Agenda Item No
The Vale of Glamorgan Council
Cabinet Meeting: 23 February, 2015
Report of the Leader
Quarter 3 Performance Report 2014/15
Purpose of the Report
1. To present performance results for quarter 3, 1st April - 31st December, 2014-15.
1. That Cabinet consider progress to date in achieving key outcomes as outlined in the Corporate Plan 2013-17, the Outcome Agreement 2013-2016 and the Improvement Plan Part 1 2014/15.
2. That Cabinet note service performance results and remedial actions to be taken to address service underperformance.
Reasons for the Recommendations
1. In order to ensure the Council is on track to achieve its key priorities for 2014/15.
2. 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. Service Plans for 2014/15 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 2013-2016 and the Improvement Plan Part 1 2014/15.
3. Quarterly performance reports have been revised to reflect Service Plans and are designed to ensure the Council reports performance in the context of progress against its objectives.
4. The performance report is structured as follows:
An overview provides a quick snapshot of each 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 responsibility. Examples of exceptional performance during the quarter are also highlighted as are key areas of slippage and the planned remedial action to bring these back on track.
A summary statement is provided against each service outcome outlining overall progress (including actions and performance measures) towards achievement of service outcomes.
Detailed progress is reported for each service objective looking at all actions broken down into completed actions, on track actions, slipped actions and not started actions. Progress is provided for all performance indicators based on achievement against target including a performance status and the direction of travel. All areas of underperformance identify remedial actions.
Relevant Issues and Options
5. Overall, the Council is on course to achieve its priorities for 2014/15 as outlined in the Corporate Plan for 2013-17. Of 142 Corporate Plan related actions, 20% (28) are completed, 68% (97) are on track, 11% (16) have slipped and 1% (1) were not due to start in this quarter. This quarter's performance shows an improvement from that reported in quarter 1, with an additional 8 actions completed.
6. The priorities outlined in the Council's Improvement Plan Part 1 (2014/15) are on track to be achieved. Of 55 actions, 31% (17) are complete, 62% (34) are on track, 5% (3) have slipped and 2% (1) was not due to start in this quarter. In comparison with quarter 2, 12 actions were completed with a further 34 on track.
7. Of 12 Outcome Agreement actions, 83% (10) are completed and 17% (2) are on track. 5 additional actions were completed during this quarter in comparison with quarter 2 performance.
8. Of the 12 Outcome Agreement Measures reported quarterly, 50% (6) have met or exceeded target and 33% (4) have missed target by more than 10%. Performance status was not applicable for 2 indicators.
9. The 4 that have missed target relate to:
A performance of 493 was reported against a target of 110 for the number of year 12/13 pupils known not to be in education, training or work-based learning (NEET) [OA2]. Good progress is being made in quarter 4 to engage with this group of young people via the NEET partnership and Youth Engagement and Progression Framework (YEPF) which is having a positive impact.
The rate per 1,000 population of over 65s who have had a Universal Assessment (UA) and the rate per 1,000 population of over 65s who have had an Occupational Assessment (OA) [OA3]. The original target set against these two indicators was based on incorrect data. Revised targets of 42 and 33 respectively, have been proposed for 2014/15 and 2015/16; however this is still subject to re-negotiation with Welsh Government (WG). If accepted by WG, then the performance of 25.35 reported for OT assessments would be on track.
In relation to the percentage of community supported clients receiving 20 hours or more care per week [OA3], a performance of 18.83% was reported against a quarterly target of 25%. Regular reviews of complex cases have resulted in reducing packages where possible and appropriate to do so.
10. Appropriate remedial action has been identified by services in order to ensure underperformance is addressed. A detailed report of the Council's overall performance by directorate for quarter 3 of 2014/15 is provided in Appendix 1 which is available in the Members room and can also be viewed on the website via the following link: Appendix 1- Quarter 3 Service Performance Reports for Resources, Development Services, Visible Services, Housing & Building Services, Social Services, Corporate & Customer Services, Learning & Skills.
