PAPER

RESOURCES SELECT COMMITTEE – 6 DECEMBER 2004

QUARTERLY PERFORMANCE MANAGEMENT REPORT – QUARTER 2 2004-05

REPORT OF THE RESOURCES PORTFOLIO HOLDER

REASON FOR SELECT COMMITTEE CONSIDERATION

This Quarterly Performance Management Report is for the period 1^st July to 30^th September 2004 and is for the Resources Portfolio. This second report for 2004-05 was presented to the Council’s Executive on the 17^th November 2004.

ACTION REQUIRED BY THE SELECT COMMITTEE

1.To receive the Quarterly Performance Management Report insofar as it relates to the Resources Portfolio Holder’s responsibilities

1.Determine whether further information is required from the Portfolio Holder on the two Areas to Watch identified in paragraph 4 of this report

1.Determine whether further information is required from the Portfolio Holder on the three performance indicators identified in paragraph 4 of this report

1.Determine if a further report is required from the Portfolio Holder relating to the finance issues detailed in paragraph 4 below

1.To determine whether to add or amend the Select Committee work programme in the light of the QPMR and any additional information received

BACKGROUND

1.This Report for Quarter 2 2004-05 summarises performance for the responsibilities under the Portfolio Holder for Resources for the quarter ending 30^th September 2004. The report format has been revised and now includes a risk assessment for the new and existing Areas to Watch highlighted in the report; and a revised basket of key performance indicators, with quarterly target profiles.

2. Feedback from the previous Resources Select Committee when the Quarterly Performance Management Report for quarter 1 2004-05 was discussed hasve been incorporated with the inclusion ofas follows:

·Additional information has been provided on the liquor licensing arrangements

·The staff training performance indicator has been redefined to exclude school staff from the calculation

·Member training has been adjusted and additional informal training included within the figures

·The Total Operating Costs breakdown by the directorate has not been completed. It is very difficult to split out the costs by Directorate due to fragmented accommodation arrangements across the Council.

Also attached as Appendix 2 is a report on the long-term Areas to Watch that was submitted to the Executive. The particular issues relating to this Select Committee are sickness absence and vandalism to council buildings for which action plans to improve performance have been produced and approved by the Executive.

3. Significant progress has been made on the targets and activities within the Portfolio Holders responsibilities including:

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

·BVPP Audit completed and only performance indicator had a reservation placed upon it, down from 5 in 2003-04. However, the number of amendments did increase to 44 compared with 40 last year

·The majority of the performance indicators 7/13 achieved quarterly target. Some of the performance indicators have shown sustained improvements,In particular KPI-1 the number of working days lost due to sickness absence and , KPI-8 percentage of standard searches in 10 working days have shown sustained and continual improvement in performance

4.However, there are concerns on the following:

Areas to Watch:

·Progress on E-Government (page-3 QPMR). The Council does have clear government targets that need to be achieved by December 2005. The authority has made only marginal progress in the quarter and the Area to Watch has been increased to highest level (16) as a consequence.

·Vandalism to Council Buildings (page-5 QPMR) The Area to Watch has been identified in every QPMR since its inception. A further report and proposed action plan has been developed by the Head of Service and needs to be read alongside the proposed action – see Appendix 2 Long-term Areas to Watch.

·Liquor licensing (page-4 QPMR).. The key transitional phase is about to commence. There are significant uncertainties about the impact of member level determinations on the time of officers and members. There is also a potentiallyt difficult period around the local elections. Whilst plans have been prepared, including contingency plans, only as time passes will the number and complexity of member level determinations become apparent.

Performance Indicators:

·Performance Indicator 4 (page-6 QPMR) percentage of women in the top four tiers of management, the actual is 15% below the target figure

·Performance Indicator 6 (page-6/7 QPMR) number of types of interactions that are enabled for electronic delivery as a percentage of the types of that are legally permissible for electronic delivery. The outturn score for the quarter is considerably below the quarterly target score of 60% by 30%

·Performance Indicator 7 (page-7 QPMR) the percentage of invoices for commercial goods and services which were paid by the authority within 30 days of such invoices being received. For the second quarter in a row the actual performance is below the quarterly target of 95% by 5%

Finance:

·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. (page 9 – QPMR)

RELEVANT PLANS, POLICIES, STRATEGIES AND PERFORMANCE INDICATORS

Annual Action Statement 2004-05

Quarterly Performance Management Report Quarter 2 2004-05

Previous Quarterly Performance Management Reports Quarter 1 2004-05 and Quarters 1-4 2003-04

CONSULTATION PROCESS

Heads of Service and their staff have supplied the information within the Quarterly Performance Management Report, with Directors being fully consulted on the content.

External consultation has not been necessary for this report as it is concerned with internal financial management arrangements.

FINANCIAL, LEGAL, CRIME AND DISORDER IMPLICATIONS

 The report itself does not have any financial implications. However, if Members make any recommendationsdecisions regarding services identified in this report, these may have financial implications.

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 a significant part.

APPENDICES ATTACHED

Appendix 1 Quarterly Performance Management Report 2 2004-05

Appendix 2 Long-term Areas to Watch report Human Resources sickness absence & Vandalism to Council Buildings

BACKGROUND PAPERS USED IN THE PREPARATION OF THIS REPORT

Quarterly Performance Management Reports 1 (2004-05)

Quarterly Performance Management Reports 1, 2, 3 and 4 (2003-04)

Annual Action Statement 2004-05

Contact Point: Heidi Marshall, Principal Policy Officer, 823250 [email protected]

CLLR REG BARRY

Portfolio - Resources

APPENDIX 1

Quarterly Performance Management Report 2004-05

Select Committee Report - Resources

Quarter 2 Report: July - September 2004

Contents

Section 1 : Summary

1.1 Performance Summary:

· Performance Indicators – KPI’s & PSA Targets Page 2

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

2.8 Resources Page 3-8.

Section 3 : Finance Report Page 9-11.

3.1 Revenue Report

3.2 Capital Report

Section 4 : Appendices

Appendix 2 – Long-term Areas to Watch:

Human Resources – sickness absence

Property Services – vandalism to Council property

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

1.1 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
RESOURCES (Excluding 3 Housing Benefit KPI’s)	10 (13)	4 = (40%)	2 = (20%)	4 = (40%)	0

PSA Targets by Portfolio – QUARTERLY ACHIEVEMENT OF TARGETS

PORTFOLIO	PSA Targets	Target Achieved	WITHIN 5% TARGET	Target Not Achieved	No Info
RESOURCES	1	0-	0-	-	1 = (100%) ANNUAL TARGET

SECTION 2 : PERFORMANCE MANAGEMENT & ASSESSMENT – BY PORTFOLIO

2.8 PORTFOLIO: Resources (Excluding Housing Benefits)

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

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

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

QUARTERLY PERFORMANCE MANAGEMENT REPORT

LONGTERM AREAS TO WATCH

1. This Appendix investigates the particular Areas to Watch that wereas reported in all four quarters of 2003-04 and remains an issue for the service. 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 a proposed Action Plan developed to address the problems and manage the potential risks to the Council.

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

· Transport – Completion bridge safety inspectionsSickness absence

· 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 action plans that haves been developed and attached 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 withCOMPARED 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 – Managers 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

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