Presentation on theme: "Performance Monitoring Report Mid Year - 1 st April 2014 to 30 th September 2014 Milestones Indicators 4 6 27 2 46."— Presentation transcript:
Performance Monitoring Report Mid Year - 1 st April 2014 to 30 th September 2014 Milestones Indicators
Introduction The Council is committed to measuring its performance against challenging targets. To achieve this we have developed the Annual Plan containing a set of key priorities, annual plan milestones and local performance indicators at both corporate and local service level which help to drive continued performance improvement in identified areas. This half yearly report (April 2014 to September 2014) presents information in easy to view tables, with accompanying text provided where further explanation is needed or where it adds to the overall understanding of a particular set of figures.Summary Over the period from April-September 2014, the Council has continued to deliver its services to the local community in a professional and effective manner. It has successfully achieved this within budget whilst also implementing a challenging internal service review programme. Key Priorities Milestones Significant progress has been made on the following key priorities: The Camberley Town Centre Area Action Plan was adopted in July 2014; The Camberley Town Centre Management Strategy is now agreed and meetings have commenced; Town Centre car park improvements are substantially completed; The new Surrey Heath Business Awards were successful; The Council has become a dementia friendly organisation; The Council is successfully delivering the Surrey Supporting Families project for Surrey Heath and Runnymede; The Economic Development Strategy was approved by Executive; Engagement continues with neighbouring districts and boroughs on a joint waste contract; Approval to construct an artificial 3G pitch at Frimley Lodge Park. A “Make it Real” event was held in September 2014 attracting over 90 representatives from organisations providing services to older people The Wellbeing centre is substantially completed with a number of activities agreed by partners.
Services Milestones There is plenty to celebrate in the achievements of the milestones which are also set out in the Annual Plan: A Marketing Strategy was agreed in July 2014; More services are being delivered through the Contact Centre; Phase one of the Customer Care Strategy has been rolled out; The Council’s financial statement was placed on the website in late June 2014; Strategy changes were agreed to increase the returns on Council investments; All internal audit recommendations made since April 2014 have been implemented; Community consultation events are planned, with the first one taking place in November Performance Indicators Our performance indicators continue to illustrate improvements in service delivery with some of the highlights being: The number of residents receiving meals at home and “Tele-care” has increased by 21% compared to last year; The Property Team achieved a 40% increase in income over their target through effective asset management; Increased income has been generated from pitch booking, theatre lettings and hire and events in Frimley Lodge Park; The number of major planning applications determined exceeded target and was 100% in the second quarter; 84% of non-major planning applications were determined within target times against a target of 70%; 98% of customers felt that Contact Centre service was good or excellentConclusion This review of the first half of the 2014/15 year illustrates the continuously improving performance of the Council against corporate key priorities, annual milestones and performance indicators. This report contributes to improving the management of the Council’s performance to achieve its “2020 Strategy” corporate plan objectives.
Council Key Priorities
Milestone End DateStatusNote 1. To adopt Camberley Town Centre Area Action Plan30-Jun-14 Adopted at Full Council July Deliver all town centre car park capital improvements31-Oct-14Pay on foot and stairwells complete. 3. Develop Agreement (D.A.) for the town centre31-Dec-14 Discussions continuing on Heads of Terms however not likely to be concluded until March Prepare public realm strategy for Camberley Town Centre 31-Dec-14Work delayed but will be completed by March Planning Application31-Dec-14 Pre-application discussions are on-going however application not anticipated until March Town Centre Management Strategy approved30-Sep-14 Strategy agreed and Town Centre management meetings started. 7. Town Centre Management Pilot scheme in place31-Dec-14 First meeting with key Town Centre partners has taken place and on going meetings scheduled. 8. Complete the acquisition of assets necessary for the delivery of the Town Centre master plan 31-Mar-15 Assets will be acquired in accordance with DA requirements. Some are being acquired by negotiations. 9. Support a feasibility study into future options for Camberley Library with SCC 31-Mar-15SCC scoping a new proposal for LEKR project. 10. Promote the theatre to bring in more nationally recognised acts 31-Mar-15 4 sold out shows to date, of which 3 are national acts. Relationship building with national promoters continues to lead to top quality acts appearing. 11. Promote the theatre cafe to increase patronage31-Mar-15 Café Marketing plan in place and being regularly updated and reviewed; pre show and conference catering going well. Key Priority 1 – To deliver an improved Camberley Town Centre for the benefit of the Borough.
