· Leader, Deputy Leader and the Chief Executive Officer by recommendation to the Executive

· That the PIA action plan has been delivered within timescales

· A successful inspection

b) Programme management

Designation as a PIA will trigger the following :

· Quarterly review meetings involving the Leader, Deputy Leader, Portfolio Holder, Chief Executive Officer, director and head of service

· The review group will develop and review a summary action plan for the service detailing background / current performance, proposed actions to improve performance and the exit criteria to be adopted. The action plan will be brief and strategic in nature.

· Progress on the action plan will be monitored through the QPMR process

· The Corporate Policy Team will provide advice and support to the review group

There are a number of benefits to being a PIA including :

· Priority in the annual service planning revenue and capital bid process

· Priority access to the Invest to Save budget

· Priority for inclusion in the GAGS front / back office initiative thereby receiving support from the centre to improve the service

· Priority for corporate support primarily from the Policy and Communications Unit advising on issues including performance management, service and budget planning, problem solving and being the link with other teams in the Unit and the Directorate

There are also a number of other issues relating to management of the PIA programme :

· A maximum of four PIAs to be supported at any one time

· Heads of Service will incorporate action plan targets in their service plan

THE FUTURE PIA PROGRAMME

3. Progress on the services designated as PIAs in 2003/04 has been reviewed and a summary is contained in Annex 1

4. As a result of the review it is recommended that:

· Homelessness cease to be a PIA in recognition of the significant improvements made to date

· Planning remain a PIA until completion of the Best Value inspection scheduled for September 2004. A positive outcome to the inspection is anticipated that may lead to the service no longer needing to be a PIA

· Highways and Benefits both remain PIAs. Whilst both services have made very considerable improvements over the year it is considered that there are benefits to continued designation in order to maintain the improvement momentum

5. Consideration has been given to a number of prospective new PIA designations :

E:Government : due to concerns about progress on meeting Government targets.

Home Care : due to on-going concerns with service provision and recruitment.

People Management / Diversity : due to on-going concerns with a number of Performance Indicators (early retirements, sickness absence. DDA compliance, the proportions of female managers and BEM staff)

School Performance : due to on-going concerns with school attainment

Fire & Rescue : due to issues arising from the recent Audit Commission review on progress with the modernisation agenda

6. As detailed in paragraph 2b (above), the normal rule of thumb is a maximum of 4 PIA’s at any one time. With Homelessness coming off the list this would, in theory, only allow for one additional designation. However, given the significant performance improvements achieved to date, the Benefits PIA group have determined that only a “light touch” approach is now required – the group will only meet again should performance dip. On this basis, therefore, it is possible to consider designation of two new PIA’s. The recommendation is that the following services be designated as PIA’s :

· School Performance : this is a priority issue in the Corporate Plan, it will be part of the 2005 CPA assessment and is a key issue arising from the recent Ofsted inspection. A summary of the issues for this service are outlined in Annex 2.

· Fire & Rescue : again, as stated in the Corporate Plan, retention of an Island Fire and Rescue Service also remains a a priority for the Council. Upon initial consideration Directors were of the view that the service should not be designated given that the national Performance Indicators demonstrate that the service is performing relatively well. However, the Council has had a critical review of our approach to the Fire modernisation agenda and, following further consideration, directors would recommend inclusion of the service within the PIA programme. A summary of the issues for this service are outlined in Annex 3.

7. Consideration of the inclusion of additional services (as above or others) will be given in the autumn after the outcome of the Planning BV inspection is known.

STRATEGIC CONTEXT

8. The PIA programme forms part of the Council’s corporate performance management framework and provides a means to address performance issues in key service areas.

9. Progress in addressing issues in designated PIAs are monitored and reviewed through the Quarterly Performance Management Reports to Executive.

CONSULTATION

10. This report has been considered by the Directors Group. Appropriate portfolio holders and heads of service have also been consulted on the report and recommendations.

FINANCIAL / BUDGET IMPLICATIONS

11. This report does not have any direct budget implications. Any such implications arising from individual PIAs will, where appropriate, be the subject of separate reports to Executive.

LEGAL IMPLICATIONS

12. As part of the Council’s corporate performance management framework, the PIA programme forms one of the mechanisms by which the Council seeks to ensure best value in service delivery as required by the 1999 Local Government Act and the Comprehensive Performance Assessment regime.

