PAPER E1

Purpose : For Decision

REPORT TO THE EXECUTIVE

Date : 17 NOVEMBER 2004

Title : SECOND QUARTERLY PERFORMANCE MANAGEMENT REPORT 2004-05

REPORT OF THE DEPUTY LEADER

IMPLEMENTATION DATE : 29 November 2004

SUMMARY/PURPOSE

1. The Quarterly Performance Management Report for the second quarter (July-September 2004) is attached as Appendix 1. It allows the Executive to monitor and review key aspects of the Council’s performance against its objectives and to take any corrective actions that are necessary.

BACKGROUND

2. This is the second Performance Management Report for 2004-05 and covers the period 1^st July to the 30^th September 2004. The report summarises performance across all of the Council’s Directorates. The report format has been revised with the Areas to Watch being modified to identify in one list all of the current Areas to Watch ranked by risk score. The basket of key performance indicators has been modified slightly with the inclusion of three new local indicators for the Portfolio Sustainable Development, Environment and Planning Policy, these include:

· Building Control Inspection notices within statutory time limits

· Renewable energy sources introduced as part of the Council’s direct involvement

· Energy consumption and tonnes of C02 produced from running the Council buildings (this is an annual performance indicator)

3. Quarterly Target profiles have been included to monitor the progress of the performance indicators throughout the year, which are now measured by assessing the actual quarterly performance against the appropriate targets. Feedback from the previous Executive Meeting when the first Quarterly Performance Management Report (QPMR) for 2004-05 was discussed have been taken on board including:

· Children’s Services KPI2 (BVPI 45) has now been split into authorised and unauthorised absence in the comments field of the indicator

· Dinosaur Isle and Theatres has been included under the Adult and Community Services Portfolio

· Additional performance indicators for Economic Development are being considered in relation to the Economic Strategy for the Island for inclusion in the quarter 3 report

· Unfortunately there is limited information on bullying in schools that can be included in the report at this time

4. It is proposed that the third QPMR will include the performance summary in the covering Executive Report. This will include the key achievements (section 1.1), key Areas to Watch (section 1.2), with appendices for the Corporate Parenting information, Isle of Wight Economic Partnership and budget information. The full QPMR would be circulated separately to Executive Members.

5. At the Executive (Meeting of the 5^th May 2004) a report was presented setting out the basket of Corporate Parenting indicators, it was agreed that the Chief Executive Officer should report progress bi-monthly to the Executive, but it is appropriate for this information to be part of the QPMR. The Corporate Parenting (looked after children) indicators, current results and benchmarking information have been included and are attached as Appendix 2 to this report.

6.

There are two indicators that show improved performance.

· The number of looked after children who have had three or more placement moves in the last year (page 1 – Appendix 2)

· The number of children looked after who have had a health assessment in the last year – annual indicator (page 1 – Appendix 2)

There are three indicators identified as showing poor performance.

· The annual looked after children GCSE results as a percentage of the year cohort (page 1 – Appendix 2)

· Numbers of children that are re-registered on the Child Protection register in the last year (page 2 – Appendix 2)

· Educational achievement, the percentage of children leaving care aged 16+ with 1 GCSE (2003) National Target = 75.5% (page 4 – Appendix 2)

6. A report has been requested by the Executive (Meeting of the 2^nd June 2004) on the previously reported long-term Areas to Watch for 2003-04. Action Plans have been developed with the Heads of Service for the following issues and included as appendix 3 to this report:

· Human Resources – sickness absence

· Planning Services – affordable housing

· Transport – bridge safety inspections

· Property Services – vandalism to Council buildings and property

7. Appendix 4 covers the activities of the IWEP as reported to the IWEP Board of Director’s by the Managing Director in September 2004. On the 3^rd December 2003 the Executive resolved to continue to monitor the work of the Isle of Wight Economic Partnership on a quarterly basis as part of its contract management role. The report provides an overview of performance on all of the IWEP activities and is not restricted to the relatively small proportion of those activities which are funded by the Council.

STRATEGIC CONTEXT

8. It is essential to have in place an effective performance management framework to ensure the Council can deliver its priorities and targets through measuring and monitoring. The framework is also required to realise the overall vision as set out in the Council’s Corporate Plan for 2002/05.

9. In this report, Members are requested to focus on the Summary of performance across the Council as detailed in Section 1, this includes key achievements 1.1, the key Areas to Watch section 1.2 and performance indicators section 1.3.

10. There has been a noticeable increase in the number of Areas to Watch, there are 20 Areas to Watch with a risk score of 9 or more, 3 of which have been scored at 16 the highest risk score. For the quarter 3 report, the identified strategic risks listed on the Strategic Risk Register will be included and monitored within the QPMR report.

11. Significant progress is being made to improve performance, within the basket of performance indicators (section 1.3), 38 out of 67 (57%) indicators have achieved or exceeded their quarterly targets. However, 20 out of 67 (30%) of these indicators, are below their quarterly targets by more than 5%. Of these 20, the following 8 indicators are identified for particular attention:

· Section 2.1 (page 12) Adult & Community Services – KPI-4 The actual number of people on the Island who are using the Direct Payments Scheme to choose and arrange their own social care services, there were 23 less people choosing to use the Direct Payments Scheme than had been forecasted, a shortfall of 30%.

· Section 2.1 (page 12) Adult & Community Services – KPI-7 Number of users of the Mobile Library Service, for the second quarter the target has not been achieved, there were 420 less users than had been forecasted.

· Section 2.1 (page 12) Adult & Community Services – KPI-8a/b/c Museum visits, all three performance indicators for this Service area have not reached the quarterly targets.

· Section 2.6 (page 28) Sustainable Development, Environment & Planning Policy – KPI-4a Affordable Housing, the number of affordable housing units negotiated on qualifying sites identified in the UDP this quarter, no units were negotiated on sites this quarter however a sum of £228,250 was negotiated through the Section 106 agreement.

· Section 2.6 (page 29) Sustainable Development, Environment & Planning Policy – KPI-7 Cleanliness of public toilets no more than 12 defaults issued to the contractor, the service issued 28 defaults 16 more than expected.

· Section 2.8 (page 37) Resources – KPI 6 – Number of types of interactions that are enabled for electronic delivery, we are currently reaching 30% out of a year end target of 60% (this is a BVPI indicator that will influence our upcoming CPA score).

12. The majority of the 12 Local Public Service Agreement (PSA) Targets have achieved their quarterly targets 7 out of the 12 (58%), however there are 2 that have not realised quarterly targets:

· PSA 6 (page 15) – Children’s Services - Improve the education and employment outcomes of care leavers, the proportion of looked after children obtaining 5 GCSE’s at grade A*-C this is 19.5% of the quarterly target.

· PSA 11 – Economic Development – Unemployment, increase the employment rates in the over 50’s age group a nil return has been recorded

·

A separate report on the current performance of the Local Public Service Agreement Round One Targets and proposed Round Two details has already been requested and is on the Directors Group agenda and the Executive forward plan for January 2005.

CONSULTATION

13. Heads of Service and their staff have supplied the information within this report with Directors being fully consulted on the content. External consultation has not been necessary for this report since it is concerned with internal management arrangements.

FINANCIAL/BUDGET IMPLICATIONS

14. The report itself does not have any budget implications. However, if Members make any decisions regarding services identified in the report, these may have financial implications.

LEGAL IMPLICATIONS

15. It is a requirement of the Local Government Act 1999 to deliver best value in service delivery of which an effective performance management system is an essential part.

OPTIONS

16. Option 1 -That the second Quarterly Performance Management Report of 2004-05 including the appendices, is approved subject to any amendments or comments made by the Executive.

Option 2 – To agree the actions being taken to address the Areas to Watch as detailed in the Performance Summary Section 1.2 and within the Portfolio sections 2.1-2.8 and for the long-term Areas to Watch as detailed in Appendix 3.

Option 3 – To request the Portfolio Holders and Select Committees to investigate the eight performance indicators that have fallen short of their targets as detailed in paragraph 10 and the two PSA Targets in paragraph 11 and report back with action plans to the Executive.

EVALUATION/RISK MANAGEMENT

17. The report is long, reflecting the Council’s wide-ranging responsibilities. The main risk associated with the above options is that if quarterly reporting fails to achieve ownership amongst Members and staff, progressing performance management will fail to be recognised as the way to improve services and achieve our Corporate Objectives. Improving the performance of the Council is a key component of the Comprehensive Performance Assessment (CPA) and has been identified in the recent Peer Review (September 2004)

RECOMMENDATIONS

18. To approve Options 1,2 and 3

BACKGROUND PAPERS

Annual Action Statement 2004/05

Public Service Agreements

Previous Quarterly Performance Management Reports quarter 1 2004-05 and 2003-04, quarters 1-4

Contact Point: Heidi Marshall, Principal Policy Officer, Corporate Policy and

Communications. Tel 823250 email [email protected]

JOHN BENTLEY Head of Corporate Policy and Communications

PETER HARRIS Deputy Leader

APPENDIX 1

Quarterly Performance Management Report 2004-05

Quarter 2 Report: July - September 2004

Contents

Section 1 : Summary

1.1 Key achievements (from section 2.1-2.8) Page 2.

1.2 Key areas to watch & action to be taken (from section 2.1-2.8) Page 3-5.

1.3 Performance Summary:

· Performance Indicators – KPI’s & PSA Targets Page 6

· Corporate Actions – Annual Action Statement Actions Page 7.

1.4 Priority Improvement Areas Page 8.

1.5 Best Value Reviews Page 8.

1.6 Financial Performance Summary Page 9.

Section 2 : Performance Management & Assessment – By Portfolio

Including information on the following areas

· Key Achievements for the Quarter

· Areas to Watch and action to be taken this quarter

· Performance Management information on: – Key Performance Indicators & PSA targets

2.1 Adult & Community Services Page 10-13.

2.2 Children’s Services Page 14-17.

2.3 Economic Development, UK & EU Regional Issues Page 18-19.

2.4 Fire, Emergency Planning & Consumer Protection Page 20-22.

2.5 Transport Page 23-24.

2.6 Sustainable Development, Environment & Planning Policy. Page 25-27.

2.7 Tourism & Leisure Page 28-30.

2.8 Resources Page 31-36.

Section 3 : Finance Report Page 37-41.

3.1 Executive Revenue

3.2 Capital Report

Section 4 : Appendices

Appendix 2 - Corporate Parenting Indicators

Appendix 3 - Long-term Areas to Watch

Appendix 4 - Report of the Isle of Wight Economic Partnership

Section 1 : Summary – Quarterly Performance Management Report 2004-05 Quarter 2 (July-September)

1.1 Key Achievements (drawn from sections 2.1-2.8)

KEY ACHIEVEMENTS

The island has one of the lowest rates of delay to hospital discharge in the region, sustaining a zero rate for many weeks in the quarter. This low level is sustainable and due to investment and partnership across the social care and health economy

Introduction of new low interest loans scheme to assist owners maintain their homes

Significant improvement in 2004 pupil achievement in the national tests for eleven year olds in English and mathematics. LEA in the top ten of improved Authorities. Council congratulated by Schools’ Minister David Milliband.

All-Party Parliamentary Cycling Group award (2004) for one of the most improved highway authorities in England at implementing measures to increase cycling.

Legal Services Team achieved re-accreditation to the Law Society Practice Management Standard, Lexcel and is still the only legal practice on the island so accredited

Housing Benefit performance now well in to upper quartile performance in second quarter

Environment waste collection service has continued to achieve improving performance in the percentage of household waste recovered and not sent to landfill and the number of missed waste collections remains well below the quarterly target

Inclusion of Operational Manager (Maintenance) in Peer Review of Waste Management in Welsh Authorities

The junior sports challenge and children’s activity programme at Medina Leisure Centre, held over the Summer holidays, had their best ever levels of attendance, engaging over 2,600 young people in physical activities

Implementation of fixed penalty notice scheme for truancy and absence from school.

Completion of the first phase of consultation on School Organisation. 18 meetings presented with key issues for the Education Service. Consultation feedback summarised in report to the Executive (06/10/04)

Island Branding Strategy – Support for Shirley Robertson and crew under “team Isle of Wight” has reaped a massive return on investment in terms of promoting the Isle of Wight.

Draft Licensing Policy agreed and is out for consultation, it is to be presented to Council in December for approval (new alcohol legislation)

Commencement of the West Wight Landscape Partnership Project

Sales for advertising in both the main Isle of Wight Guide and Winter Pocket Guide exceeded targets

Successful roll-out of the new meals on wheels service. The new service has overcome initial difficulties and is now beginning to deliver some of the flexibilities and benefits planned at inception

1.2 Areas to Watch and Proposed Action (drawn from section 2.1-2.8)

This section of the report has been previously limited to identifying the Areas to Watch, the proposed action to be taken and then the quarterly updates. However, there are specific risks also attached to the Areas to Watch. Using the Councils Risk Management Framework a risk assessment score has now been applied to each issue. The intention is to use this information to identify and focus in on the strategic Areas to Watch for the Council, enable greater debate and dialogue and to better manage risk and improve the performance of the Council.

Heads of Service in identifying the Areas to Watch have also assessed the potential risk attached to the Areas to Watch (new and previously reported) that they supply to this report. This report presents the Risk Assessment Score. Risk Assessment Score = Impact of the Area to Watch happening or continuing x Likelihood of the Area to Watch happening or continuing. Both the Impact and Likelihood are individually assessed with a score from 1-4:

Scoring the Impact & Likelihood for each Area to Watch involves applying a value of between 1 and 4, with four representing the worst possible case. 1=low impact, 2 medium, 3 high and 4= very high. The highest score should be for those top level Areas to Watch likely to affect the future CPA score.

