Quarterly
Performance
4th Quarter Report
Quarterly
PriorityReport
Group–Performance
Report2009/10
- (date of report)
Quarterly
Priority
Group
Performance
Report
- (date of report)
Resources
Independent and Healthy Lives
Jobs and Enterprise
1
Contents
Chapter
Page
Introduction - Resources
2
External Inspections & Assessment
3
Recent Achievements
6
Priorities for 2010/2011
9
Performance against targets
10
1
Introduction
Background
Purpose of this performance pack
1
Although the Resources Theme is not a Local Strategic
Partnership Theme, it is a key theme for the Council, and is
therefore included in quarterly performance reports for the
Council.
3
This performance pack sets out progress in delivering the
Resources Theme Plan, and so provide the means for
appropriate challenge and support to make sure we deliver
our vision.
2
The Resources Theme Plan sets out:
4
The information covered in this pack covers:
•
•
•
What the Council wants to achieve with regard to its use
of Resources
The key actions we plan to take to deliver those aims
and objectives
The performance measures and targets we will use to
assess our progress for the Resources Theme
5
2
•
Recent achievements
•
Overviews of our progress against performance targets
and planned actions
•
Information about areas where our performance is
currently not on target, or performance is not as good as
last year
•
Details of Milestones due in the Quarter but not
achieved at the time of this report.
Details of progress with LAA Targets would usually be
included in the Theme Performance Packs, however, for
this particular Theme there are no relevant LAA targets.
External Inspections & Assessments
Comprehensive Area Assessment 2009
The following summary statement was included for the South Tyneside Council Organisational Assessment 2009:
“Overall, the Council performs well in managing its performance and scores 3 out of 4. Council services generally deliver planned
outcomes and are making noticeable improvements for the people of South Tyneside. Resident satisfaction is improving in most areas
and where action is needed it is being taken. But in some important services the Council needs to improve.
The Council is good at managing its money and other resources and scores 3 out of 4.
The Council has continued to deliver improvements in areas that are priorities for residents. For example, by significantly reducing crime
and anti-social behaviour in known hot spots, attracting new businesses to the area and providing cultural and other activities for the
benefit of the whole community. Last year the borough received its best GCSE and A-Level results, reducing the attainment gap between
this area and the national average; this year's results suggest further improvement. And the physical regeneration of the borough can be
seen through new schools, new houses and plans for major undeveloped sites.
However, in some important areas, such as adult social care, housing, health and education the Council needs to improve. The Care
Quality Commission (CQC) rated the Council's safeguarding of vulnerable adults as just adequate. There are still many Council houses
that do not meet the decent homes standard, but performance is improving. The health and well-being of adults and young people is
improving but at a slower rate than most of the Country. There are some inequalities in the achievement of some primary-aged pupils,
particularly those who have special educational needs and those from some ethnic minority backgrounds. Prospects for dealing with most
of these issues are good, but CQC rated the Council's prospects for improvement in adult social care as uncertain.
The Council has a clear, long-term and ambitious vision of what it wants to achieve for the people of South Tyneside. It was recognised
nationally for the way it works with partner organisations and involves local people in its decision-making processes. The Council has
translated its vision into priorities and targets that reflect the needs of the various local communities, as well as identifying other
opportunities for new and innovative developments.
Continued
3
External Inspections & Assessments
The Council has the leadership, capacity and capability needed to deliver its objectives. Political and managerial leadership is strong.
Councillors work well with Council officers and there is a shared wish to do well for the good of the area. Elected members received
national Beacon Status for their role as community champions.
The Council is recruiting a new Chief Executive. The outgoing Chief Executive played a major role in turning South Tyneside Council from
a troubled authority in 2002 into the Municipal Journal's best achieving council of 2008. The Council's abilities do not rely on one person,
but there have also been changes in senior officer posts in the last few years. It will be important for the Council to have stability at senior
management levels, as they deal with various complex issues. The political leadership and senior management team remain fully focused
on the borough's priorities. Elected members, Council officers and the Local Strategic Partnership (LSP) are confident about the prospects
for continued improvement under a new Chief Executive.
