Agenda Item No. 10


The Vale of Glamorgan Council


Scrutiny Committee (Corporate Resources): 9th December 2014


Report of the Managing Director


Quarter 2 Corporate & Customer Services Performance Report 2014-15


Purpose of the Report

1.         To present the performance results for Quarter 2, 1st July-30th September, 2014-15.


1.         That Committee note service performance results and remedial actions to be taken to address service underperformance.

2.         That Committee note progress to date in achieving key outcomes as outlined in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15.

Reasons for the Recommendations

1.         To ensure the Council is effectively assessing its performance in line with the requirement to secure continuous improvement outlined in the Local Government Measure (Wales) 2009.

2.         To consider the Quarter 2 Corporate & Customer Services performance results as at 30th September 2014 in order to identify service areas for improvement.


2.         The Service Plans are designed to focus on the achievement of key objectives within each directorate which in turn contribute towards the achievement of identified outcomes in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15. 

3.         Quarterly performance reports have been developed to reflect these Service Plans and designed to ensure that the Council reports performance in the context of progress against its objectives. 

4.         The performance report is structured as follows:

·         An overview provides a snapshot of the directorate's progress towards achieving the objectives contributing towards its service outcomes. It highlights progress towards key actions in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15 for which the directorate has lead responsibility. Examples of exceptional performance during the quarter are highlighted as are any key areas of slippage and the planned remedial action to bring these back on track.

·         A brief evaluation is provided of each service outcome outlining overall progress (including actions and performance measures) towards achievement.

·         Detailed progress is reported for each service objective looking at all actions broken down into completed, on track, slipped and not started actions.

·         Progress is provided for all performance indicators using the traffic light system (red, amber and green).  A 'red' status relates to measures that have missed target by more than 10%; 'amber' relates to performance within 10% of target and 'green' to performance that is on or has exceeded target. All areas of underperformance identified include a reason for the poor performance and proposed remedial actions.

Relevant Issues and Options

5.         Overall, the Corporate & Customer Services is on course to achieve the objectives contributing to its service outcomes, with 71% of actions currently either completed or on track. Of 18 Corporate Plan actions within its service plan, 14 (83%) are on track for completion and 3 have slipped.  The Service currently has no Improvement Objective or Outcome Agreement actions or measures.

6.         Of 14 performance indicators, 4 have met or met or exceeded target, 2 are within 10% of target, 6 have missed target by more than 10%. Data was unavailable for 1 PI, because the department is currently unable to measure/collect data for CC/M006: Percentage of all transactions which were self-service. There was also no RAG status available for the remaining indicator CC/M015b: Total number of likes for the Council’s Facebook page, as this is a new indicator with no target set. The focus for this year is on establishing a baseline figure.

7.         The indicators that have missed target relate to:

·         CC/M004 - Percentage of incoming calls to the Customer Contact Centre not answered/abandoned.  A performance of 8.10% was reported against a target of 6%. There is a huge difference between the overall abandonment and the percentage post 20 seconds. The vast majority of calls abandoned do so in well under 20 seconds not giving us an opportunity to answer.

·         CC/M008 - The percentage of customer enquiries to C1V resolved at first contact. A performance of 62.31% was reported against a target of 70%. A high number of calls in relation to Individual Electoral Registration were received which were originally passed on to the department, following a period of training, these are now handled within the contact centre, consequently it is anticipated that this performance will improve during Q3.

·         CC/M002a - Average number of weekly total visits to the Council's Welsh language website.  A performance of 80 was reported against a target of 200 visits. Website statistics vary throughout the year due to events, news, emergencies and activities, etc. This quarter is therefore not comparable to last quarter for this reason.

·         CC/M003a - Average speed of answer for incoming calls to Customer Contact Centre is no more than 45 seconds. A performance of 65 seconds was reported against a targeted average speed of 45 seconds.  This missed target due to high levels of both long and short term sickness through the quarter. However the overall result did improve as new starters became more proficient and confident.

·         CC/M003b - Average speed of answer for calls made on the Welsh language line. A performance of 89 seconds was reported against a target of 45 seconds. The missed target was due to high levels of both long and short term sickness through the quarter. However, the overall result did improve as new starters became more proficient and confident.

8.         No exceptional performance was reported for this quarter.

9.         Slippage was reported in a number of actions:

·         A new member of staff has been appointed and work will commence in Q3 to implement the Council’s Public Engagement Framework [CP/CL1 (CC/A070)] and evaluating and reporting on the effectiveness of engagement and consultation guidance involving people with protected characteristics [CC/A080 (CP/CL1 and CP/CL9)]. Progress will also be made during Q3 in revising the external Communications Plan (CC/A073). 

·         Due to staff changes within the IDT and Communications Teams, new priorities have presented themselves consequently the development of e-petitions (CC/A077) is no longer being progressed.

·         The Senior Media Officer continues to work with the Operational Manager for Customer Relations and colleagues in the Emergency Planning team to develop a crisis media management plan (CC/A078).

·         Progress in implementing the Welsh Language Standards [CC/A002 (CP/CL9) is pending a Compliance Notice from the Welsh Language Board.

10.      A detailed report of the directorate’s overall performance is provided at Appendix 1.

Resource Implications (Financial and Employment)

11.      There are no additional budgetary implications arising from this report although underperformance in some areas may have a negative impact on external assessments of the Council and could put certain funding opportunities at risk.

Sustainability and Climate Change Implications

12.      Underperformance issues relating to sustainability will be given due consideration both corporately and within the relevant service areas.

Legal Implications (to Include Human Rights Implications)

13.      The Local Government Act 1999, the Wales Programme for Improvement and the Local Government (Wales) Measure 2009 require that the Council secure continuous improvement across the full range of local services for which it is responsible.

Crime and Disorder Implications

14.      Underperformance issues relating to crime and disorder will be given due consideration both corporately and within the relevant service areas.

Equal Opportunities Implications (to include Welsh Language issues)

15.      Underperformance issues relating to equalities will be given due consideration both corporately and within the relevant service areas.

Corporate/Service Objectives

16.      The Corporate Plan 2013-17 outlines community leadership as a priority for the Council. Improving how the Council evidences and reports achievements of its outcomes and objectives contributes towards effective community leadership.

Policy Framework and Budget

17.      This is a matter for Executive decision.

Consultation (including Ward Member Consultation)

18.      The information contained within the report is based on quarterly returns provided by service directorates to the Performance and Development Team. An overall Council report on performance has been considered by Cabinet.  Quarterly performance reports are reported to relevant Scrutiny Committees.

Relevant Scrutiny Committee

19.      Corporate Resources

Background Papers

Quarter 2 Performance Report

Contact Officer

Julia Esseen, Corporate Performance Co-ordinator


Officers Consulted

Corporate Management Team

Huw Isaac, Head of Performance and Development

Julia Archampong, Performance Manager


Responsible Officer:

Sian Davies, Managing Director