PAPER B1
Purpose : For Decision
REPORT TO THE CABINET
Date : 30 august 2005
Title: FIRST Quarterly Performance Management REPORT (2005-06)
REPORT
OF THE CABINET MEMBER FOR RESOURCES, AUDIT,
AN EFFICIENT COUNCIL AND CUSTOMER CHAMPION
IMPLEMENTATION DATE: 12 September 2005
SUMMARY/PURPOSE
1.
This report concerns the first Quarterly
Performance Management Report for 2005-06.
It allows the Cabinet to monitor and review key aspects of the Council’s
performance against its objectives and to take any corrective actions that are
necessary.
This is the exception report, which
includes those performance indicators that have missed quarterly targets by
more than 5%. The complete Quarterly
Performance Management Report has been circulated to all Members separately.
BACKGROUND
2.
The Quarterly
Performance Management Report has been produced since August 2003 as part of
the Council’s overall performance management framework. It seeks to give a
snapshot of the Council’s performance across all its services for the three
months preceding the report and is aligned to the current Corporate Objectives.
3.
It aims to
highlight areas of poor performance and concern, and stimulate debate to ensure
these areas are addressed and on track to improve.
4.
The report is
compiled with information from Heads of Service and their staff and discussed
at Directorate Management Teams, Directors Group and Cabinet. This is the first Quarterly Performance
Management Report (QPMR) for 2005-06 and covers the period 1st April
to the 30th June 2005 and it includes:
·
The Council’s key Areas to Watch with risk
scores of 12 or more
·
An overview of the basket of performance
indicators and PSA Targets
STRATEGIC CONTEXT
5. 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.
6 Performance Indicators & PSA Targets - progress
is being made to improve performance within the basket of performance
indicators. Of those performance
indicators that can be calculated quarterly 42 out of 69 (61%) achieved or
exceeded quarterly targets, which is equivalent to the previous quarters out-turns
where 57.5% achieved or exceeded targets. Of the nine current PSA Targets, 3
have achieved and exceeded targets.
7. However, 12 out of 69 (17.4%) performance indicators are below their quarterly targets by more than 5%. Last quarter 35% of the performance indicators were below the quarterly targets. In terms of the PSA targets, 1 of the 9 missed the quarterly target by more than 5%, 2 are annual indicators due in quarter 2 and 1 had no data supplied. The 12 performance indicators and 1 PSA target are listed below:
|
Cabinet Member |
KPI Description & PSA |
Q1 - 2005 Apr- June (profile) |
Target 2005-06 |
Comments |
|
|
Performance |
Actual 04-05 |
||||
|
KPI - CHILDREN’S SERVICES |
|||||
|
Cllr Patrick Joyce |
2. Percentage of half days missed this quarter
due to total absence in secondary schools maintained by the local education
authority (BVPI 45) |
8.56% |
7% |
A
disappointing quarter, particularly for 3 High Schools -Ryde, Medina and Sandown. Authorised
absence was 6.78% Unauthorised absence was 1.78% The performance indicator failed to achieve
quarterly and year end targets last year.
Quarter 1 outturn 04-05 was 7.66% |
|
|
(7%) |
|||||
|
î |
7.79% |
||||
|
KPI - Island’s
Economy, Regeneration, Tourism & Leisure |
|||||
|
Cllr Tim Hunter-Henderson |
4.
Number of Tourist Information Centre enquiries dealt with (Local Indicator) |
133,655 |
430,000 |
7%
down on target and 10.28% down on last years first quarter figures = 148,970.
This can be attributable to Easter 2005 falling in March and reduced visitors
to the Tourist Information Centres during the IW Music Festival. This
is the first time that the indicator has failed to achieve quarterly target. |
|
|
(143,000) |
|||||
|
507,316 |
|||||
|
KPI -SAFER COMMUNITIES |
|||||
|
Cllr Barry Abraham |
5. Number of fire and rescue call
outs to false alarms (Local
Indicator) |
Apparatus |
143 |
450 |
Q1 was 107 in 2004-5. Follow up action is
expected to reduce the number of future occurrences. Reduced attendance is
being made to some repeat offenders when no signs of fire are visible. |
|
(112) |
458 |
||||
|
î |
|||||
|
Cllr Barry Abraham |
8.
The number of Food Hygiene Inspections this quarter (Local Indicator) |
161 |
1,181 |
Also
includes 325 alternate enforcement interventions i.e. due to lower risk no
actual visit made but achieved through mail shot. The
performance indicator achieved 283 Inspections in the first quarter of 04-05,
and did fail to achieve targets in Q2, Q3 and year end target; this was due
to problems recruiting qualified staff. |
|
|
(247) |
|||||
|
î |
1,136 |
||||
|
Cllr Barry Abraham |
9.
