Management Board / Performance Panel / Cabinet. Corporate Improvement Officer (Performance) (Rachel Glynn)

Transcription

1 Agenda Item No... REPORT TO: Management Board / Performance Panel / Cabinet DATE: 15 th May 2014 / TBC / 18 th June 2014 SERVICE AREA: REPORTING OFFICER: SUBJECT: WARD/S AFFECTED: Corporate Affairs Corporate Improvement Officer (Performance) (Rachel Glynn) 2013/2014 YEAR-END CORPORATE PERFORMANCE REPORT All District FORWARD PLAN REF: N/A 1.0 PURPOSE OF REPORT 1.1 The purpose of this report is to provide an update on the 2013/2014 year-end performance against Corporate Plan: 2013/2014 Delivery Plan Measures (Actions, Performance Indicators and Risks) and Corporate Health Performance Indicators. These measures are reviewed and agreed by CMT and Cabinet annually, managed and regularly updated by the responsible officer on Covalent, the Council s performance and risk management system. The report provides further analysis of and commentary on how the individual measures contribute towards overall corporate performance. Yearend national comparisons are not yet available and will be reported at a later date. 2.0 RECOMMENDATION/S 2.1 That the Cabinet notes the good performance achieved during 2013/2014, in which we experienced a number of changes as an organisation. 59% of the Corporate Plan and 67% of the Corporate Health measures hit their performance targets. 2.2 That the Cabinet pay particular attention to the measures that have not met their annual target and determine any interventions to be put in place to complete actions/ improve performance. 3.0 RECOMMENDED REASON/S FOR DECISION/S 3.1 To recognise the positive performance achieved during a year in which we underwent many changes and to identify any actions for any improvements. 4.0 ALTERNATIVE OPTION/S CONSIDERED AND RECOMMENDED FOR REJECTION 4.1 No alternative options were considered as reporting progress on the Council s 2013/2014 performance is a key part of the Council s performance management arrangements.

2 Executive Summary On the whole, performance is good; 59% (32) of the Corporate Plan measures are on target and 67% (8) of the Corporate Health Indicators have met their annual targets. The Management Board were pleased with the performance achieved during 2013/2014 and wanted to congratulate staff on the achievements made during a period of change. The Management Board noted the measures that did not meet their annual targets and the reasons for this. They also noted that in some cases, external factors hindered our performance. CORPORATE PLAN: 2013/2014 DELIVERY PLAN PERFORMANCE There are 66 Actions, Performance Indicators and Risks in the Corporate Plan (in 2012/13 there were 34), grouped under 11 sub-headings within the three corporate priorities; A strong local economy; Supporting our communities and An excellent council. The following chart gives the RAG status for the 54 measures for which a RAG status could be allocated. We do not report on the RAG (red, amber, green) status for the 9 risks. Data was not available for one of the measures (Parks volunteer hours) as it was due to be collected at a later date or for missed household waste collections which was suspended during the transition to the new waste collection service. The information in relation to one PI (CO 2 emissions) will be available in August: On the whole, performance is good, with the majority of measures (32, 59%) hitting their annual target. This performance should be recognised by the Cabinet, and staff should be congratulated on maintaining and improving on performance during a period of change. However, attention should be paid to the measures (detailed in this report) that did not meet their annual targets and discuss whether any interventions could be put in place to improve performance in those areas. Corporate Priority 1: A Strong Local Economy (Appendix 1) The following section of this report summarises the annual performance of the measures included within the Strong Local Economy Corporate Priority. Outcome Red Green No update Total Encouraging a sustainable diverse economy Delivering a vibrant tourism offer Working with partners to ensure good travel, transport and electronic infrastructure Providing a world class conference centre There are five PIs and actions within the encouraging a sustainable diverse economy outcome, 2 (40%) did not meet their annual targets. We completed most, but not all, of the individual measures detailed in the Strong Local Economy Action Plan and progress towards adoption of a more business friendly Planning Process has been slower than anticipated. The Management Board noted the reasons these actions were incomplete at the year-end and will be rolled forward to 2014/2015. We obtained 1,124,797 in grants from the Leeds City Region Growth Programme and completed actions to support future economic growth and the North Yorkshire Apprentice Hub. 2

