PART I
(OPEN TO THE PUBLIC)
ITEM NO.
REPORT OF THE DIRECTOR OF CHANGE
TO CHIEF EXECUTIVE'S DIRECTORATE LEAD MEMBER BRIEFING
ON 23RD OCTOBER 2006
TITLE :COMPREHENSIVE PERFORMANCE ASSESSMENT SELF ASSESSMENT 2006
RECOMMENDATIONS :
1. The Leader of the Council is asked to review the attached draft self
assessment and:
a) comment on the general content and message;
b) identify any additional information which will enhance the self assessment.
EXECUTIVE SUMMARY :
The Audit Commission has requested that the Council submits a self assessment which will
assist them in developing the annual CPA audit letter and the associated direction of travel
statement.
The self assessment has to be submitted to the District Auditor by 31st October 2006. The
function of the self assessment will be to address any gaps in information the Audit
Commission may have after they have considered the Best Value performance Plan,
existing self assessments and recent inspection reports.
A draft of the self assessment is attached to this report which the Leader is invited to
comment on.
BACKGROUND DOCUMENTS :
(available for public inspection)
Direction of Travel Guidance note issued by the Audit Commission, 30th August 2006.
ASSESSMENT OF RISK :
SOURCES OF FUNDING :
CONTACT OFFICER :
793 3421
N/A
Paul McKenna, Group Leader (Policy and Improvement), 0161
WARD(S) TO WHICH REPORT RELATE(S) :
All
KEY COUNCIL POLICIES :
1. Introduction
1.1. Each year the Audit Commission publishes the annual audit letter which provides its
assessment of how the Council has performed over the previous 12 months. The
annual audit letter will be published in February 2007. The audit letter will contain
the Council's annual comprehensive performance assessment rating and an
accompanying direction of travel statement.
1.2. The comprehensive performance assessment rating is based upon a combination of
the corporate assessment score and a set of service scores based on baskets of
performance indicators across a range of service blocks.
2. Self Assessment
2.1. The direction of travel statement will be based upon the District Auditor's
assessment of the degree to which the Council has improved and can continue to
improve. The direction of travel statement will be informed by improvements in PI
scores, the District Auditor's personal knowledge of how the Council is improving
and a self assessment submitted by the Council.
2.2. The self assessment should provide a brief summary of:
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The context in which the Council operates;
the things the Council is trying to achieve;
the things which have been achieved by the Council; and
how the Council has achieved them.
2.3. The self assessment should focus on highlighting information which the District
Auditor will not be aware of.
2.4. The self assessment should be no longer than 7 sides. The deadline for submission
is the 31st October 2006.
3. Developing the Self Assessment
3.1. The current draft has been shared with strategic directors and other key staff from
across the Council.
3.2. A final draft will be prepared and submitted to the Chief Executive's Directorate Lead
Member briefing on the 30th October 2006.
Recommendations
The Leader of the Council is are asked to review the attached draft self assessment and:
a) comment on the general content and message;
b) identify any additional information which will enhance the self assessment.
Comments should be provided to Paul McKenna by 25th October 2006.
SALFORD CITY COUNCIL
CPA DIRECTION OF TRAVEL
SELF-ASSESSMENT
OCTOBER 2006
Introduction: What has the Council sought to achieve?
The council’s priority areas are expressed in the seven pledges, which in turn link to the
themes of the Community Plan. Over the last twelve months the council has continued to
make sustained progress towards improving outcomes in relation to all seven pledges. The
following document outlines in detail the progress that has been made under each of the
seven pledges and also improvements that have been made in terms of the corporate
management of the City Council.
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 Workplan priorities for the year ahead are: Directing the right
resources to the right places at the right time; Influence our partners to deliver outcomes in
the City; and “Raise the bar” in terms of what people expect for themselves and from the
Council.
The council is also looking at how it works under the four perspectives of its balanced
scorecard – Learning and Growth, Internal Processes, Financial and Customer.
Our Children’s Services Directorate are leading on the drive to achieve against the national
five outcomes for children and our Social Care services are working to deliver against the
seven outcomes.
How are key improvement priorities being delivered?
We have listed our key improvement areas under the heading “main focus” in each pledge
section and under the “enablers” heading we have provided examples of some of the ways
in which we achieve improvement.
What has been achieved to date / is being achieved?