For example – Insufficient Highway Maintenance Budget = Risk Score = 16 (impact =4 x likelihood=4)

QUARTER REPORTED	KEY AREAS TO WATCH	PROPOSED ACTION	RISK ASSESSMENT
Q2/Q3/Q4 2003-04 Q1/Q2 2004-05	Insufficient Highway Maintenance budget.	Private Finance Initiative progressing with ”Expression of Interest” about to be sent to Government for decision	Risk Score = 16 Impact 4 Likelihood 4
Q4 2003-04 Q1/Q2 2004-05	Retention of Fire Control Staff during transitional period.	Awaiting detailed guidance from the Regional Management Board (before March 2005)	Risk Score = 16 Impact 4 Likelihood 4
NEW Q2 2004-05	Progress on E-Government	An updated e-government strategy and action plan is being drafted. The GAGS programme board has tasked the Head of Organisational Development with reviewing all of the ODPM targets by the end of November. Actions on the services identified will feed through in future QPMR reports	Risk Score = 16 Impact 4 Likelihood 4
Q4 2003-04 Q1/Q2 2004-05	The delivery of FAIRMaP within available/required resources (Fire & Rescue)	Integrated Personnel Development System Progress Group to report to Executive November 2004. Best Value Team to prioritise all other Service Plan bids	Risk Score = 12 Impact 4 Likelihood 3
Q1/Q2 2004-05	Fire Service Pay & Conditions Agreement. Local verification report phase 2	Action Plan approved by Executive 6 October 2004 Update report to Select Committee 18 October 2004	Risk Score = 12 Impact 4 Likelihood 3
NEW Q2 2004-05	Impact of Regional Management Board constitutional changes	The Regional Management Board will be considering its constitution on 21 October 2004. Chief Officers will be reviewing the constitution in light of this meeting	Risk Score = 12 Impact 3 Likelihood 4
NEW Q2 2004-05	Retained Duty System Conditions of Service – Hours of duty	Report to Executive in January 2005 Corporate Policy Unit to undertake consultation process	Risk Score = 12 Impact 4 Likelihood 3
Q3/Q4 2003-04 Q1/Q2 2004-05	The Council’s licence to hold public records is due for renewal, having previously been renewed on a temporary basis	Members of the Task Group have completed a visioning exercise for the development of a new storage facility and independent advice received as to how to take forward the development planning process.	Risk Score = 12 Impact 4 Likelihood 3
Q3/Q4 2003-04 Q1/Q2 2004-05	Educational Performance of Looked After Children	Action ongoing as defined in the DfES/OFSTED LEA and LEA/Local Learning Skills Council 14-19 Area Review action plans.	Risk Score = 12 Impact 4 Likelihood 3
		Additional member of teaching staff to Looked After Children Education Service (LACES) appointed. New LACES co-ordinator – reconfiguration of the team, which will work to actively improve the performance of targeted, looked after children.
		Support Social Services Looked After Children Action Plan and implementation of individual student Personal Education Plans (PEP)
		Specification of LACES being revised, to offer more targeted support to Yrs 10 & 11. Additional support to foster carers, to help them with task of improving educational attainments.
NEW Q2 2004-05	Non achievement of quarterly targets for Key Performance Indicators and PSA – approximately 30% missed target	Investigation into the non achievement of quarterly targets, in particular the 7 indicators for Adult & Community Services (50%) the 4 indicators for Resources (28.6%) and 2 for Children’s Services (28.6%)	Risk Score = 12 Impact 4 Likelihood 3
Q1/Q2 2004-05	Homelessness - Failure to reach target to reduce homeless presentations by 25% in 2004/5.	Homelessness acceptances have reduced and stabilised over the last quarter. This suggests that the prevention measures currently put in place are starting to work	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	School performance at Key Stage 2,3 and 4 in Summer 2004	The School Cluster Initiative is having a positive impact and was reported to Children’s Services Select Committee on 21 September 2004. Improvements seen at Key Stage 2 in 2004. Significant work still to do at Key Stage 4 GCSE.	Risk Score = 9 Impact 3 Likelihood 3
NEW Q2 2004-05	Performance of Children & Families Team, in light of additional responsibilities assumed following review of Referral & Assessment Team.	Improved management scrutiny in place and workload management system revising business processes and systems. Strengthened staffing resources making team better placed to meet additional core demands.	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	Downturn in burial numbers has continued, with resultant deficit in Bereavement Services income	Portfolio Holder and Task Group briefed. Grounds maintenance costs to be reduced e.g. by reducing specification. Above inflation fee increases likely in 2005/6. Evidence that average life span is increasing. A modest reduction in deaths has a major impact on Bereavement Services income	Risk Score = 9 Impact 3 Likelihood 3
Q3/Q4 2003-04 Q1/Q2 2004-05	An increasing mismatch between the number of planning applications being received and staff levels.	Consultants are being sought to offer some degree of short-term relief to this situation. Staff elsewhere in the Service are already being used more flexibly to assist the situation. It is likely that the submission of major applications will intensify in Q3 and Q4	Risk Score = 9 Impact 3 Likelihood 3
Q3/Q4 2003-04 Q1/Q2 2004-05	Demand on the ICT Department currently exceeds capacity in the areas of - Database Management, Risk Management, Staff Training, Information Management and Project Support	Directors / Executive to be aware and to take into account during decision making processes Strategic partnering being investigated as a possible way of increasing capacity. Outline Business Case due November	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	ICT business continuity / disaster recovery	Recruitment of ICT Security Manager in Progress.	Risk Score = 9 Impact 3 Likelihood 3
Q1/Q2/Q3/Q4 2003-04 Q2 2004-05	The number of staff absences due to sickness	Marginal decrease in absence but need for line managers to continue regular monitoring and application of policies	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q2 2004-05	Need to consider potential impact changes to pension regulations on ability to manage ‘rightsizing’, the older worker and careers of younger employees	Changes to scheme not yet promulgated (laid before Parliament) but assessment required when changes to Local Government Pension Scheme are confirmed and Workforce Plan available.	Risk Score = 9 Impact 3 Likelihood 3
Q2/Q3/Q4 2003-04 Q1/Q2 2004-05	Delays in funding the Land and Property Gazetteer and the CRM project will mean that these projects miss their planned implementation dates.	Project on hold due to lack of funding. Alternative approach being considered by Information Management Group.	Risk Score = 9 Impact 3 Likelihood 3

1.3 Performance Summary :– Performance Indicators

The summary provides information for all of the Key Performance Indicator Targets and Local Public Service Agreement (PSA) Targets by Portfolio for 2004-05

This table presents a summary of 79 Performance Indicators by type and by Portfolio, as drawn from the:

• Key PI Quarterly Basket - 67 key performance indicators, 63 reported quarterly, 1 annual indicators and 3 have no quarterly targets
• Public Service Agreement - 12 targets 3 of which are reported annually

Performance Indicators by Portfolio – QUARTERLY ACHIEVEMENT OF TARGETS

PORTFOLIO	No. of Indicators	Target Achieved	WITHIN 5% TARGET	Target Not Achieved	NO INFO
ADULT & COMMUNITY SERVICES	11	3 = (27%)	1 = (9%)	7 = (64%)	0
CHILDREN’S SERVICES	4	2 = (50%)	0	1 = (25%)	1 (25%) Annual exam results
ECONOMIC DEVELOPMENT UK & EU REGIONAL ISSUES	3	2 = (67%)	0	1 = (33%)	0
FIRE, EMERGENCY PLANNING & CONSUMER PROTECTION	8	5 = (62%)	1 = (13%)	2 = (25%)	0
TRANSPORT	4	4 = (100%)	0	0	0
SUSTAINABLE DEVELOPMENT, ENVIRONMENT & PLANNING POLICY	14	8 = (57%)	0	3 = (21.5%)	3 = (21.5%) these have no targets
TOURISM & LEISURE	10	7 = (70%)	0	2 = (20%)	1 = (10%) no data
RESOURCES	13	7 = (54%)	2 = (15%)	4 = (31%)	0
TOTAL	67	38 (57%)	4 (6%)	20 (30%)	5 (7%)

PSA Targets by Portfolio – QUARTERLY ACHIEVEMENT OF TARGETS

PORTFOLIO	PSA Targets	Target Achieved	WITHIN 5% TARGET	Target Not Achieved	No Info
ADULT & COMMUNITY SERVICES	3	3 = (100%)	0	0	0
CHILDREN’S SERVICES	3	0	2 = (67%)	1 = (33%)	0
ECONOMIC DEVELOPMENT UK & EU REGIONAL ISSUES	2	1 = (50%)	0	1 = (50%)	0
FIRE, EMERGENCY PLANNING & CONSUMER PROTECTION	2	2 = (100%)	0	0	0
TRANSPORT	1	1 = (100%)	0	0	0
SUSTAINABLE DEVELOPMENT, ENVIRONMENT & PLANNING POLICY	-	-	-	-	-
TOURISM & LEISURE	-	-	-	-	-
RESOURCES	1	0	0	-	1 = (100%) ANNUAL TARGET
TOTAL	12	7 (58%)	2 (17%)	2 (17%)	1 (8%)

1.3.1 Corporate Actions - Annual Action Statement Actions – 6 monthly progress on the actions as of the 30 September 2004

	actions to be achieved by 31^st March 2005	ACTIONS Achieved	ACTIONS ON-GOING INTO Q3 & Q4	ACTIONS NOT STARTED	NO INFO
Annual Action Statement Actions	105	19	64	5	17

Full details of the progress towards the Annual Action Statement for 2004-05, are available on the Council’s intranet site

1.4 Priority Improvement Areas

· Engineering Services – Highways - The PIA meeting held in September highlighted Service areas where a significant increase in budget is fundamental to secure improvements in service delivery. Areas of performance around road and traffic accidents will be investigated further with support from the Corporate Policy Unit. The PFI is being progressed with “Expression of Interest” about to be sent to Government outlining our initial business case, Council wide support will be necessary for it to be achieved and successful. A shortfall in the highway inspection regime is being remedied by reorganisation and employment of an additional member of staff.

· Planning Services - The meeting held in September made useful progress in identifying the role that the PIA will play in securing corporate support for the service. A report will be submitted to the Executive shortly on this matter. The Planning PIA Group has monitored improvements against the Best Value Improvement Plan. The detailed issue of staffing levels in Development Control was discussed at the last PIA meeting. Currently there is a mismatch between the increasing numbers of planning applications and the available staff to process them.

· School Performance - The first meeting of this PIA was held in September and discussions took place on school performance in respect of pupil achievement has shown improvement in three out of five areas on the 2004 results, with one area sustaining the significant improvement of KS3. KS4 GCSE performance remains unsatisfactory with no overall gain on that of 2003 and a widening gap to our national and statistical neighbour positions. Discussion has taken place with all High School headteachers on the GCSE performance and targets and an action plan has been agreed to impact upon and significantly improve performance in 2005 and 2006. The cohort of pupils in the current GCSE year (Year 11 in High Schools) achieved the best prior attainment scores for the Authority at all the previous national tests points. A detailed analysis of school performance will be presented to Select Committee when the current provisional results are confirmed. The PIA group has outlined an Action Plan that includes the presentations of the High School’s initiative to the next PIA meeting in January 2005.

· Fire & Rescue - The Fire and Rescue Service is working with the Policy Unit to progress a pilot self-assessment for Corporate Performance Assessment (CPA). This will be subject to Peer Review by January 2005 and will inform those areas requiring improvement prior to full CPA in April 2005.

1.5 Best Value Reviews

· Planning Services - The Best Value Inspection took place in September and a final report is due at the end of November 2004.

· Transport - The project team has staff from Transport, Planning and the RCC, as well as the Review Unit. A project plan has been developed, and a wide range of partner organisations involved, including the LSP, the QTP, and various user groups. Consultation is also being carried out with Island Voices, Town and Parish Councils, and Community Forums. A draft shared vision for Transport on the Island is being developed, and with the help of various Community Transport organisations a start has been made on some practical proposals to improve Public Transport.

1.6 Financial Performance Summary

Revenue Expenditure - A summarised list of revenue expenditure by Portfolio is shown in section 3.1. In addition, summary revenue budget information is displayed by Portfolio in Sections 2.1 to 2.8. Although the table in section 3.2 shows that only 41.8% of the budget has actually been spent by 30 September, the figure does exclude commitments, capital financing charges, support service recharges and other adjustments. Consequently, after adjusting for the impact of those, revenue spending in the first half of the financial year is assessed to be broadly in line with budget expectations. However, potential budget pressure areas have been identified, some of which also represent possible budget problems for future years:

· ICT have a number of ongoing projects, particularly related to E-government, which are funded partly from grants and reserves – the ongoing implications of these projects need to be regularly evaluated to ensure budgets are in place to allow their continuation at an appropriate level.

· Engineering Services have a predicted under-recovery of income of £40,000 on Ventnor Haven which requires an ongoing solution. In addition, income expectations on the car parking budget have been increased to accommodate additional subsidised bus routes and the increased concessionary fares budget. However, income recovery to date is estimated to be some £60,000 short of the target for the time of year. There are also potential budget pressures of £250,000 on highway and pavement maintenance, much of which will be addressed by charging structural maintenance to capital once contracts have been finalised.

· Bereavement Services income is currently lower than anticipated and seems likely to fall short of the target figure at the year end by £95,000

· Budget pressures within Housing Services are currently anticipated to result in an overspend of £42,600 at the year end. Main area of concern is homelessness.

· Adult services budgets, in particular Community Care, remains an area to be monitored closely, current overspend by the year end anticipated to be £35,600.

· Community Development budgets are another area experiencing problems with income generation, downturns in income expectations at Dinosaur Isle, Ryde Theatre and in the Libraries budget mean that by the year end an under-recovery of income of £70,000 is predicted.

· Wight Leisure operations have seen a reduction in casual income mirrored by an increase in use of the One Card scheme. However, as with other budget areas, seasonal income appears to have been reduced due to the relatively poor weather in the summer months and other changes in the external operating environment may be having an adverse effect on income targets.

Capital Expenditure - A list of capital spending against budget on a summarised basis is shown in section 3.2. This is displayed by Portfolio and shows that at the end of September 2004, 34.0% of the budget for the year had been spent. Whilst this percentage still appears to be relatively low, it does exclude commitments and it is anticipated that progress with schemes is likely to pick up pace as the year progresses.

The most significant areas of activity to date are Schools Devolved Budgets and Standards Fund (£2,500,000), Primary and Middle Schools LEA Projects (£1,375,000), Adult Services Client Database System (£630,000) and Castle Haven Coast Protection Scheme (£1,925,000).

In addition to the above, Engineering Services are making progress with initial design and other processes necessary to obtain the statutory approvals for major projects at Undercliff Drive and Ryde Interchange. It is now anticipated that works at Undercliff Drive will commence later in this financial year. A project engineer has been appointed to commence work on the preliminary design stages of the Ryde Interchange project and a budget identified to allow this work to be taken forward to planning approval stage. Work on the scheme is anticipated to commence next financial year.

SECTION 2 : PERFORMANCE MANAGEMENT & ASSESSMENT – BY PORTFOLIO

2.1 PORTFOLIO: ADULT & COMMUNITY SERVICES

CORPORATE OBJECTIVE Improving health, housing & the quality of life

Key Achievements Quarter 2 – 2004-05

Successful roll-out of the new meals on wheels service. The new service has overcome initial difficulties and is now beginning to deliver some of the flexibilities and benefits planned at inception.

The island has one of the lowest rates of delay to hospital discharge in the region, sustaining a zero rate for many weeks in the quarter. This low level is sustainable and due to investment and partnership across the social care and health economy.

Introduction of new low interest loans scheme to assist owners maintain their homes.

Ventnor Botanic Garden has attracted £142,000 in external funding to develop a new herb garden and also a Southern hemisphere garden.

The junior sports challenge and children’s activity programme at Medina Leisure Centre, held over the Summer holidays, had their best ever levels of attendance, engaging over 2,600 young people in physical activities.

