performance networks prospectus

Information is powerA guide to APSE’s UK wide benchmarking service

Information is powerA guide to APSE’s UK wide benchmarking service

performance networks prospectus

Features

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The need for high quality performance information on value formoney hasnever been greater

Benchmarkingallows the comparison ofperformanceagainst otherlocal authoritiesand the sharingof best practice

Local government is facing difficult and turbulent timeswith the prospects of ongoing financial constraints. Theneed for services to demonstrate their competitiveness, efficiency and cost effectiveness has never been greater.

Performance networks allows local authorities to compareperformance of front line services on cost, quality, productivity and outcomes with the performance of otherlocal authorities throughout the UK. This valuable information can not only be used for internal reporting,target setting, informing priorities and budgeting but alsoto demonstrate the added value of local services and highlight areas of improvement over time. It also allowsthe sharing of best practice across different local authorities and evaluates the impact of interventions andchange over time.

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Join the largest voluntary local government benchmarking servicein the UK

APSE performance networks is the largest voluntary public sector benchmarking service acrossEngland, Scotland, Wales and Northern Ireland. Usedby over 200 local authorities it leads the way in localgovernment benchmarking. The size of our membership gives added benefits to members bybeing able to offer a wide variety of comparatorgroups. As well as the standard family group comparator system, members have access to performance information by geographical area, typeof authority as well as other customised groups.

Comparatorgroups are thegroups of local authoritiesagainst which acomparison ofperformance ismade

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Benchmarking across 14 frontline service areas UK wide

APSE performance networks provides a benchmarkingservice across a range of key front line services. Local authorities can either join for individual services or for all14 services.

1. Building cleaning2. Building maintenance3. Cemetery and crematorium services4. Civic, cultural and community venues5. Education catering6. Environmental health7. Other (civic and commercial) catering8. Parks, open spaces and horticultural services9. Refuse collection10. Roads, highways and winter maintenance11. Sports and leisure facility management12. Street cleansing13. Street lighting14. Transport operations and vehicle maintenance

In addition, thematic reports are produced from existingdata sets on the following areas:

• Asset management• Soft facilities management• Street scene

Membership subscriptions offer real value for money,APSE member authorities also benefit from substantialdiscounts on the subscription rates.

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As standard for all the benchmarking services the following data isprovided:• Cost of service• Productivity• Staff absence• Customer satisfaction• Human resources and people management• Quality assurance and community consultationSome of the service-specific indicators are illustrated below:

1. Building cleaning

This service provides comparators for the cleaning of education andnon-education buildings.

• Square metres cleaned (offices/libraries/schools/public conveniences)

• Cost indicators (labour/management /equipment/materials)• Staff turnover

2. Building maintenance

This service provides detailed performance information on themaintenance of housing and civic buildings.

• Housing (void turnaround/time to re-let, gas servicing, target response times, number of jobs completed, value of jobs)

• Civic (cost of property management /incidents of vandalism /arson)

• Stores management• Workforce data

3. Cemetery and crematorium services

This service provides benchmarking information for cemetery only,and cemetery and crematorium authorities including:

• Price of a traditional grave• Price of an adult cremation• Front line staff costs as % of total costs• Net cost per disposal

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4. Civic, cultural and community venues

A facility based model where up to 15 civic, cultural or communityvenues per authority can participate. The model looks at:

• Usage per target group• Cost per user• Visits per household• Primary and secondary income• Catchment area and demographics

5. Education catering

This service provides a benchmark for primary, secondary, specialand dedicated all age schools. The focus is on:

• Free and paid meal uptake• Nutrient based standards• Subsidy/cost based indicators• Meals served per staff hour

6. Environmental health

This service has been developed in partnership with the Society ofChief Officers of Environmental Health in Scotland. Performance indicators include :

• Net cost of food standards service per head of population• Total number of category A, B and C premises per FTE• Inspection/operational staff cost per head of population• Average time (days) for completion of a service request• Net cost of noise service per head of population

7. Other (civic and commercial) catering

This is a facility based model where up to 15 commercialor civic catering facilities per authority can participate. The model focuses on:

• Customer spend• Operational recovery ratio• Trading profit/loss• Vending income 9

8. Parks, open spaces and horticultural services

This covers all aspects of the grounds maintenance service.

