developed land
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 1g. Strengthen the planning enforcement process 1g.i Deliver priorities on planning enforcement in line with 2005 2008 Cases in which targets achieved 95% 95% Assistant Director Planning delivery grant targets agreed with the Planning Committee Environmental Health (ringfenced) and Regulation 1g.ii Priority 1 Initial inspection within 1 working day 95% 95% • Major building works at residential properties and full or interim response to (e.g. extensions, dormers) complainant within 7 working days • Alterations to listed buildings • Commercial activity that impacts upon residential property (including late night opening and sale or repair 2005 2008 of vehicles) • Felling and lopping of trees (the subject of a Preservation Order or in Conservation Area). Sale or repair of motor vehicles • Untidy or derelict land causing immediate detriment to residential amenity and/or the street scene 1g.iii Priority 2 Initial inspection and full or interim 95% 95% • Breaches in Crews Hill Defined Area. response to complainant within 10 2005 2008 working days Fly posting / advertisements • Car washes 1g.iv Priority 3 Initial inspection within 10 working 95% 95% • Late night opening days and full or interim response to 2005 2008 complainant with 30 working days • Hostels and care homes • Flat conversions • Unauthorised residential occupation. • Car boot sales 1g.v Priority 4 Initial inspection within 20 working 95% 95% • Other breaches of Condition days and full or interim response to complainant within 40 working days • Other Changes of Use • Minor Works at residential Properties (porches, fences, balustrade, patios) 2005 2008 • Garages and outbuildings • Use of Garage as a habitable room. Shop fronts and canopies. Ventilation equipment A Cleaner, Greener Enfield • Vehicular accesses. All other breaches 17
    • Aim 2 High Quality Education and Lifelong Learning 18 High Quality Education and Lifelong Learning
    • Lead Member Lead Officer Councillor Glynis Vince Peter Lewis Councillor Paul McCannah High Quality Education and Lifelong Our objectives Learning 2a. Work with schools and colleges to We aim to provide better life chances for deliver high quality education and every child and young person in our raise educational achievement to, and borough and work to improve children’s above national standards. and young people’s levels of achievement 2b. Work with partners to fully include in education. We will provide a greater underachieving and challenging pupils. range of accessible and affordable 2c. Support and encourage children to recreational and leisure activities for all of attend and enjoy school. our citizens. We will actively promote healthier and more enriched lifestyles 2d. Work with partners to deliver quality through sport and learning opportunities childcare and early years provision throughout life. 2e. Develop new sport opportunities and work with partners to promote healthy lifestyles for children and young What will change? people. We will: 2f. Increase opportunities to learn • Open a new Academy, in Enfield Lock, throughout life. to provide more secondary school 2g. Provide positive activities for young places and community facilities people. • Continue to raise standards and achievements in our schools • Reduce the number of young people who are not in education, employment or training and provide a more flexible and personalised curriculum for learners aged 14 -19 • Open a new museum and refurbished library facility serving Enfield Town • Improve children and parents’ lives with support through the Parent Supporter Adviser (PSA) Service High Quality Education and Lifelong Learning 19
    • 20 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2a. Work with schools and colleges to deliver high quality education and raise educational achievement to at and above national standards 2a.i Continue to improve educational attainment of Enfield Summer Summer KS1 % 7 year olds achieving Level 2+ Assistant Director Children and Young Pupils at Key Stages 2,3 and 4 2005 2009 Reading 83 84 tba School Effectiveness People's Plan Writing 80 82 tba and Inclusion Joint Area Review Maths 90 90.5 91 Head of School KS2 % of pupils achieving Level 5+ Improvement Service (JAR) - Post BV41 English 82 85 tba Inspection Action BV40 Maths 82% 85% tba Plan % of schools where fewer than 65% of School Improvement pupils achieve Level 4+ in English and Maths Service Centre Plan KS2 % of pupils achieving Level 5+ High Quality Education and Lifelong Learning BV194a English 34% 35% tba BV194b Maths 36% 37% tba KS3 % of pupils achieving Level 5+ BV181a English 78% 79% tba BV181b Maths 77% 78% tba BV 181c Science 73% 74% tba BV181d ICT 76% 77% tba KS4 BV38 % of pupils achieving 5 or more 58% 59% tba A*-C grades at GCSE BV39 % of pupils achieving 5 or more 93% 94% tba A*-G grades at GCSE By 2008 all schools will be above 30% 30% or more for 5 A*-C grades at GCSE 2a.ii Improve participation in learning for 16 –19 year olds. Summer Summer % 16 year olds staying on at school 86 86 86 Assistant Director Children and Young LAA C22 - Increase the range and quality of work-based 2005 2009 or college School Effectiveness People's Plan learning for 16-19 by investing in new/expanded provision and % 17 year olds staying on at school and Inclusion 79 79 79 JAR - Post Inspection more collaboration between schools, colleges and work-based or college Head of School training providers Improvement Service Action Plan % 16 year olds entering GS Work 8 8 tba Based Learning School Improvement Service Centre Plan Annual % of learners who progress to 75 75 75 Higher Education at 18/19 Number of work-based learners 35 35 35 progressing from Level 2 to Level 3 apprenticeships Percentage of 16-18 year olds not in 6.5% 6.5% 6.5% education, employment or training (NEET)
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2a. Work with schools and colleges to deliver high quality education and raise educational achievement to at and above national standards 2a.iii Continue to support and challenge schools to Summer Summer Reduce the % of schools causing 0% 0% 0% Assistant Director School Improvement improve further 2005 2009 concern (currently 6.02%) School Effectiveness Service Centre Plan and Inclusion JAR Post Inspection % of schools rated good or better by 89 94 tba Head of School Action Plan OFSTED for Achievement and Standards Improvement Service % of schools graded Outstanding or 60 65 70 Good overall by OFSTED Objective 2b. Work with partners to fully include under-achieving and challenging pupils 2b.i The One Large Intervention (OLI) Pilot Children's Area Partnership Assistant Director CEN and Inclusion To combat poverty by ensuring that children and young people arrangements by establishing a multi- Children's Access and Service Centre Plan have more opportunities to realise their potential through disciplinary Integrated Support Team at X Support education, training and employment in the NRF area the Angel/Raynham Family Centre ECSL Regeneration Officer Narrow attainment targets by providing Assistant Director See LAA C15 for targeted support to underachieving School Effectiveness detailed targets pupil groups and Inclusion KS2 Increase the % of children 2006 2009 achieving Level 4 English (Baseline for NRF area 67.6%) 69.5 71.5 tba Maths (Baseline for NRF area 62.3%) 64.0 66.0 tba English (Baseline for NRF area 60.3%) 63.0 65.0 tba Maths (Baseline for NRF area 60.3%) 64.0 66.0 tba Science (Baseline for NRF area 51.8%) 54.0 56.0 tba KS4 % of pupils achieving 5 A*-C 41.0 42.0 tba GCSEs (Baseline for NRF area 32.9%) High Quality Education and Lifelong Learning 21
    • 22 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2b. Work with partners to fully include under-achieving and challenging pupils 2b.ii Develop and extend the range of provision within the Increase the no. of places in Inclusion 14 20 27 AD Children's Access TBC SEN Inclusion borough so that we can provide high quality education for all Resource Bases (cumulative) and Support Strategy Action Plan Enfield children and young people with LDD Enhance provision at Durants and ECSL Regeneration £4m prudential Oaktree schools for children with 10 10 0 Officer borrowing 2005 2009 complex needs places places Continue to reduce the no. of 20 20 0 Savings will be placements in other authority areas generated from (placements p.a.) this action 2b.iii Reduce the no. of children permanently excluded No. pupils excluded 65 60 tba Assistant Director Behaviour Support High Quality Education and Lifelong Learning from secondary schools by providing appropriate alternatives 2006 2009 Children's Access Service Centre Plan to exclusion and Support 2b.iv Implement the anti-bullying strategy to ensure that Develop baseline from incidents Baseline tba Assistant Director JAR Post Inspection bullying is acted on appropriately 2006 2009 reported to governing bodies established Children's Access Action Plan July 2007 and Support Objective 2c. Support and encourage children to attend and enjoy school 2c.i Increase the availability of school places and deliver Open new City Academy X Assistant Director greater opportunities for parental choice in school admissions Strategy and Resources Consolidation of Salisbury School on X to a single site 2005 2007 Prepare for the Building Schools for X the future and Primary Capital Programme investments 2c.ii Improve attendance rates and tackle unauthorised LAA stretch targets Assistant Director Attendance absence (LAA C16) by: % of half days missed through Children and Families Action Plan • Working with targeted schools to 'troubleshoot' all absence Education Welfare poor attendance Service Centre Plan 2005 2009 Primary 5.0% 4.5% 4.5% • Providing parental support Secondary 6.2% 5.2% 5.2% • Working with the police and other partners on Truancy Sweeps and Behaviour Support and Improvement Programmes
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2d. Work with partners to deliver quality childcare and early years provision 2d.i Improve quality of teaching for early years 2004 2006 BV 222a – Quality of early years and tba tba tba Assistant Director JAR Post Inspection childcare leadership – a 15% 28% 38% Children's Access Action Plan Early b 100% 100% 100% and Support Years Service Plan 2d.ii Improve the quality of school foundation Early years settings and schools making 65 70 75 stage provision satisfactory or better educational provision for Foundation stage. % of inspections grade good or very good 2006 2009 Percentage of children scoring 78 or 74% 75% tba more (a good level of achievement) at the end of the Foundation Stage 2d.iii Provide more preventative services to work with families No of established new Children's Centres 16 tba tba at risk including provision of new Children's Centres (primary to work with children and families at risk pupils) and Family Workers (secondary pupils) linked to Reach of Children's Centres - 12,800 tba tba Children's Area Partnerships 2006 2009 no of children reached These initiatives will contribute towards improved outcomes for identified children including pupil attainment and The number of fixed term 1200 1000 tba attendance exclusions in secondary schools Objective 2e. Develop new sport opportunities and work with partners to promote healthy lifestyles for children and young people 2e.i Preparation for 2012 Olympic Games Improve participation in sport and health X X X Assistant Director activities (linked to 2e.ii) School Effectiveness Ensure participation by schools X X X and Inclusion 2006 2012 and colleges Raise awareness of cultural and X X X international opportunities 2e.ii Improve participation in school PE for KS1 – KS4 2005 2008 LAA C9 Increase the % of school children 85 88 tba that spend a minimum of 2 hours per week on high quality PE and school sport 2e.iii Increase the number of schools participating in and 2005 2009 % targeted schools (20% free school 95 100 100 achieving the National Healthy Schools Standard meals, special schools, pupil referral units) achieving new National Standard LAA C 9 Increase the percentage of 85 95 tba schools reaching the new level 3 Healthy Schools Standard 2e.iv Construction of a new Leisure Centre at 2004 2007 New centre on time, on spec and X Edmonton Green on budget High Quality Education and Lifelong Learning 23
    • 24 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2f. Increase opportunities to learn through life 2f.i Develop library and museum provision that is fit for Consult with residents on library X 20% 20% Director Education, Library and Museum purpose and provides good value for money provision across the Borough Children's Services Service Centre Plans Implement the new Library Strategy X X X and Leisure Open improved Central Library and new X Local History Museum BV 220; compliance with library standards 2 tba tba BV 170a; no. visits to museums per 125 130 171 1,000 population High Quality Education and Lifelong Learning BV 170b; no. of those visits that were 105 110 160 in person per 1000 population BV 170c; no. pupils visiting museums and 850 800 2400 2006 2008 art galleries in organised school groups PLSS1; % households living within 100 100 100 specified distance of a library PLSS2; Scheduled opening hours per 128 tba tba 1,000 population for all libraries PLSS 4; Total no. of workstations with 6.7 tba tba internet and catalogue access per 10,000 population PLSS6 Number of library visit per 8600 tba tba 1,000 population PLSS 10 Time taken to replenish 6.3 yrs tba tba lending stock 2f.ii Increase the use of library facilities by children and young LAA C16 No of 0-4s participating in early 2821 3053 tba people under 18 learning activities LA C16 No of children and young people 4559 4756 tba 5-18 participating in reader development activities 2005 2009 tba LAA C16 Active members under 18 14789 15358 (baseline 12,287) LAA C16 Homework Centre use - No of 1234 1338 tba children and young people participating in study support activity
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2f. Increase opportunities to learn through life 2f.iii Develop Forty Hall as a regional Heritage Submission of Heritage Lottery Fund bid X Director Education, Library and Museum Visitor Centre Children's Services Service Centre Plans No. of children and young people 11000 12000 12500 and Leisure participating in arts and/or education activities at Forty Hall No of educational/schools/college visits 1900 2100 2200 to Forty Hall 2002 2010 No of adult visits to Forty Hall Paid 12000 13000 15000 Non-paid 33000 35000 37000 No of visits to Forty Hall café 48600 58320 59000 No. of exhibitions/displays free 28 32 32 to the public 2f.iv Develop a new Arts Strategy for the Borough 10 lifelong learning events for Black History 4 5 5 Month and Black Cultural development Number of children and young people 45641 52487 60360 participating in arts/engaged in learning and crime diversionary activities No of tickets sold/paying visitors for 62700 72105 82920 theatrical, musical or dance events and festivals organised by the Council No. of live theatrical, musical or dance 180 180 180 2004 performances at Millfield Arts Centre 2008 No. of exhibitions at Millfield Arts Centre 8 8 8 No. of hours hired for community, 750 750 750 educational, lifelong learning or arts use at Millfield Arts Centre - House and Theatre (separate figures) No. of children and young people 24750 24750 24750 participating in arts and/or educational activities (includes projects, events etc) at Millfield Arts Centre No. of schools/colleges pupil/student 7700 7700 7700 visits to Millfield Arts Centre 2f.v Support delivery of the revised Enfield Cultural Strategy 2005 2008 Increase satisfaction with parks and 80% 82% tba ‘Enriching Enfield’ and action plan 2005 -2008 open spaces by 3% across the Borough High Quality Education and Lifelong Learning 25
    • 26 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 2g. Provide positive activities for young people 2g.i Increase the number of young people actively % of young people: 13 –19 cohort Assistant Director Youth Service Plan participating in challenging, supportive and in contact with youth service Children’s Access and enjoyable activities (BV 221) (LAA C18) Support 2005 2008 As above - % with: 60% 65% 70% a) recorded outcomes As above - % with: 30% 30% 40% b) accredited outcomes 2g.ii Target youth work to young people aged 13 - 19 2005 2008 % of participants assessed as not being in 15% 20% 25% (25 where disability or social education need) education, employment or training (NEET), High Quality Education and Lifelong Learning or at risk of harm or disassociation 2g.iii Ensure that children and young people are given Increase the no. of children and young 1200 1200 1300 opportunities to contribute to their communities through people volunteering through the volunteering and increased engagement in decision-making development of programmes such as the 2005 2008 Duke of Edinburgh Scheme and YAVE Numbers participating in accredited 500 600 800 volunteer programme 2g.iv Ensure that Youth Services are fit-for-purpose 2005 2008 Carry out reorganisation and restructuring X X of Youth Support Services, including an effective transition of services provided by the Connexions Service 2.g.v Increase access to recreational, cultural, sport and Increase no. of play sessions Assistant Director physical activity Increase no. of multi-use games areas School Effectiveness 17 19 tba and other active facilities for children and Inclusion and young people Increase no. of sports sessions for 23773 24248 tba children and young people Increase leisure centres attendance by 470500 inc. tba children and young people (see 2e.vii) by 1% 2005 2008 Number of arts activities (sessions, 668 768 883 courses, events or projects that children and young people can turn up/book for) for children and young people No. of accesses to children and tbc tbc tbc young people's section of leisure and Dec 07 Dec 07 Dec 07 cultural website
    • High Quality Education and Lifelong Learning 27
