Corporate Performance Performance against the Corporate Plan 1 st - - PowerPoint PPT Presentation

Corporate Performance

Performance against the Corporate Plan 1st July – 30th September 2011 Presentation by: David Taylor-Smith Cabinet – 3rd November 2011

Corporate Overview:

Revenue Budget 2011/12 Position Statement at 30th September 2011 Dept Current Approval (Budget) Forecast Pressures Overspend £m £m £m DASS 67.4 7.1 0.00 CYPD 75.3 2.0 0.00 Corp Services 26.0 0.5 0.00 Finance 26.6 0.0 0.00 LHR&AM 16.3 0.0 0.00 Tech Services 60,1 0.0 0.00 Totals 271.7 9.6 0.00

1 indicator is awaiting data 8 projects are within the concept stage

1 1 2 2 2 2 6

2 4 6 8 10 Your FAMILY: C&YP Your FAMILY: ADULTS Your NEIGHBOURHOOD Your ECONOMY Your COUNCIL

Performance against Strategic Change Projects

Red Amber Green

1 project is on hold

2 8 20 10 1 3 13 6

10 20 30 40

Your FAMILY: C&YP Your FAMILY: ADULTS Your NEIGHBOURHOOD Your ECONOMY Your COUNCIL

Performance against Corporate Plan Projects

Red Amber Green

12 3 3 6 5 2 1 5 3 2 1 4 2 10 20 30

Your FAMILY: C&YP Your FAMILY: ADULTS Your NEIGHBOURHOOD Your ECONOMYYour COUNCIL

Performance against Corporate Plan Indicators

Over Perf Red Amber Green

Sickness Absence

The average absence lost per employee on a running basis has dropped for June and Sep 2011 when compared to 2010. The department with the highest average for June 2011 was Adult Social Services and for September 2011 was Technical Services The average absence per employee on a running basis has dropped by 0.65 (14%) for Quarter 2 2011/12, when compared to Quarter 2 2010/11 (provisional figures for September 2011)

Average absence per employee on a running basis FTE - All Authority

(not including temporary staff employed for less than 12 months)

0.00 1.00 2.00 3.00 4.00 5.00 6.00

2009/10 2.49 4.60 2010/11 2.51 4.67 2011/12 2.21 4.02 June Sept Year End Targets 2009/10 = 10.00 2010/11 = 9.80 2011/12 = 9.80

Average absence per employee on a running basis FTE - By Department

(not including temporary staff employed for less than 12 months) 2.42 1.35 1.80 1.80 2.67 2.90 5.68 3.94 3.36 4.70 5.44 3.93 0.00 1.00 2.00 3.00 4.00 5.00 6.00 DASS CYPD Corp Serv Finance LHR&AM Tech Serv

Sep-11 Jun-11

Q2 Target

4.49

Q1 Target

2.42

Customer feedback ‐ average working days to resolve: 1st July ‐ 30th September 2011

5 10 15 20 25 30 35 40 45 50 All Departments Corporate Services CYPD DASS Finance LHRAM Technical Services

Complaints Councillor/MP contacts LGO contacts (calendar days)

Cllr/MP Corporate complaints LGO

Customer Feedback

Complaints received by department: 1st July ‐ 30th Sept 2011

DASS 12% LHRAM 3% CYPD 8% Corporate Services 11% Finance 19% Technical Services 47%

Customer feedback received: 1st July ‐ 30th Sept 2011

Suggestions 2% Compliments 9% Statutory Complaints 4% Councillor/MP Contacts 65% Ombudsman Contacts 1% Corporate Complaints 19%

Complaints resulting in changes by department: 1st July ‐ 30th September 2011

94 93 100 100 100 86 6 7 14 0% 20% 40% 60% 80% 100% Corporate Services CYPD DASS Finance LHRAM Technical Services No Changes Changes

Green 2

100%

Green 1

Performance against Projects Corporate Plan

(2 Corporate Projects)

Strategic Change Programme

(1 Strategic Projects)

