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Cabinet Date


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Cabinet Date

  1. 1. Quarterly Corporate Performance Monitoring AGENDA Report NO: Cabinet 1st December 2004 Date Portfolio Colin Hay – Effective Local Government Name Key Not a key decision Decision Background Corporate Strategy, all ISPP Level 1s, Best Value Documents Performance Improvement Plans and Corporate Improvement Plans Main Not applicable Consultees Planned Future reports on approximate quarterly basis Dates Divisional Not applicable Councillor Officer Peter Bungard, Executive Director: Environment – Tel. 01452 425523 Jane Burns, Head of Service Policy and Review – Tel. 01452 425202 Purpose of To provide Cabinet with strategic oversight of the Report Council’s performance, in particular matters initiated by Cabinet. Key That Cabinet endorses the performance monitoring Recommenda information contained in this report and highlights any tions areas of concern and of good progress. Resource Within existing budgets. This report provides monitoring Implications information, there are no additional resource implications. 1
  2. 2. MAIN REPORT CONTENTS 1 Background The council is committed to developing a performance management culture which underpins our focus on continuous improvement. Regular monitoring of the council’s top level performance is a key component of the developing performance management framework. Performance reporting was identified as being weak during CPA 2 years ago and we have sought to introduce regular improvements to move this forward. Interim feedback from the recent Corporate CPA assessment suggests that responding to performance information remains an ongoing weakness for the council. 2 Progress against out top projects and performance indicators 2.1 Introduction This section of the report tracks performance against projects and performance indicators set out under the six Service Aims (and Gloucestershire Focus) of the Corporate Strategy and ISPP level 1 plans. For this quarter, we have developed the Annexe 1, (which shows details of those projects which are either exceeding target or are showing signs of slippage), to add the relevant performance indicators to projects and so show all projects that have linked indicators. 2.2 Overview The table below shows overall performance against targets for projects and performance indicators for the second quarter. It should be noted that this analysis is based on self assessment and self reporting. Different service areas may be reporting in slightly different approaches but the table below gives a simple over-view. Ahead of target Behind Target Corporate Service On Target Aim Projects PIs Projects PIs Projects PIs Provide learning 0 11 9 5 2 9 throughout life Support those most 1 4 11 5 2 9 in need in our communities Manage & enhance 1 1 4 0 4 1 the Gloucestershire environment Meet local transport 1 1 6 0 1 0 needs more effectively Support & 0 0 0 0 1 0 encourage a thriving economy Promote safer 3 8 12 2 3 6 communities Gloucestershire 1 4 41 7 13 3 Focus Overall this represents 22% of projects and 37% of performance indicators behind targets. 30% of reported PIs are showing as slipping back from their out-turn at March 2004 compared to 16% slipping back last quarter. Some of this slippage is relatively minor and re- coverable. 2
  3. 3. Most significant numerical slippage on PIs is in “supporting those most in need in our communities” where 50% are behind target although only 22% are slipping back from their out-turn at the end of March 2004. In “lifelong learning” 37% of PIs are behind target but again a lower level (18%) are slipping back from their previous annual out-turn. (This data contains provisional annual data which is likely to improve final out-turns). The Chief Officers Management team is committed to reviewing those indicators where progress against targets is proving problematic to consider what action, if any, is required to bring them back on target. 2.3 Provide learning throughout life Good progress continues to be made with improving SEN statements, after last year’s disappointing results, and around the important area of reducing schools absences. There are issues with GCSE results A-C and A-G and with a number of key stage results although all these are still provisional and may improve as a result of some exam papers being re-marked. Project work is underway to tackle some of the underlying causes of these concerns including the key social inclusion indicator relating to GCSEs A-G. It remains unlikely that the 2 PSA targets in this area will be met. 2.4 Supporting those most in need There are a number of areas where services are exceeding targets but also areas where previous good performance has slipped. Services are seeking to ensure that those indicators which can be put back on track in the next few months, such as care plans issued and reducing waiting times, are given particular attention. Making progress on improving performance in some areas will however remain challenging within the context of seeking to reduce the current forecast overspend. Performance on the adoption PSA is still fluctuating (as it is likely to do within year) but progress will be reviewed in order to ensure that if there any remaining constraining factors, that these are reduced as far as possible in order to maximise chances of meeting the target. 