Under each pledge section there is an achievement heading under which we have provided
some examples of our results. The achievements shown all relate to 2005/06 unless
otherwise stated.
Pledge 1 Improving Health in Salford
Main Focus

Promoting a healthy lifestyle and tackling health inequalities
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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
Achievements
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Improved performance in respect of over 83% of the performance indicators under
this pledge.
Achieved the targets set for over 66% of the indicators under this pledge which again
is a pleasing result.
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We are working to reduce the number of people who smoke in the city:
o 1897 people gave up smoking using the smoking cessation service.
o By the end of 2005, Salford had over 70 smoke free cafes and restaurants,
the highest in the North West.
o A range of health and well being initiatives have been developed with the
PCT including a smoke free homes scheme, Health Trainer scheme and
Neighbourhood Health Improvement Programmes.
o The smoking in pregnancy rate has dropped from 24% to 21%.
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The smaller Charlestown LIFT building (now called the Energise Healthy Living
Centre) opened in October 2005. Lower Kersal topping out ceremony occurred in
May 2006. The four major larger schemes (Swinton/Eccles/Walkden/Pendleton) are
moving towards financial close. Once financial close is achieved then building work
will commence.
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Delayed hospital transfers reduced by 12.8% well above the target of 5%.
Uptake of primary vaccinations by children aged 0-4 is just below the target of 95%.
We achieved 74.2% on flu vaccinations – see Self Assessment for more details of
how we achieved this on page 20.
58% of Occupational Therapy assessments were commenced within 48 hours and
completed within 4 weeks.
1,519 households received more than 5 hours home care per week. 123.5 older
people per 1,000 population aged 65+ helped to live at home. 94.83% of community
care equipment was delivered to homes where needed within 7 days.
Achieved a 98.6% response rate to Environmental Health complaints and requests
within 3 working days of receipt.
A 100% score against a checklist of Environmental Health Best Practice has been
maintained.
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Enablers
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The well-being strategy for older people has been developed and agreed by Cabinet.
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A pilot health and social care team was set up in Walkden with nurses, social
services staff and an occupational therapist all working together under a single
manager.
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A single assessment process has been largely rolled out across Salford which
reduces the number of potentially repetitive health and social care assessments a
vulnerable person might receive.
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An electronic social care record has been set up which will enable easier access to
information across health and social care again reducing the potential for duplication
and enabling better decision making by the organisations. (check current)
External recognition

Our Social Care team was awarded 3 stars by the Commission for Social Care
Inspectorate in December 2005. This was up from a 2 star rating in previous years. A
3 star rating is the top rating available and made our Social Care team one of only 26
other council Social Care teams nationally achieving 3 stars- (out of 500 councils).
Of these there were just 10 other authorities (out of the 500) that improved their
performance from a lower star rating to 3 stars. On a regional basis Salford was one
of just 3 North West Authorities (out of 20) achieving 3 stars and the only one of
those to move up to 3 stars.
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The Education and Social Care Service Annual Performance Assessment (APA)
2005 recognised that outcomes for children and young people were good in relation
to health.
The Community Occupational Therapy and Equipment Service has been recognised
as a Centre of Excellence by the Healthcare Commission.
Community Occupational Therapy and Equipment Service - The service was a
finalist in the round 7 Beacon scheme in the category of Transforming the delivery of
service through partnership.
The publication by the College of Occupational Therapy and the Housing Corporation
“Minor Adapts without Delay” highlights Salford’s Occupational Therapy service as an
example of good practice.
Integrated Equipment and Special Needs Housing Service based at Burrows House
A further 10 authorities visited the Integrated Equipment and Special Needs Housing
Service based at Burrows House.
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Extra Care Sheltered Housing. Visit by Jeremy Porteuous from Change Action team
at the Department of Health as an example of good practice in this area.
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The crusade to improve the standard of food in schools and to encourage healthy
eating as a way of life has meant the development, of a new menu introduced in
January 2006. All the menus have been independently analysed, checked and
verified by Professor J. Vernor Wheelock a well respected nutritionist expert in the
Food Industry, who considered that: ‘Citywide Services deserve to be
commended on the nutritional standards that have been achieved. He was
particularly impressed by the continuing efforts to improve on the standards which
have been achieved.