• Maintenance cost• Hectares maintained• Charge per hectare• Playgrounds/play value scores• Environmental practices

The Land Audit Management System (LAMS) is also included, whichis a quality inspection system to monitor grounds maintenanceand/or street cleansing quality.

9. Refuse collection

This focuses on waste collection services and recycling. Some of thedata is extracted from Waste Data Flow to minimise data entry.

• Cost per household• Recycling• Transport and vehicle costs• Number of missed bins• Domestic and trade waste contracts

10. Roads, highways and winter maintenance

This service has been developed with the Society of Chief Officers inScotland (SCOTS )and County Surveyors Society Wales (CSS Wales)to provide an asset management model covering:

• Carriageway• Footway• Traffic management• Bridges and structures

11. Sports and leisure facility management

Up to 15 sports and leisure facilities per authority can participate inthis service. Facilities are grouped by the type of facility and the typeof service provider (e.g. in-house, trust, external provider).

The model focuses on:

• Subsidy per visit/opening hour• Total usage• Customer spend• Catchment area analysis10

12. Street cleansingThis service includes a focus on:

• Cleanliness standards achieved• Cost: service/transport/staff• Enforcement• Education/publicity• Fly-tipping and abandoned vehicles

The Land Audit Management System (LAMS) is also included, whichis a quality inspection system to monitor grounds maintenanceand/or street cleansing quality.

13. Street lighting

This service looks at the performance of the local authority and electricity supplier. The focus is on:

• Percentage of street lamps not working as planned• Average time to restore lamps to working order• Cost of maintaining street lights• Energy cost per street lamp• Routine faults as a percentage of street lighting stock

14. Transport operations and vehicle maintenance

This service is also available in a template compatible with fleetmanagement software. The focus is on:

• Contract maintenance• Direct maintenance cost• Vehicle availability and servicing• Prosecutions/penalties/notices issued• Passenger transport

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Developed by practitioners

The APSE performance networks model is unique inthat it was developed and is continually reviewed by aworking group of practitioners. This, combined withworking partnerships with most leading bodies including the Freight Transport Association(FTA),County Surveyors Society (CCS) in Wales, Society ofChief Officers in Scotland (SCOTS) and Society of ChiefOfficers of Environmental Health in Scotland, ensuresthat the model continues to be the most relevant,user friendly and responsive of its kind.

The series of performance indicators are a combination of compulsory/recommended measures suggested by the national audit bodies andlocal performance measures agreed by practitioners.These include cost, income, productivity, customersatisfaction, quality and human resource management giving a comprehensive view of performance.

Performance indicators (PIs)are pieces of information selected tomeasure performance

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Compare yourselfwith ‘like’authorities

Drivers are factors that affect the circumstancesthat each frontline service operates in

APSE performance networks use a ‘like-for-like’ system to group authorities, ensuring a fair indication of performance can be made.

The ‘like-for-like’ system draws on factors such aslocal policy, demography and size and type of operation to form a series of driver scores. The family groups are formed when participatingauthorities generate an overall key driver scorewithin the same range.

An example of the drivers used to calculate theoverall key driver score for the street cleansing areshown below:• Road length• Population• Visitor density / service demand• Percentage of areas (high density)• Property types• Population centres• Population density• Deprivation 13

A recognised and robust source ofperformance dataAPSE performance networks is recognised as a trustedand robust source of performance data within local government. The model met all criteria in an assessment of consistency, reliability and comparability of data required by the Audit Commission. The Department for Culture, Media andSport reported “APSE methodology meets allthe Audit Commission criteria”. The model has alsobeen described as “well established and trusted to deliver information” by an independent validation bythe Institute of local government studies (Inlogov) atthe University of Birmingham.

The data has also been used in national studies byAudit Scotland on unit costs and by the Welsh Government on the cost of school meals.

Performance networks’ data undergoes a rigorouserror checking and three stage validation procedureto ensure that its data is robust.