Key Priority 2 – Working with Partners to make Camberley a destination of choice with improved transport. Milestone End DateStatusNote 1. Approval of a new Economic Development Strategy 30-Sep-14 Strategy agreed by Executive on 11/11/ To ensure that all bids included in the Camberley Local Growth Package submitted to Enterprise M3 to fund support for economic development in the Borough are successful, and that all milestones for delivery are completed 31-Mar-15 LEP now phasing funding over 5 years. Bids are being prioritised to be submitted across next 5 years. 3. To ensure the schemes for County Council Highway improvements across the borough which were bid for through Enterprise M3 are successfully funded 31-Mar-15LEP now phasing funding over 5 years. Bids are being prioritised to be submitted across next 5 years. 4. Submit a planning application for development of Camberley Rail Station with Network Rail 31-Dec-14 Further discussions now being arranged with network rail to discuss what a viable scheme might look like.
Key Priority 3 – Securing the future of local public services in Surrey Heath through a variety of strategies. Milestone End DateStatusNote 1. Deliver the Transformation programme through the Service Review Team and Transformation Management Board 31-Mar-15 Service Review Team continues to challenge reviews. These are now being considered by the Corporate Management Team for consultation before being progressed. 2. Produce a service improvement plan for Development Management and start implementation 30-Jun-14Final plan ready for approval. 3. Integrate environmental health and licensing to create one team 31-Mar-15 Work is progressing and a decision is expected on 11th November. There has been a successful bid to BRDO to help amalgamate the Surrey Heath, Mole Valley and Tandridge teams. 4. To have explored the feasibility of merging or outsourcing the Home Improvement Agency to another agency in order to increase the range of services offered to residents and to reduce expenditure through lower administrative and management costs 31-Mar-15Work to explore the possibility of this project was commenced. 5. New website developed and launched to facilitate self- service delivery 31-Mar-15 Specification has been drawn up, looking to send out to companies to get an indication of costs. Starting to develop ideas for user testing groups which will be instrumental in building the new CMS. 6. Agree a project plan which will enhance and extend the services delivered through the Contact Centre, including partner organisations, by 31st July 2014, and start implementation 1-Jan-15 Phase one of the customer strategy has been delivered as planned. Phase 2 is to be planned and linked with the new competency framework that is being developed for 2015/16
7. Deliver the Surrey Heath House master-plan31-Oct-14Not StartedThis project is temporarily delayed. 8. One more partner agency to be relocated in Surrey Heath House 30-Sep-14In principle agreement with DWP to relocate by March Joint Waste Tender documents developed31-Mar-15 Procurement strategy agreed. Officer workshops held on tender evaluation; waste specification; and street cleansing specification. TEEP analysis currently being conducted by SCC which will have a significant impact on specification included in tender. Public consultation on waste service which includes questions on extended hours and collection days. Member task group meeting in November.
Key Priority 4 – Delivering with partners the Community Strategy action plans to improve community safety, transport, health, children and young people and economic well-being. Milestone End DateStatusNote 1. To have delivered the Health needs workplace charter pilot; reduction of smoking in work vehicles; and reduction of excess winter deaths 31-Mar-15 All projects agreed by the Health and Well being group and incorporated into the Surrey Heath Public Health strategy. 2. To have implemented the Personalisation, Prevention and Partnership Plan for older people to agreed milestones 31-Mar-15 All projects are on track. A successful "Make it Real" event was held on 4th September attracting over 90 representatives from organisations providing services to older people in Surrey Heath. A pilot befriending service for dementia sufferers in Heatherside commissioned. Wellbeing centre substantially completed with a diary of activities agreed by partners. 3. To agree the phase of the Surrey Supporting Families Project by 30th September 2014 and maximise payments by results claimed 31-Mar-15 Agreement reach with Runnymede to take forward project. Final budget and report for November Executive in preparation. 4. Confirm future funding for the Taxi Marshalls scheme for Camberley town centre 31-Jul-14 A new system of funding has been agreed whereby marshals are only used for peak evenings such as New Years Eve.