Key performance results are highlighted below:
Corporate and Customer Services
11. Overall, the Corporate and Customer Services is on course to achieve the objectives contributing to its service outcomes, with 68% of actions currently either completed or on track. Of 18 Corporate Plan actions within its service plan, 72% (13) are on track for completion and 28% (5) have slipped. The Service currently has no Improvement Objective or Outcome Agreement actions or measures.
12. Of 14 performance indicators, 6 have met or exceeded target, 3 are within 10% of target, and 3 have missed target by more than 10%. 2 more performance indicators have met or exceeded target compared to quarter 2. 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 performance 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.
13. No exceptional performance was reported by the service this quarter.
14. In relation to slippage, the Engagement Graduate Intern has now taken responsibility for implementation of the majority of actions in the Public Engagement Framework Action Plan [CP/CL1 (CC/A070)]. Work to evaluate the effectiveness of the Council's consultation and engagement guidance is now underway [CP/CL1/CL9 (CC/A080)]. Developing the language skills of elected members is dependent on the Standards Compliance Notice for further action [CP/CL9 (CC/A058 and CC/A002)].
15. Overall the Directorate is well on track to achieve the objectives contributing to its service outcomes, with 85% of actions either completed or on track. Of 48 actions within the Service Plan, 16 are completed, 25 are on track and 7 have slipped.
16. The Directorate's progress against Corporate Plan actions is also on course, with 75% of actions on track for completion. Of the 4 actions within the Service Plan, 1 has slipped. There are no actions relating to either the Improvement Objectives or the Outcome Agreement. There is one measure relating to the Outcome Agreement which is reported annually.
17. Of 16 performance indicators, 10 have met or exceeded target, 4 were within 10% of target. Performance status was not applicable to the remaining 2. This performance mirrors that reported in Q2.
18. In relation to exceptional performance the delivery of voice and data services to the Penarth Learning Community project was a culmination of two years planning and development of an ICT strategy that will ultimately deliver cutting edge technology via a resilient core infrastructure to support pupil learning, content delivery, telephony and guest services through the latest wireless and wired technologies.
19. In relation to slippage, an asset management plan has been completed and updated, and an investment strategy has now been drafted (RS/A033). Work is underway to review the range of guidance available for procurement, including to schools and corporate departments and supplying data to Value Wales for the spend analytics project (RS/A035).
20. Overall Visible Services is on track to achieve the objectives contributing to its service outcomes, with 71% of actions either completed or on track. Of 41 actions, 12 actions (29%) were reported as slipped.
21. Of 13 Corporate Plan actions 61.5% (8) are either completed or on track for completion. 5 actions have slipped, compared to 1 slipped action in quarter 2.
22. Of the 2 Outcome Agreement actions for the service, both have been completed. There are 3 measures relating to the Outcome Agreement. Of these, 1 has met target, 1 was within 10% of the target, and 1 has missed target by more than 10%.
23. There are no actions relating to the Improvement Objectives.
24. Of 18 performance indicators within the Service Plan, 11 have either met or exceeded target, 2 are within 10% of target, and 5 have missed target by more than 10%. This is a slight improvement from Q2 where the service reported 9 PIs having either met or exceeded target.
25. In terms of exceptional performance:
The percentage of fly-tipping incidents cleared within 5 working days has improved considerably compared with the same period in 2013/14. Based on the 'Public Accountability Measure' performance shown for all Councils, the Vale has improved from worst performer in Wales in 2013/14 to now performing at a level above the Wales average.
The amount of waste prepared for reuse of recycled has also increased considerably compared with the previous year's performance due in part to new penalty arrangements introduced as part of our Household Waste Recycling Centre (HWRC) management contract.
The street lighting strategy was agreed late in 2014 and all areas of the Vale are currently being risk assessed with a view to implementing the LED/ Part-night lighting arrangements from April 2015. This will reduce the Council's Carbon emissions by over 1000 tonnes per annum and reduce costs by over £300k.
26. In relation to slippage:
Changes to Civil Parking Enforcement arrangements are likely as part of the car park charging Cabinet report and any reviews need to be coordinated with implementation of car park charging next financial year [CP/E4 (VS/A073)].
