Meeting documents

8 THE ISSUE

8.1 Council Performance Report by Executive Portfolio for the period July to October 2006

9 RECOMMENDATION

The Council Executive is asked to:

9.1 Note the contents of this report and to consider in light of the corrective actions identified whether additional actions are required to improve performance.

10 11 FINANCIAL IMPLICATIONS

11.1 Contained within the report

12 COMMUNITY STRATEGY OUTCOMES

13 CORPORATE IMPROVEMENT PRIORITIES

14 CPA LINES OF ENQUIRY

15 THE REPORT

15.1 Following introduction of a new performance management system in 2005, this is the second year that the Executive has received quarterly performance reports showing performance against each Executive portfolio.

15.2 This report shows each Executive member's performance divided into a narrative section and a section listing performance progress against all national Best Value performance indicators and key local performance indicators. This section also highlights indicators that the Executive and Directors agreed require focus as "key" indicators by listing them at the beginning of each portfolio & also using the word "Key" in their name.

15.3 The report includes a summary, by portfolio, of key achievements, issues, finance and risk for the period July- October 2006, plus an accompanying summary of the progress against performance targets, showing whether we are achieving target to date (`green', `amber' or `red') and whether we are improving or deteriorating since the previous quarter( á or â )

15.4 The overall performance of the Council was confirmed as good by the Audit Commission with a 3 star rating (out of a possible 4). The Council continues to make good progress against improvement priorities and maintain improvements in already high performing services such as recycling and raising education standards as well as generally improving the value for money of its services.

15.5 The overall council performance position this quarter shows that 68% of our PIs are meeting or exceeding their target (green), 31% are not meeting their target (13% are slightly off target - amber, 19% are off target - red). Performance has improved this quarter since quarter one, with the number of red indicators reduced by five, two of which have improved to amber, and three to green. In addition, we are maintaining our strong performance against the indicators that we have identified as "key" with over 70% hitting target (green).

7.1 Highlights of main achievements during July - October include:

(1) In September, the Council underwent a peer review inspection with the IDeA in order to obtain an external view of how we operate. The team of expert reviewers agreed with our official rating from the Audit Commission as a `good' council, and confirmed we have some excellent and many good services.

(2) The Annual Performance Assessment that looks at the whole range of services for children was rated `Good' by Ofsted / CSCI and schools had the highest performance to date on GCSE results

(3) The Bath Spa officially opened its doors to the public on 7th August. The complex is a significant facility for the City and the first part of the regeneration of the spa culture, as well as allowing people to bathe in the Spa waters for the first time since the 1960's

(4) Following the expansion of the Council Connect contact centre, it is now easier to contact the Council with planning and library enquiries, both of which have joined the ever growing list of services that can be handled through our call centre, including waste and highways. In addition, the centre's operating hours have been extended by half an hour in the morning and the evening, allowing callers to contact the Council between 8am until 6pm.

(5) Bath & North East Somerset achieved a 3.9% energy efficiency improvement in domestic energy in 2005/06 through a range of targeted home efficiency projects in some homes in the area. This is the greatest single year improvement in the ten years of reporting against this performance measure.

(6) Successful recycling schemes have boosted recycling rate to 39% in September with consequent reductions in landfill gate fees and taxes.

(7) 2 Successful Environmental action days held in Bath and Keynsham to improve local community cleanliness, crime perception, and general well being. This included removing abandoned vehicles - this quarter we have investigated 100% of abandoned vehicles within 24 hours, against a target of 41%.

7.2 Highlight of key issues and risks identified this quarter:

(1) Main issues and risks relate to the impact of Single Status within the organisation and budget pressures being identified as part of the Council's annual service planning process.

8 RISK MANAGEMENT

8.1 The report author and Lead Executive member have fully reviewed the risk assessment related to the issue and recommendations, in compliance with the Council's decision making risk management guidance.

8.2 There is a risk relating to the Council's Comprehensive Performance Assessment score if performance targets, set in line with local and national priorities, are not achieved.

9 RATIONALE

9.1 This report is a key part of the Council's performance management framework

10 OTHER OPTIONS CONSIDERED

10.1 None

11 CONSULTATION

11.1 Consultation has been carried out with Executive Councillors, Section 151 Finance Officer; Chief Executive; Monitoring Officer and other Strategic Directors through existing meeting schedules.

12 ISSUES TO CONSIDER IN REACHING THE DECISION

12.1 Social Inclusion; Customer Focus; Sustainability; Human Resources; Property; Young People; Equality (age, race, disability, religion/belief, gender, sexual orientation); Human Rights; Corporate;

13 ADVICE SOUGHT

13.1 Directors' Group including the Council's Monitoring Officer (Council Solicitor) and Section 151 Officer (Strategic Director Support Services) have had the opportunity to input to this report and have cleared it for publication in agreement with Executive members.