DETAILED REPORT
QUARTERLY CORPORATE PERFORMANCE REPORT including Corporate Scorecard
Quarter 4 – 2009/10
Presented to Cabinet 08-06-10
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CONTENTS Page Contact for more information EXECUTIVE SUMMARY- see separate report Paul Edwards 01604 237053
PERFORMANCE 3 Paul Edwards 01604 237053 Summary of status of all PIs in the report 4 Performance on Corporate Outcomes – Summary tables & individual detail Outcome A : Safer, freer and stronger communities 6 Outcome B : Cleaner, greener and more prosperous County 37 Outcome C : More secure, independent future for children, young people & adults 50 Outcome D : Smaller, more enabling Council focused on our customers 81 Notes on outstanding indicators 92 FINANCE – see separate Executive Summary report Glenn Hammons 01604 236054
RISK and INTERNAL AUDIT 93 Progress with Internal Audit Recommendations 94 Steve Tinkler 01604 237055 Risk 98 John Davies 01604 237049
PROJECTS 113
PEOPLE 134 People & Performance - Key indicators 135 Martin Cox 01604 237879 Health & Safety 139 Sue Stagg 01604 236016
CUSTOMERS 142 Contacts (CSC & IT Help Desk) 143 David Moore 01604 652309 Consultation 147 Rachel Evans 01604 236426 Customer feedback including complaints, compliments etc. 159 Judy Martin 01604 236171
REGULATORS 168 Paul Edwards 01604 237053
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PERFORMANCE INDICATORS
Please note : All Local Area Agreement (LAA) indicators are also reviewed by the Partnership Performance Board. Symbols = Indicator included in the LAA as a Designated (national) Target = Indicator included in the LAA as a Local Target or as a Department for Children, Schools & Families (DCSF) Target
Annual Indicators – detailed information has only been included where there is new data and/or commentary to report since the last quarterly performance meeting
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PERFORMANCE INDICATORS : Corporate Performance Report - 2009-10 Quarter 4 Summary of status of Corporate Performance Indicators The corporate scorecard contains the 58 most important indicators for the council. Performance for Quarter 3 can be summarised as follows: Status Key No. of PIs % Commentary Green + Performing at least 10% better than target 13 22.8% The figures include Green Performing between 5% worse & 10% better than target 23 40.4% assessments where "lead" 98.3% Amber Performing between 10% & 5% worse than target 8 14% indicators have been reported Red Performing at least 10% worse than target 12 21.8% reported while results for No target Target not yet set 1 1.8% annual indicators are No data Performance data not yet available 1 1.7% awaited Total Indicators 58 Notes
Change since last year – this compares “latest data” with the same period last year o = Improved performance o = Worse performance
For more information about National Indicators please go to: http://www.communities.gov.uk/publications/localgovernment/nationalindicatorsupdate
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Outcome A - Safer, freer and stronger communities Outcome B - A cleaner, greener and more prosperous county
Red indicators Red indicators NI021a Dealing with local concerns about ASB and crime CCSDCCS.L06n No of uses of heritage resources
NI115 Substance misuse by young people NI168 Principal roads where maintenance should be considered NI169 Non-principal classified roads where maintenance should be considered
Outcome C - A secure, healthy and independent future for our children, young Outcome D - A smaller, more enabling council focused on our customers people and adults
Red indicators Red indicators NI073 Achievement at level 4 or above in both English and Maths at Key Stage 2 (Threshold) NI075 Achievement of 5 or more A*-C grades at GCSE or equivalent including English and Maths NI089a Reduce number of schools requiring special measures None NI101 Looked after children achieving 5 A*-C GCSEs (or equivalent) at KS 4 (with English and Maths) CYPSD114 Rate of permanent exclusions from school (local measure) NI130.09 Social care clients receiving Self Directed Support NI145 Adults with learning disabilities in settled accommodation
5 Outcome A: Safer, freer and stronger communities
Outcome A. Safer, freer and stronger communities: monthly/quarterly indicators LAA Designated target YE Actual YE YE Actual YE Target YE Change since LAA Local Target Unit Data Comments 2008/09 Performance 2009/10 2009/10 Performance last year Leading Indicators shown in blue NI032 Repeat incidents of Target not domestic violence (as Percentage 9.49 17.94 32 Green+ n/a (incomplete data for 2008/09) set percentage of total) NI016 Serious acquisitive Number 18.52 Green 14.84 17.33 Green+ crime rate per 1000 NI020 Assault with injury Number 6.22 Green+ 6.30 5.93 Amber crime rate per 1000 Reported 3 months in arrears - NI019 Rate of proven re- Number 1.30 Green+ 0.92 1.14 Green+ latest data is from Dec-09 offending by young offenders YE target = 1.52 Number NI049i Number of primary fires per 258.46 Green 222.50 249.40 Green+ per 100,000 population 100,000 NI047b Number of people killed or seriously injured in road Number 446 Green 429 450 Green traffic accidents (3 year rolling average) Outcome A. Safer, freer and stronger communities: annual & leading indicators NI017 Perceptions of anti- Percentage 19.10 Green+ 17.00 18.30 Green 2009/10 Local Place Survey social behaviour LP017 Perceptions of anti- Target not Percentage 13.10 10.40 12.10 Local Police Survey social behaviour set NI021 Dealing with local Target not Percentage 20.50 22.20 25.00 Red 2009/10 Local Place Survey concerns about ASB and crime set LP021a Dealing with local Percentage Not reported 62.80 57.20 Local Police Survey concerns about ASB and NI027 Understanding of local Target not concerns about ASB and crime Percentage 20.90 21.60 22.70 Green 2009/10 Local Place Survey set by the local council and police LP027 Understanding of local concerns about ASB Percentage Not reported 51.50 53.50 Local Police Survey and crime by the local NI115 Substance misuse by TellUs Survey results published Percentage 9.70 Green+ 10.00 7.5 Red young people Feb-10 NI001 % of people who believe people from different Percentage 76.10 Amber 75.80 77.20 Green 2009/10 Local Place Survey backgrounds get on well together RP001 Percentage of Local Residents Panel. people who believe people Communities Board currently Percentage Not reported 70.00 from different backgrounds considering more meaningful get on well together leading indicator NI004 % of people who feel they Target not can influence decisions in their Percentage 25.60 25.20 27.40 Amber 2009/10 Local Place Survey set locality 6 Outcome A: Safer, freer and stronger communities
LAA Designated target YE Actual YE YE Actual YE Target YE Change since LAA Local Target Unit Data Comments 2008/09 Performance 2009/10 2009/10 Performance last year Leading Indicators shown in blue RP004 Percentage of people who feel that they Percentage Not reported 38.90 42.60 Local Residents Panel can influence decisions in their locality NI006 Participation in regular Target not Percentage 23.70 22.50 24.60 Amber 2009/10 Local Place Survey volunteering set Local Residents Panel RP006 Participation in Communities Board currently Percentage Not reported 48.80 regular volunteering considering more meaningful leading indicator
NI007 Percentage of 3rd sector Target not Bi-ennial survey, next due orgs giving high rating for Percentage 12.90 Not reported set 2010/11 thriving 3rd sector environment
EGCDTH10 Satisfaction with Data for 2008/09 and 2009/10 Percentage 29.00 Amber 47.90 32 Green+ n/a pavements and footpaths are not comparable as they are from different data sources. EGCDTH06 No. of reported faults relating to Number 2697 Green 2157 2695 pavements
EGCDTH11 Satisfaction with Data for 2008/09 and 2009/10 Percentage 26.00 Green 29.90 27 Green+ n/a condition of highways are not comparable as they are from different data sources. EGCDTH08 % of Category 2 defects made safe within Percentage 84.9 Red 90.60 90.0 specified timescales NI167 Congestion - average Due to delays in Reporting by journey time per mile during the Minutes 1.93 Green 1.93 Green DfT, performance alert based on morning peak 2008/09 data, reported Feb-10 NI168 Principal roads where maintenance should be Percentage 4 Red 4 3 Red considered EGCDTH09a Principal roads: number of Number Not reported 18.00 18.00 n/a completed structural schemes NI169 Non-principal classified roads where maintenance should Percentage 7 Red 7 6 Red be considered EGCDTH09b Non-principal roads: number of Number Not reported 27.00 27.00 n/a completed structural
7 Outcome A: Safer, freer and stronger communities
NI032 Repeat incidents of domestic violence Green+ Repeat victimisation for those domestic violence cases being managed by a MARAC (as percentage of all reported cases) Directorate Customer & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Police Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 9.49 10.64 16.67 16.52 17.94 Target 11.00 18.00 24.00 32.00 % Variation -3.29 -7.41 -31.17 -43.94 Commentary: March 2010 NI032 Police: 35 The number of cases reviewed at Multi Agency Risk Assessment Conference (MARAC) continues to grow as the process is embedded within Northants. The 12 30 month cumulative repeat rate currently stands at 18% but we anticipate this will grow as more people are reviewed. Crime and Disorder Act (CADA) sees a rate 25 below 14% as too low but monthly monitoring will highlight any risk to us dropping this low. Officers are using the Daventry Safer Home (DASH) forms when attending 20 all domestic incidents to highlight high risk victims. The Domestic Abuse Unit have Actual recently installed a number of safe rooms for the highest risk victims in conjunction 15 Target with the fire service. 10
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Tolerance: Smaller is better Unit: Percentage New Indicator for 2009/10
8 Outcome A: Safer, freer and stronger communities
NI016 Serious acquisitive crime rate Green+ Number of serious acquisitive crimes per 1,000 population Directorate Customer & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Police Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 18.52 4.20 7.97 11.60 14.84 Target 17.90 4.33 8.66 12.99 17.33 % Variation 3.46 -3.00 -7.96 -10.71 -14.38 Commentary: March 2010 NI016 Police: 20.00 Operation Guardian represents a co-ordinated, partnership approach to tackling vehicle 18.00 crime, burglary and robbery and the environment that allows them to occur. All local partnerships have a direct supportive role and will be delivering dedicated local projects in 16.00 various locations across the county. 14.00 12.00 The latest Operation Guardian High Impact Day was held on 31 March 2010, with special 10.00 Actual emphasis on taking positive action against people wanted on warrants. We have been proactive in delivering updates on recent activity to keep local residents informed of our 8.00 Target activities. The Special Constabulary are an important part of the operation, providing 6.00 resiliance and visiting some addresses multiple times reinforcing the message that Operation 4.00 Guardian does not go away. 2.00 0.00 Crime Prevention officers have been out and about within the county, identifying further opportunuties for target hardening and reinforcing key messages about not leaving property Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 in cars or windows/doors unlocked in homes.
Tolerance: Smaller is better The targeting of 7 areas within the area has shown significant benefits but the force is Unit: Rate per 1,0000 population mindful of potential displacement and has a number of additional tactics employed on these other areas. Both Basic Command Units (BCUs) have squads of officers to focus on serious acquisitive crime (SAC), ensuring the best skills are combined in the drive to detect and prevent SAC.
9 Outcome A: Safer, freer and stronger communities
NI020 Assault with injury crime rate Amber The number of Actual Bodily Harm (assault with injury) crimes per 1000 of the population Directorate Customer & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Police Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 6.22 1.69 3.33 4.84 6.30 Target 7.35 1.48 2.96 4.44 5.93 % Variation -15.35 13.93 12.55 9.00 6.20 Commentary: March 2010 NI020 Police: 8.00 Our approach to Assault with Injury (AwI) has been the same as Most Serious 7.00 Violence (MSV) as both are closely linked. In addtion to the changes to Nightsafe, a number of test purchase exercises with Trading Standards identified a number of 6.00 premises selling alcohol to minors in areas of high AwI. The link to alcohol is growing 5.00 so much of our efforts is focused in the night time economy and immediate areas. 4.00 We have also identified a growing trend with St Andrews hospital and the sector 3.00 Actual inspector is working closely with the hospital to manage the issues more effectively, Target ensure staff feel supported and crime is being accurately captured. 2.00 1.00 The Domestic Abuse Unit is also linking in with BCUs to ensure the lower level 0.00 domestic incidents are flagged to them before resulting in violence. Work is ongoing Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 with schools as a growing proportion of AwI is school related. Targetted patrols at school end times are providing a strong message to youths that their violence is not to be tolerated.
Tolerance: Smaller is better Unit: Rate per 1,0000 population
10 Outcome A: Safer, freer and stronger communities
NI019 Rate of proven re-offending by young offenders Green+ This indicator measures re-offending by young people in the youth justice (Rate per 100) Directoratesystem. Young people areChildren those aged& Young 10-17. People's Services Accountable Officer Tim O'Neill Division Extended Services to Children & Young People Reported by Youth offending Service Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 1.30 0.42 0.69 0.92 Target 1.54 0.38 0.76 1.14 1.52 % Variation -15.44 10.36 -8.74 -19.59 Commentary: March 2010 NI019 1.80 1.60 1.40 1.20 1.00 0.80 Actual Target 0.60 0.40 0.20 0.00 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Rate per 100 in cohort Reported three months in arrears
11 Outcome A: Safer, freer and stronger communities
NI049i Number of primary fires per 100,000 population Green+ Total number of primary fires per 100,000 population. A primary fire is any fire involving property (including non-derelict vehicles) and/or casualties and/or involves 5 or more fire appliances system. Directorate Customer & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Fire Service Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 258.46 60.60 118.20 173.60 222.50 Target 256.91 62.30 124.60 186.90 249.40 % Variation 0.60 -2.73 -5.14 -7.12 -10.79 Commentary: March 2010 NI049i This reduction in primary fires highlights the benefits of proactive community 300 education and prevention activity through initiatives such as our home fire safety check scheme. This translates into improved outcomes for the community through 250 reduced risk, reduced socio economic impacts and reduced environmental impacts. 200 The improvement trend in primary fires over the past year means that in national
150 Actual comparison, Northants position improves from 4th (lower) quartile to 3rd quartile
Target and performance remains ahead of target to achieve the strategic target within the 100 Service Plan (IRMP). Importantly, this improved performance is also reflected in 50 fatalities and injuries from fire reducing by 75% and 68% respectively (against previous year), again leading to improvements in national comparison with fatalities 0 improving from 2nd quartile to 1st (upper) quartile and injury performance Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 achieving a step change from 3rd quartile to 1st (upper) quartile, both against a 2008/09 baseline. All in all, this demonstrates that the community are safer as a Tolerance: Smaller is better result of the activities of the fire and rescue service. Unit: Number per 100,000 population.
12 Outcome A: Safer, freer and stronger communities
NI047b Number of people killed or seriously injured in road traffic accidents Green 3-year rolling average number of people killed or seriously injured in a road traffic accident for last reported year and the 2 previous years Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 446 438 442 439 429 Target 470 465 460 455 450 % Variation -5.18 -5.74 -3.91 -3.44 -4.74 Commentary: March 2010 NI047b There were 429 KSIs this quarter (ie 3 year average March to March) compared to 480 446 this quarter last year. 470 Target met. We continue to show year on year improvements in KSIs. We have 460 continued to find new and innovative approaches to reduce casualties within the 450 county. One of our new approaches is through Rightracks, which is our rural road
440 Actual safety project. This project is now closed and is being evaluated. 430 Target 420 410 400 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Number (3 year rolling average)
13 Outcome A: Safer, freer and stronger communities NI017 Percentage who feel anti-social behaviour is a problem Green Percentage of respondents with a high level of perceived anti-social behaviour combines responses to seven questions about anti-social behaviour problems. Directorate Customers & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Local Place Survey Year-to-date 08/09 09/10 10/11 Actual 19.10 17.00 10.40 Target 24.00 18.30 17.50 % Variation -20.42 -7.10 -14.05 Commentary - on Peception of anti-social behaviour (NI017/021/027) NI017 30.00 A delivery plan has been developed to be owned and managed by the County Confidence Board and comprises of these key strands: - Anti Social Behaviour – achieving a major uplift across the County in targeted local problem-solving to 25.00 reduce impact and incidents, and service improvement across agencies to deliver a step change in the quality of service experienced by those reporting ASB; 20.00 - Marketing and Communications – based on ‘we asked’, ‘you said’, ‘we did’. Emphasis on evidencing engagement and accessibility, and evidencing local delivery. This increase in marketing activity needs to be part of a more ‘joined up’ approach to marketing and communications across the partnership. 15.00 Actual Reflecting the national evidence base, the focus is on communicating locally around local issues and Target activity; 10.00 - Developing a confident, positive workforce – this strand links to wider agenda across the partnership. In basic terms staff need to have a better understanding of the delivery and successes of all partners; 5.00 need to be signed up to the principle of stopping talking each other down, and starting to talk each other up; and need to feel a valued part of the overall shared effort to improve public confidence. Each theme will also incorporate Equality and Diversity issues as an integral part of any intended activity 0.00 08/09 09/10 10/11 To date the board has overseen the following activity within the county including • Successful delivery of a marketing campaign in every Community Safety Partnership to increase public confidence and awareness ANNUAL INDICATOR • Publishing of Anti-social Behavior minimum standards by every Community Safety Partnership in the Tolerance: Smaller is better county. Unit: Percentage • Delivery of a variety of training events for front line staff around problem solving, use of ASB tools and powers and youth engagement in order to improve internal awareness and enhance quality of service Commentary continued for members of the public. • Successful delivery of Accelerated partnership Projects in every CSP to support local activities. • Development of a sub-group of the county comms group which is focusing on the In addition to these achievements and in coordination with the group: development of an annual partnership programme of marketing and communications • A partnership communications officer has now been recruited and is currently working across the campaigns aligned with key partners such as the Police. Police and County Council Communications team to support CSPs and the Confidence agenda. Work will be ongoing to continue to support this area of business and implement the delivery plan, such as developing a single county wide set of minimum standards for tackling anti-social behavior.
14 Outcome A: Safer, freer and stronger communities
LP017 Percentage who feel anti-social behaviour is a problem Green+ From Police Public Attitude Survey: local proxy measure for NI017 (Place Survey) Directorate Customers & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Police Public Attitudes Survey Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 13.10 11.00 11.60 11.40 10.40 Target 12.85 12.60 12.35 12.10 % Variation -14.40 -7.94 -7.69 -14.05 Commentary: March 2010 LP017 Police: 14.00 ASB is no longer seen in the county as a police problem and partners are increasingly seeing the benefits of tackling this jointly. On the northern side of the county 12.00 ASBINs have been set up by the sector Inspectors to work with the partners in the CSPs. This is focusing on a more proactive approach to tackling all elements of ASB 10.00 to help improve the quality of the environment to in turn improve local people's 8.00 perceptions of ASB. Actual 6.00 Target Community payback schemes continue across the county in partnership with the probation service. We are now able to identify repeat callers for ASB more easily 4.00 which is helping us to identify problems much earlier on. Safer Community Team 2.00 (SCT) officers and PSCOs can then create action plans for these problem areas and work with the community to reduce incidents of ASB and show a more focused 0.00 approach. Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage Leading Indicator for NI017 Perceptions of anti-social behaviour (Place Survey)
15 Outcome A: Safer, freer and stronger communities
NI021 Dealing with local concerns about ASB and crime Red Anti-social behaviour respondents will self-define. The question being asked is as follows: It is the responsibility of the police and local council working in partnership to deal with anti-social behaviour and crime in your local area How much would you agree or disagree that The police and local council are dealing with the anti-social behaviour and crime issues that matter in this area Strongly agree; tend to agree; neither agree nor disagree; tend to disagree; strongly disagree. Directorate Customers & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Local Place Survey Year-to-date 08/09 09/10 10/11 Actual 20.50 22.20 10.40 Target 25.00 % Variation -11.20 -14.05 Commentary NI021 Community Safety Update : 30.00 Due to the nature of this indicator the results have not altered since the last 25.00 performance report submission.
20.00 The local proxy target is LP021a (% of people who believe local council and police dealing with local concerns about ASB and crime), measured using the Police public
15.00 Actual attitude survey (PPAS) is however measured on a quarterly basis. This target has
Target met the intended target for March 2010, having exceeded the target by 5.6%. 10.00 Considerable work is currently been undertaken in this area to drive forward 5.00 improved performance. Please see LPI027 for further comments.
0.00 08/09 09/10 10/11 See also commentary for LP021 on next page
ANNUAL INDICATOR Tolerance: Bigger is better Unit: Percentage
16 Outcome A: Safer, freer and stronger communities
LP021a Dealing with local concerns about ASB and crime Green Local proxy measure for NI021 (place survey) measured Police Public Attitude Survey Anti-social behaviour as part of the overall seven strand anti-social behaviour indicator Directorate Customer & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Police Public Attitudes Survey Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 53.6 55.3 59.7 62.8 Target 57.2 57.2 57.2 57.2 % Variation -6.29 -3.32 4.37 9.8 Commentary: March 2010 LP021 Police: 70 The force continues to strengthen and develop its partnership working. During the Operation Guardian high impact days, partners played a key role e.g. local authority, 60 probation, trading standards, DVLA to show the public that there are many ways we can work together and be impactive on criminals and tackle low level issues. 50
40 We are also working more closely with neighbourhood wardens and communities to
Actual engage local people in assisting us to address problems in their local area e.g. visiting 30 Target local parishes on Sundays after church, being present at school closing times.
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Tolerance: Bigger is better Unit: Percentage New Indicator for 2009/10 Leading Indicator for NI021 Dealing with local concerns about ASB and crime (Place Survey) Police: The calculation of this measure has been amended to include don't knows, causing an apparent reduction in performance
17 Outcome A: Safer, freer and stronger communities
NI027 Understanding of local concerns about ASB and crime by the local council and police Green Anti-social behaviour as part of the overall seven strand anti-social behaviour indicator, respondents will self-define Directorate Customers & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Local Place Survey Year-to-date 08/09 09/10 10/11 Actual 20.90 21.60 10.40 Target 22.70 % Variation -4.85 -14.05 Commentary NI027 Community Safety Update : 25.00 Compared to Q3 the gap between the actual performance and the target have narrowed to 2.0% showing a positive direction of travel. 20.00
Since the last update provided for Q43 there has been considerable activity around 15.00 this agenda item that should have a direct impact on improving this indicator as
Actual well NI’s 17, 21 and their proxies. 10.00 Target The Partnership’s Confidence board, which replaced the RASB has now met twice and has set out a programme that it intends to deliver in a co-ordinated partnership 5.00 approach to achieve the following outcomes: • To achieve a significant improvement in public perception through the delivery of 0.00 a fair and effective criminal justice system for all members of our community. 08/09 09/10 10/11 • To markedly enhance the partnerships approach to tackling ASB, including the most vulnerable and seldom heard sections of society. ANNUAL INDICATOR • To improve Public Confidence by delivering effective local responses, supported by Tolerance: Bigger is better a strong framework of community engagement, communications and marketing. Unit: Percentage See also general commentary under NI017 and more specific commentary for LP027 on next page
18 Outcome A: Safer, freer and stronger communities
LP027 Understanding of local concerns about ASB and crime by the local council and police Green Local proxy measure for NI027 (Place Survey) measured Police Public Attitude Survey Anti-social behaviour as part of the overall seven strand anti-social Directoratebehaviour indicator Customer & Community Services Accountable Officer Martyn Emberson Division Fire & Protective Services Reported by Police Public Attitudes Survey Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 49.9 49.2 51.5 Target 53.5 53.5 53.5 53.5 % Variation -6.7 -8.0 -3.7 Commentary: March 2010 LP027 Police: 60.00 The force is continuing with its marketing campaigns to promote the work it is doing around Op Guardian, partnership working, offender management etc. This includes 50.00 sharing marketing opportunities by promoting our work in local authority leaflets and vice versa. Internally, the force has identified drivers to confidence based on the local proxy survey data which was discussed at the April MPG meeting. This has 40.00 given new insight to the BCU senior managers on specific things to consider e.g. visibility of officers at key times, dealing with community problems and dealing with 30.00 Actual minor crime. The force has also produced a Confidence action plan to have a co- Target ordinated response to improving confidence. Partnership working is a key part of 20.00 this indicator and all CSPs are working to maximise these partnerships and demonstrate co-ordination. 10.00
0.00 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage New Indicator for 2009/10 Leading Indicator for NI027 Understanding of local concerns about ASB and crime by the local council and police (Place Survey) Police: The calculation of this measure has been amended to include don't knows, causing an apparent reduction in performance
19 Outcome A: Safer, freer and stronger communities NI115 Substance misuse by young people Red Young people the measurement of this indicator will cover young people aged from 10 up to and including 15 years old Frequently frequent use is described as regular use within the last 4 weeks (exact frequency to be determined following evaluation of results) which is taken as a proxy for misuse Misuse the use of any substance which results in harm, such as poor outcomes, school exclusion, criminal involvement, health problems etc. Substances this refers to all illicit drugs, consumption of alcohol and volatile substances such as solvents, glue or gas Children & Young People's Services Directorate Accountable Officer (Janet Doran from June 2010) (Policy & Partnerships from June 2010)
Division (Community Partnerships from June 2010) Reported by TellUs Survey
Year-to-date 08/09 09/10 10/11 Actual 8.80 10.00 10.40 Target 13.00 7.50 6.70 % Variation -32.31 33.33 -14.05 Commentary: February 2010 NI115 This indicator is based solely on the TellUs Survey which does not present an accurate 14.00 measure for Northamptonshire young people. This is because the baseline measure established in 2008 was based on a very small number of responses which were not 12.00 representative of the population (20% of years 8 & 9).