“APSE methodologymeets allthe Audit Commission criteria”Department forCulture, Mediaand Sport.

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Demonstrating competitivenessThere is more of a need than ever to know your service as localauthorities continue with their change and transformation programmes. The scale of the challenge beingfaced means that local authorities throughout the UK areseeking further efficiencies, income generation opportunities and are managing demand for their services. Any effective service change needs to be underpinned by data intelligence, to establish a starting pointand to identify future targets.

In demonstrating competitiveness, APSE performance networks can be used to:• Set a clear baseline on which competitiveness, efficiency

and value for money can be measured• Assess the quality, cost and productivity of the service• Identify inefficiencies such as poor productivity and high

cost• Help to report data in a meaningful way to both elected

members and the public• Support service improvement through process

benchmarking and sharing best practice examples• Identify direction of travel and pace of change• Identify the impact of service changes and

interventions 15

Links to national performanceframeworks

APSE performance networks is a local performance management tool.However, performance networks data can increasingly be used as evidence within national frameworks:

England – There is an increased emphasis on value for money and onopen data, with a focus on data transparency and the use of data tohold public authorities to account. Despite the abolition of the AuditCommission and existing audit regime, it is clear that the drive for performance improvement and publishing meaningful data on performance has not gone away. Instead, it is being designed aroundgreater data transparency and public accountability at a local level.

Scotland – There is a greater focus on public performance reportingand councils’ requirement to take responsibility for the performanceinformation they report. Robust data to support change and improvement based on knowledge and best practice is at the core ofthe approach in Scotland and is precisely what a benchmarking andimprovement model like performance networks is designed to facilitate.

Wales – Self and sector-led improvement remains a central feature ofthe Wales Programme for Improvement. The recent White Paper on‘Reforming Local Government’ highlights the importance of using performance data for service improvement and scrutiny to challengeperformance.

Northern Ireland – Part 12 of the Local Government Act 2014 includesnew requirements on councils to improve performance and securecontinuous improvement, collect performance indicators and set improvement objectives. Also integral to the Act is the need to benchmark with others. APSE are working with member authorities inNorthern Ireland to use tools such as APSE performance networks tomeet these new requirements

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Comprehensive support to guide youthrough the process

The peer support programmeuses experiencedmembers fromother local authorities to support newermembers in theprocess

The benchmarking process can appear daunting, particularly for local authorities who have never undertaken benchmarking before. APSE performancenetworks offers second to none support throughout toensure local authorities have a smooth transition into theprocess of benchmarking and are able to utilise its benefits fully.

As part of the service, free data completion training sessions and data usage training sessions are provided.The range of guidance and support available demonstrates our commitment to supporting our members in the benchmarking process:

• Comprehensive guidance notes• Dedicated support line during the data completion

process• Free data completion and validator training sessions• Peer support visits or assistance from experienced

members from other local authorities• One to one training and on-site visits from APSE

principal advisors• Free ‘using your data’ for value for money training

sessions• Principal advisor-facilitated benchmarking meetings• Workshops at the APSE performance networks

annual seminar17

Real opportunities toshare best practice

The APSE principal advisors have experience andexpertise in facilitating thesharing of bestpractice throughout theAPSE membership.

The real benefit of benchmarking is the ability to learnfrom those authorities that have performed particularly well in order to improve service deliveryand from those authorities who have instigatedchange. APSE provides the opportunity for membersto network with one another and encourages sharingbest practice through:

• Peer contact details provided in the performance report

• Advisory groups across 11 different service areas• Benchmarking and process benchmarking meetings• APSE performance networks seminar attended by

over 300 delegates from different service areas.• Mass email query service with over 20,000 contacts

at the touch of a button.

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Recognise your achievements

The performanceawards includebest and most improvedperformers foreach servicearea.

Each year the best and most improved performers arerecognised and publicised in the reports for each servicearea.

The annual awards ceremony is held at the APSE performance networks seminar. This is a high profile eventto recognise and celebrate improvements in services. Winners of the annual performance awards are publicisedin the press, the APSE website and in various publications.

