Cabinet. Corporate Performance Monitoring Report: Third Quarter Agenda Item: Date of Meeting 16 March 2016

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1 Agenda Item: Cabinet Date of Meeting 16 March 2016 Lead Member Cllr. Robin Cook Local Members All Members Lead Officer Debbie Ward, Chief Executive Subject of Report Executive Summary Corporate Performance Monitoring Report, Third Quarter (1 October 31 December 2015) Draft Corporate Plan Refresh This report presents: a) the results of the monitoring of the Corporate Balanced Scorecard, including the Corporate Plan, for the third quarter of ; and: b) the draft refresh of the County Council s corporate plan for , including a revised outcomes framework. This is being presented to the Audit and Scrutiny Committee and the three Overview Committees during March. It will return to the Cabinet on 13 April, to seek a recommendation that it be presented to the County Council on 21 April for approval and adoption. Corporate Performance, Quarter As well as the two priorities of the Corporate Plan Enabling Economic Growth and Health, Wellbeing and Safeguarding the Balanced Scorecard is the principal means by which the County Council monitors priority performance measures on customer service and staff development and wellbeing. There are 31 performance measures in the Corporate Plan, and a further 15 measures in the rest of the Balanced Scorecard that monitor customer service and staff development and wellbeing making a total of 46 measures. At the end of the third quarter, those 46 measures have the following ratings, where Green = On target, Amber = 0%-5% off target, and Red = More than 5% off target. 1

2 For the 31 performance indicators in the Corporate Plan, the equivalent ratings were as follows: Headline issues, Quarter Enabling Economic Growth It is pleasing to note that all but one of the performance measures has either met or exceeded its target for Enabling Economic Growth. The percentage of household waste sent for re-use, recycling and composting has risen to 60.05% in the third quarter, meeting the target. Consequently the only Enabling Economic Growth measure that is off target is percentage of the Growing Places Fund committed to active projects which, as reported in quarter 2, is significantly improving. Health, Wellbeing and Safeguarding 856 children had been assessed as being subject to emotional abuse and/ or domestic violence by the end of the third quarter, already exceeding last year s total by 40 cases. Domestic abuse is presenting in three key areas: Children who are living with domestic abuse in their household Children who are perpetrating violence against their parents/family Children who are experiencing abuse in their own peer relationships Resources are being sought to drive the children s agenda through the pan-dorset Domestic Abuse Strategic Group. The gap in achievement at Key stage 2 between statemented and nonstatemented children has narrowed, and is now on target. The percentage of children subject to a child protection plan has improved from Quarter 2, reducing from 8% to 4.6%, but this represents a sharp reduction from the quarter 2 figure of 8%. Waiting times for Child and Adolescent Mental Health Services (CAMHS) remain high. In Adult Social Care, the proportion of clients receiving Self Directed Support and/ or Direct Payments has dropped in performance from 925 to 915 for the third quarter and remains slightly below target. The performance for permanent admissions to residential care per 100k older people at quarter 3 is now 649.1, well above last year s figure of The figure is based on a rolling year position i.e. the year up to 31 December The annual target of may, therefore, still be met. The number of delayed transfers from hospital care remains at red with a drop in performance from 19% to 21.7%. 2

3 People Matter The DCC target for staff sickness has reduced to 7.15 days pro rata per FTE, due to the removal of Tricuro sickness data. Overall sickness has reduced from 7.79 as at the end of Quarter 2 to 7.58 as at the end of Quarter 3. Whilst this is still above the target it is a significant improvement due in large part to sickness reductions in the Dorset Waste Partnership, Adult & Community Services and Dorset schools. Sickness has increased in Environment & Economy and many services remain above their targets, demonstrating a continued need for focus on sickness management and support. PDR Mid Year Review rates have increased from 65% in to 81% in but are still below the target. This is due to lower completion rates in Adult &Community Services, parts of Children's Services, and the Chief Executive's Department. The My Voice Now staff survey took place during Quarter 3. The response rate was 55%, a significant improvement on previous surveys where around 40% of staff responded, and included a number of harder to reach staff groups who were surveyed using range of different methods such as paper and voting handsets. The results of the 12 questions contribute to a score against the four key pillars that indicate the levels of employee engagement: Forward Together, Engaging Managers, Employee Voice and Integrity. There was little change in any of these scores. All results are now published and can be viewed at: Draft Corporate Plan Refresh The Corporate Outcomes Framework In October 2015 the Cabinet agreed to the adoption of a more outcomes focused approach to corporate and service planning and performance management using the Outcomes Based Accountability (OBA) methodology. The defining principle of OBA is to establish the conditions of wellbeing that we are seeking to achieve for Dorset alongside our communities and partners the ends and work backwards, using the best available evidence, to establish the best means of achieving them within the resources available to us. This report presents, at Appendix 2, a draft Outcomes Framework to articulate those conditions of wellbeing, as part of the refresh of the County Council s corporate plan. This has been developed in consultation with the Corporate Leadership Team and Heads of Service. The framework is comprised of four high level outcomes, reflecting the County Council s commitment to helping residents be healthy, safe and independent, with an economy that is prosperous. A set of outcome statements under each of these headings gives further definition to the particular challenges facing Dorset with regard to each outcome. Performance management arrangements for Once the corporate plan and outcomes framework are agreed by councillors, the suite of indicators and measures that will support them will be established, enabling us to judge whether we are being successful in making a difference to the lives of our residents. This work is already well 3