10.00 The current survey represents more young people (36.67% of years 6,8 & 9), however, those responding do not represent a good cross section of the population. Acknowledging the 8.00 difficulties with the data, we accept that to achieve this target, a multi-agency partnership Actual approach to prevention and early intervention is needed. 6.00 Target The DAAT is planning to commission a piece of local research that will establish a 4.00 representative baseline, and that could be repeated annually to assess accurately the effect of interventions done in schools and communities. 2.00
0.00 The DAAT partnership is currently reviewing the annual plan to deliver substance misuse education in schools. This will be planned according to the needs identified in the research. It 08/09 09/10 10/11 is also expected that a countywide substance misuse officer will be recruited to work within the Healthy Schools Initiative, helping and advising the schools in delivering that part of the ANNUAL INDICATOR curriculum. Tolerance: Smaller is better Unit: Percentage This indicator was previously owned by the CYP Partnership, where school links are essential *Ownership of this indicator will be transferred to Policy & Partnerships from June for successful delivery. 2010 Comment provided by the Drug Alcohol & Action Team (DAAT) 20 Outcome A: Safer, freer and stronger communities
NI001 % of people who believe people from different backgrounds get on well together Green The proportion of the adult population who say they ‘agree’, or ‘strongly agree’ that their local area is a place where people from different backgrounds get on well. Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by Local Place Survey Year-to-date 08/09 09/10 10/11 Actual 76.10 75.80 10.40 Target 80.50 77.20 78.40 % Variation -5.47 -1.81 -14.05 Commentary NI001 The 2009 Place survey results show a decrease in the result of NI1. This decrease is 90.00 within the tolerance level for the indicator and therefore not statistically significant. Work is however required to ensure that the 2010/11 target is met. The 80.00 Communities Board is currently working to review Community Cohesion activity in 70.00 the county and to develop countywide approaches where necessary to delivery. THe 60.00 Board is also currently negotiating arrangement for countywide activity in relation to 50.00 the Preventing Violent Extremism Agenda. Actual 40.00 Target Work is currently underway to review the work of the Countywide Hate Incidents 30.00 Forum with a view to improving how the County tackles hate incidents and monitors 20.00 Community Tension 10.00 The Communities Board agreed its 12 Month Action plan to deliver this target on 0.00 14th April 2010. 08/09 09/10 10/11
ANNUAL INDICATOR Tolerance: Bigger is better Unit: Percentage
21 Outcome A: Safer, freer and stronger communities
RP001 Percentage of people who believe people from different backgrounds get on well together Residents' panel tracking measure for NI001 Percentage of people who believe people from different backgrounds get on well together Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by Residents' Panel Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 76.9 68.0 70.0 Target % Variation Commentary: March 2010 RP001 See commentary for NI001 90.00
80.00
70.00
60.00
50.00 Actual 40.00 Target 30.00
20.00
10.00
0.00 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage New Indicator for 2009/10 Leading Indicator for NI001 % of people who believe people from different backgrounds get on well together (Place Survey)
22 Outcome A: Safer, freer and stronger communities
NI004 % of people who feel they can influence decisions in their locality Amber The proportion of the adult population who agree that they feel able to influence decisions affecting their local area Directorate Policy & Partnerships Accountable Officer Paul Edwards Division Business Intelligence & Performance Reported by Local Place Survey Year-to-date 08/09 09/10 10/11 Actual 25.60 25.20 10.40 Target 27.40 27.40 % Variation -8.03 -14.05 Commentary: 2010 NI004 A fall of 0.4% is within the confidence interval for the survey and reflects that results 30.00 have remained stable since the previous survey. This is an average of all district and borough scores ranging from 31.5% Corby to 21.2% Northampton. 25.00 Mitigating actions 20.00 • One of the main purposes of the You Choose project is to give local people the opportunity to have an influence on the future shape of services 15.00 Actual • A new ‘you said/we did’ section is being included as a regular item in the Target Residents Magazine 10.00 • The Budget consultation has seen an increase in the number of participants from 413 last year to 1541 this year 5.00
0.00 08/09 09/10 10/11
ANNUAL INDICATOR Tolerance: Bigger is better Unit: Percentage
23 Outcome A: Safer, freer and stronger communities
RP004 Percentage of people who feel that they can influence decisions in their locality Amber Residents' panel tracking measure for NI004 Percentage of people who feel that they can influence decisions in their locality Directorate Policy & Partnerships Accountable Officer Paul Edwards Division Business Intelligence & Performance Reported by Residents' Panel Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 40.8 37.0 38.9 Target 41.4 42.0 42.6 % Variation -11.9 -8.7 Commentary: March 2010 RP004 See also commentary for NI004 45
40
35
30
25 Actual 20 Target 15
10
5
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage New Indicator for 2009/10 Leading Indicator for NI004 % of people who feel they can influence decisions in their locality (Place Survey)
24 Outcome A: Safer, freer and stronger communities
NI006 Participation in regular volunteering Amber In order to raise the level of volunteering activity the target focuses on increasing the proportion of regular formal volunteers. Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by Local Place Survey Year-to-date 08/09 09/10 10/11 Actual 23.70 22.50 10.40 Target 24.60 25.50 % Variation -8.54 -14.05 Commentary: March 2010 NI006 The 2009 Place survey results show a decrease in the result of NI6. This decrease is 30.00 within the tolerance level for the indicator and therefore not statistically significant. Work is however required to ensure that the 2010/11 target is met. 25.00 A proposal for a media campaign prmoting volunteering and understanding of what 20.00 volunteering means has been presented to the Communities Board. Funding and working arrangements are now in development to deliver this approach. Indicators
15.00 Actual of interim performance are being developed using V-Base, the sector database of
Target Volunteering Opportunities and registered Volunteers. 10.00 Work is being developed with Northamptonshire Infrastructure Consortium to 5.00 ensure best use of resources and information available. The Communities Board agreed its 12 month action plan for achieving this target on 14th April 2010. 0.00 08/09 09/10 10/11
ANNUAL INDICATOR Tolerance: Bigger is better Unit: Percentage
25 Outcome A: Safer, freer and stronger communities RP006 Participation in regular volunteering Residents' panel tracking measure for NI006 Participation in regular volunteering Regular formal voluntary activities are defined as taking part at least once a month in the 12 months before the survey. Formal volunteering is defined as giving unpaid help through groups, clubs or organisations, which support social, environmental, cultural or sporting objectives at least once a week or less than once a week but at least once a month. Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by Residents' Panel Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 44.4 41.0 48.8 Target % Variation Commentary: December 2009 RP006 See commentary for NI006 60
50
40
30 Actual
Target 20
10
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage New Indicator for 2009/10 Leading Indicator for NI006 Participation in regular volunteering (Place Survey)
26 Outcome A: Safer, freer and stronger communities
NI007 Percentage of 3rd sector orgs giving high rating for thriving 3rd sector environment Not reported The percentage of third sector organisations giving a high rating of the local environment for a thriving third sector. Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by National Third Sector Survey (bi-ennial) Year-to-date 08/09 09/10 10/11 Actual 12.9 Target 16.6 % Variation Commentary: March 2010 NI007 No Performance Data is available for this indicator as the survey is carried out every 18 2 years. The Communities Board agreed its 12 month action plan to meet this target 16 on 14th April 2010. The Board is developing a series of Lead targets which will be baselines and targetted during Q1 2010 - 2011. Work will be undertaken in 14 partnership between the County Council, Health, Borough and District Council 12 partners to improve Infrastructure support to the Third Sector in Northamptonshire. 10 Actual 8 The Communities Board are also working with Third Sector partners to support Target 6 developments within the the Sectors own partnership arrangements, including the development of a Countywide Forum. 4 2 0 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage Measured bi-ennially - next survey due 2010/11
27 Outcome A: Safer, freer and stronger communities
EGCDTH10 Satisfaction with pavements and footpaths Green+ The 2009/10 figure is from the National Transport and Highways satisfaction survey. Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date 08/09 09/10 10/11 Actual 29.0 47.9 Target 31.0 32.0 33.0 % Variation -6.5 49.7 Commentary EGCDTH10 Our satisfaction of footpaths and pavements is in the bottom quartile of all 60 authorities who took part in the survey. In order to improve public perception, we worked last year on improving our communications to inform local people about 50 what we have been doing. We will continue do this to improve awareness of transport and highways issues. Pavement and footpath repairs will form part of the 40 plan for the Street Lighting PFI, which may mean that some pavement and footpath repairs would be carried out as part of implementation of the Streetlighting works. 30 Actual
Target 20
10
0 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage
Data for 2008/09 and 2009/10 are not comparable as they are from different data sources.
28 Outcome A: Safer, freer and stronger communities
EGCDTH06 No. of reported faults relating to pavements Green+ Number of reported faults to the Transport Public Enquiry Manager relating to pavements Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 2697 561 1235 1743 2157 Target 2709 674 1348 2021 2695 % Variation -0.44 -16.77 -8.38 -14 -20 Commentary: March 2010 EGCDTH06 Target met. There were 2157 faults relating to pavements reported on Street Doctor 3000 compared to 2695 for the same quarter last year. The change was partly due to the number of reported obstructions and uneven slabs reducing. There were also less 2500 defective reinstatements.
2000
1500 Actual
Target 1000
500
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Number Leading Indicator for EGCDTH10 Satisfaction with pavements & footpaths
29 Outcome A: Safer, freer and stronger communities
EGCDTH11 Satisfaction with condition of highways Green+ The 2009/10 figure is from the National Transport and Highways satisfaction survey. Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date 08/09 09/10 10/11 Actual 26.0 29.9 Target 26.0 27.0 28.0 % Variation 0.0 10.7 Commentary: March 2010 EGCDTH10 Our satisfaction score is in the bottom quartile for the authorities that took part in 35 the survey. A new highway maintenance strategy has been implemented which means that we will now be concentrating on permanent repairs. This should see 30 satisfaction increase in the future. 25
20 Actual 15 Target 10
5
0 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage
Data for 2008/09 and 2009/10 are not comparable as they are from different data sources.
30 Outcome A: Safer, freer and stronger communities
EGCDTH08 % of Category 2 defects made safe within specified timescales Green % of Category 2 defects made safe within the timescales specified in the Highway Safety Inspection Manual YE Actual 2009/10 Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 84.90 94.40 98.10 99.56 90.60 Target 96.90 90.00 90.00 90.00 90.00 % Variation -12.38 4.89 9.00 10.62 0.67 Commentary: March 2010 EGCDTH08 Target met. 11,878 out of 13,106 defects were dealt with in the target timescale in 105 quarter 4. The expectation was to exceed the target by more, but the recent snow and freezing temperatures prevented this. Defects made safe include potholes, trip 100 hazards, vertical displacements of kerbs and severe rutting in a verge.
95
90 Actual
Target 85
80
75 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage Leading Indicator for EGCDTH11 Satisfaction with condition of highways
31 Outcome A: Safer, freer and stronger communities NI167 Congestion - average journey time per mile during the morning peak Green To monitor the level of congestion during morning peak times. Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by DfT to Transport & Highways Year-to-date 07/08 08/09 09/10 10/11 Actual 1.93 Target 1.93 1.93 1.93 % Variation 0.00
2.50 Commentary: December 2009 NI167 is a new congestion indicator and was calculated for us by DFt. (Result for 2008/09 was released February 4th 2010) after NCC had written to the DfT to 2.00 express concerns about the continued delays in reporting the data, particularly as it is an LAA measure. 1.50 There is no leading indicator for a number of reasons: Actual • We have looked into calculating a leading indicator to measure congestion but 1.00 Target these will be very expensive (eg commissioning journey time surveys) and may not tell us anything as they would not represent all roads in the county. • Traffic is seasonal and it is difficult to produce a quarterly indicator that takes into 0.50 account seasonality and other factors like road works, change in location of schools, weather etc. 0.00 • Our existing traffic counts are done for a few weeks in the same month every year. 08/09 09/10 10/11 However analysis has shown that change in traffic flow does not necessarily relate to changes congestion. For example in some areas the amount of traffic is increasing Tolerance: Smaller is better but congestion is improving due to our Netcom system. Unit: Minutes • Analysis of queuing times at junctions is available but is not in a format that is readily understood. There is not the staff resource to make more use of this data.
32 Outcome A: Safer, freer and stronger communities
NI168 Principal roads where maintenance should be considered Red The indicator measures the percentage of the local authoritys A-road network where maintenance should be considered. Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date 08/09 09/10 10/11 Actual 4.0 4.0 Target 3.0 3.0 3.0 % Variation 33.3 33.3 Commentary: NI168 The reasons for not being on track are due to: 5 a. A challenging target of 3% being set beginning of last year to match the Local 4 Transport Plan target b. Increasing traffic due to growth 4 c. Severe winter of 2008/09 when survey was carried out 3 A key action for improvement is now in place. We are now making more 3 permanent repairs instead of temporary repairs as per new Highways Maintenance Actual 2 Strategy / initiatives. This was agreed by Cabinet in April. Target 2 1 1 0 08/09 09/10 10/11
Tolerance: Smaller is better Unit: Percentage
33 Outcome A: Safer, freer and stronger communities
EGCDTH09a Principal roads: number of completed structural schemes Green Principal roads: number of completed structural schemes Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 13 16 18 18 Target 13 17 18 18 % Variation 0.00 -5.88 0.00 0.00 Commentary: March 2010 EGCDTH09a All planned schemes have been completed in the year so we have achieved our 20 target. Examples of schemes completed this year are resurfacing of Rockingham 18 A6116 Uppingham Road and Boughton A508 Harborough Road. 16 14 12
10 Actual
8 Target 6 4 2 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Number New Indicator for 2009/10 Leading Indicator for NI168 Principal roads where maintenance should be considered
34 Outcome A: Safer, freer and stronger communities
NI169 Non-principal classified roads where maintenance should be considered Red The percentage of the local authority’s B-road and C-road network where maintenance should be considered. Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date 08/09 09/10 10/11 Actual 7.0 7.0 Target 6.0 6.0 6.0 % Variation 16.7 16.7 Commentary: NI169 See commentary for NI168 8 7 6 5
4 Actual 3 Target 2 1 0 08/09 09/10 10/11
Tolerance: Smaller is better Unit: Percentage
35 Outcome A: Safer, freer and stronger communities
EGCDTH09b Non-principal roads: number of completed structural schemes Green Non-principal roads: number of completed structural schemes (compared with those planned) Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 14 27 27 27 Target 14 27 27 27 % Variation 0.00 0.00 0.00 0.00 Commentary: March 2010 EGCDTH09b All planned schemes have been completed in the year so we have achieved our 30 target. Examples of schemes completed this year are resurfacing of Wellingborough Hatton Road and Byron Street, Northampton. 25
20
15 Actual
Target 10
5
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Number New Indicator for 2009/10 Leading Indicator for NI169 Non-principal classified roads where maintenance should be considered
36 Outcome B: Cleaner, greener more prosperous county Outcome.B: Cleaner, greener and more prosperous county - monthly/quarterly indicators LAA Designated target YE Actual YE YE Actual YE Target Change since Unit YE Performance Comments LAA Local Target 2008/09 Performance 2009/10 2009/10 last year Note that this indicator used to be CCSDCCS.L06n No of uses of Number 41,789 Green+ 39,543 44,000 Red measured per 10,000 population, but is heritage resources now an absolute figure NI191 Residual household Kg/ Reported 3 months in arrears - data & 627.13 Green 462.22 504.78 Green waste per household Household performance assessment based on Q3 NI193 Percentage of municipal Percentage 53.77 Green 50.62 57.93 Green NI191 YE target = 670.78 waste land filled NI193 YE target = 56% NI177 Local bus passenger journeys originating in the Number 19,842,000 Green 19,195,000 20,500,000 Amber authority area EGCDED03 No. of jobs Number 1,978 Green+ 1,765 1,000 Green+ created/safeguarded Outcome.B: Cleaner, greener and more prosperous county - annual & leading indicators Leading Indicators shown in YE Actual YE YE Actual YE Target Change since Unit YE Performance Comments blue 2008/09 Performance 2009/10 2009/10 last year
NI186 Per capita reduction in Reported 2 years in arrears (see Percentage Not reported Annual 7.12 CO2 emissions in the LA area detailed page for latest data)
EGCDENV03 Tonnes CO2 emissions from NCC sites in Tonnes Not reported 7,111.75 9,500 Green+ New leading indicator for 2009/10 COT carbon trading pilot NI188 Planning to adapt to Level 1 Green 2 2 Green Climate Change EGCDENV04 Progress against NI188 Level TWO RAG rating Not reported Green Green New leading indicator for 2009/10 Project plan NI164 Proportion aged 19-64 (2008/09 Red against target; reported for males and 19-59 for females Percentage 45.90 Red Annual 52.7 in arrears) qualified to at least Level 3 EGCDED01 Number of people supported with their Number Not reported 1681 700 Green+ New leading indicator for 2009/10 skills development NI172 Percentage of small Published 12 months in arrears; targets businesses in an area showing Percentage Not reported Annual based on comparison with East employment growth Midlands average EGCDED02 Number of Number Not reported 498 400 Green+ New leading indicator for 2009/10 businesses supported
37 Outcome B: Cleaner, greener more prosperous county CCSDCCS.L06n No of uses of heritage resources Red Composite based on resources directly managed by the Council - includes contact with the Record Office (visits, postal enquiries, web-site hits), various outreach events, Sites & Historical Monuments enquiries, on-line catalogue usage (Archives & Heritage), Heritage Education access Directorate Customer & Community Services Accountable Officer Sue Grace Division Customers & Culture Reported by Customers & Culture (Record Office) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 41,789 11,948 23,903 30,464 39,543 Target 36,000 11,000 22,000 33,000 44,000 % Variation 16.08 8.62 8.65 -7.68 -10.13 Commentary: March 2010 CCSDCCS.L06 The total number of accesses for this final quarter is 39% higher than that for the 50,000 third quarter of the year. This reflects the work done to increase awareness and use 45,000 of these resources, for e.g. we have created a Facebook page for the Record Office , 40,000 held a number of portable antiquities events and increased the number of school 35,000 students contacted by the heritage education officer. 30,000 At the beginning of 2009/10 we had hoped an online archive catalogue would be up 25,000 Actual and running during the year and that this would generate a large proportion of our 20,000 Target targeted number of accesses. However the online catalogue did not happen and this 15,000 means that in spite of the real improvements as above, performance against our 10,000 target is lower than we planned. We are still working on the online catalogue project 5,000 with the County Council IT service, however as yet there’s no timeframe for 0 delivering this. We will therefore set the new target for 2010/11 based on 2009/10 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 performance and plan to review the target when the catalogue is available.
Tolerance: Bigger is better Unit: Number Note that this indicator used to be measured per 10,000 population, but is now an absolute figure
38 Outcome B: Cleaner, greener more prosperous county NI191 Residual household waste per household Green The number of kilograms of household waste collected that is not sent for reuse, recycling or is not composted or anaerobic digestion per household. Directorate Environment, Growth & Commissioning Accountable Officers Fiona Unett / Wade Siddiqui Division Waste Management Reported by Waste Management (from Defra) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 627.13 152.63 305.26 462.22 Target 675.96 175.68 342.38 504.78 670.78 % Variation -7.22 -13.12 -10.84 -8.43 Commentary: March 2010 NI191 This trend suggests that possibly the economic downturn has slowed or come to an 800 end. Commencement of the new 10 year wood recovery contract with Ancillary 700 Components Ltd (ACL) on 1/10/09, to process wood from the HWRCs which was previously recycled, will contribute towards increasing this figure. 600 500 Approximately 2,000 tonnes of wood per quarter will be processed. Waste minimisation and education messages continue, however roadshows and face to 400 Actual face projects are not carried out over winter quarter. 300 Target 200 100 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Kilograms Reported by Defra three months in arrears Year-end data expected July 2010
39 Outcome B: Cleaner, greener more prosperous county NI193 Percentage of municipal waste land filled Green The proportion of municipal waste landfilled. Directorate Environment, Growth & Commissioning Accountable Officers Fiona Unett / Wade Siddiqui Division Waste Management Reported by Waste Management (from Defra) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual (YTD) 53.77 48.18 48.39 50.62 Target (YTD) 57.95 54.26 53.66 57.93 56.00 % Variation -7.22 -11.21 -9.81 -12.62 Commentary: March 2010 NI193 Refer to comments in 191 above. Local stretch Q3 target of 55.03% agreed by Waste 70 Partnership. Local YE target = 55%
60 Waste minimisation and education messages continue, however roadshows and 50 face to face projects are not carried out over winter quarter.
40 Actual (YTD) 30 Target (YTD) 20
10
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage Reported by Defra three months in arrears Year-end data expected July 2010
40 Outcome B: Cleaner, greener more prosperous county NI177 Local bus passenger journeys originating in the authority area Amber The total number of local bus passenger journeys originating in the authority area in a given year. Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways (from bus companies) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 19,842,000 4,683,000 9,479,000 14,500,000 19,195,000 Target 20,000,000 5,100,000 10,200,000 15,300,000 20,500,000 % Variation -0.79 -8.18 -7.07 -5.23 -6.37 Commentary: March 2010 NI177 Estimated figures show that bus patronage appears to have increased during Jan- 25,000,000 Mar, compared with the same time-period of 2008/09. Due, however, to declines in patronage earlier in the year, the final figure is expected to be 3.3% lower than 2008/09, 6.4% under the target. 20,000,000
15,000,000
Actual 10,000,000 Target
5,000,000
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Number
41 Outcome B: Cleaner, greener more prosperous county EGCDED03 No. of jobs created/safeguarded Green+ Success of inward investment and other economic development work through activities funded principally by emda, GAF and to some extent NCC (Invest Northamptonshire contract) Directorate Environment, Growth & Commissioning Accountable Officer David Wright Division Northamptonshire Enterprise Ltd Reported by Northamptonshire Enterprise Ltd (NEL) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 1978 458 724 1338 1765 Target 1784 150 300 450 1000 % Variation 10.87 205.33 141.33 197.33 76.50 Commentary: March 2010 EGCDED03 In terms of the numbers of jobs created and safeguarded the total for the year is xyz 2,500 – which is a combination of actual and announced proposed job creation mainly as a result of our activity around investment promotion, as well as through jobs created by new businesses supported as part of the Business Link start up service delivered 2,000 by the University of Northampton.
1,500 In terms of Investment Promotion, the key successes that contributed towards this delivery during the last year were: Kenmark – a Taiwanese electronics company Actual which located in Corby and announced 500 jobs; Jayplas, UK plastics recycling Target 1,000 company 100 jobs also in Corby; Mofaz Racing, Malaysian Formula Renault racing team 12 jobs in Wellingborough; and Rapier Employment, UK recruitment agency 2 500 jobs based in Northampton.
In addition to the large contributors, smaller numbers of jobs have also been created 0 through Single Programme funded projects such as the Rural Redundant Building Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Grants scheme, which has provided support for diversification within rural communities and has helped create 34 new jobs in the last year. The Local Alchemy Tolerance: Bigger is better programme which helps to generate early ideas for business creation within local Unit: Number communities has also succeeded in creating new job opportunities.
42 Outcome B: Cleaner, greener more prosperous county NI186 Per capita reduction in CO2 emissions in the LA area Green Percentage reduction of the per capita CO2 emissions in the Local Authority Area: The indicator being assessed will comprise of an annual reduction in CO2 emissions across an agreed set of sectors (housing, road transport and business) measured as a percentage reduction of the per capita CO2 emission from the 2005 baseline year. Directorate Environment, Growth & Commissioning Accountable Officer Alison Parry Division Environment Unit Reported by Environment Unit Year-to-date 07/08 08/09 09/10 10/11 Actual 4.00 Target 3.79 5.34 7.12 8.90 % Variation 5.54 Commentary: 2009 NI186 The percentage reduction of the per capita CO2 emissions in the Local Authority 10 Area comprises an annual reduction in CO2 emissions across an agreed set of 9 sectors including housing, roads, transport and business. 8 7 This is measured as a percentage reduction of the per capita CO2 emission from the 6 2005 baseline year. Per capita emissions are down from 8.3 in 2005 and 8.4 in 2006 to 8.1 in 2007. 5 Actual
4 Target 3 2 1 0 07/08 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage reduction 2007/08 data, for calendar year 2007, published Sept 2009.
43 Outcome B: Cleaner, greener more prosperous county EGCDENV03 Tonnes CO2 emissions from NCC sites in COT carbon trading pilot Green+ Tonnes CO2 emissions from NCC sites in COT carbon trading pilot- 2% reduction from 2008-09 baseline (NI 185 & 186 proxy) Directorate Environment, Growth & Commissioning Accountable Officer Alison Parry Division Environment Unit Reported by Environment Unit Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 1428 2717 4829 7112 Target 1700 3300 6400 9500 % Variation -16.00 -17.67 -24.55 -25.14 Commentary: March 2010 EGCDED03 Asset rationalisation and energy management have been the main strategies for 10,000 reduction in carbon emissions from the larger buildings in the council portfolio. 9,000 8,000 The results show success. 7,000 6,000 Note that since the first quarter of 2008-09 - Grendon Hall and Manor House Elderly Persons Home have been removed from the COT group. Cliftonville Day Centre and 5,000 Actual Cromwell Street Education Centre have closed. Wootton Hall Park Bolton House 4,000 Target Annex has been added to the COT group. There have been no changes from the 3,000 third quarter of 2009-10 to the fourth quarter. 2,000 1,000 0 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Tonnes New Indicator 2009/10 Leading Indicator for NI186 Per capita reduction in CO2 emissions in the LA area
44 Outcome B: Cleaner, greener more prosperous county NI188 Planning to adapt to Climate Change Green Local authorities should report the level of preparedness they have reached against the 5 levels of performance, graded 0 to 4. The higher the number, the better the performance. Directorate Environment, Growth & Commissioning Accountable Officer Alison Parry Division Environment Unit Reported by Environment Unit Year-to-date 07/08 08/09 09/10 10/11 Actual 1.00 2.00 Target 1.00 2.00 3.00 % Variation 0.00 0.00 Commentary: March 2010 NI186 Northamptonshire local authorities have been working with East Midlands partners 4 on a regional project to address national indicator NI 188 – planning to adapt to climate change, which has enabled councils to develop a common approach and to 3 share good practice. 3 This collaborative approach towards Adaptation has been highlighted as a national 2 exemplar and the target of Level TWO being acheived. Actual 2 Target 1
1
0 07/08 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage reduction 2007/08 data, for calendar year 2007, published Sept 2009.
45 Outcome B: Cleaner, greener more prosperous county EGCDENV04 Progress against NI188 Level TWO Project plan Green
Quarterly milestones achieved
Directorate Environment, Growth & Commissioning Accountable Officer Alison Parry Division Environment Unit Reported by Environment Unit Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual Green Amber Green Green Target Green Green Green Green % Variation Green Amber Green Green Commentary: March 2010 Comprehensive Risk Assessments of potential impact of climate change on services completed for each council - Summary documents highlighting high level risks to services and adaptation actions have been drafted. LAA Target Achieved
Tolerance: Green, Amber, Red Unit: RAG status Green = on track Amber = not on track but will be next time Red = not on track New indicator for 2009/10 Leading Indicator for NI188 Planning to adapt to Climate Change
46 Outcome B: Cleaner, greener more prosperous county NI164 Proportion aged 19-64 for males and 19-59 for females qualified to at least Level 3
Proportion of working age (19 years to retirement age) population qualified to at least level 3 or higher. Directorate Environment, Growth & Commissioning Accountable Officer David Wright Division Northamptonshire Enterprise Ltd Reported by Northamptonshire Enterprise Ltd (NEL) Year-to-date 07/08 08/09 09/10 10/11 Actual 46.10 45.90 Target 50.20 52.00 52.70 52.70 % Variation -8.17 -11.73 Commentary: March 2010 NI164 This data is collected annually therefore there is no update since the last update, Updated figures will next be available in September 2010. 60 • It is worth noting that this target was set regionally and does not reflect the resources we have available to address the target; 50 • Level 3’s by their nature fall in a gap between schools and colleges and are affected by the disjoint between the two; 40 • To address this challenge partners are working together to improve the progression from schools to FE and HE education which will improve the Level 3 attainment; 30 Actual • An example of this is the development of the East Northampton Vocational Centre funded Target by NCC and NCC/NEL single programme funding to improve progression by the creation of a 20 facility delivering further education that connects with 9 local schools; • Also the Achieving Economic Wellbeing Outcomes group, as part of its remit focuses on 10 embedding progression across the delivery of education which will support the level 3 target; 0 • A new target set by government will also help – the target is that by 2013 the compulsory age for education of training for young people will be increased to 17; 07/08 08/09 09/10 10/11 • Finally new increased flexibilities through Train to Gain to support level 3 qualifications will also assist towards raising the County’s performance in relation to this target; Tolerance: Bigger is better • All of the above are only some examples as the delivery in relation to Level 3 is across LSC’s Unit: Percentage reduction colleges and private providers so does not capture everything that is happening. Reported in arrears
47 Outcome B: Cleaner, greener more prosperous county EGCDED01 Number of people supported with their skills development Green+
Directorate Environment, Growth & Commissioning Accountable Officer David Wright Division Northamptonshire Enterprise Ltd Reported by Northamptonshire Enterprise Ltd (NEL) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 0 398 718 1681 Target 0 100 300 700 % Variation 0 298 139 140 1800 Commentary: March 2010 Activity to support the development of skills across the County has been a major feature of 1600 activity during 2009/10. Especially in relation to supporting individuals affected by the impact 1400 of the recession, to improve their skills to help them back into employment.