    • Aim 3 A Safer Enfield to Live, Work, Study and do Business 28 A Safer Enfield to Live, Work, Study and do Business
    • Lead Member Lead Officer Councillor Ertan Hurer Ann Pennell A Safer Enfield to Live, Work, Study Our objectives and do Business 3a. Work to achieve a safer, stronger We aim to make Enfield one of the safest Enfield through development of the boroughs in London. We will promote Crime and Disorder Reduction public safety on the streets, roads and in Partnership. the home. We will continue to listen to 3b. Work with partners to reduce crime, the concerns of our public and work with anti-social behaviour and respond to the police and other organisations to the fear of crime. reduce crime and anti-social behaviour in 3c. Promote public safety in Enfield by Enfield. the use of CCTV and improve safety on roads and in the home. What will change? 3d. Involve more local people in We will: community safety issues. • Promote public safety on the streets, 3e. Work to reduce drug and alcohol roads and in the home abuse in the borough. • Support the environmental crime unit 3f. Support the Environmental crime unit to secure more prosecutions to secure prosecution by fully using • Work with the police to reduce existing and new legislative powers. anti-social behaviour and violent crime even further • Work with partners to further reduce the harm caused by alcohol in the borough • Increase the participation of adult and young drug users in drug treatment programmes • Support the Government’s Respect Action Plan A Safer Enfield to Live, Work, Study and do Business 29
    • 30 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 3a Work to achieve a safer, stronger Enfield through development of the Crime and Disorder Reduction Partnership 3a.i Ensure effective partnership working and deliver annual Publication of Action plans by April 9 9 9 Director Performance Community Safety Community Safety Strategy Action Plans of each year Partnership and Policy Strategy 2005 - 2008 • Public reassurance Strategy and Action Plans on the internet tba Supt. D. Osborn (targets for 2008-2009 X X 2006 2009 onwards will be set • Safer Streets Annual Action Plan summary 1 1 tba when the post 2008 • Safer Communities strategy is agreed) Annual public report 1 1 tba • Safer children and young people • Safer travel • Drugs • Alcohol • Civil Contingency • Domestic Violence A Safer Enfield to Live, Work, Study and do Business 3a.ii Promote the Community Safety Strategy and activities 2006 2008 Number of Community Safety related 24 24 tba press releases Develop a Communications Strategy X Action Plan 3a.iii Complete Equalities Impact Statements 2006 2007 One assessment completed and 1 1 tba evaluated p.a. 3a.iv Review the recommendations of the Home Office Review 2007 2008 % of recommendations implemented 50 of the Crime and Disorder Act 1998 and implement 3a.v Develop the Safer and Stronger Communities Board's 2005 2008 No. of CDRP strategic assessments 1 1 tba (SSCB) ability to gather and analyse intelligence 3a.vi Review awareness and compliance with the 2005 2008 Report submitted and action X requirements of s17 C&D Act on a biennial basis and report plan implemented back to SSCB with an action plan 3a.vii Review membership and role of SSCB on an 2005 2008 Amended membership board X ongoing basis to ensure the involvement of a broad range of elected members, senior managers of all agencies and community and voluntary sector reps. 3a.viii Review the National Community Safety Plan and 2007 2009 Review completed X its implications for SSCB 3a.ix Implement the annual business plan for the Local 2005 2008 Business Plan reviewed and X X X Assistant Director Children's Safeguarding Board implemented Children and Families
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 3b Work with partners to reduce crime and anti-social behaviour and respond to the fear of crime 3b.i Deliver the SSCB LAA Targets 2006 2009 PRG target - reduce common assault 3,623 Head of Community and wounding offences Safety Supt. D. Osborn PRG Target - Increase common assault 21.4% and wounding sanctioned detections PRG target - Perceptions of anti- 46.7% social behaviour • Deliver the non-stretch SSCB LAA Targets 2006 2009 The percentage of non-stretch 20% SSCB targets that are red max. • Deliver the Home Office PSA Targets PSA 1 Recorded crime - 20% reduction 14868 in BCS comparator crime from a 2003/04 baseline PSA 2 Public reassurance - Increase the 73% 2005 2008 % of people who feel very safe/fairly safe during daytime PSA2 -*Reduce the % of people who feel 68% not very safe/not at all safe after dark 3b.ii Support and develop the Priority and Prolific Offenders To ensure 70% of PPOs who are tba (PPO) Strategy in Enfield assessed as having a drug problem that 2005 2008 requires an intervention, are retained in drug treatment for at least 12 weeks prior to discharge • Catch and convict Reduce the % of criminal convictions tba of PPO cohort • Rehabilitate and resettle Increase the proportion of PPOs who tba are NFA or living in transient accommodation on reception in prison custody being placed in sustainable and settled accommodation within 28 days of release. • Prevent and deter Increase the nos. of PPOs who are tba referred for employment, training or education A Safer Enfield to Live, Work, Study and do Business 31
    • 32 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 3b Work with partners to reduce crime and anti-social behaviour and respond to the fear of crime 3b.iii Work in partnership with the Police to continue to the 2004 on- No. of wards covered by 21 Head of Community Safer Neighbourhoods programme going the programme Safety Supt. D. Osborn 3b.iv Continue to review the implications of the 2007 2009 Review completed X RESPECT Agenda • Develop an action plan to deliver the RESPECT Agenda Action plan developed X • Implement the RESPECT Agenda action plan Action plan implemented X 3b.v Develop effective Schools Safety Partnerships 2004 2008 % of primary and secondary 75 85 Assistant Director to provide support to every school in the borough schools involved School Effectiveness and Inclusion A Safer Enfield to Live, Work, Study and do Business Objective: 3c.Promote public safety in Enfield by the use of CCTV, and improve safety on the roads and in the home 3c.i Increase the number of CCTV cameras used for community 2007 2009 Increased nos. of cameras monitored Head of Community safety purposes through the Public Safety Centre that Safety are used for community safety purposes Supt. D. Osborn 3c.ii Increase the number of criminal and anti-social behaviour No. of incidents tba related incidents observed and responded to through 2006 2009 pro-active and effective use of the Enfield Public Safety Centre No. of arrests 3c.iii Develop a marketing business plan for the Public Safety 2005 2006 Produce Business Plan X Monitoring Centre 3c.iv Provide funding to the Fire Service for the development 2007 2008 Community Safety Centre developed X of a Community Safety centre within the Borough that will act as a community resource and will be the base for the Local Intervention Fire Education (LIFE) project in Enfield and Haringey 3c.v Work to reduce the number of fire related deaths 2007 2008 Carry out 800 free home fire safety 800 in the home checks in residential property
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective: 3c.Promote public safety in Enfield by the use of CCTV, and improve safety on the roads and in the home 3c.vi Contribute to the delivery of the LAA stretch targets The total no. of children slightly 400 around children and young people killed or seriously injured injured over a 3 year period 2006 - on the roads 2008 inclusive 2006 2009 The no. of child casualties in categories 50 fatal and serious taken together over the period 2006 - 2008 inclusive 3c.vii Develop Civil Contingency Planning Strategy 2005 2008 Publish Action Plan X Assistant Director for 2005/08 to increase public resilience Environmental Health • Deliver annual action plans and Regulation, Street Scene and Waste 3c.viii To work with the Train Operating Companies in Enfield 2006 2009 Number of Stations in Enfield with 16 19 Head of Traffic and Local Implementation Local Implementation on improving safety and security at and around stations and on pro-active CCTV Transportation LBE Plan (LIP) Plan trains serving those stations. TOC Funding Objective 3d. Involve more local people in community safety issues 3d.i Continue to support Community Action Partnerships 2005 on- • No of CAPEs in action 21 Head of Community (CAPES) within each ward that will involve, and ultimately be going Safety Supt. D. Osborn lead by local people • No of people attending CAPE 720 meetings 3d.ii Develop ward and borough based consultation 2005 2008 No. of problem solving initiatives 42 systems to identify and deal with public priorities undertaken as a result of public regarding crime and disorder consultation 3d.iii promote the development of local community safety 2007 2009 Funding provided and X X projects led by the community / voluntary sector by providing voluntary/community led schemes funding and commissioning through ECEN are in place Objective 3e. Work to reduce drug and alcohol abuse in the borough 3e.i Develop and implement a 3 year strategy to reduce the 2005 2008 Increase the participation of adult Head of Community harm caused by drugs in Enfield (as part of the Community problem drug users in drug Safety Supt. D. Osborn Safety strategy) in line with the 4 strands of the national treatment programmes drugs strategy A Safer Enfield to Live, Work, Study and do Business 33
    • 34 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 3e. Work to reduce drug and alcohol abuse in the borough 3e.ii Deliver the drugs stretch targets within the LAA Increase the participation of adult 2,788 Director of Public problem drug users in drug Health (Enfield PCT) treatment programmes DAT Co-ordinator Increase the participation of young 455 problem drug users in drug treatment programmes 2006 2009 Increase the numbers of drug users 89 who, having completed treatment programmes are successfully reintegrated into their communities - numbers entering housing support and Supporting People services A Safer Enfield to Live, Work, Study and do Business 3e.iii Continue to develop the 3 year strategy to reduce the 2005 2008 Targets to be agreed harm caused by alcohol in Enfield (as part of the Community Safety strategy) • Implement Alcohol Harm Reduction Plan 2006 2008 Action Plan implemented X X Objective 3f. Support the Environmental Crime Unit to secure prosecution by fully using existing and new legislative powers 3f.i Implement Government proposals in 2005 2008 Increase in actions taken (civil & 10% Assistant Director ‘Clean Neighbourhoods’ criminal year on year) Environmental Health and Regulation, Street 3f.ii Roll out of handheld PCs for on-line reporting to Police, 2005 2008 Number of units deployed in Enfield 40 Scene and Waste Council & Community Groups (Police, Community & Council) 3f.iii Fully involved in Safer Neighbourhoods rollout 2005 2008 Partner specific area roll-outs with 12 tba tba across Enfield Met Police (cumulative) 3f.iv Execution of Operation Tailgate multi-agency activities 2005 2008 Number of Tailgate Operations 3 3f.v Implement new licensing responsibility for 2005 2008 % of Licences issued in accordance 100 100 local authority with new requirements 3f.vi Implement the Trading Standards Improvement Plan 2005 2009 Action Plan implemented X X
    • A Safer Enfield to Live, Work, Study and do Business 35
    • Aim 4 Quality Health and Care Services for Vulnerable People in Enfield 36 Quality Health and Care Services for Vulnerable People in Enfield
    • Lead Member Lead Officer Councillor Alan Barker Ray James Councillor Glynis Vince Peter Lewis Quality Health and Care Services for Our objectives Vulnerable People in Enfield 4a. Improve access to health and care by We want to improve the quality of life for working with our partners to provide all vulnerable people. We will work with modern services that meet the needs our partners to improve access to good of our community. quality health and social care services. 4b. Work with our partners to provide We will integrate health and social care high quality services for all children services for the benefit of local people especially those with additional needs. and encourage healthier lifestyles for all. 4c. Help the most vulnerable members of our communities to live more What will change? independent lives. We will: 4d. Work with our partners to provide • Reduce offending rates of children and older residents with opportunities young people to play a full and active part in the community. • Improve support for foster carers to reduce the number of moves a looked after child experiences • Reduce the number of unwanted teenage pregnancies among young women aged 15-17 • Help even more vulnerable members of our community to remain in their own home and further increase the number taking up direct payments • Review services for people with dementia • Work with health partners to bring all Enfield in-patients in hospital in Haringey back to Enfield services by July 2007 • Launch a new joint home meals service with Barnet Council Quality Health and Care Services for Vulnerable People in Enfield 37
    • 38 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 4a. Improve access to health and care by working with our partners to provide modern services that meet the needs of our community 4a.i Mental Health Director of Health and ARM action plan Adult Social Care CPA Corporate • Agree and implement commissioning arrangements Lead commissioning X Assessment arrangements completed Action Plan 2006 2008 Commissioning intentions published X Explore options for creating Section 31 partnerships to • Implement expectations of NSF long term conditions for Relocate St Annes patients and X 2006 2008 improve service relocating Edmonton inpatients services within associated services quality and delivery the Borough 4a.ii Older People • To develop and agree commissioning intentions Commissioning intentions published X for older people 2005 2007 • Introduction of Community Mental Health Teams for CMHTs for older people introduced X older people Quality Health and Care Services for Vulnerable People in Enfield • Further development of cross agency intermediate care Pooled budgets X X X services. Improve preventative services and increase the 2005 2010 single access points number of older people helped to live at home PAF C32 • Review and modernise dementia support services 2005 2010 Agree future of in-house provision X 4a.iii Build and open extra-care schemes for older people. 2005 2008 St Joseph's open X 4a.iv Physical Disabilities • Clarify and agree commissioning intentions across health 2005 2008 Commissioning intentions agreed X and social care Finalise and implement Sensory Impairment Strategy 2007 2009 Strategy in place and Action X Park Avenue Plan implemented Capital works • Extend the range and take up of services at Park Avenue 2007 2009 Take up of new services X X Resource Centre • Adopt improved accessibility standards for all public Jun 05 2008 X amenities inc. toilets and baby change facilities
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 4a. Improve access to health and care by working with our partners to provide modern services that meet the needs of our community 4a.v Learning Difficulties - Director of Health and ARM action plan Adult Social Care CPA Corporate To integrate and modernise community services for adults with Assessment a learning difficulty Action Plan • Integration of agreed health and social care services 2005 2008 Formal decision opportunities for X creating Section 31 partnerships to improve service quality and delivery Joint community teams in place X • Implement community services strategy through delivering a 2005 2008 Joint community teams in place X new range of community based services in new and adapted premises that increase the independence and inclusion of adults with a learning difficulty (capital programme) • To plan, develop, build and open a transition project Transition project opened X 4a.vi Occupational Therapy • Finalise and implement adaptations review Implement adaptations review X • Expand the role of the Integrated Community Equipment 2005 2008 X Service (ICES) All adult social care groups 4a.vii Review existing partnership arrangements 2005 2008 % partnership boards reviewed CPA Corporate % of partnerships with formal agreements Assessment Action Plan 4a.viii Implement the new commissioning consultation 2005 2008 Quarterly meetings to agree framework for Supporting People Services commissioning priorities 4a.ix Develop and deliver efficiency and financial 2005 2008 To be agreed via CMB reinvestment plan 4a.x Develop and agree 5 Year Strategy for adult social services 2006 2008 Strategy agreed and launched 2007 X Quality Health and Care Services for Vulnerable People in Enfield 39
