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Improvement Plan 2009/10

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Improvement Plan 2009/10 Cardiff Council Improvement Plan 2009/10 A Proud Capital Cardiff Council Improvement Plan 2009/10 Contents Foreword – Leader of Council 3 Context – Chief Executive 4 Introduction 5 Overview of the Council’s Performance during 2009/10 6 Cardiff Council’s Budget 7 Efficiency Savings 8 Taking forward innovative approaches to service delivery – transforming public services 9 Cardiff Connections 10 Are we delivering the vision? 10 Economic Wellbeing 16 Are we delivering the vision? 16 Social Wellbeing 23 Are we delivering the vision? 23 Environmental Wellbeing 39 Are we delivering the vision? 39 Improvement Agreement 51 Overview Self Assessment & Wales Audit Office Comments 51 PAGE 2 Cardiff Council Improvement Plan 2009/10 Foreword In last year’s Improvement Plan, I stated that more We have responded to the challenges that we have needed to be done and services needed to improve. faced by working with our partners across the public, I am pleased to report in this Improvement Plan that private and voluntary sectors to deliver creative during 2009/10 we have continued to improve the solutions to local problems. We have also continued quality of local services in what has been a with our ambitious programme of change that puts challenging period for local government, our citizens, the citizens at the centre of what we do, and we are communities and customers. working hard to make access to key public services easier. This will help us to more effectively support We are continuing to improve in a number of key people, communities and businesses during current services, including many which impact on the most economic difficulties. vulnerable people in the community. These performance improvements include: • Extending the opening hours of C2C • Supporting the creation or safeguarding of over 1,000 jobs, and supporting 2,600 trainees to move into employment • Opening the new Central Library • Improving access to information and services for disabled children • Launching the Carers’ Handbook and Carers’ Emergency Card scheme • Extending the wheeled bin scheme to an additional 7,860 households • Sending less waste to landfill and increasing the amount of waste reused, recycled or composted Councillor Rodney Berman Leader of Cardiff Council PAGE 3 Cardiff Council Improvement Plan 2009/10 Context We are working to become the best European City The success of Cardiff Council is built on our Council by 2015 and to deliver essential services in a organisation’s DNA thriving Capital City. Last year saw the completion of key projects across the city and this has been the Performance + People + Pounds result of great team work from staff across the Effective Performance is of great importance with Council. performance management playing a key part so we can identify and learn from areas of strength whilst These key projects were delivered against a backdrop identifying those areas that need improvement and of unprecedented challenges to the finances development. It is essential that we focus on available to the Council and its partners. The measuring the things that count, During 2010/11 organisation has been well placed to tackle these we will be refocusing our energies on managing and challenges as a consequence of a long standing measuring what matters and making the difference programme of change. through the services we provide, to the people we serve. We are now in a new economic era. This brings increased financial pressures at a time when citizens need many of our services most. Protecting front line services is vital, with a focus on those things that matter most to the citizens, communities we serve. It is essential that we build on the original programme of change to take forward a much more fundamental transformation, concentrating on: • Making savings from better buying of services. • Establishing a streamlined management structure that is fit for the future and also makes efficiencies. • Examining how efficiencies can be made within administration and office buildings. • Actively looking to extend our collaboration Jon House with other public bodies in Cardiff and also Chief Executive of Cardiff Council with surrounding authorities. PAG E 4 Cardiff Council Improvement Plan 2009/10 Introduction The Corporate Plan 2009/12 set out the Vision, • Service Area Business Plans Values and Key Challenges for the Council. The Plan • Wales Audit Office Assessments under the Local also set out the objectives, and performance targets Government (Wales) Measure for the Council. This Improvement Plan presents our • The Council’s Improvement Agreement with the progress during 2009/10 in delivering these Welsh Assembly Government objectives and measures. The Plan reports our performance against the themes of Economic, These documents can be accessed via the Council’s Social, and Environmental Wellbeing and Cardiff website, www.cardiff.gov.uk or by contacting the Connections. For each of these themes there is a Council’s Performance, Change & Efficiency Team on dedicated chapter that sets out our response to the 029 2087 3244. key question ‘are we delivering the vision?’ We are continuing to strive towards an integrated performance management framework that links the Policy, Performance, Risk and Budgetary frameworks together. During the last 12 months we have also worked on developing a more outcome focussed approach across the public services in Cardiff and as a result our corporate planning framework and the Corporate Plan 2010/13 is structured around the agreed outcomes and sets out our priorities for achieving these outcomes over the 3 years of the Plan. Further detailed information is contained within a number of key documents including:- • ‘Proud Capital’ Community Strategy • Corporate Plan 2009/12 • Corporate Plan 2010/13 • Health, Social Care and Well Being Strategy • Children & Young People’s Framework PAGE 5 Cardiff Council Improvement Plan 2009/10 Overview of the Council’s Performance during 2009/10 The Council currently collects information against a improved its performance in the last year where number of objectives and performance indicators to trend data is available. The following chapters then monitor and measure our performance. The charts set out the Council’s performance in terms of the indicate the extent to which the Council overall has themes of Cardiff Connections, Economic, Social and met its performance objectives and targets and/or Environmental Wellbeing. All performance indicators - Progress against target 2009/10 27% Target Met Target Almost Met Target Not Met 4% 69% Total comparable indicators = 84 All performance indicators - Improvement trend 2009/10 29% Improving Static Declining 5% 66% Total comparable indicators = 86 PAGE 6 Cardiff Council Improvement Plan 2009/10 Cardiff Council’s Budget As part of the ongoing alignment of the policy, performance and budgetary processes the Council continued to implement a budget strategy that highlights the need to maximise opportunities for cost reductions and efficiencies, and to target resources on core services. The final financial outturn position for 2009/10 indicates that the Council has maintained its spending within its overall net Revenue Budget of £514 million. As part of the monitoring process during the year, several issues were identified and this provided an opportunity for management to address the difficulties and to try to offset any in-year overspends. However the impact on some service areas has been such that it was not possible to achieve this. The areas particularly affected include Adults and Children’s Services, Culture, Leisure & Parks, Strategic Planning & Environment and Schools & Lifelong Learning. The Council approved a General Fund Capital Programme for 2009/10 of £125.3 million. The outturn position shows capital expenditure of £92.518 million against the programme. The variance of £32.819 million is due to slippage of million. Should receipts fail to materialise next year, £32.733 million and a net underspend of £0.086 there could be a significant impact on the level of million. additional borrowing that would be required for currently approved schemes to progress. The impact The capital programme budgeted for £4.9 million of the non-achievement of receipts is cumulative in general fund capital receipts during 2009/10. that each consecutive year receipts fail to However, due to a challenging market and delays in materialise, greater pressure is placed on future years the disposal of some sites, receipts totalled £1.09 of the Programme. PAGE 7 Cardiff Council Improvement Plan 2009/10 Efficiency Savings As part of the ongoing response to the ‘Making the • Shaping Public Services – achieving efficiencies Connections’ agenda the Council has been by reshaping services to meet the need of today investigating ways of releasing cashable and non • Making better use of staff time, skills and cashable efficiencies. These efficiency Savings are expertise mapped against the four streams of The following graphs show the Council’s progress • Smarter Procurement – achieving efficiencies and forecasts under each of the four themes and the during the procurement of goods and services cashable and non cashable savings per year against • Streamlining Support Functions – achieving the £22m annual target as set out by the Welsh efficiencies by simplifying and standardising Assembly government under the ‘Making the business processes and possibly employing the Connections’ agenda. use of ICT in doing so 14,000,000 Outturn 12,000,000 2005/6 10,000,000 Outturn 2006/7 8,000,000 Outturn 6,000,000 2007/8 4,000,000 Outturn 2008/9 2,000,000 Outturn 2009/10 0 Smarter Streamlining Shaping Public Making Better use Procurement Support Functions Services of Staff, Time, Skills and Expertise 25,000,000 20,000,000 15,000,000 Non-Cash Releasing Cash Releasing 10,000,000 5,000,000 0 2005/06 2006/07 2007/08 2008/09 2009/10 PAGE 8 Cardiff Council Improvement Plan 2009/10 Taking forward innovative approaches to service delivery – transforming public services Cardiff Council, like many other public sector During 2009/10 we organisations, has to transform how we deliver services to our customers.
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