Date

December

Reporting Area

Performance Plan

Lead Director

Peter Rowntree

Progress Made

Issue to be addressed

Who? (Director)

Leadership

Good CPA result - the best corporate assessment in the South West. Adoption of 2 key corporate targets: level of customer satisfaction and top quartile indicators. Identification of corporate priorities within our CPA corporate assessment has led to increased organisational focus

Improved staff awareness of Corporate Objectives following Chief Executive addresses and CPA process. Planning and Review Framework completed, CPA assessment reports identified key areas of strengths and weaknesses

Executive portfolio and Overview & Scrutiny Panel established with responsibility for Customer Service.

Major changes to the way services are delivered are at an advanced stages with PARIS project, Leisure externalisation, Customer Access Programme

To improve levels of customer satisfaction the drivers of satisfaction need to be identified and strategies need to be revised in this light. Heads of Service should then devise Action Plans for achieving corporate targets

Performance Improvement Plan, including new inspection regime will be agreed with inspectors by the end of March.

O&S improvements required were highlighted in the CPA report for inclusion in our improvement programme

Need for an integrated approach as none of the major restructuring proposals are mutually exclusive

ALL

ALL

John Everitt

Jean Hinks/Peter Rowntree/Sarah Berry

People Management

CPA inspection highlighted the lack of a comprehensive Human Resources Strategy

Pressures on budget and shift of finance to priority areas may have staff implications

CPA outcomes include a Performance Improvement Plan to address weaknesses

Performance Unit has been established to enable improved effectiveness in Performance Improvement; Overview & Scrutiny; Procurement; and Best Value

Pay Award greater than expected but may help to relieve recruitment problems in some key areas

Third staff survey underway

The prospect of restructuring following the PARIS Partnership, Leisure externalisation the Customer Access Programme and the new Council post elections in May 2003, highlights the need for a comprehensive Human Resources Strategy that will include workforce planning and training needs.

Need to ensure that HR implications of new budget are assessed across the Council

Organisational development needs to complement the effort to address the weaknesses identified by the CPA

Engagement of service teams in delivering added value improvement will be key to success

Potential knock-on effects from other public sector pay negotiations. Need to look at appropriateness of present HR methods and introduce improvements

Development of corporate and service action plans will follow publication of results early in 2003

Sarah Berry

Sarah Berry

Sarah Berry/Peter Rowntree

All

Jean Hinks/Sarah Berry

All

Policy and Strategy

The Community Strategy should be completed by the end of March

Cultural Strategy has now been adopted, IEG Statement has been updated

Approach to Public Service Agreements has been agreed

Risk Management approach is being developed and the Corporate Risk Register is being updated

The CPA identified the lack of a Corporate Plan. New legislation regarding the Performance Plan means that it could be regarded as the Corporate Plan (as other councils have done)

Link to 2008 `Capital of Culture' bid,

Customer Access Strategy and PARIS Partnership need to be aligned

Smart targets that need to be identified for the Performance Improvement Plan could complement the PSA

Roll out to all services. Effective linkages with all aspects of risk to be strengthened

Sarah Berry/Peter Rowntree

Peter Rowntree/Sarah Berry

Sarah Berry/Peter Rowntree

Jean Hinks/Peter Rowntree

JH

Resources

Customer Access Programme is progressing but has a budget deficit

The Asset Management Plan has been submitted to GOSW

Approach to development of long-term office accommodation has been agreed

Financial position is tight with several calls on general reserves and several services overspends. There are also doubts about the Government Grant settlement

Shortfall in funding has been recognised together with the need for external funding.

Plane regarded as "good" - asset Management to be given a higher profile with SMART targets in next year's Performance Plan

Need to integrate this development with the other major schemes in the Bath City area, and with the results of the Long-Term Office Accommodation study

Resources will need to be found to ensure the Council's programme of major developments can proceed. The development of the Risk Management Programme and Capital Strategy will enable this to be better managed

Sarah Berry

Peter Rowntree/Jean Hinks

Jean Hinks

Jean Hinks

Processes

Evidence shows that up to 30% of targets agreed in the Performance plan may not be achieved. This is similar to previous years. Attached charts show that 71% are "green"

The CPA report identified areas of weakness

Business Process Change pilots completed

Implementation of the changes to the Revenues and Benefits Service have resulted in short term customer service problems (attached chart identifies these under "Resources")

The 2003/4 budget and financial plan review process is underway with the new Executive leading the process for the first time.

New EDM system to form the core for a corporate system is now fully operational and ready for roll out

Greater ownership of the targets in the Plan, smarter target-setting, much tighter scrutiny of the targets in Service Plans

Key corporate processes such as Best Value, Overview and Scrutiny, audit, and market research need to be adjusted and co-ordinated to address the issues in the Performance Improvement Plan

Development of Business Process Re-engineering within Customer Access programme will need to be integrated with PARIS project

Need to ensure that lessons are learned from the experience and that recovery is swift

Service Plans need to take account of efficiency savings and key investment themes proposed by the Executive

Roll out will not take place until services identify resources to implement

All

Peter Rowntree/Sarah Berry/Jean Hinks

Jean Hinks/Sarah Berry

All

All

All

Performance Targets

No.

