Best Value
Performance Plan 2006 / 2007
1
CONTENTS
PAGE NO:
PREFACE – Cabinet Priorities 2006/2007
INTRODUCTION
From the Leader of Salford City Council and the Chief Executive
Section 1 – Analysis of our performance
1.0 What we have achieved and our plans for the future
1.1 Our performance in 2005/2006 and our future plans
Pledge 1 – Improving health in Salford
Pledge 2 – Reducing crime in Salford
Pledge 3 – Encouraging learning, leisure and creativity in Salford
Pledge 4 – Investing in young people in Salford
Pledge 5 – Promoting inclusion in Salford
Pledge 6 – Creating prosperity in Salford
Pledge 7 – Enhancing life in Salford
1.2 Local Public Service Agreement targets
1.3 Awards and external recognition
1.4 How we consult citizens
Section 2 - Best Value and Continuous Improvement
2.0
2.1
2.2
2.3
2.4
Performance Management and continuous improvement
Introduction
Comprehensive Performance Assessment (CPA)
Continuous Improvement in Salford
Performance Management
Section 3 – Salford City Council and its context
3.0
3.1
3.2
3.3
3.4
3.5
3.6
3.7
Salford City Council and its context
Profile of the city
Salford City Council’s mission
How it all fits together
Structures
Resources
Corporate Governance
Managing Risk
Section 4 – Responsibility statement
4.0 Responsibility Statement
4.1 Language Service
4.2 For your comments
2
PREFACE
Cabinet Priorities 2006/2007
Written by Councillor John Merry, Leader of the city council
Last year the Cabinet Workplan set three clear new priorities for improvement. We said we
wanted to:1. Reach Our Customers – by ensuring that we provide high quality services that meet the
needs of people and by influence of the supervised services to them …….and we did.
2. Invest in our workforce – we wanted to invest in our workforce encouraging learning and
expertise……..and we did.
3. Work with our partners – we wanted to work with our partners being clear that it is our
task to provide community leadership to ensure the best deal for the people of
Salford…… and we did.
However, given we are now secure in our improvement path in these areas we now need to
focus on other priorities for improvements in the coming year. These are:1. Undertaking a council-wide spending review to understand if we are directing the
right resources to the right place at the right time.
The key outcomes of this will be:



a single view of the council budget against our priorities
a three to five year budget cycle aligned to those priorities
an understanding of whether staff numbers meet services needs
use of pooled or aligned budgets with our partners to facilitate more partnership
working and to maximise the use of resources in the city
2. Influence our partners to deliver outcomes in the city.
The key outcomes of this will be:




to ensure that the council is seen as “a first among equals” in city partnership
structures
ensuring that all services, by all providers, will meet customer needs
ensuring our own organisation is fit for purpose
maximising the resources available to delivers services across the city from all
partners
ensuring that we “punch above our weight” at a local, regional and national level
3. “Raise the bar” in terms of what the people of Salford should expect for themselves and
from the council.
The key outcomes of this will be:

narrowing the gap in Salford’s disadvantaged statistics, both within the city and
between the city and the rest of the country
greater community cohesion
3


an improved image and reputation for the council
continued improvement of all services to local people including the regeneration
of the city
These are challenging priorities for improvement, They go to the very heart of the
rationale for having a democratically elected, accountable local authority. At their core
all three of these priorities seek to ensure that the people of Salford can enjoy the very
best from the public sector and its partners.
4
Best Value Performance Plan, June 2006
INTRODUCTION
From the Leader of Salford City Council and the Chief Executive
This plan sets out our aspirations for the city and immediate targets for the council. It also
demonstrates our accountability for how we have performed.
A summary of the plan has already been circulated to all households in Salford and made
widely available through council offices and libraries. The summary plan is also available
on the council’s website.
The plan is structured to show how all our services and activities are focused towards the
achievement of the council’s seven pledges. The pledges have been aligned to establish
a clear link between national government priorities, the priorities for the city as identified
with our local partners and the work of the council. The pledges are our longer term
aspirations for the people of Salford. Those activities we undertake from year to year, in
order to achieve the pledges are set out in the Cabinet Workplan. The Cabinet priorities
for 2006/2007 are included as a preface in this document.
In Section 1 we provide a commentary on our longer term aspirations, our targets for the
coming year and how we have performed last year.
In Section 2, we also set out how our processes and the work we undertake are driving
improvements. Service reviews and the inspections and support from outside bodies like
the Audit Commission are opportunities for us to provide better services for the people of
Salford.
The key audiences for this plan are those people closely involved with delivering services
in the city – councillors, partner organisations and employees. Consequently, the plan is
designed to provide a valuable source of information to help us all plan and manage in the
coming year. With this in mind the plan provides an overview of the key processes and
structures which contribute to our overall performance and shows how everyone’s
contribution fits in.
We hope that you find the plan format and structure useful and that you can use it to make
a practical difference to “create the best possible quality of life for the people of Salford”.
Councillor John Merry
Barbara Spicer
Leader of the City Council
Chief Executive
5
SECTION 1 – Analysis of our performance
1.0 What we have achieved and our plans for the future
This part of the plan contains information regarding our performance in
2005/06 together with our plans and targets for the next 3 years. Information
is provided in several sections and, where appropriate, guidance is provided
to enable you to easily understand the information
The sections are as follows:1.1 Our performance in 2005/06 and our future plans
-
At a glance performance
Performance Indicators
Progress in 2005/2006 and future plans
1.2 Local Public Service Agreements targets
1.3 Awards and external recognition
1.4 How we consult citizens
1.1
Our performance in 2005/2006 and our future plans - Overview
Overview
1.1.1 This section of the Plan provides details of how we performed overall in
2005/06 and also what our plans are for the future.
1.1.2 This information is based on an analysis of the data for our best value,
local performance indicators and Comprehensive Performance
Assessment performance indicators.
6
1.2 Local Public Service Agreement targets
The Government's challenge of delivering extra improvements in key
services to local people, in the form of a Local Public Service Agreement
(LPSA), is now in its second phase. Through such an agreement, the City
Council and its partners (public and community/ voluntary sectors) commit
ourselves to a package of specific targets for service improvement.
What is a LPSA ?
LPSA's are agreements between individual councils and its partners
(public and community/ voluntary sectors) and the government. The
agreement is our commitment to work to achieve a number of targets
which can either be targets which we have developed ourselves and
agreed with government because we feel that they are priorities for
Salford or targets selected from ones which have been developed
nationally by the government.
LPSA targets must be achieved in a certain timescale, and, if we achieve
them, we receive additional money to assist us to improve in the chosen
service areas.
Salford’s LPSA-1 contained 12 targets covering the period 1st August 2002
- 31st March 2005. Table 1 provides details of the final stretch achieved for
the 9 completed LPSA-1 targets.
Salford finally completed the process of negotiating a second agreement
with the government in February 2006, with a set of 13 targets to cover the
period 2005-2008, known as LPSA-2. Table 2 provides details of : what the 13 LPSA-2 target indicators are;
 what the outcome will be when the targets are achieved.
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Table 1
Final Stretch Achieved for LPSA-1 Targets
End of Period
LPSA1
No.
LPSA-1 TARGET
3
To increase the attendance
rate in Salford’s secondary
schools
To increase the attendance rate in Salford’s
secondary schools to 91.9% by 2005
To increase the number of
young people aged 6-16
years participating regularly
in sporting activities by
25% by 2005
The % of young people aged 6 – 16 who have
participated in 3 sports at least 10 times in the
past year in their leisure time out of school
lessons and the % of young people aged 6 –
16, who have participated in a sporting activity
or event at a local authority’s sports facility
4
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PERFORMANCE INDICATOR
Achieved /
Not
Achieved
Lead
Directorate
89.20%
Not
Achieved
Education
and Leisure
72.85%
Achieved
Education
and Leisure
Target
Actual
91.9%
70.3
8
6
To increase the number of
people from disadvantaged
groups and areas getting
sustained jobs by March
2005
Increase the number of job entries advanced
by the Job Shop Plus Initiative i.e. Residents
into employment
Increase the number of sustained job entries
advanced by the Job Shop Plus Initiative from
disadvantaged groups living in disadvantaged
areas not covered by Action Teams by 300
entries
3,784
3,792
Achieved
Chief
Executive
300
182
Not
Achieved
7
Increase the tonnage of
household waste that is
recycled
To increase the tonnage of household waste
that is recycled by providing multi – material
recycling sites to 21 (75%) of the City’s high
rise blocks of flats
21
23
Achieved
Environ
mental
Services
8
To increase the number of
private landlords accredited
To increase the number of private landlords
accredited to 400 by March 2005
400
403
Achieved
Chief
Executive
9
To reduce vehicle crime
To reduce the number of vehicle crime
offences to 30.5 per 1,000 population by 2005
30.5
23.04
Achieved
Chief
Executive
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9
10
To reduce domestic
burglary
To reduce the number of domestic burglaries
to 42.6 per 1,000 population by 2005
42.6
28.40
Achieved
Chief
Executive
11
To reduce the number of
people killed/ seriously
injured in road accidents
To reduce the number of people killed/
seriously injured in Salford in road accidents to
83, by 2005 compared with the average for
1994 – 98
82
92
Not
Achieved
Develop
ment
Services
12
To increase annual
improvement in cost
effectiveness
Achieving an 8% increase in performance by
the end of 2004/05 i.e. 2.7% per annum
108
134.80
Achieved
Corporate
Services
* LPSA-1 Targets 1,2 and 5 will not be completed until the summer of 2006.
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Table 2
LPSA-2 Target Indicators and Outcomes
LPSA-2
TARGET
NUMBER
LPSA-2 TARGET INDICATOR
Tackling health inequalities by
reducing smoking prevalence and
increasing physical activity in
Salford
An cumulative increase of 600 people
that stop smoking for 4 weeks (4 week
quitters) across the city;
A 3.75% points improvement in the
percentage of adults participating in at
least 30 minutes moderate intensity sport
and active recreation (including
recreational walking) on 3 or more days a
week.
1
2
LPSA-2 PROPOSED OUTCOME
BY 2008
Reducing levels of overall crime in
Salford
A reduction of 365 overall crimes on top
of expected performance in Salford (BCS
comparator crime).
Reducing anti-social behaviour in
Salford
A 5% points reduction in the percentage
of respondents to the Salford Citizens
Panel Survey who when asked consider
specific issues to be either 'a very big
problem' or a fairly big problem';
3
44 fewer deliberate primary vehicle fires
on top of expected performance;
83 fewer deliberate secondary vehicle
fires on average a year on top of
expected performance.
Improving educational attainment in
Salford
4
A 2.1% points improvement on the overall
percentage of pupils from the lowest
performing secondary schools in Salford
obtaining at least 5 GCSE's, or
equivalent, grade A - C;
A 0.5% points improvement on the
number of half days missed through
authorised and unauthorised absence
expressed as a percentage of total
number of half day sessions in Salford
secondary schools.
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LPSA-2
TARGET
NUMBER
LPSA-2 TARGET INDICATOR
LPSA-2 PROPOSED OUTCOME
BY 2008
5
Raising ambitions and aspirations
227 adults gaining at least one skills for
life qualification at Entry Level 3, level 1
or Level 2 on top of expected
performance.
6
Maximising benefit take-up in
Salford
1,295 successful new claims for benefit
awarded to people aged 60 or over with
the help of Salford City Council Welfare
Advice Team on top of expected
performance.
7
Increasing volunteering and building A 0.87% point improvement on the
stronger communities in Salford
percentage of people (aged 16 or over) in
Salford who undertake formal
volunteering in groups, clubs or
organisations for an average of 100 hours
per 12 month period (an average of 2
hours per week);
200 new people from socially excluded
groups who undertake formal
volunteering in groups, clubs or
organisations for an average of 100 hours
per 12 month period (an average of 2
hours per week), focusing on people with
no qualifications (unemployed); people
form Black and Minority Ethnic
communities; and people with disabilities
or limiting long-term illnesses.
8
Promoting community cohesion in
Salford
A 5% point improvement in the
percentage of people who feel that their
local area is a place where people can
get on well together;
A 5% point improvement in the
percentage of people surveyed who feel
they can influence decisions in their area.
9
Increasing economic activity rates
of young people in Salford
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A reduction of 0.5% points in the
percentage of 16-18 year olds in Salford
who are known not to be in education,
employment or training (NEET).
12
LPSA-2
TARGET
NUMBER
LPSA-2 TARGET INDICATOR
LPSA-2 PROPOSED OUTCOME
BY 2008
10
Increasing the number of people
moving from incapacity benefit into
employment in Salford
162 people on incapacity benefit helped
by Salford City Council/ Jobshop Advice
Service to gain sustained employment of
over 16 hours per week for a period of 13
consecutive weeks or more on top of
expected performance.
11
Increasing recycling in Salford
An additional 1,400 tonnes of nonbiodegradable household waste arisings
recycled or composted on top of expected
performance;
An additional 1,500 tonnes of
biodegradable household waste arisings
recycled or composted on top of expected
performance.
12
Enhancing liveability in Salford
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An additional 90 vacant and blighted
properties returned to use which have
been empty for 6 months or longer and
that are returned into occupation,
statutory notice action implemented/
enforced, voluntarily acquired as a result
of direct action taken by the Council.
13
1.3
Awards and external recognition
During the last year, the city council has received several high profile
awards including Improvement and Development Agency Beacon
Council awards and Municipal Journal Achievement Awards.
As well as these high profile award schemes, Directorates have also
received numerous service awards and external recognitions. A list of
awards and external recognition received in 2005/06 is shown below.
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Awards/external recognition for Salford City Council – 2005/2006
Award/external recognition
Chief Executive Directorate
Municipal Journal Award 2005 – Street Scene Achievement of the Year (Seedley & Langworthy in Bloom)
Municipal Journal Award 2005 – Regeneration Achievement of the Year (Seedley & Langworthy)
Institute of Public Relations NW Award – Best Use of Design and Photography in a media campaign.
Manchester Tourism Awards 2005
Link Age Plus – Chosen as Link Age Plus pilot by Department of Work and Pensions
Community, Health and Social Care Directorate
Beacon Council Award – Supporting People
Department of Health – Integrated Community Equipment Services - Award for the Services overall contribution to the Integration Agenda.
Commission for Social Care Inspection recognition – Social Care services in Salford received a three star rating from CSCI in 2005
National Waterways Renaissance Award – achieved 3rd place nationally and outright winner of Tourism Award for Triathlon
Greater Manchester Up2U awards – Leisure and Sports Development category
The Welfare Benefits and Debt Advice Service – Specialist Level Quality Mark awarded by the Legal Services Commission
Salford Drug and Alcohol Action Team – afforded Salford DAAT Green/Beacon status
National Integrative Health Congress Certificate of Merit – The Adaptations Service
Visits by external agencies
Neighbourhood Management – Visits from ODPM Pathfinder Project, Neighbourhood Renewal Unit and reps of the Welsh Assembly
Customer and Support Services Directorate
Beacon Council Award – Benefits Administration.
Municipal Journal Award 2005 – Transforming Customer Services Achievement of the Year – Application was commended
Chartermark Award – Salford Direct.
Society of IT Management (SOCITM) Survey – Annual survey of web site 2005 – Salford retained transactional status
– Job Pages voted as “Best in Class”
- ICT Services transformational work on front line service delivery and case study of best practice
Benchmarking North West region
– ICT Services identified by SOCITM as having good practice in 9 of the 25 main indicators
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Municipal Journal – Shortlisted for Legal Achievement of the Year 2005
Local Directgov Programme – Salford chosen as a Trailblazer
IT Services – Helpdesk – Accreditation from the Institute of Technical Service Centres successfully achieved
Investors in People – Ambassador status granted to Customer Services and Accreditation granted to Law and Administration in 2005
E-Government National Awards 2005 sponsored by the cabinet office and ODPM – Salford ICT Services
Local Government Chronicle National awards 2005 – Best Exchequer services within Finance Division
Charities Trust – Bronze award for Payroll giving
Social Care awards – ICT services received a joint award with the Social Care Team
Guardian Public Service awards 2005 – Shortlisted for the “Innovation and Progress in Finance” award
Housing and Planning Directorate
North West Business Environment Awards – Waterside Regeneration Category – Lowry Hotel received a Highly Commended Award
Municipal Journal Award 2005 – Housing Achievement of the Year (Seedley & Langworthy)
Municipal Journal Award – Housing Achievement of the Year (Supporting People) – qualified as a finalist
2005 Considerate Constructors Award – Urban Vision Partnership Ltd were named as a National Award winner, received a silver certificate
Homeswaps – Royal Institute of Chartered Surveyors award
Landlord Licensing – Recognition from ODPM that Salford is a Trailblazer
Exchange Greengate Masterplan – Commission for Architecture and Built Environment recognition
Visits by external agencies
ISO 9000 – Maintained ISO 9000 status, visits from other local authorities
Children’s Services Directorate
Basic Skills Quality Award – In recognition of work in partnership with schools
Dyslexia Friendly Schools – Education Inclusion Service have completed the first stage of the award
Excellence In Cities and Behaviour Improvement Programme – DfES view as top level
National SHARE award – Wharton Primary School won the Organisation of the Year and Dukesgate Primary School won the National Family
Award
Environment Directorate
Investors in People Award – Whole Directorate achieved IIP status
Chartermark Award – Public Protection Division – Renewal of Chartermark
Chartermark Award – Refuse Collection – successful renewal 2005, awaiting outcome of 2006 renewal submission
Chartermark Award – Bereavement Services – Renewal review for 2005
Investors in People Award – Citywide
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Achieved prestigious Green Flag status for Victoria Park and Blackleach Country Park
Municipal Journal Award 2005 – People Management of the Year (Environment Directorate Management Team)
NACPO – National Audit Office – Vehicle salvage operations recognised as best practice by Association of Chief Police Officers and NACPO
Visits by external agencies
NDC “Additionality Environmental Services” – GONW visited and reported a satisfactory performance of services
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1.4 How we consult citizens
The Big Listening
The Big Listening is Salford’s citizens’ panel. Salford City Council and
Salford Primary Care Trust joined forces to find out citizens’ views on the
city. MORI North developed and currently manage the panel on our
behalf. The panel is made up of a cross representation of people living in
Salford.
For the first survey, MORI North sent out 15,000 surveys to randomly
selected households. Two thousand people completed the survey and
sent it back and eight hundred people agreed to take part in future Big
Listening surveys. The first survey looked at people’s views of the city
and their own health.
Salford to the people who took part in the survey, means a place that
needs investment, with friendly people but with significant potential. Good
health care is vital to the wellbeing of the city and 58% of the respondents
agree that Salford offers this and 77% are happy with their local services.
More Big Listening surveys are planned for the future.
Housing Services Consultation
Between December 2003 and May 2005, Housing Services conducted a
major consultation exercise involving all council tenants about the future
of council housing in the city, the Housing Options Appraisal Process as it
is known, was conducted over three phases. During the appraisal,
extensive consultation with tenants was undertaken to collect their views
on the most appropriate way to ensure that all council housing meets the
Decent Homes Standard by 2010. The completed appraisal was
submitted to the government in May 2005 and was officially signed off in
June 2005.
The Options Appraisal recommended a mixed investment strategy for
council owned homes in Salford:



Transfer to a newly formed Local Housing Company for homes in 4
areas in West Salford: Little Hulton, Walkden and Worsley; Eccles,
Winton and Barton; Swinton and Pendlebury and Irlam and
Cadishead.
A new housing and regeneration ALMO within Salford for homes in
Central Salford and on the Beechfarm Estate in Swinton and;
Private Finance Initiative (PFI) for homes in Pendleton.
The Options Delivery team within the Council has been developing the
proposals for each option with six Local Steering Groups which have
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18
been set up with membership consisting of local tenants and councillors
arranging:








Regular newsletters to tenants
Drop in events
2 roadshows
Visits to other similar organisations for tenants
A freephone number and email address with direct access to the
team
A dedicated web page on the council’s website.
Home visits where requested
Questionnaires circulated and returnable via freepost mail address
An Expression of Interest for the Private Finance Initiative proposal was
submitted on 31st March 2006. Bid proposals are currently being
prepared for the Transfer and ALMO proposals and will be submitted to
government before the end of July 2006.
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Pledge 1- Improving health in Salford
‘We will improve the health, well-being and social care of the people in Salford’
We will achieve this by:

Promoting a healthy lifestyle and tackling health inequalities

Working with partners to improve life chances and promote good health for individuals
and communities

Improving and redesigning services to maximise access and meet need
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Pledge 1 – At a Glance Performance
Analysis of our performance against Pledge 1 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 1 – Improving life in Salford.
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
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Pledge 1 – Performance Indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of
nationally and locally set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an
indication of our performance against key indicators in 2005/06 and previous years and identifies the targets we are aiming to achieve in future years.
Ref
Sub Pledge/PI
1
CPA/PA
F/BVPI
/LPI No.
2003/04
2004/05
2005/06
Targets
Actual
Actual
Actual
Target
2006/07
Target
2008/09
Target
Top Quartile
2004/05
10
11
2
Promoting a healthy lifestyle and tackling
health inequalities
3
4
5
6
7
8
9
1
Percentage change in the number of
conceptions amongst 15-17 years olds 
BVPI
197
-16.4%
-5.4%
-7.3%
-15%
-17%
-20%
2
The % of responses made within target
times set by the Council for responding
to environmental health and trading
standards complaints and requests for
services.

LPI 15
98.8%
98%
98.6%
95%
95%
95%
3
The number of delayed transfers of care
per 100, 000 population aged 65+

15.32
13.35
14
13
4
5
6
7
8
9
10
Working with partners to improve life
chances and promote good health for
individuals and communities
The number of working days/shifts lost to
the Authority due to sickness absence 
The % of local authority employees
retiring on grounds of ill health as a % of
the total workforce.

The number of fatalities or injuries on site
or demolition projects supervised by
building control.

Households receiving intensive home
care per 1,000 population aged 65 or over.

Older people helped to live at home per
1,000 population aged 65 or over.

Percentage of items of equipment
delivered and adaptations made within 7
working days.

Adults and older people receiving direct
payments at 31st March per 100,000
population aged 18 years or over (age
standardised)

Improving and redesigning services to
maximize access and meet need
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LPI 56
PAF D41
Benchmark
2007/08
Target
How have
we
performed
?
12
Are we on
target?
13
-15.3%


95%
N/A


12
11
N/A














BVPI 12
11.53
14.59
14.59
(E)
10.84
10.84
10.70
10.50
10.59
BVPI 15
0.59%
0.55%
0.37%
0.41%
0.41%
0.41%
0.41%
0.33%
LPI 23
0
0
0
0
0
0
0
N/A
BVPI 53
PAF C28
25.2
23.8
22.89
24
23
23
23
16.99
BVPI 54
PAF C32
91.3
172
119.5
170
120
120
120
111.54
BVPI 56
PAF D54
87.74%
91.28%
94.83%
94%
95%
95.5%
96%
90%
BVPI
201
PAF C51
38.36
68.01
108.53
95
114
123
134
65.3
23
11
12
For new older clients (that is over 65
years of age), the average of:
The percentage where the time from first
contact to contact with client is less than
or equal to 48 hours (that is, 2 calendar
days), and the percentage where the time
from first contact to completion of
assessment is less than or equal to four
weeks (that is, 28 calendar days)

For new older clients, the % for whom the
time from completion of assessment to
provision of all services in the acre
package is less than or equal to four
weeks

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BVPI
195
PAF D55
74.6%
87%
84.9%
90%
88%
90%
92%
75.6%


BVPI
196
PAF D56
76.5%
85.4%
90.07%
87%
91%
92%
93%
90.3%


24
Pledge 1 – Progress in 2005/2006 and future plans
PLEDGE 1 : Improving health in Salford
We will improve the health, well-being and social care of the people in salford
Our priority
Promoting a healthy
lifestyle and tackling
health inequalities.
Examples of what we achieved
in 2005/06
 During 2005/06 1897 people
gave up smoking using the
smoking cessation service.
Examples of what we plan
to do in 2006/07
 Support the PCT in
assisting at least 1700
people in Salford to stop
smoking for 4 weeks.
Examples of our aspirations to 2008

Continue to support the PCT in increasing
year on year the number of people in Salford
who stop smoking for 4 weeks.

By the end of 2005, Salford
had over 70 smoke free cafes
and restaurants, the highest in
the North West.
Salford has experienced a
7.3% reduction in under 18
conception rates from 1998 to
2004. The rate in 2004 was
57 per 1,000 females aged 1517.

Establish Smoke Free
Homes Scheme in
Salford.

500 new smoke free homes across Salford.

To ensure we are on
trajectory to reduce
conception rates for 1517 year olds to 48.2 per
1,000 population in 2006
and to 30.7 by 2010.

Accelerate reductions in teenage conceptions
and support teenage parents.
The smaller Charlestown LIFT
building (now called the
Energise Healthy Living
Centre) opened in October
2005. Lower Kersal topping
out ceremony occurred in May

Opening of Lower Kersal
scheme in November
2006.
Completion of tenants
requirements and room

Opening of Pendleton, Walkden and Eccles in
fourth quarter of 2008.
Building work ongoing at Swinton during 2008
for a second quarter of 2009 completion.
Joint recruitment and training of front of house
Working with partners
to improve life
chances and promote
good health for
individuals and
communities.

Improving and
redesigning services
to maximise access
and meet need.

D:\219511440.doc



25
2006. The four major larger
schemes
(Swinton/Eccles/Walkden/Pen
dleton) are moving towards
financial close. Once financial
close is achieved then building
work will commence.
Improving and
redesigning services
to maximise access
and meet need.



Weekly project board meetings
achieved for all key
stakeholders to give full focus
as a priority to completion of

the four major LIFT schemes.

D:\219511440.doc
data sheets for all 4 major
schemes pre financial
close.
Financial close on
Pendleton, Walkden and
Eccles by the end of 3rd
quarter 2006.
Financial close on
Swinton scheme by the
end of the first quarter of
2007.
Enabling works
completed pre
construction at Eccles,
Pendleton, Walkden and
Swinton.
Service redesign work
with Salford PCT to be
completed delivering a
joint service model for
partnership services
through the building main
reception.

joint customer service teams completed.
Joint ICT systems developed and tested for
both infrastructure and software.
26
Pledge 2 – Reducing crime in Salford
‘We will reduce crime and disorder and improve community safety’
We will achieve this by:

Reducing the fear of crime and targeting the crimes causing most concern to the
people of Salford

Helping victims and witnesses

Tackling offenders

Implementing crime reduction and prevention measures
D:\219511440.doc
27
Pledge 2 – At a Glance Performance
Analysis of our performance against Pledge 2 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 2 – Reducing crime in Salford.
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
D:\219511440.doc
28
Pledge 2 – Performance Indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of nationally and
set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an indication of our performance again
indicators in 2005/06 and previous years and identifies the targets we are aiming to achieve in future years.
Ref
Sub Pledge/PI
1
2
Reducing the fear of crime and
targeting the crimes causing most
concern to the people of Salford
CPA/PA
F/BVPI/
LPI No.
2003/04
2004/05
2005/06
Actual
Actual
3
4
5
Actua
l
6
37.01
25.90
Targets
Benchmark
7
2006/07
Target
8
2007/08
Target
9
2008/09
Target
10
Top Quartile
2004/05
11
21.33
30.86
29.75
28.83
27.50
25.26
25.72
24.41
23.09
Target
How have we
performed?
Are we on
target?
12
13
13.86

21.77
N/A
New PI in
2005/06








N/A


13
Domestic burglaries per 1,000
households.

BVPI
126
14
Violent crime per year per 1000
population

BVPI
127a
15
Robberies per year per 1,000
population

BVPI
127b
4.18
3.35
3.16
3.71
3.51
3.30
3.10
N/A
16
The number of vehicle crimes per
1,000 population.

BVPI
128
28.03
23.04
25.16
25.75
23.93
22.11
20.29
14.68
BVPI
162
PAF
C20
93.8%
100%
100%
100%
100%
100%
100%
100%
13.3%
9%
6.7%
(E)
10-15%
10-15%
6.4%
5.1%
8.6%
Less than
5%
Less
than
10%
10 –
15%
Less
than
10%
10 15%
Less
than
10%
82%
70%
83%
84%
85%
N/A
New LPI in
2005/06
47%
50%
52%
54%
55%
N/A

Helping victims and witnesses
17
18
19
20
21
The % of child protection cases which
were reviewed regularly as a
percentage of those cases that should
have been reviewed during the year. 
Re-registrations on the child
protection register.

Duration on the child protection
register.

Tackling offenders
The % of victims of youth crime who
are offered the opportunity to
participate in a restorative process 
The % of young offenders put through
a community payback programme 
LPI 36
PAF A3
LPI 37
PAF
C21
LPI 116
LPI 63
58%
N/A


Implementing crime reduction and
prevention measures
D:\219511440.doc
29
22
23
24
The % of streetlights not working as
planned

The average number of days taken to
repair a street lighting fault, which is
under the control of the local
authority,

The average time taken to repair a
street lighting fault where response
time is under the control of a
Distribution Network Operator (DNO).

D:\219511440.doc
LPI 24
0.82%
1.13%
0.82%
1%
BVPI
215a
New PI in
2005/06
no target
set
BVPI
215b
New PI in
2005/06
no target
set
1%
1%
1%
N/A


N/A
New PI in
2005/06
New PI in
2005/06 No target
set
N/A
New PI in
2005/06
New PI in
2005/06 No target
set
30
Pledge 2 – Progress in 2005/2006 and future plans
PLEDGE 2 – Reducing crime in Salford
We will reduce crime and disorder and improve community safety
Our priority
Reducing the fear of
crime and targeting
the crimes causing
most concern to the
people of Salford
Helping victims and
witnesses
Examples of what we achieved
in 2005/06
 Vehicle crime was reduced by
10%.
 Criminal damage reduced by
6.42%.
Examples of what we plan to do in 2006/07


Reduce vehicle crime by 8%.
Reduce criminal damage by 8%.
Examples of our aspirations
to 2008
 Vehicle crime reduced
overall by 21%.
 Criminal damage reduced
overall by 21%.


Reduce domestic burglary by 6%.


75 % of victims of youth crime will be
offered the opportunity to participate in a
restorative process.


Respond to 92% of reports of offensive
and racist graffiti within 48 hours.



Domestic burglary reduced by
41.6%.
The target of achieving 70% of
victims to be offered the
opportunity to participate in a
restorative process was
achieved as 82% of victims of
Youth Crime were offered the
opportunity.
100% of reports of offensive
and racist graffiti responded to
within 48 hours.

Domestic burglary reduced
overall by 25%.
75% of victims of youth
crime will be offered the
opportunity to participate in a
restorative process.
Increase response rate to
reports of offensive and
racist graffiti within 48 hours.
Fixed penalty notices served
on offenders from April
2006.
.
D:\219511440.doc
31
Tackling offenders.


Implementing crime
reduction and
prevention measures


D:\219511440.doc
47% of convicted young
offenders were put through a
community payback
programme.

3 campaigns against those
selling alcohol to persons
under the legal age run.
Through the burglary reduction
initiative 3386 properties have
been secured.

99.18% of street lights working
at any one time.


Ensure that at least 50% of convicted
young offenders will be put through a
community payback programme.

Ensure that at least 50% of
convicted young offenders
will be put through a
community payback
programme.

Reduction in numbers of first
time offenders particularly
those under 14.
Reduce the percentage of
premises selling to underage
people by a further 10%.
 Long-term reduction in
the levels of crime where
housing improvements
have been carried out.
To continue to ensure that at
least 99% of streetlights are
working at any one time.
Run 3 campaigns and reduce the

percentage of premises selling to
underage people by 10%.
Incorporate crime reduction and prevention
measures in block improvement schemes
to private sector homes.
To ensure that at least 99% of street lights
are working at any one time.

32
Pledge 3 – Encouraging learning, leisure
and creativity in Salford
‘We will raise education and skill levels and further enhance cultural and leisure
opportunities in the city’
We will achieve this by:

Raising the educational attainment of children, young people and adults in the city

Providing better quality schools and leisure facilities

Promoting independence for people through education, training and employment

Encouraging more people to participate in a range of sport, culture and learning activities

Promoting the city for major cultural, sporting and leisure events
D:\219511440.doc
33
Pledge 3 – At a Glance Performance
Analysis of our performance against Pledge 3 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 3 – Encouraging learning, leisure and creativity in Salford.
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
D:\219511440.doc
34
Pledge 3 – Performance indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of
nationally and locally set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an
indication of our performance against key indicators in 2005/06 and previous years and identifies the targets we are aiming to achieve in future years.
0
Sub Pledge/PI
1
25
26
27
28
29
30
31
2
Raising the educational attainment of
children, young people and adults in the
City
The % of young people leaving care aged
16 or over with at least 1 GCSE at grade
A* - G or a GNVQ.

The number of children and young people
aged 16 and over who leave care with 5
GCSEs at grades A* - C

The % of 15 year old pupils in schools
maintained by the local education
authority achieving 5 or more GCSEs at
grades A* - C or equivalent.

The % of 15 year old pupils in schools
maintained by the local authority
achieving 5 or more GCSEs or equivalent
at grades A* - G including English and
Mathematics.

The % of pupils in schools maintained by
the local education authority achieving
Level 4 or above in the Key Stage 2
Mathematics test.

The % of pupils in schools maintained by
the local education authority achieving
Level 4 or above in the Key Stage 2
English test.

Percentage of proposed statements of
special educational need issued by the
authority in a financial year and prepared
within 18 weeks excluding exceptions
under the Education (Special Educational
Needs) (England) (Consolidation)
Regulations 2001 and set out in Annex A
of the SEN Code of Practice.

D:\219511440.doc
CPA/PA
F/BVPI/
LPI No.
2003/04
2004/05
2005/06
Targets
2007/08
Target
2008/09
Target
10
Benchmark
Top
Quartile
2004/05
11
How have
we
performed?
Are we on
target?
12
13


Actual
Actual
Actual
Target
2006/07
Target
3
4
5
6
7
8
9
BVPI 50
PAF A2
71%
57%
70%
73%
75%
78%
56%
LPI 33
2
2
2 (E)
9
10
15
N/A
BVPI 38
36.7%
38.3%
45.6%
45%
49%
53%
51.5%


BVPI 39
85.4%
83.5%
85.6%
93.5%
93.5%
93.5%
88%


BVPI 40
72.5%
73%
75.0%
82%
82%
83%
76.8%


BVPI 41
74.1%
75%
79.0%
82%
82%
83%
78.3%


BVPI
43a
54.3%
83.67%
92.22%
90%
95%
97%
99%


35
32
33
34
35
36
37
38
Percentage of proposed statements of
special educational need issued by the
authority in a financial year and prepared
within 18 weeks including ‘exceptions’
set out in the Education (Special
Educational Needs) (England)
(Consolidation) Regulations 2001 and
reproduced in Annex A of the SEN Code
of Practice.

The % of half days missed due to total
absence in secondary schools
maintained by the local education
authority.

The % of half days missed due to total
absence in primary schools maintained
by the local education authority.

The % of 14 year old pupils in schools
maintained by the local education
authority achieving Level 5 or above in
the Key Stage 3 test in English.

The % of 14 year old pupils in schools
maintained by the local education
authority achieving Level 5 or above in
the Key Stage 3 test in Mathematics.