The Council is aware of the resources it needs to deliver its plans for the area and regularly reviews these to ensure they are targeted
where they are most needed. There are clear links between the Council's Medium-Term Financial Plan and its key objectives and
priorities.”
Source: South Tyneside Area Assessment (Summary Version), 9th Dec 2009
4
External Inspections & Assessments
South Tyneside Council Organisational Assessment:
Managing performance
3 out of 4
Use of resources
3 out of 4
Managing finances
3 out of 4
Governing the business
3 out of 4
Managing resources
2 out of 4
Conclusion: Overall, South Tyneside Council performs well, scoring 3 out of 4 overall., with an unqualified Value for Money opinion from
external auditors
5
Key Achievements
Key achievements during 2009/10:
Good Use of Resources – The Council was awarded a score of 3 out of 4 for Use of Resources for 2009 by PriceWaterhouse
Coopers (on behalf of the Audit Commission), which is an achievement in view the more stringent requirements introduced this year.
New Procurement Process - The Council’s new procurement process went live on 8 September 2009. The Corporate Procurement
Service put the new process in place to help centralise all spend across the council and partnership and give visibility and control
what is being spent. It is important that the Council understands where it’s money is spent so that savings can be made to address
other priorities.
Contact Centre success - The Customer Contact Centre received Contact Centre Association (CCA) accreditation, which means
that standards have remained at a consistently high standard. The assessor reviewed eight areas including customer focus,
employee focus and contact centre performance, as well as technology and security. Advisers and managers were interviewed as
part of the intensive and wide-ranging review.
Award for the Public Service campaign - The joint Tyne and Wear public services communications campaign was awarded the
Partnership Excellence award at the Chartered Institute of Public Relations Local Public Services Excellence Awards. The campaign
involved the five Tyne and Wear local authorities, Northumbria Police, Tyne and Wear Fire and Rescue Service, PCTs South and
North of the Tyne and Nexus pooling resources, including funding and staff to develop the campaign.
Creation of HR and Payroll Service Centre – The Council’s new Operational Processing Team was launched on 1st September
2009.
Government Connect Accreditation - Government Connect is a pan-government programme providing an accredited and secure
network between central government and every local authority in England and Wales. BT South Tyneside has been working with the
Government Connect Team to configure local services to use the GCSX infrastructure. South Tyneside received accreditation for this
in September 2009.
Retaining Investors In People Award - The Council successfully retained its Investors in People accreditation. The assessors found
that excellence; integrity and valuing people are understood and used on a day-to-day basis across the Council. The Council's
6
Key Achievements
comprehensive plans were highlighted as being well linked at all levels and contributing to the Council's overall plan 'Performing
Together'.
Workplace Learning Partnership - The Council signed up to a formal agreement with the four main trade unions representing the
majority of the workforce in a groundbreaking partnership on learning in the workplace. The trade unions and the Council are
committed to working together to promote and support lifelong learning and ensure equal access to learning opportunities. The aim
of the partnership is to encourage and develop a positive learning culture throughout the Council across all skill levels and to build
upon the Government's current learning initiatives to improve skills in the workforce.
Housing Benefits Team win award - After applying for an international ‘prestigious ideas’ award, South Tyneside’s Housing
Benefits Team was the only team in the UK to get through to the semi-finals. The BT Challenge Cup semi-finals took place at Leeds
Royal Armouries in October 2009 where the team won the ‘people’s choice’ award.
Local Area Agreement Reward - South Tyneside received a £4.27 million 'reward package' from the Government for the progress it
has made on targets to improve the quality of life for local people. The money will be spread over two years (first payment received)
and allocated to the Council and its partners the Police and South of Tyne and Wear Primary Care Trust who have worked together
to deliver the Local Area Agreement (LAA) priority targets. The Council led on 9 of the 11 targets ranging from improving health and
educational attainments to reducing litter. These were set three years ago when the Council and the Government signed the
agreement, which was specifically designed to deliver locally agreed service improvements with clearly laid out targets.