Pledge 2 Reducing crime in Salford
(see also BVPP p12 – 17)
Main focus
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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
Achievements
50% of our performance indicators under this pledge showed improvement and 80% of
targets were met.
Results
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Vehicle crime was reduced by 10%.
Criminal damage reduced by 6.42%.
Domestic burglary reduced by 41.6%.
Robberies reduced by 24.4%.
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82% of victims of youth crime were offered the opportunity to participate in a
restorative process.
100% of reports of offensive and racist graffiti responded to within 48 hours.
47% of convicted young offenders were put through a community payback
programme.
Through the burglary reduction initiative 3386 properties have been secured.
99.18% of street lights working at any one time.
Joint working relationship in place with GMP (3 very successful campaigns have
been carried out) dealing with :
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Under age alcohol sales
To reduce the market for stolen goods
Reduce doorstep crime
Reduce nuisance motorcycles
Health and safety issues connected to Commercial robbery
An Environmental Crime Co-ordinator has been appointed and will head team of
Fixed Penalty Wardens and Investigation Officer to reduce incidents of environmental
crime across the city. Environmental Crime Action Squad created to rapidly respond
to incidences of environmental crime and facilitate swift removal.
Enablers
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The number of Community Support Officers has been increased to 43 providing
additional support to the police particularly in term of addressing the fear of crime
amongst the public. This is due to be increased by another 33 by the end of
December 2006.
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Implement the anti-social behaviour and hate crime incidents reporting hotline by
December 2005. The TOGETHER action national reporting hotline is to be continued
until 2008.
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Provision of an additional graffiti team previously funded through Housing Market
Renewal Fund is to continue via Neighbourhood Renewal funding.
External Recognition
 Salford Drug and Alcohol Action Team (DAAT) was one of the 7 (out of 149) DA(A)Ts
who were awarded 'excellent' (4-star) status in this latest round of Healthcare
Commission reviews. This put Salford in the top 5% nationally.
Pledge 3
Salford
Encouraging learning, leisure and creativity in
(see BVPP pages 18 – 37)
Main Focus
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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
Achievement
Results
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85% of PIs under this pledge are improving and over 55% of our performance
indicators have achieved the targets set.
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For 2005/06 Salford had the most improved on 5 A*-C GCSE pass rates in Greater
Manchester and one of the most improved nationally. Pass rates increased from
38.3% to 47% 5 A*-C grades in 2005. The result for 2006 is 52%.
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The number of all students leaving Salford’s secondary schools with 5 A* - G GCSE
qualifications was 85.6% in 2005.
o 62.77 % of school leavers went into full time education
o 79.3% of school leavers went into some structured learning
o 6.52 % went into full time training and
o 15.42% into employment and training
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Created 102 new jobs within the childcare workforce across the city
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102 people with learning difficulties were supported in paid employment with 62
people supported in work experience.
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We aimed to offer a range of opportunities at Salford Consortium for disaffected
young persons (age 14-19) to engage in vocational and non vocational learning with
a target to provide 200 vocational training places:o
79 places on the E2E (entry to employment) programme were provided.
o
301 vocational placements at Salford consortium were provided.
o
222 places on work based learning were provided.
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Four ecological surveys carried out on the four main cemeteries.
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A new survey users of Salford Community Leisure facilities for 2005/06 showed an
increase in satisfaction to 97%. The results were disseminated to customers and key
areas.
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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. A second Food and Drink
Festival took place from 6 – 16 October 2006.
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Victoria Park and Parr Fold Park achieved district parks status. Salford boasts three
Green Flag parks: Blackleach Country Park, Clifton Country Park and Victoria Park.
Enablers
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We have continued to work to plan the integration of libraries into the new primary
care centre via LIFT initiative. Planning and staff development has continued in
2005/06, including joint work with library, PCT and Salford Direct staff. The new
library structure reflects the need for a key officer to lead on LIFT for the Library and
Information Service.
The 2006 Salford BG Triathlon ITU World Cup was held on July 30 2006 and
attracted 22,000 spectators, a global viewing audience in excess of 1 billion and
1,200 competitors. Its media coverage was worth an advertising value equivalent
(AVE) of £17million and achieved an economic impact of £1.84m;
Access Salford scheme has been established allowing mutual free access to public
and university library resources.
Local strategies relating to Urban Open Space, Parks and the Countryside have
been adopted.