The number of Food Standards Inspections this quarter (Local
Indicator) |
15 |
1526 |
New
indicator – In order to reduce enforcement burdens and offer a more efficient
service Food Standards work transferred from TS to EH. Where possible these inspections will be
combined with Food Hygiene, so performance is low initially. Also includes
1123 alternative enforcement interventions which are scheduled for third
quarter of yr. |
|
|
(382) |
|||||
|
î |
NA |
||||
|
Cllr Barry Abraham |
10.
The number of Health & Safety Inspections this quarter (Local
Indicator) |
61 |
712 |
New
Indicator in accordance with statutory guidance recommending member
scrutiny. Again, over time, will look
to combine inspections where possible with other enforcement activity. |
|
|
(65) |
|||||
|
î |
NA |
||||
|
KPI - ENVIRONMENT, Transport & PLANNING POLICY |
|||||
|
Cllr Ian Ward |
13a. Planning - % of major planning applications
determined within national standards (13 Weeks) (BVPI 109a/CPA) |
37% |
60% |
Quarterly
performance remains below the expected target levels. Staffing levels and recruitment of
planning officers remains an issue for the Service. The
performance indicator failed to achieve quarterly targets last year and did
not achieve the year end target. In
Q1 04-05 only 20% of major planning applications were determined within the
standard 13 week period. |
|
|
(60%) |
|||||
|
î |
45.6% |
||||
|
KPI - Resources,
AUDITING & COUNCIL EFFICIENCY AND CUSTOMER CHAMPION |
|||||
|
4. The
percentage of women in the top four tiers of management. (Local Indicator) |
38% |
50% |
Progress in the right
direction but further progress will
depend upon future staff turnover. Top 4 tiers of management
includes:- Directors; Heads of
Service; Service Managers and the Managers responsible to them. This figure
excludes Schools. The indicator has
consistently been below the quarterly and annual targets for 2004-05 |
||
|
(50%) |
|||||
|
î |
36% |
||||
|
Cllr Jilly Wood |
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) |
46% |
100% |
The
project has been restructured; targets will need to be reviewed before the
next quarterly review. The
quarterly outturn is still below target, however it is a marked improvement
from the end of year position of 15.9% |
|
|
(60%) |
|||||
|
î |
15.9% |
||||
|
Cllr Jilly Wood |
11. Benefits – average calendar days this quarter
to process a new housing benefits claim (BVPI 78a) |
42.58 |
36 |
High
volumes of new claims and staff sickness have contributed to a dip in
performance. Position has now stabilised and recovery action in place. The
indicator is worse than the same time last year Q1 04-05 = 38.31 days and is
the highest number of days recorded over the past year. |
|
|
(36) |
|||||
|
î |
33.75 |
||||
|
Cllr Jilly Wood |
12. Benefits - average calendar days this quarter to
process changes in circumstances (BVPI 78b) |
15.31 |
9 |
Legislation
changes have affected the procedures required and therefore processing times.
BFI self assessment rates changes between 9 to 16 days as good. The
indicator is now much worse than the same quarter last year Q1 04-05 = 8.31
days. And this quarters figure is the
highest number of days recorded over the past year. |
|
|
(9) |
|||||
|
î |
10.12 |
||||
|
Cllr Jilly Wood |
13. Benefits - % of new housing benefit claims
this quarter determined within 14 days of receipt of all necessary
information (BVPI 78c) |
65.18% |
70% |
High
volumes of new claims and staff sickness have contributed to a dip in
performance. Position has now stabilised and recovery action in place. Compared
with the same quarter last year performance is worse Q1 04-05 = 73%. Compared with 2004-05, it is the first
time that the indicator missed quarterly target. |
|
|
(70%) |
|||||
|
î |
84.32% |
||||
|
PSA - ENVIRONMENT, Transport & PLANNING POLICY -
TRANSPORT |
|||||
|
Cllr Ian Ward |
PSA
- 10. Increase the number of cycling trips |
64,805 |
243,599 |
Although below target,
the number of cycling trips has increased by 7% compared with the same
quarter last year and 79% increase on the previous quarter. This improvement has been acknowledged
nationally with the Isle of Wight Council winning the 2005 National Transport
Award for Cycling Local Authority of the Year. The Cycling Promotion Officer has introduced cycling into the
school curriculum at 2 of the 3 nominated High Schools (Ryde and Sandown) and
the 3rd (Cowes) is due to start in September. In addition 14 primary school teachers have been trained as
cycle coaches. Membership of the Children's Cycling Club is increasing
monthly. 48 Council staff have purchased bikes for work this quarter and
Bicycle User Groups are being introduced. The development of Work Place
Travel Plans can encourage employees to cycle to work. The Council are looking to employ a Work
Place Travel Planner who will work with employers, including the Council and
Hospital, on the compilation and adoption of travel plans. This is the first time
that the PSA target has missed quarterly target. These new targets are now more challenging. |
|
|
(78,408) |
|||||
|
î |
189,317 |
||||
8. The disappointing performance of these key performance indicators could be due to:
· The indicators and targets not being relevant for the Corporate Priority, or the linkage not being understood
· The target setting process not being sufficiently robust enough
· Unforeseen circumstances occurring for that particular service
· Lack of ownership and commitment on achieving the targets
· A lack of resources or priority relating to the indicator and targets
9. Areas to Watch and Proposed Action
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, but now this has been extended to apply a
risk score against each Area. Using the
Councils Risk Management Framework a risk assessment score has now been applied
to each issue, by the Head of Service.