Business Executive Head - Leigh Thornton Milestones End DateStatusNote 01. To agree future leisure and recreational provision at the London Road site 31-Mar-15 SMB Report November 2014 proposing a way forward for Exec agreement in Jan To have a procurement strategy in place for the new grounds maintenance contract 31-Mar-15 Strategy agreed at CMT. SMB report in November 2014 recommending way forward. 03. To deliver all town centre car park capital improvements; new lifts, pay machines, barriers and refurbished stair wells 31-Oct-14 All complete except for Lifts. Work currently underway. Programme of further proposed improvements being drawn up. 04. To review provision of the museum31-Mar-15 Alternative occupiers for current museum being sought so as to create a viable business plan for a potential move. 05. To deliver 20 sold out shows at Camberley theatre31-Mar-15 On target with main Autumn / Winter programme (inc. Panto) selling very well. 06. To deliver throughout the year a series of income generating community events in the theatre and parks 31-Mar-15 Frimley Lodge Live, Monster Truck Show, Theatre in the Park, additional funfairs at Heatherside all delivered. Equality Impact MilestoneEnd DateStatusNote 1E. Arena Leisure Centre Mar-15 SMB report November 2014 proposing way forward for Exec approval Jan E. Camberley Town Centre Car Parks31-Mar-15EIA on completion of Car Park improvement works More people, using a better service at no extra cost
Indicators Q1/14/15Q2/14/15Q3/14/15Q4/14/15Target Increase the income generated from pitch bookings10, , , Increase the average percentage of tickets sold for productions promoted in main auditorium of Camberley Theatre 59.00% 55.00%* 60.00% Increase the income generated from theatre lettings and hire46,38037,700 16,250 Increase the income generated from community events11, , , Reduce the subsidy to the Theatre Annual target 95,625 Increase the occupancy levels (individual visits) at the town centre car parks Annual target 315,000 Maintain the Arena in the top 25% of leisure centres nationally20.00% 25% Increase the number of educational visits by the Heritage Service2280** 300 Explanations *Q2 is typically the quietest for income and audience figures during the year. This figure is expected to be significantly higher in Q3 and Q4 **Two workshops. Service preparing for curriculum changes from Sept 2014 with new loan boxes, workshops and leaflet. Figures good for this quarter as summer holidays mid July to end of August.
Milestones End DateStatusNote 01. To have expanded the community alarm and meals at home services, including across district and county boundaries where practicable; and to see a 20% increase in the number of clients over 2012/13 figure 31-Mar-15 As of 1st October there were 236 active meals at home clients and 817 active Community Alarm/telecare clients. Total number of clients for both services was The base line figure was 200 meals at home clients and 669 Community Alarm/telecare clients making a total for both services of 869. This represents an increase of 21%. 02. To have implemented the Personalisation, Prevention and Partnership Plan to agreed milestones 31-Mar-15 All projects are on track. A successful "Make it Real" event was held on 4th September attracting over 90 representatives from organisations providing services to older people in Surrey Heath. A pilot befriending service for dementia sufferers in Heatherside commissioned. Wellbeing centre substantially completed with a diary of activities agreed by partners. 03. To have worked with partners to develop the tender documents, including specification for a joint waste and street cleansing contract, for approval by the Executive 31-Mar-15 Procurement strategy agreed. Officer workshops held on tender evaluation; waste specification; and street cleansing specification. TEEP analysis currently being conducted by SCC which will have a significant impact on specification included in tender. Public consultation on waste service which includes questions on extended hours and collection days. Member task group meeting in November. 04. To have scoped with partners the Depots available from which to operate a joint contract. The Surrey Heath Depot to be strongly marketed as one of the operating Depots 31-Mar-15 List of all facilities completed. Financial Adviser completed report on Depot recharging. Community Executive Head - Tim Pashen Delivering services which help to maintain Surrey Heath as a safe, clean and green community
05. To have delivered the following projects to agreed milestones: Health needs workplace charter pilot; reduction of smoking in work vehicles; and reduction of excess winter deaths 31-Mar- 15 All projects agreed by the Health and Well being group and incorporated into the Surrey Heath Public health strategy. 06. To have developed the Food Safety Intervention Plan for 2015/16 for approval by the Executive 31-Mar- 15 This is not due to be started until Q3
Indicators Q1/14/15Q2/14/15Q3/14/15Q4/14/15Target Increase the number of customers using the community alarm and meals at home services compared to 2012/13 numbers of 669 community alarm and 200 meals at home 18%21% 20% Exceed the 99% success rate for waste collections99.93%99.83% 99.01% Increase percentage of household waste sent for reuse, recycling and compost59.00%59.00%* 60.00% Increase satisfaction of business with local authority regulation services - (re: licenced premises)91%87%** 90% Increase the number of food establishments in the area which are broadly compliant with food hygiene law 95%93% 90% Resolve all noise complaints within 60 days of receipt98% 85% Explanations *figure is estimated based on information available at the time **We are still awaiting the September figure however those returned (62) 87% were satisfied with regulatory services.