Delivered successful training programmes for Early Years and Childcare practitioners
External Recognition
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Culture and Sport for Hard to Reach Groups - Finalist in the round 7 Beacon scheme
– using art and culture to meet the needs of hard to reach groups
In October 2006 Salford Sports Village won the national Builder and Engineer's
Sports and Leisure Project of the Year Award. It beat the Pirelli Stadium, the new
home of Burton Albion FC, the Liberty Stadium in Swansea and Telford College
Sports Academy. Such an award should hopefully seal funding for phase 2 of the
project.
Pledge 4 Investing in young people in Salford
(see BVPP pages 38-41)
Main Focus
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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
Achievements
50% of our performance indicators under this pledge have shown an improvement but
75% are below target under this pledge.
Results
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11 new playgrounds were developed and created.
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Summer programme 2006 attracted 2084 individuals, this resulted in 19,361
attendances.
Enablers
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We want to develop an inclusive strategy for involving young people in the
planning, monitoring and evaluation of service provision in the city across all
partners. To achieve this we have appointed a Children’s Champion who took up
post in April 2006.
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The Primary Care Trust and the council have created a Children and Young
People’s Partnership Board which will manage some pooled budgets for
Children’s Services. The Police, probation service, voluntary sector, young
people, parents and carers are also represented on the board.
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Children and young people are members of Children and Young People’s
Partnership Board.
Children and young people were involved in the
development of the Children and Young People’s Plan and in 12 locality
consultation events. Children and young people were also involved in the Joint
Area Review inspection. Range of examples of involvement e.g. appointment of
Assistant Director in Children’s Services Directorate. Draft strategy is in place.
Appointment of specialist staff e.g. Children and young people’s chairperson

Extended work experience placements were provided for 19 children. Additional
children had work experience placements of shorter duration.
“Young
Ambassadors” visited a number of schools and colleges to promote careers in
local government.
External Recognition

The Education and Social Care Service Annual Performance Assessment (APA)
2005 recognised that:
o Being healthy: outcomes for children and young people were ‘good’ and
‘services are making a consistently positive impact in an area with high
deprivation’.
o Staying Safe: outcomes have ‘improved’ and are ‘generally good’. Salford has
made good progress in terms of bullying, looked after children, child
protection and the tracking of children.
o Enjoying and achieving: outcomes are ‘satisfactory overall’ with ‘significant’
strengths in early years and children/young people with learning disabilities.
o Making a positive contribution: ‘good’ outcomes in many areas particularly in
terms of managing periods of transition during a child’s education, involving
looked after children in services and the management of inter-agency
projects.
o Achieving economic well-being: ‘good’ outcomes and all providers have been
judged satisfactory or better by external inspectorates over the last three
years.
Pledge 5 Promoting inclusion in Salford
(see BVPP pages 44-65)
Main Focus
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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
Achievement
66% of indicators under this pledge have improved. 56% of the performance indicators have
achieved the targets we set.
Results
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11 people with learning difficulties have been supported on mainstream courses. 53
people are known to have accessed different courses, both discreet and mainstream
courses
The Ask SID website has been launched providing a single information point for
services and information for older people.
Local Housing Allowance has been successfully implemented to approximately 2000
private sector benefit claimants.
Benefits Advice Services are now provided in every ward of the city.
Delivery of a TellyTalk remote video conferencing unit in Cadishead Library.
Enablers
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Inclusion of young people from BME backgrounds in Children and Young People’s
Partnership Board. There has been good uptake of young people and families from
different ethnic and faith backgrounds in Community Fund programmes.
The Community, Health and Social Care Directorate has continued the
implementation of the Working Together Strategy for community/user engagement.
Partnership boards involving users and carers have been set up in the following
areas: learning difficulties, independent living, older people, mental health and
communities of ethnic origin.
A Diversity Living Strategy that addresses the housing needs and aspirations of
minority ethnic/minority faith residents including refugees and people seeking asylum
has been produced and we are now implementing the action plan to ensure various
elements are in place.
The University of Salford completed research into the needs of BME Communities
within Salford, as part of the development process for a Diversity Living Strategy.
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. 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).
External Recognition
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The City Council’s website (www.salford.gov.uk) is one of only 60 local council web
sites which has achieved and subsequently retained 'transactional' status.
Good Practice in Community Involvement Project has been shortlisted for the
RENEW Exemplar Learning Programme 2006.