1200 The majority of activity that has contributed over the year towards this target is through 1000 single programme investment, and included a range of projects that supported people from disadvantaged backgrounds to improve their skills to assist their chance of employment. We Actual 800 have regularly reported the success of the Positive Futures scheme which has assisted mature Target individuals to get back into employment through improving their skills. 600
400 Community based facilities such as the Hemmingwell Skills centre in Wellingborough, and the Far Cotton Community centre in Northampton also provided support for individuals to help 200 them get back into training and employment. 0 We are have also supported individuals to develop their skills in the construction sector Jun-09 Sep-09 Dec-09 Mar-10 through the Construction Futures project run by WNDC, with a view of preparing for future demands from this sector. Ongoing support for the construction sector has also been provided at both the East Northants and Daventry Trades Academies by Moulton College. Tolerance: Bigger is better Unit: Number Finally activity to support the skills of individuals starting up in business through the New leading indicator for 2009/10 University of Northampton’s business support activity has also contributed towards this Leading Indicator for NI164 Number of people supported with their skills target. development
48 Outcome B: Cleaner, greener more prosperous county EGCDED02 Number of businesses supported Green+ Directorate Environment, Growth & Commissioning Accountable Officer David Wright Division Northamptonshire Enterprise Ltd Reported by Northamptonshire Enterprise Ltd (NEL) Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 186 261 322 498 Target 100 200 300 400 % Variation 86 31 7 25 600 Commentary: March 2010 Activities to support businesses across the County has been a major feature of combined efforts from all partners during 2009/10. 500 Support has been balanced between efforts to minimise and mitigate the effects of the recession, along with activities that have provided more general and targeted support for 400 specific key sectors and clusters of Businesses. For example, ‘recession- buster’ events were developed in conjunction with Business Link, 300 Actual JCP, NEL, NCC and local authorities. A number of events were held across the County and were well attended by businesses. Target 200 Support for the Tourism Industry has also been developed and enhanced further over the year by the Explore Team at NEL, through the Tourism Industry Forum. The focus of the Invest Team at NEL has been to support large businesses, as well as 100 promoting the County as a destination for Inward Investment. NEL’s work to support Business Parks and Industrial Estates has been received very positively 0 across the County. This part of the overall efforts to support businesses has received positive Jun-09 Sep-09 Dec-09 Mar-10 publicity in March and early April with discussion of the progress and achievements of the initiative to date on Radio Northampton and in the Northampton Chronicle and Echo. The initiative is increasingly perceived as delivering best practice in its support for business Tolerance: Bigger is better parks and its encouragement of sustainable business communities and business investment in Unit: Number Northamptonshire. A presentation to a consortium of European regions at a meeting in New leading indicator for 2009/10 Wakefield during March might also lead to opportunities for future funding for the activity. Leading Indicator for NI172 Percentage of small businesses in an area showing The initiative has now delivered in excess of 1000 individual Northamptonshire business employment growth interactions as a result of its activities. The Northamptonshire Property and Construction Forum, is also a part of the efforts to support businesses from this important sector. 2009 was very successful with good feedback on the format of the event and excellent attendance numbers. NEL are a lead sponsor for the group and meeting sponsors for each of the 9 meetings in 2010 have already been identified (the first event of the year was held on the 8th January – sponsored by NNDC).
49 Outcome C: Secure, healthy independent future LAA Designated target YE Actual YE YE Actual YE Target YTD/YE Change since LAA Local/DCSF Target Unit Data Comments 30/09/2009 2008/09 Performance 2009/10 2009/10 Performance last year Leading indicators shown in blue Outcome C: Secure, healthy & independent future: monthly & quarterly indicators CCSDCCS.L02 Number of physical Number 3,032,054 Red 3,014,867 3,032,849 Green and virtual visits to libraries
NI062d No. children looked after at Number 653 Target not set 701 720 Green 31 March
NI065 Children becoming the subject of a Child Protection Plan for Percentage 13.76 Red 5.73 12.00 Green+ a second or subsequent time NI062 Stability of placements of looked after children: number of Percentage 12.90 Green 11.80 12.00 Green moves NI125 Achieving independence for older people through Percentage 78.27 Green 78.58 80.00 Green rehabilitation/intermediate care NI130.09 Social care clients Percentage 6.40 Target not set 15.23 20.00 Red receiving Self Directed Support Provisional performance figures pending outcome of statutory NI135 Carers receiving needs returns. Final figures are assessment or review and a specific Percentage 17.34 Green 25.01 23.00 Green expected by the end of May 2010 carer's service, or advice & inf. NI136 People supported to live Rate per independently through social 3,566 Green 3,068 3,133 Green 100,000 services (all adults) NI145 Adults with learning disabilities in settled Percentage 72.77 Green 64.74 74.80 Red accommodation NI146 Adults with learning Percentage 4.50 Green+ 7.21 5.10 Green+ disabilities in employment AO/D40 % Clients receiving a Percentage 85.60 Green+ 83.80 87.00 Green Review
HASSD.L01 Percentage of homes Percentage Not reported 93.00 100.00 Amber run by NCC with 2 stars & above
50 Outcome C: Secure, healthy independent future LAA Designated target YE Actual YE YE Actual YE Target YTD/YE Change since LAA Local/DCSF Target Unit Data Comments 30/09/2009 2008/09 Performance 2009/10 2009/10 Performance last year Leading indicators shown in blue Outcome C: Secure, healthy & independent future - annual & leading indicators NI008 Adult participation in sport Percentage 22.50 Green 21.90 24.06 Amber
CCSDCCS.L01 No of participants in Northamptonshire Sport Number 20,142 Green 44,514 37,325 activity
NI056i Percentage of children in Year 6 with height and weight Percentage 16.90 Green 17.80 17.00 Green recorded who are obese NI073 Achievement at level 4 or above in both English and Maths at Percentage 70.00 Red 71.00 79.00 Red Data for academic year 2008/09 Key Stage 2 (Threshold)
NI075 Achievement of 5 or more Data for academic year 2008/10 A*-C grades at GCSE or equivalent Percentage 45.40 Red 48.90 55.00 Red England = 50.7% including English and Maths NI087 Secondary school Percentage 5.21 Green 4.80 5.47 Green+ England PA = 5.8% persistent absence rate CYPSD087 Secondary school Data for academic year 2008/09 persistent absence rate (local Percentage Not reported 4.55 5.32 PWC quartile, CYP family info not measure) available NI089a Reduce number of schools Number 10 Green 8 4 Red requiring special measures CYPSD089a Reduce number of Local indicator using in-year schools requiring special Number Not reported 7 3 information: awaiting YE data measures (local measure) NI101 Looked after children achieving 5 A*-C GCSEs (or Percentage 10 Red 7.70 14.3 Red Data for academic year 2008/09 equivalent) at KS 4 (with English and Maths) NI110 Young people's participation Tell Us survey results published Percentage 64.90 Green 62.60 67.00 Amber in positive activities Feb 2010
BV221a.05 Youth Work: Percentage 74.50 Green+ 60.00 Recorded Outcomes No longer being reported BV221b.05 Youth Work: Accr'd Percentage 37.80 Green+ 30.00 Outcomes
51 Outcome C: Secure, healthy independent future LAA Designated target YE Actual YE YE Actual YE Target YTD/YE Change since LAA Local/DCSF Target Unit Data Comments 30/09/2009 2008/09 Performance 2009/10 2009/10 Performance last year Leading indicators shown in blue NI102i Achievement gap between Percentage pupils eligible for free school meals 26.80 Target not set 26.20 Points New indicator,latest data is for and their peers (KS2) Target not academic year 2008/09, target NI102ii Achievement gap between set Percentage not yet set pupils eligible for free school meals 29.50 Target not set 28.90 Points and their peers (KS4) NI114 Rate of permanent exclusions Percentage 0.12 Red 0.13 0.09 Red from school CYPSD114 Rate of permanent exclusions from school (local Percentage Not reported 0.06 0.01 measure) NI117 16 to 18 year olds who are Year-end value is based on Nov- not in education, employment or Percentage 5.40 Green 5.20 5.20 Green Jan weighted average of measure training (NEET) below CYPS117 16 to 18 year olds who are not in education, Percentage 6.50 Green 5.60 6.00 employment or training (NEET) (local measure)
52 Outcome C: Secure, healthy independent future CCSDCCS.L02 Number of physical and virtual visits to libraries Green Total number of physical and virtual visits to libraries Directorate Customer & Community Services Accountable Officer Sue Grace Division Customers & Culture Reported by Customers & Culture: Libraries Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 3,032,054 719,529 1,556,430 2,275,077 3,014,867 Target 3,876,225 684,372 1,515,602 2,306,599 3,032,849 % Variation -21.78 5.14 2.69 -1 -1 Commentary: March 2010 CCSDCCS.L02 Work completed on recalculation of target for Central Library as agreed at 4,500,000 Performance Board. Revised targets have been added. Data complete for this 4,000,000 quarter.
3,500,000 Overall the Library service achieved 99.3% of the combined target, with over 3 3,000,000 million visits recorded. Virtual visits are lower than targeted, particularly in Q1 when pages were migrated from old to the new site. For 2010/11 work to encourage more 2,500,000 virtual use will continue with further development of the online renewal service and Actual 2,000,000 Target e-library information resources. Physical visits were on target despite 40 extra 1,500,000 closed days due to the installation work required for self service in 14 libraries.
1,000,000 Tolerance:500,000 Bigger is better 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Number Includes visits to the Libraries web-site
53 Outcome C: Secure, healthy independent future NI062d No. children looked after Green The total number of children who were looked after on last day of reporting period, excluding any children who were looked after on that date under an agreed series of short term-placements (under the provisions of Reg. 13 of the Arrangement for Placement of Children (General) Regulations, 1991). Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 653 682 691 698 701 Target 687 690 705 720 % Variation -0.73 0.14 -1 -3 Commentary: March 2010 NI062d The number of children looked after be Northamptonshire County Council had been 800 increasing steadily throughout the year, though towards the end of the year was showing signs of stabilising at around 700. This increase, part of a national trend, is 700 in response to the acute needs of individual children and young people. It is 600 important to note that many youngsters enter care for brief periods and as many as a thousand will have a care ‘episode’ during the year. The costs of providing care are 500 increasing though the recently developed placement commissioning strategy provides a clear focus on the interacted use of in-house and externally purchased 400 Actual placements. Target 300
200
Tolerance:100 Bigger is better 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Number Denominator measure for: NI062 Stability of placements of looked after children: number of moves
54 Outcome C: Secure, healthy independent future NI065 Children becoming the subject of a Child Protection Plan for a second or subsequent time Green+ The percentage of children who became subject to a Child Protection Plan at any time during the year, who had previously been the subject of a Child Protection Plan which leads to lasting improvement in a child's safety and overall well-being. Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 13.76 1.40 3.23 4.09 5.73 Target 12.00 12.00 12.00 12.00 12.00 % Variation 14.65 -88.33 -73.12 -65.91 -52.21 Commentary: March 2010 NI065 Children and Young People are subject of a Child Protection Plan where they are at 16 risk of ‘significant harm’ and (usually) living at home. The Plan identifies what protective action is to be taken by professionals and parents to reduce risk, such 14 that the plan can be discontinued. Where this action is successful, there would be no 12 need for the child to be subject to a subsequent plan, though sometimes this can be necessary for new reasons. Thus a high figure might suggest an ineffective child 10 protection system, though this is not an indicator where zero would be a target as there will always be cases where further intervention is required and this might 8 Actual simply reflect that the system is not safe. Target 6 The performance in 2010-11shows a reduced number of children being made subject of a Plan for a second or subsequent time. 4
2 Tolerance: Bigger is 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage
55 Outcome C: Secure, healthy independent future NI062 Stability of placements of looked after children: number of moves Green The percentage of children looked after [on last day of reporting period] with three or more placements during the year. Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 12.90 2.49 5.07 9.46 11.80 Target 13.00 3.00 5.70 9.00 12.00 % Variation -0.77 -16.91 -11.14 5.06 -1.19 Commentary: March 2010 NI062 Whilst this percentage has increased slightly, this is in the context of a rising LAC 14 population, which inevitably impacts on placements and placement choice. In addition, some placement moves will also be for positive reasons, i.e. reuniting 12 siblings or returning children home whilst still on statutory orders. This cohort is tracked and monitored and this percentage is evidence of good performance. 10 The implementation of the specialist children looked after service (SCLAS) will 8 locate responsibility for the work with the majority of Looked After Children and
Actual their outcomes in one service. The fundamental importance of placement stability 6 Target will be incorporated into new guidance/processes for permanence and care planning to ensure performance is maintained/improved. 4
2
Tolerance:0 Bigger is Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage
56 Outcome C: Secure, healthy independent future NI125 Achieving independence for older people through rehabilitation/intermediate care Green Full description of this indicator in the box below Directorate Health & Adult Social Services Directorate Accountable Officer Liam McKervey Division Personalisation Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 78.27 78.27 78.27 78.27 78.58 Target 78.00 80.00 80.00 80.00 80.00 % Variation 0.35 -2.16 -2.16 -2.16 -1.78 Commentary: March 2010 NI125 The currently reported figure of 78.6% is our forecasted final figure. Final 100 calculations are not made until late May but we do not expect this to change.
80 This indicator relates to service users who are aged over 65, who are back in their homes exactly 91 days after discharge from hospital, following a period of 60 rehabilitation. It should be noted at this point that this indicator also reflects the Actual good work that has been achieved through the delayed discharges process, in 40 Target relation to delayed discharges of care from the NHS and the Acute Sector primarily. 20 There have been some service structural changes over the year, which is the 0 involvement of the Short-Term Assessment and Re-enablement Team, as part of the Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 front door, or front access to services for older people. A procedural decision was made within Health & Adult Social Services for all new Service Users, either coming Tolerance: Bigger is better out of hospital or from the community, who are aged over 65 to be given the option Unit: Percentage of rehabilitation or intermediate care, before the use of any long-term services. Therefore, this indicator will be appropriately and positively affected by the use of START such as the Short-Term Assessment and Re-enablement Team, the Intermediate Care Services and the increased use of occupational therapy and physiotherapy services with the NHS in partnership.
57 Outcome C: Secure, healthy independent future NI130.09 Social care clients receiving Self Directed Support Red Number of adults, older people and carers receiving self-directed support at the end of the reporting period as a percentage of clients receiving community based services and carers receiving carer's specific services aged 18 or over. Directorate Health & Adult Social Services Directorate Accountable Officer Liam McKervey Division Personalisation Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 6.40 7.28 8.25 10.37 15.23 Target 7.30 8.30 10.00 20.00 % Variation -0.25 -0.59 3.72 -23.87 Commentary: March 2010 NI130 Self-directed support (SDS) is the new operating model for adult social care. Eligible 25 customers are offered an upfront financial allocation as a personal budget (based on what the Council would reasonably expect to pay to meet their needs) and invited to create their 20 own support plan. In this way SDS delivers real choice and control to our customers and creates the foundation for independent living. 15
Actual NI130 is a proportion of all of our customers and carers who receive a service during the year, who choose to control their own care and support with a personal budget. In 2009-2010 we 10 Target have an ambitious target of 20%, which exceeds the targets of other shire counties within the 5 region.
0 Our performance over the first half of the year has seen a significant increase in the Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 proportion of customers using SDS, almost equal to the growth for the whole of 2008-09. This has been achieved during the ‘customer testing’ phase of SDS (September 2008 to September 2009). During the customer testing only three or four staff ‘champions’ were trained in each Tolerance: Bigger is better care management team to be able to offer SDS to our customers. This has limited the number Unit: Percentage of customers to whom SDS could be offered. New definition from 2009/10. In January and February 2010 all staff working in care management teams have been trained in SDS. During April 2010 all new customers who need long term support will be offered SDS and a personal budget, and all existing customers will be offered SDS and a personal budget at their annual review. We expect to see a growth in the numbers of customers using SDS April and May as there are specific pieces of work begin done to achieve this.
Although our performance is short of our ambitious target, we have during the course of 2009/10 provided 2,342 clients and carers with SDS or Direct Payments.
58 Outcome C: Secure, healthy independent future NI135 Carers receiving needs assessment or review and a specific carer's service, or advice & information Green The number of carers whose needs were assessed or reviewed by the council in a year who received a specific carer’s service, or advice and information in the same year as a percentage of people receiving a community based service in the year. Directorate Health & Adult Social Services Directorate Accountable Officer Liam McKervey Division Personalisation Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 17.34 1.41 5.75 10.96 25.01 Target 17.00 1.70 5.80 10.40 23.00 % Variation 1.98 -17.23 -0.83 5.39 8.73 Commentary: March 2010 NI135 NI135 is expressed as a percentage and is calculated cumulatively over the course of 30 the year. It gives you the number of carers who have had carer’s assessments that have lead to carer’s services; as a proportion of all customers and carers receiving 25 services. Our provisional end of year performance is 25% which exceeds the 2009- 20 10 target of 23%; from this performance we would expect to be in the top 40% of local authorities for this indicator (2nd quartile). 15 Actual 10 Target
5
0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage
59 Outcome C: Secure, healthy independent future NI136 People supported to live independently through social services (all adults) Green This indicator will measure the number of adults all ages per 100,000 population that are assisted directly through social services assessed or care planned, funded support to live independently, plus those supported through organisations that receive social services grant funded services. Directorate Health & Adult Social Services Directorate Accountable Officer Liam McKervey / Andrew Jepps Division Personalisation / Planning & Commissioning Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 3566 2954 3003 3022 3068 Target 3580 3088 3088 3088 3133 % Variation -0.39 -4.34 -2.75 -2 -2 Commentary: March 2010 NI136 NI136 is a snapshot of the service user population who are helped by NCC to live at 4,000 home and is expressed as a proportion of the local population. The 2009-10 aim 3,500 was to achieve our target 3,133 but not to over achieve on this. This reflects the 3,000 Council’s core purpose – to help people to help themselves, i.e. not to have more 2,500 people with long term support than necessary and to promote independence. With regard to benchmarking, if we achieve our end of year target like expected then we 2,000 Actual would be comparable to other authorities who are middle of the pack; which is 1,500 Target where we are aiming to be. 1,000 500 Our final year predicted figure is 3,068. It should be noted that the actual figures 0 recorded at this stage are constructed of two broad categories. The first is service Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 users who have had a community care assessment (i.e. a mainstream social care route), and this category is regularly updated with actual numbers of current service Tolerance: Bigger is better users. Approximately 35% of the final indicator comes from a survey of non-care Unit: Percentage managed services which was carried out in November.
60 Outcome C: Secure, healthy independent future NI145 Adults with learning disabilities in settled accommodation Red The percentage of adults with learning disabilities known to Councils with Social Services Responsibilities (CSSRs) in settled accommodation at the time of their assessment or latest review. Directorate Health & Adult Social Services Directorate Accountable Officer Andrew Jepps Division Planning & Commissioning Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 72.77 72.77 72.77 72.77 64.74 Target 69.00 74.80 74.80 74.80 74.80 % Variation 5.46 -2.72 -2.72 -2.72 -13.44 Commentary: March 2010 NI145 76 The reported figure of 64.7% is our forecasted final figure. Final calculations are not made 74 until late May but we do not expect this to change. Nationally there have been significant issues with this indicator, which was calculated target based on a statistical approach which 72 used a sample of six month’s data in previous years. Where the capturing of reviews means 70 that the six months is not representative of a full year’s activity, the targets are seriously 68 affected (in some cases leading to targets of more than 100%, which are by definition Actual 66 impossible to achieve). In the light of the challenges for this indicator, a revised target has Target 64 been negotiated with the region for 2010/11, down to 71.4%. While this remains a 62 challenging target, the 2009/10 outturn is on trajectory for the 10/11 target. 60 58 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 The figure of 64.7% is based on 898 clients known to be in settled accommodation out of 1,387 service users with learning disabilities. Tolerance: Bigger is better Unit: Percentage It is important to note that this indicator relates to people who are in independent living Commentary: March 2010 (cont.) situations, supported living situations or adult family placement schemes (where they have a As the service is working through Self-Directed Support, primarily Learning Disabilities permanent tenancy); this does not relate to adults with Learning Disabilities in residential or Services, there is a transitional phase for adults to move from learning disability residential nursing home accommodation which is deemed to be unsettled accommodation. As and nursing regulated services, out into the community into their own accommodation. approximately 24% of our service users with learning disabilities are in residential or nursing This is a phased approach and does take time. There is also for consideration, the Campus homes it would be very difficult to ever achieve higher than our current target. Re-provision Programme within the NHS, which currently affects 87 Service Users. Part of the plan to achieve this indicator is that those 87 Service Users will be transferred from the current long-stay campus services within the NHS out into independent living and, therefore, into settled accommodation.
61 Outcome C: Secure, healthy independent future NI146 Adults with learning disabilities in employment Green+ The percentage of adults with learning disabilities known to Councils with Social Services Responsibilities (CSSRs) in paid employment at the time of their assessment or latest review. Directorate Health & Adult Social Services Directorate Accountable Officer Andrew Jepps Division Planning & Commissioning Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 4.50 4.50 4.50 5.77 7.21 Target 4.00 4.50 4.50 5.10 5.10 % Variation 12.60 0.09 0.09 13.15 41.37 Commentary: March 2010 This is a new indicator. It counts the number of people with a learning disability known to NI146 the council who are supported into paid employment. Employment can be of a sessional / irregular / self employed or full or part-time basis. Known to the council means that they 8 have an assessment or review within the year. The value of 4.5% in 2008/09 meant 64 7 people were counted as being in employment. Because this was a new indicator there has 6 been a lack of clarity about who could be included and therefore whether 64 was our real 5 baseline. This meant caution was exercised in setting a 5% increase which was the minimum acceptable target for regulators. The 5.1% target means we were targeting 72 4 Actual customers into employment a growth of 8 people. Although final figures are not available to 3 Target the end of May we anticipate 100 people in employment. 2 1 Northamptonshire County Council is the contracted provider of Workstep programmes for 0 the Department of Work and Pensions through its Employment and Disability Service (EADS). These programmes support people with long term disabilities who are on benefits back into Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 work. As the Workstep provider NCC HASS can count the group of people on this programme who are designated as having a learning disability. This has assisted us in setting Tolerance: Bigger is better our baseline figure and ensuring targets are achieved in this year. The reported figure is Unit: Percentage therefore based on the number of people presently supported in to employment by EADS of people designated by the Department of Work and Pensions as having a learning disability and a small group of people who previously used traditional social care services and now been successfully supported into employment through the transformation programme in social care.
Our agreed LAA target for 2010/11 is 5.3, however we are planning to over achieve this target as we successfully move forward the Developing Community Lives Strategy and implement a programme to recruit more people with an LD in the Council.
62 Outcome C: Secure, healthy independent future D40 % Clients receiving a Review Green Clients receiving a review as a percentage of adults receiveing a service - BVPI55 Directorate Health & Adult Social Services Directorate Accountable Officer Liam McKervey Division Personalisation Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 85.60 25.79 50.50 65.30 83.80 Target 75.00 21.80 43.50 65.30 87.00 % Variation 14.13 18.30 16.09 0.00 -3.68
D40 Commentary: March 2010 100 The reviewing target for 2009/10 is 87%. This is for the whole full-year effect. 90 Current performance is currently forecasted at 83.8%. This target is about the 80 number of Service Users who have received a review since the 1st April 2009; 70 equates to 13,553 reviews out of a total of 16,170 Service Users. These figures are 60 unlikely to fluctuate when they are finalised by the end of May.
50 Actual
40 Target Whenever an assessment has been undertaken and delivery of services completed, 30 there must be an annual review for each Service User for whom we have completed 20 a Community Care Assessment. To increase performance in this area, we are 10 currently working with Direct Services to ensure that customers who receive a 0 review from them are recorded accordingly. In addition, Care Management Teams Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 have a priority focus on customers with Community Care Packages who have not been reviewed in the last twelve months. Tolerance: Bigger is better Unit: Percentage
63 Outcome C: Secure, healthy independent future HASSD.L01 Percentage of homes run by NCC with 2 stars & above Amber
Directorate Health & Adult Social Services Directorate Accountable Officer Fiona Seymour Division Direct Services to Adults & Carers Reported by HASSD Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 100 100 100 93 Target 100 100 100 100 % Variation 0.00 0.00 0.00 -7.00 Commentary: March 2010 HASSD.L01 All regulated services in adult social services are inspected by the Care Quality Commission 120 (CQC). Regulated services are those that are covered by the National Care Standards Act. They are care homes, domiciliary care agencies and shared lives services. Services are either 100 graded at 0, 1, 2 or 3 star (poor, adequate, good or excellent). 80 The regularity of inspections is dependent on a risk rating CQC gives to the service. This is
60 Actual based on existing and previous star ratings, evidence collected from customer surveys, complaints and concerns and annual returns submitted by the service provider. All Target 40 inspections are unannounced and may be prompted by a customer contact. 20 This local indicator only concerns the 14 care homes operated by the council not the other 8 0 regulated services and reflects the priority given to dignity in care by the council. Current Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Performance at the present time is that 93% of all homes are at 2* or above.
We maintain this performance through quality systems which included monitoring visits. Tolerance: Bigger is better These have since they were introduced identified areas that require actions either by Unit: Percentage different parts of the council, e.g. buildings and equipment maintenance, timely recruitment, New indicator for 2009/10 and increased training, or by the division e.g. improved procedures or by the care home manager e.g. individual errors. Actions are then put in place as a result of monthly monitoring. Small errors can sometimes lead to changes in rating.
All homes have been re-inspected in this year, one home Obelisk House reduced to one star as a result of errors in the recording and medication dispensation and failure to provide on the day of the inspection nutritional analysis of diets for individual residents. The home will be re-inspected in 2010/11.
64 Outcome C: Secure, healthy independent future NI008 Adult participation in sport Amber The percentage of the adult (aged 16 plus) population who participate in sport for at least 30 minutes on 3 or more times a week Directorate Customer & Community Services Accountable Officer Sue Grace Division Customers & Culture Reported by Active People Survey Fin. Year-to-date 07/08 08/09 09/10 10/11 Actual 21.40 22.50 21.90 Target 22.73 24.06 25.40 % Variation -1.01 -8.98 Commentary: March 2010 NI008 On a county level NI8 is showing 0.6% decrease from Active People 2 and 0.5% 30.00 increase from the baseline (Active People 1), although not statistically significant this is against a national picture of a statistically significant increase. The Active People 3 25.00 result is 0.83% below the county NI8 target for this period. At a district level, there was a statistically significant increase in Daventry from 24.5% to 28.9%, but a 20.00 statistically significant decrease in East Northants from 23.2% to 19.1%. All 5 other districts experienced an increase ranging from 0.3% to 3.1% which were not 15.00 Actual statistically significant. Target #REF! The CSP will have discussion with Daventry DC to see whether there have been any 10.00 significant changes in their service which has led to the increase and determine whether there are any lessons to be learnt. It is too early to tell whether the Active 5.00 People 3 survey results have prompted any reaction or activity by LA partners and Tolerance: Bigger is the LAA Board. 0.00 07/08 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage County Quartile data from County Council Benchmarking Club
65 Outcome C: Secure, healthy independent future CCSDCCS.L01 No of participants in Northamptonshire Sport activity Sport - no of participants all ages - Directorate Customer & Community Services Accountable Officer Sue Grace Division Customers & Culture Reported by Customers & Culture Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 20,142 4,020 23,632 40,621 44,514 Target 21,000 5,500 23,175 34,150 37,325 % Variation -4 -27 2 19 19 Commentary: March 2010 CCSDCCS.L01 Age groups of participants in Quarter 4 are as follows: 50,000 U-16: 3042 45,000 16-24: 131 40,000 25+: 720 35,000 Take-up of the existing Sport Unlimited programme, coaching sessions targeting 30,000 ‘semi-sporty’ children and young people, was stronger than expected especially in 25,000 Actual the second half of the year. New activities such as adult focused ‘Get Back 20,000 Target Into...Sport’ programmes, a new mass participation running event (The Run ’09) and 15,000 an expanding Coaching Agency delivering more coaching hours around the county have all contributed towards the target. 10,000 Tolerance:5,000 Bigger is 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Number Data is collected quarterly, seasonal variation is likely to mean quarter returns will vary this will be indicated when returns are submitted
66 Outcome C: Secure, healthy independent future NI056i Percentage of children in Year 6 with height and weight recorded who are obese Green Percentage of children in Year 6 with height and weight recorded who are obese Directorate Children & Young People's Services Accountable Officer Mark Harris* Division Commissioning, Policy & Business Improvement* Reported by PCT Fin. Year-to-date 07/08 08/09 09/10 10/11 Actual 14.60 16.90 17.80 Target 14.60 17.50 17.00 16.79 % Variation 0.00 -3.43 4.71 Commentary: December 2009 NI056i PCT: 20.00 NHS Northamptonshire undertakes the National Child Measurement Programme (NCMP) to monitor obesity levels. The programme weighs and measures all children 18.00 in Year 6 (10-11 year olds). Results from 08/09 show that for year 6 children 17.8% 16.00 were obese (just above the target of 17.5%). 14.00 The coverage target for Northamptonshire for 2008/09 in Year 6 was 86%: the 12.00 actual coverage was 89.1%, and therefore the target was achieved. The actual number of Year 6 children measured was 6915. 10.00 Actual Northamptonshire PCT is performing better than England (18.3%) and on a par with 8.00 Target the East Midlands (17.8%). There are currently a number of programmes to tackle 6.00 childhood obesity. MEND (Mind, Exercise, Nutrition, Do-it) is multi component 4.00 programme designed for families with children aged 7 to 13 whose weight is above the healthy range for their age and height. The programme works with children, 2.00 Tolerance: Bigger is parents and carers, to improve nutrition, increase exercise and change behaviour 0.00 change to develop healthy lifestyles. 756 children will participate in 63 programmes, 07/08 08/09 09/10 10/11 over 7 sites, (1512 participants, including parent/carers) over 3 years.