    • 40 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 4a. Improve access to health and care by working with our partners to provide modern services that meet the needs of our community 4a.xi Implement a programme management approach across 2006 2008 Programme management X all service developments for social care approach implemented 4a.xii Review organisational arrangements and learning Follow-up review Summer 2007 X following the Peer Review 4a.xiii Children’s Trust to be developed by 2008 2005 2008 Assistant Director (for detailed actions and milestones see 4b) Children and Families 4a.xiv Housing and accommodation Assistant Director The Supporting Resources People Strategy • To offer a range of housing opportunities for people who Increasing the number of supported need housing related support by reconfiguring specialist housing schemes (** To be The Housing Strategy supported housing around the needs of Enfield residents determined with the Housing by developing supported housing schemes in relationship Corporation) with RSLs • Improve support for vulnerable people to access housing Increasing the supply of move by increasing the supply of ‘move on’ accommodation to 2005 2008 on accommodation Quality Health and Care Services for Vulnerable People in Enfield support independent living • As part of the development approval of new social rented Increasing the number of homes homes, work with Occupational Therapists to increase specifically designed for people with a the number of homes specifically designed for people disability with disabilities 4a.xv Fully implement Electronic Social Care 2005 2007 * For new users X Director of Health ARM Action Plan Record and improve access to services and information * For all existing users X and Adult Social Care 4a.xvi Recruitment and retention • Increase the number of directly employed social care staff Reduce the level of agency social work staff and managers in adult social services by 10% 2005 2008 • Develop a Grow Your Own scheme for Adult social care No. of places on Grow Your tba Own Scheme
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 4a. Improve access to health and care by working with our partners to provide modern services that meet the needs of our community 4a.xvii To implement a revised suicide prevention strategy 2005 2008 Strategy implemented X Director of Health Subject to successful ARM Action Plan and Adult Social Care bid to DOH 4a.xviii To develop housing related support for people with 2005 2008 Support operational Subject to continuation HIV / AIDS of NRF funding 4a.xix To reduce health inequalities through targeted NRF 2005 2008 Interventions undertaken funded intervention 4a.xx To open the first two new (LIFT) primary care Edmonton Green X centres, engaging local communities and expanding 2005 2008 the range of health promotion / improvement activities undertaken 4a.xxi The DAT Treatment Plan • To increase the numbers of people entering and LAA Health targets Director of Health and Pooled Community sustaining drug treatment (see Aim 3e) Adult Social Care / treatment budget Safety Strategy 2005 2009 DAT Co-ordinator • To develop and implement a multi-agency Children and Young substance misuse screening tool for children people Substance and young people Misuse Plan 4a.xxii Align the partnership and delivery structures for 2005 2007 New structures and work programmes X Director of Health and the PCTs new strategic plan (Bright Futures) with the agreed and implemented Adult Social Care Health Improvement and Health and Social Care dimensions of the Local Strategic Partnership Objective: 4b. Work with our partners to provide high quality services for all children especially those with additional needs 4b.i Continually improve the quality of services for Quality Assurance Board to meet 4pa 4pa 4pa Assistant Director vulnerable children and young people through regularly to review performance Children and Families organisational learning 2005 2010 X X X Management Team to maximise learning opportunities through regular consideration of specific cases Quality Health and Care Services for Vulnerable People in Enfield 41
    • 42 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective: 4b. Work with our partners to provide high quality services for all children especially those with additional needs 4b.ii Develop the Enfield Children's Trust arrangements by Ensure that the arrangements for the X Fully Director Education implementing the Change for Children Programme Enfield Children's Trust partnership, Implement Children's Services (See also Aim 2) structures and governance are fit for Enfield's and Leisure purpose and support the delivery of Children's better services and outcomes for Trust children and young people Implement Children's Area Partnerships X X across the Borough Adopt the Common Assessment X Framework and Lead Professional to enable more effective multi agency working and shared early assessment of children with additional needs Produce and implement a multi-agency, X X area-wide Children's Service Workforce Strategy Quality Health and Care Services for Vulnerable People in Enfield Implement more effective information X sharing arrangments including information sharing protocols and 2005 2008 service directories Continue to strengthen the Local X Safeguarding Children's Board to promote the welfare of children and young people Ensure that children, young people, X X parents and carers are provided with opportunities to shape and influence the design, delivery and evaluation of services Enhance the role and resources of the X CPA voluntary sector to ensure effective Corporate Assessment partnership and co-operative working Action Plan between the voluntary and community sector and statutory agencies (see also Aim 2 OLI Marsh House) Carry out a Property Review to X maximise the effective use of Council and Partners' accommodation
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective: 4b. Work with our partners to provide high quality services for all children especially those with additional needs 4b.iii Improve educational outcomes for looked % young people leaving care aged 16+ 65 (70) 75 75 Assistant Director ARM Action Plan after children with at least 1 GCSE at grades A*_G Children aand Families or a GNVQ (LAA C21) (BV50) 2005 2010 Employment, education and training for 1.0 1.1 1.1 care leavers (LAA C21) (BV161) % LAC with up to date Personal 100% 100% 100% Education Plans 4b.iv Improve placement choice for Looked After Children PAF C69 Distance children newly 22 20 10 looked after are placed from home Increase the number of local foster carers 20 20 20 PAF D78 % of children aged under 16 who had been looked after 2005 2010 continuously for at least 2.5 years, who 55 60 60 were living in the same placement for at least 2 years or are placed for option PAF A1 – Stability of placements for LAC = % of LAC with 3 or more 14 12 12 placements in 1 year (BV 49) (LAA C21) 4b.v Improve placement choice for Looked After Children % increase in number of adoptions of 8 8 8 LAC (BV 163) PSA 7/PAF C23 PAF B79 Children aged at least 10 and under 16 looked after in foster 86 86 86 placements or placed for adoption 2005 2010 Increase % of LAC who have 85 90 90 appropriate health checks (PAF C19) % of reviews of child protection cases completed on time PAF C20/ BV 162 100 100 100 % of care leavers who have pathway plans 90 93 95 4b.vi Ensure that assessments are carried out on time % of initial assessments completed 80 80 80 in 7 days 2005 2010 % of core assessments completed in 85 85 85 35 days 4b.vii Recruitment and retention of social work staff % of qualified Social Work vacancies filled 95 95 tba 2005 2010 15 15 tba Quality Health and Care Services for Vulnerable People in Enfield Reduce percentage of agency staff 43
    • 44 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 4c. Help the most vulnerable members of our communities to live more independent lives 4c.i To further shift the balance of care and increase the PAF C32 / BV 54 Over 65s helped to 90 92.5 95 Director of Health and ARM Action Plan number of vulnerable adults and older people helped to live live at home per 1,000 population aged Adult Social Care at home 65 or over 2005 2008 PAF C28 / BV 53 Intensive home care 16 16 16 per 1,000 population aged 65 or over PAF C29-31 – Adults 18-64 helped 12.1 tba tba to live at home 4c.ii To increase the number of people receiving 2005 2008 PAF C51/BV 201 Direct Payments (per 139.5 150 155 direct payments 100,000 over 18s population) 4c.iii To develop increased employment opportunities for Agreement of Local measure– No. X service users of employment opportunities created for service users • Review and restructure Employment Service as required 2005 2008 • Review and formalise arrangements with Quality Health and Care Services for Vulnerable People in Enfield employment partners 4c.iv • To ensure a person centred approach to PAF D39 – People receiving 100% 100% 100% assessment and care a statement of needs • Improve waiting times for assessment across all PAF D55 / BV 195 – Acceptable 90% 92.5% 95% care groups and service delivery 2005 2008 waiting times for assessments (PAF D55) • Increase the number of adults with learning difficulty PAF D56 / BV 196 – Acceptable 92.5% 95% 95% undertaking person centred planning waiting times for care packages 4c.v Increase the number of carers receiving a specific 2005 2008 PAF C62 – Services for carers’ 12.5 tba tba assessment and carers service assessment (new for 2005) 4c.vi • Reduce delayed transfers of care from hospital PAF D 41 – Delayed transfers of care 20 tba tba • Secure appropriate service capacity 2005 2008 • Implement pooled budgets across health and social care X (including reimbursement grant)
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 4c. Help the most vulnerable members of our communities to live more independent lives 4c.vii Equipment Director of Health and ARM Action Plan Adult Social Care • Increase the number of people receiving equipment to help No of people receiving equipment Under Under Under them live at home Review Review Review 2005 2010 • Speed up the delivery and collection of equipment PAF D54 / BV 56 – Items of 93.5% 94% 94.5% equipment delivered in 7 days 4c.viii Commission and maintain a number of intermediate 2005 2010 Extra no. of care units 5 5 5 care units to assist in avoiding hospital admission and provide post discharge support 4c.ix Expand floating housing related support for older 2005 2010 No. of floating support places tba tba tba people and vulnerable adults 4c.x Use assistive technology / alarm support services to 2005 2010 Agree Strategy X enable people to live at home who would otherwise be unable to do so No. of people receiving support tba tba tba 4c.xi Undertake renovations and adaptations to people’s 2005 2010 Achieving full speed on X X X Assistant Director homes, using disabled facilities grants and house proud loans Disabled Facilities Grants Housing Needs to enable people to live more independently Objective 4d. Work with partners to provide older residents with opportunities to play a full and active part in the community 4d.i Take forward the Older People's Strategy to meet 2007 2010 Implement the Older People's Strategy X X X CMB Older People's Older People's the defined objectives of: Action Plan Champion / Strategic Strategy Action Plan • the promotion of active citizenship Partnerships Manager • equal access to services to improve quality of life • design of services to promote greater choice, control, autonomy 4d.ii In partnership with Age Concern, continue to develop the 2005 2008 Annual programme of network activities X X X Director Health and multi-agency Home Support network to reduce the social Adult Social Care isolation of older people and improve access to a range of statutory and voluntary sector services and support networks 4d.iii Continue to fund Concessionary fares to encourage older 2005 2008 Annual promotion of scheme X X X people to make best use of public transport 4d.iv Increase the number of volunteers supporting 2005 2008 No. of volunteers trained and on the rota 140 160 tba Cultural Strategy cultural activities Quality Health and Care Services for Vulnerable People in Enfield 45
    • Aim 5 Supporting the Delivery of Excellent Services 46 Supporting the Delivery of Excellent Services
    • Lead Member Lead Officer Councillor Michael Lavender Sheila Dawson Councillor Ann Zinkin Ann Pennell Councillor John Jackson Supporting the Delivery of Our objectives Excellent Services 5a. Deliver a customer focused approach We aim to continually improve on the that helps all people access council services we deliver to our residents by services. regularly reviewing the quality of information 5b. Increase the efficiency, value for we have and by challenging our own money and quality of services through performance across the Council. We will continuous improvement and ensure that the Council’s financial standing performance management. is sound and it meets its statutory obligations. We will make sure our IT 5c. Communicate the council’s vision and infrastructure will deliver modern and value values to staff, residents and partners. for money services and that our staff are 5d. Empower staff to have the skills, trained to deliver good quality services. motivation and opportunities to We will improve on the ways customers improve services. can access our services and the way we 5e. Provide effective community communicate with our residents, involving leadership and increase public them in service development to increase participation in the council’s decision overall satisfaction with the Council. making process and local initiatives. 5f. Deliver the community strategy, local What will change? needs and priorities by productive We will: partnership working. • Develop a new strategy to improve customer access to services • Further improve value for money, efficiency and quality of services by reducing costs and improving performance • Maximise the use of resources by reviewing office accommodation, ways of working, procurement and technology • Develop the skills and knowledge of staff • Effectively engage and communicate with communities in the development of services and the local area • Work effectively with partners in the delivery of the Community Strategy and the Local Area Agreement Supporting the Delivery of Excellent Services 47
    • 48 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5a. Deliver a customer focused approach that helps all people access council services 5a.i Develop and implement new Access to Services Strategy 2007 2008 Strategy and action plan X Assistant Director and action plan being implemented Customer Service, Communications and Change 5a.ii Provide improved and more conveniently located Sep 07 Civic Centre X Assistant Director Medium Term Capital Access to Services access centres Customer Service, and Financial Plan Strategy and Action Plan Dec 07 Edmonton Centre X Communications Library Strategy 2006 and Change 2008 Increase role of libraries (Library Strategy) X X X Assistant Director Property Supporting the Delivery of Excellent Services 5a.iii Improve response to complaints Number of complaints determined X Assistant Director by an Ombudsman: Revenues and Benefits Head of Customer • Maladministration X X X Services • Local settlement 13 13 13 % of stage 1 complaints responded 95% 95% 95% 2005 ongoing to within 15 days BV 4 % of complainants satisfied with 31% 32% 34% the handling of their complaint Launch new complaints system X Head of Customer linked to CRM Services Assistant Director Revenues and Benefits 5a.iv External accreditation for customer service Successful Access to Services inspection X Assistant Director Customer Service, Communications 2005 ongoing and Change Customer service awards 30 30 30 Assistant Director Human Resources 5a.v Increase the number of independently quality assured Additional Quality Management 2 2 tba Assistant Director services across the council Systems awards Corporate Improvement Environment Management System 1 2 tba ISO 14001 2005 ongoing Quest accreditation (sports and leisure) Min Min Assistant Director School 60% 70% Effectiveness and Inclusion Successful Beacon status 1 1 1 Assistant Director Corporate Improvement
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5a. Deliver a customer focused approach that helps all people access council services 5a.vi Increase customer self-service and choice by improving Unique users on corporate website 559526 721789 945544 Assistant Director TBC Access to Services access to, and the delivery of services through the website and Customer Service, Strategy and Action Number of customers self-serving 850 1000 1300 ICT. Communications and Plan through e-forms on the website Change (based on 05/06 baseline) Head of Customer Number of customer interactions using 10000 15000 20000 Services IVR telephony systems 2006 ongoing Roll out CRM to libraries X X Further develop email management and X link to CRM system % of residents listing the website as a 20% 22% 24% preferred source of information 5a.vii Further improve performance against standards across Answer 80% of calls to the Customer 80 85 90 Head of Customer Access to Services the Council Service Centre within 20seconds Services Strategy and Action Plan Abandoned call rate at the Customer <10% <8% <7% 2006 ongoing Service Centres % of transactional calls dealt with at 80 83 85 the first point of contact Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance management 5b.i Implement the Council's Change programme, in 2006 2009 Efficiency Board to oversee delivery of X X X Director of Finance Change Programme particular the Efficiency strand looking at shared services, 3 year savings programme and Corporate Resources value for money reviews, mobile / remote working and Assistant Director information management Customer Services Communications and Change 5b.ii The Property Strategy - To be reviewed following the Disposals £7m £7m £7m Assistant Director Medium Term Capital To be agreed with amalgamation of the delivery of the Property Strategy with the Property and Financial Plan Place Shaping 2005 2008 Rental income increases (commercial) Place Shaping Agenda beginning with the review of Ponders End 3% 3% 3% Agenda once LAAs are adopted Supporting the Delivery of Excellent Services 49