The intention is to use this information to identify and focus in on the
Strategic Areas to Watch (those
scoring 12 and over) enabling greater debate and dialogue and to better manage
risk and improve the performance of the Council.
The Council’s Risk Management Group consisting of Risk Champions from across all service areas met on 21 July 2005 to review both the draft QPMR quarter 1 data and the Strategic Risk Registers to add value to the performance management process. Where the group has identified inconsistency or potential missing exception data comment has been added to this report under the Area to Watch headings.
This is the first occasion when this method has been applied to the QPMR process and further developmental work is in process including an interactive Strategic Risk Workshop for both members and senior officers on 30 August 2005. The objective is to provide a joint approach to establishing a new Strategic Risk Register to meet the forthcoming Council Plan.
Risk Assessment Score = Impact of the Area
to Watch happening or continuing x Probability of the Area to Watch happening
or continuing. Both the Impact and Probability
are individually assessed with a score from 1-4 Scoring the Impact & Probability
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 probability =4)
|
QUARTER REPORTED |
KEY AREAS TO WATCH |
RISK ASSESSMENT |
||
|
NEW Q1 2005-06 |
ADULT SERVICES -The integration of adult
and community services with the local health services represents a number of
financial and performance risks to the Isle of Wight Council. |
Risk Score = 16 Impact 4 Probability 4 |
||
|
The Council is continually reviewing the
risks that integration presents. The principle risks being financial, related
to pressures in the NHS, the impact of NHS performance management on key
indicators affecting the Council’s overall performance & loss of key
staff. |
||||
|
NEW Q1 2005-06 |
CHILDREN’S
SERVICES - Inadequate resources to run Children’s Services Risk Number - ED200002 |
Risk Score = 16 Impact 4 Probability 4 |
||
|
Government
Schools Block is secure but this is likely to be at a cost to the LEA Block –
this will be known in November. Local
support is dependent on how this service fares within the New Council’s
priorities e.g. if school improvement is to be promoted through LEA cluster
support then this budget will need to be protected. If central government
support is reduced then savings will have to be found even before looking at
any additional requirements associated with local budget setting. |
||||
|
Q3/Q4 2003-04 Q1/Q2/Q3/Q4 2004-05 Q1 2005-06 |
CULTURE
& LEISURE SERVICES - The Council’s licence to hold public records is due
for renewal, having previously been renewed on a temporary basis |
Risk Score = 16 Impact 4 Probability 4 |
||
|
The National Archive
unit is planning to visit the Island in September to assess our progress with
regards this issue |
||||
|
Q2/Q3/Q4 2003-04 Q1/Q2/Q3/Q4
2004-05 |
TRANSPORT -
Insufficient Highway Maintenance budget. |
Risk Score = 16 Impact 4 Probability 4 |
||
|
The Private
Finance Initiative (PFI) Expression Of Interest has been completed now
awaiting invitation to submit by Government. |
||||
|
RESOURCES - The threat to service delivery due to
government funding not keeping pace with local service pressures |
Risk Score = 16 Impact 4 Probability 4 |
|||
|
Efficiency
Agenda - Budget prioritisation - Corporate spend-to-save projects - Process
re-engineering consultancy Monitoring grant
development and government lobbying where possible |
||||
|
NEW Q1 2005-06 |
RESOURCES –
Failure to manage Partnerships effectively |
Risk Score = 16 Impact 4 Probability 4 |
||
|
The Council has established a Partnership
project team to improve the management of partnership relations. The project team are developing
Partnership Best Practice guides to identify and develop good practice and a
partnerships register/database to effectively record and manage the number,
resources involved and the outcomes being delivered. |
||||
|
Q3/Q4 2004-05 Q1 2005-06 |
HOUSING -
Homelessness Bed and Breakfast budget |
Risk Score = 12 Impact 4 Probability 3 |
||
|
To monitor
closely and to work with senior management and internal audit to identify
measures to reduce the amount of overspend.
