Appendix D Corporate Strategy Performance Report Quarters 1 & /17. Jo Morley-Hill, Programme and Performance Manager

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1 Appendix D Corporate Strategy Performance Report Quarters 1 & /17 EXECUTIVE MEMBER: LEAD OFFICER: REPORT AUTHOR: Cllr David Moore Fiona Rooney, Director of Commercial and Corporate Resources (Section 151 Officer) Jo Morley-Hill, Programme and Performance Manager WHAT BENEFITS WILL THESE PROPOSALS BRING TO COPELAND RESIDENTS? Residents of Copeland are able to see the progress that the Council is making in delivering the Corporate Strategy WHY HAS THIS REPORT COME TO THE EXECUTIVE? (E.g. Key Decision, Policy recommendation for Full Council, at request of Council, etc.) This report provides 2016/17 quarter one and two performance against the Corporate Strategy for 2016 to RECOMMENDATION: It is recommended that Executive considers the 2016/17 first and second quarter performance against the Corporate Strategy for 2016/2020, agrees the report and notes the actions being taken to improve compliance with targets. 1. INTRODUCTION 1.1. The Council s Corporate Strategy for was approved by Full Council in January The Strategy was written to reflect the Elected Mayors priorities, substantial changes taking place in national policy and the significant reductions taking place in local government funding The Corporate Strategy is supported by the Corporate Strategy Work Plan, the Corporate Policy Framework and the Performance Management Framework. The Policy Framework is currently being revised in order to recognise the substantial policy changes taking place at national, regional and local level. The Performance Management Framework will ensure that we deliver against the priorities in the strategy and that we are able to demonstrate effective and efficient use of resources to residents and other key stakeholders The Corporate Strategy, which sets out the revised mission and priorities, is key to the council meeting the financial challenges in the years ahead. The mission statement reflects the role of the council in the future, one where we are an effective council working with partners and communities to arrange services for the residents of Copeland. Our ambitions have also been substantially revised and are (in no particular priority order): Town Centre Regeneration Increase the Commercial Activity of the Council Improve Employment Skills and Social Wellbeing 1

2 Strengthen the way the Council Operates 1.4. From these ambitions the Council has set itself 5 Strategic Objectives that is wishes to meet by These are (again in no particular order): For our towns, villages and streets to reflect the prosperity of the area; Grow the commercial activity of the Council to benefit the people of Copeland, ensuring the wealth generated remains in Copeland; Attract businesses and professionals to Copeland and retain our talented young people and work with partners to support the most vulnerable; Continually review services provided to ensure they meet the needs of Copeland and ensure they are efficient and effective Maximise the Councils opportunities for growth 1.5. Performance is assessed based on: Attainment of Key Deliverables in the Corporate Delivery Plan (Appendix A) Performance against Key Performance Indicators designed to measure delivery of core services, in addition to the strategic outcomes of the Corporate Strategy; Achievements made through our work in our key strategic partnerships and with enabling communities; 1.6. This report sets out performance and progress for Quarters 1 and 2 and provides data for Key Performance Indicators until the end of quarter one, 30 th June PERFORMANCE AGAINST CORPORATE STRATEGY Corporate Delivery Plan Key Deliverables The Corporate Delivery Plan shows when the Council expects to deliver key milestones in achieving the Council s Ambitions. This was approved at executive on 19 th April Attainment and progress against each key deliverable is shown in Appendix B Ambition 1: Town Centre Regeneration There were 13 key deliverables due by the end of quarter two. Of these 8 (62%) have been achieved and 5 have been carried forward into quarter 3 or delayed. The work around improving town centres and high streets is being undertaken as part of the Whitehaven Masterplan process through four key themes of Whitehaven Welcome; Experience Whitehaven raising the bar in terms of the retail and leisure offer; Whitehaven Green Chains and Connecting Whitehaven. Delivery is planned for quarter three. The town centre opportunities studies have been replaced with the Masterplan and Growth Plans for each of the four towns. This process will identify key opportunities within each town centre. The masterplans will be in place by the end of Q3, with the Growth Plans completed in Q4. Although there has been no borough wide car parking investigation, car parking has also been highlighted as part of the town masterplans and growth plans. The town centre funding analysis hasn t been undertaken as a needs analysis at a Town Centre level, but has been taken forward against specific economic zones within towns or in 2