Tolerance: Smaller is better Unit: Percentage Values refer to previous academic year *This is a temporary arrangement following a major restructure in CYPS, long-term ownership will be identified as soon as possible.
67 Outcome C: Secure, healthy independent future NI073 Achievement at level 4 or above in both English and Maths at Key Stage 2 (Threshold) Red The number of pupils achieving Level 4+ in both English and Maths at KS2 as a percentage of the number of pupils at the end of KS2 with valid National Curriculum test results in both English and Maths. Directorate Children & Young People's Services Accountable Officer Rachel Singer Division Learning, Achievement & School Improvement Reported by CYP Information Team Fin. Year-to-date 07/08 08/09 09/10 10/11 Actual 70.50 70.00 71.00 Target 71.00 79.00 79.00 79.00 % Variation -0.70 -11.39 -10.13 Commentary: December 2009 NI073 The combined measure of level 4 and above in English and Maths at the end of Key 90.00 Stage 2 is new this year. Provisional outcomes show a 1% increase in the number of 80.00 pupils achieving this measure. National results were the same as last year at 72% so we have narrowed the gap in performance between the national and county results 70.00 by 1%. 60.00 The areas of our greatest focus (Corby, Kettering and Northampton), made the most 50.00 significant gains. Evaluation of the impact of project groups, aimed to help pupils Actual 40.00 achieve English and maths L4+ show that targeted pupils made accelerated progress Target in an average of 82% of schools. 30.00
20.00 The agreed target for pupils achieving L4+ in both English and mathematics 10.00 combined was 79%. Returns from schools at the end of the spring term show the Tolerance: Bigger is present forecast/prediction for outcomes this summer stands at 77%, which 0.00 represents a significant increase on the last academic year, although slightly below 07/08 08/09 09/10 10/11 target
Tolerance: Bigger is better Unit: Percentage Values refer to previous academic year (e.g. Financial year 09/10 = exams taken in June 2009, during academic year 08/09)
68 Outcome C: Secure, healthy independent future NI075 Achievement of 5 or more A*-C grades at GCSE or equivalent including English and Maths Red
The number of pupils achieving 5 or more A*-C or equivalent including English and Maths at KS4 as a percentage of the number of pupils at the end of KS4. Directorate Children & Young People's Services Accountable Officer Rachel Singer Division Learning, Achievement & School Improvement Reported by CYP Information Team Financial Year 07/08 08/09 09/10 10/11 Actual 42.30 45.40 48.90 Target 42.10 55.00 55.00 56.00 % Variation 0.48 -17.45 -11.09 Commentary: December 2009 NI075 There was another significant improvement in performance against this indicator in 60.00 2009 with a 3.2% gain on 2008 results. Since 2007, the trend of improvement has been very positive, as represented by the 6.3% rise in outcomes over two years. 50.00 Although the very aspirational target for 2009-10 was not met, progress has been 40.00 made and the performance gap between Northamptonshire and her statistical neighbours as well as the rest of the country is beginning to narrow. This compares with the England average of 50.7% 30.00 Actual
Target At the end of March, the data indicated that 51% or pupils were already performing 20.00 at this level. The prediction/ forecast for the summer was 55.% (we only have 2 schools data missing (Campion and Ferrers)), So predictions indicate that schools 10.00 are on track to be very close to meeting the LAA target. This would be a significant Tolerance: Bigger is improvement on the last few academic years. 0.00 07/08 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage Values refer to previous academic year (e.g. Financial year 09/10 = exams taken in June 2009, during academic year 08/09)
69 Outcome C: Secure, healthy independent future NI087 Secondary school persistent absence rate Green+ The number of persistent absentees as a percentage of the total number of local authority maintained secondary school pupil Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Financial Year 07/08 08/09 09/10 10/11 Actual 6.70 5.21 4.80 Target 8.10 5.47 5.47 5.32 % Variation -17.28 -4.75 -12.25 Commentary: March 2010 NI087 Overall Persistent Absence rose in January due to suspected incorrect coding of 9.00 snow days on school registers. Schools were advised of correct use of codes and it is 8.00 now (March 2010) back on track. Actions in 2010-11 will include: 7.00 • re-alignment of management to provide a designated lead on behaviour and 6.00 attendance; • development of Behaviour and Attendance Partnerships within secondary schools, 5.00 • implementation of the ‘Behaviour Challenge’ that focuses on the fourteen NCC Actual 4.00 schools whose behaviour was rated by Ofsted as less than ‘good’; Target • improved data analysis and development of targeted strategies; 3.00 • area based working & the development of local operational teams (LOTS); 2.00 • targeted school improvement from the Behaviour and Attendance team 1.00 • (LASI) to trial new models of working, such as personal tutoring; Tolerance: Bigger is • the Inclusion (SEN) Review, addressing the question of greater devolution of 0.00 responsibilities to schools for SEN, supporting the delivery of the Behaviour & 07/08 08/09 09/10 10/11 Attendance Partnerships and reducing the need for Statements of SEN.
Tolerance: Smaller is better Unit: Percentage Values refer to previous academic year (e.g. Financial year 09/10 = academic year ending July 2009 or academic year 08/09)
70 Outcome C: Secure, healthy independent future CYPSD087 Secondary school persistent absence rate Green+ The number of persistent absentees as a percentage of the total number of local authority maintained secondary school pupil enrolments. (Local academic year-to-date version of NI087) Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 8.80 5.84 4.55 Target 5.32 5.32 5.32 % Variation 65.41 9.77 -14.54
Commentary: March 2010 CYPSD087 Overall Persistent Absence rose in January due to suspected incorrect coding of 10.00 snow days on school registers. Schools were advised of correct use of codes and it is 9.00 now (March 2010) back on track. 8.00 See also commenatry for NI087 7.00 6.00
5.00 Actual 4.00 Target 3.00 2.00 Tolerance:1.00 Bigger is better 0.00 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage Local academic year-to-date version of NI087 New leading indicator introduced Sept 2009
71 Outcome C: Secure, healthy independent future NI089a Reduce number of schools requiring special measures Red This indicator is in two parts. The first part is the number of schools which are in special measures. Directorate Children & Young People's Services Accountable Officer Rachel Singer Division Learning, Achievement & School Improvement Reported by CYP Information Team Financial Year 07/08 08/09 09/10 10/11 Actual 14.00 10.00 8.00 Target 14.00 10.00 4.00 0.00 % Variation 0.00 0.00 100.00 Commentary: March 2010 NI089a The Local Authority set a target such that four schools would be subject to special 16.00 measures at the end of May 2010 - Warwick , St Mary’s Burton Latimer , Rushden and Unity. 14.00
12.00 However, with the advent of the new OfSTED inspection regimen, four additional schools - Roade Secondary, Syresham St James, Lings Primary & Weston Favell - 10.00 have been judged as requiring special measures which takes the Local Authority total to 8. 8.00 Actual
Target 6.00 The local increase reflects the national trend of increasing numbers of schools judged by OfSTED to be inadequate. Since the inception of the new framework, 4.00 approximately 10% of all schools inspected nationally have been found to require an 2.00 OfSTED notice to improve or special measures. In Northamptonshire, out of 65 Tolerance: Bigger is inspections 4 schools have been judged to require special measures (6%) and 3 0.00 schools have received a notice to improve (3%). 07/08 08/09 09/10 10/11 Although this means our target will not be met, the schools already subject to Tolerance: Smaller is better special measures, i.e. placed in measures before the new framework, are all on Unit: Percentage target for release by their target date i.e. the end of the summer term 2010. Values refer to previous academic year (e.g. Financial year 09/10 = academic year ending July 2009 or academic year 08/09) See CYPSD089a for latest in-year data
72 Outcome C: Secure, healthy independent future CYPSD089a Reduce number of schools requiring special measures Red The number of schools which are in special measures. (Local academic year-to-date version of NI089a) Directorate Children & Young People's Services Accountable Officer Rachel Singer Division Learning, Achievement & School Improvement Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 10 9 7 5 7 Target 7 5 3 % Variation 0 0 133 Commentary: March 2010 CYPSD089a See NI089a for latest commentary 12
10
8
6 Actual
Target 4
2 Tolerance: Bigger is 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Number Local academic year-to-date version of NI089a New leading indicator introduced Sept 2009
73 Outcome C: Secure, healthy independent future NI101 Looked after children achieving 5 A*-C GCSEs (or equivalent) at KS 4 (with English and Maths) Red
The number of looked after children who were in care for at least one year who were in year 11 and achieved the equivalent of at least 5 A*-C GCSEs, including English and Maths (or equivalent) as a percentage of the total number of looked after children who were in care for at least one year who were in year 11. Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP and Families Reported by CYP Information Team Financial Year 07/08 08/09 09/10 10/11 Actual 7.40 10.00 7.70 Target 7.40 14.30 14.29 9.09 % Variation 0.00 -30.07 -14.12 Commentary: March 2010 NI101 Children in care achieving 5 A*-C GCSE’s or equivalent at Key Stage 4 including 16.00 English and Maths was under the target set by DCSF though this was based on a simple increase from the previous year, rather than our direct knowledge of this 14.00 (small) cohort. A number of recommended actions relating to the ‘virtual school’ 12.00 have now been implemented. Maureen Howie, Interim Head of Virtual School was appointed in Feb 2010 to review and recommend best design for its role, 10.00 responsibility, function and resources as a critical activity in the development and
8.00 Actual implementation of services for looked after children. She will also be identifying
Target young people who may achieve additional success with extra support, including 6.00 from the Personal Education Allowance. Work to make increasingly sophisticated 4.00 use of the ONE database in respect of children placed in and out of county will continue. 2.00 Key tasks in 2010-11: To improve the management, organisation and focus of the Tolerance:0.00 Bigger is virtual school on pupil outcomes through appointment of a permanent Head 07/08 08/09 09/10 10/11 Teacher and transfer to accountability to LASI Division; Appoint and manage suitably qualified and experienced colleagues to the LAC teams to enable effective Tolerance: Bigger is better monitoring, evaluation and challenge to ensure improved outcomes and clear Unit: Percentage accountability for standards achieved. Values refer to previous academic year (e.g. Financial year 09/10 = exams taken in June 2009, during academic year 08/09)
74 Outcome C: Secure, healthy independent future NI110 Young people's participation in positive activities Amber Positive activities includes a range things for young people to do, including a wide range of sporting, cultural and recreational activities and experiences and opportunities for volunteering, provided that these are structured and support the ECM outcomes. Activities can take place in a wide variety of settings including youth clubs, sports clubs, outdoor recreation centres, museums and libraries. The 2006 Education and Inspections Act sets out a local authority’s duties in respect of providing access to activities. We are working with colleagues across government and the youth sector to finalise the categories of data to be collected. Directorate Children & Young People's Services Accountable Officer Tim O'Neill Division Extended Services to CYP & Families Reported by TellUs Survey Financial Year 07/08 08/09 09/10 10/11 Actual 64.90 62.60 Target 65.00 67.00 69.00 % Variation -0.15 -6.57 Commentary: March 2010 NI089a The NI 110 target is one relating to general participation levels of young people 13- 80.00 19 in positive activities. The target includes the the efforts and work of a Countywide partnership of all agencies: NCC, District Council private sector and 70.00 Third sector. 60.00 The Tellus 4 survey is a narrow questionnaire style sample of children at school in 50.00 yrs 6 8 and 10 and will not capture the full picture.
40.00 Actual There were 55,000 participants in youth services activities during 2008/09 Target 30.00 The Government Office for the East Midlands have suggested that NCC and other 20.00 Authorities will need to create a full co-ordinated working partnership to address 10.00 the Positive Activities agenda and the Head of Service is beginning to work on this. Tolerance: Bigger is 0.00 07/08 08/09 09/10 10/11
Tolerance: Bigger is better Unit: Percentage
75 Outcome C: Secure, healthy independent future NI102 Achievement gap between pupils eligible for free school meals and their peers Targets not set i) Key Stage 2 ii) Key Stage 4 i) The percentage point gap between pupils eligible for free schools meals (FSM) achieving at least Level 4 in English and Maths at Key Stage (KS) 2 and pupils ineligible for FSM achieving the same outcome. ii) The percentage point gap between pupils eligible for FSM achieving 5A*-C grades at GCSE (and equivalent), including GCSE English and Maths, at KS4 and pupils ineligible for FSM achieving the same outcome. Directorate Children & Young People's Services Accountable Officer Rachel Singer Division Learning, Achievement & School Improvement Reported by CYP Information Team Financial Year 07/08 08/09 09/10 NI 102i Actual 26.90 26.80 25.80 NI 102ii Actual 30.60 29.60 28.90 Commentary: March 2010 NI102 Data for financial year 2007/08 refers to academic year 2006/07 35 Data for financial year 2008/09 refers to academic year 2007/08 Data for financial year 2009/10 refers to academic year 2008/09 30 NI102i The only agreed target is for Free School Meals (FSM) pupils achieving L4+ in 25 both English and mathematics combined which was 58% compared with ALL pupils target of 79%. Returns from schools at the end of the spring term show the present 20 forecast/prediction for outcomes this summer stands at 77% but no data on FSM NI 102i group is collected at cohort level by schools. The gap target should be 23%. 15 NI 102ii
10 NI102ii The nationally agreed target is set only for FSM 5+GCSE A*-C including 5 English and maths which is 33% for summer 2010 Noting that predictions for ALL pupils indicate that schools are on track to be very 0 close to meeting the LA target of 56%, it is anticipated that the FSM/non FSM gap 07/08 08/09 09/10 will close. The gap target should be 25%.
Tolerance: Bigger is better Unit: Percentage
76 Outcome C: Secure, healthy independent future NI114 Rate of permanent exclusions from school Red The number of pupils who are permanently excluded from school in the year expressed as a percentage of the school population. Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Financial Year 07/08 08/09 09/10 10/11 Actual 0.10 0.12 0.13 Target 0.10 0.09 0.09 0.08 % Variation 0.63 33.33 52.94 Commentary: March 2010 NI114 09/10 actual is derived from local monitoring of exclusions during the academic year 0.14 08/09. Currently awaiting the official figure from the Department of Education.
0.12 Currently performance is at second quartile on the basis of the latest available comparative data; a rate of 0.1% would achieve top quartile. This is however a 0.10 difficult indicator to predict. The numbers are small in a cohort of 104,000 pupils; (more on original sheet) 0.08 Actions in 2010-11 will include: Actual 0.06 • re-alignment of management to provide a designated lead on behaviour and Target attendance; 0.04 • development of Behaviour and Attendance Partnerships within secondary schools, • implementation of the ‘Behaviour Challenge’ that focuses on the fourteen NCC 0.02 schools whose behaviour was rated by Ofsted as less than ‘good’; • improved data analysis and development of targeted strategies; 0.00 • area based working & the development of local operational teams (LOTS); 07/08 08/09 09/10 10/11 • targeted school improvement from the Behaviour and Attendance team • (LASI) to trial new models of working, such as personal tutoring; Tolerance: Smaller is better • the Inclusion (SEN) Review, addressing the question of greater devolution of Unit: Percentage responsibilities to schools for SEN, supporting the delivery of the Behaviour & Values refer to previous academic year (e.g. Financial year 09/10 = academic year Attendance Partnerships and reducing the need for Statements of SEN. ending July 2009 or academic year 08/09)
77 Outcome C: Secure, healthy independent future CYPS114 Rate of permanent exclusions from school Red The number of pupils who are permanently excluded from school in the year expressed as a percentage of the school population. (Local academic year-to- date version of NI114) Directorate Children & Young People's Services Accountable Officer Maureen Phillips Division Services to CYP & Families Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 0.01 0.04 0.06 Target 0.01 0.03 0.05 % Variation 42.86 42.86 12.70 Commentary: March 2010 CYPSD114 Relates to 57 children out of a total school population of 101,718 0.07
0.06
0.05
0.04
0.03
0.02
Actual Tolerance:0.01 Bigger is Target better 0.00 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage Local academic year-to-date version of NI114 New leading indicator introduced Sept 2009
78 Outcome C: Secure, healthy independent future NI117 16 to 18 year olds who are not in education, employment or training (NEET) Green
Young people aged 16 to 18 years are counted as not in education employment or training (NEET) if they are not in: full-time education either in a school, a Further Education Institution or a Higher Education Institution; work-based learning (including apprenticeships, Entry to Employment (E2E) and NVQ learning); other education or training (including independent colleges or training centres or receiving training or part-time education but not currently employed); employment; currently residing in a custodial institution have a deferred place in HE and currently taking a gap year An adjustment is made to the numbers above to allow for young people whose records have lapsed. Data relates to young people who were aged 16-18 on the day of the count
Directorate Children & Young People's Services Accountable Officer Tim O'Neill Division Extended Services to CYP & Families Reported by CYP Information Team Financial Year 07/08 08/09 09/10 10/11 Actual 5.60 5.40 5.20 Target 5.40 5.20 5.00 % Variation 0.00 0.00 Commentary: March 2010 NI101 This indicator is the weighted average (Nov09 - Jan10) of the local measure CYPS117 6.00 See commentary for CYPS117 5.00
4.00
3.00 Actual
Target 2.00
1.00
Tolerance:0.00 Bigger is 07/08 08/09 09/10 10/11
Tolerance: Smaller is better Unit: Percentage
79 Outcome C: Secure, healthy independent future CYPS117 16 to 18 year olds who are not in education, employment or training (NEET) Green Local monthly version of NI117 Directorate Children & Young People's Services Accountable Officer Tim O'Neill Division Extended Services to CYP & Families Reported by CYP Information Team Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 6.50 8.00 10.40 5.50 5.60 Target 6.50 7.00 10.20 5.20 6.00 % Variation 0.00 14.29 1.96 5.77 -6.67 Commentary: March 2010 NI117 Monthly actual must be compared to monthly actual from the previous year. RAG 12.00 tolerances are from improvement target local profile.
10.00 Economic downturn has seriously affected employment opportunites for young 8.00 people which placed significant pressure on achieving this target. Work to maximise employment continues with renewed emphasis on apprenticeships and employer 6.00 Actual engagement. Participation in education has increased and annual target has now 4.00 Target been achieved.
2.00
0.00 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Smaller is better Unit: Percentage
80 Outcome D: Smaller, more enabling council focused on our customers Outcome D: Smaller, more enabling council focused on our customers - monthly/quarterly indicators LAA Designated target YE Actual YE YE Actual YE Target YTD/YE Change since Unit Data Comments LAA Local Target 2008/09 Performance 2009/10 2009/10 Performance last year NI175a Percentage of settlements >3000 with hourly Percentage 92.00 Green 92.00 92.00 Green bus service NI175b Percentage of people living in settlements <3000 with Percentage 89.00 Green 91.00 91.00 Green daily bus service Comparison with 2008 is CCSDCCS.L05 Percentage of not realistic as the 2008 customers satisfied with CSC Percentage 97.00 Green+ 75.00 75.00 Green result was based on a response different process and only a short period. Outcome D: Smaller, more enabling council focused on our customers - annual & leading indicators Leading Indictors shown in YE Actual YE YE Actual YE Target YTD/YE Change since Unit Data Comments blue 2008/09 Performance 2009/10 2009/10 Performance last year PPDCOM.L11 Percentage who say they are satisfied with way Percentage 29.80 Target not set 30.90 30.00 Green Council is running things RP003 Percentage of residents who are satisfied Percentage Not reported 43.20 52.00 with the way the Council runs things CH05 Percentage of staff who are Bi-ennial survey took place proud to work for the county Percentage Not reported Mar-10 - results due council Jun/Jul-10 CCSDODHR.L02 PRIDE RAG rating Not reported Green Green Green Programme on track PPDCP.L02a Equality Framework Level Not reported Achieving Achieving Green Based on self-assessment Level PPDCP.L02b Excellence in RAG rating Amber Amber Green Green Equalities action Plan progress FCMDFIN.L01 Use of Resources Performs Performs Performs Annual assessment CAA Score Green Amber rating adequately adequately well published Dec-09 FCMDFIN.L01a Use of Resources action plan RAG rating Not reported Green Green progress
81 Outcome D: Smaller, more enabling council focused on our customers NI175a Percentage of settlements >3000 with hourly bus service Green Percentage of settlements of more than 3000 population with at least an hourly bus service between 7am and 6pm Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 92.00 92.00 92.00 92.00 92.00 Target 92.00 92.00 92.00 92.00 92.00 % Variation 0.00 0.00 0.00 0.00 0.00 Commentary: March 2010 NI175a 24 out of 26 settlements have an hourly bus service. Target met. Only Thrapston and 93 Long Buckby do not have an hourly bus service. There are currently no plans to 92 implement hourly services to these settlements.
92
91
91 Actual 90 Target 90
89
89
88 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage Indicator taken from Local Transport Plan
82 Outcome D: Smaller, more enabling council focused on our customers NI175b Percentage of people living in settlements <3000 with daily bus service Green Percentage of people living in settlements of less than 3000 population with access to at least a daily bus service (LTP indicator) Directorate Environment, Growth & Commissioning Accountable Officer David Farquhar Division Transport & Highways Reported by Transport & Highways Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 89.00 89.00 90.00 91.00 91.00 Target 90.00 89.00 89.00 89.00 91.00 % Variation -1.11 0.00 1.12 2.25 0.00 Commentary: March 2010 NI175b 124,006 people out of a total population in these settlements of 136,830 currently 93 have a daily bus service. Performance has improved this year due to the 93 implementation of the Rural Link service in South Northants and the demand 92 responsive CallConnect service in north-east Northants. The target for 2009/10 has, therefore, been met. 92 91
91 Actual 90 Target 90 89 89 88 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage Indicator taken from Local Transport Plan
83 Outcome D: Smaller, more enabling council focused on our customers CCSDCCS.L05 Percentage of customers satisfied with CSC response Green % of customers (using Customer Service Centre) satisfied that they had a professional, courteous and timely response to their 0.00 query Directorate Customers & Community Services Accountable Officer Sue Grace Division Customer & Cultural Services Reported by Customer Service Centre Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 97.00 81.00 84.00 82.00 75.00 Target 70.00 75.00 75.00 75.00 75.00 % Variation 38.57 8.00 12.00 9.33 0.00 Commentary: March 2010 CCSDCCS.L05 Note that a new methodology was introduced in April 2009, so comparisons with 100 March 2009 are inappropriate. 90 80 70 60
50 Actual 40 Target 30 20 10 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage
84 Outcome D: Smaller, more enabling council focused on our customers
PPDCOM.L11 Percentage who say they are satisfied with way Council is running things Green Directorate Policy & Partnerships Accountable Officer Faye Scadden Division Communications Reported by Local Place Survey 07/08 08/09 09/10 10/11 Actual 43.00 29.80 30.90 Target 30.00 32.00 % Variation 3.00 Commentary: December 2009 PPDCOM.L11 The communications and marketing division have implemented an action plan to tackle this target, which includes: 50.00 Launching a quarterly residents’ publication delivered door to door (from Nov 09 onwards) 40.00 Implementing a county wide brand strategy to improve awareness of council services (Dec 09 – Dec 10) 30.00 The You Choose public engagement campaign (from Feb 10 until Mar 12) Actual Implementing the council’s annual campaign plan 2009/10 Running a series of positive PR campaigns throughout 2009/10 20.00 Target
We will also be implementing an annual campaign plan for 2010/11 10.00 We will also be implementing PR campaigns in 2010/11.
0.00 07/08 08/09 09/10 10/11
ANNUAL INDICATOR Tolerance: Bigger is better Unit: Percentage Note that this was previously measured through the Best Value Satisfaction Survey
85 Outcome D: Smaller, more enabling council focused on our customers RP003 Percentage of residents who are satisfied with the way the Council runs things Residents Panel measure Directorate Policy & Partnerships Accountable Officer Faye Scadden Division Communications & Marketing Reported by Residents Panel Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual 46.00 51.00 43.20 Target 50.00 52.00 % Variation 2.00 -16.92 Commentary: RP003 See commentary for PPDCOM.L11 100 90 80 70 60
50 Actual 40 Target 30 20 10 0 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Tolerance: Bigger is better Unit: Percentage Measured through Residents' Panel
86 Outcome D: Smaller, more enabling council focused on our customers CCSDODHR.L02 PRIDE Programme on track Green Agreed milestones met on time. The PRIDE programme is designed to build understanding of the council's values with our staff Directorate Customers & Community Services Accountable Officer Christine Reed Division Organisational Development & Human Resources Reported by Organisational Development & Human Resources Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual Green Green Green Green Target Green Green Green Green % Variation 0.00 0.00 0.00 0.00 Commentary: March 2010 The PRIDE employee engagement programme was developed to embed the core purpose, values and competency framework across our workforce and address areas of concern arising from the 2008 Employee Survey. Fundamentally, it is about engaging with employees to improve our service delivery and enhance our customer’s experience. Staff were asked what values they felt were important, with the resulting values spelling out the PRIDE acronym; Passion Responsibility I am Northamptonshire County Council Deliver Excellence The programme endeavours to build a sense of pride in our employees, the council and our community, improving our reputation as a service provider and employer of choice. The Programme is gaining traction within the organisation, which is indicated by the fact that people are proactively asking when they will be getting their PRIDE workshop, who is their PRIDE Leader, can they be a PRIDE Leader etc. The good news is employees are asking for PRIDE.
Other key achievements include: • 85 PRIDE Leaders attended 4 days training Tolerance: Green, Amber, Red • 3 new PRIDE Leaders have attended 2 days consolidated training Unit: RAG Status • Requests for a further 6 new PRIDE Leaders to be trained Green = on track • Approximately 300 people have already attended a PRIDE workshop Amber = not on track but will be next time • Approximately 25 PRIDE events have already taken place Red = not on track • PRIDE Leader Forum held 7th April 2010 • 2 x PRIDE Leader Tea with the Chief Executive events Leading Indicator for CCSDODHE.L01 Percentage of staff proud to work for the council The programme will continue as business as usual in 2010/11.
87 Outcome D: Smaller, more enabling council focused on our customers
PPDCP.L02a Equality Framework level Green
Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by Community Partnerships 07/08 08/09 09/10 10/11 Actual Achieving Target Achieving Achieving % Variation 0.00 Commentary: March 2010 The Councils self assessment completed in Q4 of 2009 - 2010 scored the authority at Achieving Level of the Equalities Framework for Local Government.
Work is currently underway to develop an action plan to reaffirm the level of attainment through Peer assessment and external assessment in Q 4 of 2010 - 2011.