3 There are eight PIs and actions within the vibrant tourism offer outcome; we are performing well in this area with only 1 (12.5%) action not meeting its annual target. The Strategic Plan for Culture was not completed due to workload pressures and capacity issues within the Museums and Arts and wider CTS teams. Other work such as the TdF Cultural Festival has taken priority and this action will be carried forward. Visits to Tourist Information Centres exceeded its annual target and improved by 5.4% on the previous year s performance. We have made progress within the Visit Harrogate Partnership and continued to do well at the Britain in Bloom Awards and our levels of street cleanliness remain high whilst we also achieved the Royal Hall occupancy target. We have now achieved Public Service Network compliance and the next stage is to achieve Payment Card Industry compliance. The plan to deliver Payment Card Industry- Data Security Standard compliance has been approved and delivery is now due in March This is the only action within the good travel, transport and electronic infrastructure outcome In relation to the world class conference centre outcome; the conference centre lettings income was 4% below its target. This target was set as challenge over and above standard budget process. The budget figure included an amount of unknown business, HIC have achieved this. Expenditure has been controlled in line with reductions in lettings income and the forecast Net Expenditure Outturn for the service is a slight improvement on the Original Estimates. It should be noted that the risk relating to income has not changed and remains within the red threshold of the risk matrix. The two actions on the integration of the Destination Management strategy and Procurement contracts awarded were completed. Corporate Priority 2: Supporting our Local Communities (Appendix 1) The following section of this report summarises the annual performance of the measures included within the Supporting our Local Communities Corporate Priority. Outcome Red Amber Green No Total update Maintaining key service standards Managing changes in legislation and circumstances in a way which ensures a positive impact on the District Aligning local priorities with the regional Health and Wellbeing agenda Identifying future challenges and taking action to prepare for them The majority of measures within this priority were on target at the end of 2013/2014, with the measures within managing changes to key legislation performing well and attention should be drawn to those measures within the health and wellbeing outcome. There are six measures within the manage changes in legislation and circumstances outcome; 1 (16.7%) was slightly behind the annual target. Despite a number of subactions being completed within the action to respond to changes around the Community Safety Partnerships and the new commissioning role of the Police and Crime Commissioner (PCC), the action could not be marked as complete. This is due to no formal agreement on a standard report to be used for all relevant authorities; this is likely to be complete in Quarter 2, 2014/

4 We have performed well in reducing the number of households in temporary accommodation as well as preventing homelessness, and the risk relating to increased stay in temporary accommodation has reduced in its impact, taking it from the red to the amber area of the risk matrix. We have reacted to changes in other legislation and developed a financial inclusion plan as well as reviewing and putting forward recommendations for Council Tax Reductions/Discounts. We have also developed policies and procedures relating to the Localism Act (specifically in relation to assets of community value and community right to challenge). We have not performed so well in the outcome to align local priorities with the Health and Wellbeing agenda; with all four measures within this outcome missing their targets. We were 0.3% down on our target of reaching 884,070 participants across our sport and leisure sites and with an outturn of 881,024, we also saw a 5.9% decrease in the previous year s performance. The service has indicated that there has been challenging trading conditions across all the sites. The visits to the Hydro were down 5.3% on the previous year and Knaresborough Pool was down 2.5% on the previous year. However, some sites did experience an increase in participant numbers, e.g. Ripon Leisure saw an increase of 10.5% on the previous year. The three actions (respond to public health issues from the Joint Strategic Needs Assessment, production of a Health and Wellbeing action plan and the development of an Olympic Legacy Plan) that are off target are all on hold until after the Tour de France. This is due to workload and capacity issues within the Service. One of the measures within the prepare for future challenge outcome missed the target. We did not adopt a Strategic Asset Management Plan by 31 st January 2014, largely down to a decision to broaden its scope. We did complete Phase 1 (production of the Strategic Asset Management Framework and a new Disposals and Acquisition Strategy). Phase 2 will focus on the development of the evidence base required to inform the Asset Management Plan (Phase 3) and the production of this plan is scheduled for Although the new waste service was implemented (and a 19% increase on the previous year s household recycling was observed), the sub action to complete the post implementation review is to be completed. However, the report is currently being prepared. We did submit the Sites and Policies DPD to the Secretary of State in November 2013 and updated our Medium Term Financial Strategy and agreed the 2014/2015 Revenue Budget Corporate Priority 3: An Excellent Council (Appendix 1) The following section of this report summarises the annual performance of the measures included within the Excellent Council Corporate Priority. Outcome Red Amber Green No update Total Delivering quality services in a sustainable way Meeting our customers needs and expectations Providing good value for money and continuously improving