An Investigation into homelessness spend has been completed &
private sector leased units has been confirmed as a more cost effective form
of temporary accommodation. A review of b&b booking arrangements is being
undertaken. Offers of financial assistance to households currently in
temporary accommodation to secure private sector accommodation, is now being
pursued. If accepted such assistance will constitute a discharge of statutory
duty and will give opportunity to reduce the numbers of temporary accommodation
used. However with a statutory duty
to provide secure accommodation currently extending to over 500 households
significant pressure will continue to be experienced in this budget area and
it should not be expected that immediate reductions in spend will be
realised. Progress will depend on the rate of take up of offers to assist in
the private sector, continuing the reductions in homeless acceptances and an
increased rate of social housing completions |
||||
|
Q3/Q4 2004-05 |
ADULT SERVICES - The Learning Disability
service provided by the council and its partners will be subject to
inspection by the Commission for Social care Inspection during 2005. The
inspection will have a bearing on the future performance assessment of adult
services. |
Risk Score = 12 Impact 4 Probability 3 |
||
|
Inter agency preparation is continuing and
the inspection date has been confirmed.
We have not received their self assessment but are completing our own
in readiness |
||||
|
Q4 2004-05 Q1 2005-06 |
ADULT SERVICES - The financial state of
the IW Healthcare Trust & the Primary Care Trust may result in
considerable dis-investment in services, in particular those for people with
mental illness. Social care services for mental illness are provided on the
council’s behalf by the IW Healthcare Trust. |
Risk Score = 12 Impact 4 Probability 3 |
||
|
The Council continues to monitor events
and has attempted to influence NHS plans and decisions. If current proposals are implemented this
will lead to increased spending by IWC. Dis-investment will reduce access to
services and are likely to result in a risk of failure to reach targets which
the council shares accountability for delivering. This will affect the
council’s overall social care star-rating and CPA |
||||
|
NEW Q1 2005-06 |
CHILDREN’S
SERVICES - Failure to appoint to the Fostering Manager post, which will
impact on our capacity to implement the Fostering Inspection Action Plan, and
may impact on risk SS 200004 (failure to recruit and retain adequate pool of
foster carers) update. |
Risk Score = 12 Impact 3 Probability 4 |
||
|
Additional
in-house support to be put in place from existing managers, whilst
discussions take place about a temporary appointment through an agency. |
||||
|
Q3/Q4 2004/5 Q1 2005-06 |
TRANSPORT -
Reduced Local Transport Plan funding for integrated transport schemes. |
Risk Score = 12 Impact 3 Probability 4 |
||
|
Investigate and
attempt to secure funding through the Transport Innovation Fund. |
||||
|
NEW Q1 2005-06 |
RESOURCES -
Local Area Agreement will be a resource intensive exercise to complete and
make happen |
Risk Score = 12 Impact 4 Probability 3 |
||
|
Staff support
requirements to be closely monitored and the task to be project managed via
Prince2. The task may require the
identification of additional support officers |
||||
|
Q1/Q2/Q3/Q4 2003-04 Q1/Q2/Q3 2004-05 Q1 – 2005-06 |
RESOURCES - Vandalism
to Council Buildings Risk Number = EN
100001 |
Risk Score = 12 Impact 3 Probability 4 |
||
|
Continued
monitoring and liaison with Police and surveyors and attending regular site
visits. The action remains
predominantly proactive in terms of responding to the vandalism activity. This is a cross-cutting risk which will
require support from other services, community safety, youth service, and
police etc to provide a pro-active prevention strategy. Property Services provide a reactive
service making good and repairing damage |
||||
|
Q1 2005-06 |
RESOURCES - Asbestos
in Council Buildings Risk Number – EN
100005 |
Risk Score = 12 Impact 3 Probability 4 |
||
|
Type Two (Non
Intrusive visual and sampling) surveys have been completed for all council
buildings and property. A programme
of removal of all Asbestos Containing Materials has now commenced based on
priorities identified from the survey.