%

RED

24

11

AMBER

29

13

GREEN

154

71

NOT KNOWN

12

5

TOTAL

219

100

Ref

Indicator

Top 25%

2000/01

Actual

`01/02 Actual

`02/3 Target

`02/03

Estimated Outturn

Status

Comment

EDUCATION

33

Net Youth Service expenditure per head of population in the Youth Service target age range (£)

77.75

(Average)

62.63

101.83*

65.72

63.70

Red

The 01/02 actual is subject to discussions with the District Audit Service

36d

Cost of Secondary pupils aged 16 & over (£)

4,264

(Average)

3,703

3,940

3,928

4,178

Red

Now funded by the learning & Skills Council. No financial implications for Council.

34a

Percentage of primary schools with 25% or more of their places unfilled

6.7

8.5

11.5

11.0

14.7

Red

Continued fall in pupil numbers

44

Number of pupils / 000 permanently excluded during the year from all schools maintained by B&NES

N/a

1.02

1.7

1.1

1.4

Red

Reflects national trend. Figures better than national average.

45

Percentage of half days missed due to unauthorised absence in secondary schools

0.7

0.6

0.6

0.5

0.6

Red

Reflects national trend. Figures better than national average.

46

Percentage of half days missed due to unauthorised absence in primary schools

0.3

0.3

0.3

0.2

0.3

Red

Reflects national trend. Figures better than national average.

159d

Percentage of permanently excluded pupils attending tuition of more than 20 hours a week

N/a

New Indicator

New Indicator

55

20

Red

Pupil referral unit established Sept 2002 will provide tuition.

CUSTOMERS

3

% of citizens satisfied with B&NES overall service

70%

60%

+5%

52%

Amber

Latest "Voicebox" survey suggests this is at 52% -

Ref.

Indicator

Top 25%

2000/01

Actual

`01/02 Actual

`02/3 Target

`02/03

Estimated Outturn

Status

Comment

ENVIRONMENT

Local15

Percentage local unemployment below national unemployment

2.0%

2.1%

2.2%

2%

Red

Local unemployment unlikely to reduce further as national figures reduces

Local17

Reduction in unemployment in key wards in B&NES

4.1%

3.5%

3.8%

Red

Target perhaps too ambitious

Local18

Numbers of existing businesses advised

320

320

350

350

Amber

126 advice sessions delivered to 68 companies

84

Number of kilograms of household waste collected per head

466kg

486kg

486kg

486kg

492kg

Amber

Target zero growth per annum. Dependent on numerous social & economic factors.

87

Cost of waste disposal per tonne for municipal waste

£27.17

£50.30

£47.00

£48.00

£49.00

Amber

Target was set before year end figure finalised.

88

Number of collections missed per 100,000 collections of household waste

28

172

116

120

146

Red

Indicator deleted in 2002/03 but will be retained by B&NES as a local indicator

178

Percentage of the total length of footpaths and other rights of way that were easy to use by members of the public

93%

70%

73%

77%

Amber

Dependent on Survey to be delivered

109a

Percentage of major planning applications [10+ dwellings or larger than 1 hectare] approved within 13 weeks

N/a

7%

27%

45%

30%

Red

Local circumstances prevent progress - well above target in other categories

166

Score against enforcement best practice for environmental health standards

8

8

7

Amber

P17

Adopt a waste strategy with stringent recycling targets

Do It

Amber

p22

Extend the Shopmobility service to other towns outside Bath

Do It

Red

Dependant on sponsorship funding - not now available until 2003/4

P26

Introduce a Modern Apprenticeship partnership with City of Bath College to help improve the skill base and development of staff

Do it

Amber

Feasibility under discussion with City of Bath College

HOUSING

62

Proportion of unfit private sector dwellings made fit or demolished as a direct result of action by B&NES

4%

1.1%

1.4%

1.5%

0.7%

Amber

A housing fitness survey is required to provide a more accurate baseline figure for number of unfit properties - deferred due to financial situation.

Ref.

Indicator

Top 25%

2000/01

Actual

`01/02 Actual

`02/3 Target

`02/03

Estimated Outturn

Status

Comment

67

% of homelessness applications on which B&NES makes a decision and issues written notification within 33 working days

96

76.5

79.4

85

73.1

Red

Reorganisation, a new IT system & preparation for inspection have all impacted on performance on this target.