ANNUAL INDICATOR Tolerance: Bigger is better Unit: Developing, Achieving, Excellent
88 Outcome D: Smaller, more enabling council focused on our customers PPDCP.L02b Excellence in Equalities action Plan progress Green Action Plan on track - details of milestones met Directorate Policy & Partnerships Accountable Officer Janet Doran Division Community Partnerships Reported by Community Partnerships Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual Amber Amber Amber Amber Green Target Green Green Green Green Green % Variation Amber Amber Amber Amber Green Commentary: March 2010 The Excellence in Equalities Project continues to be monitored closely through the Council's Equalities Group and regular reporting to CMT. The Council's 1 year Action plan is to be presented to cabinet on 11th May for sign off.
Work on developing the 3 year Equalities strategy will commence in Q2 2010 - 2011. The council will publish is Final Year Annual report on the previous scheme in June 2010.
Tolerance: Green, Amber, Red Unit: RAG Status Green = on track Amber = not on track but will be next time Red = not on track Leading Indicator for PPDCP.L02a Equality Framework level
89 Outcome D: Smaller, more enabling council focused on our customers
FCMDFIN.L01 Use of Resources rating Amber Finance & Commercial Management / Damon Lawrenson / Directorate Accountable Officer Policy & Partnerships Paul Edwards Division Finance / Business Intelligence & Performance Reported by Comprehensive Area Assessment (CAA) 07/08 08/09 09/10 10/11 Actual Performs adequately Performs adequately Performs adequately #REF! Target Performs adequately Performs adequately Performs well % Variation 0.00 0.00 -33.33 #REF! Commentary See comment on project plan (FCMDFIN.L01a)
ANNUAL INDICATOR Tolerance: Bigger is better Unit: CAA Scale (Performs poorly (1), Performs adequately (2), Performs Well (3), Performs Excellently (4))
Note that this was previously measured through the Comprehensive Performance Accessment (CPA)
90 Outcome D: Smaller, more enabling council focused on our customers FCMDFIN.L01a Use of Resources action plan progress Green Action Plan on track - details of milestones met Finance & Commercial Management / Damon Lawrenson / Directorates Accountable Officers Policy & Partnerships Paul Edwards Divisions Finance / Business Intelligence & Performance Reported by BusinessAl Intelligence & Performance Year-to-date Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Actual Green Amber Green Green Target Green Green Green Green % Variation Green Amber Green Green Commentary: March 2010 Use of Resources self assessment submitted in accordance with agreed deadlines.
Tolerance: Green, Amber, Red Unit: RAG Status Green = on track Amber = not on track but will be next time Red = not on track Leading Indicator for FCMDFIN.L01 Use of resources rating
91
NOTES ON OUTSTANDING INDICATORS – when reporting is expected and position with Leading Indicators
Leading Outcome Quarter results / Page Indicators Indicator Notes to be reported No. Identified DATA FROM NATIONAL/OFFICIAL SOURCES
A NI007 Percentage of 3rd sector orgs A series of PIs Pages giving high rating for thriving 3rd Bi-ennial survey have been 6 & 19 sector environment identified
92
RISK and INTERNAL AUDIT RECOMMENDATIONS
93
Internal Audit Recommendations – Progress on Implementation : To end March 2010
Introduction Internal Audit complete a quarterly review of the recommendations from Internal Audits previously agreed with management that are due to be implemented. This exercise is completed within the first few weeks of the quarter end. This review provides an assessment on the performance of management in implementing recommendations by the agreed implementation date and ensuring that potential areas of risk are effectively managed. This information is required to be reported to the Audit Committee as part of the monitoring of Internal Audit performance. Internal Audit recommendations are ranked on a traffic light basis. Red and Amber recommendations are categorised as addressing the most severe control / process weaknesses and therefore the implementation of these recommendations are regularly followed up. Green recommendations are less critical and relate to correcting minor control weaknesses or suggested process improvements. The definition of Red / Amber recommendations is currently:
Issues arising referring to important matters that are fundamental and material to the system of internal control. Matters Red which have both a high or medium impact AND likelihood. rating We believe that the matters observed are likely to cause a system objective not to be met or leave a risk unmitigated and need to be addressed as a matter of urgency.
Amber Issues arising that have an important effect on the controls and require a commitment to action. Rating Matters which have a medium to high impact OR likelihood.
94
Red Rated Amber Rated Total recommendations recommendations IMPLEMENTATION - Recommendations open in 2009/10 and due for implementation Agreed and Implemented 77 171 248 95% Agreed and Due within last 3 months, but not fully 3 4 7 3% implemented Agreed and Due over 3 months ago, but not fully implemented 4 1 5 2% TOTAL 84 176 260
Recommendation Analysis Across Departments IMPLEMENTATION - Recommendations open in 2009/10 and due for implementation Health & Adult Children & Customer & Policy & Environment Finance & NCC TOTALS Social Young People Community Partnerships Growth & Commercial Services Services Commissioning A B Total A B Total A B Total A B Total A B Total A B Total A B TOTAL Agreed and Implemented 12 16 28 6 13 19 12 43 55 0 2 2 2 2 4 45 95 140 77 171 248 Agreed and Due within last 3 months, 1 1 2 3 3 1 1 1 1 3 4 7 but not fully implemented Agreed and Due over 3 months ago, 4 1 5 4 1 5 but not fully implemented
95
Overdue Recommendations
Summary of overdue recommendations: Current status Priority - Red Priority - Amber Total Being implemented 7 3 10 Outstanding 0 0 0 Superseded 2 2
Detail of overdue recommendations: Number Description Person Agreed Priority Current Status To Target Action Date 52/01 ITMU 07-08 Andrew 01/01/10 The link between transport and the personalisation agenda has been completed but approval for a Jepps transport charging policy paper has been delayed until May 2010, a decision taken following consultation with the Portfolio Holder.
156/07 Gifts & Robin 28/02/10 A change to the officers’ Code of Conduct which makes clear the timescale for reporting gifts and Hospitality Parr hospitalities is to be taken to the next Constitution Working Group (CWG) meeting on 22/04/10.
143/03 HASS Care John 08/01/10 The business continuity plan has been drafted and is being prepared for final approval. The work First review Wright arounds in place to enable business continuity during the current Care First problems do need to be incorporated into the final business continuity plan. This should be completed by the end of May 2010.
156/08 Gifts & Martin 31/01/10 A recommended change has been made to the Gifts and Hospitalities policy and the revised policy was Hospitality Cox to be uploaded early in the new year when the new HR Handbook and Schools website was to be launched. The launch has, however been delayed but it is planned that this action will be completed by the end of May 2010. 99/05 Care Andrew 31/03/10 A business process review, which will include procedures for the purchasing of care through carers Commissioning Jepps grants, is partially complete and is due for completion in June 2010. - Adults
96
Number Description Person Agreed Priority Current Status To Target Action Date The recommendations for the following Civil Contingencies audit have been reassigned to the new Emergency Planning Manager, Matthew Hoy, who has provided the information on the current status. 135/08 Civil Matthew 31/10/09 There is little evidence of any Business Continuity Planning being circulated to the community from NCC. Contingencies Hoy The focus has been on ensuring there are Business Continuity arrangements in place for NCC services. Work has been ongoing with several of the industrial estate groups to encourage greater awareness of BCM. The production of a business resilience strategy is an objective for 2010.
135/09 Civil Matthew 31/10/09 The draft Business Continuity Plan remains incomplete, but it is planned to have the document finalised Contingencies Hoy and ready for consultation and approval by mid May 2010.
135/10 Civil Matthew 31/10/09 Services were due to have Business Continuity plans completed by the end of March 2010. However the Contingencies Hoy completion of this task remains ongoing with a list of the service areas without finalised plans are to be escalated to the Director for Customer and Community Services shortly.
135/11 Civil Matthew 31/10/09 There remains considerable work to be done in ensuring high levels of supplier resilience. This requires Contingencies Hoy joint working between Procurement and the Emergency Planning Unit to avoid duplication of effort. The basis of this will be formed as part of the county council Critical Incident Plan which is currently being reviewed.
135/03 Civil Matthew 31/10/09 There are no details regarding the Emergency Planning Unit on the intranet. This has still not been added Contingencies Hoy but the team structure will be added when a review of the team structure is complete.
97 RISK MANAGEMENT : THE COUNCIL’S APPROACH
All organisations face risks – the things that potentially stop them achieving their objectives. Good practice requires that these risks should be identified and then actively managed.
The Council uses a standard approach to assessing the risks that it faces so that it can put steps in place (controls) aimed at preventing them from happening and/or minimising their consequences if they should occur.
Score – Risks are scored using a system that evaluates the combination of the Probability of the risk happening and the Impact on the Council if it does occur.
Impact - The severity of the impact if the risk occurs is rated as either, Very High, High, Medium or Low.
Probability - The probability of the risk occurring is rated as either, Very Likely, Likely, Possible or Unlikely.
RISK MATRIX VERY HIGH (V) 4 8 12 16
HIGH (H) 3 6 9 12 MEDIUM (M) 2 4 6 8
LOW (L) 1 2 3 4 IMPACT UNLIKEL VERY LIKELY POSSIBLE (P) LIKELY (L) Y (U) (V) LIKELIHOOD
Red scores - excess of Council’s risk appetite – action needed to redress, monthly monitoring Amber scores – likely to cause the Council some difficulties – quarterly monitoring Green scores – monitor as necessary
98 Inherent risk is the base risk, i.e. ignoring the effect of any controls which are actually in place. Residual risk is the re-assessed inherent risk taking into account the controls that are in place.
The Council focuses particularly on managing its red residual risks, i.e. those scoring 9 or more.
CORPORATE AND DIRECTORATE RISKS AS AT MAY 2010
COMMENTARY ON OVERALL POSITION
A CLT risk workshop was undertaken on 15th April to refresh the Corporate Risk Register. CMT finalised the output from this process on 26th April. The CLT risk workshop was informed by the output from a Scrutiny Management Committee risk workshop held on 14th April.
The Council’s overall risk profile as illustrated in Table 1 below illustrates that the number of red residual risks at a corporate level has increased from 3 to 5 chiefly as result of the impact of the difficult economic position and delivery issues on the planning of the growth of the County. Tables 2 and 3 provide specific details of all Corporate red residual risks.
The profile of directorate risk remains generally unchanged from that reported to the Performance Board in February. Directorate red residual risks are shown in tables 4 and 5 below. The Health and Adult Social Services (HASS) risk re loss of data and the Environment, Growth and Commissioning risk in respect of landfill waste diversion have been reduced to amber ratings. The growth risk recorded in the EGC Risk Register has been increased to a red rating in line with the Corporate Risk Register. Loss of income is now reflected as a red residual risk in the HASS Risk Register.
As reported in Table 6 below, all directorate risk registers are up to date in accordance with the Risk Management Statement of Required Practice (SORP). Work is ongoing in HASS to review a number of its actions to address risk issues.
Divisional risk registers are substantially being maintained in line with the requirements of the SORP. Table 6 highlights a small number of divisions where risk reviews are overdue. The relevant risk champions are working with these divisions to ensure risk registers are updated and maintained in line with the requirements of the SORP.
99
Further progress has been made in ensuring that effective risk management practices are in place in major partnerships:
The Childrens Partnership finalised its risk register in March 2010 and the 3 other Northamptonshire Partnership Boards will be developing risk registers during 2010 The S75 arrangements with our partners in Health, as finalised in March 2010, include a requirement for the formalisation of the management of risk Northamptonshire Enterprise Limited is in the process of migrating its risk management approach to the NCC approach
The Corporate Risk Manager and the directorate risk champions will continue to seek to embed risk management into other key partnerships.
100
ANALYSIS OF RESIDUAL RISKS AS AT APRIL 2010 TABLE 1
DIRECTORATE Green Amber Red Total Jan April Jan April Jan April Jan April Health & Adult Social Services 1 1 6 14 3 3 10 18
Children & Young People’s Service 0 0 10 10 1 1 11 11 Customer & Community Services 0 2 10 8 0 0 10 10 Environment , Growth & 0 0 13 13 1 1 14 14 Commissioning Policy & Partnerships 0 0 10 10 0 0 10 10 Finance & Commercial Management 0 0 9 9 0 0 9 9
TOTAL RISKS IN DIRECTORATE RISK Count 1 3 58 64 5 5 64 72 REGISTERS
%age 2 4 91 89 8 7
CORPORATE Count 0 0 16 15 3 5 19 20
101 CORPORATE RESIDUAL RISKS IN EXCESS OF THE COUNCIL’S RISK APPETITE TABLE 2
RISK RISK DETAIL COMMENTS NO CUSTOMERS A1a The Council's corporate, service and financial planning This risk has been increased to a red rating as a reflection of the is undermined by the current arrangements for spatial difficulties of planning where there is no agreed spatial planning planning framework for the county and where the current arrangements are unaligned A1b The Council's ability to secure and deliver the This risk has also been increased to reflect the difficulties in infrastructure and investment needed to support a agreeing a co-ordinated county wide and local authority led growing county is weakened by the present delivery approach with our partners and concerns regarding the collective vehicle arrangements and activities effectiveness of the present local delivery vehicle arrangements A2(c) Unable to deliver corporate outcomes as a result of Risk rating unchanged from the February performance report Government funding being significantly reduced from 2011/12 A3(a) The Council's actual revenue spend is not in Risk rating reduced to AMBER accordance with its approved budget (+/- 1%) A3(b) Failure to provide the asset infrastructure necessary to Risk rating remains unchanged deliver services to the people of Northamptonshire (this represents a rewording, which is still to be considered by CMT, of the following risk ‘Failure to deliver the future capital programme requirements’) C7 Client data is not held accurately and accessibly This is a new risk which relates to an efficiency and effectiveness issue with the care data system. However it must be emphasised that the security of care data is not being compromised. Actions are being taken to address the risk on a priority basis.
102 A1a Risk No. planning arrangements for spatial is undermined by the current service and financial planning The Council's corporate, IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) April 2010 V1 PROBABILITY Details of Risk Risk Description
UNLIKELY(U) 1 2 3 4
A Customer
Outcome * POSSIBLE(P) 12
Score Inherent CORPORATERED RESIDUAL RISKS 2 4 6 8 CDEGC
Owner
3. Single spatial planning concept for the county growth implications and linkages 2. arrangements CLT used to develop corporate understanding of potential associated agreements Northamptonshire Joint StrategicWest Planning and Committee Membership of North Northamptonshire Joint Planning and Committee and Local Development Framework 1. Statutory planning system including provision for a Regional Strategy economic development in Northamptonshire 8. Responsibility to emda to prepare a Sub-Regional Investment Plan for Officers' Group (CPOs) 7. Joint working e.g. through the and PSB countywide Chief Planning Investment Plans (2) for the county 6. Engagement with in Single HCA Conversation resulting in Local 5. Statutory Assessment Economic Duty for NCC on behalf of andNCC securing the funding agreed. 4. focussed team NCC on negotiating S106 agreements with developers LIKELY(L) 12 3 6 9
VERYLIKELY 12 16 (V) 4 8
Key Controls CUSTOMER OUTCOMES 103 12 Residual Score 9. Plan agreed by emda in February 2010. Plan published in April 2010 Northamptonshire co-ordinated by the CPOs through the preparation of a Strategic Infrastructure Agreement for with the other8. planningWorking authorities to align approaches, including 7. Local Investment Plans agreed by March 2011 by December 2010. 6. Consult on the evidence base and initial findings in May 2010. Agree LEA 2010. Respond to Government proposals for scaling S106 back July in Board Service Public the Furtherreport to WNDC. and boroughs Influence the development of a joint S106 policy and approach with districts, 5. DeveloperNCC Funding Strategy agreed by Cabinet in July 2010. concept from borough district & councils and review if not adopted undertaken. Update report to Cabinet in November. Secure sign-up to the 4. Northamptonshire Arc concept agreed by Cabinet in April. Consultation Strategy with other activity including Northamptonshire Arc and Asset Utilisation 3. Internal workshops on growth options and their implications and alignment 2010. and outline proposals for funding NCC (post March 2011) by December agreed by partner local authorities. Review effectiveness of arrangements and work programmes. Revised memorandaand of WNJPU intent to be Northamptonshire Core Strategy. Contributions and support to the NNJPU Publication of development options following review of North Northamptonshiresubmission draft Core West Strategy in September 2010. including Northamptonshire Arc and Asset Utilisation. Publication of a workshops on options and their implications and alignment with other activity towards a more coherent2. Working countywide approach. Internal Election may impact on this control. 1. Influence new Regional Strategy during 2010. Outcome of General Actions Actions H of EF&P H of EF&P H of EF&P H of EF&P H of EF&P H of EF&P Planner Planner Planner Chief Chief Chief
Action Owner Version AprilDate: 2010 Dec-10 Dec-10 Nov-10 Mar-11 Mar-11 Apr-10 Oct-10 Oct-10 Jul-10 Target Date
Revised Target Date 3 Table
Status A1b A4 Risk No. 2011/12 significantly reduced from Government funding being Outcomes as a result of Unable to deliver Customer and activities delivery vehicle arrangements weakened by the present support a growing county is and investment needed to and deliver the infrastructure The Council's ability to secure IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) April 2010 V1 PROBABILITY Details of Risk Risk Description
UNLIKELY(U) 1 2 3 4
ALL
A Customer
Outcome * POSSIBLE(P) 16 16
Score Inherent 2 4 6 8 ACEFCM
Owner
1. Council planning processes 7. Government sponsorship of delivery arrangements supported by MGWSP 6. New Capital NCC ProgrammeDelivery Board and Delivery Unit, and Growth Regeneration & Board (officer) 5. Northamptonshire Partnership arrangements including (political) PSB MKSM 4. Leader's role on and NNDC boards NELandwith link of EMC, WNDC, county, supported by formal arrangements with the Council. 3. Northamptonshire Enterprise issingleLimited economic agency for the financial matters retainsNCC responsibility for overall performance and all contractual and and arrangements involving including NNDC membership of Board. NNDC 2. responsibilitiesNCC to for HCA Growth Fund in the north of the county matters responsibility for overall performance and all contractual and financial investment for the county via a Declaration Agreement. retainsNCC 1. arrangementNCC with emda for delivery of Single Programme 6. Asset Management Strategy 5. MTFP financial modelling for 2010-11 to 2019-20 4. Processes for dialogue with the Trade Unions 3. Helping You to Help Yourself Programme 2. Medium Financial Term Planning process LIKELY(L) 12 3 6 9
VERYLIKELY 12 16 (V) 4 8
Key Controls 104 16 16 Residual Score 1. Helping You to Help Yourself Programme performance arrangements with Northamptonshire Enterprise and emda. investment for 2010/11 reported to Cabinet in May 2010. Ongoing 1. 2009/10 closedown and audit by May 2010. Single Programme 4. 'You Choose' programme 3. CLT/CMT/Star Chamber planning to model £30m budget redns in 2011 general election 2. MTFP financial modelling for 2010-11 to 2019-20 to be reviewed post Council overhead costs and delivers improvements and added value to the County countywide approach which aligns activity, removes duplication, reduces toNNDC) review existing arrangements and work towards a coherent through the review HCA of sub-regional delivery arrangements involving 7. Engage with Government and its regional agencies (including specifically to the current arrangements 6. Ensure that delivery remains on at track. Look opportunities to add-value costs delivery which aligns activity, removes duplication and reduces overhead with partners5. towards Working a more coherent countywide approach to 4. Foster closer working and alignment on delivery Enterprise Business Plan agreed by June 2010. 3. Grant Funding Agreement in place by May 2010. Northamptonshire 2010. projects. Report to Cabinet on arrangements post-2010/11 in December and progress 2010/11 in July 2010. Ongoing performance meetings with 2. 2009/10 closedown and audit by May 2010. Cabinet report on 2009/10 Actions Actions H of EF&P ACEFCM ACEFCM ACEFCM ACEPP, ACEPP, CDEGC CDEGC CDEGC CDEGC CDEGC CDEGC ACEPP
Action Owner Dec-10 Dec-10 Nov-10 Nov-10 Mar-11 Mar-11 Mar-11 Mar-11 Jun-10 Jul-10 Jul-10 Target Date
Revised Target Date
Status C7 B2 Risk No. accurately and accessibly Client data is not held of Northamptonshire deliver services to the people infrastructure necessary to provide the asset requirements capital programme Failure to deliver the future IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) April 2010 V1 PROBABILITY Details of Risk Risk Description
Failure to
UNLIKELY(U) 1 2 3 4
ALL
C Customer
Outcome * POSSIBLE(P) 16 16
Score Inherent 2 4 6 8 ACEFCM
TBA Owner
13 Capital ProgrammeDelivery Unit reporting to CMT on quarterly basis 12. Operational Management Team 11. Quarterly meetings with Council's property advisors. expenditure. and within month of receipt where possible to ensure effective tracking of 10. Invoices for capital works to be processed within performance targets 9. Capital process for Government funding of capital via CAIG and CMT 8. Capital Programmeassessment of bids process consideration of capital receipt projections 7. Monthly reporting by Capital Asset Investment Group (CAIG) to CMT incl 6. Enhanced project arrangements mgt incl prioritisation model 5. 4. 3. 2. as agreed by Cabinet in Aug 08 and monitoring at CMT 1. Planning and financial management processes incl enhanced controls 4. Reports to be run outside of normal office hours. compromising performance. 3. No further changes to be made to the existing systems to avoid further the short term 2. Care first users have been to asked use the system more effectively in 1. Paper assessments being prepared in HASS 14. Property Programme Board
LIKELY(L) Risk assessment of Risk capital bids Financial procedure rules Budget approval by Administration Budget monitoring incl @1:1s between CEO and directors 12 3 6 9
VERYLIKELY 12 16 (V) 4 8
Key Controls PROCESSES ANDPROCESSES SYSTEMS FINANCE AND RESOURCES 105 12 9 Residual Score 3. Capital Monitoring Performance Board to be established pre-defined within CareFirst as possible. include the rationalisation of processes and reports to use as many of those and IT to bring all users onto a single, stable version of CareFirst. will This 3. jointA programme CYP/HASS board to be established to work with OLM 2. Additional CareFirst licences to be purchased 1. Stabilisation and restoration of CareFirst capability Actions Actions HASS/CYP -HASS/CYP CDEGC HoIT HoIT TBC Action Owner Dec-10 Apr-10 Apr-10 Apr-10 Target Date May-10 Revised Target Date
Status Risk No. SCORING MATRIX IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) April 2010 V1 PROBABILITY Details of Risk Risk Description
UNLIKELY(U) 1 2 3 4
Customer
Outcome * POSSIBLE(P)
Score Inherent 2 4 6 8
Owner
LIKELY(L) 12 3 6 9
VERYLIKELY 12 16 (V) 4 8
Key Controls 106 C B A CUSTOMER OUTCOMES* Residual Score Feel treated with dignity with treated care Feel and engaged Young feel people County prosperous more and A greener cleaner, Actions Actions
Action Owner
Target Date
Revised Target Date
Status SERVICE RESIDUAL RISKS IN EXCESS OF THE COUNCIL’S RISK APPETITE TABLE 4
RISK RISK DETAIL COMMENTS NO HEALTH AND ADULT SOCIAL SERVICES B1 Failure to deliver to allocated budget Risk rating unchanged Loss of income This new red risks illustrates the negative effects of the economic B2 downturn. C4 Unreliable and inaccurate data Risk rating unchanged C5 Loss of data Risk rating reduced to AMBER CHILDREN AND YOUNG PEOPLE’S SERVICES Failure to manage the financial resources of the Risk rating unchanged B1 service ENVIRONMENT, GROWTH AND COMMISSIONING Failure to meet the Council's statutory obligations for Risk rating reduced to AMBER C2 landfill diversion This is a new red risk. It is also included as a Corporate red risk. A1 Growth Agenda Its inclusion as a directorate risk reflects that the EGC directorate is responsible for managing the risk on an operational basis.