South Tyneside Homes Wins Award For Staff Health - South Tyneside Homes secured a prestigious regional award for improving
the health of its staff. It achieved bronze in the North East's Better Health at Work Initiative. The accolade marks the successful first
stage of recognition as a major employer that is taking positive steps to improve the health, safety and wellbeing of its workforce.
Council’s Website Wins a National Award - The Council’s website has again attained the highest possible four star ranking in a
prestigious annual survey of the UK’s 424 local authority websites. It’s the second year running that South Tyneside has been rated
so highly in the survey conducted by the Society of IT Managers (SOCITM). Only three Councils have achieved this. Their report
“Better Connected 2010” is the definitive assessment by which Council’s can judge website performance and is the authorities source
of benchmarking progress in website development. South Tyneside Council is one of only 11 local authorities to have received the
top rating this year.
7
Key Achievements
The Council’s website was also named as a finalist in the prestigious e-Government National Awards 2009 for excellence in
increasing usage of its website for waste and recycling information and online services. The website was also shortlisted for an
award in the "Local e-Government Excellence: Take-up and Usage Growth" category for shifting waste and recycling transactions to
the web through effective marketing.
Improved satisfaction levels – The Council carried out a satisfaction survey in 2009, and the results were encouraging. Areas
relevant to this theme showing the most significant improvement are shown below:
Questions
2008
Score
2009
Score
Value for money
36%
52%
+16%
Satisfaction with council
50%
64%
+14%
Informed about decision-making
37%
46%
+9%
Local public services promoting the interests of local residents
44%
53%
+9%
Local public services act on the concerns of residents
51%
58%
+7%
8
Change
Priorities for 2010/2011
Identified priorities for further improvement, included as “Must Shifts” in 2010-2013 strategic plans:
•
Maintain and improve services in new and innovative ways with less resources
•
Managing the council workforce through the changing economic climate
•
Reduce the cost of running council buildings while ensuring that our buildings meet our operational needs
9
Performance Against Targets
Overall performance against targets
6
The Resources Theme Plan includes a range of performance measures and related targets that will allow us to monitor our
progress. Many of these measures are collected annually or less frequently.
7
75% of performance indicator targets were met, and 69% of PIs improved (9 of the 13 PIs). Further details are given on
subsequent pages.
8
There were 76 milestones relevant to the Resources Theme that were due to be achieved in the year, and 82% of these have
been completed.
10
Performance Against Targets
Measures where we are Currently Underperforming
The table below shows PIs where we are currently under performing, based on a comparison of the year end estimate (as at the end
of the year, unless otherwise stated), with the target and last year’s performance.
PI Ref
PI Description
2008/09
Performance
(unless
otherwise
stated)
2009/10 Performance
Year-End
Estimate
2009/10
Target
On
Target?
97.36%
97.58%
98.00%
No
BV10
% of Non Domestic Rates collected
(high is good)
BV12
Proportion of working days/shifts lost to
sickness absence
(low is good)
9.12 days
9.15 days
9.00 days
No
BV14
Percentage of employees retiring early
(low is good)
0.65%
0.82%
0.65%
No
BV17a
The percentage of local authority
employees from minority ethnic
communities
(low is good)
Percentage of planning applications
determined in line with the target of
NI 157A 60% of planning applications in 13
weeks
(low is good)
Perf.
Trend
Context
Slight improvement on
2008/09, but missed the
target by only 0.42%
The average increase in
sickness person has only
risen by 0.02 days.
1.72%
1.96%
2.00%
No
The Council’s jobs bulletin
is sent out to many local
BME groups to try to
encourage applications,
however, due to the low
level of recruitment recently,
not many jobs have been
advertised externally.
92.31%
88.24%
60.00%
Yes
Full year averages not yet
available
11
Performance Against Targets
PI Ref
PI Description
Percentage of planning applications
determined in line with the target of
NI 157B 65% of minor planning applications in 8
weeks
(low is good)
2008/09
Performance
(unless
otherwise
stated)
88.46%
2009/10 Performance
Year-End
Estimate
2009/10
Target
On
Target?