5 6.20 Just over half of the measures within this priority were on target at the end of 2013/2014, with the measures within meeting our customers needs and expectations performing well and attention should be drawn to those measures within the providing good value for money and continuously improving outcome There are 5 measures within the deliver quality and services in a sustainable way outcome. No year-end outturn could be provided for one of the indicators (Co2 reduction) until August The data we have to date (end of 2013 calendar year) shows that we have achieved a 0.44% CO2 reduction against the 2009/2010 baseline. The Energy Strategy Unit is profiling the 5.8% target set for 2015/2016 to enable us to track progress against target in future performance reports. The 2013/2014 outturn will not be available until August and will therefore be reported at a later date. However, it has been noted that the achievement of savings has been delayed due to implementation time for measures. The delivery of a Corporate CRM and Documents Management System is off target to meet its deadline of 1 st April 2015 due to delays in the delivery of a CRM system. There is uncertainty as to whether the document management system will be delivered by its target date of 1st April 2015 due to resourcing issues. This position will be updated once a resolution to this issue is agreed. All of the three measures within the outcome of meeting customers needs and expectations were completed within the financial year; we introduced more convenient access points to our services via face to face access centres in Ripon, Harrogate, Masham and Pateley Bridge. Enabled 24/7 Access to services through website and automated telephone facility as well as implanting the One Shared Front Office customer service model by April 2014 Three of the four measures within the provide good value for money and continuously improve outcome did not meet their year-end targets. We realised 698,300 in Innovate savings, this is below the 900,000 target. However, this relates to savings realised and to date, 2.4 million savings have been identified. We did not meet our target of completing the Year 1 Efficiency Reviews by 1 st April However, reports for the Street Scene Review was reported to the Innovate Board on the 6 th May 2014 and the Private Sector Housing Renewal Report is being prepared. The senior management review was completed during the 2013/2014 financial year. We did not complete the actions relating to the Organisational Development Strategy in the 2013/2014 financial year and these will be actioned in 2014/2015. CORPORATE HEALTH PERFORMANCE (Appendix 2) Appendix 2 details the performance of all of the Corporate Health Indicators along with comments from the relevant Head of Service. In total there are 12 measures in the Corporate Health Section (plus six sub-measures for sickness absence broken down by department) Generally, performance is good, with the majority of measures (8, 67%) hitting their annual target: 5

6 Although there was an increase from 0% to 9.09% in the percentage of complaints referred to the Ombudsman resulting in a finding of maladministration, this relates to 1 complaint being found to be due to maladministration from the 11 that were reported to the Ombudsman. The nature of this PI means that performance can fluctuate year-on-year. In 2013/2014, 8.57% of corporate telephone calls were abandoned; this is more than the 5% target and showed no significant improvement on the 8.59% reported in 2012/2013. Appendix 2 gives a full breakdown on departmental performance, the highest levels of abandoned calls during Quarter 4, 2013/2014 were Property Asset Management (35.17%, 51 calls) and Parks and Open Spaces (20.33%). Work scheduled to improve performance will be carried forward to 2014/2015 due to an unforeseen long-term absence within Business Support % of stage 2/3 complaints met their response target in 2013/2014; this is a variance of 5% on the previous year and below the 100% corporate target. There were 27 formal complaints received during the year, 21 were responded to within the appropriate timescales. In 2013/2014, we resolved 86.93% of customer interactions at the first point of contact for services delivered by the Customer Services Unit. This is below our 90% target but better than the 82.59% achieved the previous year. This year s performance includes 2 months data since the opening of the Customer Service Centre at Crescent Gardens, therefore enquiries for Planning and Housing are included as these are now being delivered from this location We report sickness absence according to the previous Best Value Performance Indicator (BV12 average number of working days lost). In 2013/2014 we lost an average of 7.05 days to sickness absence across the Council (this is better than the 7.30 day target and a 17.63% improvement on the 8.52 days reported in 2012/2013. Sickness levels have been above the corporate target since August in both DCS and ICT (with the exception of one month). DDS have seen an increase in sickness levels during the last quarter of 2013/2014 and DCPI saw an increase in sickness in March. When looking at the percentage of time lost to sickness absence; ICT lost 15.67% of available hours to sickness absence in 2013/2014; DDS lost 9.82% whereas the smallest losses were within HIC at 4.19% and DCPI at 5.24%. 6

7 Department April May June July August Sept Oct Nov Dec Jan Feb March Trend DCPI DCS DDS DR HIC ICT COUNCIL Target COMMENTS FROM THE MANAGEMENT BOARD The Management Board were pleased with the performance achieved during 2013/2014. Despite a period of change, staff have continued to perform well, with the majority of targets being met. Areas where targets have not been achieved will continue to be monitored during 2014/2015, although the Management Board noted external influences hindered performance across some areas. 9.0 REQUIRED ASSESSMENTS AND IMPLICATIONS 9.1 The following were considered: Financial Implications; Human Resources Implications; Legal Implications; ICT Implications; Strategic Property/Asset Management Considerations; Risk Assessment; Equality and Diversity (the Public Sector Equality Duty and impact upon people with protected characteristics). If applicable, the outcomes of any consultations, assessments, considerations and implications considered necessary during preparation of this report are detailed below. Background Papers - OFFICER CONTACT: Please contact Rachel Glynn if you require any further information on the contents of this report. The Officer can be contacted at Crescent Gardens by telephone on ext or by at Rachel.Glynn@harrogate.gov.uk 7