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.
“The move to neighbourhood management and local multi-agency partnership (in
Salford) is an exciting and imaginative initiative with few parallels elsewhere”
Professor Steve Lynch, from DeMontfort University.
Salford’s approach has attracted national attention and is recognised as an example
of good practice within the Local Government Association.
Pledge 6 Creating prosperity in Salford
(see BVPP pages 66-76)
Main Focus
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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.
Achievements
47% of the performance indicators have improved and 52% of the targets set have been
met.
Results
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Salford has been confirmed as the 'leading bidder in principle' to host a new BBC
Media City development.
Central Salford Draft Vision and Regeneration Framework produced and
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. Opening of forum anticipated in December 2007, project
included in URC Business Plan.
0.8 hectares of brownfield land reclaimed for development.
Salford City Council’s Economic Development Team and MIDAS delivered
o 203 inward investment enquiries were processed.
o 25 relocations were secured into and within Salford.
1,005 jobs were created or safeguarded through business development and
investment activity from the partners.
153 business premises were secured
To date 12 construction employers have signed up to working with the Salford
Construction Partnership.
130 hectares of land are allocated for industrial/office development, plus 26
hectares had outline planning permission and 17 hectares had full planning
permission making a 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)
The economic activity rate of those aged 50 – 65 was 59.6% (May 2005
NOMIS(Official Labour Market Statistics)) exceeding our target of 56%.
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44 Recruitment and Training Support Grants awarded and
98 Workforce Development Grants awarded.
5 children’s centres designated March 2006 providing SureStart services in our
most disadvantaged areas. 6 new children’s centres planned for wave 2.
Enablers
 Salford City Council Economic development created a number of links from
www.salford.gov.uk/business to aid business development through signposting
to
available
funding
streams.
See
www.salford.gov.uk/business/bas/basgrants
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Eccles Liverpool Road Footway Improvement Scheme and Shop Frontage
Improvement Scheme - Phase 1 of shop front improvement scheme completed,
10 shop fronts improved. Footpath improvement scheme completed.
External Recognition
 Local Government Chronicle National awards 2005 Best Exchequer services within
Finance Division
Pledge 7 Enhancing Life in Salford
( see BVPP pages 77 – 107)
Main Focus
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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
Achievements
76% of the performance indicators showed improved performance between 2004/05 and
2005/06.
73% of targets have been met.
Results
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We introduced enforcement action against perpetrators of environmental crime. 950
Fixed Penalty Notices were served for littering and dog-fouling.
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.
Good progress continues to be made in reducing road accident casualties
20,000 DVDs produced explaining how Salford’s environment is changing, the aim is
to change the public perception from the “Dirty Old Town” image. Over 18,000 have
been distributed, for example in supermarkets across the city, to schools and at the
Environmental Open Day held September 2006.
Enforcement training for 25 PCSOs completed in July 2006 followed by a further 20
PCSOs and 32 NPHL staff trained in September 2006.
Enablers
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Streetscene initiative has identified the need to train other Council officers and
partner organisations to report incidents of fly-tipping, graffiti and general street
scene issues etc,- Training has been provided to officers from Housing and Planning,
NPHL, Urban Vision and PCSO’s (Police Community Safety Officers).
Effective Enviro Crime education and enforcement programme implemented. The
first prosecution achieved in August 2006 for fly-tipping which received regional TV,
radio and newspaper coverage.
Supporting People Strategy 2005-2010 completed on schedule and submitted to
ODPM. Homeless Strategy Review completed March 2006.
We have reviewed and adopted a new Private Sector Housing Assistance Policy,
which aims to increase the number of residents that can be assisted and the number
of homes that can be improved.
External Recognition
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Urban Vision recently won the construction industry ‘Public Project of the Year
Award’ for the development of Cadishead Way. This programme was completed 36
weeks ahead of schedule realising a total saving of £1.1 million. Under the terms of
the partnership, the savings are split on a 50/50 basis between the council and the
developer.
Grounds Maintenance service – achieved external accreditations in the form of the
award of IIP status in December 2005, Green flag status for 3 of the city’s parks in
August 2006 and an APSE service team award in September 2006.