Areas to Watch –2004-05
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
Q3/Q4 2003-04 Q1/Q2 2004-05	The Council’s licence to hold public records is due for renewal, having previously been renewed on a temporary basis	Members of the Task Group have completed a visioning exercise for the development of a new storage facility and independent advice received as to how to take forward the development planning process.	Risk Score = 12 Impact 4 Likelihood 3
Q1/Q2 2004-05	Homelessness - Failure to reach target to reduce homeless presentations by 25% in 2004/5.	Homelessness acceptances have reduced and stabilised over the last quarter. This suggests that the prevention measures currently put in place are starting to work	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	Occupational Therapy Integration - Requirement to sign a section31 agreement/ pooled budget for Hospital and Social Services-based Occupational Therapists. Section 31 agreement still needs to be signed off to establish the pooled budgets	Negotiations are taking place with the Primary Care Trust and the Hospital Trust. Target date for signing s31 by the end of the calendar year.	Risk Score = 6 Impact 2 Likelihood 3
NEW Q2 2004-05	The Adult Protection Co-ordinator post has remained unfilled despite a national recruitment exercise. The rapidly growing rates of referral involving adult protection are creating pressures on the staff and services that respond to adult protection needs.	Following analysis by the directorate and HR of the reasons why those expressing an interest did not apply, the post has been changed and will now be advertised at Service Manager level.	Risk Score = 6 Impact 3 Likelihood 2
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
NEW Q2 2004-05	The take-up of Direct Payments is a key indicator in the annual assessment of the functioning of Adult Services. The take-up has been affected by a ‘drop-out’ rate which is higher than expected. This could undermine the reaching of the councils target for take-up.	The directorate is investigating why service users have dropped out of Direct payments with a view to taking action to limit future drop-out. A partnership with the Riverside Centre will improve the support of applicants and those on direct payments.	Risk Score = 6 Impact 2 Likelihood 3
Q3/Q4 2003-04 Q1/Q2 2004-05	Community Development Budget Issues – Dinosaur Isle & Ryde/Shanklin Theatres	· Dinosaur Isle income for the period has not reached expectations and management plans are being developed to reduce expenditure to compensate.	Risk Score = 6 Impact 3 Likelihood 2
		· Income at Ryde Theatre is currently below expectation as the programme was reduced temporarily on account of a number of noise complaints. These matters are being addressed & it is hoped that a full winter programme will recover the current income deficit.

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- June (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)	Q4 - 2005 Jan-Mar (profile)	Target 2004-05	Comments
		Performance Assessment Actual Against Profile			ìèî	Actual 2003-04
Improving the availability of affordable housing	1. Homeless households accepted this quarter – The number of applicants accepted as priority homeless under the Homelessness Act (Local Indicator)	92	74			300	Homeless Households - The effects of piloting a new procedure on only accepting court orders as proof of homelessness have yet to fully take effect. This is due to the legal processes of the Courts.
		(71)	(67)	(76)	(86)
		î	è			391
	2. The number of Social Housing properties let this quarter (Local Indicator)	105	87			450	Social Housing - This figure is reliant on Housing Association properties being relet and does not take into consideration transfers between properties which have a neutral effect.
		(112)	(113)	(112)	(113)
		î	î			NA
	3. Affordable Housing – the number of affordable housing units built this quarter (Local Indicator)	11	11			150 (62 actual)	Development handover of 20 units will take place one month later than expected and will be accounted for in the next quarter results.
		(11)	(31)	(2)	(18)
		ì	î			81
Improving health, housing & the quality of life for all	4. The actual number of people on the IOW who are using the Direct Payments Scheme to choose and arrange their own social care services (Local Indicator)	45	52			175	The directorate is investigating why service users have dropped out of Direct payments with a view to taking action to limit future drop-out. A partnership with the Riverside Centre will improve the support of applicants and those on direct payments.
		(44)	(75)	(120)	(175)
		ì	î			47
Promoting community learning	5. Number of physical visits per 1,000 population to public library premises (BVPI 117)	1,923	2,134			7,000	Visits have exceeded the target figure, and are currently on track to rise by over 10% over the year. People’s Network has contributed to the rise in visitors
		(1,750)	(1,950)	(1,450)	(1,850)
		ì	ì			7,040
	6. Number of internet & telephone renewals & reservations this quarter (Local Indicator)	15,557	15,575			62,000	Figures for Q1 have been identified retrospectively because ICT system failures prevented statistics being delivered on time. Q1-25% of all such services are electronic Q2-26.3% of all services are electronic Target is based on Q1 figures, which were the first to be compiled.
		(15,500)	(15,500)	(15,500)	(15,500)
		ì	ì			-
	7. Number of users of the Mobile Library Service (including housebound service) this quarter (Local Indicator)	3,281	3,705			16,500	Visitor numbers are down on last year’s figures, primarily because of unplanned closures. Because of driver shortage, 25 days service were missed over the first quarter, and 12 in the second quarter
		(4,125)	(4,125)	(4,125)	(4,125)
		î	î			NA
	8a. The number of visits to, usages of museums per 1,000 population compared with the same quarter a year ago (BVPI 170a)	213	315			750	The actual number of visits/usages in the 2^nd quarter was 41,864, against an anticipated target of 45,850. .
		(225)	(345)	(112)	(68)
		è	î			744
Promoting community learning	8b. The number of visits to museums that were in person per 1,000 population compared with the same quarter a year ago (BVPI 170b)	191	285			625	The actual number of visits in the 2^nd quarter was 37,906, against an anticipated target of 41,598.
		(187)	(313)	(81)	(44)
		ì	î			611
	8c.The number of pupils visiting museums & galleries in organised school groups compared with same quarter a year ago (BVPI 170c)	7,858	2,639			16,000	Non-island schools appear to have been the area of most significant loss. It is difficult to determine the reasons, given that current marketing strategies have been successful over a long period. Existing users will be consulted, to investigate the falling numbers
		(7,200)	(3,680)	(1,760)	(2,560)
		ì	î			15,969
	9. Number of learners in IWC supported provision this quarter (IW College, Family Learning Centres etc) Data will refer to previous school term rather than calendar quarter (Local Indicator)	732	560			1,980	Target has been exceeded this quarter. This is partly due to the success of a pilot project ‘Neighbourhood Learning in Ventnor’ (funded via Learning & Skills Council).
		(495)	(495)	(990)	NIL
		ì	ì			2,445

PERFORMANCE MANAGEMENT INFORMATION – LOCAL PUBLIC SERVICE AGREEMENT TARGETS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Objective	PSA Target & Summary	Q1 - 2004 Apr- June	Q2 - 2004 July-Sept	Q3 - 2004 Oct-Dec	Q4 - 2005 Jan-Mar	Target 2004-05	Comments
		(profile)	(profile)	(profile)	(profile)	Actual 2003-04
Improving the health, housing and quality of life for all	4. Housing - Reduce the number of families with children & other households in B&B accommodation	5	13			13	The target quarterly has been achieved. The Service does expect fluctuations in the number of families in B&B accommodation and this is reflected in the outturn figures
		(23)	(20)	(17)	(13)
		ì	ì			21
	5. Social Services Rehabilitation care for older people & a reduction in delay of discharges from hospital	Nil return	D41 – 3.9 C28 – 9.1 C26 - 109			D41 – 6 C28 – 10 C26 - 88	Quarter 2 – contains a peak demand for residential and nursing care (July). D41 = Delayed transfers of care from hospital, there were approximately 4 delayed. C28 = Intensive Home Care Treatment, the quarterly target has been achieved. C26 = Admission of supported residents aged 65yrs or over to residential or nursing care the actual number has exceeded the target.
		(D41 – 6) (C28 – 10) (C26 – 88)	(D41 – 6) (C28 – 10) (C26 – 88)	(D41 – 6) (C28 – 10) (C26 – 88)	(D41 – 6) (C28 – 10) (C26 – 88)	D41 – 0 C28 – 7.36 C26 - 96
			ì
	7. Increase the number of young people who are getting treatment for drug or alcohol dependency (Drug Action Team)	24	54			852 by 31 March 2006	The project has continued to meet the targets set for the project and has now achieved 78 young people receiving treatment for the year. 767 over the past two years of the project (90% of the PSA target)
		(852)	(852)	(852)	(852)
		ì	ì			689 total

2.2 PORTFOLIO: CHILDREN’S SERVICES

CORPORATE OBJECTIVE: Raising education standards & promoting life long learning

Key Achievements Quarter 2 – 2004-05

Significant improvement in 2004 pupil achievement in the national tests for eleven year olds in English and mathematics. LEA in the top ten of improved Authorities. Council congratulated by Schools’ Minister David Milliband.

Successful fresh start of Totland Primary School now Weston Community School. Significant development pupil numbers now rising.

Implementation of fixed penalty notice scheme for truancy and absence from school.

Completion of the first phase of consultation on School Organisation. 18 meetings presented with key issues for the Education Service. Consultation feedback summarised in report to the Executive (06/10/04)

All students who completed forms correctly and returned them on time have had their applications for Students Loans processed. This is against a backdrop of considerable problems in the introduction of a new National System based on a computerised process that malfunctioned frequently.

Successful appointment of Head of Children’s Services and launch of the new Children’s Services Directorate, involving 223 members of staff in a comprehensive consultation exercise about future direction.

Revised and amended remit and business processes of the Referral & Assessment Team, to ensure a more focused service. This has led to improved timeliness of assessments, which will improve outcomes for children and families.

Areas to watch – 2004-05
Quarter Reported	Area to Watch	Action to be taken				Risk Assessment
Q3/Q4 2003-04 Q1/Q2 2004-05	Educational Performance of Looked After Children	Action ongoing as defined in the DfES/OFSTED LEA and LEA/Local Learning Skills Council 14-19 Area Review action plans.				Risk Score = 12 Impact 4 Likelihood 3
		Additional member of teaching staff to Looked After Children Education Strategy (LACES) appointed. New LACES co-ordinator – reconfiguration of the team, which will work to actively improve the performance of targeted, looked after children.
		Support Social Services Looked After Children Action Plan and implementation of individual student Personal Education Plans (PEP)
		Appointed permanent PEP co-ordinator to maintain improvements in PEP completion & quality. Specification of LACES being revised, to offer more targeted support to Yrs 10 & 11. Additional support to foster carers, to help them with task of improving educational attainments.
		2004 cohort=18	1 or more GCSE (A*-C) 33.3% 5 or more GCSE (A*-C) 11% 1 or more GCSE (A*-G) 55.5% 5 or more GCSE (A*-G) 39%	2003 cohort=7	1 or more GCSE (A*-C) 42% 5 or more GCSE (A*-C) 14% 1 or more GCSE (A*-G) 42% 5 or more GCSE (A*-G) 42%
Quarter Reported	Area to Watch	Action to be taken				Risk Assessment
Q4 2003-04 Q1/Q2 2004-05	School performance at Key Stage 2,3 and 4 in Summer 2004	The School Cluster Initiative is having a positive impact and was reported to Children’s Services Select Committee on 21 September 2004. Improvements seen at Key Stage 2 in 2004. Significant work still to do at Key Stage 4 GCSE.				Risk Score = 9 Impact 3 Likelihood 3
NEW Q2 2004-05	Performance of Children & Families Team, in light of additional responsibilities assumed following review of Referral & Assessment Team.	Improved management scrutiny in place and workload management system revising business processes and systems. Strengthened staffing resources making team better placed to meet additional core demands.				Risk Score = 9 Impact 3 Likelihood 3
NEW Q2 2004-05	Pupil achievement for fifteen year olds at GCSE Key Stage 4.	Action ongoing as defined in the DfES/OFSTED LEA and LEA/LLSC 14-19 Area Review action plans.				Risk Score = 8 Impact 4 Likelihood 2
NEW Q2 2004-05	Continued rise in fixed term exclusions – Fixed term exclusions are periods when children are not allowed on school premises	Annual report to schools to be sent out, with follow up work directed at schools with known issues with fixed term exclusions.				Risk Score = 6 Impact 2 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	Dealing with young people with challenging behaviour including those with Attention Deficit Hyperactivity Disorder	Children Adolescent Mental Health Service (CAMHS) consulting & operational body have been set up. Resources have been increased. Audit of need completed & being analysed. Operational posts increased. Intensive support service in place. Pilot project for tiers 1 & 2 being designed.				Risk Score = 6 Impact 3 Likelihood 2

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- June (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)	Q4 - 2005 Jan-Mar (profile)		Target 2004-05	Comments
		Performance Assessment Actual Against Profile				ìèî	Actual 2003-04
Raising achievement levels	1. Percentage of 15 year old pupils in schools maintained by the local education authority achieving five or more GCSEs at grades A*-C or equivalent.. (BVPI 38)						51%	This is an annual performance indicator. New results will be published in quarter 3 report. Educational achievement is a new PIA and an Action Plan will be developed in due course
							44.8%
	2. Percentage of half days missed this quarter due to total absence in secondary schools maintained by the local education authority (BVPI 45)	7.66%	7.5%				7%	Trend encouraging but problems with two High School systems means that data is incomplete. New Attendance module being installed in all schools will make accuracy & completeness much more reliable. Of the total absences 6.17% (6.93% England average) due to authorised absence and 1.33% (1.14% England average) due to unauthorised absence
		(7%)	(7%)	(7%)	(7%)
		î	î				7.9%
Protecting and providing for vulnerable adults & children	3. The number of looked after children per 1,000 less than 18yrs at end of quarter (Local Indicator)	5.87	5.79				5.7	Tight scrutiny of this indicator has led to it staying on target
		(6.0)	(5.9)	(5.8)	(5.7)
		ì	ì				6.05
	4. The number of looked after foster care children placed on the mainland excluding placed for adoption and with family/friends (Local Indicator)	18	18				17	On-going scrutiny has maintained this target at a reasonable level * Please note that the quarterly targets for this indicator have been increased to set a more reasonable target and expectation for the Service
		(22)	(20)	(19)	(17)
		ì	ì				22

PERFORMANCE MANAGEMENT INFORMATION – LOCAL PUBLIC SERVICE AGREEMENT TARGETS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Objective	PSA Target & Summary	Q1 - 2004 Apr- June	Q2 - 2004 July-Sept	Q3 - 2004 Oct-Dec		Q4 - 2005 Jan-Mar		Target 2004-05		Comments
		(profile)	(profile)	(profile)		(profile)		Actual 2003-04
Raising Education Standards & Promoting Lifelong Learning	1. Education - Key Stage 3 – raise achievement levels by 2% above target in the Development Plan by 2006	English N/A Maths 69% Science 63% ICT N/A (English 72%) (Math 74%) (Science 71%) (ICT 74%)						English 72% Math 74% Science 71% ICT 74%		All figures are provisional for 2004. ICT data is not yet available from the DfES. English data is flawed and is currently subject to a national remark. The fall back in Science is the result of a level mismatch within the national KS3 paper. Math has increased slightly on last year, but is 5% below target score
		è						English 65% Maths 68% Science 69% ICT 72%
	2. Education - Number of adults participating in and obtaining skills to raise achievement of 7 & 11 year olds by 2% in schools of significant disadvantage by providing family literacy support & improving adults basic skills	No.s = 148 Gaining skills = 83	No.s = 148 Gaining skills = 83				No.s = 110 Gaining skills 90		Numbers participating is above the quarterly target figure, however the number of adults obtaining skills is just below the target
		(No.s = 110) (Gaining skills = 90)	(No.s = 110) (Gaining skills = 90)	(No.s = 110) (Gaining skills = 90)	(No.s = 110) (Gaining skills = 90)		No.s 148 Gaining skills 83
		è	è
	6. Improve the education & employment outcomes of care leavers aged 19yrs	A4 – 53% QP8 – 0%	A4 – 61% QP8 – 32.5%				A4 – 58% QP8 – 52%		QP8 falls short of targets due for last 2 years due to a significant proportion of the cohort becoming disengaged from education. A to G results more positive and indicating improvement on previous year. PAF A4 on track although this quarters figure shows a seasonal dip due to disengagement over summer period which is now improving as they reengage in education and training in the autumn. PAF A4 - Percentage of Looked After Children achieving Education, Training and Employment at the Age of 19 QP8 – proportion of looked after children obtaining 5 GCSE’s grades A*-C during the most recent school year as a ratio of the proportion of all children in the local authority achieving these standards
		(A4 – 58%) (QP8 – 52%)	(A4 – 58%) (QP8 – 52%)	(A4 – 58%) (QP8 – 52%)	(A4 – 58%) (QP8 – 52%)
		î	î

2.3 PORTFOLIO : ECONOMIC DEVELOPMENT, UK & EU REGIONAL ISSUES

Corporate Objective : Encourage job creation & economic prosperity

Key Achievements Quarter 2 – 2004-05

Island Branding Strategy – Support for Shirley Robertson and crew under “team Isle of Wight” has reaped a massive return on investment in terms of promoting the Isle of Wight.