4 advanced in a number of key areas and an initial performance framework will be in place for the beginning of the financial year This will continue to be developed throughout the year and beyond, in consultation with members, officers, partners and residents, as our evidence analysis gives us a better understanding of what works to make a positive impact on outcomes. We will need to monitor achievement in two ways by looking at: 1., which help quantify the achievement of an outcome for the whole of Dorset, and for which accountability is shared between a number of partner organisations and communities; and: 2., which will be used to quantify the extent to which our customers are any better off as a result of our actions. As an organisation, we are solely accountable for these performance measures. Some of the probable population indicators and performance measures that will be used are shown below. Please note that these are included here as examples only, to illustrate the process that is being followed. A draft full set of population indicators and performance measures will be discussed with members over the next few weeks, prior to adoption. Safe: The rate of safeguarding referrals for children and adults The number of people killed or seriously injured on Dorset s roads The rate of alcohol/ drug related crime Healthy: Prevalence of mental health disorders amongst children and adults Percentage of people having safe and easy access to open spaces The rate of children in care, or subject to a child protection plan The percentage of people saying services they use have made them feel safe and secure The percentage of the road network in need of repair The percentage of adults successfully completing alcohol/ drug treatment Waiting times for Children and Adolescent Mental Health Services The condition of the footway and cycle path network Independent: Percentage of people regaining their independence following hospital admissions Effectiveness of reablement and rehabilitation services following hospital discharge 4

5 Percentage of people who feel isolated Percentage subsidised public transport routes that are now delivered through community transport schemes Prosperous: Percentage of people participating in further and higher education and vocational learning Sustained business start-up rates Percentage of pupils reporting that that have received high quality advice and guidance and access to a good range of post-16 courses Percentage of the Growing Places Fund committed to active projects Impact Assessment: In order to test whether these outcomes are shared with our strategic partners and our communities, and to help define the best, most cost effective strategies for meeting them, it is proposed that there will be extensive consultation and engagement both internally and externally on the detail of our outcomes approach during The proposed outcomes framework included here will strategically align with the revised overview and scrutiny committee structure agreed by the County Council on 15 February. The Economic Growth, Safeguarding, and People and Communities committees will be able to oversee and scrutinise the delivery of the corporate plan as articulated by the prosperous, safe and independent outcomes respectively, whilst the existing Joint Health Scrutiny Committee will be able to scrutinise delivery against the healthy outcome. The Audit and Governance Committee will be able to take a strategic overview of the delivery of the whole framework. Equalities Impact Assessment: There is no change in policy, or impact on equalities groups, associated with this corporate performance monitoring report. The draft corporate plan and outcomes framework at Appendix 2 includes the commitment that, as delivery strategies are developed, the best available evidence will be used to ensure that inequality is challenged, and that our resources are focused on the people and places in most need of help. Use of Evidence: The data within this report is drawn from the County Council s Performance Manager system which is updated by a range of officers from all departments within the County Council. Red, Amber and Green (RAG) ratings are used to summarise the performance situation at the end of the quarter. Budget: Information is provided elsewhere on the agenda for this meeting on the County Council s performance against the budget set in the Medium Term Financial Plan. Work is underway to strengthen the reporting of the relationship between performance and budgets in future performance 5

6 monitoring reports. Risk: High risks from the Corporate Risk Register are included on the Corporate Balanced Scorecard and are shown on the final page of Appendix 1. Where possible, these are linked to performance indicators elsewhere in the scorecard. Where these indicators are significantly off target, this may suggest an increased risk to the County Council. Other Implications: None Recommendation That the Cabinet: (i) Considers and comments upon the corporate performance monitoring report for the third quarter of ; (ii) Agrees any future actions they would wish to see with regard to the performance issues raised. Reason for Recommendation To ensure members are aware of the County Council s performance against the Corporate Plan and Corporate Balanced Scorecard. Appendices Appendix 1: Dorset County Council Corporate Balanced Scorecard, Overall Summary, Quarter Appendix 2: Dorset County Council s Corporate Plan: Refresh Background Papers Report to and minutes of the Cabinet 8 April 2015: Draft Corporate Plan Report Originators and Contacts Name: John Alexander, Policy and Performance Manager Tel: j.d.alexander@dorsetcc.gov.uk Name: David Trotter, Policy and Performance Officer Tel: d.trotter@dorsetcc.gov.uk 6

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