107 B2 B1 Risk No. Loss of income of Loss dementia) increased budgets, personal of impact potential - MH, pay claim backdated benefits, pay and provision, Re- LD arrangements, Commissioning Joint 75, Sec savings, MTP (including budget allocated to deliver to Failure HEALTHAND ADULT SOCIAL SERVICES IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) Details of Risk Details PROBABILITY Risk Description Risk
UNLIKELY(U) 1 2 3 4
V V Probability Inherent Risk Inherent
H H POSSIBLE(P) Impact 12 12
2 4 6 8 Score
HASS CDH ASS CD
Owner levels. income of Monthly monitoring 7. feedback. and CQC control 6. reports. monitoring monthly Scrutinising 5. off write debt bad of levels analysis of and Monitoring 4. collection. income based community in invest to resoruces of Increase 3. review. charges and Fees 2. team assessment financial from activities income Client 1. Procedures Corporate 7. Reports IA 6. scrutiny Budget 5. accounting Commitment 4. Monthly monitoring 3. process approval Budget 2. setting Budget 1. LIKELY(L) 12 3 6 9
DIRECTORATERED RESIDUAL RISKS KeyControls VERYLIKELY 12 16 (V) 4 8
L L Probability
H H Impact
9 9 Residual Score 108 5. Financial training Financial 5. monitoring contract and Framework Commissioning 4. Review Budget Base 2. stream Work Reconciliation Finance / HASS 1. 1. Review charging policy charging Review 1. B2) item with (link savings MTP deliver to management project Robust 7. objectives PAPD in include budget, to activity match and levels activity in by any changes supported position outturn budget predicted report manager budget Ensure 3. Description Actions FS, LM, AJ,JW LM, FS, AJ JW / NW / JW / AJ / LM / FS Holders Budget JW AJ, LM, CM, FS, JW AJ, LM, CM, FS,
AJ Action Owner Ad-hoc Monthly Monthly Sep-09 Oct-09 Monthly TBC
Target Date Version Date: April 2010 TBC Jan-10
Revised Target Date TABLE 5
Action Status C4 Risk No. data quality poor to due made decisions Inappropriate IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) Details of Risk Details PROBABILITY Risk Description Risk
UNLIKELY(U) 1 2 3 4
V Probability Inherent Risk Inherent
H POSSIBLE(P) Impact 12
2 4 6 8 Score
HASS CD
Owner supervision and toolkit audit file Case 6. DMA's 5. Training 4. processes Business 3. qualityreports data / information management and Financial 2. controls Budgetary 1. LIKELY(L) 12 3 6 9
DIRECTORATERED RESIDUAL RISKS KeyControls VERYLIKELY 12 16 (V) 4 8
L Probability
H Impact
9 Residual Score 109 4. Quality Assurance framework Quality Assurance 4. stream Work Reconciliation Finance / HASS 1. CareCost, reporting tools, etc.) tools, reporting CareCost, Pathway, Care (including Project CareFirst Improvement 2. Description Actions JW BF, LJ BF, JW, AJ, LM, FS, JW AJ, LM, CM, FS,
Action Owner Aug-09 Dec-11 Oct-09
Target Date Version Date: April 2010 Dec-09 Jan-10
Revised Target Date TABLE 5
Action Status A1 B1 Risk No. Risks A1a and b, Table 3 Table b, and A1a Risks Corporate as risk Growth AND GROWTH COMMISSIONING ENVIRONMENT, service the of resources financial the manage to Failure CHILDRENANDSERVICE PEOPLE'S YOUNG IMPACT LOW(L) MEDIUM(M) HIGH (H) VERYHIGH (V) SCORING MATRIX Details of Risk Details PROBABILITY Risk Description Risk
UNLIKELY(U) 1 2 3 4
V L Probability Inherent Risk Inherent
V V POSSIBLE(P) Impact 16 12
2 4 6 8 Score
CYP CD
Owner Placement management service management Placement system care to Gatekeeping' process planning term NCCmedium budgets / spend of reviews DivMT / DMT (BOP) reporting and monitoring planning, Budget LIKELY(L) 12 3 6 9
DIRECTORATERED RESIDUAL RISKS KeyControls VERYLIKELY 12 16 (V) 4 8
V L Probability V v Impact
16 12 Residual Score 110 Plan Action Management Budget the of implementation and Update Description Actions Mark Harris Mark
Action Owner Dec-10
Target Date Version Date: April 2010
Revised Target Date TABLE 5
Action Status RISK MANAGEMENT PROGRESS REPORTING – APRIL 2010 TABLE 6
DIRECTORATE DIVISIONS LATEST COMMENTS VERSION Directorate Apr 10 Planning &Commissioning Mar 10 HEALTH AND Policy, Projects etc. Feb 10 ADULT SOCIAL Direct Services Feb 10 SERVICES Personalisation Nov 09 Risk review due May 2010. Risk reviews to become part of routine management rather than specific risk meetings. Directorate Jan 10 Learning Achievement Mar 10 CHILDREN AND CYP and Families Jan 10 YOUNG Extended Services Apr 10 PEOPLE’S Commissioning, Policy and Business Feb 10 SERVICES Improvement C&YP Partnership Mar 10 Directorate Feb 10 OD&HR Feb 10 CUSTOMERS IT Feb 10 AND COMMUNITY Protective Services Feb 10 SERVICES Customer and Cultural Services Dec 09 To be reviewed in May Shared Services and Procurement Mar 10
Directorate Apr 10 Communication and Marketing Apr 10 Community Partnerships Dec 09 Legal Apr 10 POLICY AND DSS Apr 10 PARTNERSHIPS Business Intelligence Apr 10 PSU Apr 10 Northamptonshire Partnership Chief Executives Group agreed to implement from 1st April 2010
111 Directorate Apr 10 Transport Nov 09 Transport & Highways planning workshop to review Risk Register, in view of Division’s 2010 Service plan ENVIRONMENT, Waste Mar 10 COMMISSIONING Planning Apr 10 AND GROWTH External Funding Mar 10 Environment Mar 10 Property Jan 10 FINANCE AND Directorate Jan 10 COMMERCIAL Finance April 10 MANAGEMENT Internal Audit March 10 STRATEGY AND BUSINESS ADMINISTRATION
112
PROJECTS CORPORATE IMPROVEMENT PLAN MAJOR PROJECTS AND KEY ENABLERS – DASHBOARD SUMMARY QUARTER 4 2009/10
RAG Rating Criteria used for PROJECTS RED The Project will not deliver within its approved tolerances .A change request is needed to bring the Project back to Amber status Milestones missed for more than one quarter There is no project plan and no timescale planned in which to have a project plan established Significant issues have arisen and urgent corrective action is required immediately Major problems: schedule/costs/benefits are at serious risk Corrective action is not in place, or is not effective. Unlikely to deliver on time, to budget or quality AMBER There are significant problems impacting the Project. They need to be properly controlled and resolved Milestones missed this quarter but expect to be back on track by next quarter Schedule/costs/benefits are at risk More than one of these criteria should escalate the status to red GREEN The Project is forecast to be on schedule but needs to be continually monitored. All milestones have been met Risks and issues are being successfully managed within the project
113
MAJOR PROJECTS AND KEY ENABLERS (Which Feature in the Council’s Jigsaw which gives a picture of how we intend to deliver the Council Plan- see below) DASHBOARD SUMMARY QUARTER 4 of 2009/10
114
CATEGORY 1 – MAJOR PROJECTS
Area for Improvement : County Heritage and Promotion Description Red/Amber/Green status Project owner: To deliver real change in terms of both protection of the county‟s heritage and Green Sue Grace people‟s appreciation of that heritage. The vision is to ensure the county‟s heritage is valued and provides a focus for sustainable communities. The project (But IT and online access is Project Sponsor: is also a means to define the council‟s role in the heritage agenda for the county at Red) Paul Blantern
Continuing -monitored through it own Project Board Commentary A revised draft Heritage Framework document is with partners for comments after another meeting and consultation in February. This working group includes representation from a number of heritage „interests‟. A further workshop will be held in May to start developing the action plan that will sit „beneath‟ the Framework. The authority is also being asked to contribute to English Heritage‟s new Statements of Ambition for the historic environment. These two elements will need to link together closely and further work is needed to make sure they are complementary and therefore have added value as advocacy documents.
Update the various individual work streams: Initial feasibility work has been undertaken on how the current Record Office building might be improved and the storage space increased. Further work is required to build this into a robust business case with detailed costings. The working group, chaired by the County Archivist and Heritage Services Manager, on future-proofing the county in light of heritage protection reform, has succeeded in delivering a solution to the previous gaps in the provision of archaeological advice into the planning process. A new countywide historic environment advisory service, provided by both the Planning team and the Heritage team, will start from May 2010, with financial contributions from all the local authorities except Corby. This new service meets relevant requirements in the new Planning Policy Statement and addresses the concerns expressed by community groups and others at the HELM summit in 2009. A new working group, again chaired by the County Archivist, has been set up to look at the options around the provision of countywide storage and public access facilities for archaeological archives. At present the collections are dispersed across the county and elsewhere, and largely inaccessible.
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The provision of online access to archive collections has stalled for nearly two years. So this element of the wider project is at RED. The new government policy on archives states clearly that the development of such online access is essential. The council‟s customer service strategy emphasizes the need to help the customer to help themselves. In order for the Archives Service to comply with Council priorities, this project needs to be re-invigorated. It has been highlighted as a priority in the new OMT process. Huge amounts of work have already been done and capital was set aside to deliver on this five years ago. A small amount of time and investment would bring this element to fruition, and lead to much wider benefits to the citizen and the Council. Work on the development of an online educational resource - the heritage Timeline - has been completed but the website will not be launched until 2010/11 to meet the needs of the funder, NEL. A resources pack for teachers has been written to accompany the site. A number of other resource packs have also been completed in the last quarter of this year. External funding has been levered in to develop a Northamptonshire ancestral tourism network, as part of an East Midlands project. The County Archivist and Heritage Services Manager is on the regional Project Board and has been involved in the appointment of a consultant to help deliver the outcomes required. The foundations have been laid for the network itself to be started early May 2010. In terms of the Cultural Olympiad, work was done in this quarter by the Archives Service in conjunction with the Museums Forum to draw up a bid for funding for a countywide project. The Archives Service and Local Studies are also working together to deliver a travelling exhibition. The exhibition and slide show elements of the Sessions House project were completed on time and within budget. The Chester Farm project is also moving forward very rapidly at present. The County Archivist and members of her team are closely involved in this project and play key roles in the provision of heritage advice into the wider business planning process Area for Improvement : Northampton Town Centre Description Red/Amber/Green status Project owner: Transforming Northampton Town Centre to make it one that people will enjoy Roy Boulton/ living near and visiting. This involves a rolling programme of collaborative Green David Wright, NEL working with Northampton Borough Council (NBC), West Northamptonshire Development Corporation (WNDC) and other partners on key projects that will Continuing - will be Project Sponsor: assist in transforming Northampton Town Centre into a vibrant city of the future. monitored as part of the Tony Ciaburro directorate service plan
Commentary Castle Station Redevelopment – WNDC continue progressing the GRIP 4 design work with Network Rail and London Midland for the Station redevelopment and the multi-storey car park by the end of 2011. Discussions ongoing with NCC and other key partners about re-invigorating the overall master plan and concerning funding and delivery issues.
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Grosvenor Centre/Greyfriars Bus Station Redevelopment – Development Agreement signed between NBC and Legal & General late 2009. Work ongoing between key stakeholders on planning for, and funding, works required prior to construction including site clearance and relocation of bus activities. The Waterside Master Plan – WNDC continue with their land requisition activity. Public Realm/Market Square – planning permission granted for the new water feature and lighting scheme for the Market Square. Construction works ongoing.. Becket’s Park Marina – planning permission granted for the 80 berth marina and associated development. Construction works underway. Expression of Interest made in securing the Inland Waterways Festival in 2011. Northampton Central Area Action Plan – following public consultation on the emergent draft plan held in the Autumn work continues on the detailed technical aspects and is being aligned with the work being undertaken on developing the submission draft West Northamptonshire Core Strategy.. Area for Improvement : Growth and Regeneration Description: Red/Amber/Green status Project owner: Northamptonshire is one of the fastest growing counties in the country. It is vital Roy Boulton/ that the Council works with local delivery partners to ensure that growth is Green Ian Achurch sustainable and that the Council maximises opportunities to secure and align investment in the economy, infrastructure and regeneration for a more Project Sponsor: prosperous future for Northamptonshire and a better quality of life for local Continuing-will be Tony Ciaburro people. monitored as part of 10-11 council plan improvement programme
Commentary This initiative involves four strands of activity working collaboratively with our partners including in particular the borough and district councils: 1. Developing an Infrastructure Strategy to inform structured engagement with key agencies nationally and regionally and influence their spending plans. The outcome of this work is an iconic „Big Idea‟ concept for Northamptonshire. This is termed the Northamptonshire Arc. Presentations have been made to the Northamptonshire Enterprise Board, the Boards of NNDC and WNDC and the Chief Executives‟ Group. Individual discussions have also been held with a number of partners, both internal and external to, Northamptonshire and encompassing the public and private sectors. Response to the concept has been very positive. The concept was reported to Cabinet in April. It agreed to approve the Northamptonshire Arc as the overall spatial concept to guide future planning and investment by the County Council and as a key advocacy document for Northamptonshire. A consultation will be undertaken following the General Election and the outcome, along with progress on more detailed work and activities, reported to Cabinet in the October.
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2. Establishing a corporate negotiating team on Developer Funding. The outcome will be improved performance, including levels of funding secured and service levels. The team started in July 2009. Arrangements have been put in place for co-ordinated monitoring and collecting contributions to the Council. Since the July the new function has already dealt directly with planning applications equating to developments of over 6,500 dwellings. Potential contributions for Libraries in excess of £670,000, Fire and Rescue in excess of £720,000 and Waste Management in excess of £165,000 have been secured. These are subject to planning permission being granted and Section 106 agreements being signed. These contributions are supplementary to Transport and Highways and Education contributions as these services already have established systems in place for claiming contributions. These are additional monetary gains that arguably would not have been secured had it not been for the formulation of the team. An update on progress implementing various Scrutiny recommendations was reported to the Scrutiny Management Committee on 13th January. Work is being undertaken with the Northamptonshire Chief Planning Officers‟ Group on the recommendations relating to the work of the borough and district councils. The outcome of this will be reported to PSB in July. The Council‟s performance has improved from average to good. A report was taken to CMT on 18th January on activity in this area including preparing a Developer Funding Strategy. This report outlines the steps that will be taken to improve the service to excellent. A draft Developer Funding Strategy has been prepared and consulted upon. The outcome of this consultation together with further activities to improve the service will be reported to Cabinet in July or August. This will include agreeing the Developer Funding Strategy. 3. Targeting funding to deliver growth and regeneration. A Declaration Agreement has been signed with emda and an amended SLA has been agreed with NEL. A memorandum of agreement is in place with NNDC. Decisions have been made by Cabinet on Growth Fund and Single Programme investment in 2009/10 and 2010/11 where the Council is the responsible body. Full applications have been developed and projects appraised. Performance was reported to CMT on 18th January. The Council has recently prepared a Sub-Regional Investment Plan (SRIP), which it is required to submit to emda. This outlines the economic challenges and priorities looking ahead to 2010 and beyond. This has been approved by emda is publically available. The Northamptonshire Arc concept provides the spatial context for this plan and helps make the linkages between the economy, connectivity and the environment. Cabinet will be making a decision on further Single Programme investment for 2010/11 at its May meeting.
Better corporate response to growth and development: Outcomes will be a more effective approach to understanding and managing the implications of growth on the Council‟s services and capturing external funding. A particular concern for Northamptonshire looking beyond next years‟ General Election will be the pressure created by this new housing on existing infrastructure and services. For example, many schools are already over-subscribed and traffic congestion is increasingly a problem. This will be a much greater problem once housing completions increase with the economic recovery. The County Council will be pulling together a well-researched and proposition-based case to the next Comprehensive Spending Review for investment in areas‟ experiencing rapid housing growth. One of the matters that it will be pushing to be looked at again is the application of „scaling factors‟ or „floors and ceilings‟ and the implications for revenue funding. We will also be pushing for Government to use the latest housing figures and projections to inform decisions on funding, rather than rely
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on historic and out-dated information. Northamptonshire will also be working with other areas experiencing similar pressures to strengthen its case and lobbying. The implications of the ONS 2008-based Population Projections were reported to CMT on 18th January and representations submitted outlining concerns with these figures and their implications for future revenue settlements. The Council will shortly be revising its own population forecasts. These differ from the ONS projections as they are not trend based and are instead based on the latest housing completion figures and trajectories for future housing growth. A meeting with other councils who share similar concerns has been arranged. Area for Improvement : Waste Private Finance Initiative (PFI) Description Red/Amber/Green status Project owner: This Project is to develop and carry out the procurement of a residual waste Green Dr Fiona Unett (Acting) management service to serve both Milton Keynes‟ and Northamptonshire‟s Wade Siddiqui (Acting) needs Continuing Project Sponsor: Tony Ciaburro
Commentary The project remains on track to sign the contract with the preferred bidder on the 10th November 2011. The last quarter has seen significant progress in a number of areas:
Resourcing o Appointment of a project manager o Resignation of the technical team manager and appointment of a replacement o Appointment of the communications team manager o Appointment of the project support officer All the above are on fixed term contracts until 31.1.12. One role remains outstanding and that is the project administrator and this role is currently being advertised.
Procurement o 4 sets of dialogue meetings have taken place for ISDS – sessions were seen as valuable by both the bidders and project team o The bidder‟s solutions are all now taking shape and the project is anticipating good quality submissions. o ISDS submissions to be returned on the 19th May with bidder presentations taking place on the 20th and 21st May. Final two bidders to be confirmed by JWDC on the 7th September o Project plan has been amended to increase negotiation time in the later phases of the project with no change to the end date.
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Communications o Monthly communications steering group established attended by Head of Communications from both NCC and MKC o 4 week radio campaign completed – judged successful as web site hits have increased to 500 per week from only 64 per week o Leaflets and posters issued to Parishes Inter Authority Agreement o First draft prepared and issued for comment. Technical o Completion of procurement process for Environmental Impact Assessments Area for Improvement : Transform Adult Social Care Description Red/Amber/Green status Project owner: A programme of projects to transform adult social care services to place choice John Wright and control in the hands of our customers; to provide a service focused on early Green Project Sponsor: intervention and prevention; and one that is able to operate seamlessly with Charlie McNally partners in health. Continuing Project is continuing but with work streams revised from Apr 10 as reflected in the Service Plan. Will be monitored by DMT reviewing progress monthly and the Transformation Board continuing to meet quarterly Commentary Good progress continues to be made on all work streams. Key deliverables during period: Safeguarding o Serious case review sub group has convened twice o User forums established to promote Dignity in Care Early Intervention and Prevention o Older people third sector services being tendered to ensure equity of prevention outcomes across the county and wider access for OP from BME communities. o Successful carers demonstrator site bid for £800k over 18 months o Disabled Facilities Grant pilot with Northampton Borough Council under evaluation by Care Services Efficiency Delivery Unit. Pilot is
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delivering more efficient use of resources and more timely response to requests for adaptations. Self Directed Support o Resource Allocation System and SDS Questionnaire revised following customer testing. o Consultation on mainstreaming of SDS completed o Staff training conducted o SDS mainstreamed from 5 April 10 Improving reablement and Intermediate Care o Integrated multi agency teams established at both acute hospitals with £200k innovation funding secured to augment teams o Integrated rapid response team provided by SERVE has saved 260+ bed days to date. PCT providing matched funding. Strategic Review of Direct Services o Project team for the reprovision of NCC elderly people‟s homes in place and £50.4m of PFI credits secured o Employment targets for people with learning disabilities are being met. Apart form chefs in training, services for people with a learning disability no longer being delivered through Sandersgate in Wellingborough. Services previously delivered at Sandersgate have been replaced with more appropriate services elsewhere, both in the community and for those with profound needs in the more modern and appropriate facility at Ashgrove. o To improve the quality of residential care no new placements being made into homes rated as poor, people only placed in shared rooms if specifically requested. Revised commissioning policy has led to a number of new building initiatives by independent providers. Business & Information System Improvement o Programme launched to overcome slow running of CareFirst. Close working with OLM, with front end server replaced and work underway to replace the data base server at the end April/beginning of May. o Implementation of mobile and remote working delayed until CareFirst performance stabilised. Vasco tokens, laptops and tablets ready for distribution once implementation can begin. o Programme to provide Interim replacement for CareStore on track with replacement system, Alchemy, due to go live on 26/27 April. Area for Improvement : Raising Pupil Attainment and School Performance Description Red/Amber/Green status Project owner: This is an overarching programme linking five work streams aimed at Rachel Singer improving the standards of schools and thereby raising levels of attainment by Amber pupils at those schools Subsumed Project Sponsor: Paul Burnett
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Commentary This project has been ongoing for the past 18 months since the inception of the Learning Achievement and School Improvement (LASI) Division in September 2009 within the Children and |Young People‟s Service Directorate (CYPSD).
The work will continue to be developed through the LASI formation and implementation of the LASI The Future “ Twenty First Century Schools” project which is currently in train – will report to CYPSD DMT when up and running
In terms of achievement there have been good gains made at the end of all key stages - from Early years to Key Stage 4 - over the past two years and a significant reduction in the number of school subject to an OfSTED category of concern despite recent additions which have come about partly as a result of the new OfSTED framework but also as a result of long term school difficulties.
The Local Authority (LA) has been considerably strengthened and is now much more aware of the needs, self evaluation and overall efficacy of its schools in terms of leadership, governance, pupil progress and achievement and the LA is now in a much better position to be autonomous in continued self management and governance. Area for Improvement : Quality Support for Children in Need This is a programme linking two formal work -streams aimed at getting the Red/Amber/Green status Project owner: right children and the right strategies in place. Maureen Phillips Green Delivering the Care Matters Plan Project Sponsor: Continuing Implementing the Placement Commissioning Strategy Paul Burnett Will continue to be monitored by DMT Commentary The various strands that relate to this programme, now, all have sufficient local monitoring and lead officer support and subsequently feed into a multi-agency Performance Board. All activities as represented within the associated strategic plan are operational and will lead to significant service improvement and outcomes for children & young people and their families.
Activities this quarter include the following:
The new SCLAS Service being re-configured with an implementation date of June 2010 “Staying Put” pilot meeting objectives New interim Virtual School Head recruited
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Programme of training/support for Designated Teachers commissioned Social Care re-modelling – consultation exercise concluded and interviews commencing April 2010 Placement Commissioning Strategy agreed – New structure in place for regulated services including new Interim Head of Regulated Services recruited.
This has been a wide reaching programme that has seen various strands being re-configured to meet the needs of Children in Need. What this programme has achieved is to establish a clear position from which associated services and partners can operate in a more effective and transparent manner. This in turn, has and will continue to lead to better outcomes for children and young people. Monitoring will continue on a bi monthly status via the said Performance Board to ensure full ownership and engagement towards those outcomes, but it is suggested that this programme (having recently been audited against SORP 5 for Project Management adherence) has now reached its conclusion in relation to the Council‟s Improvement Programme of 2009.
CATEGORY 2 – EXCELLENCE FOR OUR CUSTOMERS PROJECTS
Area for Improvement : Pay and Benefits Description Red/Amber/Green status Project owner: To implement a modern pay and reward package that meets the Council‟s Amber Christine Reed needs and is fair for all employees. Project Sponsor: Continuing -monitored Paul Blantern through it own Project Board
Commentary The team have had sessions with CMT and informally Cabinet on the Trade Union response so far and have agreed an outline strategy to assist the project in its conclusion. The Negotiation team has met in December to outline a strategy for 2010 and 2011.
The project team have met with Trade unions in January 2010 and had correspondence since on the timescale and likelihood of any regional and national agreement. We are awaiting from both trade unions a final response on their position (as at 14/4).
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CMT and Cabinet have agreed to start preparations for implementation - while negotiations are ongoing – and to inform employees during the summer 2010 of the proposed impact the new pay and benefits package will have on them personally.
All managers and head teachers have been asked to update their P&B records so they are in a position to use to generate letters to employees.
DMTs have been briefed in February and managers/head teachers are being briefed in April on the implications. The P&B project team is preparing the letters for employees. Area for Improvement : Information Technology Description Red/Amber/Green status Project owner: A programme of projects to deliver the IT strategy Amber Rocco Labellarte Project Sponsor: Paul Blantern Continuing-monitored through it own Project Board Commentary Martini – There are 8 users left to migrate from Novell to Martini. They all have very specific applications that, in most cases, are proving difficult to migrate. We have a full-time contractor focussing on these last remaining users. We estimate 4 weeks to migrate the remaining users. Once the last users have been migrated we will disable all Novell logins for a week, and assuming that this does not throw up any other users, simply turn off all the Novell servers.
Peoples Network – The pilot is running in Central Library, but there have been issues. Revised configuration due 21st April and will enable more meaningful User Acceptance testing on those areas. Following successful testing the Pilot moves to Hunsbury library for public UAT. A new Project Manager has taken over as Chris Train is leaving.
Web Infrastructure – Extraordinary Programme Board arranged to clarify position on virtualisation. Statement of work due in for final approval.
SharePoint Exploitation – An Information Management programme is being put together with HoBI&P. Within this a new project to roll SharePoint out to the whole organisation is currently in the Project Mandate stage. HR Handbook – UAT completed in November 2009; however it is still pending business decision on go live date. The Activity Grid is in design and we expected to deliver a solution before the summer holidays.
N Talk – on schedule – New office in William Knibb now using N Talk.
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Blackpearl (PADP) – The pilot system is LIVE.
Blackpearl (FOI) – The system has been in User Acceptance Testing since November. No progress being made – extraordinary Board meeting to be arranged. Area for Improvement : Procurement Description Red/Amber/Green status Project owner: To capture details of all repetitive contracts to enable improvements in the Paul White planning, quality and vfm from future contracts and to improve the Project Sponsor: effectiveness of contract management to ensure contracts deliver the intended Completed Paul Blantern outcomes. Commentary Area for Improvement : Shared Services Description Red/Amber/Green status Project owner: To create a LGSS Joint Venture Company (JVCO) with three partner Councils Amber Paul White Northamptonshire County Council (NCC), Cambridgeshire County Council (CCC) and Slough Borough Council (SBC). This will be to deliver a broad Continuing– will be Project Sponsor: monitored as part of 10-11 scope of services including both transactional and professional advice across Paul Blantern council plan improvement the majority of services provided by Organisational Development and Human Resources, Finance and Procurement, with a number of other corporate programme services such as aspects of Legal being under consideration.
Commentary - Following further legal advice and detailed discussions with Queen‟s Counsel, it was concluded that concerns around the use of well-being powers of the Local Government Act to create LGSS as a separate company were too great and would result in a risk of subsequent legal challenge. It was therefore agreed that instead, the LGSS organisation would be created through the constitution of a joint committee between Cambridgeshire and Northamptonshire County Councils. The vision remains to create LGSS as a separate company once legislation allows. - In February, Slough Borough Council (SBC) made the decision that they were not in a position to pursue the LGSS agenda at this time, given other pressures faced by the organisation. However, they are still considering possible options for what LGSS could offer in the long term. It was agreed that SBC would leave the partnership officially on 31st March and a „Partnership Termination Agreement‟ has been agreed and is
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in the process of being sealed. - Cabinet approval for LGSS was given by the cabinet meetings of 23rd February in CCC and 9th March in NCC. Subsequently, the programme is now focussed on the preparation of a detailed business case for LGSS to be returned to both cabinets in June/July, and the legal agreements required to establish the Joint Committee which will be presented to the full council meetings of CCC and NCC in July. - The Strategic Stakeholder Board (Chief Executives and Portfolio Holders) will meet in early May to discuss and agree the target operating model, employment model and implementation approach for LGSS. Procurement of the LGSS systems hosting contract has now commenced. This is being undertaken by NCC on behalf of both councils. Area for Improvement : Enterprise resource planning (ERP) Description Red/Amber/Green status Project owner: Roadmap- To agree a common development plan for the three partner Amber Paul White Councils of NCC, Cambridgeshire and Slough Borough Councils Project Sponsor: Continuing-monitored Paul Blantern through it own Project Board Commentary The HR roll-up patches and Tax Year End patches have now been implemented. HR Schools project has been defined to migrate the management of all schools staff HR records from Capita ONE to ERP - thereby providing opportunity for HR operational benefit. This project is planned to be implemented as soon as possible after Payroll implementation. ERP Pay & Benefits project to prepare system to hold new P&B data is proceeding and is planned to be implemented following ERP HR Schools Project and in line with the wider NCC Pay & Benefits Project. AP Invoice Scanning Project is being initiated with a joint NCC & CCC business case currently being developed Projects to implement new AP Invoice interfaces between Talis (Libraries) and Tranman (Fire Service) systems are being planned. The switch over to JRE from JInitiator has been completed for all ERP users - thereby restoring NCC to fully supported position with Oracle Corporation The annual ERP Business Continuity rehearsal is currently being planned. This is planned to be conducted outside normal working hours and will therefore not affect business operations A range of additional management reports was launched as planned in January. Work is underway to develop the scope of system changes required to meet legislation in the mandatory separation of Council and Pension Fund transactions and bank accounts.
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CATEGORY 3 – KEY ENABLERS
Area for Improvement : Customer Service Strategy Description Red/Amber/Green status Project owner: To support the delivery of other services across the council by facilitating the Sue Grace ways and means of improving our service to our customers. Green Continuing– will be Project Sponsor: monitored as part of 10-11 Paul Blantern council plan improvement programme Commentary
Service Migration to the Customer Service Centre Wave 1 Service migration to the Customer Service Centre [CSC] is complete in the Registration Service; the duty team has been integrated with the Adult Care team that is already in the CSC and general enquiries for Trading Standards has migrated too. All are operating well
Wave 2 Baselining for future migration complete in: Libraries Learning Disabilities team Adult Learning General Enquiries across the council Children and Young People‟s [CYP] referrals
Will be looking at CYP Adoption and Fostering with children‟s Information services in the next tranche of migration. We have also engaged with Transport and Highways and Property Helpdesk.
Issues that are currently being looked at include: Licences for Customer Relationship Management software
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Carefirst, the social care case management system, and its interface with systems in the CSC The need for further input from an IT technical architect Telephony issues for libraries general enquiries are now close to resolution in preparation for migration to the CSC
Other workstream progress Sessions House – Staff migrated and new Tourist Information and County Hall open for business. Saturday opening hours agreed. Will be open from Saturday 1st May 10:00am – 14:00pm. Northampton Borough Council joint approach to customer services – work taking place to develop our partnership with NBC including a closer understanding of the NCC offer within the current one stop shop and the potential for migration of Northampton Borough Council customer contact centre into John Dryden House. Will be linking NBC and NCC Customer Service Strategy meetings on a regular basis as we develop this workstream. Review of NCC HR helpdesk complete
Area for Improvement : Organisational Development and Culture Change Programme Description Red/Amber/Green status Project owner: To create the right culture and organisation to be more focused on customer Christine Reed outcomes and improve performance. Complete Project Sponsor: Paul Blantern
Commentary The PRIDE employee engagement programme was developed to embed the core purpose, values and competency framework across our workforce and address areas of concern arising from the 2008 Employee Survey. Fundamentally, it is about engaging with employees to improve our service delivery and enhance our customer‟s experience. Staff were asked what values they felt were important, with the resulting values spelling out the PRIDE acronym; Passion Responsibility I am Northamptonshire County Council Deliver Excellence
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The programme endeavours to build a sense of pride in our employees, the council and our community, improving our reputation as a service provider and employer of choice. The Programme is gaining traction within the organisation, which is indicated by the fact that people are proactively asking when they will be getting their PRIDE workshop, who is their PRIDE Leader, can they be a PRIDE Leader etc. The good news is employees are asking for PRIDE.