SRB for Ryde - Delivery Plan for 2004/05 has been agreed and signed by SEEDA, who have also approved Ryde Town Improvements project which will encompass the Public Realm Strategy work.

Area Investment Framework (AIF) – the final copy of the Performance Plan now submitted to SEEDA and the contract is due for signing. Draft 3 year funding proposal for SEEDA’s direct and devolved funding has also been submitted

Cowes Waterfront – Stage 2 of the East Cowes master-plan is being completed and public consultation was held in East Cowes Town Hall on the 17-18 September

Areas to watch – 2004-05			Risk Assessment
Quarter Reported	Area to Watch	Action to be taken	Score = Impact x Likelihood
Q1/Q2 2004-05	PSA Target 11 (Over 50’s into employment) - Negotiations are yet to be concluded between the IW Council the Isle of Wight Economic Partnership and the Office of the Deputy Prime Minister to determine the future deliverability of this target	Work on this target has been on hold while issues concerning the target definitions have been investigated with the Council and the ODPM. This continues as of today, but, in parallel to these negotiations, the IWEP is setting up a dedicated team to fully evaluate this target with a view of identifying a programme of work with a realistic view on possible outcomes (due by January 2005)	Risk Score = 4 Impact 2 Likelihood 2

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- Jun (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)	Q4 - 2005 Jan-Mar (profile)	Target 2004/05	Comments
		Performance Assessment Actual Against Profile			ìèî	Actual 2003-04
Ensuring all residents are able to share in improving prosperity	1a. The total number of claimants (Job Seekers Allowance) this quarter (Local Indicator)	5,020	4,489			5163 per ¼	The quarter has seen a continued fall in the total number of claimants this quarter, 576 less compared with Q2 2003/4 Average = 1,496 per month
		(5,163)	(5,163)	(5,163)	(5,163)
		ì	ì			5,859 per ¼
	1b. The total number of youth claimants (Job Seekers Allowance) aged 18-24 years this quarter (Local Indicator)	1,313	1,145			1296 per ¼	The quarterly target has been achieved, 50 less youth claimants compared with Q2 2003/4 Average 382 youth claimants per month
		(1,296)	(1,296)	(1,296)	(1,296)
		è	ì			1,470 per ¼
	1c. The total number of long-term claimants (Job Seekers Allowance) this quarter (Local Indicator)	853	760			681 per ¼ (13.4%)	16.9% of all claimants are now long term unemployed. There has been a small fall (7.3%) in the figures from last year = 60 less long-term claimants compared with Q2 2003/4
		(681)	(681)	(681)	(681)
		î	î			855 per ¼

PERFORMANCE MANAGEMENT INFORMATION – LOCAL PUBLIC SERVICE AGREEMENT TARGETS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators.

Corporate Objective	PSA Target & Summary	Q1 - 2004 Apr- June	Q2 - 2004 July-Sept	Q3 - 2004 Oct-Dec	Q4 - 2005 Jan-Mar	Target 2004-05	Comments
		(profile)	(profile)	(profile)	(profile)	Actual 2003-04
Encouraging Job Creation & Economic Prosperity	3a - Employment Create 400 new jobs over 3 years (1 April 03 -31 March 06) via IW Economic Partnership activities	25	5			400 by 31-03-06	30 jobs have been created for this year. In total since the 1 April 2003 356 jobs have been created (90% of target). The outturn figure for quarter one has been adjusted upwards to reflect additional jobs created. Jobs have been created at the Cowes Waterfront and the Innovation Centre. PSA Target is to secure 100 additional jobs for the Island, over the 300 expected by the IWEP
		(400)	(400)	(400)	(400)	326
		ì	ì
	3b - Establish 21 new businesses over 3 years (1 April 03 – 31 March 06) via the activities of the IW Economic Partnership	2	1			21 by 31-03-04	One business has been established through the activities of the IWEP. To date the Partnership has assisted 12 companies since 1 April 2003 (57% of target). PSA Target is to secure 6 additional or expanding businesses for the Island, over the 15 expected by IWEP
		(21)	(21)	(21)	(21)
		ì	ì			9
	11 Unemployment Increase the employment rates in the over 50’s age group, 120 people returned to work – who have been unemployed for 6 months or more (via IW Economic Partnership)	0	0			50	Work on this target has been on hold while issues concerning the target definitions have been investigated with the Council and the ODPM. This continues as of today, but, in parallel to these negotiations, the IWEP is setting up a dedicated team to fully evaluate this target with a view of identifying a programme of work with a realistic view on possible outcomes. Once this has been done, a decision on the way forward will be taken. It is anticipated this review will be completed by the end of October.
		(10)	(15)	(10)	(15)
		î	î			14

2.4 PORTFOLIO: Fire, Emergency Planning & Consumer Protection

CORPORATE OBJECTIVES: Creating Safe & Crime-Free Communities

Key Achievements Quarter 2 – 2004-05

Fire and Rescue Service Round Table established with Members, Officers and Union Representation

Draft Licensing Policy agreed and is out for consultation, it is to be presented to Council in December for approval (new alcohol legislation)

Open day held at the Crematorium in August, well attended by general public

Areas to watch – 2004-05
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
Q4 2003-04 Q1 2004-05	Retention of Fire Control Staff during transitional period.	Awaiting detailed guidance from the Regional Management Board (before March 2005)	Risk Score = 16 Impact 4 Likelihood 4
Q4 2003-04 Q1 2004-05	The delivery of FAIRMaP within available/required resources (Fire & Rescue)	Integrated Personnel Development System Progress Group to report to Executive November 2004. Best Value Team to prioritise all other Service Plan bids	Risk Score = 12 Impact 4 Likelihood 3
Q1/Q2 2004-05	Fire Service Pay & Conditions Agreement. Local verification report phase 2.	Action Plan approved by Executive 6 October 2004 Update report to Select Committee 18 October 2004. Chief Officers will be reviewing the constitution in light of this meeting	Risk Score = 12 Impact 4 Likelihood 3
NEW Q2 2004-05	Impact of Regional Management Board constitutional changes	The Regional Management Board will be considering its constitution on 21 October 2004	Risk Score = 12 Impact 3 Likelihood 4
NEW Q2 2004-05	Retained Duty System Conditions of Service – Hours of duty	Report to Executive in January 2005 Corporate Policy Unit to undertake consultation process	Risk Score = 12 Impact 4 Likelihood 3
Q4 2003-04 Q1 2004-05	Downturn in burial numbers has continued, with resultant deficit in Bereavement Services income	Portfolio Holder and Task Group briefed. Grounds maintenance costs to be reduced e.g. by reducing specification. Above inflation fee increases likely in 2005/6. Evidence that average life span is increasing. A modest reduction in deaths has a major impact on Bereavement Services income	Risk Score = 9 Impact 3 Likelihood 3
NEW Q2 2004-05	Draft Licensing Policy must be adopted by Full Council by 7 January 2005.	Item in Forward Plan to present to December meeting of Full Council.	Risk Score = 6 Impact 3 Likelihood 2
Q1 2004-05	Need to work with coroner to manage expenditure in relation to sudden deaths.	Meeting with Coroner held. Plans for Fire & Public Safety Select Committee to hold scrutiny session in November. Proposals being developed to put sudden death transfer arrangements out to tender.	Risk Score = 4 Impact 2 Likelihood 2

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- June (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)		Q4 - 2005 Jan-Mar (profile)	Target 2004-05	Comments
		Performance Assessment Actual Against Profile			ìèî		Actual 2003-04
Cutting crime, disorder, and fear of crime	1. Domestic burglaries this quarter per 1000 households (BVPI 126)	0.97	1.17				7.64	Due to the high priority placed on House Burglary by the IoW Burglary Crime Unit the offenders have been targeted with good results so far, a reduction of 38.7%.
		(1.91)	(1.91)	(1.91)		(1.91)
		ì	ì				7.4
Supporting a locally controlled fire service	2. % of incidents where the number of appliances met standards of fire cover. (BVPI 145a)	100%	100%				99%	Quarterly target has been achieved 153 instances and the number of appliances was met in each case.
		(99%)	(99%)	(99%)		(99%)
		ì	ì				99.2%
	3. % of incidents where the number of riders met standards of fire cover. (BVPI 145b)	99.3%	100%				99%	Quarterly target has been achieved the number of riders was fully achieved in all instances 153 out of 153.
		(99%)	(99%)	(99%)		(99%)
		ì	ì				98.6%
	4. % of incidents where attendance times met the standards of fire cover (BVPI 145c)	90.4%	90.3%				90%	The new database gives more failures due to timing in seconds. Some failures due to wholetime pump being on exercise/drill and out of position, taking it slightly longer to attend. This cannot be avoided.
		(90%)	(90%)	(90%)		(90%)
		ì	ì				94.3%
Safeguarding public welfare through our consumer protection services	5a. Score against a checklist of enforcement best practice for: a) Environmental Health (BVPI 166a)	50%	50%				80%	Changes introduced to improve indicator (now including licensing) due to take effect during Q3.
		(80%)	(80%)	(80%)		(80%)
		î	î				83%
	5b. Score against a checklist of enforcement best practice for: b) Trading Standards (BVPI 166b)	76.3%	76.3%				77%	Performance broadly on target.
		(77%)	(77%)	(77%)		(77%)
		è	è				71.3%
	6. The number of Trading Standards Inspections this quarter (Local Indicator)	65	125				475	Vacant TSO post now filled (as of 1 June 2004). Target met.
		(100)	(125)	(125)		(125)
		î	ì				458
	7. The number of Food Hygiene Inspections this quarter (Local Indicator)	283	264				1150	Performance broadly on target.
		(285)	(285)	(285)		(295)
		è	î				1136

PERFORMANCE MANAGEMENT INFORMATION – LOCAL PUBLIC SERVICE AGREEMENT TARGETS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Objective	PSA Target & Summary	Q1 - 2004 Apr- June	Q2 - 2004 July-Sept	Q3 - 2004 Oct-Dec	Q4 - 2005 Jan-Mar	Target 2004-05	Comments
		(profile)	(profile)	(profile)	(profile)	Actual 2003-04
Creating Safe & Crime Free Communities	8. Crime Reduction Reduce the number of Domestic burglaries	67	75			450	Due to the high priority placed on House Burglary by the IoW Burglary Crime Unit the offenders have been targeted with good results so far, a reduction of 38.7%.
		(112.5)	(112.5)	(112.5)	(112.5)	468
		ì	ì
	9. Fire Safety Reduce the number of accidental fires & casualties from them	Calls – 26 Deaths -0 Injuries - 1	Calls – 15 Deaths -0 Injuries - 2			Calls -117.2 Deaths -0 Injuries -10.8	The Fire & Rescue Service has continued to meet the stretch targets.
		(Calls 29.3) (Deaths 0) (Injuries 2.7)	(Calls 29.3) (Deaths 0) (Injuries 2.7)	(Calls 29.3) (Deaths 0) (Injuries 2.7)	(Calls 29.3) (Deaths 0) (Injuries 2.7)	Calls – 112 Deaths – 0 Injuries - 7
		ì	ì

2.5 PORTFOLIO: Transport

CORPORATE OBJECTIVE: Improving public transport & the highways infrastructure

Key Achievements Quarter 2 – 2004-05

All-Party Parliamentary Cycling Group award (2004) for one of the most improved highway authorities in England at implementing measures to increase cycling.

Successful visit to the Island by Junior Transport Minister

All performance indicators for Transport & Highways (5 indicators) have achieved quarterly targets

Areas to watch – previous quarters 2003-04
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
Q2/Q3/Q4 2003-04 Q1/Q2 2004-05	Insufficient highway maintenance revenue budget. Particular concerns regarding repairs due to summer clay shrinkage	Private Finance Initiative progressing with ”Expression of Interest” about to be sent to Government for decision	Risk Score = 16 Impact 4 Likelihood 4
Q3/Q4 2003-04 Q1/Q2 2004-05	Under achievements on highway inspections.	Inspection regime is being reorganised and a second attempt is being made to recruit an additional Inspector.	Risk Score = 9 Impact 3 Likelihood 3

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- June (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)	Q4 - 2005 Jan-Mar (profile)	Target 2004-05	Comments
		Performance Assessment Actual Against Profile			ìèî	Actual 2003-04
Maintaining the highways infrastructure	1. Percentage of incidents of reported dangerous damage to roads & pavements this quarter made safe within 24 hours (Local Indicator)	100%	100%			100%	The target has continued to be met and achieved
		(100%)	(100%)	(100%)	(100%)
		ì	ì			100%
	2. Number of casualties resulting from road traffic accidents on Island roads (one quarter in arrears). (BVPI 99 – CPA)	138	149			645	Between April and June 2004 there were 149 casualties resulting from road traffic accidents on Island roads, 6 below profile. We are currently on target for year end.
		(136)	(155)	(186)	(168)
		è	ì			689
	3. Safety and the condition of the highway network. Measured by the reduction in insurance claims against the authority. 2% reduction of claims received compared with the same quarters in 2003-04 (Local Indicator)	2.5%	2727.8%.8			2%	The numbers of insurance claims for quarter 2 were significantly less than for the same period last year. The situation will be monitored by the Highways team.
		(2.0%)	(2.0%)	(2.0%)	(2.0%)
		ì	ì			NA
Promoting public transport	4. Passenger journeys on Local bus services (data 1 quarter in arrears) (BVPI 102)	1.2 m	1.5 m			5.7 million	Between April and June 2004 1,452,875 passenger journeys were made on Southern Vectis buses. We are currently on target for year end.
		(1.2 m)	(1.4 m)	(1.8 m)	(1.3 m)
		ì	ì			5.605 million

PERFORMANCE MANAGEMENT INFORMATION – LOCAL PUBLIC SERVICE AGREEMENT TARGETS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Objective	PSA Target & Summary	Q1 - 2004 Apr- June	Q2 - 2004 July-Sept	Q3 - 2004 Oct-Dec	Q4 - 2005 Jan-Mar	Target 2004-05	Comments
		(profile)	(profile)	(profile)	(profile)	Actual 2003-04
Transport	10. Transport Increase the number of cycling trips	60,587	63,679			182,699	We are slightly below target on school cycling (183/225) but it is hoped that the newly established children's bike club will address this particular shortfall. The Cycling Promotion Officer continues to work closely with schools and employers and generally to raise the profile of cycling. This has resulted in an increased English Regional Cycling Development Team –ERCDT score and an All Party Cycling Group, House of Commons National award for "most improved cycling Local Authority".
		(58,806)	(60,438)	(25,924)	(37,531)
		ì	ì			189,192

2.6 PORTFOLIO : SUSTAINABLE DEVELOPMENT, ENVIRONMENT & PLANNING POLICY

Corporate Objective : Protecting the Island’s physical environment

Key Achievements Quarter 2 – 2004-05

Government targets (BVPI 109b-c) now being achieved on minor and other planning applications (largely householder schemes) see KPI3b-c below

Best Value Inspection of the Planning Service undertaken the week beginning 6 September 204.