    • 50 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance maangement 5b.iii Promote sound financial management and efficient use 2005 Ongoing External auditor’s opinion – no serious X X X Assistant Director CPA Auditor of resources weakness identified Finance Judgement • Improve the management and monitoring of the Council’s financial systems 5b.iv Improve the speed of processing invoices 2005 Ongoing % of invoices that were paid in 30 days of receipt by the authority 5b.v Improve the robustness of the medium term financial plan All significant financial risks identified X X X and develop longer term financial planning and acknowledged 2005 Ongoing Council Tax below outer London average X X X Supporting the Delivery of Excellent Services Prudent level of balances: £10m min. X X X general balances 5b.vi Maximise collection of housing rents, business rates, BV 66a - % of rent collected 97% 97.25% 97.5% Assistant Director Council Tax and Housing Benefit overpayments by Revenues and Benefits consolidating teams and upgrading systems BV 66b – No. tenants more than 7 7.3% 7.0% 6.8% weeks in arrears as % of all tenants BV 66c % tenants in arrears served 14% 13% 12% with notices of seeking possession BV 66d - % tenants evicted for rent 0.39% 0.35% 0.30% arrears BV 10 - % of business rates collected 99% 99.1% 99.2% 2005 Ongoing BV 9 % of council tax collected 96.4% 96.65% 96.9% BV 79bi Amount of housing benefit 62% 63% 64% recovered as deemed recoverable BV 79bii Housing benefit recovered as 21% 25% 26% % of total Housing Benefit overpayment debt outstanding BV 79 b Housing Benefit written 20% 15% 10% off as % of total Housing benefit debt outstanding
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance maangement 5b.vii Use external audit recommendations to improve the 2005 Ongoing External auditors opinion – X X X Assistant Director Council’s procedures and control environment no adverse comment Finance 5b.viii Improve the Council’s procedures for closing the Accounts closed earlier: Accounts in accordance with revised Government deadlines • 2006/07 (30 June 2007) X 2005 Ongoing • 2007/08 (30 June 2008) X 5b.ix Revisit all existing service business plans to ensure that % of effective action plans Assistant Director action plans exist to mitigate risk Audit and Risk 2005 Ongoing Management Inform Members and management of current risk Comprehensive briefings management arrangements to ensure corporate consistency 5b.x Promote and improve Value for Money (VFM) across Efficiency gains achieved p.a Director of Finance and CPA Corporate the Council Corporate Resources Assessment % PIs improving p.a. (see 5b.xvi) Action Plan Retain a score of 3 in the VFM judgement in the Use of resources score X X X 2006 Ongoing Compilation of new Unit Cost comparisons using the 'Four Quadrants' matrix X X X Completion of VFM self-assessments in three yearly cycle and integration of process with annual Budget and MTFS X X X 5b.xi Procurement: consolidate improvements to processes 2006 Ongoing Savings achieved and outcomes. Achieve target savings Supporting the Delivery of Excellent Services 51
    • 52 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance maangement 5b.xii Provide an efficient and responsive benefits service by: 2005 2008 Achieve performance standard 85% 90% 90% Assistant Director Revenues and Benefits • Striving to meet all Department of Work and Pensions BV 76 – Housing benefit security standards PM13 No. of claimants visited 85% 90% 90% • Replacing outdated council tax / benefits IT system whilst (per 1000 caseload) minimising disruption to performance PM14 No of fraud investigators 0.3% 0.23% 0.22% • Continue to implement measures to maximise the take up of per 1000 caseload genuine benefit entitlement No. of fraud investigations per 14 14 14 • Implement new Local Housing Allowance from April 2008 1000 caseload Supporting the Delivery of Excellent Services No. of fraud prosecutions & sanctions 4.3 4.3 4.3 per 1000 caseload BV 78 – Speed of processing -PM1 New benefit claims 28 26 25 -PM 5Notification of change 12 10 9 of circumstances BV 79 – Accuracy of Processing PM6 % of cases for which calculation 98.65% 98.7% 98.75% of benefit due was correct on the basis of information given PM7 % 0f overpayments recoverable in year 62% 63% 64% PM8 Overpayments recoverable as % of 30% 32% 46% total housing benefit debt at start of year, plus overpayments identified in year PM9 Overpayments written off as % 40% 25% 25% total of housing benefit at start of year, plus overpayments identified in year BV 80 - satisfaction survey 80a satisfaction with contact with office n/a n/a 70% 80b satisfaction with service in office n/a n/a 77% 80c satisfaction with telephone service n/a n/a 60% 80d satisfaction with staff in office n/a n/a 74% 80e satisfaction with forms n/a n/a 65% 80f satisfaction with speed of service n/a n/a 67% 80g overall satisfaction n/a n/a 73%
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance maangement 5b.xiii Adhere to Best Value and good performance Assistant Director management across the organisation Corporate Improvement • CMB and DMTs to continue to review performance on a Traffic light indicators to CMB 4 4 4 monthly and quarterly basis quarterly Monthly reports on HR / critical PIs 8 8 8 Corrective action reported 8 8 8 • Members review performance on a quarterly basis at Annual review of comparative performance 1 1 1 Cabinet or Best Value Sub Committee and through targeted 2005 Ongoing Quarterly monitoring reports 4 4 4 scrutiny reviews Number of panel meetings that 18 18 18 scrutinise performance • Improving Enfield Action group (IEAG) to conduct reviews of Agree set of key performance X X X low performing key PIs as part of annual work programme indicators • Implement and monitor performance and review protocols Establish annual process, timetable and X X X and guidance guidance • Ensure annual round of target setting takes place Monitor target setting cycles to ensure X X X compliance The Council has a Corporate Data Quality Policy. The action % of BVPIs improving year on year 65 68 75 plan is monitored by the Information Governance Board • Carry out quality checks and audit of service centre plans No. of BVPI amendments following audit 5 4 2 and performance data systems • Carry out internal audits of key PIs to improve data quality No. of BVPI qualifications 0 0 0 PIs in the bottom quartile monitored X X X monthly by CMB Supporting the Delivery of Excellent Services 53
    • 54 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance maangement 5b.xiv Continue to raise Member and staff awareness of All CMB and Cabinet reports to include X X X Assistant Director CPA performance management and improve presentation of assessment of potential impact on Corporate Improvement Corporate Assessment performance information performance where appropriate Action Plan Introduce performance management X into the induction process • Publish service specific annual performance summaries and 8 sets of summaries produced 2 2 2 information cards • Continue the development of an effective CPMS system to 2005 Ongoing CPMS system developed to improve X enable performance data to be shared across the Council analytics. Supporting the Delivery of Excellent Services Develop new ways of presenting X performance on the Web • Develop managers' core performance management Annual training programme 1 1 1 competences to ensure consistent and rigorous approach Audit of cross council approach 1 1 1 Programme of tailored workshops X being developed 5b.xv Improve sharing of information within the Council and Assistant Director Monitoring System with our partners Strategy and Support (ESSP) GIS on the Intranet, raising the profile of the GIS Browser Access to all in the Council who X X X GIS Project Board have an intranet link GIS on the internet; method of measurement is a direct link to make accessible all data currently X X X the LGSL. Services that state there is a direct benefit to use available on the CSD, where copyrights GIS on the intranet will be used as the percentage baseline and licensing allow. Create new data that services feel will be X X X ICT Roadmap Ongoing useful, driven by service and Council need LSPG linked to services: LSPG, the authoritative address for Method of measurement is: Make links Make links Make links available available available the Council, can be accessed through two methods. A direct link to the LGSL. to the to the to the 1. Direct link with the LSPG. LSPG LSPG LSPG Services that state there is a direct where where where 2. Direct link with an LSPG look-up address search benefit to use the LSPG economical economical economical as used in e-forms ly ly ly viable or viable or viable or without without without restriction restriction restriction
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5b. Increase the efficiency, value for money and quality of services through continuous improvement and performance maangement 5b.xvi Implement e-recruitment pilot and extend across the 2006 2009 % job applications received electronically 60 70 tba Assistant Director council for officer posts Human Resources Average time taken to recruit to a post tba tba tba 5b.xvii Address recruitment and retention issues 2006 2009 Proportion of agency social workers in tba tba tba in priority services priority services 5b.xviii Reduce costs of agency staff through effective 2006 2009 Cost reductions tba tba tba supplier management 5b.xix Support remote/mobile working through the 2006 2009 No staff working remotely tba tba tba introduction of new policies and procedures 5b.xx Develop an organisational culture that promotes 2006 2008 % staff who receive annual appraisal and 85 100 100 excellence in people and performance management use competences and development planning % policies / working practices reviewed 75 100 and relaunched 5b.xxi Improve levels of attendance - managers to have direct 2006 2009 BV12 sickness absence (days lost) 8.9 8.4 7.9 access to staff absence records BV14 % Early retirements 0.14 0.13 0.13 BV 15 –% ill health retirements 0.17 0.16 0.16 Objective 5c. Communicate the council’s vision and values to all staff, residents and partners 5c.i Improve internal communications by implementing the 2006 2009 % of staff who believe they understand the n/a 65% n/a Head of Internal Communications Strategy Council's corporate aims and objectives Communications • Redevelop and relaunch the intranet (2007) % of staff who list the intranet as one n/a 45% n/a Head of Customer of their preferred sources of information Service • Develop a strategy for hard-to-reach employees (2007) Head of CIT • Continue to involve and inform staff, increasing awareness % of staff who feel informed n/a 62% n/a of corporate priorities (2008) % of staff who speak highly of the n/a 40% n/a • Continue to communicate the FIRST values particularly Council and its services customer focus (2008) % of staff who feel stress is adversely n/a 28% n/a affecting their performance Supporting the Delivery of Excellent Services 55
    • 56 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5c. Communicate the council’s vision and values to all staff, residents and partners 5c.ii Improve external communications with all stakeholders by Features in regional, national or 20 28 40 Head of implementing an updated Corporate Communications Strategy: specialist media Communications • Increase positive news coverage % of releases taken up by media 80% 82% 84% • Improve the range, quality and cost-effectiveness of council publicity materials, campaigns, exhibitions and events 2006 2008 % of residents who feel informed 48% 50% 52% • Improve electronic communications • Improve co-ordination of consultation and engagement activities % of residents who believe the Council 40% 42% 45% listens to their concerns • Investor marketing strategy Supporting the Delivery of Excellent Services 5c.iii Develop leadership programme for 3rd tier managers Jun 05 Jun 06 Training course implemented 90% 90% 90% Assistant Director which supports organisational and culture change Human Resources 5c.iv Develop Senior Managers’ Conferences and AD network Mar 05 Ongoing 100% completion by June 2006 100% 100% 100% Attendance at Senior 100% 100% 100% Managers Conferences Attendance at Extended CMB 100% 100% 100% 5c.v Develop as a learning organisation and continue to learn Weekly policy headlines bulletin 50 50 50 Assistant Director Corporate Policy from best practice: for CMB Corporate Improvement Team Service Plan • Encourage participation in an annual programme of quarterly Arrange an annual programme of 50 50 50 policy and best practice seminars quarterly seminars • Encourage learning opportunities for members and officers Develop the Policy and Research 3 3 3 • Involve corporate and departmental policy and research Network as a cross-council learning staff in sharing learning and information exchange resource plus meeting 3 times p.a. 2006 2010 • Provide policy information to managers Produce 'Policy Matters' incorporating 10 p.a. 10 p.a. 10 p.a. policy and best practice news • Provide policy information to members Provide policy information in the X X X Members' Newsletter * Develop top team learning Arrange annual SLF programme X X X including presentations and discussions on major policy / best practice issues
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5d. Empower the staff to have the skills, motivation and opportunities to improve services 5d.i Review and update the Human Resources Strategy 2005 2007 Revised Strategy launched X Assistant Director Human Resources 5d.ii Develop a workforce plan including workforce learning Workforce plan developed and adopted X and development plan including: • Leadership programme for senior managers 2006 2007 • Support for the Council's values, especially focus on customers *Train your own schemes for hard to fill vacancies X 5d.iii Develop and implement revised pay structure for 2004 2006 % management posts evaluated under 95 100 100 managers across the Council and implement single status the new arrangements pay agreement Implement single status pay agreement X 5d.iv Ensure the Council retains its IIP accreditation 2006 2008 Accreditation successfully retained X 5d.v Tackle possible stress issues and offer support 2004 2007 Stress audit completed X Recommendations implemented X 5d.vi Successfully implement SAP MSS / ESS 2007 2008 Successful implementation X Objective 5e. Provide effective community leadership and increase public participation in the council's decision making process and local initiatives 5e.i Enhance support for members in their democratic role No of councillors signed up for 1-1 Borough Secretary, Within existing member CPA Corporate personal development sessions Development and development budget Assessment Training Consultant Action Plan New modular development X X Member Development 2005 2006 programme implemented Programme Members being given the opportunity X X X to visit frontline services and increase experience and awareness 5e.ii Continue to develop and strengthen the Council's Scrutiny Borough Secretary / CPA Corporate function Head of Corporate Assessment • Develop new arrangements for scrutiny of CDRP under the Scrutiny Services Action Plan Police and Justice Act 2007 2010 New arrangements in place. Crime and X • Develop scrutiny of local partners and service providers Justice Panel set up and a training plan for members and officers implemented • Develop a practical response to Community Call for Action Supporting the Delivery of Excellent Services 57
    • 58 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5e. Provide effective community leadership and increase public participation in the council's decision making process and local initiatives 5e.iii Review and widen the terms of reference of the 2005 2008 Revised terms of reference for X Borough Secretary, Ethical Standards Committee to make it more pro-active, to learn Standards Committee adopted Development and Governance Audit from best practice elsewhere and raise its profile outside Training Consultant the Council 5e.iv Enhance public participation in the council’s decision Attendance at Area Forums 55 60 65 Borough Secretary making process (average per meeting) 2005 2008 % of tenants satisfied with tba tba tba Assistant Director opportunities to participate Housing Management Supporting the Delivery of Excellent Services Number of residents who are part of 500 750 1000 Owner Occupier Enfield Consultation Network Services Manager 5e.v Manage and undertake on behalf of the Council a regular Annual Residents’ Surveys 1 1 1 Assistant Director Corporate Policy programme of corporate consultation Corporate Improvement Team Service Enfield Citizens’ Panel surveys 3 3 3 Plan 2005 2008 Database of consultations & results X X X available on internet and intranet Newsletters / briefing notes on consultation 4 4 4 5e.vi Monitor consultation activity through Consultation and 2005 2008 Regular CEOG meetings 3 3 3 Engagement Officer Group (CEOG) 5e.vii Encourage use of SNAP for on-line surveys 2006 2009 Annual survey of departments' 1 1 1 use of SNAP 5e.viii Improve consultation and engagement activities with Ongoing % of residents who feel involved 33 35 37 hard to reach, under-represented and specific bme communities in decisions 5e.ix Promote opportunities for community engagement and Ongoing % of residents who believe the Council 37 40 45 consultation through better post-survey communication listens to their concerns
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 5f. Deliver the Community Strategy, local needs and priorities by productive partnership working 5f.i Support and develop the work of the Enfield Strategic Assistant Director Community Strategy Partnership: Corporate Improvement Action Plan • Effectively market the work of the Enfield 2005 2010 Issues of branded section of Enfield 2 2 Strategic Partnership matters produced • Implement 'Enfield's Future', the sustainable 2007 2010 Implement six-monthly monitoring X X X community strategy • Ensure the successful delivery of the Local Area 2007 2009 New LAA signed off in agreement with X X Agreement and successful negotiation of the new LAA the Government by march 2009 from 2008 - 2009 onwards • Overall aim for the LAA is to be 'Green' on direction of travel 2007 2010 Successful outcome achieved following X X X and 'Green' on overall progress of the LAA Government Review • Increase the use of evidence in the decision -making Continue to update and expand content X X X process of the Council and its partners from the Information of the Enfield Observatory 2007 2010 and Research team Complete annual research programme X • Develop and launch the Enfield Youth Observatory 2007 2008 Develop and launch the Enfield Youth X Observatory 5f.ii Enfield Compact / work with the community and Corporate Policy Team voluntary sector: Service Plan In conjunction with ECRB / ECEN, commission research into 2005 2008 Report produced X the strengths of existing partnerships in Enfield Organise an autumn event to take X report recommendations forward Supporting the Delivery of Excellent Services 59