Other key achievements include: 85 PRIDE Leaders attended 4 days training 3 new PRIDE Leaders have attended 2 days consolidated training Requests for a further 6 new PRIDE Leaders to be trained Approximately 300 people have already attended a PRIDE workshop Approximately 25 PRIDE events have already taken place PRIDE Leader Forum held 7th April 2010 2 x PRIDE Leader Tea with the Chief Executive events
The programme will continue as business as usual in 2010/11. Area for Improvement : Commissioning Delivery Model Description Red/Amber/Green status Project owner: To develop a commissioning model that will enable future service Paul Edwards commissioning to be undertaken with confidence in relation to both the Not applicable significant growth agenda for Northamptonshire and the potential Subsumed within the Project Sponsor: consequences of the economic downturn. Helping you to Help yourself Tony Ciaburro programme
Area for Improvement : Asset Utilisation Description Red/Amber/Green status Project owner: Effective Asset Utilisation is seen as a key enabler which will assist the council Richard Beeby in making a step change in terms of service delivery to that of a commissioning Green Project Sponsor: based model, ensuring informed decision making around the use and Tony Ciaburro
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occupation of the councils property stock in terms of whole life cycle costing Subsumed into the and strategic place shaping. Exploiting Our Assets workstream
Commentary Asset Utilisation, as a project key enabler, has been effectively completed and has delivered the Corporate Asset Management Plan 2009-13, Framework for third party occupancy, Property Asset Management Division Service Plan 2009-10, Property Asset Review, Northamptonshire Improvement and Efficiency Programme initiation, HQ Office Accommodation Plan, Transition to in house resourcing, and Reporting of the Frameworks for procurement of the delivery of the estates and major projects.
The Helping You to Help Yourself programme includes the Exploiting Our Assets work stream which is a major development in the operation of the Council‟s property assets. This work stream will look at ways we can work differently, in partnership with other local sector organisations, to use our assets. PAM division‟s core purpose of providing premises which are fit for purpose, complementary to the service delivery experience and confidently managed will lead to rationalisation, improvement in efficiency and clever working practices. Key elements of Exploiting Our Assets are the continuing Northamptonshire Improvement and Efficiency Programme (NIEP), the feasibility investigations into HQ office provision and the delivery of the capital programme.
The resources are now available, in house, to move forward to the second phase of transition to implement further improvements including the amalgamation of the PAM division and the operational sections of the School Service Buildings and Capital Development team. There are still financial, market and physical resource limitations which are challenging the pace at which the assets can be improved to deliver the most effective exploitation of our assets. Area for Improvement : Performance and Information Management Description Red/Amber/Green status Project owner: Effective performance and information management which supports members Paul Edwards and officers to identify needs, effectively plan and target resources, assess Not applicable
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their impact, identify and tackle poor performance and ensure the Council Subsumed within the Project Sponsor: achieves its desired outcomes. helping you to help yourself Alex Hopkins programme
Area for Improvement : Value for Money (VFM) Description Red/Amber/Green status Project Sponsor: Significant financial pressures and the impact of the economic downturn mean Damon Lawrenson it is imperative that we maximise the impact of our available resources to completed improve outcomes.
Commentary Area for Improvement : Partnership Protocols Description Red/Amber/Green status Project owner: To clarify and agree how we will work in partnership with other organisations. Janet Doran completed Project Sponsor: Alex Hopkins
Commentary. Following consultation with major partners, the partnership Protocol was agreed by cabinet in December 2009. This phase of the project is now finalised.
Area for Improvement : Communications Strategy Description Red/Amber/ Green status Project owner: A Corporate Communications Strategy agreed by CMT and Cabinet, which Faye Scadden includes a media protocol, internal communications strategy, brand strategy, completed Project Sponsor: campaign strategy and web protocols. This will be an internal document to be Alex Hopkins used by staff and councillors to ensure that all internal and external communications is efficient, effective and in brand.
Commentary
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Area for Improvement : Area-Based Working Description Red/Amber/Green status Project owner: To provide services that are more responsive to local needs and closer to the Tim O‟Neill customer, enabling more effective integrated working with partners and more Amber Project Sponsor: opportunity for the involvement of local people in service design and delivery. Paul Burnett This links closely to the first element of the Area for Improvement “Quality Support for Children in Need” Continuing- will be monitored through CYPS DMT
Commentary Additional leadership and management capacity in the areas for social care and transformation programme will be in place by June 2010 Matrix management arrangements in place and staffing budgets aligned to areas. Most none staffing budgets aligned and awaiting final confirmation of all area budgets. Local Operational Teams operational and meeting monthly. Reducing the number of parallel meetings and referral processes to avoid duplication of resources. Active engagement with wider partners underway, including Heath(Provider Services) and the Voluntary sector Review of the current LOT arrangements in July 2010 and development of a stronger LOT model supported by Service Level Agreements with partner organisations to provide a clear mandate for engagement in localised integrated services. Integrated Working Guidance published and training events with multiagency teams to support its use and to strengthen the CAF process. Area Management Teams operating and meeting monthly. Development of Area Leadership Teams underway and will be fully operational by September 2010. Area for Improvement : Code of Corporate Governance Description Red/Amber/ Green status Project owner: to deliver the Council‟s Code of Corporate Governance and supporting Penny Osborne processes and procedures so that they mirror best practice and are fit for Green Project Sponsor: purpose. Alex Hopkins
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Continuing will be reported at P&P DMT
Commentary A new constitution was agreed by full council in February 2010, which marked an end of the formal activity of the governance review board. Training on the new constitution and the governance implications of this is now being rolled out and is included in the Legal and Democratic Services service plan.
A number of additional pieces of work are now underway including : Ethical governance review Partnerships and outside bodies review Procedure rules review Review of the scheme of delegations Refresh of the code of corporate governance and Annual governance statement
A project plan exists for this ongoing activity and is managed with the corporate governance division. Activities within the project plan are being delivered by a number of teams and groups including the Standards Committee, Constitution Working Group, Internal Audit, Democratic Services and Legal Services.
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HUMAN RESOURCES Including Health & Safety
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CORPORATE HEALTH – PEOPLE & PERFORMANCE : Quarter 4 - 2009/10 Report
The effective management and development of people is one critical way that the Council will achieve its corporate outcomes and corporate priorities, but particularly the outcome of being a smaller and more enabling Council focused on our customers.
The performance table that follows this summary outlines information on the performance of the Council in terms of people management.
The numbers of employees as at 31 March 2010 is 21,774. This is a slight decrease from Q3 figures (seasonal variation) and an increase from the figure reported for March 2009. This increase over the year is attributed to schools who have increased heads by 2,700 (1,600 FTE)
Q4 performance shows an average of 2.28 days sickness absence (total of short and long term figures). This is lower than the previous quarter.
The full year sickness absence is 8.5 days this is higher than 2008/9 (7.52 days), this is due to unexpected rise in summer almost specifically related to swine flu and similar symptoms. The pattern for the remainder of the year is similar to previous years
The level of Turnover is 1.75% for Q4 and 9.35% for the full year. This is a lower level than the turnover level for 2008/9 (11.95%)
A summary of Q4 and year to date accidents and reportable incidents to the Health and Safety Executive, of which a commentary is provided in the Health and Safety Section below.
Employee Assist, the confidential counselling service for employees was recently retendered and the current provider was successful in retaining the contract for a further 12 months (31/03/2011).. In Q4 90 people used this service, this is higher than previous quarters.
There were 78 grievances in 2009-10 compared to 120 in 2008/9. There was an increase in disciplinary cases (136 in 2009/10 compared to 128 in 2008/9). Redundancies decreased from 299 in 2008/9 to 99 in 2009/10.
The table includes a Workforce Diversity breakdown of gender and ethnicity in general and for the top 5% of earners. This shows that: o 80.49% of the workforce are women o 3.75% are from a ethnic minority – this is a slight increase from 2008/9 (3.6%) o 0.67% have declared that they are disabled.
135 Corporate Health - People & Performance Tables – Q4 2009/10 Accidents Employee Number of Sickness Absence Turnover Over 3 day Assist Employees Total & Major Injuries Usage
2009/10 2009/10 2009/10 2009/10 2009/10 2009/10 Period Covered As at March 2010 Q4 Q4 Q4 Q4 Q4 Q4
Short Term Long Term Rate per 100 Heads FTE % Number Number (ave days) (ave days) employees Health & Adult Social 2.29 1.46 1.97% 6.2 2 17 Services 1830 1344.5 (8.49) (8.06) (7.47%) (25.0) (14) (42) 1.23 1.11 1.73% 2.0 1 24 Children & Non-schools 2614 1798.2 Young (4.13) (4.51) (8.53%) (10.4) (1) (48) People 1.35 0.83 1.78% 2.6 12 22 Schools* 14587 9270.7 Services (3.85) (3.43) (10.88%) (9.2) (36) (138) Services other 1.31 0.81 1.8% 3.4 0 Customer & than Fire & 1107 676.72 (4.21) (3.91) (8.00%) (14.8) (2) 19 Community Rescue (66) Services Fire & 0.08 0.00 1.37% 4.2 5 Rescue 670 620.5 (0.28) (0.50) (5.37%) (18.7) (18) Policy & Partnerships 0.69 0.83 0.00% 2.9 0 2 (inc CE Office/Strategy & 124 113.4 (2.79) (4.93) (4.40%) (3..9) (0) (6) Business Admin) Environment, Growth & 1.11 1.22 2.12% 1.8 2 4 Commissioning 658 426.9 (3.91) (5.32) (8.72%) (7.9) (5) (8) Finance & Commercial 0.87 1.20 0.00% 0 0 2 Management 184 175.3 (2.77) (3.5) (1.9%) (1.1) (0) (8) 1.35 0.93 1.75% 2.9 22 90 Overall NCC* 21774.0 10170.2 (4.25) (4.23) (9.35%) (11.1) (66) (316)
NOTES * Figures for employees include schools not on our payroll system. Other figures (apart from accidents) include only schools on our payroll. Note: Year-to-date figures in brackets
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Comp. Number of Other Absence Grievances Redundancies Disciplinaries Capability Agreem’t Dismissals Cases Employees s
As at March 2010 Q4 (2009/10) Period Covered
Heads FTE Number
Health & Adult Social Services 1830 1344.5 7 [27] 1 [6] 5 [20] 8 [43] 4 [16] 56 [198] 0 [2]
Children & Non-schools 2614 1798.2 4 [10] 1 [16] 4 [10] 12 [28] 0 [2] 10 [39] 0 [0] Young People Schools* 14587 9270.7 2 [20] 1 [51] 4 [21] 9 [40] 0 [6] 13 [76] 3 [18] Services Services other Customer & than Fire & 1107 676.72 1 [5] 3 [13] 1 [4] 0 [8] 3 [7] 9 [23] 0 [0] Community Rescue Services Fire & Rescue 670 620.5 2 [6] 0 [0] 0 [0] 2 [8] 1 [3] 7 [30] 1 [1]
Policy & Partnerships (inc CE Office/Strategy & 124 113.4 0 [0] 3 [5] 0 [0] 0 [0] 0 [0] 2 [4] 0 [0] Business Admin) Environment, Growth & 2 [10] 0 [4] 5 [5] 1 [8] 1 [1] 13 [48] 0 [0] Commissioning 658 426.9 Finance & Commercial 0 [0] 0 [4] 0 [0] 0 [1] 0 [0] 1 [2] 0 [0] Management 184 175.3
Overall NCC* 21774.0 10170.2 18 [78] 9 [99] 19 [60] 32 [136] 9 [35] 111 [420] 4 [21]
NOTES * Figures for employees include schools not on our payroll system. Other figures (apart from accidents) include only schools on our payroll. Note: Year-to-date figures in brackets
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Number of Workforce Diversity Employees
As at March Workforce Percentages Highest paid 5% Period Covered 2010 - As at March 2010 - As at March 2010
% Black or Ethnic % Black or Ethnic Heads FTE % Female % Disabled % Female % Disabled Minority Minority
Health & Adult Social 85.97% 7.86% 3.92% 55.56% 0.00% 0.00% 1830 1344.5 Services 78.45% 8.46% 3.74% 69.60% 1.17% 1.56% Children & Non-schools 2614 1798.2 Young People 85.10% 2.60% 0.17% Schools* 14587 9270.7 Services Services other than 70.56% 4.93% 3.63% 32.84% 5.98% 0.00% 1107 676.72 Customer & Fire & Community Rescue Services Fire & 13.23% 2.38% 2.09% Rescue 670 620.5 Policy & Partnerships 74.51% 9.68% 1.82% 44.44% 0.00% 0.00% (inc CE Office/Strategy & 124 113.4 Business Admin) Environment, Growth & 61.90% 4.51% 3.35% 36.57% 7.57% 0.00% 658 426.9 Commissioning Finance & Commercial 59.77% 13.68% 2.78% 36.57% 16.67% 16.67% 184 175.3 Management 80.49% 3.75% 0.67% 57.30% 2.77% 1.95% 21774.0 10170.2 Overall NCC* * Figures for employees include schools not on our payroll system. Other figures (apart from accidents) include only schools on our payroll. NOTES ---Not included as not previously included in the BVPI definition for these indicators – reporting will start from Q4 Note: Year-to-date figures in brackets
138 Health & Safety Report – Quarter 4
This report forms part of the Council’s reactive monitoring for health and safety. The data is collated each quarter for presentation to Corporate Health and Safety Committee, DMT’s and CMT.
Usage of the Employee Assist service continues to increase with an average of 29 employees accessing the service each month. There has been a year on year increase in usage (250 in 2007/8 to 316 in 2009/10) and feedback on the service received is positive. The largest users of the service are staff in schools. Work is about to start within CYP Schools to review the provision and identify proactive measures of support for this group of staff.
Accidents We use two corporate indicators; total accidents and reportable incidents to allow us to benchmark our health and safety performance both internally and with other organisations. The use of ratios allows us to put numbers of incidents into the context of employee numbers. The calculations take into account fluctuations in employee numbers, particularly beneficial in times of change within an organisation.
The Performance Table shows percentage accident / incident ratios for each Directorate, i.e. the number of accidents / incidents per 100 employees. The adjacent column relates to severity of outcome by considering RIDDOR* reportable injury incidents i.e. those where there was a major injury or where over 3 day absence followed.
Trend of accident rates per 100 employees per quarter 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 11 12 Quarter 1 - 07/8 (1) to Quarter 4 - 09/10 (12) Rate per Rate per 100 employees
The whole NCC accident / incident ratio per 100 employees is 2.9 for Q4. This is slightly higher than the average figure of 2.8 last quarter, although still lower than the peak of 3.7 in Q3 07/08. The cumulative annual ratio is 11 per 100 employees, a reduction from 12.7 last year.
*RIDDOR: Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 139
Further analysis of the main accident/incident causes are represented in the following chart. The three main causes remain the same; reported incidents of ‘Physical assault’ have reduced very slightly, but ‘Slip, trip, fall’ and ‘Hit by’ categories have both increased (but by less than 5%)
67% of Physical Assault reports relate to schools, and nearly 20% to HASS. As Main Accident Causes - Quarter 4 in 2009/10 previously reported there has been a large amount of management activity in developing appropriate support for staff in these areas.
206 250 The rise in ‘slip, trip, fall’ incident reports is partially attributable to snow /ice (25% of reports), of which the majority were from schools. Overall 70% of ‘Slip, trip,fall’ 200 133 incident reports came from schools. There werea significant number of reportable 150 97 incidents associated with this type of incident in this quarter; 7 over 3 day injuries 100 and 6 major injuries. Of these 8 occurred in schools, 2 in NFRS, 2 in Transport 50 services and 1 in HASS 0 Once again over 80% of ‘Hit by moving/flying/falling object’ incidents are from CYPS, the majority from schools. A proportion of these relate to non assault physical bumps from pupils, others are door and furniture related. However there appear to be no significant trends relating to cause.
Accidents – Reportable to the HSE The number of incidents reportable to the HSE has increased this quarter. Of the reports this quarter 8 were major injuries and 14 relate to over 3 day absences, 3 of each (total 6) were attributed to weather conditions earlier in the year. One reportable injury related to exposure to chemicals following an incident which was investigated by both H&S and PAM Teams.
Letters are e-mailed to Directors/ACES and Heads of Service of any non-school related RIDDOR report to ensure they are notified and can take appropriate action to monitor the follow-up action.
A further 9 RIDDOR Dangerous Occurrences, non-injury but associated with breathing apparatus malfunction have been reported from within the Fire and Rescue Service. These occurrences have been directly linked to the implementation of Fire Behaviour Training and are being closely managed and monitored by NFRS. An independent report was carried out by HSL on behalf of NFRS and an action plan is being put together to implement the recommendations which may require action at national as well as local level.
140 Accidents – 2009/2010 End of Year Summary
The total number of accidents/incidents reported during 2009/01 shows a 1% increase over the previous year. However, the accident rate per 100 employees has reduced to 11.0 from 12.7 in 2008/09.
The total number of accidents/incidents includes a 50% increase in the reporting of ‘non-injury’ incidents such as vandalism and premises damage. A significant amount of work has been undertaken by managers in Libraries to achieve these improved levels of incident reporting.
Reports to the HSE have also increased this year; major injury and over three day absence are up by 25% to 66. The largest increase was seen in Q4 where weather conditions made a significant impact. Over half of all reported accident/incidents came from school employees, who also account for 66% of staff. As such seasonal variations in Main Accident Causes - in 2009/10 numbers of reports frequently relate to the timing of school holidays. The (2008/09 total in italics) top four reported incident remain consistent with a very small variation on 871 the numbers from the previous year (shown as light on dark on the chart). 900 870 800 One over 3 day absence has been recorded as a result of physical 700 assault. Once again further work has been undertaken through the 600 430 355 schools health and safety committee and in partnership with NASUWT 500 410 400 349 representative to give more guidance to schools about the management 300 161 163 of violence and aggression. The recently developed checklist has been 200 made available to schools through the internet pages. 100 0 72% of the total ‘slip, trip, fall’ reports also came from schools. The schools H&S committee was used to highlight the HSE’s ‘shattered lives’ campaign, which had a focus on accidents within educational workplaces. This area accounts for the largest number of over 3 day and major injuries (28 for 2009/10).
Reporting of dangerous occurrences to the HSE (as defined under the RIDDOR regulations) has increased by more than 300% this year to 24 compare to 7 in 2008/09 All but one of these are due to issues around breathing apparatus malfunction and attributed to the new Fire Behaviour training which is being implemented by NFRS.
A more comprehensive annual report is currently being prepared and will be presented to CMT and Corporate Health and Safety Committee.
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CUSTOMERS
Contacts Consultation Complaints/Compliments
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Quarterly Report on Contacts to Council Help Lines : Quarter 4 2009-10
General background
The Customer Service Centre (CSC) provides customer support for
General Enquiries Street Doctor Journeyline School Admissions Customer Feedback Adult Care Care Audit Duty Business Support Service Desk (BSSD) Registrations Trading Standards
All services within the CSC have uniform opening hours of 08:00-18:00.
Performance The SLA for all services is 80% of calls answered within 20 seconds, and that 95% of all calls are answered. Understanding Quarter 4 information by service
This has been a busy period for the CSC, with call volumes 20% higher than Period 3, and 20% higher than the comparable period last year. Overall the CSC achieved its KPIs for the period, despite the substantial increase in workload. The key event for the CSC in Period 4 was the failure of the school admissions website, which generated substantial call volume in March. This had a knock-on impact into other teams as resource was dedicated to manning the School Admissions. Street Doctor achieved its KPIs through the crucial winter months, where poor weather conditions, and the resulting pot-hole issues, cause understandable spikes in customer contact. The front line telephone calls for Trading Standards were migrated into the CSC in February, with the workload being absorbed by the CSC with no increase in staff levels. The service is improving and KPIs are expected to be achieved for next quarter as Advisors become more experienced in the service. BSSD just missed achieving KPIs, the two key contributory factors being additional support for the School Admissions process during the website issue, and additional training provided to the team in preparation for financial year end. This training has been designed to implement the lessons learned from the previous year end, and indications from early April show this has been very successful in improving first call resolution for our customers.
143 The new CRM system has been implemented for the Registrations team. This has been seemless for our customers, with no significant deviation in performance during the launch period. The Avoidable Contact measure (NI14) trend line continues to show improvement, highlighting the improvements we are making in first call resolution, and providing targeted communication designed to prevent customers from needing to telephone the council – for example this year the road gritting routes were widely publicised, significantly reducing the number of enquiries on this subject.
Planned Developments
Advanced discussions are taking place with the CYP Directorate to assess whether frontline calls from this area can be migrated into the CSC. New Customer Survey software will be fully rolled out across the CSC in April, having been successfully piloted by the General Enquiries Team. This will ensure the process is more automated, which will allow collection of a greater number of surveys improving the validity of the data. Recruitment is underway to recruit to 5 vacancies within the CSC. 4 Customer Service Advisors have recently been recruited by other NCC teams, highlighting the reputation of the CSC for developing staff. Scoping work to implement an automated solution for managing fax and e-mail contact is underway, with a business case being developed which could generate efficiencies and improvements in customer service levels.
144 Contacting the Council’s Help Lines How many people are contacting the Council’s Help Lines ? What about? How efficient are we at responding ? % Resolved % Answered % Total number of voice and Number Target is 60% or NCC11.7 Percentage of within 20 Abandoned email customers who of voice more (currently customers satisfied with seconds Target is only collected for completed a satisfaction contacts CSC response (target 80%) 5% or less BSSD) survey CSC Quarterly Scorecard Performance Customer CSC Frontline Total 82,217 80% 4% 88 100% % Number % Answered Abandoned of voice within 20 Target is Customer CSC Frontline by Service area contacts seconds 5% or less General Enquiries 42,408 79% 4% Street Doctor 7,123 80% 4% Journeyline 2,762 58% 11% School Admissions 6,120 65% 6% Adult Care Team 8,352 91% 2% Total number of voice and NCC11.7 Percentage of email customers who customers satisfied with completed a satisfaction CSC response Care Audit 262 89% 3% survey Customer Feedback 175 81% 7% 39 95% Registrations 13,724 74% 4% National Indicator 14 Avoidable Contact: the proportion of customer National Indicator 14: % contact that is of low/no of customer contacts Trading Standards 1,291 78% 11% value to the customer assessed as avoidable % Number % Answered % Resolved Abandoned of voice within 20 Target is 60% or Target is contacts seconds more 5% or less Total results 8% CSC Business Support Service Desk Total 12,106 77% 6% 73%
145 IT SERVICE DESK
General Background The IT Service Desk is responsible for resolving Incidents and Requests associated with IT systems and services. Our customers, who are the internal Council staff who use IT systems and services, can phone the Service Desk, send an email, or raise an incident via the Self Service Portal. Incidents are faults with a supported system or service. Requests are where a new, or a change to an existing, system or service is needed. The IT Service Desk is an integral part of IT.
Performance The key performance indicator for the IT Service Desk is the First Call Fix rate (FCF). The target is for 58% of all Incidents and requests (i.e. all calls) to be resolved at the first point of contact, i.e. during the phone call. This is measured against all Incidents and requests logged by the IT Service Desk by phone and so is an ambitious target as we do not exclude those incidents and requests that the Service Desk could never resolve, such as hardware failures.
During Q4 the FCF rate was 46%, a decrease of 11% from the previous quarter. In the same quarter last year the FCF rate was 61%.
For this year FCF rate was 52%. For the previous year (2009-09) it was 55%.
The FCF for Q4 in 2008-09 was exceptionally high, and we are not totally confident of the data. On two separate weeks in the period the FCF was over 77% a figure that we in fact consider virtually unachievable. It should also be noted that in 2008-09 we took 52791 calls with a total of 2514 days of resource. In 2009-10 we took 50811 calls with a total of 1948 days of resource, so a reduction of 4% in
call volume with 24% fewer resources.
In February we launched our Abandon Rate target. We chose to set a target of answering 80% of calls within 60 seconds. In February 75% of calls were answered within 60 seconds. In March 87% of calls were answered within 60s. A detailed analysis showed that 76% of all answered calls were answered within 4 seconds, which is effectively on the first ring.
Planned Developments Six members of Support Services have now undergone the 4 week Service Desk analyst training course and are fully able to take calls on the Service Desk should the need arise. Another 4 members of Support Services are to be trained. The Service Desk now tests its business continuity plan on a monthly basis where one or two staff go to their alternative location and take calls.
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Consultation Feedback: January to March 2010
The Council consults on a wide range of important topics and themes of interest to local people and communities.
We operate an online consultation register - see: www.northamptonshire.gov.uk/Consultations
The register lists past, present and future consultations. This is as comprehensive a list as exists and emphasises just what a wide range of opportunities there are for people to have their say about the Council’s activities and plans.
The register had the following number of hits during this quarter: January 10,506 hits, February 5,921 hits, March 6,399 hits.
The Consultation Register is currently on the old website but is now being tested to move over to the new website and should go live on the 26th April. We hope that this will increase the number of hits it receives.
The consultation area of the website has recently received positive feedback from two national organisations: Delib, an online opinion research and public consultation company, undertook an evaluation of e-consultation elements of every local authority website in the UK during 2009. Northamptonshire scored 8/10 and our strengths were seen as: Past, present and
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future consultations listed, easy to find consultation pages, can filter database, feedback available, good accessibility rating and update system in place. The Annual Socitm Review commended the consultation area of the website for innovative touches such as DemGames and Participatory budgeting with an online budget simulator.
Feedback summary: The summary below indicates how the Council does listen to views and sometimes changes what is proposing accordingly:
Consultation & Purpose What has happened as result so far?
Children and Young People 2011 Admission arrangements South Northampton: There were 1,944 responses to the consultation. There were 1,068 votes for the changes and To consult on the proposed 871 against the changes. As a result of the consultation the recommendations are outlined admissions arrangements for the below: school year 2011/12. For September 2011: To place siblings within the Caroline Chisholm primary oversubscription criteria. Presently split as two criteria as follows; -in area siblings -out of area siblings To place siblings within the Caroline Chisholm secondary oversubscription criteria as a priority after linked area. Presently used as part of the tie break. To remove the interim criterion “attending a feeder linked school and living in the linked area” replacing this with “living in the linked area.” To address the problem of parental choice at primary To change the tie break for the criterion of “closest to the school” to that of “randomiser” for the feeder linked primary schools of Caroline Chisholm Secondary School at Preston Hedges, Wootton and Caroline Chisholm.
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Consultation & Purpose What has happened as result so far?
To address the anomaly of the same group within a community being affected by the distance tie break. To change the tie break for the criterion of “living in the linked area” to that of “randomiser” for Caroline Chisholm Secondary School. To address the anomaly of the same group within a community being affected by the distance tie break. To further review and consult on the possibility and feasibility of increasing the form of entry for Woodland View Primary from 2 FE to 2.5 FE for a period of 5 years. Addressing the lack of school places within Grange Park and avoiding the requirement to transport pupils out of area at age 4. To keep Quinton village linked to Wootton Primary School. To keep Wootton Hall Park linked to Hardingstone Primary School, however, for the secondary school linked to Abbeyfield School if pupils are unable to gain places at Caroline Chisholm under the criterion of living out of area attending a feeder primary school. To align any new developments in the Grange Park/Ikea area to Roade School Sports College. This avoids further pressure being placed upon Caroline Chisholm School
For 2013: To redefine the linked area for Caroline Chisholm School to include Hardingstone, having removed Hardingstone from the Roade Sports College link area. This addresses the present situation of the linked area being too large for Caroline Chisholm School to accommodate all of pupils living within this area. To remove the criterion of Grange Park as a priority link area for Caroline Chisholm primary. This school would become linked to Roade School and Sports College. To redefine the Roade School Sports College linked area to include Grange Park, having removed it from that for Caroline Chisholm School. This would address falling numbers in this area and help reduce the linked area of Caroline Chisholm School. These proposed changes were agreed by Cabinet on 13 April.