2.5 Protecting Gloucestershire’s Environment The Waste PFI contract is currently on programme, but has to be considered an ongoing high risk. Partnership working, with the intention of establishing a Joint Waste Board with district councils is slipping. We have very positive trends with recycling composting performance, exceeding 25% in the first two quarters, but this will not meet the 30% pro-rata statutory target, i.e. the Government is expecting us to hit 36% by 2005/06. Planning represents a mixed picture, with good progress on Joint Study Area work for Regional Spatial Strategy, and the Waste Local Plan. Completion of the Best Value Review slipped from July to October Cabinet, but is otherwise on programme. Adoption of the Structure Plan will be delayed by virtue of objections to the Modifications stage. Earliest possible adoption now is March 05. 3
  4. 4. The Sustainability Project has slipped, but is now making progress, i.e. framework assessment complete and dedicated resource appointed. 2.6 Meet Local Transport Needs The Gloucester South West Bypass presents a mixed picture, with Castlemeads running ahead of programme and on budget, whereas the Netheridge section is slipping. Optimistic forecast suggests a March 05 work start, but complex developer contribution issues could cause a further slippage. Local Transport Plan issues are progressing satisfactorily, with the Local Transport Plan 2 (LTP2) and the Major Scheme Bid development being on programme. The Annual Progress Review was submitted in July, but we will not know its score until mid-December. The development of the new Highways and Transport Term Contract is progressing on programme. We are likely to exceed our target of responding to dangerous potholes within 24 hours. Our local PSA target for A road condition is only measured annually, but forecast is that we will hit or exceed the PSA target. 2.7 Support Gloucestershire’s Economy The only high-level project which we are monitoring is the establishment of the Gloucester Urban Heritage Company. This is progressing, but has some slippage. The Board is now formally constituted, and interviews for a Chief Executive are programmed for 30th November. A successful appointment is critical to maintaining momentum on this project. A key planning application is due to be considered by Gloucester City for the “Quays Project” in late November. 2.8 Promote Safer Communities Our PSA target of reducing killed and seriously injured accidents is proving very challenging. We had a poor year in 2003, meaning that we have to further stretch the target for 2004 and 2005. Accident statistics are encouragingly better in the current year, but are unlikely to meet the new stretched target. Unless we have a very “safe” year in 2005, we will not meet this PSA target. (Note: all safety statistics are measured by calendar year). In Trading Standards, consumer satisfaction with service and with advice provided to business has already exceeded targets with all other areas on track. The Youth Offending Service targets relating to work with offenders and their families are above their target although 3 others youth offending three targets have not been met in this second quarter. Some are affected by external factors outside the control of the Youth Offending Service. In the Fire and Rescue Service staffing levels on fire appliances (This indicator is being dropped nationally) are still off target. Investments are being made but the training period necessary to make sure officers are fully operational means that this is a five year project with performance indicators unlikely to change before this time. The containment of fire to the room of origin (BVPI 144) shows improvement but this does remain a long term indicator with a very challenging target. 4
  5. 5. 2.9 Gloucestershire Focus Progress continues to be positive although a number of challenging targets remain. The plans to progress the council’s accommodation issues are making slow progress due to the very limited resources available to move on this long standing issue. The Human Resources Strategy is generally making good progress although the work on home working, which links to the accommodation project, is also proving more challenging than originally anticipated. The planned work on car allowances is held up awaiting national guidance. The overall budgetary forecast out-turn position is improving. Within the Chief Executive's Support Unit (CESU), of the 24 project milestones set out within the CESU level 2 plan, the Unit is on or ahead of target with 20 of those milestones, compared to 22 in the last quarter. There is a slight increase in slippage in relation to the local contact (Improving Customer Access) project as well as some new slippage in relation to developing the Community Strategy Action Plan and the Codes of Conduct which accompany the Conpact with the Voluntary sector. 3 Other topical performance information This section of the report highlights other topical performance issues (some of which are more recent that the end of the second quarter), in order to give Cabinet more information to assess current performance. 