Completion of report into the formation of an Isle of Wight Low Carbon Company (IWLCC)

Successful completion of Castlehaven Coastal Defence Scheme

Inclusion of Operational Manager (Maintenance) in Peer Review of Waste Management in Welsh Authorities

Commencement of the West Wight Landscape Partnership Project

Environment waste collection service has continued to achieve improving performance in the percentage of household waste recovered and not sent to landfill and the number of missed waste collections remains well below the quarterly target

Areas to watch – 2004-05
Quarter Reported	Area to Watch	Action to be taken this quarter	Risk Assessment
Q3/Q4 2003-04 Q1/Q2 2004-05	An increasing mismatch between the number of planning applications being received and staff levels.	Consultants are being sought to offer some degree of short-term relief to this situation. Staff elsewhere in the Service are already being used more flexibly to assist the situation. It is likely that the submission of major applications will intensify in Q3 & Q4	Risk Score = 9 Impact 3 Likelihood 3
NEW Q2 2004-05	Poor performance from Toilet Cleansing Contractor.	New contractor from November 2004 and the performance will continue to be closely monitored	Risk Score = 6 Impact 2 Likelihood 3
NEW Q2 2004-05	Establishment of the Isle of Wight Low Carbon Company	Seed funding is required to establish the company. The structure of the company is yet to be determined and an Executive report is to be taken on this issue	Risk Score = 6 Impact 2 Likelihood 3
Q1/Q2/Q3/Q4 2003-04 Q1/Q2 2004-05	Low yield of affordable housing on qualified sites (KPI6).	The Section 106 Agreement package is being finalised, and will be a key component of the negotiations undertaken by the Development Control Team. The overall issue of a lack of affordable housing on the Island remains an area of concern for the Council	Risk Score = 6 Impact 3 Likelihood 2

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- June (Profile)	Q2 - 2004 July-Sept (Profile)	Q3 - 2004 Oct-Dec (Profile)	Q4 - 2005 Jan-Mar (Profile)	Target 2004-05	Comments
		Performance Assessment Actual Against Profile			ìèî	Actual 2003-04
Promoting sustainable service delivery	1. Number of businesses enrolled on Island Green Awards Scheme (Local Indicator)	5	2			25	The Summer season is a difficult time to undertake development work and this is reflected in the quarterly target. Currently there are 64 businesses enrolled onto the programme
		(5)	(0)	(5)	(15)
		ì	ì			36
Protecting the natural, built, & historic environment	2. % of new houses built on previously developed land ((BVPI 106)	100%	81%			80%	The Building Control completion system is a robust & auditable system, however there is sometimes a time lag between units being finished & a receipt of the completion notice. Once Greenfield housing allocations in the UDP come on-line this indicator will fall
		(80%)	(80%)	(80%)	(80%)
		ì	ì			95.8%
	3a. Planning - % of major planning applications determined within national standards (13 Weeks) (BVPI 109a/CPA)	20%	50%			60%	The Development Control Team has made considerable progress in improving performance. Long-established applications are still being cleared out of the system: when these applications have been completed performance will improve.
		(60%)	(60%)	(60%)	(60%)	59.7%
		î	î
	3b. Planning - % of minor planning applications determined within national standards (8 Weeks) (BVPI 109b/CPA)	61.1%	65.5%			65%	The Development Control Team have improved performance and the target has been achieved
		(65%)	(65%)	(65%)	(65%)
		è	ì			49.5%
	3c. Planning - % of other planning applications determined within national standards (8 Weeks) (BVPI 109c/CPA)	82.3%	81.9%			80%	The Development Control Team and in-particular the Householder Team have sustained good performance and the indicator target has been achieved
		(80%)	(80%)	(80%)	(80%)
		ì	ì			68%
Improving the availability of affordable housing	4a. Affordable Housing – the number of affordable housing units negotiated on qualifying sites identified in the UDP (Policy H14) this quarter (Local Indicator)	19%	0%			20%	No affordable housing units were negotiated on qualifying sites in the Unitary development Plan this quarter. Please see KPI’s 4b and 4c below
		(20%)	(20%)	(20%)	(20%)
		è	î			0%
	4b. Affordable Housing – the amount of commuted payments negotiated through Section 106 agreements this quarter (Local Indicator)	£350,000	£228,250			NA	It is not possible to profile this KPI, as provision on site is preferable in all cases (see KPI above). Commuted sums are only an alternative where provision on-site is not possible. To date £578,250 has been negotiated for affordable housing
	4c. Affordable Housing Units approved where Housing Association is the developer this quarter (Local Indicator)	0	0			NA	It is not possible to profile this indicator because whether or not a Housing Association submits an application is outside the control of the authority.
		NA
Making best use of natural resources & cutting waste generation	5. Percentage of household waste recovered & not sent to landfill (includes recycled waste, waste composted & waste used for energy recovery) (BVPI 82/CPA)	54.04%	54.19%			52%	The quarterly target has been achieved
		(54.0%)	(54.0%)	(50.0%)	(50.0%)
		ì	ì			50.1%
	6. Number of missed waste collections from domestic customers. Target is 72 missed collections per week averaged out over each quarter (Local Indicator)	35	36			72	Target on track. Excellent performance by contractor.
		(72)	(72)	(72)	(72)
		ì	ì			NA
	7. Standard of cleanliness in public toilets. No more than 12 defaults issued to the contractor per quarter (Local Indicator)	23	28			12	New contractor takes over in November 2004.
		(12)	(12)	(12)	(12)
		î	î			NA
Protecting the natural, built, & historic environment	8. Percentage of Building Control Decisions notified within the statutory time limits – (Local Indicator)	93.3%	97%			95%	The quarterly target for this indicator has been achieved
		(95%)	(95%)	(95%)	(95%)
		è	ì			92%
	9. Renewable Energy Sources installed as a direct consequence of the Council’s actions measured in (Kilowatts)	0	13.8KW			13.8KW	Photovoltaic roof commissioned and installed at Medina High School September 2004. kW = a unit of power equal to 1000 watts
		0	(13.8KW)	(13.8KW)	(13.8KW)
			ì			0
	10. IWC energy consumption and resultant CO2 emissions from its buildings measured in KwH (Kilo Watt Hours) and tonnes CO2. Annual figures	16,049,815.8 kWh 4,649.21 tonnes per C02 (September 2004 figures)					The figures presented for this indicator are annual figures for all Council property excluding School facilities. This is the first year that the data has been collected and these stats for 2003-04 will act as a benchmark for future years.

2.7 PORTFOLIO: TOURISM & LEISURE

CORPORATE OBJECTIVE: Improving Health & the Quality of Life For All

Encouraging Job Creation & Economic Prosperity

Key Achievements Quarter 2 – 2004-05

Numbers of enquiries dealt with at the Tourism Information Centres and through the Call Centre are significantly ahead of Q2 estimates

Sales for advertising in both the main Isle of Wight Guide and Winter Pocket Guide exceeded targets

Ventnor Botanic Garden has attracted £142,000 in external funding to develop a new herb garden and also a Southern hemisphere garden.

The junior sports challenge and children’s activity programme at Medina Leisure Centre, held over the Summer holidays, had their best ever levels of attendance, engaging over 2,600 young people in physical activities.

Areas to watch –2004-05
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
Q1/Q2 2004-05	Progress on full implementation of the Destination Management System and reliance on VISIT Hampshire and sub contractors to deliver	Continued progress chasing and improvement of control procedures with possible financial penalties on contractors	Risk Score = 6 Impact 2 Likelihood 3
Q1/Q2 2004-05	Potential fall in income and usage of leisure centres caused by changes in their external operating environment.	Action to be taken to manage the changes in the external operating environment which impact on income and the usage, including discussions about car parking arrangements.	Risk Score = 6 Impact 2 Likelihood 3
Q4 2003-04	Impact of the changes to the membership arrangements of IW Tourism on the revenue generated from & sale of advertising.	Only concern is contributions to Image Campaign – other general advertising sales have exceeded targets	Risk Score = 6 Impact 2 Likelihood 3
NEW Q2 2004-05	Securing full contributions from Image Campaign Partners particularly the Chamber of Commerce, Tourism & Industry	Presentation of new ideas on campaign for 2005. Investigating further benefits to be offered to trade membership associations	Risk Score = 6 Impact 3 Likelihood 2
Q3/Q4 2003-04	Community Development Budget Issues – Dinosaur Isle & Ryde/Shanklin Theatres	Close management and monitoring of the budgets - Dinosaur Isle’s running costs have been monitored closely and due to good visitor numbers, enhanced displays and an entrepreneurial approach to income generation, income levels have improved. However, the museum continues to struggle to maintain a secure income stream & to tackle its budget deficit, so further monitoring is required.	Risk Score = 4 Impact 2 Likelihood 2
Q4 2003-04	Number of visits to IWC funded and / or managed Sports & Leisure Facilities	Performance remains at 5% below expectations. Two thirds of the user shortfall is attributable to the IWC funded facilities. Work is ongoing to review the profile as Q2 would normally be expected to be a quieter usage period.	Risk Score = 4 Impact 2 Likelihood 2

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

Corporate Priority (Corporate Plan 2002-05)	KPI Description	Q1 - 2004 Apr- June (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)	Q4 - 2005 Jan-Mar (profile)	Target 2004-05	Comments
		Performance Assessment Actual Against Profile			ìèî	Actual 2003-04
Supporting tourism development	1. Number of Tourism Call Centre enquiries dealt with (Local Indicator)	44,838	37,538			165,000		The target has been achieved. An Internet campaign was undertaken during the month of September to attract more inquiries for the Island 2004 accommodation guide
		(42,000)	(35,000)	(16,000)	(72,000)
		ì	ì			NA
	2. Number of Tourist Information Centre enquiries dealt with (Local Indicator)	148,970	233,040			430,000		Agency agreements with the Ministry of Sound and Bestival, together with increased visitors at Yarmouth TIC since refurbishment, have contributed to the 18% increase to profile.
		(143,000)	(197,000)	(50,000)	(40,000)
		ì	ì			425,087
	3. Number of registered providers on the DMS (Destination Management System) – this system collates all data on the Islands Tourism providers. The information is used by the TIC’s and is also found on the “islandbreaks” web-site (Local Indicator)	21	18			880		Due to a number of change of ownerships within the industry we have 8 ‘pending’ providers (who must apply for annual Quality Assurance before they are registered). Once these applications are confirmed the KPI will meet targets.
		(20)	(25)	(25)	(30)
		ì	î			780
	4. Number of visitors to the www.islandbreaks web site (Local Indicator)	186,000	184,455			520,000		Increase of 2½% in line with target profile
		(150,000)	(180,000)	(50,000)	(140,000)
		ì	ì			493,000
	5. Number of businesses advised/assisted with regard to their grading or helped with complaints (Local Indicator)	15	23					During July / August and September the majority of the tourism industry are focusing on providing the visitor with an enjoyable experience and therefore do not have the time to meet and discuss their business needs. So overall the results are satisfactory.
		(10)	(20)	(30)	(25)
		ì	ì
	6. The value of tourist expenditure (Local Indicator)	Nil Return	Nil Return			£336m		Figures to be provided by calendar year end and reported in Quarter 3
		(£80m)	(£180m)	(£60m)	(£16m)
Promoting healthy living	7. Number of Visits this quarter to IWC funded, supported and / or managed Sports & Leisure Facilities (Local Indicator)	322,191	295,528			1,358,140		Sports Development - Lower numbers from previous quarter as less educational weeks due to summer holidays and indoor facilities not used as much due to a wider range of activities available outdoors. Also usage figures for Fairway Athletics Track are down due to extended refurbishment programme. Wight Leisure – There was a decrease in user numbers at the Waterside Pool this last quarter – this being due to the failure of the retractable roof.
		(325,278)	(299,900)	(356,314)	(376,648)
		î	î			1,362,389
	8. Percentage of GP Referrals transferring to One Card Membership this quarter (Local Indicator)	31.3%	32%			25%		The number of referrals remains on target
		(28%)	(23.6%)	(22.5%)	(31.7%)
		ì	ì			NA
	9. Total number of One Cards in issue this quarter (Local indicator)	2,854	4,189			3,000 per Q		750 new Visitor Cards issued this period
		(2,740)	(3,507)	(3,025)	(2,935)
		ì	ì			NA
Promoting healthy living	10. Average number of leisure centre visits per One Card holder this quarter (Local Indicator)	13.8	12.4			15		Does not count Resident Cards usage
		(13.6)	(11.5)	(11.0)	(15.5)
		ì	ì			NA

2.8 PORTFOLIO: Resources

CORPORATE OBJECTIVES: Making it Happen

Key Achievements Quarter 2 – 2004-05

BVPP Audit completed – one performance indicator had a “reservation” on it, down from 5 in 2003-04

Successful consultation exercise completed with key Stakeholders re School organisation. Findings forwarded to the Portfolio holder.