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Consultation & Purpose What has happened as result so far?
County Admission Changes: Following the consultation, the following are proposed for approval by Cabinet on 13 April: The Primary Co-ordinated Scheme for 2011 The Secondary Co-ordinated Scheme for 2011 The removal of the “Social & Medical” criterion from the oversubscription criteria for all secondary Community and Voluntary Controlled schools Changes to the published admissions numbers for the schools listed. The rejection of proposed changes to other schools' admission numbers. Caroline Chisholm proposal to In the first stage of consultation, one response had been received from Northampton Borough enlarge the premises of the Council asking for further information and one response from Wootton Parish Council that was primary section in support of the proposal but asked for the school to consider better links with the pocket parks in the area. To consult on council proposals to increase the permanent Following the issuing of the public notice, two representations were received. One from the capacity of the primary section of Chair of Governors of Wootton Primary School asked for clarification of the admission Caroline Chisholm School to 420 arrangements into junior classes. One from the Governing Body of East Hunsbury Primary places with effect from School objected to the proposal. September 2010.
Customers and Communities Adult public library user survey More than 9,600 people completed questionnaires as part of this survey. 3,147 people made 2009 written comments.
National survey of public library The results have given us an excellent overview of what people think about their local library users which the council does and the service generally. They show us where we need to focus most effort in the coming every 3 years to find out what our months:
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Consultation & Purpose What has happened as result so far? customers think about library services. 89 per cent were satisfied overall – a slight drop from 90 percent in 2006.
96 per cent were satisfied with the standard of customer care.
Satisfaction with opening hours has increased 24 percentage point to 91 percent.
95 per cent rated libraries as safe places to visit, an increase of 4 percentage points.
85 per cent were satisfied the physical condition of books, a small increase since 2006.
We are disappointed that net satisfaction with choice of books has dropped from 76 to 66 percent. Net satisfaction with information service provision has dropped from 91 to 79 percent. These changes are possibly related to the changes in library layouts in the last 2 years. We've also done a lot of stock editing, removing out of date books and books not issuing well and some customers perceive there is less choice.
Work is already underway to improve stock management and to improve signing and guiding. We will be using new software to analyse how well stock is used in our libraries. This will allow us to add fresh stock more appropriately to better meet the needs of library customers.
Net satisfaction with computer facilities has dropped from 72 to 70 per cent. However a major project to update the computer facilities is nearly completed - we are currently building the pilot machines. Environment, Growth and Commissioning Travel diary survey 2009 Results pending and will be reported in Quarter 1 2010/11.
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Consultation & Purpose What has happened as result so far?
The Travel Diary Survey is used to measure travel behaviour of those living in Northamptonshire. The survey includes questions on: • Number of trips made on the previous day • Mode of transport used • Car and bicycle ownership • Use of public transport • Trip length • Purpose of trip • Walking and cycling behaviour The results from the survey will be used to inform our future policies on transport Finance & Commercial Management Draft budget for 2010-11 1741 people took part in the Budget Simulator and Report to the People Surveys.
To consult on the council’s draft Throughout the consultation period weekly reports were produced to update the Leader of the budget for 2010/11. Council and Cabinet members for Finance and Commercial Services on feedback. Consultation results were then used to help set the final budget, decided by Council on the 25th February 2010.
The final budget as approved by Council on February 25th reflects and addresses many elements that came through from the public consultation. Some of examples of this can be
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Consultation & Purpose What has happened as result so far?
seen below:
You said- “the council should concentrate on essential services, services that improve people’s quality of life and those that protect vulnerable groups” You said- “Education and children’s social care are an important investment for the future” You said- “Adult Social care should be improved. People should be enabled to stay independently within their own home.” The 2010-11 budget contains an additional £2.9m of expenditure for Children & Young People Services and £4.8m for Health and Adult Social Services. In addition a further one-off investment of £3m is to be made in these services to undertake fundamental reviews in order to radically transform future service delivery and manage increasing demand.
You said- “the conditions of roads and pavements need to be improved” It was announced at the February 25th Full Council meeting that £2m capital expenditure was to be invested into Highways Maintenance for 2010-11, and in particular the adoption of a new preventative approach that would seek to proactively tackle in one go, a particular area’s paths and roads in such a way that would minimise the need to return for a longer period of time.
You said- “the council should become more efficient, reduce waste and look to work with other organisations such as the borough and district councils, police and health more closely” Northamptonshire County Council already works with our local partners on many projects to deliver a variety of services in the most efficient and effective manner. Furthermore, Cabinet recently approved the development of a Shared Services approach with Cambridgeshire County Council that will see officers from both organisations working closely together and sharing expertise and resources to facilitate the delivery of back office functions in a completely new way, to the economic and operational benefit of both parties.
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Consultation & Purpose What has happened as result so far?
You said- “the Schools Music and Performing Arts Service should not have its subsidy reduced so dramatically” This was the one proposal that saw by far the largest volume of responses, and in addition an online petition was set up and “signed” by 2,546 people. It was also specifically examined by the council’s overview and scrutiny committee and finance improvement and performance working groups as part of the budget scrutiny process. As a result, this proposal was amended to allow for an incremental and sustainable approach to subsidy reduction in the form of increased income generation. The £238k reduction in the 2010-11 budget was therefore amended to a reduction of £50k. This does not represent a reduction in expenditure; rather it reflects increased income generation by the service. Health and Adult Social Services Charging policy review Upon the completion of the consultation and analysis of the results, it has been decided to consultation extend the consultation to ask our customers for feed back on more specific issues, including the banded charging options, charging against Severe Disability Premium, charging for To consult on the proposed transport, and charging for equipment such as Telecare. changes to the Council’s Fairer Charging Policy. From results of the consultation, it has been agreed that charging for carers services will not be included in the review of the Charging Policy. We will continue not charging for carers services, “Fairer Charging” is the name however this will be reviewed in line with the rest of the Charging Policy on an annual basis. given to the policy that sets out how much people who use social We are now in the process of co-ordinating a co-produced 8 week consultation with our care services will be charged, customers that will begin in earnest in May with the hope that a Key Decision will be made by and in what way. Cabinet in August. We will be letting our customers know how they can take part in this in due course.
The Policy Team, Finance Team, Legal Team and HASS Public Engagement Team are
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Consultation & Purpose What has happened as result so far?
working closely together to ensure that a robust consultation will help cabinet make an informed decision later this year.
If there are any queries, please e-mail [email protected] Health & Adult Social Services The feedback from this consultation has helped us identify a need for a Personalisation Service Plan for 2010-11 Information event, which will be held in June.
To consult on the Health and Some general questions were also raised regarding Home Care. As a result we will be involving Adult Social Services draft our carers and users in the tender process for Domiciliary Care. We will be contacting service plan. interested parties in the autumn to give people the opportunity to be involved in the next Service Plan.
The final version of the Health & Adult Social Services Service Plan for 2010-11 will be available shortly. Self directed support The feedback suggests general agreement that self-directed support is the way forward to deliver more personalised care and support and extend choice and control to customers. To consult on the Council’s Self Directed Support proposals. Respondents who did not agree or had reservations about self-directed support were generally pleased with how the present system worked in terms of directly provided Northamptonshire County services and did not want it changed. Council is changing the way it delivers care and support to Other respondents agreed that self-directed support can be beneficial but their support was adults aged 18 and over who are qualified by a number of concerns that are discussed fully in the report. assessed as eligible for social care and live in While some respondents may support self-directed support in principle, they felt some people Northamptonshire. By January using services were too vulnerable or unsuitable. Thus, for some respondents certain attitude 2010, the Council expects to barriers prevent them from seeing that SDS can be beneficial to all customers. This was often
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Consultation & Purpose What has happened as result so far? have in place a system to influenced by perceptions of risk and capacity. empower people to make choices and take control of their care and support in a way that supports them. This is known nationally as self-directed support. HASS/Social care engagement We received positive feedback to this consultation and the results of our events have been policy used to help write the first draft policy.
To consult on an Engagement This draft has gone out for further consultation with a deadline of 12th April. The policy will then Policy for Health and Adult Social be finalised based on all of the customer feedback we received. Services being jointly produced with Northamptonshire NHS. Co-producing commissioning A workshop was held on 14th October 2009 for customers, carers and service providers. workshop supporting people and Attendees of this workshop discussed what was important and how to plan for 2010 and housing related support: beyond. The results of this workshop will be discussed at the Supporting People Core Group meeting on 20th November 2009 and the final results will be shared at the all-day Core Group Health and Adult Social Services meeting on 22nd January 2010. Supporting People Team are reviewing our strategy so it The results of the one-off workshop have been utilised as indicated above. The Supporting encompasses person-centred People Team also held two community events in March 2010. During this engagement it has planning. To enable this we are become apparent that further consultation is required. We are now commencing wider working with our service users to consultation through a web-based forum and by targeted presentations and engagement with find out what is important to them local Borough and District councillors. The title of this further consultation is Housing-related now, what is important to them in Support Consultation (Supporting People). the future, what is working and what’s not working/needs to be
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Consultation & Purpose What has happened as result so far? changed. This data will then be used to shape the future strategy
Policy and Partnerships The Place Survey 2009 The surveys were first sent out to 18,850 households across the seven districts, based on their respective response rates to the previous survey in 2008. The initial mailing was sent out on The Place Survey is designed to 21st September 2009, with returns accepted until 30th November 2009. A total of 6,827 (37%) get people's views on, and valid surveys were returned. experiences about: • The local area Results relating to national indicators are reported in the performance section of this report. • Local public services • Information you receive from Non-national indicator results: local public bodies Across Northamptonshire as a whole, the five aspects most frequently cited as important in • Local decision making making somewhere a good place to live were: the level of crime (63%, -2%); clean streets • Helping out (47%, +2%); health services (42%, no change); affordable decent housing (32%, -1%); and • Getting involved parks and open spaces (30%, +1%). The factor ranked fifth overall in 2008, education th • Respect and consideration provision, is ranked 7 in 2009 (29%, -2%). • Community Safety Overall the five aspects considered to be most in need of improvement in people’s local area are: road and pavement repairs (57%, +6%); activities for teenagers (48%, -2%); the level of crime (33%, -1%); the level of traffic congestion (31%, +1%); and clean streets (28%, 1%). The rankings have remained the same as the 2008 survey.
The priority issues that are felt to most need improving across Northamptonshire are the level of crime, clean streets, road and pavement repairs, activities for teenagers, public transport and the level of traffic congestion. Relative strengths across the county can be identified as health services, education provision, affordable housing, parks and open
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Consultation & Purpose What has happened as result so far?
spaces and access to nature.
Eighty-eight percent (-1%) of respondents said they are satisfied with their home as a place to live and 76% (-1%) with their local area.
Respondents generally felt that local public services tend to treat all types of people fairly (52%), are working to make the area cleaner and greener (55%) and are working to make it safer (54%). There is less agreement that they promote (31%) or act on the concerns of local residents (34%).
The lowest levels of overall satisfaction with services provided by local authorities are with museums and galleries (32%, -3%), although satisfaction is higher in areas which have their own major facilities. Fire and rescue services (77%), refuse collection (72%, -1%), local tips/household recycling centres (72%, no change), and doorstep recycling (71%, +1%) drew the highest levels of satisfaction.
Local tips/household waste recycling centres (89%) and parks/open spaces (89%) are the two services that have been used by most respondents within the last year. Museums and galleries (34%) and theatres and concert halls (47%) are the least likely to have been used.
Overall satisfaction with Northamptonshire County Council was 31% (+1%), 27% (+7%) of respondents think that Northamptonshire County Council provides value for money,
Over half of respondents (63%) said that their overall quality of life had stayed the same over the previous three years.
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Customer Feedback: January to March 2010.
Compliments: Total Number of Registered with the Customer Feedback Team, or that we have knowledge of: 231 Previous Quarter: 317
Complaints: Total Number of New Complaints Registered with the CFT, or that we have knowledge of: 185 Previous Quarter: 279 Overview of the Quarter:
In March 133 Negative comments were logged in regarding the availability of on line information in relation to the notification of allocation of secondary school places. Contingency plans have been drawn up in preparation for the allocation of Primary School Placements in April.
There has been a 24% decrease in the number of complaints recorded.
The new Customer Feedback Policy was launched on 8th March, however the new centralised system to enable everyone to record and monitor feedback could not go ahead as planned and work continues to identify the right solution to enable us to do this. The Feedback Coordinators across the Council are ensuring that they continue to record feedback in their respective areas and are working closer with the Customer Feedback Team.
Considerations for the Coming Quarter across Services:
To ensure that the right system to record, monitor and track customer feedback is identified and developed..
To develop a training programme to support the launch of the Customer Feedback Procedure and enable staff to feel more confident to handle complaints objectively, timely and consistently.
To work with services to improve how we gather information and respond to Ombudsman’s investigations.
Compliments:
159 Compliments have come from external customers and partners or from other departments within the council.
Service Area Compliments Previous What we‟re doing well Transport and Highways 20 42 ‘First class service‟ ‘Thanks for your prompt response’ Waste Management 1 1 Good service from staff Fire 16 12 Thanks for assistance at incidents and a fantastic job Libraries & Information 31 40 Young adult customer at Burton Latimer thought self service „brill‟ and will now use the library more often. Customer at Kettering commented that „‟The energy monitor is better than watching a film and cheaper‟‟ ‘ Library is a wonderful asset to the people of Far Cotton and Delapre‟i think the online library search system for Northamptonshire is fabulous. Its really easy to navigate and is very user friendlyI thought the book club (Family Reading Group at Thrapston) was wonderful. Van driver praised for going the extra mile to deliver a Bookstart Treasure Chest
Customer Service 14 18 Polite and courteous staff, praise for street doctor and journey line Centre. Heritage/Archaeology 9 6 Helpful and welcoming staff, excellent talk Trading Standards. 11 15 Helpful Staff. Sports Development 6 37 Organisation of the County Athlete Assessment Day for Swimming. This is aimed at introducing disabled youngsters into the swimming excellence pathway. Disability Day at Redwell Leisure Centre in Wellingborough.
Human Resources. 19 17 Excellent service and thanks for continued help and support
Excellent service provided in one department’s recruitment process
Adult Learning 10 20 Appreciation of courses and tutors, good partnership relationships in relation to Italian Cookery classes Learning and 6 1 How well a member of staff dealt with candidates Development Registrars and Coroners 13 4 General thanks for level of service Countryside / Country 1 1 Thanks from Greenpeace for use of facilities at Brixworth Country Park Parks
160 Arts Development 0 2 Environment Growth and 0 1 Commissioning. Records Office 10 13 Appreciate time and efforts of staff Communications and 2 14 Praise for help with hoax emails and keeping people informed Marketing Policy 0 2 Finance 0 3 Legal and Democratic 0 2 “Your staff were most understanding and helpful.”
Children and Young 8 12 Short breaks for children with autism ‘You do a brilliant job so keep up the good People’s Services. work ‘‘ My special home from home i will never forget you all’ Personalisation.(HASS) 8 22 Individual case work ‘ wonderful work’ The family wanted to pass on their thanks and appreciation to Clay and the team for the speed of the response to their request for help and the actions taken to ensure that Molly's last few weeks were as comfortable as they could have been.
Direct Services to Adults 23 31 Wellingborough START Team Quality of Service: Very Good. & Carers.(HASS) "The care I received was excellent." "Excellent, friendly and very professional service." "I am very grateful for all their help and support. Thank you very much." "They came every day as requested. They notified us if unable to come due to bad weather."
Planning & 23 3 " Very pleased with service she receives, states the girls are like old friends to her Commissioning.(HASS) and she wants her thanks and acknowledgement of the good service she receives made known to you". " (carer) commented that (service user) is more alert and appears happier now that she is based full time at Ashgrove. Tthe staff team are good, supportive and communication is good".
Totals 231 317
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Ombudsman Complaints:
Type of Contact Jan-Mar 10. Previous quarter Full Complaint Investigation - Full complaint which NCC must investigate and respond within 28 days. 4( 3 X Statutory, 1 2 X not NCC) Premature Complaint – A complaint which has gone too early to the Ombudsman 4( 3 Statutory, 1 x 4 Council) Unreferred Complaint - Ombudsman has made a decision without referring to NCC. 4 (Council) 1 Enquiry - Ombudsman asks for information from which they may make a decision. 3(Statutory) 2
Total 17 9
There has been a 100% increase in the number of Ombudsman Investigations. 2 investigations relate to complaints which the Council had already responded to through the complaints procedure in HASS, 1 related to a CYP Special Needs complaint which had previously reached stage 3 of the statutory process and 1 which after initial investigation has been referred back to the LGO as this is not an NCC issue. The impact on the CFT has been great and has identified the need to work closer with Services to enable them to improve their understanding as to their responsibilities in relation to such investigations.
Reasons for the Investigations:
The application of the eligibility criteria in relation to HASS Support given to a young disabled woman Assessment of needs for a young child with special needs.
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Council Complaints:
Service Area Stage Previous Stage 2/ Previous Stage 3/ Previous Ombudsman Previous 1/Local Full Review resoluti investiga on tion Transport & Highways 17 11 0 0 0 0 1 X Unreferred 2 x Premature (Including Parking 2 x Full Investigation Services) Waste Management 5 5 0 0 0 0 0 0 Strategic Planning 0 0 0 0 0 0 0 0 Communications and 1 0 0 0 0 0 0 0 Marketing Fire 8 8 3 0 0 0 0 0 Libraries & Information 58 43 0 0 0 0 0 0 Service Customer Service Centre 2 0 0 0 0 0 0 0 Trading Standards 1 2 0 0 0 0 0 0 Human Resources 9 13 0 0 0 0 0 0 Adult Learning 20 52 0 0 0 0 0 0 Registrars and Coroners 1 1 0 0 0 0 0 0 Records Office 0 0 0 0 0 0 0 0 Countryside/Country 2 3 0 0 0 0 0 0 Parks Sports Development 0 10 0 0 0 0 0 0 Customer Feedback 0 1 0 0 0 0 0 1 x premature Team Property Asset 0 1 0 0 0 0 0 0 Management Finance 0 1 0 0 0 0 0 1 Insurance 0 2 0 0 0 0 2 X Unreferred 0 Schools (Corporate) 0 0 0 0 0 0 0 1 x Enquiry
163 Children & Young 0 5 0 1 1 0 1X Unreferred 0 People’s Services(Corp) Student Services 0 2 0 0 0 0 0 0 Legal and Democratic 0 1 1 0 0 0 1X Premature 1 x Unreferred Complaint Totals 124 156 4 3 1 0 5 7
Timescales:
Libraries responded to 93% of complaints within 5 days.
Human Resources responded to 67% of complaints within timescales
All other services reported that they had responded to complaints within the agreed timescales.
A Sample of Reasons for Council Complaints
Service Area Some of the reasons for complaints Transport and Highways Transport not picking up school children or being late. State of roads. Parking
Libraries Slow internet/internet failure. Library cold following breakdown in heating. Not enough material available in Afrikan. Shelf for reservations too high Trading Standards. Livestock unfit for sale Waste Management Incident on site, Policy and Staff on site Country Parks Out of control dogs and bike punctures from thorns in hedges Human Resources Lost application; Dissatisfaction with HR Advisory team Adult Learning Level of paperwork and venue for courses Fire Issues in relation to attending to alarms, smoke detectors not working
Action and Learning from Complaints:
Libraries: Shelf lowered
Adult Learning: Changes to course paperwork. Course information sheet updated.
Waste Management: New signage fitted at Ecton Brook site
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Human Resources: Reviewed procedures and action plans and put in training
Health and Adult Social Services Statutory Complaints:
Number of Complaints in Comparison with the Previous Quarter:
Service Area Stage 1/ Previous Stage 2 / Full Previous Stage 3 Previous Ombudsman Previous Local Investigation. Only applicable Resolution. to Commissioning. Personalisation. 11 17 0 0.5) 0 0 3 x Formerly: Investigation Care Management & Self Directed Support Direct Services to 6 7 0 0 0 0 0 0 Adults & Carers Planning & 33 64 4 3.5 0 o 0 0 Commissioning Totals 50 88 4 4 0 0 3 0
Personalisation (previously Care Management.): There has been a continued reduction in the number of complaints. The complaints are evenly spread across the service and there are no real areas of concern this quarter.
Direct Services to Adults and Carers: There has been a slight decrease in complaints, but no areas of concern
Planning and Commissioning: The number of complaints has reduced, however, one area of concern which was identified in the last Performance Board Report with regard to one of the domiciliary services remains of concern. The Customer Feedback Team continue to work closely with Commissioning in relation to this particular provider and senior managers are aware.
165 Health and Adult Social Services Stage 1 and Stage 2 Complaint Outcomes:
Fully Previous Partially Previous Not Previous Current/ Previous Substantiated Substantiated Substantiated Withdrawn Stage 1 Total 15 38 19 20 8 9 8 21
Stage 2 / Full 0 4 1 0 0 0 3 Investigation 0 Total
Health and Adult Social Services Timescales:
Timescales Local Resolution/Stage 1 Previous Quarter Quarter 1 10 day Timescales Met 11 11 25 20 Day Timescale Met 14 27 9 Did not meet 20 day timescale 17 32 23 Current / Withdrawn 8 18 1
There has been a continued improvement in timescales in Personalisation, however, the Commissioned Service, where most of the complaints have been focused, remain poor at responding. The Customer Feedback Team will be working directly with the domiciliary providers to try and resolve these issues.
Children and Young People Statutory Complaints:
Number of Complaints with Comparison with the Previous Quarter:
Stage 1 Previous Stage 2 Previous Stage 3 Previous Ombudsman Previous Totals 11 35 4 1 0 3 3 0
There has been a decrease in the number of Stage 1 complaints.
166 Issues: (These have not necessarily been fully substantiated.)
Reason for Stage 2 Complaint: Unhappy with the factual accuracy of report which was presented at Court. Foster carers unhappy with the conduct of social services in not listening/taking advice from other professionals in relation to their foster daughter who has since left them Unhappy with the way the case has been handled and feel any relationship with social services has broken down Accuracy of an assessment.
General Issues: The main reason for complaints continues to be professional decision making, the council is making decisions in the interests of the child, which the parents or relatives may not agree with. The 2nd main reason for complaint is staff attitude / conduct.
Children and Young People Stage 1 and Stage 2 Complaint Outcomes:
Fully Previous Partially Previous Not Previous Current/ Previous Substantiated. Substantiated Substantiated Withdrawn Stage 1 Totals 1 4 3 7 0 5 7 19 Stage 2 Totals 0 0 0 3 0 1 4 1
Children and Young People Timescales:
Timescales Stage 1 Previous Quarter 10 day Timescales Met 2 7 20 Day Timescale Met 2 5 Out of Timescale 0 5 Current / Withdrawn 7 18
The CFT continue to work with managers to try and address complaint within the agreed timescales everyone is working harder to improve this.
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REGULATORS
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REGULATOR ASSESSMENTS : Corporate performance report – 2009-10 Quarter 4
Comprehensive Area assessment
Comprehensive Area Assessment (CAA) came into operation from 1 April 2009. CAA assesses how well partners (including the County Council) collectively understand the needs of the communities they are serving, deliver outcomes and improvements that reflect these priorities, and have good prospects for future improvement. CAA also includes a scored organisational assessment for local authorities comprising Use of Resources and Managing Performance.
The first year of CAA results were published on 10th December 2009. The results were formally reported to Cabinet on 15th December 2009. 1. Comprehensive Area Assessment Results
Organisational Assessment
1.1 The Organisational Assessment of Northamptonshire County Council comprises Managing Performance and Use of Resources assessments. The Organisational Assessment is a joint inspectorate scored judgment to which Ofsted and the Care Quality Commission contribute. The assessment is co-ordinated by the Audit Commission.
1.2 Overall the County Council has been assessed as performing adequately. The overall results and sub scores are shown in the table below.
Managing performance 3 out of 4 see* for description of scores Use of resources 2 out of 4 Managing finances 2 out of 4 Governing the business 2 out of 4 Managing resources 2 out of 4 Area Assessment
1.3 The Area Assessment aims to focus on the quality of life for those living in an area and the prospects for improvement (in two tier areas the area is the County). The starting point is the Local Area Agreement and Sustainable Communities Strategy with a focus on local priorities as well as national themes.
1.4 The assessment seeks to answer three questions:
169 How well do local priorities meet local needs and aspirations? How well are the outcomes and improvements needed being delivered? What are the prospects for future improvement?
1.5 The Area Assessment is not scored and is reported by way of a narrative with a system of red and green flags
Green flags are used to identify innovative practice or exceptional success. We have one green flag – denoting exceptional outcomes or innovation, has been awarded for the recovery and rejuvenation in the north of the county. Red flags are used to indicate significant concerns about outcomes, performance or future prospects not being adequately addressed. We have one red flag – identifying that action is needed has been given to reflect the need for partners to work more closely to combat the harm caused by alcohol
1.6 The Area Assessment report makes for positive reading. The Commission point to improved partnership working in the county and point to ’a structure and leadership which is well placed to ensure local public services work effectively together to improve life in Northamptonshire’. The report endorses the priorities set by the Northamptonshire Partnership as the right ones for the County and points to many improved outcomes and future challenges. 2. Annual Performance Assessment of Adult Social Care Services
2.1 In April 2009 the Commission for Social Care Inspection, the Healthcare Commission and the Mental Health Act Commission were merged into the new Care Quality Commission (CQC). CQC is responsible for making an annual assessment of how the council promotes adult social care outcomes for people in Northamptonshire.
Overall Grade Awarded for Delivery of Outcomes Performing Well
Delivering Outcomes Grade Awarded
Improved health and emotional well–being Performing Adequately Improved quality of life Performing Well Making a positive contribution Performing Well Increased choice and control Performing Well Freedom from discrimination or harassment Performing Adequately Economic well-being Performing Well Maintaining personal dignity and respect Performing Adequately
170 3. Children’s Services Annual Rating
3.1 Ofsted are responsible for providing an annual rating of council Children’s services as part of the new CAA arrangements.
3.2 Children’s services include the full and integrated range of services, from universal services such as education through to specialist services, for example those for looked after children.
3.3 Overall, Children’s Services are assessed as ‘Performing Adequately’ Ofsted say that the performance of the local authority’s schools and settings is mixed. Childcare or nursery provision is generally good or better but the number of secondary and primary schools performing well is below similar authorities and national averages. Almost all our special schools, all pupil referral units and all six children homes are good or better. The adoption agency is also judged to be good. The recent unannounced inspection of contact, referral and assessment arrangements for children in need reported strengths in child-centred work with areas for development in relation to inconsistencies in the formal recording of management guidance and direction on individual cases.
4. Fire and Rescue Service Organisational Assessment
4.1 Fire and Rescue services are subject to an Organisational Assessment on similar lines to councils as part of the CAA framework. This incorporates a managing Performance and Use of Resources theme.
4.2 Overall the Fire and Rescue Service has been assessed as ‘Performing Adequately. The overall results and sub scores are shown in the table below.
Managing performance 2 out of 4 * Use of resources 2 out of 4 Managing finances 2 out of 4 Governing the business 2 out of 4 Managing resources 2 out of 4
*Description of scores: 1. An organisation that does not meet minimum requirements, Performs Poorly 2. An organisation that meets only minimum requirements, Performs Adequately 3. An organisation that exceeds minimum requirements, Performs Well 4. An organisation that significantly exceeds minimum requirements, Performs Excellently
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