82.39%
65.00%
Yes
12
Perf.
Trend
Context
Full year averages not yet
available
Performance Against Targets
Details of Milestones Due in the Quarter but Not Yet Achieved
See attached.
13
Jobs and Enterprise Theme Plan Actions
Not Achieved only
All Partners Report
PRIORITY THEME: E - Jobs and Enterprise
Full Year 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E1 - Increasing employment, reducing unemployment and worklessness
PRIORITY OBJECTIVE: E1/1 - Increasing the employment rate
Secure Local Labour
Agreements for new
developments
PT/E1/1/1
C
South Tyneside
Council /
Regeneration and
Resources / Housing
Strategy and
Regulatory Services /
Planning / Area
Planning
Job opportunities for local
people through labour
agreements for all
Regeneration Schemes
promoted
31/03/2010
Shared With South
Tyneside Council /
Regeneration and
Resources / Housing
Strategy and
Regulatory Services /
Transport Futures
Shared With South
Tyneside Council /
Regeneration and
Resources / Housing
Strategy and
Regulatory Services /
Housing Futures
Key: High Risk
Position as at 02/07/2010 15:53
Page 1
Jobs and Enterprise Theme Plan Actions
Not Achieved only
All Partners Report
PRIORITY THEME: E - Jobs and Enterprise
Full Year 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E1 - Increasing employment, reducing unemployment and worklessness
OBJECTIVE: E1/2 - Reducing the gaps in employment and benefit claimant rates between the worst performing neighbourhoods and national average [A Top Ten Priority]
Maximise employment
opportunities for residents
in East Shields
Key: High Risk
PT/E1/2/1
A
South Tyneside
Council /
Neighbourhood
Services / Adult Social
Care
Employment opportunities
identified at Bramble Court
Extra Care Sheltered Housing
scheme
31/03/2010
PROGRESS NOTE: To be transferred to
2010/11. New date of 31.05.10
Position as at 02/07/2010 15:53
Page 2
Jobs and Enterprise Theme Plan Actions
Not Achieved only
All Partners Report
PRIORITY THEME: E - Jobs and Enterprise
Full Year 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E3 - Promoting the growth and sustainability of businesses
PRIORITY OBJECTIVE: E3/1 - Increasing the number of business start up and survivals and people who are self employed
Provide community based PT/E3/1/1
Enterprise Coaches to
promote self-employment,
social enterprise and
increase business creation
B
C
D
Key: High Risk
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
1200 residents engaged in
intensive one-to-one pre-start
coaching – performance
monitored quarterly
31/03/2010
PROGRESS NOTE: Quarters 1 to 3: 214
residents engaged in intensive one-to-one
pre-start coaching (3 hours or more), 549 initial
engagements in total. Quarter 4 information
available June 2010.
450 residents referred on to
Business Link North East
services – performance
monitored quarterly
31/03/2010
PROGRESS NOTE: Quarters 1-3: 13 residents
referred on to Business Link North East services.
Quarter 4 information available June 2010.
150 business start-ups assisted 31/03/2010
by Enterprise Coaches –
performance monitored
quarterly
PROGRESS NOTE: Quarters 1-3: 13 business
start-ups assisted by Enterprise Coaches.
Quarter 4 information available June 2010.
Position as at 02/07/2010 15:53
Page 3
Jobs and Enterprise Theme Plan Actions
Not Achieved only
All Partners Report
PRIORITY THEME: E - Jobs and Enterprise
Full Year 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E3 - Promoting the growth and sustainability of businesses
PRIORITY OBJECTIVE: E3/1 - Increasing the number of business start up and survivals and people who are self employed
Provide financial
assistance to promote
business start-up and
expansion
PT/E3/1/2
A
B
Provide individuals and
TP/E3/1/4
new businesses with
relevant and guidance in
accessible locations across
the Borough (Business
Matters outlets)
B
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
150 new businesses supported 31/03/2010
with financial assistance (<12
months)
PROGRESS NOTE: 90 new businesses
supported with financial assisance in 2009/10
200 new jobs created (forecast
over 2 years)
31/03/2010
PROGRESS NOTE: 128.5 new jobs created
(forecast over 2 years) in 2009/10
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
750 individuals engaged with
regards to becoming
self-employed or setting up a
business
31/03/2010
PROGRESS NOTE: 579 enquiries via Business
Matters outlets / telephone / website weeks
commencing 5th October 09 to 29th March 10.