Currently resolving 35%-40% of enquiries to the call centre/help centre at first contact including 80% of registrars enquiries

Legal Services Team achieved re-accreditation to the Law Society Practice Management Standard, Lexcel and is still the only legal practice on the island so accredited

Housing Benefit performance now well in to upper quartile performance in second quarter

Statutory earlier closure of accounts completed one month in advance of national timetable

Areas to watch –2004-05
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
NEW Q2 2004-05	Progress on E-Government	An updated e-government strategy and action plan is being drafted. The GAGS programme board has tasked the Head of Organisational Development with reviewing all of the ODPM targets by the end of November. Actions on the services identified will feed through in future QPMR reports	Risk Score = 16 Impact 4 Likelihood 4
NEW Q2 2004-05	Non achievement of quarterly targets for Key Performance Indicators and PSA – approximately 30% missed target	Investigation into the non achievement of quarterly targets, in particular the 7 indicators for Adult & Community Services (50%) the 4 indicators for Resources (28.6%) and 2 for Children’s Services (28.6%)	Risk Score = 12 Impact 4 Likelihood 3
Q3/Q4 2003-04 Q1/Q2 2004-05	Demand on the ICT Department currently exceeds capacity in the areas of - Database Management, Risk Management, Staff Training, Information Management and Project Support	Directors / Executive to be aware and to take into account during decision making processes Strategic partnering being investigated as a possible way of increasing capacity. Outline Business Case due November.	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	ICT business continuity / disaster recovery	Recruitment of ICT Security Manager in Progress.	Risk Score = 9 Impact 3 Likelihood 3
Q1/Q2/Q3/Q4 2003-04 Q2 2004-05	The number of staff absences due to sickness	Marginal decrease in absence but need for line managers to continue regular monitoring and application of policies	Risk Score = 9 Impact 3 Likelihood 3
Q4 2003-04 Q2 2004-05	Need to consider potential impact changes to pension regulations on ability to manage ‘rightsizing’, the older worker and careers of younger employees	Changes to scheme not yet promulgated but assessment required when changes to LG Pension Scheme are confirmed and Workforce Plan available.	Risk Score = 9 Impact 3 Likelihood 3
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
Q2/Q3/Q4 2003-04 Q1/Q2 2004-05	Delays in funding the Land and Property Gazetteer and the CRM project will mean that these projects miss their planned implementation dates.	Project on hold due to lack of funding. Alternative approach being considered by Information Management Group.	Risk Score = 9 Impact 3 Likelihood 3
NEW Q2 2004-05	Preparations for combined election – possibly General Election, Local Elections, Parish/Town Council Elections and a Mayoral Referendum on the same day.	This is a one off occurrence with no performance data (smooth running of the election being distinct from, say, turnout as an indicator of democratic engagement). The key control measures are meticulous planning and dedication of sufficient resources.	Risk Score = 8 Impact 4 Likelihood 2
Q4 2003-04 Q1/Q2 2004-05	Business process re-engineering	Business Process Re-engineering recommendations delivered to Planning Dept on schedule. Resources now being focused on E-Government Agenda	Risk Score = 6 Impact 3 Likelihood 2
Q1/Q2 2004-05	Liquor Licensing – ability to deliver in a timely fashion new statutory processes once commenced by Central Government	Identifiable risk factors include: Unpredictability of volume or distribution of applications with objections could stretch capacity for member decision making May local elections may require the training of new Members before they are able to participate in decision making process Contingency planning can ensure a flexible and resilient response to pressure on support officers, legal advice and accommodation. Non-availability of members – and pressure on their time is more intractable and good use will need to be made of negotiations with the trade, officer delegations (as a last resort) and of flexibility of meeting times and locations.	Risk Score = 6 Impact 3 Likelihood 2
Q4 2003-04 Q1/Q2 2004-05	Implementation of Total Land Charges (“TLC+”) - new local land charges software	Negotiations on-going with supplier to fix crucial bugs. Go Live date not yet set.	Risk Score = 6 Impact 2 Likelihood 3
Q1/Q2 2004-05	Consultation Strategy – delay in completion	Consultation Strategy is now complete in a draft format and is to be considered by Directors and Members aiming to be finally approved by December 2005	Risk Score = 6 Impact 3 Likelihood 2
Q3/Q4 2003-04 Q1/Q2 2004-05	Staff capacity constraints within the Corporate Policy Team is limiting the unit’s ability to tackle the key corporate issues	This remains an important issue especially with the preparations for CPA re-assessment in 2005. Discussions are to be held with Directors to agree the Corporate priorities	Risk Score = 6 Impact 3 Likelihood 2
Q3/Q4 2003-04 Q2 2004-05	Implementation of the People Management Strategy	Additional resources and structure in place to progress People Management Strategy action plan	Risk Score = 6 Impact 3 Likelihood 2
Q4 2003-04 Q2 2004-05	Application by Service and Line Managers of HR policies in relation to sickness absence and flexible working	Additional resources now available for advice and support. Monitoring to continue.	Risk Score = 6 Impact 3 Likelihood 2
Quarter Reported	Area to Watch	Action to be taken	Risk Assessment
Q42003-04 Q1/Q2 2004-05	Relocation of the Registrars Office to Northwood House	Member approval now secured, risks include; need to secure trustees approval for business plan, obtaining listed building consent, delivering building work to time and budget and securing the consent of the Registrar General – all work streams within a revised project.	Risk Score = 6 Impact 3 Likelihood 2
Q1/Q2/Q3/Q4 2003-04 Q1/Q2 2004-05	Crime & Disorder – in relation to vandalism to council buildings	Crime and disorder and in-particular vandalism to Council Property remain a key concern for the Property Services Team. Continuing to monitor trends & liaise with task groups & Police	Risk Score = 6 Impact 2 Likelihood 3
Q4 2003-04 Q1/Q2 2004-05	Concern had been expressed previously about the lack of progress on implementing the Procurement Strategy	Some issues that remain to be progressed include establishing a procurement board and a liaison group, links with the diversity agenda and the economic development agenda, extending the partnering principles to other parts of the Council, collaborative arrangements; links with the environmental and sustainability agenda; and improving performance measurement. For further information update reports will be issued to the Directors’ Group and the Resources Select Committee (1 November) and Informal Executive (15 November). This issue has been identified as a Corporate risk and as such is being monitored by the Council’s Risk Management Group. It currently has a risk score of 6.	Risk Score = 6 Impact 2 Likelihood 3
NEW Q2 2004-05	Communications & PR – need to achieve a more positive media and public view of the Council	Peer Review to be commissioned leading to a revised Communications and PR strategy	Risk Score = 6 Impact 3 Likelihood 2
NEW Q2 2004-05	Ryde Community Wardens – The funding for the Community Wardens ceases in March 2005	Alternative funding options need to be investigated	Risk Score = 6 Impact 3 Likelihood 2
NEW Q2 2004-05	Completion of Workforce Plan	Work in progress currently being treated as a priority	Risk Score = 6 Impact 2 Likelihood 3
Q1/Q2 2004-05	Information/Knowledge Management – inability to deliver new compliance regime	Launch event and training dates set and awareness being raised throughout the authority. Systems being developed to assist with dealing with requests and improved records management. Most important as yet uncompleted control measure is identification of individuals in each service area as Departmental Information Guardians	Risk Score = 4 Impact 2 Likelihood 2

PERFORMANCE MANAGEMENT INFORMATION – KEY PERFORMANCE INDICATORS

Please note that the figures in brackets are the quarterly target profile figures for each of the Indicators

KPI Description	Q1 - 2004 Apr- June (profile)	Q2 - 2004 July-Sept (profile)	Q3 - 2004 Oct-Dec (profile)		Q4 - 2005 Jan-Mar (profile)	Target 2004-05	Comments
	Performance Assessment Actual Against Profile			ìèî		Actual 2003-04
1. Number of working days/shifts per employee (full time equivalent) lost due to sickness absence this quarter (BVPI 12/CPA)	2.13	1.74				9.1	The profile is based on a best guess after looking at the last two years quarterly figures. The2nd quarter is as usual a little down, but this will go up as more data comes in. 1^st quarter has been updated, following more available data.
	(2.3)	(1.9)	(2.7)		(2.8)
	ì	ì				9.3
2. The number of staff undertaking one or more training activities this quarter (via IWC training Services) as a % of the total workforce excluding Education Staff – (Local Indicator)	788	570				47%	The profile is the target % of the maximum number of delegates attending training each quarter (The figure is derived from the planned/anticipated training activity each quarter within 2004/2005)
	(789)	(530)	(778)		(659)
	ì	ì				1,523 staff 66.6%
3. The number of members undertaking one or more training activities this quarter (out of all 48 members).(Local Indicator)	16	22				80%	The profile is the target % of the maximum number of members undertaking training activity each quarter (n.b. we rely on feedback from other departments to inform us of Elected Member training activity as we do not run our own, and therefore cannot anticipate any activity)
	(34)	(38)	(38)		(38)
	î	î				42 Members 87.5%
4. The percentage of women in the top 4 tiers of management. (Local Indicator)	35%	35%				50%	There is no change to the top 4 tiers of management for this quarter compared with the last.
	(50%)	(50%)	(50%)		(50%)
	î	î
5. Number of Complaints across the Authority (Local Indicator)	45	62				220	Environment Services were passed 12 complaints against the cleanliness of toilets. The total number of complaints remains within the summer season quarterly target. Corp Services = 5 Children Services = 11 Environment = 29 Fire & Rescue = 1 Adult & Community Services = 16
	(50)	(60)	(60)		(50)
	ì	è				209
6. The number of types of interactions that are enabled for electronic delivery as a percentage of the types of interactions that are legally permissible for electronic delivery. (BVPI 157/CPA)	23.46%	30%				60%	Data entry for BVPI 157 is now mandated to be on-line using the Electronic Service Delivery (ESD) Toolkit. As part of the drive to e-government, Organisational Development staff are working in a structured way with services to e-enable the customer facing processes, and introducing Quality Assurance steps at each stage. It has been agreed that the BVPI figure will be available for the GAGS Programme Board in mid-November. Performance Management need also to take into account the ODPM Priority outcomes for e-government, published in September 2004, which represents another set of targets against which Council's will be judged. It is expected that progress against e-government will be one factor in the CPA score. In the interim, and reflecting the achievements such as on-line planning, a modest growth is estimated.
	(60%)	(60%)	(60%)		(60%)
	î	î				23.46%
7. The percentage of invoices for commercial goods and services which were paid by the authority within 30 days of such invoices being received by the authority. (BVPI 8/CPA)	91%	90%				95%	Details of those departments who have submitted late invoices to the Payments Section are circulated to Heads of Service. Performance cannot be improved unless these are reduced.
	(95%)	(95%)	(95%)		(95%)
	î	î				93%
8. The percentage of standard searches carried out in 10 working days (BVPI 179/CPA)	100%	100%				100%	We do everything within our control to ensure that the 10 working day target is not exceeded and will continue to do so.
	(100%)	(100%)	(100%)		(100%)
	ì	ì				100%
9. Total operating cost (TOC) of IWC property per employee (Local Indicator)	£311.50	£191.86				£275.00	The quarterly target figure has been achieved. The fall in the figures for Q2 is to be expected due to seasonal patterns
	(275.00)	(275.00)	(275.00)		(275.00)
	î	ì
10. % of authority buildings open to the public in which all public areas are suitable for and accessible to disabled people. (BVPI 156/CPA)	17%	17%				18%	The indicator is calculated on an annual basis. The Property Services Team are undertaking a programme of improvements.
	(18%)	(18%)	(18%)		(18%)
	è	è				17%
11. Benefits – average calendar days this quarter to process a new housing benefits claim (BVPI 78a)	38.31	24.08				36	Upper quartile performance. Will be more difficult to achieve in the busier Autumn quarter.
	(36)	(36)	(36)		(36)
	î	ì				75.8
12. Benefits - average calendar days this quarter to process changes in circumstances (BVPI 78b)	8.41	8.51					Within Government target.
	(9)	(9)	(9)		(9)
	ì	ì				16.2
13. Benefits - % of new housing benefit claims this quarter determined within 14 days of receipt of all necessary information (BVPI 78c)	73%	96.19%				70%	Upper quartile performance
	(70%)	(70%)	(70%)		(70%)
	ì	ì				60%

PERFORMANCE MANAGEMENT INFORMATION – LOCAL PUBLIC SERVICE AGREEMENT TARGETS

Corporate Objective	PSA Target & Summary	Q1 - 2004 Apr- June	Q2 - 2004 July-Sept	Q3 - 2004 Oct-Dec	Q4 - 2005 Jan-Mar	Target 2004-05	Comments
		(profile)	(profile)	(profile)	(profile)	Actual 2003-04
Making It Happen	12. Cost Effectiveness To improve the cost-effectiveness Council-wide. 7.5% cost efficiency savings by 2006	This indicator measures improvement in a basket of 30 performance indicators, and this amounts to almost 11% over the first two years of the target. This then has to be divided by the increase in the Council’s net budget over the same period. Largely because of national pay and taxation changes, social services demographic pressures, Government sponsored investment in schools, and Government approved and funded capital investment, the net budget increases in the same period by 14%, and causes this indicator to produce an arithmetically negative result. The methodology imposed on this and other councils by the Government when this particular LPSA target was negotiated is clearly unsound as a measure of efficiency, and the Council is considering recognising its innate un-deliverability, in which case it will not be reported in future.