Corporate Executive Head - Louise Livingston Milestones End DateStatusNote 01. To successfully arrange and conduct the European Parliamentary Election in May Jun-14 02. To create and coordinate the annual marketing strategy to support service specific income generation through activities and campaigns to be agreed with Management Board 30-Jun-14 Marketing Strategy presented and agreed at CMT in July Currently working through SLA's set up with services including direct mail campaign for MOW and delivering the Keeping It Real Conference. 03. To agree a project plan which will enhance and extend the services delivered through the Contact Centre, including partner organisations 31-Jul-14 New housing services and noise services are now being delivered through the contact centre. New partner organisation has agreed in principle to move into the ground floor. 04. To deliver a Customer Care Strategy, to include revised customer care standards and supported by bespoke training throughout the organisation 31-Jul-14 Phase one of the customer strategy has been rolled out. Phase 2 is to be planned and linked with the new competency framework that is being developed for 2015/ To roll out and embed a Committee Management system30-Sep-14 The Committee Management system has been rolled out to a number of users for trial. Executive meeting in November 2014 saw the first 'paperless meeting'. 06. To produce a Member Induction Programme1-Jan-15 Prospective Candidates event to take place in October Project team to develop Member Induction programme is currently being put together. 07. To implement the transition to Individual Elector Registration in accordance with the statutory timetable 31-Jul-14 Live data successfully matched with DWP in July All statutory deadlines have been met. 08. To implement a new, dynamic and accessible website designed for the increasing mobile device usage 31-Mar- 15 Specification has been drawn up, looking to send out to companies to get an indication of costs. Starting to develop ideas for user testing groups which will be instrumental in building the new CMS. 9. To be fully prepared/planned to deliver the May 2015 Genera/Borough/Parish elections in accordance with the statutory timetable 31-Mar- 15 Regular Project team meetings taking place with the Returning officer. All on track. Enhancing the Council’s image as a professional, commercial and innovative organisation
Indicators Q1/14/15Q2/14/15Q3/14/15Q4/14/15Target Increase the percentage of customer enquiries resolved at the first point of contact83.00%84.00%* 86.00% Increase the amount of income generated through advertising-32.00%16.00% 5.00% Increase the percentage of customer contact undertaken via a self-service channel New methods of accurately collecting this data is being researched 37.00% Increase the percentage of paperless Committee/Management meetingsAnnual target10.00% Increase the percentage of customers that felt the Contact Centre service was good or excellent 95%98% 90% Increase the percentage of stage 2 and stage 3 complaints responded to within 10 days or less, that could be responded to within that time 100% 90% Explanations *A 1% increase since last quarter. Currently working with service areas to try and bring new business into the Contact Centre. Thus allowing us to resolve more customer queries at first point of contact.
Finance Executive Head - Kelvin Menon Milestones End DateStatusNote 01. To place the draft financial statements on the website30-Jun-14 Draft accounts placed on website on the 30th June 02. To achieve an unqualified audit opinion on the financial statements 30-Sep-14 03. To have an unqualified benefits and council tax return for DCLG 31-Dec To work with services to deliver an increase in the Council Tax Base 31-Dec-14 Working with building control to ensure properties are placed on the register as quickly as possible 05. To have worked with services to deliver an increase in the number of rateable properties 31-Dec-14 Working with departments to ensure that buildings are placed on the register as quickly as possible 06. To have agreed the budget and Council Tax28-Feb-15 Main budget work commenced in October 07. To increase percentage of overdue debts being actively managed 31-Mar-15 Slight increase in proportion of benefit debts being managed and fall in overall level of sundry debts compared to last quarter 08. To increase the return on the Council's investments31-Mar-15 Strategy changes agreed by members in early October 09. To conduct an empty homes review to increase Council Tax31-Mar-15 Empty Homes review commenced Supporting the Council’s development and growth by expertly managing the Council’s finances
Indicators Q1/14/15Q2/14/15Q3/14/15Q4/14/15Target Increase the percentage return above LIBOR on treasury investments0.50% 0.80%* 1.00% Increase the number of aged Housing Benefit debts under active management67.4%70.00% 71.00% Increase the percentage of Council Tax collected29.37%57.82% 98.50% Increase the percentage of Business Rates collected25.99%53.83% 25.00% Minimise the variation in expenditure budget2.50%0% 0.00% Improve time taken to process Housing Benefit new claims and change events Improve time taken to process Council Tax Benefit new claims and change events11 15 Implement internal audit recommendations made since April % 90% Explanations *The continuing low bank base rates is depressing returns. Changes made to the treasury strategy in October should allow greater diversification in investment and hence improved returns
