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Comprehensive Performance Assessment

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Comprehensive Performance Assessment Comprehensive Performance Assessment Tunbridge Wells Borough Council March 2009 Contents Introduction 3 Executive summary 4 Areas for improvement 7 Summary of assessment scores 8 Context 9 What is the Council, together with its partners, trying to achieve? 11 What is the capacity of the Council, including its work with partners, to deliver what it is trying to achieve? 16 What has been achieved? 22 Appendix 1 – Framework for Corporate Assessment 26 Introduction Introduction 1 Comprehensive Performance Assessment (CPA) is the means by which the Audit Commission fulfils its statutory duty under section 99 of the Local Government Act 2003 to make an assessment, and report on the performance, of local authorities. Corporate assessment is one element in the overall assessment that leads to a CPA score and category. 2 The purpose of the corporate assessment is to assess how well the Council engages with and leads its communities, delivers community priorities in partnership with others, and ensures continuous improvement across the range of Council activities. It seeks to answer three headline questions which are underpinned by five specific themes. What is the Council, together with its partners, trying to achieve? • Ambition • Prioritisation What is the capacity of the Council, including its work with partners, to deliver what it is trying to achieve? • Capacity • Performance management What has been achieved? • Achievement and Improvement 3 Tunbridge Wells Borough Council Executive summary Executive summary 3 Tunbridge Wells Borough Council has made exceptional progress since its corporate assessment in 2004. It is now an 'excellent' council. It has engaged effectively with partners to formulate a clear vision for the borough that is supported by challenging but realistic ambitions. Both the vision and ambitions are informed by comprehensive consultation with residents, including minority and other seldom heard groups, and thorough research. There is good alignment between the strategic plans of the county local strategic partnership (the Kent Partnership) and that of the borough, Tunbridge Wells Together (TWT) as well as other partner organisations. This means that partners are focussed on what is important to residents and there is effective coordination of effort to deliver shared priorities. 4 The Council has successfully created an organisational culture that places emphasis on effective management of well motivated staff delivering high quality services, improved customer satisfaction and value for money. As a result the Council has improved 68 per cent of key performance indicators since 2003/04 and now has 57 per cent of these among the best performing councils nationally. A residents' survey in 2007/08 showed that 76 per cent of residents were satisfied with the Council and the Council achieved the highest possible score of '4' - performing strongly in its recent annual value for money assessment. 5 Political and managerial leadership is strong. The Leader and the Chief Executive have both worked successfully to re-launch TWT. This organisation is now inclusive and proactive at recognising and responding to the needs of the community. It published the community strategy 'Enhancing the Quality of Life for All' in 2006. This document is informed by extensive consultation, particularly with groups and individuals from minority communities including people with disabilities, people from different faiths, young people and older people. The views of these groups are added to by thorough and ongoing research to ensure that the partnership continues to have an excellent understanding of what is important to all residents. The community strategy links to other strategic plans in the county, notably the county wide community strategy and local area agreement (KA2), and is supported by service specific plans tackling issues such as community safety and waste management. Although most joint strategies are supported by detailed action plans and associated targets there are some examples where these have yet to be finalised or lack detail. Overall it is very clear what the partnership intends to achieve and how it will achieve it. 6 The Council has clear priorities underpinned by three customer focussed values. The priorities are described in the Council's 'Strategic Plan' and link logically to the ambitions of TWT. They reflect a good understanding of local needs, particularly those of minority communities. These are examined in detail through good community engagement and a programme of equality impact assessments linked to strategic and service delivery plans. Council values focus on effective management, high quality services delivering customer satisfaction and value for money. Medium term spending plans reflect corporate priorities meaning that resources are moved from non-priority services such as the theatre and back office functions to support priorities such as housing, waste management and community safety. Tunbridge Wells Borough Council 4 Executive summary 7 Community leadership is strong and councillors are prepared to take difficult decisions. Initiatives such as 'Ward Walks' and 'Councillor Call for Action' support councillors' understanding of local issues and demonstrate their commitment to tackle issues that are important to residents. At borough level councillors demonstrate leadership by taking difficult decisions relating to resource allocations. Recent examples include the introduction of town centre car parking charges on Sundays, a new grants regime to improve targeting of scarce resources and reducing subsidies for leisure and cultural facilities. Within the sub region the Leader has been instrumental in obtaining government funding for improvements to the A21 trunk road by coordinating the actions of all councils between Sevenoaks and Hastings that are served by this important route. These examples demonstrate how councillors understand their communities and are prepared to take action to secure improvement. 8 Governance structures support effective decision making. Relationships between councillors and officers are positive and professional contributing to prompt and transparent decision making by Cabinet and effective challenge from overview and scrutiny committees. The percentage of independent members of the Standards board (60 per cent) exceeds the recommended level of 25 per cent ensuring a good level of external scrutiny. The Council has recently been praised by the local government Ombudsman for its treatment of complaints and there are good governance arrangements in place for the main strategic partnerships such as Tunbridge Wells Together, the Community Safety Partnership and West Kent Partnership. 9 The Council makes good use of its financial and human resources. Its finances are sound with high levels of reserves and relatively low levels of council tax. It has improved its financial management and reporting and this has been recognised in its recent Use of Resources assessment where it was judged to be 'performing well'. The Council achieves excellent value for money. Staff are well managed and work effectively with partners and colleagues to deliver good quality services. There are frequent training and development opportunities for staff and councillors and the Council encourages innovation and a flexible approach to problem-solving. This helps ensure that staff are well motivated, hard working and committed to continuous improvement. 10 The Council makes good use of performance management to deliver sustained improvement. Its performance management framework ensures that councillors, senior managers and staff are well informed about what is working well and what needs to be improved. This facilitates recognition of good performance and effective corrective action where necessary. The Council seeks and is responsive to challenge. Overview and scrutiny committees contribute positively to policy development and comment constructively on service delivery. The Council is working with partners to improve partnership performance management. 5 Tunbridge Wells Borough Council Executive summary 11 Access to services is good and improving. The Council makes good use of information technology to underpin service delivery and promote good customer access. It has implemented a customer relationship management system with Sevenoaks and Tonbridge & Malling councils to improve the way that it manages customer information and enhance information available to frontline staff. The Council's website is informative and its services are accessible through digital TV. In partnership with the county council, voluntary sector and others the Council has recently opened the 'Gateway' one stop shop in Tunbridge Wells. This facility supplements rural offices in towns such as Cranbrook and a mobile office shared with the county council which covers rural areas. 12 The Council is delivering improved outcomes to benefit local people. It achieves best quartile performance for processing housing and council tax benefits; the speed with which it processes planning applications; the amount of waste recycled; keeping the cost of household waste collection low; visits to museums; participation in sport; removing fly posting and clearing litter from streets. In contrast the Council has yet to implement effective waste minimisation practices. The Council is improving the availability of housing in the borough by exceeding its targets for both general and affordable housing. In addition in 2007/08 it helped 103 people with
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