SECTION 3 : FINANCE REPORT

3.1 : Revenue Budget Monitor by Portfolio – to the end of September 2004

Adult and Community Services
Adult Services		Overspend of £35,626 predicted. Community Care remains an area under pressure and will continue to be monitored very closely.
Housing		Currently projecting an overspend of £42,613. Considerable pressure around homelessness, due to increased expenditure on leasing properties, although to date largely covered by savings elsewhere within Housing budget, but expectation is that overspend will become more apparent in next quarter.
Housing Benefits		Housing Benefit expenditure has increased significantly compared to the previous year due to raised claimant awareness and additional pension credit claims. However expenditure is in line with budget expectations for the year. Income in the form of a Government subsidy is received monthly on account, and is based on previous year’s figures until the external audit is complete. From April 2004 the way in which the Government funds this expenditure has changed to be funded 100% from specific grants instead of 95% as previously. These adjustments are reflected in the budget.
Community Development		Potential overspend of approximately £70,000 mainly due to reduction in income at Dinosaur Isle, Libraries and Ryde Theatre.
Community Safety		Budget on target to date
Children’s Services
Education – Schools Block		Net expenditure in all areas is slightly below the target percentage of 50%. However, this can be attributed to one of a number of factors; receipt of Specific Grant in advance of expenditure; the start of a new Academic Year; and the occurrence of Seasonal Expenditure and Income.
Education – LEA Block
Children’s and Family Services
Economic Development, UK and EU, Regional Issues
Economic Development		Possible budget shortfall due to end of grant funding towards salaries.
Fire, Emergency Planning and Consumer Protection
Fire & Rescue	Budget on target, assuming any current year financial implications of IPDS are funded from designated Fire & Rescue reserve.
Emergency Planning	Budget on target to date.
Crime and Disorder	Budget on target to date
Consumer Protection	Budgets for consumer protection admin, trading standards and health and safety on target to date.
Bereavement Services	Income is down on expectations and currently seems likely to fall short of budget requirements at year end, by up to £95,000. However the Task Force G supports an above inflation increase in cremation fees as from 1^st April 2005. Grounds Maintenance contract costs to be reduced where possible.
Environmental Health	Budget on target to date.
Coroner	Budget on target to date.
Transport
Highways	Potential overspend of £250k is to be addressed as in previous years by recharging appropriate structural maintenance to capital. However, this option is also being drawn upon for other pressure areas - bridge inspections and Ryde Interchange preliminary costs. Close monitoring will be required to ensure expenditure remains within budget.
Walking/Cycling	Budget on target to date.
Public Transport	Budget on target to date.
Cowes Floating Bridge	Budget on target to date.
Transport Fleet	Budget on target to date.
Car Parking	Income expectations have been increased to accommodate additional subsidised bus routes and the Concessionary fares shortfall. Income recovery to date is approximately £60,000 short of target for time of year.
Sustainable Development, Environment and Planning Policy
Environmental Initiatives including Local Agenda 21		Government Grant allocated for a Renewable Energy Feasibility Study of £40,750 yet to be fully spent. Green Island expenditure to be offset by Leader Plus grant awarded quarterly in arrears
Planning Policy, Countryside & Planning Management		Budgets on target at present. Planning Delivery Grant of £605,231 received this year to aid service improvement.
Development Control
Building Control		Building control budget on target to date.
Coastal Management		Ventnor Haven income likely to fall short of expenditure needs - £40,000.
Harbours and Seafronts		Budget on target to date
Engineering Contracts		Budget on target to date.
Waste Management		Budget on target to date.
Tourism and Leisure
Tourism		Budget on target to date.
Leisure - Parks and Gardens		Budget currently on target
Leisure Facilities and Other Leisure Services		Budget currently on target
Leisure – Wight Leisure Operations		Overall income for facilities and for the One Card scheme is on target, with a fall in casual income being mirrored by a rise in One Card use. The initial reaction to charges being introduced for car parking in the form of membership cancellations, has indicated that significant pressure has now been placed on the income targets for this and future years. This will require close monitoring and suitable provision to prevent a considerable financial problem. The effect of parking charges at seasonal sites cannot be clearly identified, but due to poor weather, income in this area is down on the previous year.
Resources
Corporate Services Directorate		Budget currently on target.
Legal and Democratic Services		Land charges income has reduced due to the slow-down in housing activity and the financial advantage gained during the early part of the year has now been eroded. Other budgets on target.
Finance & Business Services		Budget currently on target.
Information Communications Technology		A number of ICT projects, particularly those related to delivery of E-government, are funded partly from reserves and Government grants. There are ongoing funding implications of those projects, and it is essential to ensure that base budgets are in place to allow the continuing development of the approved projects; in addition, there are a number of proposed developments for which funding streams will also have to be identified if further progress is to be made.
Human Resources & Training		The budget for the Health and Safety training programme for managers is currently 80% paid and committed – the remainder will probably be spent this year. Other budgets on target.
Policy & Communications		Currently on target overall – however, budget pressures are still partly being funded from one-off resources carried forward from previous years – the continuation of such measures is unlikely to be available in future years. The under-recovering print unit budget is currently being considered as part of an external review to assess the unit’s viability.
Best Value & Select Committee Support		Currently on target. Budget to be restructured to ensure continuity, thereby freeing up reserve previously set aside to support expenditure peaks in early years.
Property Services		Markets income is lower than expected at this stage of the year. Some voids in leased properties affecting income flows. Staff changes occurring which may impact on the budget.
Building Maintenance		Budget on target to date.

3.2 : Revenue Expenditure Budget Monitor by Portfolio – to the end of September 2004

Original Spend To Left

Budget Date

8A Education and Community Development £78,526,826 £29,784,648 £48,742,178

8B Social Services and Housing £40,859,472 £22,385,110 £18,474,362

8C Fire, Emergency Planning & Consumer Protection £10,259,836 £4,240,263 £6,019,573

8D Tourism and Leisure £5,246,231 £1,275,633 £3,970,598

8E Economic Development £296,044 £200,838 £95,206

8F Transport £8,151,100 £1,113,487 £7,037,613

8I Sustainable Development, Environment, Planning £12,013,300 £2,484,902 £9,528,398

8Z Resources £6,705,959 £5,325,143 £1,380,816

£162,058,768 £66,810,025 £95,248,743

Notes

1) Financial Information System currently being updated to take account of recent restructuring

2) Budgets revised from original to take account of carry forwards from previous year, additional grants etc

3) Spend to date represents 41.2% of approved budget and includes expenditure incurred to 30 September 2004, but excludes commitments

4) Spend to date excludes capital financing charges, support service charges and other adjustments and recharges

5) Spend to date on the Resources Portfolio service areas includes gross expenditure on support services prior to recharges being made

6) Total figures may not add up exactly due to rounding

Capital Expenditure Budget Monitor by Portfolio – to the end of September 2004

Revised Spend To Left

Budget Date

8A Education and Community Development £11,126,213 £3,961,728 £7,164,485

8B Social Services and Housing £5,028,637 £1,224,363 £3,804,274

8C Fire, Emergency Planning & Consumer Protection £290,702 £49,841 £240,861

8D Tourism and Leisure £25,426 £0 £25,426

8F Transport £8,116,080 £1,960,332 £6,155,748

8I Sustainable Development, Environment, Planning £3,360,943 £2,162,729 £1,198,214

8Z Resources £1,118,222 £520,423 £597,799

£29,066,223 £9,879,417 £19,186,806

Notes

1) Financial Information System currently being updated to take account of recent restructuring

2) Spend to date represents 34.0% of approved budget and includes expenditure incurred to 30 September 2004, but excludes commitments

3) Total figures may not add up exactly due to rounding

APPENDIX 2

LOOKED AFTER CHILDREN

A

M

J

J

A

S

O

N

D

J

F

M

The number of children looked after by the IOW Council

159

158

152

165

160

154

These are the actual numbers of looked after children

1. The number of looked after children who have had 3 or more placement moves in the last year. (Performance 02/03 PAF A1 ˜ ˜ ˜ ˜ ˜ )

25

21

23

23 - 9

18 - 10

16 12

The top figure is cumulative for preceding 12 months. The bottom figure only collected since July, and is cumulative since April 2004.

The number of children looked after who are excluded from school (E) or are receiving a part-time education (PT) (E/PT) – Temp exclusions does not include schools figures.

3E 5PT

2E/ 7PT

4E/ 16PT

2E 5PT

School Holiday

3E 5PT

E = fixed term exclusions that the LEA know about, this does not included permanent exclusions. PT includes education provision at Thompson House. The drop from June to July was because11 of the children became 16 and are considered as school leavers and as such, are not then included in the total.

The number of children looked after who have a current Personal Education Plan in place, comparative to number of Looked After Children of school age. (expressed as a percentage in brackets) The downward trend is usual at the start of the new school year.

119/ 130 92%

90/ 130 69%

91/ 128 71%

82/ 126 65%

2. The annual looked after children GCSE results as a % of the year cohort 1 ) 1 GCSE A-G PAF (˜) 2) 5 GCSE A-C

55.5% - 11%

3. The number of children looked after who have had a health assessment in the last year collected once @ year (Performance 02/03 PAF C19 ˜ ˜ ˜ ˜ ˜)

137

4. The number of looked after children who have been looked after for four years plus and have been in the same placement for the last two years) expressed as a fraction of those looked after for 4 years. (Performance 02/03 PAF D35 ˜ ˜ ˜ ˜ (It is expressed as a percentage)

46%

28 - 52 - 57%

30 - 53 - 57%

30 - 61 - 49%

CARE LEAVERS

A

M

J

J

A

S

O

N

D

J

F

M

5. The number of care leavers in higher education, training and employment(Performance 02/03 PAF A4 ˜ ˜ ˜ ) on their 19^th birthday.

0/2 0%

1/4 25%

1/4 25%

4/7 57%

5/8 63%

5/8 63%

SAFEGUARDING CHILDREN (CHILD PROTECTION)

A

M

J

J

A

S

O

N

D

J

F

M

Numbers of children on the Child Protection Register

49

45

53

44

46

41

6. Numbers of children that are re-registered on the Child Protection register in the last year (Performance 02/03 PAF A3 ˜ ˜ )

2

2

2

2

2

4

Numbers of children on the Child Protection Register that are allocated to a qualified social worker (percentage in brackets)

49 (100%)

45 (100%)

53 (100%)

44 (100%)

46 (100%)

41 (100%)

CHILDREN WITH DISABILITIES

A

M

J

J

A

S

O

N

D

J

F

M

Numbers of children receiving direct payments

10

11

11

21

21

22

WORKFORCE & WORKOLAD ISSUES

A

M

J

J

A

S

O

N

D

J

F

M

No of social worker vacancies (percentage in brackets)

1 1.5%

3 3%

4 6%

4 6%

5.5 3.4%

11 6%

% change from August as we have created new posts.

The Island’s Relative Performance based on the Spring Delivery & Improvement Statement

Against 19 Government Key Performance Indicators, benchmarked in our “basket of 16 LAs”

KPIs	Assessed performance		Value		Benchmark position*
LOOKED AFTER CHILDREN
1. Stability of placements % of children with 3 or more placement moves. National target for every council to have a value of 16% or less	EXCELLENT =====		14.4%		4^thof 16
In Foster care or placed for adoption % of children	EXCELLENT =====		87%		5^th
Young children in foster placements or placed for adoption % of all LAC under the age of 10	GOOD ====		97.8%		12^th
4. Long term stability % of children who have been looked after continuously for at least 4 years, who have spent the last 2 years in the same placement	GOOD ====		62%		3^rd
Offending % of children over 10 looked after for over 12 months who have received a final warning, reprimand or conviction, as a % of all children in the police force area. National target 7.2%	FAIR ===		2.7%		5^th
Adoptions No of children adopted as a % of all looked after children	POOR ==		3.3%		14^th
3. Health Average % looked after for 12 months who have had their teeth checked and an annual health assessment	EXCELLENT =====		90%		1^st
Absence from Education % of children who had been looked after for 12 months who missed 25 days of schooling	GOOD ====		7.1%		1^st
Cost of LAC services Average gross weekly expenditure in foster or residential care	GOOD ====		£509		5^th
Unit cost of residential care Average gross weekly expenditure for residential care	FAIR ===		£2,030		9^th
Unit cost of foster care Average gross weekly expenditure for foster care	POOR ==		£352		12^th
CARE LEAVERS
2. Educational achievement % of children leaving care aged 16+ with 1 GCSE (2003). National target 75%		WEAK =	16.6%		16^th of 16
KPIs	Assessed performance		Value		Benchmark position*
5. Employment, education & training for care leavers % of YP who were in care on their in their 17^th year who are in education, training and employment at age 19. National target 60%		FAIR ===	53%		14^th
CHILDREN AT RISK – CHILD PROTECTION
Re-registration on the Child Protection Register % of children registered during the year, who had been previously registered		POOR ==	4.6	14^th (too low)
Reviews of child protection cases % of cases which should have been reviewed which were reviewed.		EXCELLENT =====	100%	=1^st (8 others)
Duration on the Child Protection Register % of children deregistered during the year that had been on the Register continuously for 2 years or more.		POOR ==	15.7%	15^th
CHILDREN IN NEED
Relative spend on family support Gross expenditure on children in need as a % of the gross expenditure on all children’s services.		GOOD ====	33%	7^th
Ethnicity of children in need The ratio of the % of CIN were from minority ethnic groups to the % of the local population		FAIR ===	1.7%	4th

Comparator group is from the Institute of Public Finance. The group has 16 members comprising:

Calderdale, Blackpool, Darlington, North Tyneside, Bath & NE Somerset, North Somerset, Bournemouth, York, Wirral, Sefton, Herefordshire, East Ridings of Yorkshire, Torbay, Southend on Sea, Poole and the Island. Our average ranking with no weighting is: 7^th

SPRING 2004 PERFORMANCE
WEAK	POOR	FAIR	GOOD	EXCELLENT
1 BLOB	2 BLOBS	3 BLOBS	4 BLOBS	5 BLOBS
1	4	5	5	4

*

APPENDIX 3

QUARTERLY PERFORMANCE MANAGEMENT REPORT

LONGTERM AREAS TO WATCH

1. This Appendix investigates the four particular Areas to Watch that were reported in all four quarters of 2003-04. For each of the four issues discussions have taken place between the Corporate Policy Team and the relevant Head of Service. The issues have now been reviewed and the actions that have been previously implemented evaluated and examined and proposed Action Plans have been developed to address the problems and manage the potential risks to the Council.

2. The four long-term Areas to watch that have been reported in all four quarters of 2003-04 are the following:

· Human Resources – absences due to sickness

· Planning Services – low yield of affordable housing on qualified sites

· Transport – Completion bridge safety inspections

· Property Services – Vandalism to Council buildings

OPTIONS

3. Option 1 -That this report and the attached Action Plans be received and approved by the Executive, subject to any comments or changes made by the Executive

Option 2 – To agree the four action plans that have been developed and attached as appendices to this report subject to any comments or changes made by the Executive

Option 3 – To request the relevant Select Committees to investigate any areas of concern the Executive may have from the report and to monitor the progress of the Action Plans attached

Human Resources – absences due to sickness

QUARTERLY REPORTING – AREAS TO WATCH

AREA TO WATCH	ACTION TO BE TAKEN
The number of staff absences due to sickness. Q1 0 2003-04	Monitoring of data & application of Council policies & procedures in respect of attendance management
Q2- 2003-04	Slight decrease in number of days lost per employee but line managers need to improve their attendance management of staff. HR staff to identify ‘hot spots’ and advise Directorate Management Teams
Q3- 2003-04	New regime being put in place to monitor managers’ performance in terms of absence reporting procedure in an attempt to improve the speed of information update. Also widening managers’ on-line access to sickness reports. This quarters figures up on last two as would be expected as historically November and December have higher levels of absence.
Q4- 2003-04	Marginal increase compared to 2002-03 (9.3 COMPARED WITH 9) Continued monitoring and awareness raising with line managers and action to tackle and address long-term sickness.
Q2 – 2004-05	Marginal decrease in absence but need for line managers to continue regular monitoring and application of policies

• Sickness absences remains an ongoing issue for the Council, both in terms of the actual cost to the authority and in the lost productivity

• Sickness absence monitoring is a key tool in managing the issue and controlling the rise in lost days. Managers are trained and briefed on their responsibilities in respect of managing short and long term sickness occurrences

• Sickness Absence reports for managers have been made available on-line using the Council’s Intranet since March 2004 – Mangers can view the amount of sickness absence within their team and has the ability to identify staff recording 4 or more sickness episodes in the last 12 months; 14 + days in the last 12 months and those staff off for a period greater than 20 days

• Sickness notification is proposed to be available on-line (January 2005), cutting down the amount of time to record and report sickness absence. Work is progressing with the Council’s ICT team to develop the system and introduce this facility

• Long-term sickness instances are monitored and reviewed. The Occupational Health Service is used to review all cases and a qualified nurse is available to undertake home visits if appropriate

• The services that are offered by Occupational Health has been reviewed and a qualified doctor has been included into the skills portfolio offered by the Occupational Health and available to the Isle of Wight Council. Stress and its potential impact within the Council is taken extremely seriously and a Stress Filter survey has recently been undertaken across the whole of the Council to help identify and mitigate some of the causes and occurrences of stress. Stress sickness accounts for approximately 25% of all sickness occurrences.