The % of 14 year old pupils in schools
maintained by the local education
authority achieving Level 5 or above in
the Key Stage 3 test in Science.

The % of 14 year old pupils in schools
maintained by the local education
authority achieving Level 5 or above in
the Key Stage 3 teacher assessment in
ICT.









73.25%


71%
66.25%


72%
75%
70.78%






BVPI
43b
21.1%
55.42%
71.19%
55%
60%
55%
81.5%
BVPI 45
10.8%
11.32%
10.75%
10.16%
9.63%
9.01%
7.79%
BVPI 46
6.3%
6.3%
6.08%
5.96%
5.89%
5.8%
5.32%
BVPI
181a
61%
62%
66.0%
70%
72%
74%
69.25%
BVPI
181b
63%
66%
70.0%
70%
72%
74%
BVPI
181c
56%
55%
62.0%
67%
69%
BVPI
181d
59%
63.8%
66.0%
69%
39
The % of 11 year old pupils achieving
Level 5 in Key Stage 2: English

BVPI
194a
22.3%
23%
24.0%
24%
25%
26%
27%
40
The % of 11 year old pupils achieving
Level 5 in Key Stage 2: Mathematics.

BVPI
194b
28.2%
28%
28.0%
29%
30%
31%
32%
41
Average GCSE points score of 15 year old
pupils in schools maintained by
the authority.

LPI 35
32.7
33.5
313.5
35.9
39
D:\219511440.doc
N/A
36
42
The proportion of school leavers staying
on in full time education

LPI 25
60.72%
63.8%
62.8%
64%
65.5%
67%
N/A
43
The proportion of school leavers
remaining in learning
LPI 26
73.97%
75.49%
77.4%
79.25%
81.75%
84.25%
N/A
D:\219511440.doc





37
Providing better quality schools and
leisure facilities
44
45
46
47
48
49
50
51
Percentage of integrated early education
and childcare settings funded or part
funded by the local authority where
leaders have a qualification at Level 4 or
above

Percentage of integrated early education
and childcare settings funded or part
funded by the local authority that have
input from staff with graduate or post
graduate qualifications in teaching or
child development

Promoting independence for people
through education, training and
employment
The ratio of the % of those young people
who were looked after on 1st April in their
17th year (aged 16) who were engaged in
education, training or employment at the
age of 19to the % of young people in the
population who were engaged in
education, training or employment at the
age of 19.

The number of young people participating
in the Entry to Employment programme at
Salford Consortium.

Number of adults achieving Level 1 and
Level 2 qualifications through adult and
community learning .

Encouraging more people to participate
in a range of sport, culture and learning
activities
The number of visits to/uses of local
authority funded or part funded museums
per 1000 population

The number of those visits to local
authority funded, or part-funded
museums that were in person, per 1000
population

The number of pupils visiting museums
and galleries in organised school groups

D:\219511440.doc
BVPI
222a
7.6%
BVPI
222b
100%
BVPI
161
PAF A4
67.5
(PI
definition
amended
for
2004/05)
New PI
for
2005/06No
target
set
New PI
for
2005/06
– No
target
set
N/A
N/A
0.97
1.00
0.90
0.91
0.92
0.93
0.84
LPI 67
82
85.0%
85
90
95
N/A
LPI 68
100
56
70
100
120
N/A
BVPI
170a
643.20
663.20
1261.5
700
735
780
1406
BVPI
170b
296.8
276.50
1114.1
300
315
330
774
BVPI
170c
9,376
8,125
23,931
12,500
13,000
13,000
19,597
New PI in
2005/06
New PI in
2005/06 - No
target set
New PI in
2005/06
New PI in
2005/06 - No
target set












38
83%
BN: 1376
CI:0.9%
78.4%
BN:696
CI:0.9%
96.7%
BN:2333
CI:0.9%
52
The % of library users who found a book
to borrow

BVPI
118a
53
The % of library users who found the
information they were looking for

BVPI
118b
54
The % of library users satisfied with the
library services overall

BVPI
118c
55
The % of residents satisfied with the local
authority sports and leisure facilities 
BVPI
119a
CPA C5
53%
BN:1,203
CI:2.59
57%
56
The % of residents satisfied with their
local authority libraries

BVPI
119b
CPA C6
69%
BN:1,238
76%
57
The % of residents satisfied with the local
authority museums

BVPI
119c
CPA C7
57%
BN:1,201
CI:2.82
60%
58
The % of residents satisfied with the local
authority arts activities and venues

BVPI
119d
CPA C8
51%
BN:1,201
CI:2.85
53%
59
The % residents satisfied with the local
authority parks and open spaces

BVPI
119e
CPA C9
63%
BN:1,236
CI:2.72
70%
60
61
62
To achieve a 1% increase in the total
number of visits to Fit City Centres
across the City

To achieve a Quest re-inspection score of
75% for Sport, Health & Community
Leisure

To achieve a Quest re-inspection score of
65% at Fit City Irlam

D:\219511440.doc
85%
77.5%
Survey in
2006
Survey in
2006
85%
75%
Survey in
2006
Survey in
2006
97%
95%
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
58%
CPA upper
threshold :
60%
72.25%
CPA upper
threshold:
72%
57%
CPA upper
threshold:
50%
56.25%
CPA upper
threshold:
56%
71%
CPA upper
threshold:
77%
N/A
New PI in
2005/06
75%
N/A
New PI in
2005/06
65%
N/A
New PI in
2005/06
LPI 124
563, 449
569, 083
LPI 125
71%
LPI 126
61%
574, 774
580, 522
New PI in
2005/06 - No
target set
New PI in
2005/06 - No
target set
New PI in
2005/06 - No
target set
39
63
Public library service standards on stock

64
Percentage of requests for books met
within 7 days

CPA
C11ai
Percentage of requests for books met
within 15 days

Percentage of requests for books met
within 30 days

CPA
C11aii
CPA
C11aiii
65
66
CPA C11
53.0%
71.0%
93.0%
67
Annual items added through purchase
per 1000 population

CPA
C11b
257
68
Time taken to replenish the lending stock
on open access or available on loan

CPA
C11c
4.5
69
Stock level and stock-turn
70
Stock turn-book issues/books available
for loan

CPA
C12a
71
Stock-level books available for issue per
1000 population

CPA
C12b
72
Cost per visit (libraries)
D:\219511440.doc


CPA C12
CPA C13
CPA upper
threshold:
all above
lower
threshold
and 1 in
upper
CPA upper
threshold:
5% points
above the
standard
N/A
N/A
CPA upper
threshold:
5% points
above the
standard
CPA upper
threshold:
5% points
above the
standard
CPA upper
threshold:
both above
lower
threshold
and one in
upper
threshold
CPA upper
threshold:
6.7
CPA upper
threshold:
1, 532
£2.40
40
73
Libraries standards on access 
CPA C2
74
Proportion of households within a
specified distance of a static library 
CPA C2a
75
Aggregate scheduled opening hours per
1,000 population

76
Number of library visits per 1000
population

CPA C2c
77
Public library service standards on ICT
provision

CPA C3
78
Percentage of static libraries providing
access to electronic information
resources connected to the internet

CPA C3a
79
Total number of electronic workstations
available to users per 10,000

CPA
C3b
80
Active borrowers as a percentage of the
population

CPA C4
81
Assessment of users 16 and over of their
library service

CPA
C14a
D:\219511440.doc
CPA
C2b
CPA upper
threshold:
all above
lower
threshold
N/A
129
CPA upper
threshold:
5% points
above
standard
CPA upper
threshold:
5% points
above
standard
CPA upper
threshold:
PLSS 3
above
lower
threshold
and PLSS 4
in upper
threshold
N/A
7.7
CPA upper
threshold:
5% points
above
standard
CPA upper
threshold:
27.3%
CPA upper
threshold:
7% points
below
standard
41
82
83
Museums accreditation scheme

Compliance against the Public Library
Service Standards
CPA upper
threshold:
Level 2
accreditatio
n
CPA C15
BVPI
220
New PI
in
2005/06 No
target
set
New PI in
2005/06
New PI in
2005/06 - No
target set
Promoting the City for major cultural,
sporting and leisure events
No PIs under this sub-pledge - currently
being developed.
D:\219511440.doc
42
Pledge 3 – Progress in 2005/2006 and future plans
PLEDGE 3 : Encouraging learning, leisure and creativity in Salford
We will raise education and skill levels and further enhance cultural and leisure opportunities in the city
Our priority
Raising the
educational attainment
of children, young
people and adults in
the city.
Providing better
quality schools and
leisure facilities.
D:\219511440.doc
Examples of what we achieved
in 2005/06
 We exceeded our target of
aiming for 44% of pupils
taking GCSE’s in 2005 to
achieve 5+ A* - C by
achieving 45.4%.

62.77 % of school leavers
went into full time
education
- 79.3% of school
leavers went into some
structured learning
- 6.52 % went into full
time training and
- 15.42% into
employment and
training

Additional credits for the
building of three new high
schools using Private Finance
Initiative funding were applied
for. Building work will begin on
the two schools by September
2006.
 In relation to the target set last
year to increase the proportion
Examples of what we plan to
do in 2006/2007

Aim for 48% of pupils
taking GCSEs in 2006 to
achieve 5+ A* - C grades.
Examples of our aspirations to
2008

Ensure that 55% of pupils
taking GCSEs in 2008 achieve
5 A* - C grades.

65.5% of school leavers to
progress to full time
education.
81.75% of school leavers
to go into some structured
learning.


Develop strategic and
outline business cases to
begin rebuilding or
refurbishing up to nine
secondary schools by
2009/10.

Bid under the Building Schools
for the Future Programme to
modernise all secondary
schools.

Numbers taking exams
and likely to achieve is still

Increase the proportion of
young people leaving care with


65.5 % of school leavers to
progress to full time education.
82% of school leavers to go
into some structured learning.
43
Promoting

independence for
people through
education, training
and employment
Encouraging more
people to participate in
a range of sport,
culture and learning
activities.

Promoting the city for
major cultural,
sporting and leisure
events
D:\219511440.doc

of young people leaving care
with at least 1 GNVQ or GCSE
Grade A* - G to 59% the
proportion of young people
cannot increase due to only
54% of those eligible gaining
GCSE’s last year.
102 people with learning
difficulties were supported in
paid employment with 62
people supported in work
experience.
 Museum usages will have
risen by around 6% over
2004/05. Museum visitors
will have risen by around
50%.
New survey for 2005/06 shows
increase in satisfaction levels
amongst users of Salford
Community Leisure facilities to
97%. Results disseminated to
customers and key areas
identified.
The 2005 Countryside
Properties Salford Triathlon
ITU World Cup attracted
15,000 spectators, a global
viewing audience in excess of
low so target of 59% will
not be achieved.




To support at least 100
people with learning
difficulties to move into
paid employment by March
2007.
 To begin the
development of a
financial, architectural
and strategic
development plan for
the future of Salford
Museum and Art
Gallery.
To maintain current
satisfaction levels and
identify areas of
satisfaction
To host another successful
Triathlon World Cup in
2006.
To submit a quality bid to
the ITU to secure Salford
at least 1 GNVQ or GCSE
Grade A* - G to 60%.

To support at least 100 people
with learning difficulties to
move into paid employment by
March 2008.


To complete detailed plans
and feasibility studies
related to the development
of Salford Museum and Art
Gallery.
To maintain current
satisfaction levels and identify
areas of satisfaction.

Continue to promote
Salford as the home of
world class triathlon in the
UK and continue to host
Triathlon World Cups in
44
1 billion, 850 competitors,
economic impact of £1.8 m
and has so far won four
awards for best event and also
for its advertising campaign.

The first Events IN Salford
programme was successfully
delivered in 2005. Working
with eight new event partners,
the programme saw Salford’s
first ever Food and Drink
Festival and media coverage
in excess of £300,000.


Continued implementation of
the Culture, Arts and Heritage
improvement plan arising from
the Best Value Review.
Work undertaken to finalise a
bid to Heritage Lottery Fund
for Ordsall Hall.


D:\219511440.doc
as a host of the Triathlon
World Championship in
2010.

To develop a successful
integrated marketing
campaign for Events IN
Salford 2006, develop
Salford’s second Food and
Drink Festival and secure
new event partners
including the Salford Film
Festival and Biathle
National and World
Championships.
95% of Best Value Review
recommendations
implemented.
Bid to Heritage Lottery
Fund (HLF) for Ordsall Hall
to be submitted.
the run up to London 2012.
Participate in the ITU
bidding process with a
view to securing Salford as
a host of the Triathlon
World Championships in
2010.
To continue to work towards
developing The Quays,
Worsley and Chapel Street
into vibrant and cosmopolitan
visitor destinations.



Best Value Review fully
implemented.

To have received HLF
Stage 2 approval for the
funding for the
development of Ordsall
Hall. Begin Development
Action Plan for Ordsall
Hall.
45
Pledge 4 – Investing in young people in
Salford
‘We will focus on services, activities and opportunities to support children and
young people in order to achieve their full potential’
We will achieve this by:

Encouraging greater engagement with young people on issues that affect their
lives

Providing services and facilities to meet the needs of young people

Improving the life chances of young people by supporting them and their families
D:\219511440.doc
47
Pledge 4 – At a Glance Performance
Analysis of our performance against Pledge 4 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 4 – Investing in young people in Salford
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
.
D:\219511440.doc
48
Pledge 4 – Performance Indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of nationally
and locally set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an indication of our
performance against key indicators in 2005/06 and previous years and identifies the targets we are aiming to achieve in future years.
Ref
CPA/PA
F/BVPI/
LPI No.
Sub Pledge/PI
1
2
3
2003/04
2004/05
2005/06
Targets
Actual
Actual
Actual
Target
2006/07
Target
4
5
6
7
8
2007/08
Target
2008/09
Target
9
10
Benchmark
Top
Quartile
2004/05
How have
we
performed?
Are we on
target?
11
12
13
N/A
New PI in
2005/06
New PI in
2005/06 - No
target set
N/A
New PI in
2005/06
New PI in
2005/06 - No
target set
N/A
Survey every
3 years
Survey every
3 years
N/A
New LPI in
2005/06
New LPI in
2005/06 - No
target set
Encouraging greater engagement with
young people on issues that affect their
lives
No PIs under this sub-pledge-currently
being developed.
Providing services and facilities to meet
the needs of young people
84
The % of young people aged 13-19
gaining a recorded outcome compared to
the % of young people who participate in
youth work in the local authority area 
BVPI
221a
76.0%
85
The % of young people aged 13-19
gaining an accredited outcome compared
to the % of young people aged 13-19
participating in youth work

BVPI
221b
49.0%
86
The % of children looked after in
residential accommodation.
LPI 1

87
The % of young people who can swim. 
LPI 85
88
The % of 5 - 16 year olds engaged in 2
hours a week of high quality PE and sport
within and beyond the curriculum.

LPI 122
D:\219511440.doc
18.1%
18.8%
18.2%
88.2%
56%
New PI
in
2005/06
– No
target
set
New PI
in
2005/06
– No
target
set
17%
17%
16%
Survey
every 3
years
Survey
every 3
years
90%
60%
70%
15%
75%
N/A
49
89
90
91
92
The % of young people who are poor or
non-swimmers

Improving the life chances of young
people by supporting them and their
families
The % of Looked After Children at 31
March with three or more placements
during the last financial year.

The number of children who ceased to be
looked after during the year as a result of
the granting of an adoption or special
guardianship order, as a percentage of
the number of children looked after at 31st
March (excluding unaccompanied asylum
seekers) who had been looked after for 6
months or more on that day.

The % of children looked after in foster
care and adoption.

D:\219511440.doc
LPI 119
11.8%
Reviewe
d every
3 years
Reviewe
d every
3 years
10%
Reviewe
d every
3 years
N/A
To be
reviewed in
2007/08
To be
reviewed in
2007/08
BVPI 49
PAF A1
10.5%
11.1%
11.33%
11.1%
11%
10%
10%
N/A


BVPI
163
PAF C23
6.5%
7.1%
7.6%
6.5%
7.5%
8.0%
8.0%
9.4%


LPI 2
PAF B7
76.8%
75.7%
73.4%
78%
72%
71%
70%
N/A


50
Pledge 4 – Progress in 2005/2006 and future plans
PLEDGE 4: Investing in young people in Salford
We will focus on services, activities and opportunities to support children and young people in order to achieve their full potential
Our priority
Examples of what we achieved
in 2005/06

Children’s Champion took up
post in April 2006.
Examples of what we plan to do
in 2006/2007

Begin developing partnerships
in order to inform the
development of an inclusive
strategy.
Examples of our aspirations to 2008
11 new playgrounds were
developed and created in
2005/06.

Continued programme of
parks improvements and
refurbishment.


Summer programme of PAYP
(Positive Activities for Young
People) 2005 attracted
attendance by 1933 young
people.

To offer a summer programme
for 2006, subject to availability
of funding.


Work experience placements
provided for 19 children from
New Deal for Communities
area. Other children had
shorter placements. “Young
Ambassadors” visited schools
and colleges to promote
careers in local government.

Provide work-related learning

experiences in local
government for a further 30
school aged children from New
Deal for Communities area.
Encouraging greater
engagement with
young people on
issues that affect their
lives.
Providing services and 
facilities to meet the
needs of young
people.
D:\219511440.doc


To develop effective working
mechanisms to ensure that the
strategy for young people’s
involvement is effective across
partnership organisations.
To commence the implementation of
the master plans.
Continued programme of
playground improvements.
To offer a programme of activities
delivered by a range of providers
across all school holiday periods.
Maintain work experience
placements for young people,
focussing on those alienated from
academic progression.
51

Improving the life
chances of young
people by supporting
them and their families


D:\219511440.doc

A Social Services
Prevention Team has been
created and recruited..
Performance improving in
relation to our looked after
children targets. Current
performance is 10.8% of
children looked after have had
three or more placements
during the last year (national
target is 16% or less).
The numbers of children in
care have not reduced from
561 to 531 as originally
intended although they have
reduced from 31/03/05.