    • Aim 6 Economically Successful and Socially Inclusive 60 Economically Successful and Socially Inclusive
    • Lead Member Lead Officer Councillor John Jackson John Pryor Councillor Matthew Laban Ann Pennell Economically Successful and Socially • Develop a new place shaping strategy, Inclusive including area action plans We aim to work with our partners to • Open a new centre for housing generate and develop sustainable long- management services to tenants term economic prosperity and social well- being for the borough and develop a Our objectives cohesive community. We will continue to 6a. Work to develop a prosperous local improve facilities for families and economy with our partners. encourage investment that will create employment. The number of people living 6b. Promote opportunities for in temporary accommodation will be employment by encouraging business reduced and we will ensure council growth, skills, training and by reducing homes will be improved. barriers to work. 6c. Improve deprived neighbourhoods by working with our partners and the What will change? local community. We will: 6d. Tackle discrimination, promote • Achieve “2” stars for housing by equality of access and good relations improving services, community safety between all groups in the community. on estates and increasing tenant involvement and satisfaction 6e. Improve the quality of housing in the borough through partnership working. • Work towards achieving the Decent Homes standard for tenants and 6f. Promote healthier communities leaseholders. through effective partnership working. • Open the Angel Centre in Summer 2007 to support parents, children and young people • Support an increase in business start-ups and help to sustain small businesses in Enfield • Work with the voluntary sectors to encourage volunteering in Enfield and increase the number of volunteer school governors, special constables, magistrates and prison visitors. Economically successful and socially inclusive 61
    • 62 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6a. Work to develop a prosperous local economy with our partners 6a.i Continue to work with neighbouring boroughs, key 2005 2008 Contribute to the production of X Head of Economic The ERDF Objective 2 agencies and the sub region to promote economic strategies for the allocation of external Development Strategy for London development in north London funding sources for the sub-region The LDA Single Programme 6a.ii Adopt spatial planning policies to promote a 2005 2008 See Aim1 objective 1f for details on X Head of Planning, Local Development sustainable and prosperous local economy, including Local Development Framework Policy, Projects Framework revitalised town centres and Design 6a.iii Continue to press central government, TfL and the GLA 2005 Ongoing Improvements to A 406 undertaken X X Local Implementation for improvements to the North Circular Road (A406) (see Aim Arrange annual meetings of lead Plan 1 objective 1e for details on Enfield’s transport plans) members in neighbouring boroughs Economically Successful and Socially Inclusive 6a.iv Fully utilise brownfield sites and enhance older industrial Secure re-development of 3.6 hectare X Head of Economic LDA estates to achieve the Council’s sustainable communities site in Brimsdown creating 400 new job Development objectives and retain and develop employment opportunities opportunities (LDA) 2005 2008 Promotion of mixed use development at X Private sector Innova Park Complete the four current industrial X ERDF, LDA, LBE estate improvements capital grants Objective 6b. Promote opportunities for employment by encouraging business growth, skills, training and by reducing barriers to work 6b.i Offer taster programmes and access courses to people 2005 2008 Short taster sessions 100 100 tba who may be interested in retraining as childcare workers – in particular returners to work Extended taster sessions 60 60 tba 6b.ii All OfSTED registered childcare in the borough is offered BV192a – av. Days access to relevant Assistant Director professional development training through EYDCP in order training and development per practitioner Children's Access to help them raise and maintain standards and meet delivering Foundation Stage education. 15% 28% 38% and Support growth demands 2005 2007 (BVPI192a replaced by 222a) BV222 Quality of early years and childcare leadership BV 192b – Av. No of QTS teachers per 10 non-maintained settings. Replaced by 100% 100% 100% BVPI222b - quality of early years and childcare leadership - post graduate input 6b.iii Improve school sites to enable delivery of extended Oasis Trust City Academy open X Assistant Director Education schools, family learning and youth inclusion provision Resources and Asset Development Plan including Management
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6b. Promote opportunities for employment by encouraging business growth, skills, training and by reducing barriers to work 6b.iv Reduce the rate of worklessness and improve the 2006 2010 No. of local residents in employment n/a 20% 20% Head of Sustainable LAA Pump Prime Sustaining Communities employment rate of disadvantaged groups Communities in Enfield; Local Area Agreement 6b.v Promote the growth and sustainability of enterprise 2006 2010 No. of sustainable start-up businesses 51 51 LAA Pump Prime, and small businesses created Enterprise Enfield No. of sustainable microbusinesses 89 90 LAA Pump Prime, supported Enterprise Enfield 6bvi. As the borough's largest employer, develop a workforce BVPIs: Assistant Director that reflects the diversity of the local community Human Resources • Work in partnership with Job Centres and other agencies, 11a women in top 5% earners 49.50% 49.80% 50.00% applications from the BME population in the local community are actively encouraged 11b BME staff in senior management 11.00% 12.00% 13.00% • Work with the Learning and Skills Council to support Sep 04 Apr 08 the employment of young people through the Public Sector 16a Disabled employees % 3.00% 3.25% 3.75% Apprenticeships 17X BME employees % 21.00% 22.00% 23.00% • Through basic skills training and active use of appraisal and development plans, facilitate internal promotion especially Number of Public Sector Apprentices tba tba tba of BME staff and women Objective 6c. Improve deprived neighbourhoods by working with our partners and the local community 6c.i Maximise impact of Neighbourhood Renewal (LAA) NRF expenditure within target or as X Head of Sustainable NRF Funding One Large profiled by GOL Communities Intervention Action 2006 2008 Plan • Implement one well designed intervention (OLI) to create a Procurement completed X more focused impact (low income and child poverty) Intervention begins 6c.ii Consult on the Council's new vision for the Borough 2007 2008 The Triple Arc vision consulted on as X Assistant Director LDF 'Shaping Enfield's Future' part of the LDF Core Strategy Issues Planning and • Development, consultation with the community and and Options consultation Transportation implementation of a new Regeneration Strategy for the (see Aim1, objective f) Borough 'Shaping Enfield's Communities' 2007 2008 New Strategy and associated action X Shaping Enfield's • Undertake a pilot place shaping exercise in Ponders End plan adopted by Council and partners Communities 2007 2010 Creation of a place shaping vision and X Shaping Enfield's action plan for Ponders End Communities, LDF, other Council Strategies as appropriate. Economically Successful and Socially Inclusive 63
    • 64 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6c. Improve deprived neighbourhoods by working with our partners and the local community 6c.iii To work in partnership with the voluntary and community Completion of VCS social exclusion gap X Head of Sustainable sector to ensure their inclusion in jointly developing Change-Up analysis on BME groups Communities Completion of VCS social exclusion gap X 2006 2009 analysis for disability and long term illness Comprehensive capacity review of X VCS 6c.iv Develop and implement effective performance Improved outcomes for local residents Establish 2% (+) 2% (+) management and arrangements baseline Economically Successful and Socially Inclusive 2006 2009 Increased satisfaction Establish 2% (+) 2% (+) baseline 6c.v Empower local people to have a greater voice and LAA SC-D3 % of VCS groups and social enterprises accessing influence over local decsion making and the delivery of capacity building help in the past year services - NRF outcome 2006 2009 Small groups 10 10 Consortia 2 2 Social enterprises 5 5 Objective 6d. Tackle discrimination, promote equality of access and good relations between all groups in the community 6d.i Implement the Council Community Cohesion Strategy 2007 2010 Publication of Community X Director Performance Cohesion Strategy Partnership and Policy Implement Community Cohesion X X Strategy Action Plan monitoring system 6d.ii Compliance with the Disability Discrimination Act 2005, BVPI 2b Duty to promote race equality 90% 90% 95% Director Performance Equality Act 2006, Race Relations Amendment Act 2000 Partnership and Policy BV 156 - % of authority’s buildings 100% 100% 100% Assistant Director 2005 2009 open to the public in which all public Property areas suitable and accessible for disabled people Publication of Annual Equality Scheme X X X
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6d. Tackle discrimination, promote equality of access and good relations between all groups in the community 6d.iii Achieve level 3 of the Equality Standard for Local Audit of performance against the X Director Performance Government. The Standard applies to corporate, departmental Standard completed Partnership and Policy and service actions relating to race, disability and gender 2005 2008 BVPI 2a Equality Standard for 3 4 4 Local Government Assess work needed to reach level 4 X 6d.iv Develop an equalities framework for the Enfield ESP Equalities Action plan complete X Director Performance Community Strategy Strategic Partnership 2005 2008 Partnership and Policy Monitor progress against the ESP X X Action Plan 6d.v Facilitate and maintain effective partnerships which Public awareness forums 6 p.a. 6 p.a. 6 p.a. Community Safety Crime and Disorder promote social cohesion and work to reduce social exclusion 2005 2008 Manager Reduction Strategy Provision of training opportunities 60 60 60 to build capacity No. high profile diversity events pa. 1 1 1 6d.vi Enable the Voluntary and Community sectors to engage Plan and implement revised corporate X X Head of Sustainable with socially excluded groups and promote social cohesion grant commissioning Communities within the context of Change Up • Support with funding advice, premises location etc • Promotion of cross-sector and cross-activity working 6d.vii To increase active citizenship through volunteering 2006 2008 No. of volunteers (average 2 hours 1494 1631 Head of Sustainable LAA Pump Priming Local Area Agreement • Reduce social exclusion and promote social cohesion per week for 12 months) including Communities through increasing the proportion of volunteers from socially volunteers from excluded groups excluded communities 6d.viii Using the Enfield Ethnic Diversity Research Report Meetings pa with Housing BME 5 5 5 Assistant Director and the review of the 2002 BME Housing Strategy completed steering group Housing Strategic 2005 2008 in 2005, consult on and finalise a new 5-year BME Services Publish updated strategy X Housing Strategy 6d.ix Encourage active volunteering among employees 2006 2009 Number of staff participating in more tba tba tba Assistant Director (LAA target) than 2 hours of volunteering a week Human Resources Economically Successful and Socially Inclusive 65
    • 66 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6e. Improve the quality of housing through partnership working 6e.i Promote a range of housing opportunities to address the Review the Homelessness Strategy X Assistant Director Homelessness needs of homeless households, by providing an efficient and Community Housing Strategy effective housing advice service for those who are homeless or Services threatened with homelessness By 2010, reduce the number of 2,600 2,100 n/a households living in our temporary accomodation by half, from baseline figure of 3179 at Dec 2004 (LAA C23) Reduce the number of socially excluded 60 40 n/a young people (aged 16-17 years) living in temporary accomodation and enable successful integration into their Economically Successful and Socially Inclusive communities, by the provision learning and employment opportunities - baseline 87 at Mar 2006 (LAA C24) Promote alternatives to temporary 2005 2008 accommodation by enabling households to take tenancies in private sector housing using the Council's Homefinder Schemes BV 183b - average length of stay in 12 wks 0 wks 0 wks b&b / hostel BV 202 – no. people sleeping rough 0-4 0-4 0-4 % change in av. No. of -0.87% -1.06% -1.25% families in temporary accommodation compared with last year BV 213 No. houses where 5 6 7 homelessness prevented Proportion of repeat homelessness cases 0.44% 0.43% 0.42% accepted in previous 2 years 6e.ii Enable London Plan targets to be met through planning 2005 2008 See Aim 1 objective 1f for details on Head of Planning, Local Development policies in the Council’s Local development framework in a Local development framework Projects and Design Framework manner consistent with the needs of residents
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6e. Improve the quality of housing through partnership working 6e.iii Work with local health, education and social care Use key worker research to produce a X Assistant Director Housing Strategy employers to address recruitment and retention issues by key key Worker Housing Strategy Housing Strategic worker housing 2005 2008 Services No. low cost home ownership or 71 77 tba immediate rent properties 6e.iv Address the shortage of affordable housing by Improve the availability of family-sized 216 188 tba Assistant Director Housing Strategy maintaining and improving the supply of affordable housing accommodation - 2+ bed (LAA C27) Housing Strategic and promoting the best use of the housing stock 2005 2008 Services Total no. of affordable new homes 359 375 tba through: - Approved development programme 207 tba tba as part of our commitment to the North London Housing Strategy - Section 106 agreements 80 28 tba - Local Authority Social Housing Grant 50 tba tba 6e.v Adopt clear planning policies to secure affordable 2005 2008 See Aim 1 objective 1f Head of Planning, Local Development housing through Section 106 agreements Projects and Design Framework 6e.vi Following decision on North Circular road scheme identify, 2005 2008 Development of outline plan X Assistant Director with TfL and GLA, affordable housing development opportunities Housing Strategic Services 6e.vii Maintain and improve the physical condition of the BVI 184a - % of non-decent council 24% 22% 19% Assistant Director housing stock by ensuring that council homes and homes in properties at start of year Community Housing the private sector occupied by vulnerable people meet the Services BV 184b - % change in proportion of 7.8% 13.2% 20.8% government’s decency standards non-decent council homes Assistant Director Housing Operations BV 63 – Av. SAP rating of LA owned 67 68 69 dwellings Assistant Director Housing Strategic 6e.viii Increase the proportion of vulnerable households with 2005 2010 Reduction in number of vulnerable tba tba tba Services Local Area Agreement children and older people in private sector accomodation that households living in non-decent meets the decent homes standard. In the NRF area, focus on private accommodation those vulnerable households with children Economically Successful and Socially Inclusive 67
    • 68 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6e. Improve the quality of housing through partnership working 6e.ix Improve private sector housing conditions BV 64 – No. private sector vacant 520 525 530 dwellings returned to occupation or demolished • Issue licences for HMOs No. licences issued 100 Under Under review review 6e.x Maximise use of sub regional resources to deliver heating 2005 2010 tba tba tba and insulation improvements to private sector residents Achievement of 2* rating (inspection X Assistant Director Repairs and Economically Successful and Socially Inclusive 6e.xi Ensure tenants and leaseholders enjoy improved 2005 2010 satisfaction and receive value for money through: date Nov 2007) Housing Operations Maintenance, and • A programme of housing improvement involving Housing Management BV 74a – Tenant satisfaction- overall n/a n/a 74% Assistant Director local partners improvement plans service with landlords Technical Services • The publication of a customer access strategy BV 74b – Overall services with landlord n/a n/a 70% • The development and implementation of a resident –BME satisfaction involvement strategy BV 74c – Overall service with landlord n/a n/a 75% non BME satisfaction BV 75a – Tenant satisfaction – n/a n/a 65% with opportunities for participation in management BV 75b – opportunities for participation n/a n/a 62% – BME tenants BV 75c – opportunities for participation n/a n/a 66% non BME tenants BPSA E5 Urgent repairs completed in 95% 95% 95% timescale BPSA E6 Non urgent repairs in 10 10 9 timescale BV 212 - Average re-let times in Local 29 28 27 Authority dwellings