Local

Average number of households in bed and breakfast accommodation

13.2

26.1

26

29.8

Red

A Public Service Agreement stretch target and an Overview & Scrutiny in-depth review will address this

Local

Percentage of new registered social landlord homes achieving `lifetime' standards

76%

47%

60%

3.5%

Red

High % of refurbished property and planning gain sites

Local 10

New affordable housing units

136

107

100

21

Amber

LEISURE

116

£ Spend per head of population on cultural and recreational facilities

£28 excl. Asset charges

£14 (£50.33 incl. Asset charges)

£50.14 incl. Asset charges

£14 (£51.65 incl. Asset charges)

N/A

Amber

Annual measure altered to include asset charges, substantially increasing costs

119 & 119 (i) - (v)

% satisfaction with Cult & Leisure

60

N/A

55%

Best 25%

Best 25%

Amber

Museums, parks, leisure all top 25% but not libraries, theatres and total

113

Museum school group visits

Best in England

130,580

102,019

120,900

105,000

Red

Spill over of effects of FMD on overseas group visits has damaged this years' result

117

Library visits per 000 population

6.4

5.291

4.86

6.2

Visitor ests N/A

Amber

Below target although counting methodology suspect. Expected to rise significantly when "People's Network" implemented.

115

Cost per visit to libraries £

£3.26 avge

£2.09

£3.45

£2.16

Visitor ests N/A

Amber

Expected to drop when People's Network implemented due to increased visitor numbers

Local 44

Number of visits to Council golf courses `000

64

70

70

60

Amber

Visits below target but income up - poor weather May, June and part July

RESOURCES

8

Percentage of undisputed invoices which were paid within 30 days

93%

New Indicator

90.7%

93%

91.0%

Amber

Unrealistic Government target 97.5% for 2001/02

Ref.

Indicator

Top 25%

2000/01

Actual

`01/02 Actual

`02/3 Target

`02/03

Estimated Outturn

Status

Comment

9

Percentage of Council Tax received during the year, excluding reliefs and rebates

98.0%

97.0%

96.8%

97.4%

97.0%

Estimate

Red

Measures agreed to improve backlog but target unlikely to be achieved.

77

Average cost of handling Housing Benefit or Council Tax Benefit claim

47.75

£37.02

£44.08

£40

NYA

Red

Costs savings from re-organisation unlikely to be realised this year. Service overspend and backlog to clear.

78a

Average time for processing new Benefit claims (days)

36

30

39

30

58

Red

Performance below target at present.

78b

Average time for processing notifications of changes in Benefits circumstances (days)

9

6

6

7

16

Red

Performance below target at present.

78c

Percentage of renewal Benefits claims processed on time

83%

63%

65%

75%

57%

Red

Performance below target at present.

79a

Accuracy of Benefits processing (Percentage accurate on available information)

98%

93%

93%

93%

89.6%

Red

Performance below target at present

12

Proportion or working days/shifts lost to sickness

8.2

9.3

9.0

9.3

Amber

Measurement changed

15

Ill-health retirements as a percentage of early retirement

0.25%

0.35%

0.45%

0.45%

Amber

Govt set target of 0.35% to be achieved by 2005

16

Percentage of staff declaring they meet the DDA disability definition

2.7%

1.5%

1.6%

<1.6%

Amber

Future targets to be reviewed

17

Percentage of staff from ethnic minorities

2.67%

1.6%

2%

<2%

Amber

Future targets to be reviewed

SOCIAL SERVICES

50

Percentage of children leaving care aged 16 or over with at least one GCSE at grades A-G or GNVQ

DoH Top Band

70-100%

42%

60%

75%

65%

Amber

Small cohort , volatile indicator.

52

Average gross weekly cost of providing intensive social care for adults and older people (£)

£268-357

£418

£447

£395

Above target

Amber

Costs reflect increase in fees paid to homes and higher cost of in house homes

56

Percentage of items of equipment costing less than £1000 delivered within three weeks

95.57%-100%

85%

83%

96%

94%

Amber

Performance being monitored following audit - lowered performance result for 01/02 to 83%.

161

Employment, education and training for care leavers (newly available in 2002)

65%

30.8%

80%

Below target

Amber

Tracking suggests improved performance this year, but ambitious target

Ref.

Indicator

Top 25%

2000/01

Actual

`01/02 Actual

`02/3 Target

`02/03

Estimated Outturn

Status

Comment

55

Clients receiving a review

60-95%

53%

43%

60%

<60%

Red

Insufficient staffing resources to meet this target. Likely to be addressed by Local Public Service Agreement

TRANSPORT

165

Percentage of pedestrian crossings with facilities for disabled people

91%

90%

92%

96%

96%?

Amber

Dependant on UTMC development

187

Condition of footways

New

Not available

Red

Highway management software not yet developed - Unlikely to be collated this year

P17

Feasibility study of demand responsive transport provision

Do It

Not available

Amber

Study ongoing

P20

Implement the Street Lighting Policy and Strategy, ensuring the safety of the community whilst seeking to minimise light pollution

Do It

Not available

Amber

COMMUNITY SAFETY

128

Vehicle crimes per 1,000 population

10

17.3

22.6

20.1

25.1

Amber

Some improvement in the second quarter.

174

Number of racial incidents recorded per 100,000 population

N/a

15

15

25

Amber

This records incidents reported to the Council (all but one in schools), only a small proportion of all those in B&NES.