The case studies on how the winners achieved their successes are also written up into a publication andemailed out to all members.

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APSE performancenetworksis a popular toolused in performance measurement andidentifying areas ofimprovement

Identify areas for improvement

APSE performance networks is a valuable tool in theimprovement process. An example of a best performer case study from APSE performance networks is described below.

Cemetery and Crematorium Best Performance Winner: Wigan Leisure and Culture Trust

OverviewWigan Leisure & Culture Trust (WLCT) – Bereavement Services delivers the Burial Authorityfunction of Wigan Council. The service was recently amalgamated within the overarchingGreen Space Service and provides a unified approach to service delivery, supported by existing experts in operational and maintenanceactivities. The service is responsible for Wigan Crematorium, 9 cemeteries, 3 closed church yardsand 12 Council War Memorials. The service isstaffed by just under the equivalent of 17 full timestaff.

Improvements made and good performance We have undertaken a fundamental review ofstaffing, function and our service offer. Negotiation with front line staff has seen the development of new flexible contracts which facilitates the removal of overtime costs and betterutilises fluctuating capacity in grave digging staff.Our mantra for our priorities is, “Burial - new income - presentation of sites”. We have managedto bring staff along on the journey of change tomake the service fighting fit. We currently deliverdignified, respectful burials and cremations butseek new opportunities for providing a greateroffer for memorials for Wigan residents and waysto remember their loved ones. Other staff sparecapacity is used to improve the presentation ofsites.

The flexibility has enabled the historical practicefor the cremation of bodies on the same day asthe service to be challenged against the effectiveuse of available resources, striking a balance of adignified and respectful approach to cremation inline with effective and economical use of cremators and staff. We have historically receivedsufficient resource to train all staff in their area of

responsibility of burial or cremation and recent implementation has seen the multi skilling of existing staff across cemetery and crematoriumfunctions and in new income generating techniques. Corporate standards contribute to effective staff management for information provision, staff development and welfare arrangements.

Has performance networks data improved yourperformance? And if so, how?As a relatively new bereavement service managerof only 3 years and challenged with taking theservice forward, I found the performance networkdata essential in shaping the decision making ofthe recent review. The ability to share current position in a trusted environment and networkwith established service managers is critical forany service that wishes to change to keep up withthe continuing financial challenges we face. Following the services, year one success as bestperformer, we were able to focus on areas of development to provide a culture of continual improvement.

Future areas of focusThe continuing challenging budget awards meanswe need to take a leaf out of the books of those inthe private industry within our service. We haverisen to the challenge to develop the business element of what we provide without losing the core service values of what we do as professionals within the bereavement service.Managing costs, further staff development andmulti skilling, new product development and innovation to offer greater choice, and effectiveuse of our available resources has contributed tofurther development this year. We continue to network and test ourselves against others in theservice.

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Value for money analysis

Bespoke value for money analysis can be produced in conjunction with our consultancy arm, APSE solutions.

APSE solutions carry out service diagnostics, which is ahigh-level review that is able to pinpoint opportunities forcost savings or service improvements. APSE solutions cancarry out this exercise within only 6 days consultancyinput for those authorities who submit information toAPSE performance networks. Why? Because if you are a member of the APSE performancenetworks service and you submit data then we can already access the data needed for the review and APSEsolutions can jump straight into analysing it. APSE solutions have helped councils to save millions of poundsover the last few years with this approach.

Here are some of the consultancy offerings APSE solutions employ:

• Value for money/efficiency savings review• Service diagnostics• Systems thinking methodology• Single service reviews• Work study/time and motion study• Charging and trading workshops and advice• Surveys

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Tools to test stakeholdersatisfaction

Standard customer satisfaction surveys are provided andprocessedby APSE performance networks free ofcharge.

Customer satisfaction surveys are provided andprocessed as part of the APSE performance networksservice. This allows local authorities to measure outcomes alongside cost and efficiency performanceindicators giving a comprehensive view of overall performance of each front line service area.

Example: section of the street cleansing services customer satisfaction survey

In addition APSE provide bespoke user/satisfaction surveysand consultation exercises through APSE’s survey solutions.