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6f. Promote healthier communities through effective partnership working 6f.i Deliver a broad range of health improvement targets as 2006 2009 Monitoring via. LAA performance X X X Director Health and Local Area Agreement set out in the Local Area Agreement management framework Adult Social Care 6f.ii Examine how the wider determinants of health can receive 2007 Ongoing Develop a Health Impact Assessment X more explicit consideration during key strategic decisions Framework for inclusion in major planning initiatives 6f.iii Review the Health Improvement Action Plan 2005-08, 2007 2009 Complete review of HIAP and draw up X to ensure it reflects the current health improvement agenda action plan for its replacement and in light of the growing role of local government in public health 6f.iv Work with PCT and other stakeholders to deliver action Ongoing monitoring of achievements plans to promote public health in the borough targeting 6 key against action plans in the Health priorities Improvement Action Plan 1) Food & Nutrition 2) Smoking Cessation 2006 2008 X X 3) Physical Activity 4) Mental Health 5) Drug and Alcohol Prevention 6) Sexual Health (including teenage pregnancy) 6f.v Through the Health Scrutiny Panel: Head of Corporate Scrutiny Committee Successful completion of Health X X X • Continue to examine health issues that affect the whole Scrutiny Services Work Plan Scrutiny annual work programmes community and issues specific to particular sections of the community Adequate and accessible health X X X 2005 2008 • Participate in the scrutiny of substantial variations in health services for Enfield residents services that affect more than one borough Effective scrutiny of the consultation X • Play a lead role in the Joint Council Scrutiny Committee on on the BEH Clinical Strategy BEH Clinical Strategy 6f.vi The Council will run a sustained campaign to encourage 2005 2008 Regular health promotion initiatives X X X Assistant Director healthier lifestyles among its employees and those who live run in partnership with PCT Human Resources and/or work in the borough 6f.vii Encourage smoking cessation 2005 2008 Review no smoking policy in light of X new legislation Promote PCT smoking cessation services through publicity and use of council buildings for cessation groups Active support National No Smoking X X X Day – information provided to staff Economically Successful and Socially Inclusive 69
    • 70 Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6f. Promote healthier communities through effective partnership working 6f.viii Promote healthy eating among staff with support from 2005 2008 Annual programme of Occupational X X X occupational health service health Open days on healthy eating 6f.ix Trading Standards and Licensing to continue to develop Assistant Director Licensing Policy initiatives to reduce harm caused by smoking Environmental Health and Regulation, Street • Licensing Policy - reduce passive smoking No. licensees reaching silver/gold 60 70 Scene and Waste • Responsible Licensee Scheme – smoking issues in silver and standard in Neighbourhood Renewal area gold standards 2005 2010 • Test purchasing to reduce sales to under 16s Reduction in age restricted sales 16% Economically Successful and Socially Inclusive • Proof of Age Scheme – joint initiative with trading standards No of proof of Age cards issued 65 and Connexions 6f.x Reduce the number of teenage pregnancies through 2005 2010 % decrease in the number of 40 (-25) 38 (-30) 30 (-35) Assistant Director Teenage Pregnancy regular monitoring of the Teenage Pregnancy Action Plan by conceptions to females in area per Children and Families Action Plan the Teenage Pregnancy Partnership Board 1000 females aged 15-17 BVPI 197 6f.xi Adult Services to work with the PCT to promote uptake 2005 2008 PCT Target 70% Director Health and Teenage Pregnancy of influenza immunisation amongst older people Adult Social Care Action Plan 6f.xii In partnership with EYDCP work to the DfES/Sure Start Assistant Director guidance and specific objectives in relation to improving Children's Access and Quarterly monitoring information children’s health including: Support directly to the Sure Start Unit from the • Increase the number of mothers breastfeeding 2005 2008 local programme X X X • Reduction in the number of infants admitted to hospital with X X X nutrition or digestion related illness • Children’s Centres will continue to develop work on family X X X health promotion • Reduce smoking amongst pregnant mothers X X X • Give information and guidance on nutrition, hygiene and X X X safety to parents
    • Measuring Progress & Success Timescale Delivery Action & Key Milestones Targets Lead Resources Performance Indicator Plan(s) Start End 07/08 08/09 09/10 Objective 6f. Promote healthier communities through effective partnership working 6f.xiii Promote healthier communities in schools through Assistant Director effective partnership working: School Effectiveness and Inclusion • Nutritional Analysis of set menus on current cost % schools where analysis is completed 50 100 100 parameters against new regulations • Develop, cost, nutritionally analyse and get approvals for a % schools where ‘utopian’ menu 50 100 100 Primary “utopian” menu on new cost parameters but existing analysis completed equipment working with the Health Partnership Board • Quantitative consultation with Primary school Head Teachers % schools where consultation has 50 100 100 about health promotion perceptions and expectations 2005 2008 been completed (geared for min. 30% response) • Develop and approve new food offers for Secondary Cash % schools where new menus 75 100 100 Cafeteria menus working with the Health Partnership Board implemented • Training in Health Promotion for all Kitchen Supervisors and % schools where training has been 75 100 100 their staff completed • Make available for schools “Health Living Partnerships” % schools with Healthy Living 50 75 100 agreements between schools, families and CTCS Partnerships 6f.xiv Work with partners to implement the Enfield Sport and 2005 2008 Delivery against key PIs in the Strategy X X X Assistant Director Enfield Sport and Physical Activity Strategy, in particular to increase Plan (Also see targets in Aim 2) School Effectiveness Physical Activity opportunities for people to take part in sport and physical and Inclusion Action Plan activity as part of a healthy lifestyle Economically Successful and Socially Inclusive 71
    • Appendix 1 Reviewing the Plan A critical element of our performance and The key performance indicators to be Improvement Plan is the measurement, considered are shown on the next page. monitoring, reporting and review of performance in relation to each of our The full Plan including monitoring aims and objectives. This enables us to information will be considered quarterly, judge whether the actions in this plan are including both progress against actions leading to continuous improvement across and outputs (performance indicators) by : our services. For each objective and • Departmental Management Teams action we have set performance indicators (DMT) - for those areas of the plan for and targets to monitor progress towards which they are responsible; and achieving our aims. • Best Value Cabinet Sub Committee – on the priority Indicators; and Keeping the plan on track • Corporate Management Board (CMB) Monitoring is a vital activity to ensure that and Cabinet – on the whole plan, information on progress and outcomes is including statutory Best Value available to judge whether actions in the Performance Indicators (BVPIs). plan are being implemented. It must be undertaken to ensure that deadlines are achieved, within budget, and any corrective action can be instituted quickly and effectively. Each action identifies the lead officer responsible for the implementation of those actions. The officer is responsible for ensuring that systems are in place for generating good quality and consistent data on which judgements can be made, at regular intervals, on progress made with the action points and targets. Performance Management A number of critical success factors and key performance indicators have been identified as being essential to the achievement of our ambitions. These will be considered monthly by the: Corporate Management Board and reported regularly to the Strategic Leadership Forum and Best Value Cabinet Sub Committee. 72 Appendix 1
    • Key Performance Indicators Aim 1 Cleaner Greener Enfield Speed of processing major planning applications BV 109a Successful appeals against planning applications BV 204 Household waste recycled BV 82a Household waste composted BV 82b Household waste collected BV 84a Aim 2 Education & Lifelong Learning 5-16 year olds involved in minimum of 2 hrs PE and school sports each week CPA C16 Library visits per 1000 population PLSS6 Cost per library visit CPA C13 absence – secondary schools BV45 absence – primary schools BV46 Aim 3 A Safer Enfield Domestic burglaries per 1000 households BV 126 Violent crime per 1000 population BV127a Robberies per 1000 population BV 127b Vehicle crime per 1000 population BV 128 Looked after Children: final warning/convictions LAA C21 Looked after Children: offences LAA C21 Aim 4 Quality health and care services Looked After Children with a named qualified social worker Local Looked After Children with 3 or more placements per year BV49 Care Leavers (16+) with at least 1 GCSE/GNVQ BV50 Care Leavers in education/training/employment at 19 BV161 Adults: problem drug users in drug treatment programmes LAA S24 Young people: problem drug users in drug treatment programmes LAA S25 Problem drug users entering Housing Support programmes LAA S26 Continued next page Appendix 1 73
    • Aim 5 Excellent services % of council tax collected BVPI 9 % of business rates collected BVPI 10 % of invoices paid on time BVPI 8 Processing new benefit claims BV78a Processing benefit change of circumstances BV78b Contact Centre calls answered within 20 seconds Local Customer enquiries dealt with at first point of contact Local Rent Collection BV66a Rent Arrears: tenants more than 7 weeks in arrears BV66b Aim 6 Economically successful and socially inclusive Urgent repairs completed on time CPA H4 Average time to complete non-urgent repairs CPA H5 Average time to re-let local authority housing BV212 Unintentionally homeless: time spent in hostel accommodation BV183b % change in non-decent homes during year BV184b Housing: average weekly management cost CPA H9 74 Appendix 1
    • Appendix 1 75
    • Appendix 2 Best Value and Local Performance Indicators Data 76 Appendix 2
    • Performance Summary Each year, the Council is required to publish details of Enfield in 2006/7 compared to 2005/6 for all Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 85 69.1% “Best Value Performance Indicators” Got Worse 29 23.6% Stayed the Same* 9 7.3% Many of the indicators remain the same from year to year, allowing a * Performance stayed the same for nine indicators where 100% already being achieved and no scope for comparison to be made of Enfield’s performance over a period of time. further improvement AIMS 1-6 The table and graph show performance trends in 2006/7 compared to Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 2005/6 against each of the Best Value Performance Indicators in 90 Enfield’s Improvement Plan. 80 70 Summary data can also be found at the start of each of the Six Aims 60 shown in this Appendix. 50 40 30 Number of Indicators 20 10 0 Improved Got Worse Stayed the Same* Appendix 2 77
    • Aim 1 – A Cleaner, Greener Enfield Each year, the Council is required to publish details of Aim 1: Enfield in 2006/7 compared to 2005/6 for the Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 23 67.55% “Best Value Performance Indicators” Got Worse 10 29.41% Stayed the Same* 1 2.94% Many of the indicators remain the same from year to year, allowing a * Performance stayed the same for one indicator where 100% already being achieved and no scope for further improvement comparison to be made of Enfield’s performance over a period of time. The table and graph show performance trends in 2006/7 compared to Aim 1 2005/6 against each of the Best Value Performance Indicators under Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 Aim 1 of Enfield’s Improvement Plan. 25 20 15 10 Number of Indicators 5 0 Improved Got Worse Stayed the Same*
    • Aim 1 – A Cleaner, Greener Enfield Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Bottom Actual Target Actual 2007/8 2008/9 2009/10 England England Top 25% Median England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England HIGHWAY/FOOTWAY MAINTENANCE HIGHWAY/FOOTWAY MAINTENANCE 187 % of footways in need of repair 12% 23% 33% 14.41% 15% 14% 19% 17% 17% 16% 223 % of principal road network where structural n/a n/a n/a n/a 10% 9.80% 8.98% 8% 7% 6.5% Comparative data not maintenance should be considered published for 2005/6 224a % of non-principal road network where n/a n/a n/a n/a 6% 5.80% 8.95% 8.6% 8.3% 8% Comparative data not structural maintenance should be considered published for 2005/6 224b % of the unclassified road network where n/a n/a n/a n/a 28.29% 27.00% 20.47% 20% 19% 18% Comparative data not structural maintenance should be considered published for 2005/6 100 Number of days major council road works in 0.1 0.6 1.4 1.4 1.4 1.3 1.0 1.2 1.1 1 place per kilometre on busy roads CPA E19 Intervention by the Secretary of State under n/a n/a n/a No No No No No No No Traffic Management Act powers FOOTPATH MAINTENANCE FOOTPATH MAINTENANCE 178 % of footpaths and rights of way in the local 88.2% 75.0% 64.8% 95.0% 95.7% 96.0% 96.6% 96.8% 97% 97.2% authority area that are easy to use by the public PLANNING 109a % of planning applications determined in line 74.90% 66.66% 57.08% 60.0% 62.34% 62.0% 82.89% 77% 78% 79% with the Governments development control target to determine 60% of major planning applications within 13 weeks 109b % of planning applications determined in line 81.07% 75.00% 69.00% 80.0% 83.22% 84.0% 88.28% 85% 86% 87% with the Governments development control target to determine 65% of minor planning applications within 8 weeks 109c % of planning applications determined in line 91.39% 87.80% 83.37% 90.0% 91.38% 92.0% 96.32% 93% 94% 95% with the Governments development control target to determine 80% of other planning applications within 8 weeks Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 79
    • Aim 1 – A Cleaner, Greener Enfield Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Median in England PLANNING 111 Overall % satisfied with the planning service 80%* 72% * 65%* n/a n/a 60% 67% n/a n/a 80% 3 yearly survey. Results shown for 2006/7 survey. * Data as at May 2007 before District Council results published. 200a Did the authority submit the Local Development n/a n/a n/a n/a yes yes yes yes yes yes Scheme (LDS) by 28th March 2005 and thereafter maintain a 3-year rolling programme? 200b Has the local planning authority met the milestones n/a n/a n/a n/a no yes no yes yes yes which the current Local Development Scheme (LDS) sets out? 200c Did the Local Planning Authority publish an annual n/a n/a n/a n/a yes yes yes yes yes yes monitoring report by December of the last year? 204 % of appeals allowed against the authority's decision 25% 30.5% 36.1% 33.0% 37.2% 35.0% 37.7% 34% 33% 32% to refuse on planning applications 205 Local Authority score against a “Quality of Planning 100% 94.0% 83.3% 78.0% 94.4% 100% 100% 100% 100% 100% Services” checklist PUBLIC TRANSPORT INFORMATION 103 % of respondents satisfied with the provision of 60% 55% 48% n/a n/a n/a 58% n/a n/a n/a 3 yearly survey. Results public transport information shown for 2006/7 survey 104 % of all respondents satisfied with local bus services 68% 61% 54% n/a n/a n/a 64% n/a n/a n/a 3 yearly survey. Results shown for 2006/7 survey STREET LIGHTING 215a Average number of days to repair a street lighting 3.43 4.49 6.69 n/a 1.15 1.03 2.03 2.05 2.02 2.00 fault under the control of the council 215b Average number of days to repair a street lighting 14.03 21.96 33.77 n/a 7.74 9.91 16.59 17.00 16.50 16.00 fault under the control of a Distribution Network Operator (DNO) Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 1 – A Cleaner, Greener Enfield Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Top 25% Median Bottom England England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England STREET CLEANSING STREET CLEANSING 199a Proportion of relevant land and highways assessed as 8.8% 14.0% 21% 20.0% 15.7% 18.0% 7.3% 17% 16% 8% having combined deposits of litter and detritus that fall below an acceptable level 199b Proportion of relevant land and highways from which 1% 2% 6% n/a 9% 7% 4% 6% 5% 3% unacceptable levels of graffiti are visible 199c Proportion of relevant land and highways from which 0% 1% 2% n/a 1% 5% 0% 1% 1% 1% unacceptable levels of fly-posting are visible 89 % of people satisfied with the cleanliness standard in 73% 68% 62% n/a n/a 55% 63% n/a n/a 73% 3 yearly survey. Results their area shown for 2006/7 survey 216a Number of ‘sites of potential concern’ [within the local n/a n/a n/a n/a 178 123 108 0 0 0 authority area], with respect to land contamination 216b Number of sites for which sufficient detailed 9% 3% 1% n/a 7% 30% 39% 100% 100% 100% information is available to decide whether remediation of the land is necessary, as a percentage of all "sites of potential concern" REFUSE COLLECTION, FLY-TIPPING & ABANDONED VEHICLES 86 Cost of waste collection per household £39.48 £45.63 £52.43 £33.20 £34.50 £35.07 £34.01 £34.58 £35.16 £35.75 84a Number of kilograms of household waste collected per 394 434 480 452.0 410.0 398.2 409.1 388.7 384.7 350.0 head of the population 84b % change from the previous year in the number of -3.79% -1.58% 1.01% n/a -12.46% -2.75% -0.24% -2.5% -1% -9% kilograms of household waste collected per head of population 90a % of people expressing satisfaction with household 85% 80% 74% n/a n/a 81% 76% n/a n/a 81% 3 yearly survey. Results waste collection shown for 2006/7 survey 217 % of pollution control improvements to existing 100% 94% 83% n/a 90% 100% 100% 100% 100% 100% installations completed on time 218a % of new reports of abandoned vehicles investigated 96.6% 88.5% 73.0% n/a 79.38% 79.50% 83.72% 80.00% 82.00% 84.00% within 24hrs of notification Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 81