• All of the projects are on target

Performance against Indicators

(24 Corporate Indicators)

Red:

• The gap between pupils eligible for free school meals and their

peers achieving the expected attainment level at Key Stages 2 and Key Stages 4 are lower than the 2010/11 academic year. Improvements have been made, but performance has not met the 2011/12 targets

• The gap between Special Educational Needs (SEN)/ non SEN

pupils achieving Key Stages 2 in English & Maths is wider compared to the 2010/11 academic year. Both groups have made progress, but the non SEN group has improved by 2.4% more than the SEN group, therefore widening the gap

Amber:

• The SEN/non SEN gap in achieving 5 A*-C GCSE inc. English &

Maths is lower than 2010/11 academic year

• Stability of placements of looked after children
• Reduce emergency hospital injury admissions 0-4 years

Resource Implications Financial

Budget pressures of £2 million identified (reduced from £5.6 million for quarter 1 by use of one off reserves and uncommitted funds). Children’s care services, numbers of looked after children and transport costs remain as pressures. 2011/12 Capital budget has been re-profiled and is now £24 million. Significant progress includes Cathcart and Pensby Primaries and on numerous schemes funded from within the capital maintenance and basic need grant allocation.

Staffing

The restructure of the Children's Services Department has been agreed and is being implemented.

Future Challenges and Risks

Safeguarding arrangements for children is a continuous significant risk and is therefore under constant review The general economic position has created additional demand pressures on services. In response to the Munro Review a national review of children's social care processes is being undertaken.

Your FAMILY: Children & Young People

Green Amber Red Over Perf 12 3 3 6

50% 12.5% 12.5% 25%

Green 8

100%

Green 5

100% Amber Red 1 2

Performance against Projects

(8 Corporate Projects)

Corporate Plan

• All projects are on target

Strategic Change Programme

(3 Strategic Projects) Red:

• Learning Disabilities
• Market Management

Amber:

• Re-provision of in-house care services

Your FAMILY: Adults

Performance against Indicators

(5 Corporate Indicators)

• All Indicators are on target

Resource Implications Financial

Budget pressures of £7.1 million have been identified, as follows:

• Increased demand for older people and learning

disabilities accounts for £2.9million.

• Slippage on savings e.g. market review negotiations

and Early Voluntary Retirement / Voluntary Severance £3 million

• Community Care £1.2 million

£3 million capital programme includes grant allocation for personalisation and final payments for Mendell lodge extra care housing scheme.

Staffing

Cabinet approved a new staffing structure for DASS on 22nd September 2011. This will strengthen safeguarding arrangements.

Future Challenges and Risks

Safeguarding arrangements for adults are always a risk and are therefore under constant review Revised policies and procedures were approved by the Safeguarding Adults Board on 4 July. These will assist in the mitigation of risk. Challenges remain in dealing with demand pressures from an ageing population within a constrained budget.

Your NEIGHBOURHOOD

Performance against Projects

(32 Corporate Projects)

Corporate Plan Red:

• Implement a new Sub Regional Choice Based Lettings Scheme

Amber:

• Heating improvement programme to 140 vulnerable private sector residents
• Housing plan for people with Learning Difficulties
• Implement proposals to reduce under occupation in social housing
• Reduce number of people killed or serious injured in road traffic casualties
• Implement a speed restriction programme
• Effectively implement the Community Energy Efficiency Fund
• Co-locate two libraries with one stop shops
• Roll out WiFi; Install Information Screens and E books in libraries

On Hold - Deliver Parks & Countryside Services Procurement Exercise (PACSPE) Strategic Change Programme (3 Strategic Projects) Amber:

• Street Lighting and PACSPE (1 project is within the closure stage)

Resource Implications Financial

Major areas for close monitoring remain car parking and Cultural Services income. Number of policy options progressing including Library improvements, free after 3 parking and deep clean street cleansing initiatives. The Community Asset Transfer programme continues. Capital programme activities include works at the Williamson Art Gallery and Landican cemetery.