Ensure that no more than 10%
of children looked after have
three or more placements
during the year.


Four locality based multidisciplinary early
intervention teams.
Focus on use of special
guardianship to reduce
admission and increase
discharges.

Children and young persons
early identification and
intervention plans for each
locality.
Ensure that no more than 10% of
children looked after have three or
more placements during each year

Achieve an annual reduction of
5% in looked after numbers.
52
Pledge 5 – Promoting inclusion in Salford
‘We will tackle poverty and social inequalities and increase the involvement of
local communities in shaping the future of the City’
We will achieve this by:

Building strong, confident communities

Celebrating and supporting our cultural diversity

Improving access to services and support mechanisms for vulnerable members
of our community

Providing services to the community at the greatest time of need
D:\219511440.doc
53
Pledge 5 – At a Glance Performance
Analysis of our performance against Pledge 5 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 5 – Promoting inclusion in Salford.
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
D:\219511440.doc
54
Pledge 5 – Performance Indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of
nationally and locally set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an
indication of our performance against key indicators in 2005/06 and previous years and identifies the targets we are aiming to achieve in future years.
Ref
CPA/PA
F/BVPI/
LPI No.
Sub Pledge/PI
1
2
3
2003/04
2004/05
2005/06
Targets
Actual
Actual
Actual
Target
2006/07
Target
2007/08
Target
2008/09
Target
4
5
6
7
8
9
10
Benchmar
k
Top
Quartile
2004/05
11
How have
we
performed
?
Are we
on
target?
12
13
Building strong, confident communities
93
The % of citizens satisfied with the overall
service provided

BVPI 3
94
The % of complainants satisfied with the
handling of their complaint

BVPI 4
95
The number of types of interactions that
are enabled for electronic delivery as a %
of the types of interactions that are
legally permissible for electronic delivery.

Celebrating and supporting our cultural
diversity
52%
BN:1,293
CI:2.73
32%
BN:265
CI:5.53
BVPI
157
76.4%
100%
55%
56.5%
Survey in
2006
Survey
in 2006
36%
35.75%
Survey in
2006
Survey
in 2006










100%
PI deleted
for 2006/07
PI deleted
for 2006/07
PI deleted
for 2006/07
92.95%
1.75%
2%
2.25%
2.50%
2.65%
96
The % of local authority employees with a
disability

BVPI
16a
1.39%
1.41%
1.46%
97
The % of the economically active
population in the local authority area who
have a disability

BVPI
16b
20.07%
20.07%
20.07%
98
The % of local authority employees from
minority ethnic communities.

BVPI
17a
1.98%
2.34%
2.59%
BVPI
17b
4.14%
4.14%
4.14%
BVPI 2b
68%
63.16%
73.68%
85%
85%
85%
85%
69%
BVPI
11a
35.54%
41.5%
41.24%
50%
50%
50%
50%
44.42%
BVPI
11b
2.44%
3.05%
4.12%
3.25%
4.25%
4.25%
4.25%
4.39%
99
100
The % of economically active (persons 18
– 65) population from ethnic minority
countries in the local authority area 
The quality of an Authority’s Race
Equality Scheme (RES) and the
improvements resulting from its
application.

101
Percentage of top-paid 5% of staff who
are women.

102
The % of the top 5% of local authority
staff who are from an ethnic minority
D:\219511440.doc

N/A
3%
3.5%
3.75%
4%
6.8%
N/A
55
103
104
105
106
107
108
Percentage of the top paid 5% of staff
who have a disability (excluding those in
maintained schools)

Improving access to services and support
mechanisms for vulnerable members of
our community
The level of the Equality Standard for
Local Government to which the
authority conforms in respect of gender,
race and disability

The % of authority buildings open to the
public in which all public areas are
suitable for and accessible to disabled
people.

Does the authority follow the Commission
for Racial Equality’s code of practice in
rented housing and follow the Good
Practice Standards for social landlords
on tackling harassment included in the
Code of Practice for Social Landlords?
The number of racial incidents reported
to the authority, and subsequently
recorded, per 100,000 population.

The % of racial incidents reported to the
authority that resulted in further action 
BVPI
11c
2.47%
1.5%
2.50%
2.65%
2.65%
N/A
New PI in
2005/06

BVPI 2a
1
2
2
2
2
2
3
N/A


BVPI
156
25%
37.75%
45%
39%
46%
55%
75%
55.22%


BVPI
164
CPA H10
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes


BVPI
174
131.83
99.77
301
100
300
290
280
N/A
100%
100%
CPA upper
threshold:
100%




BVPI
175
CPA H19
84.2%
95.80%
100%
109
Total amount spent by the local authority
on Advice and Guidance Services
provided by external organisations

BVPI
226a
£757,18
3
110
% of monies spent on advice and
guidance services provision which was
given to organisations holding the CLS
Quality Mark at ‘General Help’ level and
above

BVPI
226b
89.10%
D:\219511440.doc
100%
PI
amende
d for
2005/06
– No
targets
to be set
PI
amende
d for
2005/06
– No
targets
to be set
100%
100%
£776,000
£795,000
£815,000
0.95
PI
amended
in 2005/06
89.10%
89.10%
89.10%
N/A
PI
amended
in 2005/06
56
PI
amende
d in
2005/06 No
target
set
PI
amende
d in
2005/06 No
target
set
111
112
113
114
Total amount spent on Advice and
Guidance in the areas of housing, welfare
benefits and consumer matters which is
provided directly by the authority to the
public

The proportion of homelessness
applications on which the authority
makes a decision and issues written
notification within 33 working days. 
The number of people sleeping rough on
a single night within the area of the
authority.

Repeat homelessness acceptances 
£1,573,
938
PI
amende
d for
2005/06
– No
targets
set
£1,612,000
£1,653,000
£1,694,000
N/A
86.6%
91.8%
94%
95%
96%
97%
N/A
BVPI
202
Less
then 10
Less
than 10
Less
then 10
Less then
10
Less then
10
Less then
10
N/A
CPA H16
2%
2.18%
BVPI
226c
LPI 7
79.2%
115
Service users who are supported to
establish and maintain independent living

CPA
SP1
10484
116
Service users who have moved on in a
planned way from temporary living
arrangements

CPA
SP2
135
117
Fair access to people who are eligible for
supporting people services

CPA
SP3
1257(E)
118
The % change in the average number of
families placed in temporary
accommodation

D:\219511440.doc
BVPI
203
CPA H22
86.2%
20.7%
PI
amended
in 2005/06
PI
amende
d in
2005/06 No
target
set




CPA upper
threshold:
1%
New PI
in
2005/06 No
target
set
New PI
in
2005/06 No
target
set
New PI
in
2005/06 No
target
set
5%
reductio
n in No
of
househo
lds
10%
reduction
in No of
household
s
20%
reduction
in No of
household
s
30%
reduction
in No of
household
s
N/A
New PI in
2005/06
N/A
New PI in
2005/06
N/A
New PI in
2005/06
0.41%
CPA upper
threshold:
-6.94%
57
New PI
in
2005/06 No
target
set
New PI
in
2005/06 No
target
set
New PI
in
2005/06 No
target
set
119
120
121
122
123
124
125
126
127
The number of household benefit
claimants in the local authority area
visited per 1, 000 caseload.

The number of fraud investigators
employed by the local authority per 1, 000
caseload.

The number of Housing Benefit and
Council Tax Benefit (HB/CTB) fraud
investigations carried out by the Local
Authority per year, per 100 caseload. 
The number of Housing Benefit and
Council Tax Benefit (HB/CTB)
prosecutions and sanctions per 1, 000
caseload, in the Local Authority area 
The average processing time taken
across all new housing and Council Tax
Benefit (HB/CTB) claims submitted to the
Local Authority, for which the date of
decision is within the financial year being
reported.

The average processing time taken for all
written notifications to the Local
Authority of changes to a claimants
circumstance that require a new decision
on behalf of the authority

The % of cases within a random sample
for which the Authority’s calculation of
Housing and Council Tax Benefit
(HB/CTB) is found to be correct.

The amount of Housing Benefit
overpayments (HB) recovered as a
percentage of all HB overpayments

Housing Benefit (HB) overpayments
recovered as a % of the total amount of
HB overpayment debt outstanding at the
start of the year, plus the amount of HB
overpayments identified during the year.

D:\219511440.doc






3.30


26 days
30.9


9 days
8 days
9.7 days


98.1%
98.7%
99%
98.85%

45%
82%
85%
89%
N/A
New PI in
2005/06


20%
33%
37%
40%
N/A
New PI in
2005/06
BVPI
76a
166.68
149.26
203.22
150
201.67
201.67
201.67
256.89
BVPI
76b
0.26
0.36
0.32
0.27
0.27
0.27
0.27
N/A
BVPI
76c
25.91
19.14
38.74
20
26.66
30
33.33
36.69
BVPI
76d
1.17
2.05
4.03
1.47
4.33
5
5.67
BVPI
78a
31.02
days
30.3 days
45.3
days
36 days
30 days
28 days
BVPI
78b
19.68
days
11.28
days
18.34
days
15 days
11 days
BVPI
79a
96.2%
96.6%
96.4%
96.6%
BVPI
79bi
75.11%
BVPI
79bii
31.81%
58

128
Housing Benefit (HB) overpayments
written off as a % of the total amount of
HB overpayment debt outstanding at the
start of the year, plus the amount of HB
overpayments identified during the year

BVPI
79biii
129
Satisfaction with contact access facilities
at the benefit office

BVPI
80a
130
Satisfaction with the service in the benefit
office

BVPI
80b
131
Satisfaction with the telephone service 
BVPI
80c
132
Satisfaction with the staff in the benefit
office

BVPI
80d
133
Satisfaction with the clarity etc of forms
and leaflets

BVPI
80e
134
Satisfaction with the time taken to make a
decision

BVPI
80f
135
Overall satisfaction with the benefits
service
BVPI
80g
136
The number of households who
considered themselves as homeless, who
approached the local housing authority’s
housing advice services(s), and for whom
housing advice casework interaction
resolved their situation

BVPI
213
1 per
1000
househ
olds
137
The proportion of households accepted
as statutorily homeless who were
accepted as statutorily homeless by the
same authority within the last two years

BVPI
214
2.18%
D:\219511440.doc

4.47%
10%
76%
BN: 3738
CI: 1.36%
79%
BN: 1849
CI: 1.99%
645
BN: 1650
CI: 2.52%
80%
BN: 3503
CI: 1.32%
67%
BN: 3798
CI:1.5%
71%
BN: 3809
CI: 1.44%
79%
BN: 3778
CI:1.3%
New PI
in
2005/06
– no
target
set
New PI
in
2005/06
– no
target
set
N/A
New PI in
2005/06

85%
82%
Survey in
2006
Survey
in 2006
85%
81%
Survey in
2006
Survey
in 2006
75%
72.75%
Survey in
2006
Survey
in 2006
90%
84%
Survey in
2006
Survey
in 2006
75%
66%
Survey in
2006
Survey
in 2006
80%
72%
Survey in
2006
Survey
in 2006
85%
80%
Survey in
2006
Survey
in 2006
15%
15%
15%
2 per 1000
household
s
4 per 1000
household
s
5 per 1000
household
s
N/A
New PI in
2005/06
2%
1.5%
1.5%
N/A
New PI in
2005/06
59
New PI
in
2005/06 No
target
set
New PI
in
2005/06 No
target
set
138
Actions against domestic violence
D:\219511440.doc

BVPI
225
54.5%
New PI
in
2005/06
– no
target
set
73%
82%
91%
CPA upper
threshold:
0.77 per
10, 000 of
population
New PI in
2005/06
60
New PI
in
2005/06 No
target
set
Pledge 5 – Progress in 2005/2006 and future plans
PLEDGE 5 – Promoting inclusion in Salford
We will tackle poverty and social inequalities and increase the involvement of local communities in shaping the future of the city
Our priority
Building strong,
confident
communities.
Celebrating and
supporting our
cultural diversity.
Improving access to
services and support
mechanisms for
D:\219511440.doc
Examples of what we achieved
in 2005/06

A number of budget
consultation questions
included in a questionnaire to
the “Big Listening” forum.
1,102 questionnaires returned.
Questionnaires also issued to
people on the council’s budget
consultation database and to
young people in Salford.
 With regards to devolving
greater decision making
power to community
committees, increased
allocation to £2.30 per
capita.
 The Diversity Living Strategy is
complete and we are now
implementing the action plan.
 University of Salford
completed research into the
needs of BME communities.

TellyTalk remote video
conferencing unit in Cadishead
Library.
Examples of what we plan to
do in 2006/2007

Further use of the Citizens
Panel.





Examples of our aspirations to 2008


Consultation paper to
Cabinet in June 2006.
Commitment of partners to
the delivery of the Diversity
Living Strategy.
Engagement of minority led
groups/residents in review
process.
Delivery of more TellyTalk
units at various locations.
Contact centre service for
Broaden community participation in
the council’s budget process.
To involve local communities in
all decision making surrounding
the services they receive and on
how budgets are spent.

The Diversity Living Strategy used
to develop a Housing Black and
Minority Ethnic Strategy.

Greater use of mobile devices by all
outreach staff such as digital pens
and tablet PC’s.
61
vulnerable members of
our community.
older persons.

Improving access to

services and support
mechanisms for
vulnerable members of
our community.





D:\219511440.doc
Secured funding to deliver
services tailored to the needs
of older people.
We have exceeded our target
to ensure 39% of local
authority buildings being
accessible to the disabled by
achieving 45%.
Local Housing Allowance
implemented to approximately
2000 private sector benefit
claimants.
Benefits Advice Services
provided in every ward of the
city.
The Benefits Service has
maintained its CPA
assessment top score of 4
stars and through its Beacon
status recognition has
continued to disseminate
“good practice” across the UK
to approximately 2,000
delegates.
Document scanners have now
been implemented in 5 NPHL
area offices and the new Telly
Talk video conferencing has
been introduced in Cadishead.
To increase the take-up of
welfare benefits for older

To ensure that at least 50%
of local authority buildings
are accessible to the
disabled.

75% of our buildings accessible to
the disabled.

Continued development of
corporate debt policy in
association with partner
agencies.
Delivery of the Council’s
Benefits Take Up Strategy
2006/07.

Establish a multi-agency approach
to promoting financial inclusion.


Delivery of face to face
DWP Pensions Service

Continue to promote an
increased take-up of welfare
62
Improving access to
services and support
mechanisms for
vulnerable members of
our community.



D:\219511440.doc
people and people with
disabilities the council’s Home
Visiting Service now delivered
by DWP’s Pensions Service
Team.
 Inclusion of DWP’s
Pensions Service Team in
council’s bereavement
single point of contact
model.
To maximise the effectiveness
of Supporting People grant
monthly reporting on
efficiencies is now in place.
All services were reviewed by
April 2006.
Services developed in line with
Supporting People Strategy
Action Plan.
through council’s
customer service
facilities.

Concentrate on providing
accommodation and support
for vulnerable groups
prioritised by
partners/agencies.
benefits for older people and
people with disabilities.

To have delivered a minimum 2 star
Supporting People service at
inspection by the Audit Commission.
63
Pledge 6 – Creating prosperity in Salford
“ We will ensure an economically prosperous city with good jobs and a thriving
economy”
We will achieve this by:

Promoting the city as a location of choice for people and investment

Supporting businesses and maximising employment opportunities

Maximising public and private investment to regenerate the city

Helping people to overcome the barriers to employment

Maintaining a high quality workforce to drive the prosperity of the city
D:\219511440.doc
65
Pledge 6 – At a Glance Performance
Analysis of our performance against Pledge 6 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 6 – Creating prosperity in Salford.
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
D:\219511440.doc
66
Pledge 6 – Performance Indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of
nationally and locally set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an
indication of our performance against key indicators in 2005/06 and previous years and identifies the targets we are aiming to achieve in future years.
Ref
CPA/PA
FBVPI/
LPI No.
Sub Pledge/PI
1
2
Promoting the City as a location of choice
for people and investment
3
BVPI
109a
CPA E2
BVPI
109b
CPA E2
BVPI
109c
CPA E2
2003/04
2004/05
2005/06
Targets
Benchmark
Actual
Actual
Actual
Target
2006/07
Target
2007/08
Target
2008/09
Target
Top Quartile
2004/05
4
5
6
7
8
9
10
11
69%
61.01%
70.54
%
65.86%
65.0%
65.0%
65.0%
67%
83%
76.90%
72.21
%
66.45%
66.0%
66.0%
66.0%
75.12%
89%
83.32%
85.84
%
83.70%
84.0%
84.0%
84.0%
87.20%
30%
37.1%
20%
Less
than
40%
35.0%
35.0%
35%
26% CPA
upper
threshold:
25%
94.4%
100%
94.4%
100%
100%
100%
88.9%
13











100% CPA
upper
threshold:
99.8%


78.5%
CPA upper
threshold:
81%
Survey in
2006
Survey in
2006
Percentage of major applications
determined within 13 weeks

140
Percentage of minor applications
determined within 8 weeks

141
Percentage of ‘other’ applications
determined within 8 weeks

142
The number of planning appeal decisions
allowed against the authority’s decision
to refuse on planning applications, as a
percentage of the total number of
planning appeals against refusals of
planning applications

BVPI
204
CPA E42
143
The local authority’s score against a
‘quality of planning services’ checklist 
BVPI
205
CPA E43
144
The percentage of council tax collected
by the authority in the year.

BVI 9
91.4%
90.6%
87.1%
90.6%
91%
92%
93%
96.90%
145
Percentage of invoices for commercial
goods and services paid by the authority
within 30 days of receipt or within the
agreed payment terms

BVPI 8
88.7%
94.57%
97.27
%
96%
98%
98%
98%
94.26%
146
The % of standard searches carried out in
10 working days.