3 response to emerging projects. The nature of the regeneration will dictate grant funding sources, which is a constantly changing picture. The Whitehaven Growth Deal application is a good example of seeking funding for town centre regeneration. This was submitted in Q1 with a decision expected in Q3. There have been early discussions through the Sellafield Limited socio-economic route towards regenerating the town through delivering growth projects/ new build offices. Again the master planning process will identify opportunities for regeneration and delivery routes, including funding. Grant scheme for buildings have been drawn up based on good practice to invest in town centre schemes. These are available and funding options were explored including using Council reserves matched with Town Council or Locality Partnership funds. The Council position was revisited following the Sellafield Limited rates issue and as a result, all planned projects were put on hold. Whitehaven Town Council has gone ahead with a small scale facelift scheme in the meantime, but opportunities to match this against Townscape Heritage Initiative will be explored during Q3-Q4. Promoting tourism within the borough is an important part of improving the economy within the borough. Feasibility work around a Tourist Information Centre is nearing completion and the Council is keen to utilise existing tourist attractions such as the Beacon in any future plans. Whitehaven Market was re-launched at the end of September 2016 over a successful threeday event. The analysis and review of the weekend will provide data to understand the economic and marketing impact on the town. All 33 stalls were used with street entertainment and a formal opening event on the 1 st October The collaboration with Whitehaven Town Council offers grant resources to assist with the market costs and provides an allocation of grant to be overseen by the town council for events and marketing activity in support of the market. Copeland Council continues to provide the day to day management and is recruiting a Markets Officer for this purpose. An advisory group comprising local stakeholders meets on a bi monthly basis supported by a weekly project team. The Planning Policy team are working on the site allocations document to ensure land supply for growth Ambition 2: Commercialisation There were 17 key deliverables due by the end of quarter two, of these 11 (64%) have been achieved and 6 have been carried forward into quarter 3 or 4. Considerable progress has been made over the first half of 2016/17. The Council s Commercial Strategy was approved by Executive on 19 th April 2016, with the Commercial Framework, which describes the governance arrangements around commercial activity, being approved on the 23 rd August. This framework has now been implemented and is being used to develop several commercial opportunities including the development of an energy company designed to save residents money on their fuel bills. Overview and Scrutiny Performance Sub-Group have requested that both calor gas and oil are included within the scope of this initiative. This will be referred back to the Delivering Differently Business Theme Working Group for discussion. As part of this work, the Council will work with its strategic partners to ensure that the most vulnerable residents of the borough can take advantage of these lower fuel costs. 3

4 Additional commercial opportunities identified include advertising and sponsorship, the development of a social enterprise to support the nuclear supply chain. Further details around Commercial Projects can be found in the Delivering Differently Progress Report for 2016/17 Quarters 1&2. The appointment of the Commercial Director has been delayed until quarter three, due to the Support Services Review delays. This will now be finalised in quarter three. Further work is also needed to develop an Income Generation Strategy and the associated processes by December Ambition 3: Employment, Skills and Social Wellbeing There were 18 key deliverables due by the end of quarter two, all of which have been achieved (100%). Excellent progress is being made in developing first class services within Copeland. The Education Campus project is well underway with tenders submitted and a contractor chosen. The Council is providing strategic support and focussing on sport and community engagement aspects of the project. The Health and Wellbeing Forum has reviewed and set its priorities, ensuring that these fit in with the wider Cumbria agenda and priorities. This group encourages joint working and can influence the spending of public health money targeted at Copeland ensuring the money goes to where it is needed locally. A sum of public health resources for Copeland is to be targeted at children s health issues, particularly childhood obesity and the impacts of poverty. The Council maintains an active role in addressing domestic violence within Copeland and data at the end of quarter 2 show a slight reduction in the number of repeat domestic violence cases. Work continues with existing partners including Multi Agency Risk Assessment Conferences, LMAPs now being delivered through the new partnership Whitehaven Hub located within the Whitehaven Police Station and voluntary sector partners to investigate the feasibility of specialist temporary accommodation within the borough. The Council has produced and implemented a social inclusion policy, and continues to work with partners on projects designed to improve social inclusion. This includes Age UK, looking at social isolation issues for elderly residents, and the Howgill Family Centre, which is more family focussed. The Council leads the Copeland Work and Skills Partnership, which have a developed a three-year programme of projects designed to improve the employment rate and the level of qualifications within the Borough. Projects include an employability fund designed to tackle financial barriers faced by individuals trying to access employment or training, apprentice and traineeships and Information, Advice and Guidance training. A Sector Based Work Academy which utilises a model approved and well used by the Department for Work and Pensions / Job Centre Plus as a method of helping unemployed people into work; Area Based Apprentice Subsidies scheme focused on providing a subsidy towards apprentice salaries to entice smaller and non-nuclear employers to support young people entering into local employment; 4