This is a significant programme of work which has been estimated will
take a number of years at considerable expense which will require budget
allocations |
||||
10. Performance Summary :– Performance Indicators by Cabinet Member
This
summary provides information for all of the Key Performance Indicator Targets
and Local Public Service Agreement (PSA) Targets by Portfolio for 2005-06.
|
PERFORMANCE INDICATORS |
Quarter 1(2005-06) |
|||||
CABINET MEMBER
|
Number Indicators |
NO DATA PROVIDED |
ANNUAL
targets
|
Target
Not Achieved î |
WITHIN 5% TARGET č |
Target
Achieved ě |
|
CARE, HEALTH & HOUSING |
4 |
- |
- |
0 |
1 |
3 |
|
CHILDREN’S SERVICES |
5 |
- |
2 |
1 |
0 |
2 |
|
ISLAND’S ECONOMY,
REGENERATION, TOURISM & LEISURE |
21 |
- |
3 |
1 |
2 |
15 |
|
Economy |
4 |
- |
3 |
0 |
0 |
1 |
|
Tourism |
5 |
- |
- |
1 |
0 |
4 |
|
Leisure
Services |
5 |
- |
- |
0 |
0 |
5 |
|
Culture |
7 |
- |
- |
0 |
2 |
5 |
|
SAFER COMMUNITIES |
13 |
1 |
- |
4 |
0 |
8 |
|
Community
safety |
1 |
1 |
- |
0 |
0 |
0 |
|
Fire &
Rescue |
6 |
- |
- |
1 |
0 |
5 |
|
Consumer
Protection |
6 |
- |
- |
3 |
0 |
3 |
|
ENVIRONMENT, TRANSPORT
& PLANNING POLICY |
18 |
3 |
4 |
1 |
2 |
8 |
|
Environment |
7 |
- |
2 |
0 |
1 |
4 |
|
Transport |
4 |
1 |
- |
0 |
1 |
2 |
|
Planning |
7 |
2 |
2 |
1 |
0 |
2 |
|
RESOURCES, AUDITING & COUNCIL EFFICIENCY AND CUSTOMER CHAMPION |
17 |
- |
- |
5 |
6 |
6 |
|
TOTAL INDICATORS |
78 |
4 |
9 |
12 |
11 |
42 |
|
PSA TARGETS |
Quarter 1 (2005-06) |
|||||
CABINET MEMBER
|
PSA Targets |
DATA NOT PROVIDED |
ANNUAL TARGETS |
Target
Not Achieved î |
WITHIN
5% TARGET č |
Target
Achieved ě |
|
CARE, HEALTH & HOUSING |
2 |
- |
- |
0 |
0 |
2 |
|
CHILDREN’S SERVICES |
3 |
- |
3 |
0 |
0 |
0 |
|
ISLAND’S ECONOMY,
REGENERATION, TOURISM & LEISURE |
1 |
- |
- |
0 |
0 |
1 |
|
SAFER COMMUNITIES |
2 |
1 |
- |
0 |
1 |
0 |
|
ENVIRONMENT, TRANSPORT
& PLANNING POLICY |
1 |
- |
- |
1 |
0 |
0 |
|
TOTAL |
9 |
1 |
3 |
1 |
1 |
3 |
CONSULTATION
11. 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
12. 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
13. 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
14. Option 1 - That Cabinet Members
commit to developing in year solutions to poor performing indicators for
monitoring through future quarterly performance reports.
Option 2 - That for
this quarter no issues are referred to the Scrutiny Committee or Policy
Commissions.
Option 3 - To develop the QPMR in future reporting cycles to include areas of
significant over performance.
Option 4 - To use the QPMR along with other reporting mechanisms as part of the gate
keeping mechanisms for in year reviews of the “Aim High” Change Management Plan
EVALUATION/RISK MANAGEMENT
15. 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 Peer Review (September 2004)
|
RECOMMENDATIONS 16. To approve the four
options identified in paragraph 14. |
BACKGROUND PAPERS
Annual Action Statement 2004/05
Public Service Agreements – Round 1
Previous Quarterly Performance Management
Reports 2004-05 quarters 1-4 and 2003-04 quarters 1-4
Contact Point: Heidi Marshall, Principal
Policy Officer, Corporate Policy and Communications ( 823250 email: [email protected]
|
JOHN BENTLEY Head of Corporate Policy and
Communications |
CLLR JILLY WOOD Cabinet Member for Resources, Audit, An
Efficient Council and Customer Champion |