BVPI
179
(retained
as LPI
123)
CPA E22
98.54%
86.63%
93.53
%
98%
98.25%
98.50%
98.7%
147
The % of planning applicants satisfied
with the service received

BVPI
111
CPA E3
81%
BN: 318
CI: 4.31
Supporting businesses and maximizing
employment opportunities
D:\219511440.doc
Are we on
target?



139
90%
How have
we
performed
?
12
67






148
Total number of ‘inward investment’
enquiries dealt with per annum

LPI 95
228
300
203
250
250
250
N/A
149
Number of new business start-ups
supported in the local area

LPI 97
200
188
142
298
87
100
N/A
150
Number of business support enquiries for
advice and information per annum
LPI 98
660
775
722
720
740
760
N/A
LPI 27a
17.64
%
30%
31%
32%
33%
N/A
New PI in
2005/06
LPI 27b
13.36
%
20%
21%
22%
23%
N/A
New PI in
2005/06
10%
reductio
n
From
31/3/05
£1.21m +
pay
award
£4.73m +
pay
award
10%
reductio
n
From
31/03/06
£1.614m
+ pay
award
£3.546m
+ pay
award
10%
reductio
n
From
31/03/07
2006/07
+ pay
award
2006/07
+ pay
award
10%
reductio
n from
31/03/08
N/A








151
Maximising public and private investment
to regenerate the City
Council Tax arrears collection (overall) 
152
Council tax arrears collection (Cash)
153
The % variation of outstanding debt
greater than 60 days old
154
Gross cost of collecting Council Tax


LPI 51
23.7%
reduction
25.8%
reduct
ion

LPI 114
£1.21m
£1.614
155
Gross cost of handling a Housing Benefit
claim

LPI 115
£4.73m
£3.546
m
156
The percentage of national non-domestic
rates collected in-year

BVPI 10
97%
96.80%
96.8%
96.8%
97.3%
97.8%
BVPI 14
0.83%
0.70%
0.81%
0.45%
0.45%
0.45%
0.28%
1,460
1,005
1,515
1,100
1,150
N/A
157
158
Helping people to overcome the barriers
to employment and improving basic skills
No PIs currently under this sub-pledge-to
be developed
Maintaining a high quality workforce to
drive the prosperity of the City
The % of employees retiring early
(excluding ill-health retirements) as a %
of the total work force.

Number of jobs created and safeguarded
through relocation

D:\219511440.doc
LPI 101
2007/08
+ pay
award
2007/08
+ pay
award
98.3%


N/A
N/A
98.64%
68
Pledge 6 – Progress in 2005/2006 and future plans
PLEDGE 6: Creating prosperity in Salford
We will ensure an economically prosperous city with good hobs and a thriving economy
Our priority
Examples of what we achieved in
2005/06
Promoting the city as
 Central Salford Draft Vision
a location of choice for
and Regeneration
people and
Framework produced and
investment.
consulted upon.
 Central Salford URC draft
Business Plan produced.
 Secured funding from NWDA
£5.9 million, ERDF £3.4
million and NDC £300,000.
Planning permission granted
and construction
commenced on site during
February 2006. 0.8 hectares
of brownfield land reclaimed
for development.
 HMR Scheme Update
2006/08 developed and
submitted to ODPM –
October 2005.
 SRB5 succession strategy
agreed and evaluation
underway.
 The council tax increases for
Salford services have been 3%
for the last two years.
D:\219511440.doc
Examples of what we plan to
Examples of our aspirations to
do in 2006/2007
2008
 Final Central Salford
 Central Salford Vision and
Vision and Regeneration
Regeneration Framework
Framework agreed.
and Salford West
Regeneration Framework
 Central Salford
acting as key strategic tools
URC(Urban
for Salford City Council and
Regeneration Company)
partners.
Business Plan finalised.

Central Salford URC
 SRB5 evaluation
Business Plan – key projects
concluded.
implemented.
 Salford West
 Further HMR (Housing
Regeneration Framework
Market Renewal)
and Action Plan under
programme resources
development.
secured.
 Commission tender to
 Ensure that the city has the
identify potential third
infrastructure capable of
party operator for the
attracting and retaining
Innovation Forum site
investment.
when completed.
 Deliver the capital project
in relation to the forum to
time and on budget.

Council tax increase to be no
more than 3% per annum for
Salford’s services.

Continue to ensure that council
tax rises do not exceed the
national average.
69
Promoting the city as

a location of choice for
people and investment
Carried out the One Shocking
City campaign in summer 2005,
with national advertising. Has
led to 3,000 requests for the
special campaign book.



Supporting
businesses and
maximising
employment
opportunities

203 inward investment
enquiries processed.

25 relocations were secured
into and within Salford.
1,005 jobs were created or
safeguarded through
business development and
investment activity.
153 business premises
secured.


D:\219511440.doc
Updating and development
of city marketing strategy.
Develop and implement
second stage in city
awareness and repositioning
activity.
Re-conduct brand audit and
evaluate progress.
 Process at least 250
inward investment
enquiries.



Secure 30 relocations
into and within Salford.
Work with partners to
create and safeguard
1,100 jobs.
Secure 160 business
premises.

Implementation of City
Marketing and Communications
Strategy.

Encourage inward moving and
indigenous businesses to invest
in Salford.

Improve the performance,
competitiveness and growth
of established businesses.

Increase the number of
viable businesses by
encouraging enterprise and
improving business start-up
and survival rates.
70
Supporting
businesses and
maximising
employment
opportunities



Phase 1 of Eccles Liverpool
Road shop front improvement
scheme completed, 10 shop
fronts improved. Footpath
improvement scheme
completed.
Preliminary work undertaken to
develop the Irlam and
Cadishead section of the A57
corridor.
Baseline study commenced to
identify future corridors to target.
Supporting
businesses and
maximising
employment
opportunities.
Undertake the regeneration
of key linear corridors across
the city via:

Development of the A57
Eccles corridor:
Development of A57
Irlam/Cadishead corridor –
Produce Linear Corridor
Strategy for the city.


Develop a co-ordinated
programme of marketing to
promote Salford as a good place
to do business, including:


D:\219511440.doc

Six Business Forums held.
Annual Business Survey
conducted (service awareness
increased from 37% to 39%).
Joint Export Forum in March
2006. Open to Greater
Manchester companies.
 12 construction employers
have signed up to working
with the Salford Construction
Partnership.



Deliver six Business Forums.
Conduct annual business
surveys to gather local
intelligence, from at least
500 businesses.
Export Award event.

Salford Construction
Partnership to:
- Assist 200 residents into
employment.
- 100 unemployed
residents trained.
- 50 employers to be sign

Secure the regeneration of the
city through targeted area based
initiatives

Encourage inward moving and
indigenous businesses to invest
in Salford.
Improve the performance,
competitiveness and growth of
established businesses.


-
Salford Construction
Partnership to
- Assist 400 residents into
employment
- 200 unemployed
residents trained.
100 employers to
be signed up to
71
up to Salford
Construction
Partnership.
Maximising public and
private investment to
regenerate the city



Helping people to
overcome the barriers
to employment and
improving basic skills.


D:\219511440.doc
HMR (Housing Market Renewal)
Scheme Update 2006/08
submitted to ODPM.
Lower Broughton partnership
with Countryside Properties
agreed. Lower Kersal and
Charlestown – developer
agreement nearing agreement.
130 hectares of land are
allocated for industrial/office
development, plus 26 hectares
had outline planning permission
and 17 hectares had full
planning permission. Total of
173 hectares of land available
as at 31st March 2006 plus a
further 11 hectares under
construction.
Assisted 353 people into
employment of which:
- 66 are claimants of
inactive benefits
- 49 have sustained jobs
(April to December 2005)
5 children’s centres designated
March 2006. 6 new children’s
centres planned for wave 2.

Salford
Construction
Partnership
protocol.
To continue to support further
partnership development.
HMRF Scheme Update
2006/08 approved.
Big Lottery Living Landmarks
Stage 2 bid for Irwell City
Park submitted.


Ensure that allocations
support growth requirements
and existing employment
requirements.

Ensure that the city has the
infrastructure capable of
attracting and retaining
investment.

Delivery of Jobshop Advice
Network Service.
- 542 people engaged.

Improve the employability of
Salford residents who are most
distanced from the labour
market.

8 children’s centres
designated.

A network of 16 children’s
centres providing SureStart
services in our most
disadvantaged areas.

72
Pledge 7 – Enhancing life in Salford
‘We will ensure that we are a city that’s good to live in with a quality
environment and decent, affordable homes which meet the needs of
local people”
We will achieve this by:

Ensuring the cleanliness and maintenance of the city

Giving residents in the city a choice of quality housing to meet their needs

Promoting sustainability through appropriate development, conservation and
improvement of the city’s environment

Providing an accessible and sustainable recycling service

Improving the city’s highway and transportation network
D:\219511440.doc
73
Pledge 7 – At a Glance Performance
Analysis of our performance against Pledge 7 in 2005/2006
The pie charts below refer to our performance in respect of the Performance
Indicators against which we monitored ourselves in 2005/06 and which relate
to Pledge 7 – Enhancing life in Salford.
(Insert pie charts for performance indicators improving or deteriorating and
performance indicators on target when all PI data has been received)
D:\219511440.doc
74
Pledge 7 – Performance Indicators
We continuously assess how we are performing in providing services to our customers. To enable us to do this, we monitor our performance against a range of
nationally and locally set performance indicators. We have many other indicators which we use to measure performance. However, the table below provides an
indication of our performance against key indicators in 2005/06 and previous years and identifies the targets we ae aiming to achieve in future years.
Ref
1
159
160
161
162
163
164
Actual
Actual
Actual
Target
2006/07
Target
3
4
5
6
7
8
9
10
Benchmark
Top
Quartile
2004/05
11
BVPI
199a
CPA E44
25%
16%
23%
19%
18%
15%
14%
N/A

BVPI
199b
10%
20%
15%
10%
9%
N/A
New PI in
2005/06
BVPI
199c
0%
17%
15%
15%
15%
N/A
New PI in
2005/06
431
437
437
437
437
CPA upper
threshold:
355kg

0.69%
0.0092%
0%
0%
0%
N/A
New PI in
2005/06
£31.78
(E)
£33.28
£34.28
£35.31
£36.37
£31.68
CPA/PA
F/BVPI/
LPI No.
Sub Pledge/PI
2
Ensuring the cleanliness and
maintenance of the City
The percentage of relevant land and
highways that is assessed as having
combined deposits of litter and detritus
that fall below an acceptable level

The percentage of relevant land and
highways from which unacceptable levels
of graffiti are visible

The percentage of relevant land and
highways from which unacceptable levels
of fly-posting are visible

Number of kilograms of household waste
collected per head of the population

The % change from the previous financial
year in the number of kilograms of
household waste collected per head of
the population

The cost of waste collection per
household.

BVPI
84a
CPA E26
2003/04
429
BVPI 86
£28.95
£32.31
2005/06
Targets
50%
BN:
1,285
CI: 2.73
89%
BN:
1,259
CI: 724
165

BVPI 89
CPA E38
166
The % of people satisfied with household
waste collection

BVPI
90a
CPA E8a
167
The % of people satisfied with waste
disposal
BVPI
90c
CPA E8c
80%
BN: 774
CI: 2.89
168
The number of collections missed per
100,000 collections of household waste. 
LPI 21
11
D:\219511440.doc
434
BVPI
84b
The % of people satisfied with the
cleanliness standard in their area

2004/05
2007/08
Target
2008/09
Target
58%
CPA upper
threshold:
74.4%
89%
CPA upper
threshold:
89%
84%
CPA upper
threshold:
84%
70%
90%
Not set –
GMWDA
responsi
bility
19.6
17.37
20
19
18
17
N/A
How have
we
performed?
Are we on
target?
12
13





Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006


75
100%
CPA upper
threshold
100%
100%
CPA upper
threshold:
100%






169
Score against a checklist of enforcement
best practice for environmental health. 
BVPI
166a
CPA E27
100%
100%
100%
100%
100%
100%
100%
170
Score against a checklist of enforcement
best practice for trading standards.

BVPI
166b
CPA E21
100%
100%
100%
100%
100%
100%
100%
171
% of pollution control improvements to
existing installations completed on time

BVPI
217
81%
95%
90%
90%
90%
N/A
New PI in
2005/06
172
Number of ‘sites of potential concern’
with respect to land contamination

BVPI
216a
500 (E)
617
567
634
701
N/A
New PI in
2005/06
BVPI
216b
20% (E)
26%
15%
14%
13%
N/A
New PI in
2005/06
BVPI
218a
98% (E)
100%
95%
96%
97%
N/A
New PI in
2005/06
BVPI
218b
98% (E)
100%
95%
96%
97%
N/A
New PI in
2005/06
173
174
175
176
Number of sites for which sufficient
detailed information is available to decide
whether remediation of the land is
necessary, as a % of all ‘sites of potential
concern’

% of new reports of abandoned vehicles
investigated within 24 hours of
notification

% of abandoned vehicles removed within
24 hours from the point at which the
authority is legally entitled to remove the
vehicle

Giving residents in the City a choice of
quality housing to meet their needs
The proportion of unfit private sector
dwellings made fit or demolished as a
result of action by the local authority 
LPI 120
CPA H17
7.46%
7.37%
7.7%
7.5%
8.2%
8.0%
8.0%
57
61
63(E)
61
62
62
62
CPA upper
threshold:
4.32%
64
CPA upper
threshold:
65






177
The average SAP rating of local authority
owned dwellings.

BVPI 63
CPA
E24/H11
178
Number of non-local authority owned
vacant dwellings returned to occupation
or demolished during the financial year
as a direct result of action by the local
authority.

BVPI 64
CPA H23
179
242
423
348
500
350
350
140.75
CPA upper
threshold:
6.02%
179
Rent collected by the local authority as a
proportion of rents owed on Housing
Revenue Account (HRA) dwellings

BVPI
66a
CPA H6
93.6%
96.73%
96.4%
96.5%
96.67%
96.67%
96.67%
97.69%
CPA upper
threshold:
98.2%
D:\219511440.doc

76
180
Percentage of Local Authority tenants
with more than seven weeks (gross) rent
arrears

181
The % of local authority tenants in arrears
who have had Notices Seeking
Possession served

BVPI
66c
22.44%
182
The % of local authority tenants evicted
as a result of rent arrears

BVPI
66d
0.24%
183
184
185
186
187
188
The % of all council tenants, or a
representative sample of council tenants
stating that they are satisfied with the
overall service provided by their landlord
when surveyed

Satisfaction of ethnic minority local
authority tenants (excluding white
minority tenants) with the overall service
provided by their landlord

Satisfaction of non-ethnic minority local
authority tenants with the overall service
provided by their landlord

Satisfaction of council housing tenants
with opportunities for participation in
management and decision making in
relation to housing services provided by
their landlord

Satisfaction of ethnic minority council
housing tenants (excluding white
minority) with their opportunities for
participation in management and decision
making in relation to housing services
provided by their landlord

Satisfaction of non-ethnic minority
council housing tenants with their
opportunities for participation in
management and decision making in
relation to housing services provided by
their landlord

D:\219511440.doc
BVPI
66b
CPA H7
8.84%
Amende
d PI –
No
target
set
Amende
d PI –
No
target
set
Amende
d PI –
No
target
set
7.7%
7.7%
7.7%
N/A
Amended PI
in 2005/06
34.62%
34.62%
34.62%
N/A
Amended PI
in 2005/06
0.47%
0.47%
0.47%
N/A
Amended PI
in 2005/06
Amended
PI in
2005/06 No target
set
Amended
PI in
2005/06 No target
set
Amended
PI in
2005/06 No target
set
BVPI
74a
CPA H12
72%
BN:1461
CI:2.49%
73%
75%
76%
CPA upper
threshold:
92.5%
Survey in
2006
Survey in
2006
BVPI
74b
CPA H13
74%
69%
78%
75%
Survey in
2006
Survey in
2006
BVPI
74c
71%
73%
78%
76%
Survey in
2006
Survey in
2006
BVPI
75a
45%
BN:1409
CI:2.54%
67%
60%
63%
CPA upper
threshold:
77.5%
Survey in
2006
Survey in
2006
BVPI
75b
32%
50%
60%
60%
Survey in
2006
Survey in
2006
BVPI
75c
44.7%
68%
60%
62.75%
Survey in
2006
Survey in
2006
77
189
190
The average length of stay in bed and
breakfast accommodation of households
that are unintentionally homeless and in
priority need

The average length of stay in hostel
accommodation of households that are
unintentionally homeless and in priority
need

BVPI
183a
CPA H14
6 weeks
4 weeks
3 weeks
3 weeks
2 weeks
1 weeks
0 week
BVPI
183b
CPA H15
9 weeks
10 weeks
9 weeks
8 weeks
7 weeks
1 week
1 week
191
The percentage of local authority
dwellings which were non-decent at the
start of the financial year

BVPI
184a
CPA H1
68.34%
65%
58% (E)
60%
57%
57%
57%
192
The % change in the proportion of nondecent dwellings between the start and
end of the financial year

BVPI
184b
CPA H2
8.87%
13.4%
7.1% (E)
6.67%
7.02%
7.02%
7.02%
193
The % of urgent repairs completed within
Government time limits.

LPI 12
CPA H4
88.68%
96.29%
98.25%
97%
98%
98%
98%
194
The % of planned to responsive repairs
funded from revenue expenditure
CPA H21
195
The average time taken (days) to
complete non-urgent responsive repairs.