All necessary consents and licences have been gained for the Coldbrook Catchment Flood Risk Management Scheme. A public consultation event has been held to inform residents of scheme progress and construction is programmed for March 2015. [CP/E4 (VS/A069)]
The WG consultation on 'Improving Availability of Allotments' has been published. It is proposed that this action is deferred to 2015/16 in order to take on board consultation findings. [CP/E12 (VS/A046)]
27. The Social Services directorate is well on track to achieving the objectives contributing to its service outcome, with 93% of actions currently either completed or on track to be completed. Of 14 Corporate Plan actions, 21% (3) have been completed and 79% (11) are on track to be completed.
28. There are 9 actions relating to the Improvement Objectives, 2 of which have been completed and 7 are on track to be completed.
29. The 1 action relating to the Outcome Agreement is currently on track for completion. There are 8 measures relating to the Outcome Agreement, all of which are reported on a quarterly basis. Of these, 5 have met or exceeded target and 3 have missed target by more than 10%.
30. Of 58 performance indicators within the Service Plan, 44 have met or exceeded the target, 10 are within 10% of the target and 4 have missed the target by more than 10%. This mirrors Q2 performance.
31. In relation to exceptional performance, our completion of Personal Education Plans for Looked After Children within the prescribed timescales has improved significantly from 40% in 2013/14 to 96.55%.
32. In relation to slippage:
Further progress will not be made on formal arrangements with our two statutory partners, developing agreed governance arrangements for the Mental Health service, which clarify accountability, management, financial and HR issues (SS/A054).
A local delivery plan is in place for the development of a Health led strategy for Mental Health Services in partnership with Cardiff Council and Cardiff and the Vale UHB, however the UHB have not developed a commissioning strategy (SS/S055a).
33. Housing Services is generally on track to achieve the objectives contributing to its service outcomes. 83% of all Service Plan actions are either complete or on track to be completed. 3 (7%) actions have slipped and 4 (10%) are scheduled for start and completion later on in the year.
34. Of the 13 Corporate Plan actions in the service plan, 93% (12) are either completed or on track for completion and 1 is not due to have started this quarter.
35. There are 8 actions relating to the Improvement Objectives. 88% (7) are either completed or on track to be completed. 1 action is not due to have started this quarter.
36. The one action relating to the Outcome Agreement has been completed.
37. Of 13 performance indicators in the Service Plan, 7 have met or exceeded target, 4 are within 10% of target, 1 has missed target by more than 10%, and a performance status was not applicable for the remaining indicator.
38. Of 12 performance indicators in Service Plan, 6 have met or exceeded target, 3 are within 10% of target and 3 missed target by more than 10%.
39. In terms of exceptional performance, the percentage of gas services carried out within the 365 day target has increased by 0.43% from 2013/14, and is currently at 99.89%, which equates to only 4 properties overdue out of 3746. This is a significant improvement in the percentage of compliance given that we are now achieving access to properties that have been historically difficult to gain admission to. This is testament to excellent joint working and improved communication between the Building Services Housing Compliance Team Heating Officer, our gas Servicing Provider, Heatforce and the Housing Officers and their Assistants. The teams are continuing to work hard to maintain and further improve this figure during the next quarter, with a goal of hitting 99.95% or greater.
40. In relation to slippage:
The service has an agreement with the National Procurement Services (NPS) in terms of Wales-wide procurement opportunities. The launch date for the Frameworks associated with the NPS is anticipated to be the end of March (HS/A105).
The responsive repairs offer with clients to ascertain levels of service required is now being included as part of the responsive repairs policy which is currently being drafted and will be included in the consultation process for the revised policy (HS/A107).
41. The service is well on track to achieving the objectives contributing to its service outcomes, with 99% of actions currently either completed or on track. Of the 40 Corporate Plan actions within the Service Plan, 7.5% (3) have been completed, 90% (36) are on track and 2.5% (1) has slipped.
42. There are 15 actions relating to the Improvement Objectives. 13% (2) have been completed and 87% (13) are on track for completion.
43. There are currently no Outcome Agreement actions in place for the service.
44. Of 38 performance indicators, 29 have met or exceeded target, 5 are within 10% of target and 1 has missed target by more than 10%. A performance status was not applicable to 3 indicators. 3 more PIs have met or exceeded target than did in Q2.
