Rother District CouncilAgenda Item:

Scrutiny Committee-Policy, Performance and Audit

Date-24 November 2003

Report of the-Chief Executive

Subject-Second Quarter Performance Report on Priority Targets in the Annual Performance Plan

Recommendation: It be RESOLVED that the Committee considers the report, identifies any areas for further investigation and report and makes any appropriate recommendations to Cabinet on the progress of the services in meeting their targets.

This report supports the Key Aims of Improving Service Performance in a Cost Effective Way and Leading and Involving the Community.

Head of Service: Brenda Mason

1.Appended to this report are the progress reports on the second quarter (or first half of the year) of 2003/04 for the Key Aims that are the monitoring responsibility of this Scrutiny Committee as laid out within the Council’s Annual Performance Plan for 2003/04.

Appendix A is for the Executive Priorities for Key Aim “Improving Service Performance in a Cost Effective Way”.

Appendix B is for the non-priorities for Key Aim “Improving Service Performance in a Cost Effective Way”.

Appendix C is for the Executive Priorities for Key Aim “Leading and Involving the Community”.

Appendix D is for the Executive Priorities for Key Aim “Leading and Involving the Community”.

2.The Committee are requested to consider the progress made on its targets and make appropriate recommendations to Cabinet.

Derek Stevens

Chief Executive

Risk Assessment Statement

Failure to manage service performance can result in rising costs, increased customer dissatisfaction and could affect the authority meeting some statutory requirements.

Failure to monitor performance and take action to improve falling performance could affect the level of achievement of the Council’s executive priorities and its Key Aims. Monitoring and reporting at the end of each year on the Best Value performance indicators (those coded BV) is a statutory requirement. The authority must satisfy the Audit Commission’s auditors, with evidence, that the Best Value performance indicators have been calculated correctly and that the authority can explain any variation in performance against the target.

Appendix A

Executive Priority

Key Aim: Improving Service Performance in a Cost Effective Way

Corporate Priorities

  • Improving the Planning Service.

The Planning Service is normally placed under the Key Aim: Protecting and Enhancing the Built and Natural Environment which is the responsibility of the Regeneration and Environment Overview and Scrutiny Committee. An appropriate report has been sent to that Committee on 17th November 2003.

Improvements in the Planning Service have focused on improving the national performance indicators for the speed of processing planning applications. Below are the main measurements and first quarter results.

Additional reports are made on the national performance indicators relating to Human Resources.

BV109a50% of planning applications for major developments are decided in 13 weeks.

Report by Head of Planning: On target66.6%. The improvement in performance has been maintained this quarter.

BV109b45% of planning applications for minor developments are determined within 8 weeks.

Report by Head of Planning: On target The 55.9% result in the first quarter was improved to 62.7%. The Head of Planning requests that the targets for the next two years (2004/05 and 2005/06) be amended from 55% to 65% and from 65% to 70% respectively. This means meeting the national target next year and exceeding the national target in the following year. The justification is the improving performance made during the first half of 2003/04. There are no resource implications as existing resources will be used to make these improvements.

BV109c60% of all other planning applications are determined within 8 weeks.

Report by Head of Planning: On target78.3% The improvement in performance has been maintained this quarter The Head of Planning requests that the targets for 2004/05 be amended from 70% to 75% because this year’s target is already exceeded due to improving performance. There are no resource implications because existing resources will be used to make service improvements.

Human Resources’

National Performance Indicators

BV2aCommission for Racial Equality’s ‘Standard for Local Government’ Level2

Report by Head of Human Resources: Not on target - My initial view is that we cannot be considered as level 2 for this indicator. We can probably indicate a level 1 for this indicator on the basis of our Equal Opportunities policy. New changes in Employment Legislation will initiate a review of this area in the 3rd Quarter.

Please note that the Council reported itself at Level 2 at the end of 2002/03. The upper quartile starts at Level 1, which means Rother is in the upper quartile.

BV2b18% score on the duty to promote race equality

Report by Head of Human Resources: No progress to report in this area.

BV11a0% of top 5% of earners that are women

Report by Head of Human Resources: Over target Based on Directors and Heads of Service this is now 21.43%. Initial research on this new indicator shows this may well be in the top 25% for similar district councils.

BV11b9.87% of top 5% of earners from black & minority ethnic communities

Report by Head of Human Resources: Not on target Based on Directors and Heads of Service this is now 7.14% - (not on target but doesn’t represent any loss of staff).

BV126.8 working days/shifts lost to sickness absence per full time equivalent

Report by Head of Human Resources: On target - The result for the first quarter was 6.74 and the result for the second quarter is 6.8 and therefore this remains on target.

BV140.53% Early retirement as % of total workforce

Report by Head of Human Resources: On target No early retirements have taken place to date.

BV150.53% of Ill-health retirements as % of total workforce

Report by Head of Human Resources: On target 0% to date.