ACTION PLAN

PROPOSED ACTION	DATE EXPECTED	Outcome
Monitoring and management of sickness occurrences with a focus on long-term sickness occurrences	Implemented ongoing reviews	Effective management of long standing sickness absence
Management Training handling sickness absences, managers aware of their responsibilities and staff also aware of what is expected of them. Human Resources – including the management of sickness is a key component	Management training is available. Implemented and is ongoing	Managers are skilled & equipped to effectively manage resources
On-line sickness notification system	Expected by March 2005	Enhanced and more effective reporting and management
Review of the services offered and available from Occupational Health	Twice yearly	Improved quality of service offered to Council and staff sick
Review the outcomes of the Stress Filter Survey and consider options	December 2004	Happier land healthier workforce
Healthy Workforce Strategy	Yearly	Happier and healthier workforce
Directorate & Service level sickness occurrences monitored and reviewed	Monthly Management reports Quarterly reports to Directorate Management Teams – in place	Strategic monitoring
Investigate the causes of sickness within and across the authority, to identify potential common trends – Monday/Friday – Flu etc	Monthly Management reports Quarterly reports to Directorate Management Teams – in place	Strategic monitoring

PLANNING SERVICES – AFFORDABLE HOUSING

QUARTERLY REPORTING – AREAS TO WATCH

AREA TO WATCH	ACTION TO BE TAKEN
Q1 – 2003-04 Relatively low yield of affordable housing on qualified sites (KPI 6).	Detailed meeting with Head of Housing Services. Section 106 training organised - July 2003. Masterplan consultants now appointed for Pan.
Q2 – 2003-04	A further meeting will be organised on affordable housing field with Chief Executives of Housing Associations in November 2003.
Q3 – 2003-04	The meeting with Chief Executives of Housing Executives was held in December 2003. Agreement was reached on how to proceed. Further work is ongoing to produce Supplementary Planning Guidance linking to the revised Housing Needs Study.
Q4 – 2003-04	Detailed work has been undertaken by consultants working for Housing Services. This will be incorporated in the Section 106 protocol.
Q1 – 2004-05	The revised guidance on affordable housing issues, and the adoption of Supplementary Planning Guidance on Section106 issues should assist improved delivery.
Q2 – 2004-05	The Section 106 Agreement package is being finalised, and will be a key component of the negotiations undertaken by the Development Control Team. The overall issue of a lack of affordable housing on the Island remains an area of concern for the Council

• The Planning Service has been working in partnership with Housing Services to investigate the options for tackling and addressing the lack of Affordable Housing on the Island. One of the key issues is the interpretation of the Policy in the UDP, which in itself cannot be changed as it is an adopted statutory planning document

• The Island is dominated by a large number of small scale development sites, which often fall below the thresholds for affordable housing as defined in the UDP. The Planning Process cannot in itself solve the Island’s affordable housing problems, it will require a partnership between Housing Services, Housing Associations and the Planning Department to provide develop and encourage affordable housing

• The building blocks and the foundations needed to facilitate an improvement in the provision of affordable housing are in place, as outlined in the table above. This new set of initiatives now needs to be implemented. The new supplementary planning guidance on affordable housing provides additional clarification and explanation as will the guidelines for the Section 106

• The Local Development Framework that is being developed for the Island will review Affordable Housing provision and consider alternative planning policies to facilitate additional affordable housing projects in suitable locations on the Island. Two key Social Housing sites that have been identified are due to be brought forward for development in the very near future – East Cowes and Pan (Newport)

PROPOSED ACTION PLAN

PROPOSED ACTION	DATE EXPECTED	OUTCOME
Section 106 Agreement proposals are due to be taken to Executive Committee	8 September 2004	Better use of S106 agreements on the Island
Preparation of the Local Development Framework (LDF)	Draft LDF – ? Final Version ?	Review of Affordable Housing Policy
Continual monitoring of the number of affordable units negotiated, units built, commuted payments received	Monthly planning monitor Quarterly DMT/QPMR BVPI	Identify progress and potential review of actions taken
UPDATE – Proposal is to set up a Strategy Group with Housing Services, Planning Services, Housing Associations and Economic Development to seek improvements to affordable housing issues on the Island and report back to Executive in due course.

TRANSPORT – COMPLETION OF BRIDGE INSPECTIONS

QUARTERLY REPORTING – AREAS TO WATCH

AREA TO WATCH	ACTION TO BE TAKEN
Q1 – 2003-04 Completion of bridge inspections within the prescribed time scale.	Consideration should be given to a revenue budget increase so additional resources can be employed.
Q2 – 2003-04	Still some concerns
Q3 – 2003-04	No increase in budget within the present financial year so concerns remain.
Q4 – 2003-04	Bridge and other highway structure inspections not completed. A Resource Bid of £259,000 was made for 2004/05, £255,000 for 2005/06 and £245,000 for 2006/07 but this was not approved. Therefore mandatory inspection timetable will not again be met in 2004/05 financial year.
Q1 – 2004-05	No increase in revenue budget – capitalisation from highway maintenance only way of addressing problem in this financial year.
Q2 – 2004-05	Consideration should be given to a revenue budget increase so additional resources can be employed. No increase in revenue budget – capitalisation from highway maintenance only way of addressing problem in this financial year.

• Insufficient resources within the Revenue Budget to enable the Bridge Safety Inspections to be undertaken. Inspections require the use of specialist trained surveys/engineers to complete the review of all Island bridges, tunnels and culverts. These are inspections that are related to safety issues, if the inspections do not take place then the risk to the Authority is increased. Revenue Budget bids have been made in previous years to enable the inspections to take place. The Revenue budget is and has been in the past stretched so much that there is no capacity to undertake this essential part of the work programme

• The Service requires additional resources to facilitate the completion of the inspection programme and avoid the capitalisation that has taken place in the first quarter of 2004-05

ACTION PLAN

PROPOSED ACTION	DATE EXPECTED	OUTCOME
Additional Revenue bids have been made to undertake the inspection programme	Bid rejected in 2004-05 – Additional bid submitted for 2005-06	Inspections occur
Review the capacity and skills within the Engineering Service to undertake work	January 2005	Internal work review
If the budget bid is refused then the Service will need to consider capitalisation of the highway maintenance budget to acquire resources	To be considered if the new budget bid is unsuccessful

PROPERTY SERVICES – VANDALISM TO COUNCIL PROPERTY

QUARTERLY REPORTING – AREAS TO WATCH

AREA TO WATCH	ACTION TO BE TAKEN
Q1 – 2003-04 Crime & Disorder – in relation to vandalism to council buildings.	Crime & Disorder task group coordinating a multi agency approach to crime & disorder
Q2- 2003-04	Continuing to monitor impact of vandalism on resources & liaise with task group
Q3- 2003-04	Monitor trends & liaise with task groups & police
Q4- 2003-04	Vandalism on the Island is continually highlighted as high risk and spend is increasing in this area. It is not isolated to one area of the Island, therefore controlling vandalism is difficult.
Q1- 2004-05	Continuing to monitor trends & liaise with task groups & Police
Q2- 2004-05	Crime and disorder and in-particular vandalism to Council Property remain a key concern for the Property Services Team. Continuing to monitor trends & liaise with task groups & Police

• The progress and development of the Multi-agency task team to tackle vandalism does not seem to be operational or functioning appropriately. This was identified as an action more than 12 months ago

• The Service admits to being reactive, responding quickly and immediately to repair/replace when damage is reported and the Service shall remain committed to this in the future. The Service is tracking and monitoring the requests for repairs and maintenance and is also monitoring expenditure. Costs of the repairs service have increased considerably in the past three years. In March 2001 the costs = £25,362, by March 2004 this had increased by 76% to £44,852

Potential improvements that could enhance the service: –

• Establish an effective and functioning working group with Social Services/Education/Youth Service/Police etc to develop a strategy to move forward on this issue
• Investigate a telephone hotline to assist in the quick reporting of incidents
• Inspection regimes could be enhanced with area coverage and teams developed
• Design guides and designing out crime introduced in co-operation with Police Architect advisers/Planning and Property Team to help prevent occurring
• Review the impact of vandalism on all Council property – Parks, Park furniture etc

PROPOSED ACTION PLAN:

PROPOSED ACTION	DATE EXPECTED	OUTCOME
Crime & Disorder Task Group established to monitor the problem, develop an agreed strategy to tackle the problem	Bid rejected in 2004-05 – Additional bid submitted for 2005-06	Strategy & Co-ordination
Investigate the possibility of a telephone hotline service	March 2005	Rapid reports and repairs
Area based inspection teams to monitor and check at risk property and facilities		Monitoring
Increased stakeouts and enforcement where repeat incidents are occurring		Prosecutions
Improved design guides to reduce the potential for vandalism – designing out crime
UPDATE – there is a need to get the joint working partnership group established to develop a clear strategy and action plan for this issue. Greater work needs to be done in partnership with the Police and Community Safety (Crime & Disorder Team) to report and reduce vandalism occurring. Corporate Policy are able to help develop the joint group and assist in the delivery of the action plan

APPENDIX 4

ISLE OF WIGHT ECONOMIC PARTNERSHIP

MANAGING DIRECTOR’S REPORT

September 2004

Introduction

Activity during this period has mainly concentrated on the re-structure of the Company. Other highlights have included delivery of the AIF Performance Plan, Cowes Week and of course the success of "team Isle of Wight" at the recent Athens Olympics.

Re-structure update

At the previous Board meeting on the 15^th July, the Board approved the 3 phase Company Re-structure Proposal. Phase 1 was due for completion by the end of September; to date we have completed the following:

- 3 posts confirmed as being redundant (2 voluntary)

- 2 posts transferred (TUPE'd) to Ryde Development Trust

- 3 posts reduced by 'natural wastage', 3 resignations to take up alternative employment.

- Temporary relocation into a single unit. Full re-location by the end of September

- Closure of our Cowes office by the end of September

We are therefore broadly on plan. 

Area Investment Framework:

We have submitted the final copy of the AIF Performance Plan for SEEDA's devolved funding. SEEDA still has some concerns, mainly over the relationship between the Area Investment Framework and the Local Strategic Partnership; however, we have received confirmation from them that they are willing to sign our contract by the end of September.

We have also submitted a draft 3 year funding proposal for both SEEDA's direct and devolved funding. Due to time pressures from SEEDA, we have only been able to consult with Derek Rowell and the Vice Chair of the LSP, William Shaw. We have reflected the Investment Priorities as established by the AIF, whilst building in some flexibility to allow for change over the 3 year period.

Cowes Waterfront

Cowes Waterfront is the overall initiative for the development and investment in the Medina Valley and as such includes Cowes, East Cowes & Newport. The Initiative will be delivered by a number of projects, eg East Cowes Project, Newport Harbour Project, PAN Project etc etc. We will attempt to include all mainstream projects within the area, regardless of which organisation is leading. This ensures consistency throughout and better communication to the public. 

Stage 2 of the East Cowes master-plan is being completed with a public consultation in East Cowes Town Hall from 17th -18th September. A further newsletter has been sent out to 10,500 local residents informing them of progress.

The team hosted several events during Cowes Week aimed at promoting Cowes Waterfront to, developers, statutory bodies and local stakeholders.

Branding 'Inspire'

With the AIF Performance Plan now submitted we will shortly be submitting our Branding proposal. With multi-agency support, including the Full Council, the LSP and SEEDA, we anticipate being able to access the monies during October 2004. This is a vital piece of work for the Island and will lead to a much improved image as well as significantly improving our investment prospects.

GOLD medal

As part of our Branding strategy we have developed "team Isle of Wight", promoting the Island as 'gold' standard.  Our support for Shirley Robertson and her crew has reaped a massive return on our investment. As the winner of Team GB's first gold medal at the Athens Olympics; the coverage across all aspects of the media for the Isle of Wight, has run into several hundreds of thousands of pounds.  We will be writing a detailed report highlighting the benefits and coverage achieved to date.

Innovation Centre/Enterprise Hub

Our marketing strategy aimed at bringing new tenants into the Innovation Centre is beginning to show fruit. We are currently in negotiation with 5 new companies seeking accommodation and are close to completing negotiations with an existing tenant seeking larger office space.

Two of our graduate companies, Criterion and Solent Composites, have now found accommodation in Venture Quays as part of the “interim letting strategy” for Cowes Waterfront.

We have also completed on a new inward investment for the Island, with the re-location of Sealift Ltd in to Venture Quays. Sealift, a boat hoist manufacturer, currently employ 6 people, but are due to add a further 4 employees over the next few months. 

Enterprise House

The Council are due to sign a new lease on the building and move their Highways dept in during November.

PSA Targets

We continue to make good progress with PSA 3 and are well ahead of profile. PSA 11, job creation for the over 50's, continues to be of concern. We are writing a proposal as to how to take the target forward.

We have raised these issues with various contacts within the Council including their PSA - Audit Officer. 

Healthy Living Programme (HLP)

There is no funding available to sustain the HLP as a stand-alone programme beyond March 2005. Only one of the projects currently receiving HLP funding has definitely secured further funding to continue beyond March 2005. Discussions have taken place with the Primary Care Trust and IW Council (Social Services) about sustaining the HLP ethos and individual projects, and the issue will also be raised at the LSP ‘Health’ Theme Group. However the PCT has no funding available and it is not clear that any funding will be available via IW Council.

Leader +

The extra £135,000 secured, as reported to the Board in June, has been utilised and will be spent by April 2005.

The Action Plan for the remainder of the programme (2005-2008) has been submitted by the LAG to GOSE for consideration.

Market Towns Initiative (MTI)

Existing towns – Sandown, Shanklin and Ventnor are continuing to progress their existing programmes towards completion early in 2005/06.

The new MTI programme is to be known as the Small Rural Towns Programme and the Island is eligible to access £330,000 over the next 7 years. East Cowes, Wootton and Brading are currently working up their proposed bid towards a single project for each town. (SEEDA are seeking one project per town in this round rather than a clutch of small projects.)

Single Regeneration Budget (SRB)

The Delivery Plan for 2004/05 has been agreed and signed by SEEDA and also approval to the Ryde Town Improvements project, which will encompass the Public Realm Strategy work, has been received from the SEEDA Board. Work will continue to ensure we have a strategic, co-ordinated approach to the activity in the town and we already have a design brief in place through the Public Realm Strategy.

The carnival this year was bigger than previous event:

1. There were over 2000 participants
2. Crowd estimates at the illuminated procession are over 48,000 - 4% growth from last year (yet to be confirmed by the police).
3. Nearly all Ryde schools were involved (Greenmount Primary and Ryde High School each had over 300 participants)
4. If growth mirrors the economic impact, the value this year will be an additional £30,000 over the £750,000 from last year

Given that this year the mainland school term had started, these early figures are good.