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Analysis

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The growing emphasis on themes such as streetscene,asset management and soft facilities managementbrings new dimensions to performance measurement. APSE performance networks has developed additional reports for these themes whichinvolve no additional data collection. The reports incorporate multi- dimensional analysis as well.

An example of the multi-dimensional analysis isshown below.

Performance measurementat a higher level

The streetscene report collates performance information acrossstreet cleansing andparks, openspaces and horticultural services.

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The average and median populations are very similar across the two streetscene groups SS1 and SS2, with group SS3 significantly higher as can be seen in the chart below, but the one overleaf shows the boundary area of the three differs greatly. Group SS3 continues to have a low population density pointing to a more rural make up, even though there are no county councils included in the report. It is interesting that they continue to generally be the authorities that have not restructured their management or services into some kind of streetscene arrangement.

0

5

10

15

20

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Streetscene operation with combinedstaff duties

Streetscene operation - no combinedstaff

Non streetscene operation

SS1 SS2 SS3

FGP 01c streetscene profile - number of councils (by type of authority)

Unitary County District / Borough Metropolitan Borough

148,200

146,800

166,000

Streetscene profile - population by family group (median)

SS1 Streetscene operation with combined staff duties SS2 Streetscene operation - no combined staffSS3 Non streetscene operation

6 ©APSE performance networks 2014

Performance Indicator (PI) scores are presented in aclear graphical format, along with the highest, lowest, average and range of scores across the family group.Family group profile information is also provided inthe report. The graphs are supplemented with datatables showing the raw data feeding into the reports.

An extract from a street cleansing performance report is shown below.

Performance reports

Data outputs arealso available in Microsoft Excelspreadsheets detailing the actualscores and outputscontained in theperformancereports.

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Personalised PerformanceIndicator standings reports

Performance Indicator (PI)standings reportsallow an overall picture of performance to beseen.

A personalised tabular report presents positioning information and scores relative to data drawn fromboth the family group and the service wide data set.

An extract from a sports and leisure facility management PI standings report is shown below. Thereport can highlight areas where performance can beimproved.

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Sports and leisure facility management performance indicator standings 2013/14 : Family group report

Name of authority A CouncilPIN / name of facility 9999 A CentreFamily group D3aType of service / type of facility D3 Direct provision, wet and dry facilities

Performance indicator Number in group

Highest in group

Average for group

Lowest in group

Your output/score

Standing in group

Top quartile mark

Quartile achieved

Ten percentile mark

Key performance indicators

PI 02a - Subsidy per visit excluding central / corporate charges (includes non participatory usage but excludes free school use)

16 £8.22 £2.60 £0.40 £2.53 10 £0.93 3 £0.63

PI 02b - Subsidy per visit excluding central / corporate charges (excludes non participatory usage and excludes free school use)

16 £8.22 £2.67 £0.44 £2.53 10 £1.06 3 £0.70

PI 11a - Subsidy per visit excluding central / corporate charges (includes non participatory usage and includes free school use)

16 £8.22 £2.54 £0.40 £2.53 11 £0.82 3 £0.62

PI 11b - Subsidy per visit excluding central / corporate charges (excludes non participatory usage but includes free school use)

16 £8.22 £2.60 £0.44 £2.53 11 £0.93 3 £0.69

PI 03 - Operational recovery ratio (excluding central / corporate charges) 16 89.73% 57.83% 26.09% 61.52% 9 71.07% 3 78.44%

PI 04 - Customer spend per head 16 £4.04 £2.69 £1.81 £4.04 1 £3.46 1 £3.69

PI 06 - Subsidy per opening hour (excluding central / corporate charges) 16 £198.05 £93.17 £26.47 £79.40 8 £64.33 2 £47.72

PI 20a - Customer satisfaction performance indicator 4 78.30% 75.76% 73.68% 77.98%

PI 31 - Usage per opening hour 16 92.42 51.06 21.50 31.43 12 67.70 3 75.48

PI 41 - Management fee per visit (includes non participatory usage but excludes free school use)

— — — — — — — —

Other usage performance indicators

PI 29 - Usage per household within catchment area 14 11.05 2.63 0.50 1.50 8 2.87 3 5.41

Notes:

a. The facility will only be ranked in family group if it has shown an output / score within the set parameters for the performance indicator.

b. Quartile / percentile marks are only shown for those performance indicators for which there is a desirable achievement.

c. Quartile marks are only shown for those performance indicators for which there are a minimum of 8 outputs / scores within the set parameters.

