South Northamptonshire Council. Cabinet. 8 June Performance Report Quarter 4 / End of Year. Report of Head of Transformation

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1 South Northamptonshire Council Cabinet 8 June 2015 Performance Report Quarter 4 / End of Year Report of Head of Transformation This report is public Purpose of report To provide information relating to quarter four of the annual performance year for the period 1 January - 31 March The report also reflects end of year outturns as measured through the performance management framework 1.0 Recommendations The meeting is recommended: 1.1 To note that the Council has delivered 98% of its agreed priorities for the performance year. 1.2 To receive a verbal update on any performance issues or feedback from the Scrutiny Committee at their meeting on 27 May 2015 for Cabinet to action or note. 2.0 Introduction 2.1 This quarter sees the Council s year end performance review measured through the performance management framework. The report covers key areas of performance against the four strategic priorities of: Preserve what s special Protect our quality of life Secure a prosperous and sustainable future Enhance performance. 2.2 The performance report at appendix 1 contains details of all the tasks and measures that were agreed twelve months ago, with progress commentary on each.

2 2.3 Measuring performance To measure performance we use a colour coded traffic light system where Green* is exceeding the target, Green is 100% of the target met, Amber 90% and above, and Red below 90%. Detailed performance indicators and commentary relating to each are presented in the appendices to this report. 2.4 Although this is primarily a report of corporate performance, the Council s performance management framework also includes monitoring against service plans and strategies at directorate level. Along with our strategic and service risk registers this enables us to ensure that we have a truly joined up and whole council approach to the delivery of our services and strategic priorities. The majority of operational performance issues are dealt with at service and directorate level. However significant service successes and issues are escalated to the joint management team and where appropriate included in this report. 3.0 Report Details 3.1 Year-end performance: a cause for celebration In 2014/15 the Council continued to set itself challenging performance targets and our performance at year-end can easily be described as excellent, with particularly good progress having been made in areas of economic development, major projects and resource management. As we reflect on our performance, we are delighted to report that the Council has met or made satisfactory progress on 98% of all the performance targets set out in the Corporate Performance Management Framework, including Equalities, Programmes and Partnership plans. This is a real achievement, particularly as each of those targets link directly to one of the four strategic priorities of the Council and the issues that are of most importance to our residents, local businesses and other key stakeholders. All staff should be commended for their efforts in supporting the delivery of these priorities and playing their part in making a positive difference to our District. Whilst appendix 1 provides a comprehensive analysis of our performance, it is worth highlighting some examples of where we have performed particularly well: Fly tipping - The number of fly tipping incidents has decreased against the same period last year. This has been a very busy year for the Enforcement Team covering a number of investigations into flytipping, littering and dog fouling offences. There has been a variety of investigations and evidence found over the period including a number of flytips coming from London and these have all generated lengthy and detailed investigations and interviews of potential offenders. Evidence is also being collated that links one person from Northamptonshire to at least four large flytips in the district. This investigation has already resulted in a successful prosecution on a duty of care offence with a number more to follow. Over the next 12 months the Street Cleansing Team will be trained in gathering and photographing evidence found in flytips. This has the potential to increase the levels of investigations and evidence found.

3 Enforcement actions - The number of enforcement actions have increased compared to last year. This has been a successful year with a number of formal actions being taken. Two flytips had fixed penalty notices (FPN) of 75 pound each with 30 clean up costs all paid in full. A successful magistrate's court action took place in March regarding duty of care resulting in a fine, including costs of 420. Waste had been removed from a house building site without ensuring that it would be disposed of correctly. The individual who removed the waste is also the subject of an on-going investigation. Two more offences were heard in the magistrate's court in April 2015 and both parties were found guilty of duty of care offences and fined accordingly ( and including costs) and files are being prepared for the legal team on a further four offences. Welfare Reform - Delivery of the objectives of the Welfare Reform project including Universal Credit, Credit Union, Council Tax Reduction Scheme, Business Rates localisation and Single Fraud Investigation Service (SFIS) have on the whole been successful. Most of the workstreams were successfully completed with the exception of Universal Credit which was always reliant on central government timelines. An end of project report has been produced and agreed by the project sponsor. A new project has now been started to oversee the implementation of Universal Credit at both SNC and CDC. Employment, job clubs and skills development - The Council s commitment to extending and increasing access to skills and employment opportunities across the District has been successful. South Northamptonshire Councils Job Club had 220 job club visits during quarter 4 and ran 3 workshops: - How and where to find a job negotiating the internet - Completing application forms and interview skills - Personal presentation and confidence building The Job Club formally celebrated supporting its 250th person into employment at an event at the Mill Brewery in Towcester. 61 people were seen by the Job Match advisor in quarter 4 of which 11 people were supported back into employment. 21 people seen were from Brackley (6 people placed) and 40 were from Towcester (5 people placed). This includes supporting staff at Homebase and Brackley Cottage Hospital as a result of their closure. The Economic Development team ran an afternoon event in April, with specialist support from a range of job club partners and are continuing to support these jobseekers. However, 4 people from the hospital have secured new jobs at Barchester Homes as a result of our relationship with this local employer. The Enterprise Club was set up in 2011 with pump prime funding from the Department of Work and Pensions (DWP) and now operates in partnership with the University of Northampton. The club supports and advises local residents on how to start their own business or become self-employed, in addition to practical support such as market research and business planning. In 2014/15 support from Enterprise Club has assisted 13 businesses to start up and 14 to grow. The table below summaries the Council s overall performance by each of the four strategic priorities:

4 Business Plan Performance 2014/2015 Green * Green Amber Red Enhance Performance Preserve What s Special Protect our Quality of Life** Secure prosperous and sustainable future Total (number activities/ projects) Total percentage of business plan 14% 61.5% 23% 1.2% ** 2 measures under Community Safety unable to be categorised as police methodology for recording crimes changed during the year. END OF YEAR 2014/2015 Summary Outturn Green * Green Amber Red Total no. of measures Major Programmes 0 Corporate Equalities Plan 0 Significant Partnerships 0 7 (87.5%) 20 (90.9%) 15 (88.2%) 1 (12.5%) 2 (9.1%) 2 (11.76%) The data tables provide a comprehensive summary of the actions set out in the corporate Plan and supporting performance measures. 4.0 Conclusion and Reasons for Recommendations 4.1 The Scrutiny Committee reviews the performance of all Council services to ensure both transparency and a whole Council approach to organisational performance. The Scrutiny Committee can make reports or recommendations to Cabinet for consideration. The Performance and Insight Team in association with the relevant directorate staff, provide the Committee with regular reports on performance against targets and outcomes, direction of travel and explanations of performance 4.2 The attached performance report (Appendix 1) provides detailed information on progress against Council priorities and indicators for the fourth quarter and year end. 4.3 As part of the on-going development of performance management the Joint Management Team have agreed an approach to performance monitoring major programmes and partnerships that impact on key strategic priorities. These are included in the appendix. 4.4 The corporate equalities plan is a cross-council plan that aims to improve customer access, tackle inequality, build strong communities and improve community

5 engagement. It also ensures that the Council is compliant with all equalities legislation. During the last year there have been a number of changes to the legislation and the Council s plans and polices reflect this. As legislation changes South Northamptonshire Council equalities policies are reviewed. 5.0 Consultation As part of a whole council approach to effective and transparent performance monitoring, the Scrutiny Committee is invited to review corporate performance against the Council s agreed strategic priorities and key deliverables each quarter and provide feedback to Cabinet, whether in relation to areas of concern or good performance. 6.0 Alternative Options and Reasons for Rejection 6.1 The following alternative options have been identified and rejected for the reasons as set out below. Option 1: To request additional information on items and/or add to the work programme for review. 7.0 Implications Financial and Resource Implications 7.1 Financial Effects The resource required to operate the Performance Management Framework is contained within existing budgets. However the information presented may lead to decisions that have financial implications. These will be viewed in the context of the Medium Term Plan and Financial Strategy and the annual Service and Financial Planning process. Paul Sutton, Head of Procurement & Finance, , Paul.Sutton@cherwellandsouthnorthants.gov.uk Legal Implications 7.2 There are no legal issues arising from this report. Kevin Lane, Head of Law and Governance, kevin.lane@cherwellandsouthnorthants.gov.uk

6 Risk Implications 7.3 The purpose of the Performance Management Framework is to enable the Council to deliver its strategic objectives. All managers are required to identify and manage the risks associated with achieving this. All risks are logged on the Risk Register and reported quarterly to the Audit Committee. Shirley Vaughan Policy and Planning Officer, , Data Quality 7.4 Data for performance against all indicators has been collected and calculated using agreed methodologies and in accordance with Performance Indicator Definition Records (PIDRs) drawn up by accountable officers. The council s performance management software has been used to gather and report performance data in line with performance reporting procedures. Shirley Vaughan Policy and Planning Officer, , Shirley.Vaughan@cherwellandsouthnorthants.gov.uk 8.0 Decision Information Key Decision Financial Threshold Met: No Community Impact Threshold Met: No Wards Affected All Links to Corporate Plan and Policy Framework The Performance Management Framework covers all of the Council s Strategic Priorities Lead Councillor Councillor Ian McCord, Leader of the Council

7 Document Information Appendix No Title 1 Corporate Business Plan 2 Programme Management 3 Corporate Equalities 4 Partnerships Background Papers None Report Author Louise Tustian, Acting Corporate Performance Manager Contact Information Louise.tustian2@cherwellandsouthnorthants.gov.uk