1. Corporate improvements
Main Focus
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Sound Finance/Gershon/Value for Money
Implementation of the Human Resources Strategy
Business Process Reengineering
Performance Management Framework/ Balanced Scorecard
Promotion of the City
Sound Finance/Gershon/Value for Money
Achievements
Results
 Council tax increases since 1993/94 in Salford have been the 10th lowest
cumulatively in the country.
 Urban Vision partnerships to date have created 216 jobs and 115 apprenticeships
Enablers
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Sub-regional arrangements are in place for agency staff, security provision (primarily
static guarding and CCTV) and the introduction of multifunctional devices ('clever'
photocopiers which also double up as scanners, printers and faxes).
Real time integration with suppliers’ websites for online ordering, including
transmission of electronic orders
Purchase cards introduced as a payment option (check this)
Salford City Council is leading the procurement standards workstream on behalf of
the Regional Centre of Excellence.

Salford C.C. has developed a Voluntary and Community Organisation
compact and has signed up to the ODPM’s Small Business Friendly
Concordat.
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Internet and intranet procurement guidance for officers and potential tenderers
A risk register is in place at the corporate level and this is now complemented by
individual risk registers for each directorate.
Business continuity plans at the corporate, directorate and divisional level are in
place.
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External Recognition
Implementation of the Human Resources Strategy
Achievements
Results
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1/3 of senior and middle managers have acquired leadership skills.
1/3 of first line managers with enhanced supervisory skills.
Enablers
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Major audit of SAP organisational structure complete.
227 managers have achieved ILM First Certificate in Supervisory management
between April 2005- September 2006
Transform In Salford - 149 participants April 2005-September 2006
11 managers undertaken AGMA programme.
Leader / Chief Executive staff briefings, first sessions held Thursday 5 October.
External Recognition
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Salford City Council neighbourhood manager Julie Blagden was awarded Employee
of the Year in the national LGA /Local Government Channel Employee of the Year
awards 2006.
Salford’s Parks, Grounds and Horticultural Services team recently won an APSE
Award 2006 for Best Service Team.
Our Customer Services team have also been recognised through Investors in People
Ambassador status, the first local authority department to receive this award in the
UK.
Business Process Reengineering
Achievements
Results
Enablers
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Project management support to Children’s Services to deliver joint locality teams.
Completion of comprehensive Business Process Re-engineering analysis to define
the service offering for older people.
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Working with the client side of Housing Services to ensure understand of the scope
of a cohesive service offering for the CSP (Common Service Provider) (taken from
full BVPP)
As part of the “Think Customer” strategy we have expanded the bereavement call
handling arrangements to include Salford Primary Care Trust services. “Think
Salford” is operating successfully and improving call handling.
As a result of opportunities for collaboration emerging from the LIFT work, we have
been working in partnership with the PCT to develop a Life Events Model, which
groups service delivery around customer needs at different times in their lives. Some
of these life events have formed the basis for Think Customer themes and have been
implemented, for example the bereavement information- sharing project has involved
several partners including the DWP, Hope Hospital and Age Concern.
External Recognition
Performance Management Framework/ Balanced Scorecard
Achievements
Results
Work on the full implementation of the PMF system has continued in the past 12
months and the Council is now in a position to generate reports on performance
against the Council's priorities. Much work has been undertaken with Directorates in
developing their Balanced Scorecards and action plans against key priorities. The
risk management element of the system is now being utilised with key risks
embedded in Balanced Scorecards and timescales have been set for full use of the
appraisal element of the system.
Key work areas in the forthcoming 12 months includes developing the use of the
PMF with our LSP and ensuring effective performance management of the LAA
through use of the PMF.
Enablers
Promotion of the City
Achievements
Results
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Increase in visitors to Salford-Manchester University Boat Race, Quays festival and
Dragon Boat Race.
One shocking city campaign generated, in terms of its value in advertising cost over
£400,000. Web site hits for the campaign circa 20,000 visitors and nearly 3,000
orders of the book ‘Can you handle the truth?’ were placed. The campaign generated
the equivalent of approximately £450,000 worth of news articles with coverage on
regional television, trade publications and national media.
Enablers
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To enhance and raise the profile of Salford's visitor and tourism product, we have
delivered:
 ITU Triathlon World Cup 2006;
 Cultural tourism - Events IN Salford programme;
 Food and Drink Festival;
External Recognition
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At the Manchester Tourism Awards 2005 Salford won the best Tourism Web Site
Award.