3.1 Revenue Budget The revenue budget forecast out-turn currently identifies an overall position of a £809,000 overspend using information available at the end of September. This is a significant reduction on forecast overspend compared to last quarter. The table below shows forecast overspends. £1,000 1 Community Services +33 2 Education -147 3 Environment -199 4 Resources -285 5 Social Services +445 6 Supporting People +1,900 7 Corporate & Technical -938 Overspend 809 3.2 Capital Budget The latest projected outturn of £56.727 million is £4.104 million below the revised budget which is a slight increase on forecast slippage compared to last quarter. If the projected outturn is achieved this would maintain the improvement in capital spend performance 5
  6. 6. achieved in 2003/04. A key factor will be the effect that the school reviews may have on the planned spend for Education. 3.3 External assessments The council has had the Corporate element of the Comprehensive Performance Assessment (CPA) during October and is awaiting the final report. Initial feedback suggests that the council is continuing to make sound progress but has not yet achieved the 4/4 score we had hoped for. The Social Services Department has received its Annual Review letter and has been assessed as dropping back to 1 star as a result of slippage across a range of performance indicators. The auditor score judgements from the Audit Commission on the council’s use of resources shows a further slight improvement on last year’s performance Following the poor external assessment and financial issues relating to Supporting People reported last quarter, Cabinet has asked for monthly updates on progress with a detailed report containing an action plan in December. Internal Audit will be undertaking an audit of the development and management of the service and Scrutiny Management Committee have asked to receive this report at their January meeting. Gloucestershire's Wingmoor Farm Household Recycling Centre has been voted best in the country as the Civic Amenity site of the Year. The Fire and Rescue Service has been awarded the national Charter Mark accreditation which sets national standards with a specific focus on customer care. The Youth Service has been accredited with Investors in People. (IiP) The Chief Executive’s Support Unit has completed its IiP assessment and has been recommended for accreditation with IiP. 3.4 PSA targets The position at the second quarter report shows that 6 of the twelve targets are meeting or exceeding their targets. There are a total of 21 indicators that are used over the full period that are tracking progress against the targets and not all of these are reported on each quarter. (see annex 2 for details of the full report using our new software system Performance Plus). 3.5 User satisfaction During the last quarter we had the results of the latest public satisfaction figures in terms of public satisfaction with the council as a whole. Our rating has improved overall during a period when satisfaction rates with councils nationally has been falling significantly – down 10% on average between 2000 and 2003, according to the ODPM Topline Report (June 2004). Our satisfaction rating is now 60%. We have improved from the bottom quartile for this indicator, and equal lowest of all county councils, to the second best quartile. 6
  7. 7. We acknowledge that this indicator can fluctuate (see graph), and that different survey methods may affect the results – citizens’ panels and face-to-face surveys seem to give more positive results than postal surveys. However, all of our surveys have used the BVPI questionnaire. Public satisfaction 65 60 % satisfied Gloucestershire 55 National average 50 45 2000 2001 2002 2003 2004 3.6 Performance Management During the last quarter we have carried out and reported back on what senior managers (third tier and above) think about performance management within the council. (This is the second time we have carried out this survey). Results are encouraging with headline set out below: ♦ 69% think performance management has improved within the Council. ♦ 100% are clear about the Council’s priorities and objectives. ♦ 59% think that positive progress has been made during the last year in relation to setting of corporate priorities and objectives and monitoring performance against objectives. ♦ 66% think that corporate support and guidance has helped development of a robust performance monitoring framework. Draft feedback from the Audit Commission suggests that Best Value Performance Plan (BVPP) for 2004 is recognised as having been improved on the previous format with improvements with the management of performance indicators. Overall progress on the completion of PARs has continued to show slow but steady progress with all directorates other than Social Services having over 80% compliance. 4 Conclusion It is clear that we continue to make significant progress on projects overall, but our performance against PIs and therefore out-comes, continues to be variable and further work will need to be undertaken across the authority to make further progress. 7