5 Information, Advice and Guidance will use funding to train six workers over the 3 years to NVQ Level 3 or 4 in Advice and Guidance to overcome capacity issues in delivery organisations within Copeland Ambition 4: Strengthen the way we Operate Of the 20 key deliverables due by the end of quarter two, 12 (60%) were achieved. Successful outcomes were delivered in Procurement and reviewing how the Council spends its money, implementing the 2016/17 Budget, improving customer services and consultations for Nationally Significant Infrastructure Projects. During May and June 2016, the Interim Director of Commercial & Corporate Resources and/or Head of People Resources held a series of discussions with all service managers across the Council. This was part of a service level review and to take the opportunity to ascertain the views of internal customers about how well the support services were being received and where they felt improvements could be made or perhaps different services could be provided. Managers were asked to share a questionnaire with their teams to ensure we received the widest range of customer feedback possible. The Executive Member for Nuclear and Corporate Services attended some of the sessions to ensure consistency in approach and to hear first-hand some of the feedback. CLT received fortnightly updates as part of the CLT business agenda. This information was collated and, during July, a series of briefings were held with those Managers included in the scope of the Support Services Review. The next stage in the process was for these Managers to hold a meeting with their team(s) to cover the following: a) Share the questionnaire from the first stage, if not already done so, to ensure we got as much feedback as possible to inform the shape of the support services; b) Share the feedback for their service area; and c) Based on this feedback about their services, to ask their teams to consider a series of questions (What areas/activities do you believe work well in your team? Any ideas on how our service could be organised? How could the team improve?) All of the feedback has been collated, and has helped inform how the services are proposed to be organised. Additional Human Resources support was obtained and the Consultation period was due to end on the 16 th September However, an extension to this consultation period is now in place, ending on 3 rd November CLT will review the consultation comments and draw up proposals to seek elected members views on the 4 th of November The proposals will be presented to Overview & Scrutiny Committee on 16 th November, Personnel Panel on 17 th November and to Executive for approval on 22 nd November. Final structures will be approved and issued to employees on 2 nd December An update was provided to Overview and Scrutiny Committee by the Managing Director on 4 th October The next phases of the NUGEN and National Grid Consultations have been delayed and will now not take place until quarters 3 and 4. Extensive work has taken place on improving access to customer services in line with the Customer Services strategy. Customer flows and process have been reviewed to ensure they are efficient and effective and new Customer Standards are being developed that will be 5

6 implemented throughout the council. A project to replace the existing, outdated website is underway with the aim of providing a much more customer focussed website by the end of quarter four Key Performance Indicators In addition to the Corporate Strategy Delivery Plan, the Council also utilises a set of Key Performance indicators to ensure both Corporate Strategy Strategic Outcomes and Core Services are being delivered within expectations. A list of key performance indicators is shown in Appendix C. This also includes current performance levels, reasons why targets haven t been attained and actions for improvement. In addition to these indicators, service managers use a range of measures to manage their service performance on a week by week, month by month basis. The Corporate Leadership Team and Executive discuss the key performance indicators together with the wider changes taking place to monitor the overall direction of travel for the organisation. The majority of Key Performance Indicators are new for this year, and therefore this reports provides a baseline on which the Council can build as the Corporate Strategy is implemented. Summary of Key Performance Indicator Results: - Of the 18 key performance indicators that could be measured at the end of quarter one, 6 (33%) reached their targets. Given the changes in the number and type of key performance indicators used, a comparison with last year could not be made, however these results will provide a baseline against which future improvements can be measured. Successful outcomes were achieved in council tax collection, a reduction in empty homes, e payments received, other planning applications, reduced repeat domestic violence incidents and repeat homelessness. Areas which remain off target are planning and waste recycling. There has been a dip in performance in the processing of housing benefit/council tax collection, due to absences and incidents at Carlisle Council, which still hosts the Council s Revenues & Benefits IT Services. However, this is expected to improve for quarter two. The Council recognises that current performance against the new Key Performance Indicators needs to be greatly improved and directors will work with their service managers to ensure that barriers to improving performance are reduced. Details of the actions being taken to improve performance are given in Appendix B. 3. OPTIONS TO BE CONSIDERED Executive are asked to note the progress and performance for quarters one and two of 2016/17 and make recommendations for improvement where appropriate. 4. CONCLUSIONS This report provides a baseline of performance against the new corporate strategy and corporate delivery plan. 6

7 5. STATUTORY OFFICER COMMENTS The Monitoring Officer s comments are: This report provides a progress update to the Executive on key projects arising from the Corporate Strategy. Any legal issues arising from individual key deliverables will be dealt with as appropriate. The Section 151 Officer s comments are: The financial delivery of the Corporate Strategy and Plan is shown in the Council s Medium Term Financial Strategy and 2016/17 Budget and Capital Plan. EIA Comments: The Corporate Strategy and Service Plans against which performance is measured have undergone Equality Impact Assessments. Policy Framework: Budget and Policy Framework Procedure Rules as set down in the Council s Constitution. Other consultee comments, if any: Overview and Scrutiny Performance Sub-Group comments are incorporated within the report. 6. HOW WILL THE PROPOSALS BE PROJECT MANAGED AND HOW ARE THE RISKS GOING TO BE MANAGED? Project and risk management has been on-going throughout the year by managers covering all objectives within the plan. Corporate Leadership Team review progress on a regular basis and review the Strategic Risk Register monthly. 7. WHAT MEASURABLE OUTCOMES OR OUTPUTS WILL ARISE FROM THIS REPORT? This report provides information about measurable outcomes from the Council s work in delivering the Corporate Strategy APPENDICIES Appendix A Original Key Milestones Plan Appendix B Key Milestones Quarter 2 Appendix C Key Performance Indicators Quarter 1 9. BACKGROUND PAPERS: Corporate Strategy Copeland Partnership Plan 7