OPTIONS

13. The options are as follows :

(a) To support the recommendations to this report

(b) To amend the PIA criteria or management arrangements and / or

adding new services and / or deleting those already recommended

EVALUATION / RISK MANAGEMENT

14. The PIA programme forms a central element of the Council’s corporate performance management framework that has proved to be a useful means of focusing attention on a few key areas for improvement. The main risk is to dilute this effort by significantly increasing the number of PIA’s beyond the capacity to make a difference. Limiting the number of PIA’s to date has assisted in achieving demonstrable improvements in those services designated under the programme. This report outlines details for the on-going development of the programme, including an increase, and the recommendations to Executive are supported by the Directors Group.

RECOMMENDATIONS

To agree:

the entry / exit criteria for PIAs

the proposed management arrangements

the PIA programme for 2004 - 2005

that Planning remain a PIA until the outcome of the BV inspection in September is known.

that Benefits and Highways remain PIAs

that both School Performance and Fire and Rescue Modernisation be designated as a new PIA’s

BACKGROUND PAPERS

Annual Action Statement, 2004/05

Priority Improvement Areas (report to Directors Group, May 6^th 2004)

Contact point : John Bentley, Head of Corporate Policy & Communications, ext 3346,

email [email protected]

M J A FISHER

Chief Executive Officer

P HARRIS

Deputy Leader

ANNEX 1 : 2003 / 04 PRIORITY IMPROVEMENT AREAS – SERVICE REVIEW

HIGHWAYS

Significant progress has been during 2003/04 in Highways to improve the efficiency and performance of the Section which has included the following:

Achievement of Investors in People status
The introduction of a Quality Management System (ISO 9001)
Improved communication both with customers/stakeholders and internally by producing the publication of a ‘family’ of 15 leaflets, and improving web site access
Work is progressing on the Private Finance Initiative
Local Transport Plan Settlement of £6.3m for 2004/05
Additional funding of over £6m in 2004/05 for Ryde Interchange and Undercliffe Drive
Completion of the strategic corridor highway schemes project

However, concerns still remain on the achievement of targets for the Best Value Performance Indicators for 2003/04 :

BV096-condition of principal roads

2003/04 Outturn is 11.98%-lowest percentile is 6.9% which means 11.98% of our roads do not meet this Indicator. Lowest benchmark for other authorities is 6.9%

BV97a-Condition of non-principal roads that are classified

2003/04 Outturn is 46%-lowest percentile is 22.3%

BV97b-Condition of non-principal roads that are non-classified

2003/04 Outturn is 31.3%-lowest percentile is 10.6%

BV99ai-ei-Number of road accidents per 100,000 population

Out of 10 denominators that make up this Indicator, 4 have not met their targets for 2003/04, 2 are in the lowest percentile and 2 are lower than the lower percentile

HOUSING BENEFITS

Progress made on Housing Benefits during 2003/04 includes:

· A satisfactory inspection by the Benefit Fraud Inspectorate(BFI) with an action plan produced which is regularly monitored

· Continued work with the BFI to improve the recovery of overpayments

· An ICT upgrade and new computer system which has enabled 2 of the 3 key performance indicators to show improvement during 2003/04

· A new ‘fast-track’ procedure for new claims with all supporting evidence has been introduced with successful outcomes

· Target to reach the national standard of 36 days for processing benefit claims by the end of June 2004

Therefore, any future meetings of the Housing Benefit PIA group will only happen if trend decreases

PLANNING

The scope of the Planning PIA has been focused on Development Control.

Improvement to the service made in 2003/04 includes :

· The establishment of a householder team with an aim to achieving a determination of 50% of major applications within 13 weeks. This was exceeded in 2003/04(62.7%)

· Planning Delivery Grant award of over £800,000 over the next 2 years

· The Best Value Improvement Plan was approved by the Executive and is now closely monitored

· Business re-engineering work as part of the GAGS agenda is progressing well

However, concerns remain on the 3 main Best Value Performance

Indicators and the performance for 2003/04 :

1. BV109a-major application determined within 13 weeks

2003/04 Outturn is 59.7%-in the upper percentile, did achieve target of 50% for the year

2. BV109b-minor applications determined within 8 weeks

2003/04 outturn is 49.5%-just above the lowest percentile, did not achieve target of 65% for the year

3. BV 109c-other applications determined within 8 weeks

2003/04 outturn is 68%-in the lowest percentile and did not achieve target of 80% for the year

HOMELESSNESS

Significant progress has been made in the Homelessness section during 2003/04 including the following :

Achievement of the Public Service Agreement target to have zero families in bed and breakfast accommodation
The Peer Review from the Beacon homelessness authorities indicates that many of the recent improvements have been effective and the service is on track for an improved rating
Achievement against the Homelessness Improvement Plan

Evidence exists which suggests that the service is moving away from being an underachieving service, to one which has a clear vision and commitment to a culture of excellence.