1363 enquiries in total 2009/10
Shared With South
Tyneside College
Key: High Risk
Position as at 02/07/2010 15:53
Page 4
Jobs and Enterprise Theme Plan Actions
Not Achieved only
All Partners Report
PRIORITY THEME: E - Jobs and Enterprise
Full Year 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E3 - Promoting the growth and sustainability of businesses
PRIORITY OBJECTIVE: E3/1 - Increasing the number of business start up and survivals and people who are self employed
Implement the agreed pilot TP/E3/1/5
project, focusing on the
issues relating to shared
CRM access. This will
examine the full range of
options for information
sharing and identify how
issues should be resolved.
This work will involve other
partners, where appropr
A
Business Enterprise
North East
Vision and objectives agreed
31/03/2010
PROGRESS NOTE: Pilot project for the shared
CRM Business and Enterprise North East have
produced a business case and we are looking to
share the two systems when costings have been
agreed with the IT consultants can begin work
B
Business Enterprise
North East
Full implementation underway
31/03/2010
PROGRESS NOTE: Pilot project for the shared
CRM Business and Enterprise North East have
produced a business case and we are looking to
share the two systems when costings have been
agreed with the IT consultants can begin work
OBJECTIVE: E3/2 - Encouraging and developing the growth, productivity and sustainability of our businesses
Improve the performance
and productivity of
businesses by providing
expertise to help them
realise their full potential
(including general
mentoring and
procurement support to
enable more of our local
businesses to become
tender ready and access
more publ
Key: High Risk
TP/E3/2/4
B
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
Further 214 business growth
projects commenced
31/03/2010
PROGRESS NOTE: Quarter 1-3: 111 businesses
assisted (Management Timeshare, Business
Development Grant, Bid Box, Manufacturing
Forum, Business Forum). Quarter 4 information
available May 2010.
Shared With Business
Enterprise North East
Position as at 02/07/2010 15:53
Page 5
Jobs and Enterprise Theme Plan Actions
Not Achieved only
All Partners Report
PRIORITY THEME: E - Jobs and Enterprise
Full Year 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E3 - Promoting the growth and sustainability of businesses
OBJECTIVE: E3/2 - Encouraging and developing the growth, productivity and sustainability of our businesses
Carry out Strategic Account TP/E3/2/6
Management (SAM)
Programme in partnership
with Tyne and Wear
Development Company
and One North East
Key: High Risk
A
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Business
Development
25 businesses visited
31/03/2010
PROGRESS NOTE: Estimate currently being
reviewed.
Position as at 02/07/2010 15:53
Page 6
Jobs and Enterprise Theme Plan Actions
All Partners Report
Not Achieved only
PRIORITY THEME: E - Jobs and Enterprise
Post EoY 2009-2010
Action
Milestone
Reference
Description
Risk Key Type
Ref
Responsibility
Description
Target Date
Achieved
Date
Notes
AIM: E1 - Increasing employment, reducing unemployment and worklessness
PRIORITY OBJECTIVE: E1/1 - Increasing the employment rate
Develop the Green
Business Park at Jarrow
Riverside
Key: High Risk
PT/E1/1/5
B
South Tyneside
Council /
Regeneration and
Resources /
Enterprise and
Regeneration /
Regeneration
Reclamation commenced
31/03/2012
PROGRESS NOTE: Site has now been
assembled and scheme has been designed.
Due to defferal of external funding, the
commencement of reclamation works is to be
delayed until 31/2/2012.
Position as at 02/07/2010 16:05
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