LPI 13
CPA H5
14.12
days
12.32
days
8.3 days
11 days
10 days
10 days
10 days
196
Average time taken to re-let Local
Authority Housing
BVPI
212
CPA H8
64 days
47 days
45 days
40 days
40 days
40 days
40 days
197
Percentage of the total private sector
homes vacant for more than 6 months

Average weekly management cost

198

CPA H18
3.14%
(0.85%
deprivati
on
adjusted)
CPA H9
£13.68
1 week CPA
upper
threshold:
1.2 weeks
0 weeks
CPA upper
threshold:
0 weeks
43% CPA
upper
threshold:
21%
11. 3% CPA
upper
threshold:
23.8%
CPA upper
threshold:
97%
CPA upper
threshold
54%
(planned)
CPA upper
threshold:
11 days
CPA upper
threshold:
34.2 days












CPA upper
threshold:
0% (North
West)
£13.69
£14.48
£14.48
£14.48
CPA upper
threshold:
£10.20
Promoting sustainability through
appropriate development, conservation
and improvement of the city’s
environment
D:\219511440.doc
78
199
200
201
202
Did the local planning authority submit
the Local Development Scheme (LDS) by
28th March, 2006 and thereafter maintain a
3 year rolling programme?
Has the local planning authority met the
milestones which the current Local
Development Scheme (LDS) sets out?
Did the local planning authority publish
an annual monitoring report by 31st
December 2005?
% of new homes built on previously
developed land.

Yes
Yes
Yes
Yes
Yes
N/A

BVPI
200b
Yes
Yes
Yes
Yes
Yes
N/A
New PI in
2005/06
BVPI
200c
Yes
Yes
Yes
Yes
Yes
N/A
New PI in
2005/06
90%
93.13%
CPA upper
threshold:
93%

N/A
New PI in
2005/06
New PI in
2005/06 No target
set
N/A
New PI in
2005/06
New PI in
2005/06 No target
set
N/A
New PI in
2005/06
New PI in
2005/06 No target
set
BVPI
200a
CPA E41
BVPI
106
CPA E23
Yes
99%
94.32%
87.78%
90%
90%
90%
New PI
in
2005/06
– no
target
set
New PI
in
2005/06
– no
target
set
New PI
in
2005/06
– no
target
set
203
Total number of conservation areas in the
local authority area

BVPI
219a
16
204
% of conservation areas in the local
authority area with an up to date
character appraisal
BVPI
219b
0
205
% of conservation areas with published
management proposals

BVPI
219c
0
206
Energy Consumption of local authority
operational property (fossil fuels)

LPI 117
432Kwh
/M2
532Kwh
/M2
531Kwh/
M2
530Kwh/
M2
529Kwh/M2
N/A
New LPI in
2005/06
207
Energy consumption of local authority
property (electricity)

LPI 118
116Kwh
/M2
157Kwh
/M2
156Kwh/
M2
155Kwh/
M2
154Kwh/M2
N/A
New LPI in
2005/06
208
Customer satisfaction with trading
standards

CPA E30
89.6%
209
Business satisfaction with trading
standards

CPA E31
88%
D:\219511440.doc







CPA upper
threshold:
75%
CPA upper
threshold:
75%
79
210
211
Trading standards visits to high risk
premises
CPA E32

Trading standards levels of business
compliance high -, medium - and low risk
premises

Providing an accessible and sustainable
recycling service
212
The % of household waste arisings which
have been sent by the authority for
recycling

213
Total tonnage of household waste
arisings which have been sent by the
authority for recycling
214
The % of household waste which has
been sent for composting or for treatment
by anaerobic digestion

D:\219511440.doc

CPA upper
threshold:
100%
CPA upper
threshold:
95%
100%
CPA E33
BVPI
82ai
CPA E6
9.55%
12.13%
BVPI
82aii
BVPI
82bi
CPA E6
0%
0.71%
17.89%
(E)
20%
23%
25%
27%
16,715
(E)
17,000
20,000
22,200
24,300
5.06%
(E)
3%
6%
7%
7%
CPA upper
threshold:
met 2005/06
statutory
recycling
and 2005/06
performanc
e is 25% or
better
N/A
CPA upper
threshold:
met 2005/06
statutory
recycling
and 2005/06
performanc
e is 25% or
better
CPA upper
threshold:
met 2005/06
statutory
recycling
and 2005/06
performanc
e is 25% or
better
80
215
216
217
218
The tonnage of household waste sent by
the authority for composting or for
treatment by anaerobic digestion

The % of households resident in the
authority’s area served by the kerbside
collection of recyclables

The % of households resident in the
authority’s area served by kerbside
collection of at least two recyclables

The % of people satisfied with recycling 
BVPI
82bii
BVPI
91a
CPA E7a
99%
BVPI
91b
BVPI
90b
CPA E8b
99%
4808 (E)
3,000
5,250
6,000
6,000
99.5%
100%
100%
100%
100%
99.5%
100%
100%
100%
100%
66%
BN:
1,093
CI: 2.83
80%
CPA upper
threshold:
met 2005/06
statutory
recycling
and 2005/06
performanc
e is 25% or
better
CPA upper
threshold:
100%



N/A
New PI in
2005/06
70%
CPA upper
threshold:
83.1%
Survey in
2006
Survey in
2006
Amended PI
in 2005/06
Amended
PI in
2005/06 No target
set
Amended PI
in 2005/06
Amended
PI in
2005/06 No target
set
Amended PI
in 2005/06
Amended
PI in
2005/06 No target
set
Improving the City’s highway and
transportation network
219
% of the local authority principal road
network where structural maintenance
should be considered

BVPI
223
220
% of the non principal classified road
network where maintenance should be
considered

BVPI
224a
CPA E10
221
% of the unclassified road network where
structured maintenance should be
considered

BVPI
224b
CPA E11
D:\219511440.doc
28.00%
Amende
d PI –
no
target
set
36.00%
Amende
d PI –
no
target
set
23.3%
Amende
d PI –
no
target
set
26.5%
32.5%
20.0%
24.7%
29.5%
16.0%
23.0%
26.5%
12.0%
BVPI 96 –
32.87%
BVPI 97a –
7.03%
CPA upper
threshold:
2 year
average
less than or
equal to
12%
BVPI 97b –
9.95% CPA
upper
threshold:
2 year
average
less than or
equal to
12%
81
222
Progress with local transport plan

CPA upper
threshold:
Annual
progress
report
assessed
as
'excellent'
CPA E1
223
Reducing killed and seriously injured
road casualties

CPA E12
90
224
Intervention by Secretary of State under
traffic management act powers

CPA E19
No
225
Reducing slightly injured road casualties

Road accident casualties:
N/A
No
No
No
No
No
CPA E40
N/A
Number of people killed or seriously
injured (KSI) in road traffic collisions

BVPI
99ai
87
91
84
95
101
96
91
85.75
227
Number of children (aged under 16 years)
killed or seriously injured (KSI) in road
traffic collisions

BVPI
99bi
24
24
13
18
17
16
15
14
228
Number of people slightly injured in road
traffic collisions

BVPI
99ci
1169
1198
1010
1605
1605
1591
1577
953
BVPI
99aii
-21%
4.6%
-8.7%
-5.3%
-4.7%
-5.0%
-5.2%
-9.09%
BVPI
99bii
-7.7%
0%
30.00%
-5.3%
-10.0%
-5.6%
-5.9%
-15.28%
BVPI
99cii
-13.6%
2.5%
-7.2%
-0.9%
-1.0%
-1.1%
-1.1%
-10%
BVPI
99aiii
-31%
-27.8%
-33.3%
-25%
-19.8%
-23.8%
-27.8%
-28.07%
BVPI
99biii
-2.4%
-2.4%
-48%
-25%
-28.0%
-32.0%
-36.0%
-48.93%
230
231
232
233
% Change in the number of people killed
or seriously injured (KSI) in road traffic
collisions since the previous year

% change in the number of children (aged
under 16 years) killed or seriously injured
(KSI) in road traffic collisions since the
previous year

% Change in the number of people
slightly injured in road traffic collisions
since the previous year

% Change in the number of people killed
or seriously injured (KSI) in road traffic
collisions since the 1994-1998 average 
% Change in the number of children killed
or seriously injured (KSI) in road traffic
collisions since the 1994-1998 average 
D:\219511440.doc

















N/A
226
229

82
234
235
% Change in the number of people
slightly injured in road traffic collisions
since 94-98 average

The number of days of temporary traffic
controls or road closure on traffic
sensitive roads caused by roadwork’s per
km of traffic sensitive road.

BVPI
99ciii
-30.8%
-29.1%
-40.2%
-5%
-5.0%
-6.0%
-7.0%
-16.61
BVPI
100
0.1
0.1
0.73
0.6
0.5
0.25
0.1
0.0
236
The % of respondents satisfied with the
local provision of public transport
information

BVPI
103
CPA E14
51%
BN: 933
CI: 3.23
237
The % of all respondents satisfied with
the local bus service

BVPI
104
CPA E15
52%
BN: 1043
CI: 3.05
238
The % of pedestrian crossings with
facilities for disabled people, as a
proportion of all crossings in the local
authority area

BVPI
165
CPA E16
80%
239
The % of the total length of rights of way
in the local authority area that are easy to
use by the general public.

BVPI
178
CPA E1
47.6%
(CSS/
CA
Methodol
ogy
used)
240
Percentage of the category 1, 1a and 2
footway network where structural
maintenance should be considered

D:\219511440.doc
BVPI
187a
CPA E18
17.8%
Not set
GMPTE
responsi
bility
Not set
GMPTE
responsi
bility
57%
CPA upper
threshold:
72%
62%
CPA upper
threshold:
65%
95.45%
CPA upper
threshold:
98%




Survey in
2006
Survey in
2006
Survey in
2006
Survey in
2006


80.4%
61.0%
90%
65.0%
(E)
67.5%
(E)
70.0% (E)
66%
71.0%
(CSS/C
A
method
ology
used)
75.3%
75.3%
75.3%
75.3%
80.45%
CPA upper
threshold:
90%


24.0%
13.75%
CPA upper
threshold:
2 year
average
less than or
equal to
18%


58.41%
30.37%
59%
28.0%
26.0%
83
Pledge 7 – Progress in 2005/2006 and future plans
PLEDGE 7: Enhancing life in Salford
We will ensure that Salford is a city that’s good to live in with a quality environment and decent, affordable homes which
meet the needs of local people
Our priority
Ensuring the
cleanliness and
maintenance of the
city.
Examples of what we achieved in
2005/06
 17.37 bins per 100,000 were
missed during waste collections
in 2005/06.



D:\219511440.doc
The cost of waste collection is
estimated at £31.78 per
household for 2005/06.
Using a new methodology for
assessing street cleanliness
targets of 23% litter and detritus,
10% graffiti and 0% fly posting
have been achieved.
950 Fixed Penalty Notices
served for littering and dogfouling.
Examples of what we plan to
do in 2006/2007
 Ensure no more than 19 bins
per 100,000 are missed
during waste collections in
2006/07.
 Ensure the cost of waste per
household does not exceed
£35.31.

18% litter, 15% graffiti, 15%
fly-posting and 3 (increase in
fly tipping enforcements) are
achieved.
Examples of our aspirations
to 2008
 Ensure no more than 18 bins
per 100,000 are missed
during waste collections in
2007/08.
 To maintain a low cost of
waste per household, 07/08
target of £35.31

15% litter, 10% graffiti, 15%
fly-posting and 3 (increase in
fly-tipping enforcements) are
achieved.


Expand enforcement action
to include graffiti, fly-posting
and increase enforcement
against fly-tippers.
Develop a sustainable
educational and enforcement
regime which will result in
fewer incidents of
environmental crime.
84
Ensuring the
cleanliness and
maintenance of the
city.

Implementation of Mandatory
Houses in Multiple Occupation
Licensing started. Salford is
currently working in partnership
with Central Government to
develop a national approval
process for Selective Licensing.

Giving residents in the
city a choice of quality
housing to meet their
needs.

Supporting People Strategy
2005-2010 completed on
schedule and submitted to
ODPM. Homeless Strategy
Review completed March 2006.
500th landlord has been
accredited.

Performance against Decent
Homes has improved. 62%
achieved.



D:\219511440.doc

Number of Houses in
Multiple Occupation (HMO)
successfully licensed, The
regime to license HMO
(under the Housing Act
2004) is being implemented.
Our baseline figure is nil and
by 31st March 2007 it is
anticipated that 120 licenses
will be issued. A number of
selective licenses
successfully issued. The
Selective Licensing regime is
awaiting the Secretary of
State’s approval to
commence. Our baseline
figure is nil. By 31st March
2007 it is anticipated that 50
Selective Licenses will be
issued.
To implement the choice
based lettings scheme by
March 2007.
The aspirational target for
2008 has already been met.
A new target will be
developed for up to 2008.
Establish a new Housing and
ALMO for Central Salford, a
Local Housing Company in

As this is a new indicator
and we are currently
awaiting approval to
commence the selective
licensing regime a target for
2007/08 has not yet been
set.

To introduce choice into
housing allocations by 2010.

Achievement of a minimum 2
star rating for the new
Housing and Regeneration
85
Providing an
accessible and
sustainable recycling
service.
Improving the city’s
highway and
transportation
network.
D:\219511440.doc

20.30% of household waste
recycling rate achieved by
Salford.


99.5% of residents have access
to kerbside recycling.


5.07% by weight in green waste
was collected.


£4.5 m invested in improving
highways.


West Salford following a
tenants ballot, and a
Common Service Provider to
deliver decent homes
investment and provide
related services.
Aim to increase household
recycling waste rate to 22%.
Ensure 100% of residents
have access to kerbside
recycling.
A target of 6% collection by
weight has been set for
green waste collections.
Invest £4m in highway
improvements this year.
ALMO and a highly
performing Local Housing
Company which delivers
high quality decent homes
investment and services.

Aim to increase household
recycling waste rate to 23%.

Ensure 100% of residents
have access to kerbside
recycling.
Aim to increase the target to
7% by 2008.


We will invest another £4m a
year for the next 3 years.
86
Index of Performance Indicators
The following table provides details of the performance indicators contained in the PIs matrix and
the corresponding reference number to enable the PIs to be easily located on the matrix.
BVPI/LPI BVPI/LPI Title
Number
Matrix
reference
number
Corporate Health
Education
Health & Social Care-Children
Health & Social Care-Adults
Housing
Homelessness
Housing Benefit & Council Tax Benefit
Waste & Cleanliness
Transport
Environment & Environmental Health
Planning
Culture & Related Services
Community Safety & Well-being
87
SECTION 2
2.0
Performance Management and continuous improvement
Continuously improving and striving for the best for our citizens is at the heart of our council
and a legal duty.This section explains the way the council is judged nationally through the
government’s best value systems and in particular the Comprehensive Performance
Assessment (CPA) and how we organise ourselves to improve performance. The subsections are as follows:2.1
2.2
2.3
2.4
2.1
Introduction
Comprehensive Performance Assessment
Continuous Improvement in Salford
Performance Management
Introduction
In its annual audit and inspection letter published in January 2006 the
Audit Commission commented that:
"The council has improved outcomes over the last year. Based on its recent track
record, it also has the ability to continue to significantly improve the way it works and
the services it provides to local people. Access to services is improving and
examples of service improvements include adult social care, educational attainment
and reductions in vehicle crime and domestic burglary. An area which the Council
will need to address is youth services which were found to be ” inadequate” following
an Ofsted inspection. The Council is self aware and is clear on its improvement
priorities, which include the following :