Therefore it is proposed that Homelessness ceases to be a Priority Improvement Area for 2004/05

ANNEX 2 : PROPOSED NEW PIA FOR 2004 / 05

SCHOOL PERFORMANCE

There are levels of concern at the following key stages of students’ performance (extracts from Education, Community Development and Lifelong Learning Select Committee report 22^nd March 2004):

Key Stage 1 - Seven year olds

Key Stage 1
	2001	2002	2003
	%Pupils L2+	%Pupils L2+	%Pupils L2+
Reading
LEA	87	85	85
National	84	83	84

Writing
LEA	89	88	81
National	85	86	81

Mathematics
LEA	94	92	90
National	90	90	90

These results remain broadly in line with the national average in reading, writing and mathematics. However there has been a significant decline in writing from that achieved in 2002.

Key Stage 2 - Eleven year olds

Key Stage 2
	2001	2002	2003
	%Pupils L4+	%Pupils L4+	%Pupils L4+
English
LEA	71	73	66
National	75	75	75

Reading
LEA	80	81	75
National	82	80	81

Writing
LEA	45	51	49
National	58	60	60

Mathematics
LEA	68	72	67
National	71	73	73

Science
LEA	91	90	87
National	87	87	87

Results are unsatisfactory in English and mathematics key stage 2. Both subject show decline on 2002, reading results have declined significantly, writing shows no improvement and science results have stalled. A three-year trend line shows in English displays an overall decline.

Key Stage 4 – GCSE / GNVQ Performance

Key Stage 4
	2001	2002	2003
*5A-C**
LEA	45.2	45.2	44.3
National	48.8	50.3	52.9

*5A-G**
LEA	87.6	88.8	86.4
National	91.1	89.1	88.8

*1A-G**
LEA	93.8	94.8	N/A
National	96.0	96.0	N/A

Av. Pts.
LEA	36.6	37.3	N/A
National	39.1	40.0	N/A

Cap. Av. Pts
LEA	N/A	32.9	32.5
National	N/A	34.6	34.8

These results are well below the national levels and those of our statistical neighbours and most authorities with a three-phase system. Too many pupils do not achieve a grade C or above in English, mathematics and science at GCSE.

Because of these concerns it is proposed that School Performance is included in the Priority Improvement Area programme for 2004/05

ANNEX 3 : PROPOSED NEW PIA FOR 2004 / 05

FIRE AND RESCUE MODERNISATION

In March 2004 the Audit Commission published the results of a national review assessing progress with implementation of the Fire Service modernisation agenda as set out in the national pay agreement and the subsequent white paper. The review focused upon assessing progress against each of seven modernisation aims :

Delivering an effective Integrated Risk Management Plan (IRMP)
Changing from rank to role
Introducing the integrated Personal Development System (IPDS)
Using pre-planned overtime
Considering and planning for alternative duty systems
Considering and planning for part-time working and other alternatives
Delivering the modernisation agenda

Fire authorities were assessed using a traffic light system (green, amber, red) against detailed criteria for each of these seven aims. The overall judgement for the Isle of Wight was one of “little or no progress” on these criteria.

However, it should be recognised that although we need to improve our approach to the modernisation agenda, this should not be taken to imply that the service is failing. Indeed, evidence from national performance indicators clearly demonstrates that the service is performing relatively well in a number of areas eg. deaths / injuries from fires, use of automatic fire detection equipment, etc. It should also be noted that levels of public satisfaction with the Fire Service are also high – the 2003 User Satisfaction Survey shows that 67% of people are “very” or “fairly satisfied” with the service.

Since publication of the modernisation review an Action Plan has been developed to tackle the weaknesses identified. Designation of the service as a PIA will assist in maintaining member and officer focus on this agenda.

The results of a second, follow up, review are expected to be published shortly.

PAPER D1

SUMMARY / PURPOSE

BACKGROUND