BV16a2% staff declaring they meet Disability Discrimination Act definition compared with 9.6%economically active disabled people in authority’s area

Report by Head of Human Resources: Not on target New proposals for HR software make progress in this area likely in the Fourth Quarter. Initial assessment is that we are currently at 0.9%

BV17a1% ethnic minority staff compared with 1% of the economically active minority ethnic community in local pop’n

Report by Head of Human Resources: Not on target New proposals for HR software make progress in this area likely in the Fourth Quarter. Initial assessment is that we are currently at 0.9%.

Appendix B

Non Priorities

Key Aim: Improving Service Performance in a Cost Effective Way

Improvement Projects and Targets for 2003/04

BV.1Produce and distribute an Annual Performance Plan by 30 June 2004 (and Summary by 31 March 2004).

Progress Report by Head of Policy and Performance: On target Work on the next Performance Plan will begin later in the year in the third quarter in conjunction with budget setting, service plan writing and assessing the results of the first half year of the current Plan.

PL.1New applications for works to Tree Preservation Order trees to be recorded on computer database and Geographical Information System by end of April 2003.

Progress Report by Head of Planning: Achieved - the target has been met.

PL.2Put all existing Tree Preservation Orders on Geographical Information System by January 2004.

Progress Report by Head of Planning: On Target – the work has been substantially completed and is on schedule to meet the deadline.

Local Performance Indicators

IT.1Performance Target of 99% availability of central computer during normal office hours

Progress Report by Head of Technology: On Target - 99.46%

FS.1Surplus cash investments to outperform the 7-day rate on fixed interest deposits

Progress Report by Head of Finance: Not on Target - The Council’s investments outperformed the 7-day rate on fixed interest in the first quarter of the year. By the second quarter the Council’s investments under performed against the 7-day rate on fixed interest. The continuing low interest rates is having a negative impact on the performance of the stock market and this is reflected in all fund managers performance over the last quarter.

IA.1% achievement of Audit Work Days. (New for 2003/04)

Progress Report by Head of Audit: On target The % achievement to 30th September is 49.8%, which is on target for the year.

National Performance Indicators

BV8100% of undisputed invoices paid in 30 days

Progress Report by Head of Finance: Not On Target - the percentage of undisputed invoices paid in 30 days at 30 June 2003 was 95.24%. The percentage of undisputed invoices paid in 30 days at 30 September 2003 was 95.09%. Please note that the national target is 100%. Upper quartile starts at 95%.

BV999.19% of Council Tax collected.

Progress Report by Head of Finance: On target 60.4%.

BV10 99.12% of Business Rates collected

Progress Report by Head of Finance: On Target - On target 60.6%.

Appendix C

Executive Priorities

Key Aim: Leading and Involving the Community

Corporate Priority

  • Engaging and working with our young citizens

Additional reports are made on e-government projects (a national priority) and the formation of the Community Strategy.

Improvement Projects and Actions for 2003/04

HS.1Web access to the Housing Register will be available for Registered Social Landlords by the end of December 2004.

Report by Head of Housing: On target – New International Business System (IBS) on server and being implemented.

PL.1New applications for works to Tree Preservation Order trees to be recorded on computer database and Geographical Information System by end of April 2003.

Report by Head of Planning: Achieved - the target has been met.

HS.2Agree funding and implement by 2004 availability of application forms for social housing and information pages on the Housing Strategy on the website.

Report from Head of Housing: Achieved The Housing strategy and executive summary are now available to download on the website. Also available to download are: the Allocation Scheme, Private Sector Housing Strategy, Housing Aid Policy. Clients are able to request a Housing Register application form through the web-site.

DS.1Monitor pilot Community Help Point in Battle in order to provide supporting information for development into other locations and develop public information kiosks (first in a pilot at Robertsbridge and then further locations after negotiation with potential hosts).

Report from Head of Corporate Resources and Head of Technology: On target - The Community Help Point was officially launched on 23 May 2003. Monitoring is in operation. A record of customer inquiries is being maintained. A Help Point Guide with procedural notes is being prepared. By the end of the second quarter enquires for agencies other than RDC are increasing at the Community Help Point. Surgery sessions include Sussex Police, Pension Service and Inland Revenue.

Usage at the Robertsbridge Information kiosk is being maintained. A customer survey has been designed and will be undertaken during the next quarter.

Rolling out of public information kiosks is to be progressed by the Access East Sussex (e-Government) Partnership, of which Rother is a member.

The Kiosk Information Pilot study is due to conclude in the third quarter. A number of potential sites for further kiosks have been identified .Possible locations will be dependent to an extent on the findings from the pilot exercise which will make recommendations as to the most popular type of location. It may also depend on an overall Access East Sussex Strategy which will map face-to-face access points and aims to fill the gaps with kiosks. Having said that, potential sites include the Winchelsea Community Office, Etchingham and Pett but these are subject to negotiation.

Councillors are welcome to propose sites.