45. In terms of exceptional performance:
The eastern promenade regeneration scheme was opened for public access during November 2014.
The Council’s summer events programme has been recognised by virtue of the Isle of Fire being shortlisted for the best local event in the Visit wales national Tourism Awards 2014.
The Vale of Glamorgan Council was the first authority to complete a Welsh Government ‘tackling poverty’; funded project with the conclusion of the café and community space at the Hub before Christmas.
The performance of the Department when dealing with a range of planning applications and appeals was ahead of target, during a time when submissions have increased considerably.
46. In relation to slippage, the introduction of a scheme that allows objectors and applicants to directly address the Planning committee has been prioritised for later in the year [CP/CL6 (DS/A151)]. By way of an update, this has been introduced in time for 12 February Planning Committee and the quarter 4 update will reflect this fact.
Learning and Skills
47. Overall, Learning and Skills is well on track to achieve the objectives contributing to its service outcomes with 96% (95) of actions currently either completed or on track to be completed. Of 99 actions within the Service Plan, 4 have slipped.
48. Of the 40 Corporate Plan actions within the Service Plan, 37% (15) have been completed, 53% (21) are on track, and 10% (4) have slipped. Of 21 actions relating to Improvement Objectives, 33% (7) have been completed, 54% (11) are on track and 13% (3) have slipped.
49. All 8 Outcome Agreement actions for the service have been completed. There are 13 measures relating to the Outcome Agreement of which 4 are reported quarterly. Of these 1 has met or exceeded target and 1 has missed target by more than 10%. Performance status was not applicable to 2 indicators.
50. Of 57 performance indicators, 24 have met or exceeded target, 16 are within 10% of target, and 4 have missed target by more than 10%. No results were available for 13 PIs which will be reported later during the year.
51. In terms of notable performance:
There has been significant improvement in the proportion of young people achieving the level 2+ indicator i.e. 5 A*-C GCSE grades including English/ Welsh and mathematics from 55.4% last year to 62.2% this year. Although this achievement did not meet our target of 65% it does place the Vale's performance second in Wales and provided more than 100 additional students to have better access to opportunities for further study and training. The gap between the performance of children entitled to free school meals (FSM) and that of their peers narrowed at Key Stages 2 and 3.
52. In relation to slippage:
We have partially developed our own IT assessment system to enable us to improve the wellbeing, attendance and attainment of pupils on FSM. Staffing issues have resulted in a stalling of the process of developing our work with Sussex University to improve the attainment of pupils on free school meals [CP/LS5 (LS/A056)].
Work to develop and introduce the consortium 'Pupil Tracking' model into secondary schools to enable more frequent monitoring of the progress of FSM pupils, early diagnosis of underachievement and effective use of PDG is no longer part of the CSC JES work programme and will not be implemented in schools [CP/LS5 (LS/A075)].
Developing reading strategies through the Library and Information Service to improve standards of literacy should be completed by 31 March [CP/LS18 (LS/A037)].
Resource Implications (Financial and Employment)
53. 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
54. Underperformance issues relating to crime and disorder will be given due consideration both corporately and within the relevant service areas.
Legal Implications (to Include Human Rights Implications)
55. The Local Government Act 1999, the Wales Programme for Improvement and the Local Government (Wales) Measure 2009 require that the Council secures continuous improvement across the full range of local services for which it is responsible.
Crime and Disorder Implications
56. 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)
57. Underperformance issues relating to equalities will be given due consideration both corporately and within the relevant service areas.
58. 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
59. This is a matter for Executive decision.
Consultation (including Ward Member Consultation)
60. The information contained within the report is based on quarterly returns provided by service directorates. Quarterly performance reports are reported to all Scrutiny Committees.
Relevant Scrutiny Committee
Appendix 1- Quarter 3 Service Performance Reports for Resources, Development Services, Visible Services, Housing & Building Services, Social Services, Corporate & Customer Services, Learning & Skills.
Julia Archampong, Performance Manager.
Corporate Management Team
Huw Isaac, Head of Performance and Development
Sian Davies, Managing Director