Performance against Indicators

(9 Corporate Indicators)

Red:

• Repeat incidents of domestic violence, referrals have increased by 11.16%

compared to 2010/11. The increase in referrals has been in part due to the success in engaging agencies in Wirral’s Multi-Agency Risk Assessment Committee process and improved police reporting systems 1 indicator is awaiting data

Future Challenges and Risks

Ensuring services meet the needs of local residents and businesses is

• crucial. A significant consultation

programme, asking the people of Wirral to identify budget priorities and areas for improvement, as part of a project to develop individual neighbourhood plans is currently underway. Weather events can severely disrupt

• services. A review of winter

maintenance arrangements has been undertaken to help mitigate impacts

Amber 2 Green Amber Red

20 10 1

63% 31% 3% Green Red Over Perf

2 1 5

22% 11% 56%

Green

3

100% Green Blue

3 2

60% 40%

Your ECONOMY

Performance against Projects

(3 Corporate Projects)

Corporate Plan

• All of the projects are on target

Strategic Change Programme

• There are no projects falling within this theme in the

Strategic Change Programme

Performance against Indicators

(5 Corporate Indicators)

Over Performing

The number of jobs created or safeguarded via Invest Wirral has exceeded its target by 90 (20% above the target) through support of the Invest Wirral Relationship Managers and from the Business Investment Fund The number of Business Assists has exceeded its target by 140 (187%) through support provided by Investment Marketing which has helped multiple businesses at once and with the Partnership Officer meeting with several new tourism businesses

Resource Implications Financial

Economic climate has created pressures relating to achieving targets for planning and building control Initiatives under way include business support programme and development of empty shops scheme. The Wirral Waters scheme continues to be developed with positive news regarding the International Trade Centre Capital programme increased due to grant monies rolled forward from 2010/11. £1.6 million incurred so far on housing improvement activities

Future Challenges and Risks

Economic growth makes it easier to achieve our objectives. Investment Strategy 2011-2016 was approved by Cabinet on 21 July The development of the Wirral Waters project by Peel Holdings continues and this will create significant economic

• pportunities for the Borough. Peel Holdings planning

application for an International Trade Centre in Birkenhead has been approved There is an increased developer interest in East Wirral

Green Amber

13 6

68% 32% Green Red Over Perf

1 4 2

14% 57% 29% Green Amber Red 2 2 6

Your COUNCIL

Performance against Projects Corporate Plan

(19 Corporate Projects) Amber:

• Publish workforce information
• Review HR policies
• Implement Job Evaluation (Stage 3)
• Agree membership, form and function of LSP
• Deliver SCP 2011-12 projects to agreed quality, on time and to budget
• Single strategy for VCF sector funding and commissioning

Strategic Change Programme

(18 Strategic Projects) Red:

• Disposal of Assets
• Office Rationalisation & Procurement Back Office
• Transforming Business Support
• Contract Review & Printing Review

Amber:

• Facilities Management & Procurement

8 projects are within the concept stage

Performance against Indicators

(7 Corporate Indicators) Red:

• % of audits in the internal audit plan completed in 2011/12
• % of financial assessments completed within 30 working days. Provisional

agreement has been reached on acceptable information gathering procedures and resources to clear backlog are being investigated

• % of Council Invoices from all suppliers paid within 30 days and % from SMEs paid

within 10 days. An improvement plan is being developed

Resource Implications Financial

Volatile areas include, housing benefits, buildings costs and delivery of savings from office rationalisation, asset disposals, and procurement. The uncertain economic climate means that Treasury Management activities are increasingly important. Capital expenditure is low as schemes relate to building changes linked to accommodation strategy and IT linked to building use

Future Challenges and Risks

The implementation of any improvement actions arising from the recent report into Corporate Governance is a key priority. The council has established a Cabinet sub-committee to drive improvements and tackle issues raised within the report, and the implementation of any recommendations for improvement will be a key future challenge.