Reduce crime and improve perceptions of crime.
Maintain long term commitment and investment to reducing health inequalities.
Maintain the step change improvement in educational performance and invest in
young people.
Maintain investment in neighbourhood management to involve local people and
ensure inclusiveness amongst the city’s diverse communities.
Maintain progress in improving local environmental quality and promoting sustainable
lifestyles amongst residents and local businesses.
Increase access to, and, provide an appropriate supply of well-managed, decent
housing for both current and future residents.
Ensure the investment attracted by the Urban Regeneration Company has spin off
benefits for the whole city and not just Central Salford.
Exploit the economic benefits of the Council’s central position within the City region,
building a strong and positive image for Salford with a range of audiences.
The Council has recognised that sickness absence is becoming a significant problem which needs to
be addressed. Early indications are that the steps that are being taken to improve attendance
management are proving effective and absences are reducing.
Overall, the Council’s investment in developing partnership working, encouraging community
involvement and strengthening its own skills and capacity is generally paying off in delivering real
service improvements. The value for money self-assessment framework which the Council has
recently introduced provides an excellent opportunity for continually challenging and delivering service
improvement.”
2.2
Comprehensive Performance Assessment (CPA)
88
What is CPA?
CPA brings together evidence of how well a council is performing by
combining the scores for two specific aspects:a. How the council is run overall i.e. the corporate assessment
b. How the council’s main services perform i.e. the service
assessment
The Audit Commission have also introduced a scored direction of travel
statement in 2005. Direction of travel is now assessed as “not improving
adequately (or not improving)”, “improving adequately”, “improving well” or
“improving strongly”
The
Audit Commission reviewed the approach to CPA scoring from 2005. The classification is
still scored by reference to service and corporate assessment scores, but the contents of
the assessments, and the scoring methodology, are very much changed. The Audit
Commission had said that, in the interest of continuous improvement, it would be harder to
score as highly in the new approach, when compared to the old approach.
Against this background we were delighted to improve our rating to 2 stars in
December 2005. This classification, and the elements of the Audit
Commission findings, are shown in the council’s 2005 CPA scorecard which
can be viewed on the Audit Commission website at
http://cpa.audit-commission.gov.uk/Scorecard.aspx?TaxonomyID=107108 .
It can be seen that improvements have been made in some service areas,
and this has improved the overall classification. Direction of travel continues
to be positive, as shown by the “improving well” assessment.
Following December’s announcement Salford underwent a fresh corporate
assessment in January 2006. This assessment was undertaken using the
Audit Commission’s new “harder test” methodology that scores the council
against five themes:
Ambition,
Prioritisation,
Capacity,
Performance Management and
Achievement
Again we are delighted as the council has been scored 3 out of 4 on all of the
five themes. This scores the council as 3 overall for the new corporate
assessment and this, in turn, improves our overall CPA categorisation from 2
to 3 stars.
We are particularly pleased because no other council has scored as highly
as Salford on the new “harder test” corporate assessment, and because we
are one of only three councils nationally that have improved their corporate
89
assessment score under the new methodology.
The Audit Commission’s corporate assessment report identifies areas for further
improvement and we will be undertaking a number of improvement activities to address
those areas over the coming year.
2.3
Continuous improvement in Salford
Salford City Council’s policy in respect of continuous improvement is
“to provide quality, value for money services which meet the community’s needs and
aspirations at a price they are prepared to pay.”
This means that we needed to review our activities in line with best value principles and
make sure that we had action plans in place to ensure improvements were made and that
services were meeting the needs of local communities.
2.3.1 Our programme of Best Value reviews
In 2005-2006 priority was given to implementing the council wide governance review, and
various “Think” initiatives: “Think Customer”, “Think Efficiency”, “Think Democracy” and
“Think Business” – all coming under the umbrella of “Think City”; and other corporate
developments such as the introduction of the Performance Management Framework and
Balanced Scorecard. We will also reflect on our future programme of service and
management reviews in the light of ongoing value for money efficiency statements, key lines
of enquiry from CPA, and from work on the balanced scorecard.
2.3.2
Audit of Best Value Performance Plan 2005/2006 (BVPP)
The District Auditor’s report on last year’s performance plan (2005/2006) confirmed that the
plan complied in all respects with legislation and the accuracy of the performance indicators
was satisfactory and therefore we received an unqualified opinion on our BVPP.
2.4
Performance Management
Performance management continues to be one of the Council’s ongoing key
priorities. We have again undertaken much work in 2005/06 to continuously
improve our approach to performance management which has been reflected
in our improved CPA outcome (see section 2.3) and we will be continuing our
work during 2006/07.
Our work and commitment to enhance our approach to performance management has been
recognised. The Audit Commission’s CPA Corporate Assessment report issued in April,
2006 stated that:“Performance management is strong” and that “The council is consistently performing well in
this area, consistently above requirements.”
“At the senior level, there is a clear focus on performance. Directors are held to account by
senior management and the political leadership for performance against targets on both a
formal and informal basis.”
“Performance management for managers and staff is effective throughout the Council.”
90
“Performance information is available to users and key stakeholders through the Council’s
website and a range of other literature as well as the BVPP.”
Work to further improve our performance management arrangements during 2006/07 will
include:




Work with our partners to co-ordinate and resource information sharing and
research.
Reviewing the range of qualitative performance information utilised to assess
performance.
Assessing the way in Scrutiny Committees review performance information.
Enhancement of the performance management of service delivery partnerships.
Enhancement of the arrangements for ensuring the quality of key performance
management data.
The latter work area will be a key area of focus during 2006/07 to ensure that
key staff are aware of their responsibilities in respect of the quality of the
performance data which is produced both corporately and within Directorates.
We have been undertaking work during 2005/06 to implement effective data
controls to ensue the accuracy of data which is being generated from our own
internal systems or provided to us from external sources and we will be
building upon this work in 2006/07.
SECTION 3
3.0
Salford’s Strategic Structure
91
This sections sets out and explains our objectives and priorities. It shows the key contexts
that shape those objectives. This starts with some key facts about the city and goes on to
explain how the council works within a national and local partnership arrangement.
We then show how all this fits together.
The section goes on to outline other key factors such as the allocation of the budget and
how the efforts of the people who deliver our services are aligned to support our pledges.
Finally, we look at some issues of governance – the way we organise our services as a
democratically accountable organisation.
3.1
Profile of the city
Salford sits at the centre of the buzzing Greater Manchester conurbation. Dedicated and
focussed renewal has transformed areas suffering from industrial decline, ensuring an
international reputation for successful regeneration. In the past ten years alone we have
secured in excess of £250 million to support transformational regeneration across the city.
Salford has a population of 216,400 and contains eight neighbourhood management
areas. Areas of dense conurbation and established suburban housing sit next to
areas of high value housing and massive open spaces; in fact over half of the city is
green space.
Our ambition for regeneration divides the city into two main areas: Central Salford and
Salford West. The Central Salford Urban Regeneration Company will co-ordinate strategic
regeneration and oversee the implementation, with partners, of the new holistic vision and
regeneration framework for this part of the city. Salford West is an area where significant
opportunities exist to develop private sector led economic prosperity and promote business
enterprise. We have also identified particular neighbourhoods within Salford West where
targeted renewal action is required including Eccles, Little Hulton and Swinton.
Partnership working is really important to us and is one of our key strengths and we have
developed a new Community Plan for the period 2006-2016 which was launched in 2005.
Raising and improving the image of the city is fundamental to achieving our ambitions and
we have worked to create a strategic approach to the branding and marketing of the city.
Market research company MORI reported that Salford was one of twelve councils whose
increase in customer satisfaction was ahead of the national trend.
Salford had the most improved 5A* to C GCSE’s in Greater Manchester and one of the most
improved nationally. We also recorded the biggest national combined increases in English,
Maths and Science between 2002-2005 at Key Stage 3.
Salford has improved from being the 14th worst area in relation to crime and disorder to 25th
in 2005, signifying a significant reduction in crime rates overall. Overall crime was down in
2005 21% from the 2003/-4 baseline, which is over 5000 fewer crimes.
Poor health has a major impact on the quality of life of many people in the city and we have
particularly set out to address the issues of smoking, diet, physical activity, mental and
sexual health and access to services. The Salford Smoking Cessation Service which is
recognised as a leading smoking cessation service confirmed that over 1,750 people in the
city gave up smoking during 2004/2005. We are working with the Salford Primary Care
Trust and the acute NHS Trust to establish a network of centres that will deliver a range of
92
public services, including primary and secondary health care, pharmacy, library and one
stop shop facilities.
Over the past year we have made great progress in addressing the challenges faced in the
city and seen real results in service improvement which are identified in detail in this plan.
In January 2006 we underwent a corporate assessment and following this inspection, the
Audit Commission’s report recognised the improvements we have made. The Audit
Commission have upgraded Salford to a three star authority.
3.2
Salford City Council’s mission
Salford City Council’s mission is
“To achieve the best possible quality of life for the people of Salford”.
To achieve our mission, we developed our seven pledges, as shown in section 1.
3.2.1
Local priorities – City Council Pledges
These pledges identify the council’s priorities and give a better understanding of the good
work that is carried out throughout the authority. The council’s seven pledges each have a
number of sub pledges which indicate how the pledge will be achieved. These details
together with details on how we are performing in achieving our pledges are set out in
section 1.
To ensure that we deliver on our pledges each directorate of the council is required to show
how it will contribute to the implementation of them. Consequently, the work to be done is
set out in each directorate’s Balanced Scorecard which shows details of what is to be
achieved throughout the coming year.
3.2.2
Partners IN Salford
Partnership working is well established in Salford and has involved all key agencies within
the city since 1994. Partners IN Salford consists of the following 14 organisations:














Salford City Council
Greater Manchester Police
Salford Primary Care Trust
University of Salford
Manchester Enterprises
The faith sector
Jobcentre Plus
2 representatives from the city’s eight community committees
3 representatives from the city’s Community Network
Salford Lifelong Learning Partnership
North West Development Agency
Learning and Skills Council
Government Office for the North West
Manchester Chamber of Commerce and Industry
93
As well as those mentioned above, a wide range of other public, private and voluntary
organisations actively contribute to the work of Partners IN Salford and its wider family of
partnerships.
Partners in Salford aims to:




Provide a common voice for the area, with agreed aims, objectives and priorities
Work to improve key mainstream public services to make them more responsive to
local communities
Agree strategies to tackle deprivation and promote sustainable development
Develop similar partnership structures for programmes and initiatives
To deliver the work of the main partnership, we have seven Strategic Delivery Partnerships
(SDP’s), one for each of the seven themes of the Community Plan (see section 1.2.4).
For the council’s part being a member of Partners IN Salford enables us to link better into
the wider needs and priorities of the citizens and communities in our city. Joint working is
increasingly the way to do things and includes increasing pooling of budgets, joint posts and
joint working.
3.2.3
Vision for the city
The city has an overall vision, developed by Partners IN Salford:
“In 2016, Salford will be a beautiful and welcoming city, driven by energetic and engaged
communities of highly skilled, healthy and motivated citizens, who have built a diverse and
prosperous culture and economy which encourages and recognises the contribution of
everyone, for everyone.
3.2.4
Local Priorities – The Community Plan
Partners IN Salford’s vision, priorities and targets were set down in Salford’s first Community
Plan which was published in November 2001. In 2005 Partners In Salford completed a
scenario planning exercise to identify critical issues and develop a vision for the city over the
nest 10 years. In December 2005 Partners IN Salford launched “Making the Vision Real”,
Salford’s Community Plan for 2006-2016. For a copy of the community plan see
www.salford.gov.uk/communityplan.
How the council’s pledges link to the Community Plan themes is shown in Figure ??.
3.2.5
The Neighbourhood Renewal Strategy
The Neighbourhood Renewal Strategy (NRS) fits alongside the Community Plan. The NRS
provides a framework to enable partners to deliver the strategic vision of the Community
Plan and sets out the priorities for investment both across the city and locally within
neighbourhoods. For a copy of the Neighbourhood Renewal Strategy see
www.salford.gov.uk/living/regeneration/fundingprogrammes/nrf.htm.
94
Figure ??
How the Council’s pledges link to Community Plan themes
Community plan theme

A healthy city
Community plan theme

A safe city
Council pledge 1

Improving health in
Salford
Achieved by:
Promoting a healthy
lifestyle and tackling
health inequalities

Working with partners to
improve life chances and
promote good health for
individuals and
communities

Improving and
redesigning services to
maximise access and
meet need
Community plan theme

A city where children and
young people are valued
Council pledge 4
Community plan theme

An inclusive city
Council pledge 2
Community plan theme

A learning and creative
city
Council pledge 3



Reducing crime in
Salford
Achieved by:
Reducing the fear of
crime and targeting the
crimes causing most
concern to the people of
Salford

Helping victims and
witnesses

Tackling offenders

Implementing crime
reduction and prevention
measures
Encouraging learning,
leisure and creativity in
Salford
Achieved by:
Raising the educational
attainment of children,
young people and adults
in the city

Providing better quality
schools and leisure
facilities

Promoting independence
for people through
education, training and
employment

Encouraging more
people to participate in a
range of sport, culture
and learning activities

Promoting the city for
major cultural, sporting
and leisure events
Investing in young
people in Salford
Achieved by:
Encouraging greater
engagement with young
people on issues that
affect their lives

Providing services and
facilities to meet the
needs of young people

Improving the life
chances of young people
by supporting them and
their families
Council pledge 5
Community plan theme

An economically
prosperous city
Council pledge 6
Community plan theme

A city that’s good
to live in
Council pledge 7



Promoting inclusion
in Salford
Achieved by:
Building strong,
confident
communities

Celebrating and
supporting our
cultural diversity

Improving access to
services and support
mechanisms for
vulnerable members
of our community
Creating
prosperity in
Salford
Achieved by:
Promoting the city
as a location of
choice for people
and investment

Supporting
businesses and
maximising
employment
opportunities

Maximising public
and private
investment to
regenerate the
city

Helping people to
overcome the
barriers to
employment and
improving basic
skills

Maintaining a high
quality workforce
to drive the
prosperity of the
city
Enhancing life in
Salford
Achieved by:
Ensuring the
cleanliness and
maintenance of
the city

Giving residents in
the city a choice
of quality housing
to meet their
needs

Promoting
sustainability
through
appropriate
development,
conservation and
improvement of
the city’s
environment

Providing an
accessible and
sustainable
recycling service

Improving the
city’s highway and
transportation
network
95
3.2.6
Neighbourhood Management
Neighbourhood management, in Salford, continues to strengthen and has been
adopted with enthusiasm across the entire partnership. The eight Community
Committees each produce their own community action plan. The plans are closely
connected with the city’s Community Plan and they list the local priorities under the
seven pledges of Salford.
The timing of production of the plans is carefully managed so that all directorates and
partner organisations can consider the priorities when allocating resources and
finance in the coming year. The plans are now more comprehensive and consistent
than ever before and are produced on one CD Rom for distribution to all service
deliverers in the city.
The Neighbourhood Teams contain representatives from all of the main service
deliverers and the teams continue to grow year on year. Executive Groups have now
been successfully introduced in each area. These groups contain senior members of
service deliverers and they ensure that Community Action Plans are being delivered,
that performance is maintained and that any blockages are removed swiftly. The
Political Executive also play a critical part by giving leadership and support to
neighbourhood management and providing an opportunity for the Neighbourhood
Manager to brief the local politicians and to gather their support where it is required.
In November 2005, Neighbourhood Management in Salford was evaluated on behalf
of the Pathfinder Project, Office of the Deputy Prime Minister. It was found to fulfil
virtually all of the Key Ingredients as identified by the ODPM and was identified as an
example of good practice. Building upon this success, Neighbourhood Management
is now being reviewed under the direction of a Lead Member. Developments in 2006
will include further devolvement of finance and decision making to local communities,
community committees becoming ever more representative of their communities and
elected members working more closely with community representatives.
Communities are becoming increasingly involved in decisions affecting their locality.
As at 1st April 2006 approximately £2.30 per head of population is devolved to
communities for them to spend on their local priorities. In addition, a number of small
grants are also devolved to local communities. The communities make a decisive
contribution to other services and how their money is spent. For example,
Environment Directorate has established dedicated teams in each neighbourhood to
deal with street cleansing. Furthermore, communities have a direct influence upon
26% (£1.5 million) of the total spend on Grounds Maintenance (parks and open
spaces). Thus, in cases where finance is not directly devolved to communities,
efforts are made to ensure that the community influences how money is spent.
Salford’s approach has attracted national attention and is recognised as an example
of good practice within the Local Government Association.
3.3
How it all fits together
This Best Value Performance Plan is a key report. It provides a comprehensive and
detailed view of all our performance targets at a council-wide level.
97
More detail can be found in each directorate’s Balanced Scorecard, which is
produced annually. Most sections also have more specific and detailed plans and
each employee is appraised every year on their individual contribution.
Alongside each plan is a set of targets and a performance management framework
(see section 2.4) which ensure plans lead to better services by demonstrating clear
links showing how an individual’s contribution helps us to achieve our overall
priorities. Figure ?? below explains how all this fits together
Our plans and how they fit together
Community Plan Vision
and seven themes
Figure ??
Our Seven Pledges
Cabinet Workplan
Our Best Value Performance Plan
Directorate Balanced Scorecards
Business Unit Balanced Scorecards
Individual Appraisals
98
3.3.1
Balanced Scorecard
The council began implementing a management tool called the Balanced Scorecard
during 2005. For more information on Balanced Scorecard please see
http://www.salford.gov.uk/council/corporate/directorates/chiefexecutives/performance
-management-framework/perfwhathavedone/whathavewedone/balancedscorecard.htm .
A copy of the council’s corporate balanced scorecard is shown below:-
Balanced Scorecard
Figure ??
Customer
Raise the expectations
and aspirations of people
who live and work in Salford
Ensure quality services
Increase the role of
communities and users in
service design
Provide greater choice for
all
Internal Processes
Finance
Effective and
comprehensive customer
research
Commission/procure
appropriate services
Effective external
communications
Accessible services
Effective performance
management
Directing resources to
priorities
Maximising efficiencies
Devolved budget
management to appropriate
levels
Increase income
generation
DELIVER THE
PLEDGES
Learning and Growth
Create effective
leadership at all levels
People skilled to meet
customer needs
A continuously learning
and growing organisation
Right people, right place
right time
99
3.3.2 Performance Management Framework (PMF)
During 2005/06, the council has continued to work towards the full
implementation of the PMF. The PMF is a comprehensive performance
management, IT based system which allows for the retention of information at
various levels within the organisation. This work will continue and be built
upon in 2006/07.
3.4
Structures
3.4.1
Democratic Structures
We are structured as shown in Figure ?? on the following page.
D:\219511440.doc
101
Figure ??
COUNCIL
STANDARDS
COMMITTEE
OVERVIEW AND SCRUTINY
COMMITTEES
(6)
Responsible for:
6 committees scrutinising:
Codes of Conduct
Strategy and Regeneration
Probity and Ethics Issues
Environment, Housing and Planning
Community, Health and Social Care
Children’s Services
Customer and Support Services
Budget and Audit
COMMUNITY
COMMITTEES
(8)
CABINET
10 Members with responsibility for:
REGULATORY
PANELS
(2)
Covering the following areas in the City:
Responsible for:
East Salford
Licensing & Safety
Leader – Chief Executive; Strategic Overview;
Regeneration; Policy, Performance and Best
Value; Communications and Marketing
Claremont & Weaste
Planning & Transportation
Deputy Leader – Chief Executive; Targets and
Pledges; Community Safety; Crime and
Disorder; Electoral Matters; Property; Service
Reviews; Waste Disposal
Irlam & Cadishead
Culture and Sport
Customer and Support Services
Planning
Housing
Environment
Adult Social Services
Children’s Services
Service Development/Neighbourhood
Management
Eccles
NON REGULATORY
PANELS (18)
Employers’ Forum
Equal Opportunities Forum
Corporate Complaints Panel
Housing Appeals Panel
Little Hulton & Walkden
Discretionary Housing Payments
Appeal Panel
Ordsall & Langworthy
Transport Appeals Panel
Swinton
Corporate Parenting Panel
Worsley & Boothstown
Adoption Panel
Children’s Review Panel
Complaints & Representations Panel
Exceptions Panel
Fostering Panel
Fostering Appeals Panel
Inspection & Registration Unit
Advisory Panels
Rota Visits Panels:



Children’s Residential Homes
Other Establishments
Rota Visits Reviewing Panel
Secure Accommodation Review Panel
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3.4.2
Cabinet
The cabinet consists of the Leader of the council, the Deputy Leader and
eight councillors who have been allocated a lead member portfolio with
responsibility for particular services. For more details in relation to the
cabinet please see www.salford.gov.uk/council/councillors/cabinet.htm .
3.4.3
Overview and Scrutiny Committees
Overview and Scrutiny Committees support the work of the Cabinet and the
Council. The council has six scrutiny committees and their strategic
responsibilities include:


Advising the cabinet and council on policies, practices, budget and
service delivery
Monitoring decisions of the cabinet – scrutiny committees can “call-in”
a decision that has been made by the cabinet but not yet
implemented.
For more information on our scrutiny committees and the work they
undertake please see www.salford.gov.uk/council/councillors/scrutiny.htm .
What to expect from councillors
As a member of Salford City Council a councillor has to consider not just
the interests of the local community but also what is in the best interests of
the city as a whole. Councillors represent their constituents at council
meetings but also represent Salford’s interest in other organisations such
as voluntary groups and public bodies such as the Greater Manchester
Police Authority. Members of the public will consult councillors seeking
assistance on issues or problems and councillors will always do what they
can to help or put people in touch with the right person or organisation to
sort out the problem. Councillors should always give the highest possible
standard of service to members of the public, and there are codes of
conduct which councillors must follow. For more information on what to
expect from your local councillor please see
http://www.councillor.info/salford.aspx
3.4.4.
Community Committees
Salford City Council consults with and involves local people through a
Network of local Community Committees which cover the following areas:







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East Salford
Claremont and Weaste
Eccles
Irlam and Cadishead
Little Hulton and Walkden
Ordsall and Langworthy
Swinton
Worsley and Boothstown
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The three major functions of our Community Committees are:1. To develop, implement, monitor and evaluate local Community Action
Plans
2. To manage budgets delegated to them
3. To scrutinise local services
Each Community Committee produces a local Community Action Plan which
identifies the key issues and priorities of the local area. Community
Committees also make decisions on the allocation of devolved budgets and
influence how funds are best spent to address these local priorities.
3.4.5
Services provided with other organisations
In order to improve the quality of the services we provide the council
provides some of its services in conjunction with other partners. In particular:
New Prospect Housing Limited
New Prospect Housing Limited (NPHL) was set up in September 2002 to
manage council homes within Salford. NPHL is a non-profit making
organisation which is often referred to as an ALMO (Arms Length
Management Organisation) which means it operates independently of the
council, but is overseen by the council.
The company is managed by a parent board and five local boards. Each of
the management boards is made up of equal numbers of tenants, local
councillors and independent board members.
Key themes for NPHL for the coming twelve months are:

From March 2007 stock holding managed by NPHL will be subject to
ballots, transferred to a new ALMO for Central Salford, a housing PFI
(Private Finance Initiative) company and a new RSL (Registered
Social Landlord) for West Salford.
For more information on NPHL see their website at www.new-prospect.org .
Salford Community Leisure
Salford Community Leisure (SCL) manage leisure facilities across Salford.
SCL is a not-for-profit organisation which is owned and controlled by the
local community.
Key priorities for 2006/07 are:
1. To improve the quality of the facilities through reinvestment and
improved maintenance.
2. to focus on continuous improvement of our services, and to develop a
culture of performance management.
3. To develop a long-term financial plan that controls costs and
maximises income potential.
4. To raise the profile of SCL and embed our services into the city’s
neighbourhood management.
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5. To improve communication both within the organisation and with
partners and customers.
Salford Community Leisure is managed by a board of Directors, which
includes representatives from Salford City Council. The Chief Executive,
Steve Hassall is responsible for the day to day management of SCL’s affairs
and he is accountable to the Board of Directors. For more information on
SCL see the website at www.salford.gov.uk/leisure/facilities/scl
Urban Vision
In January 2005 the Urban Vision Partnership Ltd was created. Urban Vision
is a pioneering company and is believed to be a first of its kind in Britain. It is
a joint venture company jointly managed by Salford City Council, Capita
Symonds and Morrison plc to focus on :






Better roads and pavements
Improved capacity with easy and quick access to experienced staff in
the Capita Symonds and Morrison groups
Better services for the same or less money
Better services as a result of reinvesting efficiency savings into
services and works
Bringing economic growth to assist with the council’s economic
development plans
Ability to recruit and retain the best staff for delivery to the citizens of
Salford
For more information in relation to Urban Vision please see the website at
www.salford.gov.uk/urbanvision .
Central Salford Regeneration Company
The Central Salford Urban Regeneration Company has been established to
co-ordinate and add value to existing regeneration initiatives by transforming
the Central Salford area. Working with the city council, the company has
produced an ambitious Vision and Regeneration Framework which has been
consulted upon. It has consulted local people and agencies about the
framework and a company business plan will guide the transformation of
Central Salford over the next ten to twenty years. In 2006/07 the final Vision
and Regeneration Framework will be agreed. For more details on the
regeneration of Central Salford please see the website at
www.centralsalford.com .
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3.5
Resources
The council’s 2006-07 budget is set at £189.190 million – an increase of 4% from last
year after taking account of funding changes introduced by the Government in
2006/07. We received a 2.9% increase in grant from central government and this
compares favourably with other metropolitan districts. This follows from the lower
than average increases we have received in recent years. The council has once
again set a below average council tax increase of 3.2% overall. Council tax
increases since 1993/94 in Salford have been the tenth lowest cumulatively in the
country.
3.5.1
The financial context
This section provides a summary of the issues that have influenced the setting of our
revenue budget for 2006/07. These issues include the level of council tax, the
standard of our service provision, the views of the public via our consultation
exercise, changes in Government legislation affecting the scope and the delivery of
our services and the financial settlement provided by the Government. For more
information on the council’s budget please see the website at
www.salford.gov.uk/council/finance/budget.htm .
3.5.2
At a glance summary – Where the council spends its budget
Our net expenditure is the cost of services after taking into account money from
charges to service users and various grants including those received from the
government for specific services or initiatives. Figure ?? below shows in broad terms
the services that take up the council’s spending.
Figure ??
Where the council spends its budget - 2006/07
Capital Financing
11.2%
Levies and Charges
11%
Community, Health &
Social Care 34.1%
Chief Executive 4.9%
Housing and Planning
Services 3.2%
Highways 5.7%
Environmental Services
7.1%
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Childrens Services
19.2%
Customer & Support
Services 3.6%
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3.5.3
At a glance summary – Where the council gets its money
Our spending is funded from two main sources:
1) The government through revenue support grant and the redistribution of
income collected from business rates and
2) Council tax payers
Figure ?? shows the value of these income sources in 2006/07.
Figure ??
Where the money comes from - 2006/07
Council Tax £77.3m or
40.9%
Government Redistributed Business
Rates £93.8m or 49.5%
Government Revenue Support Grant
£18.1m or 9.6%
3.5.4
The City Council’s Spending Plans 2006/2007
The key priorities that the group has identified for the council for its financial strategy
have been to develop a budget which:





Reflects the strategic priorities of the council.
Maintains the financial health of the council.
Maintains a policy of low council tax increases.
Continues to seek increased efficiency from existing services.
Delivers services which represent value for money.
Takes into account the results of public consultation.
3.5.5 At a glance summary – Capital Investment
In addition to the money the council spends on day to day services as reflected in the
revenue budget, the council also invests for the future in its buildings and
infrastructure. A provisional capital programme of approximately £107.3m has been
drawn up which is expected to attract government grants and other external funding
in the region of £66.1m. The balance of costs will be met from income of
approximately £13.9m generated from the disposal of surplus assets (capital
receipts) with the balance to be met from borrowing. The capital financing service
included in the city council’s revenue budget provides for the cost of this borrowing.
A summary of expenditure in the capital programme is shown below at figure ??:
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Figure ??
Capital Investment Plans 2006/07
Community, Health and
Social Care 8.5% or
£9.1m
Children's Services
14.3% or £15.4m
Private Sector Housing
26.9% or £28.9m
Other Services 3.3% or
£3.5m
Highways 7.4% or
£7.9m
Council Housing 18.3%
or £19.6m
Regeneration - Planning
and Economic
Development 21.3% or
£22.9m
3.5.6 The Council’s Accounts
Each financial year, we publish a comprehensive (100 plus pages) set of accounts
and a simplified four-page summary.
The latest financial year for which complete figures are available is 2004/05: figures
x,y and z provide summary illustrative data from the 2004/05 accounts. Our
accounts for 2005/06 (both the comprehensive and summarised versions) will be
published in October 2006 after an independent audit. Unaudited versions of the
comprehensive accounts will be available from July 2006 on our website by
contacting the finance team.
Want to find out more?
We are very interested in your views on how we present and share financial information
and invite your comments, particularly on the four-page summary statement of accounts
which we feel is the most user-friendly of our financial documents, This is available in
most libraries or by contacting the finance team.
For further information on our budget, accounts or any other aspect of the Council’s
finances, please contact the finance team on 0161 793 3245 or by e-mail at
council.finances@salford.gov.uk.
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Figure x
Revenue account for the year ended 31 March 2005
Service
Central services
Court & Probation services
Cultural & related services
Environmental services
Planning & Development services
Education
Transportation & Roads
Housing services
Social services
Net Cost of services
Less: loan interest, appropriations and other
internal accounting
Amount to be met from Government
Grants and Local Taxation
Gross
Expenditure
£000s
34,232
786
19,030
23,904
30,632
170,748
34,910
180,955
132,448
627,645
Gross
Income
£000s
(24,523)
(68)
(3,129)
(6,671)
(21,411)
(39,384)
(2,680)
(165,993)
(59,398)
(323,257)
Net
Expenditure
£000s
9,709
718
15,901
17,233
9,221
131,364
32,230
14,962
73,050
304,388
(23,186)
281,202
Financed by:
Revenue Support Grant
Private Finance Initiative Grant
Distribution from non-domestic rates pool
Council tax
Total Financing Income
(149,783)
(1,863)
(60,389)
(70,108)
(282,143)
Net General Fund surplus for the year
General Fund at end of March 2004
General Fund at end of March 2005
941
6,959
7,900
The Revenue Account presents the cost of running Council services between April 2004 and
March 2005. It also shows where the money came from to finance those costs, as well as
how money that has not been used at the year-end contributes to General Fund reserve
balances.
What is a Private Finance Initiative?
A private finance initiative is a scheme to provide a service that is run in
partnership with private sector organisations. The government may award a grant
towards running costs. For example, we provide some special needs education
in three schools designed, built and financed and operated by private sector
partners in return for a monthly lease payment.
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Figure y
Balance Sheet at 31st March 2005
The balance sheet shows what the council owns and is owed (assets), what it owes
(liabilities) and what its capital position is on the last day of the financial year, 31st March
2005.
Buildings and land owned by the Council
Stocks
Investments
Cash
Money owed to the Council
Money owed by the Council:
Borrowing
Provisions
Other
31st March 2005
£000
1,088,317
926
70,866
3,733
66,558
(504,348)
(13,839)
(236,017)
476,196
Financed by:
Non-distributable reserves
Earmarked reserves
General Fund reserve
Pension fund deficit
573,225
65,071
7,900
(170,000)
476,196
What are provisions and reserves?
Provisions and reserves are amounts set aside to meet potential future liabilities.
The General Fund reserve is useable for any purpose, provisions and earmarked
reserves are planned for specific purposes. Non-distributable reserves arise from
accounting for fixed assets, have a treatment peculiar to local authorities and are
not normally useable for any purpose.
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Fig z Capital Expenditure 2004/05
Asset type
Council Dwellings
Other Land and Buildings
Vehicles, Plant and Equipment
Infrastructure
Community Assets
Non-operational Land and Property
Deferred charges
£000
21,172
9,850
4,190
6,697
427
20,879
27,000
90,215
What is capital expenditure?
Capital expenditure represents money spent by the Council for the purposes of
purchasing, upgrading or improving assets such as buildings and roads. The
distinction from revenue expenditure is that the council receives the benefit from
capital expenditure over a longer period of time; we therefore spread the costs
over that estimated period of time.
3.5.7 Human Resources Strategy
We continue to work towards the 2004-2007 Human Resources Strategy which
provides a framework of policies, practices and systems which determines the kind of
employer the City Council wants to be and sets out how we aim to achieve this. A
copy of our Human Resources Strategy is located on the council’s intranet and
internet sites at www.salford.gov.uk/human-resource-strategy.doc.
In the coming year we will focus on a workforce development plan which will provide
a template for identifying detailed needs for the future workforce and how
recruitment, retention and development processes will deliver it. There will also be
increased emphasis on achieving a workforce that is more diverse. Specific
initiatives will encourage people from groups under represented in the current
workforce to apply for jobs.
The government has published a Code of Practice on Workforce Matters in Local
Authority Service Contracts. This requires from March 2003 that all service contracts
involving a transfer of staff comply with the Code. In Salford, we are committed to
the principles of the Code and its application. In the year 2005/06 109 employees of
the council were transferred out and 10 were transferred in to the council who fell
within the Code of Practice.
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3.5.8 PROCUREMENT
Procurement in Salford
The City Council has made significant progress during 2005/2006, that has resulted
in a corporate, co-ordinated approach to procurement which was well received by the
CPA Inspectors.
Procurement Strategy
The Procurement Strategy was approved by Cabinet in March 2006.
E-Procurement
The e-Trading Team, in liaison with the Corporate Procurement Team, has continued
to develop the various strands of e-procurement activity available for use in
procurement.
For further information in relation to procurement and the council’s procurement
strategy please see
www.salford.gov.uk/council/finance/procurement/procurementstrategy.htm
3.6
CORPORATE GOVERNANCE
The principles of good governance are integrity, openness and accountability.
In Salford we place great emphasis on demonstrating these principles. We have
robust systems, for example for performance management, risk management and
financial management which are dealt with in detail in this plan. We also have
systems in place to ensure high standards of behaviour from our councillors and
employees, and we have established Codes of Conduct that regulate their behaviour.
Our website and other communications demonstrate our commitment to open
government by providing public access to decisions and the decision making
process.
Our Neighbourhood Management Initiative is designed to reinforce and develop the
role of geographical communities in engaging with our decision making. Partners IN
Salford have also established a Diversity Leadership Forum which engages further
with our minority ethnic communities. We have also established a customer panel
called “The Big Listening” which is made up of a cross representation of people living
in Salford (see section 1.2).
3.7
MANAGING RISK
The council has continued to develop the systems for risk management to ensure
that it becomes embedded into the culture of the organisation. Risk registers are
utilised in all directorates to manage both strategic risks and operational issues, with
common cross-cutting themes also being identified for action.
Staff in key areas continue to receive training and support to help to identify risks and
to put steps in place to reduce the likelihood of that risk occurring, or the effect if it did
happen.
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To further strengthen the linkages between risk management and achieving the
council’s key objectives, risk management has been included as an integral part in
the performance management framework, which joins up the council’s plans with its
performance in achieving those plans across all service areas. Key actions to
improve the management of risk are allocated to specific owners and monitored to
determine what progress has been made.
A Corporate Governance and Risk Management Group that ensures risks are being
properly identified and managed effectively. The Group also examines emerging risk
issues and disseminates best practice across the Council.
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SECTION 4
4.0
Responsibility statement
The council is responsible for the preparation of the Best Value Performance Plan
and for the information and assessments set out within it together with the
assumptions and estimates on which they are based. We are also responsible for
setting in place appropriate performance management and internal control systems
from which the information and assessments in the Performance Plan have been
derived. Having prepared this plan with due care and attention, we are satisfied that
the information and assessments included here are in all material respects accurate
and complete and that the plan is realistic and achievable.
4.1
Language service
Copies of this plan can be made available on audio tape and in other languages by
contacting the council on (0161) 793 3419
(Please add in translation of above statement in foreign languages taken from last
year’s plan)
Albanian
Arabic
Bengali
Chinese
Farsi
French
Kurdish
Punjabi
Somali
Urdu
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4.2
For your comments
Best Value Performance Plan 2006/2007
Comments sheet
The council welcomes your comments on this best value performance plan. Your
views and observations will assist us in the preparation of plans for future years. If
you are willing to take part, please answer the following questions.
1) Is the plan easy to understand in terms of its layout and the language used?
If no, what elements are not easy to understand?)
2) Do you feel that the plan covers the whole range of services provided by the
council?
(If no, what services do you feel should be included in the plan?)
3) Does the plan adequately provide you with information regarding the council’s
strategies and its key initiatives for the forthcoming year?
( If no, what additional information is required?)
4) Does the plan enable you to make an assessment of how the council is
performing?
(If no, what additional information is required?)
5) Do you feel that the targets in the plan provide for a sufficient improvement in the
performance of the Council? (Please refer to specific performance indicators if
necessary).
(If no, for which indicators should greater improvements be made and to what
extent?)
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6) In general, do you feel that the plan provides you with useful information
regarding the council’s activities?
(If no, what additional information should be included or what information should
be left out?)
7) Do you feel that the plan conveys to you what the council is trying to achieve and
how it intends to get there?
(If no, what additional elements should be included?)
8) Do you feel that the plan measures the key elements of the council’s activities?
(If no, what other elements should be measured/what elements should not be
measured?)
9) Is there any other information which you would wish to see included in the plan
in future years?
(If yes, please provide details)
10) Please provide any other comments you wish to make on the plan
Please return this comment slip to:
Alan Tomlinson
Assistant Director, Policy and Improvement
FREEPOST
NWW 1358
Swinton
Salford
M27 7BD
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