(See also ITBVR.9)

PP.1Community Strategy with Local Strategy Partnership:

Complete the Community Strategy by end of November 2003:

  • Establishment of the Rother Local Strategic Partnership Board and
  • Drafting of the Community Strategy, which will set out a long-term vision, key priorities and an action plan to deliver significant improvements in the quality of life for all who live and work in Rother.
  • Establish strategy review date.
  • Establish progress reporting framework.

Report from Head of Policy & Resources:

  • Target Achieved.The Rother Local Strategic Partnership Board has been established and meets on a regular basis.
  • On target. The first draft of the Community Strategy has been prepared by the Partnership and will be published for consultation very soon.
  • On target The strategy will be reviewed and updated on an annual basis in line with the February meeting of the Community Forum.
  • On target A progress reporting framework will be undertaken through the Community Forum. A progress report for the public is included in the Broadsheet going to most households in October.

National Performance Indicators

BV1aThe authority has a Community Strategy

Progress Report by Head of Policy & Performance: On target. The initial draft Strategy has been written by the Local Strategic Partnership.

BV1bDate of a completion of a full review of the Strategy

Progress Report by Head of Policy & Performance: Reviews of the Strategy’s progress and updating will take place on an annual basis at the Community Forum meetings each February.

BV1cProgress report given in the implementation of the Strategy this year.

Progress Report by Head of Policy & Performance: On target - The public will receive a progress report and the draft Strategy for consultation in the Broadsheet being sent to most households in October.

BV1dCommunity Strategy will be in place by 30th September 2003 and there are Partnership arrangements in place to support the production of the Strategy.

Progress Report by Head of Policy & Performance: Not on target – the Community Forum and Partnership Board are in place and the draft Strategy has been produced and will now be subject to a 12 week consultation period.

BV15759% of interactions with the public capable of Electronic service delivery delivered by internet or other paperless methods

Progress Report by Head of Technology: On target 43% (as at 30-09-03)

Improvement Plan from the Best Value Review on Information Technology

Only targets related to e-Government are reported below.

ITBVR.1Commission and install laptop computers for Members by end of July 2003.

Report by Head of Corporate Resources and Head of Technology: Achieved.

ITBVR.2 Implement new Financial Information System by March 2004.

Report by Head of Finance and Head of Technology: Not On Target – Planned for April 2005 as per report to Cabinet 23 June 2003.

ITBVR.3 Implement new Register of Electors System by September 2004.

Report by Head of Corporate Resources and Head of Technology: Achieved - The system has been installed. Staff familiarisation is in progress. Conversion data has been received and is being checked. The updated Register will be submitted to Strand for conversion on 14 November and for return by 21 November in readiness for the production of the new register. The new Register on 1 December 2003 will be printed from the new system.

ITBVR.4 Implement new Housing Register by March 2004

Report by Head of Housing and Head of Technology: On target In Progress - the Housing Register IT system has been ordered, purchased, and implementation is underway.

ITBVR.5 Implement new Destination Management system by March 2004.

Report by Head of Technology: Project proposals have been received from a number of suppliers. Delayed due to a member of staff being absent on long-term sick leave. Alternative measures are being investigated.

ITBVR.7 Provide a laptop computer for all Town and Parish Council clerks in order to increase communication between the District and Parishes.

Report by Head of Corporate Resources and Head of Technology: Achieved. 30 councils received equipment. Basic training sessions have also been run for parish councillors.

Progress e-Government projects in conjunction with the East Sussex Partnership including:

ITBVR.8 Developing a common network for East Sussex

Report by Head of Technology: On target In progress – the project has received funding from the Office of the Deputy Prime Minister.

ITBVR.9 Developing customer access channels through the provision of Community Help Points and Information kiosks

Report by Head of Corporate Resources and Head of Technology: On target - The Community Help Point at Battle was officially launched on 23 May 2003. A Help Point Guide with procedural notes has been prepared. Non-Rother Partnership enquiries have risen for the period of April to September by 9.5% overall. We are continuing to monitor levels and types of enquiries together with the training needs of the team. Discussions and investigations are continuing into the provision of improved Customer Help Points at both Bexhill and Rye.

Rolling out of public information kiosks is to be progressed by East Sussex e-government partnership of which Rother is a member. Usage at Public Information kiosks throughout the County is being monitored. A customer survey has been designed and will be undertaken soon. The Access East Sussex Partnership is preparing a Customer Access Strategy which aims to ensure that developments around customer access are co-ordinated in the county. Discussion are being carried out with a view to the establishment of a Public Information Kiosk as part of the Winchelsea Community Shop project.

ITBVR.10 Delivering a web-enabled Geographic Information System for customer enquiries

Report by Head of Technology: On target In progress – the project has received funding from the Office of the Deputy Prime Minister.

ITBVR.11 Providing a web-based secure crime and disorder information exchange.

Report by Head of Corporate Resources and Head of Technology: On target In progress – the project has received funding from the Office of the Deputy Prime Minister.

Appendix D

Non Priorities

Key Aim: Leading and Involving the Community

Projects and Actions to Improve Communication & Access

CS.2Progress with full implementation of Communications Strategy. Adapt and develop the Strategy in light of public response and reaction.