Performance at a glance

A dashboard of key performance indicators is provided showing individual performance comparedto current averages and previous performance.

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Performance for 2013-14 is better than the family group average

Performance for 2013-14 is within 5% of the family group average

Performance for 2013-14 is worse than the family group average

Performance for 2013-14 has improved from the 2012-13 result

Performance for 2013-14 is within 1% of the 2012-13 result

Performance for 2013-14 has deteriorated from the 2012-13 result

^ Please note that the cost performance may be affected by inflation and this should be taken into account

5999

PI 11 Ratio of square metres to annual scheduled hours (secondary schools)PI 23 Ratio of square metres to annual scheduled hours (primary schools)PI 26 Ratio of square metres to annual scheduled hours (special schools)PI 16 Total square metres (excluding outdoor areas) cleaned per FTE employee

PI 20a / PI 20c Staff absence (front line staff)

PI 24a / PI 24c Staff absence (all employees)

Improved since

2012-13? ^

Building cleaning performance at a glance

Performance in 2013-14

Anonymous Council

Performance indicators

PI 01 Cost per square metre for all areas cleaned (excluding CEC)

These pages show your authority's performance for each key performance indicator against the 2013/14 average performance of your family group. Whether your result has improved or not from 2012/13 is also shown. Icons are used to display this information and the idea of this report is that authorities can see 'at a glance' where improvements may need to be made. Where the box is blank, this indicates that there is no authority score available for this performance indicator. The key to the icons are displayed below each table.

PI 02 Cost per square metre for all areas cleaned (including CEC)

PI 09 Ratio of square metres to annual scheduled hours (large offices)

PI 12 Ratio of square metres to annual scheduled hours (small offices)

PI 13 Ratio of square metres to annual scheduled hours (all offices)

PI 10 Ratio of square metres to annual scheduled hours (libraries)

An overview of the years’ performance information isprovided for each service area, detailing trend analysis, the data ranges and top quartile marks foreach performance indicator. Data is shown across theservice and by country.

An extract from a street cleansing summary report isshown below

Summary reports

Highest, lowestand averagescores across theservicearea and familygroup allow a goodindication of howwell an authorityhas performed incontext

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Direction of travel

A direction of travel report is provided for each servicewhich is a 5-year trend analysis. It shows a local authority’s performance as a bar chart for each yearthat the authority has submitted data to APSE, compared against the average for the service, depicted as a line on the graph.

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Refuse collection

NB// Some data included in this chart is extracted from Waste Data Flow

This performance indicator measures the cost of the refuse collection serviceper household. The cost includes staff costs, vehicle costs, plant costs andother direct expenditure minus discountable/non-contract income. Thisperformance indicator includes central recharges (CEC) such as central payroll,finance and IT support costs. A year-on-year increase in costs is expected withthis performance indicator due to inflation.

NB// Some data included in this chart is extracted from Waste Data Flow

This performance indicator measures the cost of the refuse collection serviceper household. The cost includes staff costs, vehicle costs, plant costs andother direct expenditure minus discountable/non-contract income. Thisperformance indicator does not include central recharges (CEC) , landfill tax orwaste disposal costs.