    • Aim 1 – A Cleaner, Greener Enfield Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Comparative Bottom Top 25% in England Figures 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 REFUSE COLLECTION, FLY-TIPPING & ABANDONED VEHICLES in England Median England 218b % of abandoned vehicles removed within 24 hours from 95.0% 81.9% 61.1% n/a 92.92% 93.00% 90.43% 93.50% 94.00% 95.00% the point at which the Authority is legally entitled to remove the vehicle 219a Total number of conservation areas in the local n/a n/a n/a n/a 16 n/a 16 n/a n/a n/a authority area. 219b % of conservation areas in the local authority area with 31.8% 10% 0% n/a 100% 100% 100% 100% 100% 100% an up-to date character appraisal 219c % of conservation areas with published management 7.7% 0% 0% n/a 0% 100% 100% 100% 100% 100% proposals. WASTE RECYCLING 82a [i] % of the total tonnage of household waste which have 20.87% 17.14% 14.25% 21.00% 16.92% 19.00% 19.36% 19.5% 20% 21% been recycled 82a [ii] Total tonnage of household waste sent by the Authority 15126.1 9350.1 6140.14 26488.00 19421.20 20586 22216.70 21206 21632 22100 for recycling 82b [i] % of the total tonnage of household waste which have 13.05% 7.92% 3.55% 9.00% 10.37% 11.00% 10.28% 11.5% 12% 14% been sent for composting 82b [ii] Tonnage of household waste sent by the Authority for 8770.3 4792.75 1823.31 11352.00 11898.99 12300 11802.10 12670 12924 13200 composting 91a % of residents in the authority's area served by 100% 98.9% 93.5% 95.0% 95.7% 96.0% 96.7% 97% 97% 100% kerbside collection of one recyclable 91b % of residents in the authority's area served by 100% 97.6% 90.1% 95.0% 95.7% 96.0% 96.7% 97% 97% 100% kerbside collection of at least two recyclables 90b % of people satisfied with local recycling facilities 75% 70% 66% n/a n/a 65% 60% n/a n/a 65% 90c % of people satisfied with the local tip/household 85% 81% 77% n/a n/a 78% 67% n/a n/a 77% 3 yearly surveys. Results waste recycling centre shown for 2006/7 surveys 119e % of residents satisfied with parks/open spaces 78% 74% 68% n/a n/a 80% 75% n/a n/a 80% Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 2 – High Quality Education and Lifelong Learning Each year, the Council is required to publish details of AIM 2: Enfield in 2006/7 compared to 2005/6 for the Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 11 50.0% “Best Value Performance Indicators” Got Worse 9 40.9% Stayed the Same* 2 9.1% Many of the indicators remain the same from year to year, allowing a * Performance stayed the same for two indicators where 100% already being achieved and no scope for further improvement comparison to be made of Enfield’s performance over a period of time. Aim 2 The table and graph show performance trends in 2006/7 compared to Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 2005/6 against each of the Best Value Performance Indicators under 12 Aim 2 of Enfield’s Improvement Plan. 10 8 6 Number of Indicators 4 2 0 Improved Got Worse Stayed the Same Appendix 2 83
    • Aim 2 – High Quality Education and Lifelong Learning Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Bottom Actual Target Actual 2007/8 2008/9 2009/10 England England Top 25% Median England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England EDUCATION FINANCE 221a Participation In and Outcomes from Youth Work: 59% 45% 29% n/a 5.2% 9% 28% 60% 65% 70% New Indicator in 2005/6 Recorded Outcomes 221b Participation In and Outcomes from Youth Work: 25% 17% 10% n/a 1.6% 4.5% 25% 30% 30% 40% New Indicator in 2005/6 Accredited Outcomes SCHOOLS 40 % of pupils in schools maintained by the local 77.4% 75.0% 72.1% 86% 73% 86% 72.5% 82% 85% TBA education authority achieving Level 4 or above at key stage 2 Maths. 41 % of pupils in schools maintained by the local 81.2% 78.7% 76.0% 86% 77% 86% 79.1% 82% 85% TBA education authority achieving Level 4 or above at key stage 2 English. 194a % of pupils in schools maintained by the local 29% 26% 23% 33% 26% 34% 34% 34% 35% TBA education authority achieving level 5 or above in Key stage 2 English 194b % of pupils in schools maintained by the local 32% 30% 27% 34% 30% 34% 33% 36% 37% TBA education authority achieving level 5 or above in Key stage 2 Maths 181a Key Stage 3: % of pupils achieving level 5 or above in 77% 74% 69% 77% 72% 77% 70.90% 78% 79% TBA English 181b Key Stage 3: % of pupils achieving level 5 or above in 77% 74% 70% 77% 72% 77% 73.51% 77% 78% TBA Maths 181c Key Stage 3: % of pupils achieving level 5 or above in 74% 69% 64% 73% 64% 73% 65.95% 73% 74% TBA Science 181d Key Stage 3: % of pupils achieving level 5 or above in 73.8% 69.2% 63.2% 76% 68.76% 76% 73.30% 76% 77% TBA ICT 38 % of pupils in schools maintained by the local authority 58.3% 54.5% 49.4% 55% 51.5% 56% 54.1% 58% 59% TBA gaining 5 or more A*-C grades GCSE’s or equivalent 39 % of pupils in schools maintained by the local authority 90.8% 89.0% 85.9% 95% 89.8% 92.4% 91.7% 93% 94% TBA gaining 5 or more A* - G grade GCSEs including English or Maths Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 2 – High Quality Education and Lifelong Learning Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 England Bottom Comparative Figures 25% Target Top 25% in Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 SCHOOL ABSENCES in England Median England 46 % of half days missed due to total absence in primary 5.13% 5.57% 5.98% 5% 5.91% 5.5% 6.24% 5% 4.5% 4.5% schools maintained by the L.E.A. 45 % of half days missed due to total absence in 7.26% 7.76% 8.3% 6% 7.81% 7.2% 7.39% 6.2% 5.2% 5.2% secondary schools maintained by the L.E.A. CHILDREN WITH SPECIAL NEEDS 43a % of statements of educational need issued by the 100% 99.4% 95.7% 100% 100% 100% 100% 100% 100% 100% authority in a financial year and prepared within 18 weeks (without exceptions) 43b % of statements of educational need issued by the 95.4% 85.9% 72.5% 85% 100% 100% 98.5% 100% 100% 100% authority in a financial year and prepared within 18 weeks (with exceptions) EARLY YEARS 222a Quality of early years and childcare leadership – 35% 24% 16% n/a 16% n/a 9% 15% 28% 38% leaders 222b Quality of early years and childcare leadership – 100% 44% 21% n/a 100% 100% 100% 100% 100% 100% postgraduate input LIBRARIES 118a % of library users who found a book to borrow 90.0% 87.9% 84.1% 65% 62% 65% 82% n/a n/a 90% 3 yearly survey. Results shown for 2006/7 survey 118b % of library users who found the information they 80.5% 78.1% 73.9% 75% 65% 75% 75% n/a n/a 75% 3 yearly survey. Results were looking for shown for 2006/7 survey 118c % of library users who were satisfied with the library 94.3% 92.9% 90.3% 88% 88.5% 88% 89% n/a n/a 95% 3 yearly survey. Results overall shown for 2006/7 survey 220 Compliance Against the Public Library Service n/a n/a n/a n/a 2 2 2 2 n/a n/a Targets not set beyond 2007/8 Standards (PLSS) as PLSS under review 119b % of residents satisfied with libraries (all respondents) 77% 74% 70% n/a n/a 70% 72% n/a n/a 72% 3 yearly survey. Results shown for 2006/7 survey Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 85
    • Aim 2 – High Quality Education and Lifelong Learning Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Comparative Bottom Top 25% in England Figures 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 LIBRARIES in England Median England CPA C2a Proportion of households living within specified distance n/a n/a n/a 99% 95% 100% 99% 100% n/a n/a of a static library (IPF - PLSS1) CPA C2b Aggregate scheduled opening hours per 1,000 population n/a n/a n/a 128 110 128 115 128 n/a n/a for all libraries (IPF - PLSS2) CPA C2c Number of library visits per 1,000 population (IPF - PLSS6) n/a n/a n/a 8600 6085 8600 6614 8600 n/a n/a CPA C3a % of static libraries providing access to electronic n/a n/a n/a 100% 100% 100% 100% 100% n/a n/a information resources connected to the internet (IPF - PLSS3) CPA C3b Total number of electronic workstations with access to n/a n/a n/a 6.6 6.6 6.6 7 6.7 n/a n/a the internet and libraries catalogue available per 10,000 population (IPF - PLSS4) CPA C4 Active borrowers as a % of population (IPF) n/a n/a n/a 27% 28.51% 28% 25% 28% 28% n/a CPA C11a % of requests met within a specified time n/a n/a n/a 50% 73% 50% 68% 70% n/a n/a (IPF - PLSS5 i - 50%) CPA C11a % of requests met within a specified time n/a n/a n/a 70% 82% 70% 76% 75% n/a n/a (IPF - PLSS5 ii -70%) CPA C11a % of requests met within a specified time n/a n/a n/a 80% 92% 80% 85% 85% n/a n/a (IPF - PLSS5 iii - 80%) CPA C11b Annual items added through purchase per 1,000 n/a n/a n/a 216 256 227 273 227 n/a n/a population (IPF -PLSS9) CPA C11c Time taken to replenish the lending stock on open access n/a n/a n/a 6.7 5.79 6.7 5.6 6.3 n/a n/a or available on loan (IPF-PLSS10) CPA C12a Stock turn - book issues /books available for loan (IPF) n/a n/a n/a 5.6 4.37 5.6 4.42 n/a n/a n/a CPA C12b stock level - books available for issue per 1,000 n/a n/a n/a 1200 1345 1200 1322 n/a n/a n/a population (IPF) CPA C13 cost per visit (libraries) (IPF) n/a n/a n/a n/a £3.49 £3.20 £3.53 £3.37 £3.37 £3.37 Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 2 – High Quality Education and Lifelong Learning Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Comparative Bottom Top 25% in England Figures 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 MUSEUMS, GALLERIES AND SPORTS & LEISURE in England Median England 170a No. of visits/usages to museums per 1,000 population 958 382 133 97 135.12 105 121 125 130 171 170b No. of those visits that were in person per 1,000 523 247 87 86 126.33 90 102 105 110 160 population 170c No of pupils visiting museums and art galleries in 8156 2603 641 600 1813 700 1458 850 800 2400 organised schools groups 119a % of residents satisfied with sport/leisure facilities 63% 58% 54% n/a n/a 55% 55% n/a n/a 62.5% 3 yearly survey. Results shown for 2006/7 survey 119c % of residents satisfied with museums and galleries 51% 40% 29% n/a n/a 38% 22% n/a n/a 31% 3 yearly survey. Results shown for 2006/7 survey 119d % of residents satisfied with theatres and concert halls 53% 41% 29% n/a n/a 35% 27% n/a n/a 36% 3 yearly survey. Results shown for 2006/7 survey CPA C15 Museums accreditation determined by MLA (Museums, n/a n/a n/a n/a Level 2 Level 2 Level 2 Level 3 Level 3 Level 3 Libraries and Archives Council) CPA C16 % of 5-16 year olds in school sports partnerships n/a n/a n/a n/a 77% 75% 88% 85% 88% engaged in two hours a week minimum on high quality PE and school sport within and beyond the curriculum (DFES/DCMS school sport & club links survey) CPA C17 % of adults participating in at least 30 minutes moderate n/a n/a n/a n/a 19.75% 20.7% 19.7% 21.7% 22.7% 23.7% intensity sport and active recreation on 3 days or more a week (Local participation survey (active people) provided by Sport England) CPA C18 % of population volunteering in sport and active recreation n/a n/a n/a n/a 3.56% 4% 3.6% 4.6% 5.0% 5.6% for at least 1 hour per week (Local participation survey(active people) provided by Sport England) % of population within 20 minutes travel time (urban areas CPA C19 by walk) of a range of 3 different sports facility types, of n/a n/a n/a n/a 22.91% n/a n/a n/a n/a n/a 2006/7 data not available at which 1 has achieved a specified quality assurance (Active the time of publication of the places database – provided by Sport England) Plan Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 87
    • Aim 3 – A Safer Enfield to Live, Work, Study and Do Business Each year, the Council is required to publish details of AIM 3: Enfield in 2006/7 compared to 2005/6 for the Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 13 72.2% “Best Value Performance Indicators” Got Worse 2 11.1% Stayed the Same* 3 16.7% Many of the indicators remain the same from year to year, allowing a * Performance stayed the same for three indicators where 100% already being achieved and no scope for comparison to be made of Enfield’s performance over a period of time. further improvement The table and graph show performance trends in 2006/7 compared to Aim 3 Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 2005/6 against each of the Best Value Performance Indicators under 14 Aim 3 of Enfield’s Improvement Plan. 12 10 8 Number of Indicators 6 4 2 0 Improved Got Worse Stayed the Same*
    • Aim 3 – A Safer Enfield to Live, Work, Study and Do Business Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Bottom Actual Target Actual 2007/8 2008/9 2009/10 England England Top 25% Median England in25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England COMMUNITY PROTECTION 166a Score against a checklist of enforcement best 100% 93.3% 85.0% 100% 100.0% 100% 100% 100% 100% 100% practice for environmental health 166b Score against a checklist of enforcement best 100% 100% 96.6% 100% 100.0% 100% 100% 100% 100% 100% practice for trading standards CPA E30 Consumer satisfaction with trading standards n/a n/a n/a 75% 83% 75% n/a 83% 84% 85% Data for 06/07 not yet service (Annual data returns to DTI) available. Authority deadline for data returns to CPA E31 Business satisfaction with trading standards service n/a n/a n/a 75% 88% 75% n/a 90% 90% 90% DTI is end of June 2007 (Annual data returns to DTI) CPA E32 % of consumer protection visits carried out for high n/a n/a n/a 100% 100% 100% 100% 100% 100% 100% risk premises CPA E33i Trading Standards visits - level of business n/a n/a n/a 95% 96% 95% n/a 95% 95% 95% compliance (high risk premises) (Annual data returns to DTI) Data for 06/07 not yet CPA E33ii Trading Standards visits - level of business n/a n/a n/a 95% 83% 95% n/a 95% 95% 95% available. Authority compliance (medium risk premises) deadline for data returns to (Annual data returns to DTI) DTI is end of June 2007 CPA E33iii Trading Standards visits - level of business n/a n/a n/a 95% 97% 95% n/a 95% 95% 95% compliance (low risk premises) (Annual data returns to DTI) COMMUNITY SAFETY 226a Advice & Guidance Services – total expenditure n/a n/a n/a n/a £1600082 £1632084 £1632870 £1664725 £1674534 £1698020 226b Advice & Guidance Services – CLS Quality Mark n/a n/a n/a n/a 32.22% 38.00% 39.86% 42% 46% 48% 226c Advice & Guidance Services – direct provision n/a n/a n/a n/a £175704 £180000 £1886759 £1,900,000 £1,910,000 £1,920,000 126 Domestic burglaries per 1000 households 6.4 8.9 13.7 19.2 20.7 20.1 20.2 19.6 19 18.4 127a Violent crime per 1000 population 12.5 17.0 22.9 23.5 25.0 24.3 25.3 24.3 23.7 23.2 Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 89
    • Aim 3 – A Safer Enfield to Live, Work, Study and Do Business Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 England Bottom Comparative Figures 25% Target Top 25% in Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 COMMUNITY SAFETY in England Median England 127b robberies per 1,000 population 0.30 0.50 1.30 4.1 5.2 5.0 5.4 5.0 4.7 4.4 128 Vehicle crimes per 1000 population 7.3 9.7 14.6 15.3 15.4 14.9 14.9 14.6 14.3 14.0 174 Number of racial incidents recorded by the local n/a n/a n/a 24.8 33.6 33 25.7 25.5 25.3 25.1 authority per 100,000 population 175 % of racial incidents that resulted in further action. 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 225 Actions against Domestic Violence n/a n/a n/a n/a 81.8% 100% 100% 100% 100% 100% ROAD SAFETY 99a [i] Number of people killed or seriously injured in road 83 123 268 187 173 178 126 124 122 121 traffic collisions Targets for 2006/7 changed after publication of last years’ 99a [ii] % change in people killed or seriously injured in road -19.3% -6.7% 0.8% -4.1% -11.3% 2.9% -27.2% -1.6% -1.6% -0.8% Plan to bring into line with traffic collisions since the previous year Local Area Agreement targets 99a [iii] % change in people killed or seriously injured in road -40.4% -29.3% -15.6% -20.4% -26.4% -24.3% -46.4% -47.2% -48.1% -48.5% traffic collisions since the 1994-98 average 99b [i] Number of children killed or seriously injured in road 11 18 27 22 22 21 8 8 8 8 traffic collisions 99b [ii] % change in number of children killed or seriously -26.5% -4.1% 22.2% -4.3% -4.3% -4.5% -63.6% 0% 0% 0% injured in road traffic collisions since the previous year 99b [iii] % change in number of children killed or seriously injured -55.7% -43.5% -29.6% -33.3% -33.3% -36.4% -75.8% -75.8% -75.8% -75.8% in road traffic collisions since the 1994 -1998 average 99c [i] Number of people slightly injured in road traffic collisions 718 1056 1840 1333 1276 1289 1079 1079 1079 1079 Targets for 2006/7 changed after publication of last years’ 99c [ii] % change in people slightly injured in road traffic -8.6% -2.2% 2.6% 0.2% -4.1% 1.0% -15.4% 0% 0% 0% Plan, to bring into line with collisions since the previous year national target for a 10% improvement from 1994-8 99c [iii] % change in people slightly injured in road traffic -21.1% -11.5% -0.8% -11.4% -15.2% -14.4% -28.3% -28.3% -28.3% -28.3% average by 2010. collisions since the 1994 -1998 average Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 4 – Quality Health and Care Services for Vulnerable People in Enfield Each year, the Council is required to publish details of AIM 4: Enfield in 2006/7 compared to 2005/6 for the Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 11 97.7% “Best Value Performance Indicators” Got Worse 0 0.0% Stayed the Same* 1 8.3% Many of the indicators remain the same from year to year, allowing a * Performance stayed the same for one indicator where 100% already being achieved and no scope for comparison to be made of Enfield’s performance over a period of time. further improvement Aim 4` The table and graph show performance trends in 2006/7 compared to Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 2005/6 against each of the Best Value Performance Indicators under 12 Aim 4 of Enfield’s Improvement Plan. 10 8 6 Number of Indicators 4 2 0 Improved Got Worse Stayed the Same* Appendix 2 91