Milestones End DateStatusNote 01. To undertake a preferred options consultation on draft Site Allocations Development Planning Document 31-Dec-14 Working to identify suitable options for gypsy and traveller sites, however now delayed due to luck of suitable sites. 02. To adopt the Camberley Town Centre Area Action Plan18-Jul-14 Adopted by Full Council July 2014, project now complete. 03. To agree the phase of the Surrey Supporting Families Project 30-Dec-14 Agreement reached with Runnymede to take forward project. Final budget and report for November Executive. 04. Deliver new SANGS capacity for west and east of Borough31-Dec-14 Discussions are ongoing with BFC to address west of Borough needs 05. To consult on a draft Affordable Housing Supplementary Planning Document 31-Dec-14DiscontinuedWork on draft SPD now suspended. 06. To have consulted on a draft public realm strategy for Camberley Town Centre 31-Dec-14 Initial consultation work has been undertaken but subsequent draft report requires additional work to progress. 07. To adopt and implement a Community Infrastructure Levy Charging Schedule 30-Jan-15 CIL adopted and will be implemented on 1st December To adopt a private sector renewal strategy31-Mar-15 Inception meeting has been held with Environmental Health. Regulatory Executive Head – Jenny Rickard Working together for better homes, lives, communities and places
Indicators Q1/14/15Q2/14/15Q3/14/15Q4/14/15Target Improve percentage of major planning applications determined within target times86%100% 60% Improve percentage of non-major planning applications determined within target times84% 70% Number of households living in temporary accommodation5053* 30 Increase the net additional homes provided107** 47 Achieve the targets set for the number of families worked within the family support programme Reduce the percentage of appeals allowed against the authority's decision to refuse applications71.00%100.00% 25.00% Reduce the average length of stay in bed and breakfast accommodation7 4*** 0 All standard land searches carried out in 3 working days99% 100% Explanations * Related to insufficient number of affordable houses. Lack of move-on options available for people to move on out of temporary accommodation and only a few new affordable homes delivered. **This is a reflection of the economic situation and the ongoing SANGs issue. *** This is related to the issue of housing availability. People are moved on as fast as possible but only if there is accommodation for them. Actual numbers in B&B has reduced significantly as a result of other initiatives.
Milestones End DateStatusNote 01. To confirm funding for the Camberley taxi marshals scheme 31-Jul-14 A new system of funding has been agreed whereby marshals are only used for peak evenings such as New Years Eve. 02. To gain approval of a new Economic Development Strategy30-Oct-14 Strategy agreed by Executive on 11th November To implement a new Performance Management System31-Dec-14 A performance management timetable has been produced which more closely aligns the annual financial planning, appraisal process and timely reporting of performance information. 04. To manage the four community grant schemes for the capital, revenue, community safety and Armed Forces community covenant funds 31-Mar-15 All grant schemes have been promoted and are being delivered on time 05. To deliver two community consultation events in the Borough 31-Mar-15 First event scheduled for 26th November 2014 with the second event to take place by March To ensure no more than 30% of Building Control capacity is used for non-fee earning activity to reduce cost of providing non-fee related work 31-Mar-15 On target 07. To deliver the ICT Project Plan31-Mar-15 Tasks on the plan have mainly run to schedule. Unforeseen issues with the Oracle Financial Service and the telephony switch has meant a change in priority of some projects but this will all be brought up to date by the end of December. 08. To undertake a review of the ICT Helpdesk31-Mar-15To be progressed in quarter To commence negotiations with tenants for the renewal of all expired leisure leases 31-Mar-15 On-going Transformation Executive Head - Richard Payne The Council Team planning ahead to generate our future
Indicators Q1/14/15Q2/14/15Q3/14/15Q4/14/15Target Generate additional income from effective management of the Council's assets10,000 6,250 Maintain the market share of Building Control81% 80% 80% Maintain the level of Business Rate income from the top 30 business rate payers, excluding Government increases % % % Reply to all FOI requests within the legally defined timescale88.50%96.00% 95.00% Maintain the cost of ICT Licences at no more than inflationary increases-7.70%26.70%* 2.80% Explanations * invoiced for the support for Civica Financials while still paying for Oracle Financials in Q2 led to higher license costs as well as contractual increases in excess of 2.8% budgeted for. Negotiations with supplies to reduce costs with an expectation of improvements for the remainder of 2014/15 Legend for status colours and abbreviation used in this report: SCC – Surrey County CouncilEIA – Equality Impact Assessment MB - Management BoardBRDO – Better Regulation Delivery Office BFDC – Bracknell Forest CouncilSPD – Supplementary Planning Document SMB – Senior Management BoardLEKR – Land East of Knoll Rd - On Track CMS – Corporate Management StrategyDWP – Department for Work and Pensions - Completed CMT – Corporate Management Team M&M – Media & Marketing - At Risk CCG – Clinical Commissioning GroupMOW – Meals on Wheels - Target Not Met SANG - Suitable Alternative Natural Green Spaces TEEP – Technically, Environmentally and Economically Practicable