PI 02c Cost of refuse collection service per household (excluding landfill tax & waste disposal and CEC)

PI 01a Cost of refuse collection service per household (including CEC)

£0.00

£20.00

£40.00

£60.00

£80.00

£100.00

£120.00

2008-09 2009-10 2010-11 2011-12 2012-13

4002 Average for all authorities

£0.00

£10.00

£20.00

£30.00

£40.00

£50.00

£60.00

£70.00

£80.00

£90.00

£100.00

2008-09 2009-10 2010-11 2011-12 2012-13

4002 Average for all authorities

APSE performance networks hosts a secure on-lineweb portal which allows you to access reports, direction of travel information, case studies from bestand most improved performers and other documentsused for process benchmarking. An extract is provided below:

Members only portal

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Prospex GIS Analysis

Geo-demographic profiling is used as standard in thebenchmarking of the parks, open spaces and horticultural services, refuse collection, sport andleisure facility management and civic, cultural andcommunity venues services. It can also be used in anyadditional analysis that is required. Examples of whatthe geo-demographic profiling can be used forinclude:

• Drive-time catchments• Deprivation• Climate data (average rainfall/sunshine hours per

annum)• Population density• Average household incomes

An example of a drive-time catchments mapping isshown below.

Geo- demographicInformation System (GIS) is themapping of demographic andgeographic information.

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In addition to the comprehensive standard analysisproduced, APSE can provide bespoke analysis on request to meet the individual needs of local authorities. This may include analysis against a different comparator group (e.g. all London Boroughs,County Councils, Scotland only etc), trend analysis oranalysis across a number of services.

An example of bespoke analysis is shown below

Bespoke analysis isavailable to meetindividual needs oflocal authorities

Bespoke analysis

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Parks The trend charts below shows a council’s performance and the upper quartile or the average for the family group, for the last 4 years. It shows a continuation of a trend for the next 2 years. The shaded area is where the council should aim to stay for these years. PI 02 Cost of service per hectare of maintained land (including CEC)

PI 12 Number of hectares maintained per FTE front line employee

£0.00

£2,000.00

£4,000.00

£6,000.00

£8,000.00

£10,000.00

£12,000.00

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Council A

FG average

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Council A

FG upper quartile

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Data usage training

Data usage training is provided on request once thereports have been issued. We have developed different training options to enable you to:

• Get a short introduction to performance networks• Look at the different performance data held within

performance networks• Information from the data – where are you at the

moment?• New types of reports – where do you want to be?• Use the data internally• Use the data externally• To monitor contracts from other providers• To prove you are delivering value for money when

you are challenged

Value

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By joining APSE performance networks, you will bejoining a network with data from over 200 local authorities in the UK. Authorities are able to join forindividual benchmarking services or all 14 serviceareas, allowing the cost to be distributed across several service areas, providing real value for money.

For authorities that are APSE members, membershipof performance networks is offered at a considerablediscounted rate.

For detailed pricing information, please contact APSEdirectly.

APSE performance networks is amembership service. Authorities areable to join eitherfor single servicesor to all 14 services providingthe authority withreal value formoney.

Value for moneyThe real benefit of benchmarking

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APSE membership

APSE also offers a range of services in delivering itsaims of excellence in public services. At the forefrontof promoting excellence in front line service delivery,the range of services provided by APSE is unique.

As a member of APSE you will receive a range of highquality services included as part of your local authority or organisation annual subscription. Theseinclude:

• Briefings service on current local government issues• Network queries to allow you to source information

using our extensive email contacts• Advisory groups over a range of 11 different service

areas• Presentations from leading speakers throughout the

UK • Principal advisor support and advice• Access to regional groups covering all UK• Regular copies of APSE’s newsletter Direct News• Press and media releases and briefings provided to

your organisation and local press on request

Promoting excellence inpublicservices, APSE isthe foremost specialist in localauthority frontline services, hosting a networkfor front line service providers

And preferential rates for the following services:

• Performance networks• Solutions• Interim management• Energy• Surveys• Training• Seminars and events

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Find out more

For more information, please contact a member ofAPSE. Association for Public Service Excellence2nd floor Washbrook House Lancastrian Office CentreTalbot Road, Old Trafford Manchester M32 0FP

t: 0161 772 1810 f: 0161 772 1811email: enquiries@apse.org.uk

Visit our website at www.apse.org.uk

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Association for Public Service Excellence2nd Floor, Washbrook House, Lancastrian Office Centre,

Talbot Road, Old Trafford, Manchester, M32 0FPtelephone: 0161 772 1810

fax: 0161 772 1811email: enquiries@apse.org.uk

web: www.apse.org.uk