    • Aim 4 – Quality Health and Care Services for Vulnerable People in Enfield Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Bottom Actual Target Actual 2007/8 2008/9 2009/10 England England Top 25% Median England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England HELPING ADULTS TO LIVE AT HOME HELPING ADULTS TO LIVE AT HOME 53 Number of households receiving intensive home 16.64 12.64 9.24 15.5 14.4 13.65 15.93 16.0 16.0 16.0 care per 1000 population aged 65 or over 54 Older people helped to live at home per 1000 100.1 85.31 72.20 77.7 81.8 85 87.73 90 92.5 95 population aged 65 or over. 201 Number of adults & older people receiving direct 99.0 76.0 58.0 90.9 84.6 108.4 120 139.5 150 155 06/7 target amended mid payments at 31 March per 100,000 population year to reflect improved aged 18 years and over performance 56 % of items of equipment delivered within 7 91% 87% 82% 85% 88% 89% 93% 93.5% 94% 94.5% working day CHILDREN LOOKED AFTER BY THE COUNCIL 49 % of children looked after who moved home 3 or n/a n/a n/a 15% 18% 15% 13.50% 14% 12% 12% more times during the year 50 % of young people leaving care aged 16 or over 59% 54% 46% 65% 46% 65% 51% 70% 75% 75% with at least 1 GCSE at A*-G or a GNVQ 163 % of children looked after for 6 months or more 9.5% 7.8% 5.6% 8% 5% 7% 8.90% 8% 8% 8% who were adopted 161 Care Leavers (at 16) engaged in education, 0.91 0.77 0.65 0.83 0.75 0.78 0.84 1.0 1.1 1.1 * Enfield data for 05/6 is employment, training at 19 (as ratio of all 19 year (see notes) that published in June ’06 olds in area in same category) Plan. Audit Commission BVPI data published in Dec’06 (based on later Labour Force Survey) shows LBE at 0.92 (top quartile in England). CHILD PROTECTION 162 Reviews of child protection cases 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 4 – Quality Health and Care Services for Vulnerable People in Enfield Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Top 25% Median Bottom England England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England IDENTIFYING NEEDS AND ARRANGING SERVICES IDENTIFYING NEEDS AND ARRANGING SERVICES 195 Acceptable waiting times for assessment for older 83.5% 80.2% 72.4% 77.5% 80.3% 85% 89.3% 90% 92.5% 95% people over 65 196 For new older clients the % where the time from 91.5% 87.9% 82.5% 85% 87.9% 90% 91.5% 92.5% 95% 95% completion of assessment to provision of all services in a care package is 4 weeks or less TEENAGE PREGNANCY 197 Change in the number of conceptions to females aged -18.2% -11.6% -4.5% -15.0% 10.1% -20.0% -0.5% -25% -30% -35% under 18 resident in the area, per 1,000 females, aged 15-17, compared with the baseline of 1998 Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 93
    • Aim 5 – Supporting the Delivery of Excellent Services Each year, the Council is required to publish details of AIM 5: Enfield in 2006/7 compared to 2005/6 for the Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 10 66.7% “Best Value Performance Indicators” Got Worse 5 33.3% Stayed the Same* 0 0.0% Many of the indicators remain the same from year to year, allowing a comparison to be made of Enfield’s performance over a period of time. Aim 5 The table and graph show performance trends in 2006/7 compared to Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 2005/6 against each of the Best Value Performance Indicators under 12 Aim 5 of Enfield’s Improvement Plan. 10 8 6 Number of Indicators 4 2 0 Improved Got Worse Stayed the Same
    • Aim 5 – Supporting the Delivery of Excellent Services Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Bottom Actual Target Actual 2007/8 2008/9 2009/10 England England Top 25% Median England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England MANAGEMENT OF RESOURCES ELECTRONIC SERVICE DELIVERY 9 % of council tax collected 98.4% 97.61% 96.39% 95.8% 95.4% 95.85% 95.44% 96.40% 96.65% 96.90% 10 % of business rates due for the financial year 99.26% 98.80% 98.10% 99.10% 98.6% 98.83% 98.85% 99.00% 99.10% 99.20% which were received by the authority 8 % of invoices that were paid in 30 days of receipt 96.71% 93.43% 89.24% 100% 79% 100% 85% 100% 100% 100% by the authority RESIDENT SATISFACTION 3 % of citizens satisfied with the way the authority 58% 53% 48% n/a n/a 54% 50% 51.5% 53% 55% 3 yearly survey. Results runs things shown are for 2006/7 local % of letters from the public responded to within 10 n/a n/a n/a 95% 89.82% 95% 92.6% 95% 95% 95% working days local % of telephone calls answered within 20 seconds n/a n/a n/a 90% 82.2% 80% 88.7% 80% 80% 80% (contact centre) local % of telephone calls answered within 20 seconds n/a n/a n/a 90% 86.25% 90% 96.4% 90% 90% 90% (direct dial lines) RESPONDING TO COMPLAINTS 4 % of complainants satisfied with the handling of 37% 33% 30% n/a n/a 40% 30% 31% 32% 34% 3 yearly survey. Results their complaint shown are for 2006/7 local Complaints determined by an Ombudsman: n/a n/a n/a 0 0 0 2 0 0 0 Maladministration local Complaints determined by an Ombudsman: n/a n/a n/a 13 12 12 19 25 24 23 Local Settlement Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 95
    • Aim 5 – Supporting the Delivery of Excellent Services Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Comparative Bottom Top 25% in England Figures 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 STAFF DEVELOPMENT STAFF DEVELOPMENT in England Median England 12 Number of working days/shifts lost to sickness absence 8.34 9.52 10.94 8 8.92 8.4 9.4 8.9 8.4 7.9 14 early retirements (excluding ill-health retirements) as a 0.17% 0.43% 0.78% 0.40% 0.15% 0.14% 0.15% 0.14% 0.13% 0.13% % of the total workforce 15 ill-health retirements as a % of the total workforce 0.10% 0.23% 0.37% 0.30% 0.19% 0.18% 0.18% 0.17% 0.16% 0.16% EQUAL OPPORTUNITIES POLICY 2a The level of the Equality Standard for Local Government n/a n/a n/a 1 2 3 3 3 4 4 to which the authority conforms 2b Does the Council have a Race Equality Scheme in place 79% 63% 53% 90% 84% 90% 84% 90% 90% 95% with measurable improvements? RENT COLLECTION 66a Total rent collected as proportion of total rent available 98.59% 97.75% 97.07% 96.75% 96.27% 97.0% 96.75% 97.0% 97.25% 97.5% 66b % of tenants with more than seven weeks of rent 4.12% 5.96% 8.53% n/a 7.82% 7.6% 8.44% 7.3% 7.0% 6.8% arrears 66c % of tenants in arrears who have had notices seeking 17.06% 27.09% 35.18% n/a 21.8% 15.00% 13.57% 14.00% 13.00% 12.00% possession served 66d % of local authority tenants evicted as a result of rent 0.21% 0.38% 0.58% n/a 0.58% 0.4% 0.38% 0.39% 0.35% 0.30% arrears HOUSING BENEFIT & COUNCIL TAX BENEFIT 76[i] The number of claimants visited, per 1,000 caseload n/a n/a n/a 175 227.51 200 192.28 n/a n/a n/a deleted as a BVPI from April 2007 76[ii] The number of fraud investigators employed, per 1,000 n/a n/a n/a 0.36 0.34 0.30 0.30 0.30 0.23 0.22 caseload 76[iii] The number of fraud investigations, per 1,000 caseload n/a n/a n/a 19 23.03 22 14.05 14 14 14 76[iv] The number of prosecutions and sanctions, per 1,000 n/a n/a n/a 6 4.4 5 2.89 4.3 4.3 4.3 caseload Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 5 – Supporting the Delivery of Excellent Services Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 England Bottom Comparative Figures 25% Target Top 25% in Actual Target Actual 2007/8 2008/9 2009/10 England Median in England Top 25% England Bottom 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 HOUSING BENEFIT & COUNCIL TAX BENEFIT in England Median England 78a Average time for processing all new benefit claims (in 26.4 32.0 39.1 37.0 32.2 32.0 34.0 28.0 26.0 25.0 days) 78b Average time for processing notifications of changes of 9.1 13.5 18.8 17.0 13.4 13.0 18.4 12.0 10.0 9.0 circumstances (in days) 79a % of cases where calculation of the amount of benefit 99.0% 98.2% 96.6% 98.0% 98.4% 98.4% 98.6% 98.65% 98.70% 98.75% due was correct 79b [i] % of recoverable overpayments (excluding Council tax 79.39% 70.01% 58.98% n/a 56.4% 58% 60.42% 62% 63% 64% benefit)recovered in the year 79b [ii] overpayments recovered as a % of total amount of HB 39.69% 32.75% 27.35% n/a 16.27% 19% 20.09% 21% 25% 26% overpayment debt outstanding at the start of the period and amounts identified during the period 79b [iii] HB overpayments written off as a % of total amount of n/a n/a n/a n/a 20.19% 23% 3.13% 20% 15% 10% HB overpayment debt outstanding at the start of the period and identified during the period 80a Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 65% 68% n/a n/a 70% 3 yearly survey. Results Contact/access facilities available available available shown are 2006/7 survey 80b Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 65% 76% n/a n/a 77% as above Service in benefit office available available available 80c Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 50% 53% n/a n/a 60% as above Telephone service available available available 80d Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 70% 72% n/a n/a 74% as above Staff in benefit office available available available 80e Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 63% 64% n/a n/a 65% as above Clarity of forms & leaflets available available available 80f Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 60% 65% n/a n/a 67% as above Time taken for a decision available available available 80g Satisfaction with the Benefits’ Service: not yet not yet not yet n/a n/a 65% 71% n/a n/a 73% as above Overall satisfaction available available available Appendix 2 Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England 97
    • Aim 6 – Economically Successful and Socially Inclusive Each year, the Council is required to publish details of AIM 6: Enfield in 2006/7 compared to 2005/6 for the Best Value Performance Indicators performance, and future targets against a range of national total % indicators set by the Government. These are known as Improved 17 77.3% “Best Value Performance Indicators” Got Worse 3 13.6% Stayed the Same* 2 9.1% Many of the indicators remain the same from year to year, allowing a * Performance stayed the same for two indicators where 100% already being achieved and no scope for comparison to be made of Enfield’s performance over a period of time. further improvement Aim 6 The table and graph show performance trends in 2006/7 compared to Best Value Performance Indicator trends: Enfield in 2006/7 compared to 2005/6 2005/6 against each of the Best Value Performance Indicators under 16 Aim 6 of Enfield’s Improvement Plan. 14 12 10 8 6 4 Number of Indicators 2 0 Improved Got Worse Stayed the Same
    • Aim 6 – Economically Successful and Socially Inclusive Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Bottom Actual Target Actual 2007/8 2008/9 2009/10 England England Top 25% Median England in 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England ACCESS FOR PEOPLE WITH DISABILITIES 156 % of authority’s buildings open to the public in n/a n/a n/a 100% 74.55% 100% 76.36% 100% 100% 100% Comparative data not which all public areas are suitable & accessible for published for 2005/6 disabled people 165 % of pedestrian crossings with facilities for 99.6% 94.3% 75.6% 100% 94.8% 100% 100% 100% 100% 100% disabled people LAND USE 106 % of new homes built on previously developed land 96.74% 81.50% 62.52% 94% 100% 90% 100% 90% 95% 96% EQUAL OPPORTUNITIES IN EMPLOYMENT 11a % of top 5% of earners that are women 42.45% 32.00% 22.22% 39.75% 47.3% 47.8% 49.2% 49.5% 49.8% 50.0% 11b % of top 5% of earners from BME communities 4.33% 1.50% 0% 6% 9.45% 10% 10.66% 11% 12% 13% 11c % of top-paid 5% of earners who have a disability 4.83% 2.28% 0% n/a 2.8% 3% 2.4% 3.00% 3.25% 3.75% 17a % of local authority employees from ethnic minority 4.8% 1.8% 0.9% 20.7% 18.14% 20.7% 19.19% 21% 22% 23% communities 17b % of economically active ethnic minority people in n/a n/a n/a n/a 23% n/a n/a n/a n/a n/a the borough 16a % of local authority employees with a disability 3.89% 2.73% 1.86% 4% 2.68% 3% 2.73% 3% 3.25% 3.75% 16b % of economically active disabled people in the n/a n/a n/a n/a 13.07% n/a n/a n/a n/a n/a authority area EQUAL OPPORTUNITIES IN HOUSING 164 Does the authority follow the Commission for Racial n/a n/a n/a Yes Yes Yes Yes n/a n/a n/a deleted from April 2007 Equality's code of practice in rented accommodation? PRIVATE SECTOR HOUSING 64 Number of private sector vacant dwellings returned 77 27 7 250 512 515 582 520 525 530 to occupation or demolished during the year as direct result of local authority action Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 99
    • Aim 6 – Economically Successful and Socially Inclusive Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Top 25% Median England in Bottom England 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England PRIVATE SECTOR HOUSING CPA H18 % of total private sector homes vacant for more than n/a n/a n/a n/a 1.52% 1.50% n/a n/a n/a n/a Calculation for this Indicator relies 6 months (HIP HSSA section A1 & A7) on figures that are submitted in the Business Plan Statistical Appendix, submission date for which is beginning of August CPA H23 Number of private sector vacant properties returned n/a n/a n/a n/a 18.05% 18.15% n/a n/a n/a n/a Calculation for this Indicator relies to occupation or demolished as a result of local on figures that are submitted in authority action (BVPI – BV64 and HIP HSSA return) the Business Plan Statistical Appendix, submission date for which is beginning of August MANAGING COUNCIL HOMES 212 Average time taken to re-let local authority housing. 29 days 37 days 51 days n/a 35 31 30 29 28 27 CPA H9 Average weekly management cost n/a n/a n/a n/a £20.79 £18.32 £17.70 £16.96 £16.50 £16.50 HIP – BPSA section E1 ex BV65a) 184a The proportion of council homes which were non 16.0% 30.0% 47.0% 27% 27% 26% 26% 24% 22% 19% decent at the start of the year 184b % change in proportion of non decent council homes 28.3% 14.0% 4.1% 3.5% 4.4% 12.9% 7.8% 7.8% 13.2% 20.8% between 1 April 2006 - 1 April 2007 CPA H4 Urgent repairs on time n/a n/a n/a 93% 94.44% 97% 97.46% 98.25% 98.5% 98.75% (HIP – BPSA section E5, ex BV72) CPA H5 Average time for non-urgent repairs in days n/a n/a n/a 14 11 11 10 10 10 9 (HIP – BPSA section E6 ex BV73) (10.7) (9.8) (9.7) (9.3) ENERGY EFFICIENCY FOR COUNCIL HOMES 63 Energy efficiency rating of council dwelling 69 67 63 64 64 65 66 67 68 69 (SAP rating in range from 1 to 120) HOUSING NEEDS 213 Number of households who considered themselves 5.0 2.0 1.0 n/a 2.7 3 3 5 6 7 as homeless, who approached the local authority housing advice service and for whom housing advice casework intervention resolved their situation Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England
    • Aim 6 – Economically Successful and Socially Inclusive Reference Indicator Comparative Figures Enfield Performance Enfield Performance Enfield Targets Comments All Councils in England (2005/6) 2005/6 2006/07 Top 25% in England Bottom 25% Target Actual Target Actual 2007/8 2008/9 2009/10 England Top 25% Median Bottom in England England 25% in Target Actual Target Actual 2007/8 2008/9 2009/10 in England Median England HOUSING NEEDS 214 Proportion of households accepted as homeless who 0.37% 1.90% 4.23% n/a 0.46% 0.44% 0.39% n/a n/a n/a deleted from April 2007 were accepted as homeless within the last two years 183a average length of stay in bed and breakfast 1.0 3.0 4.3 33 0 0 0 n/a n/a n/a deleted from April 2007 accommodation (in weeks) 183b average length of stay in hostel accommodation for 0 6.71 17 30 35.81 25 13.51 12 0 0 households which include dependent children or a pregnant woman and which are unintentionally homeless (in weeks) 203 % change in average number of families placed in -16.00% 0% 19.09% 12% 3.13% -0.87% -1.33% n/a n/a n/a deleted from April 2007 temporary accommodation under the homelessness legislation compared with the average from the previous year 202 The number of people sleeping rough on a single night 0 2 5 4 3 0-10 3 0-4 0-4 0-4 within the area of the authority TENANT SURVEY (Satisfaction of Council tenants with opportunities for participation in management and decision making) 75a all tenants 67%* 61%* 56%* n/a n/a 57% 61% n/a n/a 65% 3 yearly survey. Results shown for 2006/7 survey 75b black and minority ethnic tenants 67%* 60%* 54%* n/a n/a 57% 55% n/a n/a 62% * Data as at May 2007 before District Council results published. 75c non-black and minority ethnic tenants 67%* 62%* 57%* n/a n/a 57% 64% n/a n/a 66% TENANT SURVEY (Council tenant satisfaction with the overall service provided by the landlord) 74a all tenants 78%* 74%* 68%* n/a n/a 68% 69% n/a n/a 74% 3 yearly survey. Results shown for 2006/7 survey 74b black and minority ethnic tenants 73.5%* 69%* 61%* n/a n/a 68% 63% n/a n/a 70% * Data as at May 2007 before 74c non-black and minority ethnic tenants 79%* 74%* 69%* n/a n/a 68% 71% n/a n/a 75% District Council results published. Enfield’s performance is within the best 25% performers in England Enfield’s performance is within the middle 50% range in England Enfield’s performance is within the lowest 25% performers in England Appendix 2 101
    • Glossary ALMO Arms Length Management Organisation AES Annual Efficiency Statement BME Black and Minority Ethnic BVPI Best Value Performance Indicator CAA Comprehensive Area Assessment CMB Corporate Management Board CPA Comprehensive Performance Assessment DCLG Department for Communities and Local Government DMT Department Management Team ESP Enfield Strategic Partnership JAR Joint Area Review LAA Local Area Agreement LSP Local Strategic Partnership OLI One Large Intervention RPG Revenue Planning Group 102 Glossary
    • How to Contact us Your views are welcomed on any aspect of The Council has established a main point of this plan. Please write, phone or email us contact, the ‘Customer Service Centre’, which with any comments. operates a 24 hours, 7 days a week access to council services, Tel: 020 8379 1000. Best Value & Performance Management Unit London Borough of Enfield Alternatively you can contact our Enfield website www.enfield.gov.uk EN1 3XY Tel: 020 8379 3669 or Email: maria.greene@enfield.gov.uk