resources quarterly performance: quarter 1 performance ... reports/cabin… · 25 the...

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Resources Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: None reported for this quarter.

How will we bring our slipped actions on track?: A Member Development Programme for 2014/15 (RS/A090) has now been reassigned to the Head of Democratic Services to advance, as progress was limited with the previous arrangement.

Overall, the department is on track to achieve the objectives contributing to its service outcomes, with 84% of actions currently either completed or on track. Details are provided under each objective. Our contribution to the Corporate Plan is also on course, with 100% of actions on track for completion. There are currently no actions relating to either the Improvement Objectives or the Outcome Agreement.

Resources July 2014

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All Actions

Total number Completed On Track Slipped Not started, but due to have

Not due to have started

No. 48 8 32 0 1 7

% 100% 17% 67% 0% 2% 14%

Corporate Plan Actions



No. 4 0 4 0 0 0

% 100% 0% 100% 0% 0% 0%

Improvement Objective Actions



No. 0 0 0 0 0 0

%

Outcome Agreement Actions



No. 0 0 0 0 0 0

%

Resources July 2014

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Measures Key Measures Key: GREEN – On or above target AMBER – Within 10% of target RED – Missed target by more than 10% An explanation of the referencing used in this report: e.g. RS/A001 RS – this refers to the service plan, in this case, Resources. A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.

Resources July 2014

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Outcome 1: The Vale Community benefits from the Council’s sound and transparent decision making through the effective management of resources. Performance against actions and performance indicators: We are 83% on track towards completing the actions against this outcome. Of 48 actions, 8 are completed, 32 are on track, 1 has not yet been started and 7 are not due to start. Of the 16 performance indicators, 10 have met or exceeded target and 2 are within 10% of the target. The remaining 4 PIs do not have targets. Details are available under each objective in the next section of the report. Objective 1: To optimise our resources, exercise robust financial management and provide effective relevant services and facilities. Actions Complete: 15% ; On Track: 85% ; Slipped: 0% ; Not Started: 0%

Complete Actions

Action Ref % Complete

Comment

RS/A006 Retain level 3 Green Dragon accreditation as part of Civic Offices scheme.

100 Level 3 retained

RS/A075 Tender council banking contract. (NA7) 100 Contract awarded to Lloyds

On Track Actions


Comment

RS/A037 Develop and promote a guidance toolkit for managers on Lean Systems thinking to support the delivery of financial savings targets.

90 Content created and ready to be made available to all staff. Content availability to be determined by new Staffnet launch date (tbc)

Resources July 2014

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Comment

RS/A034 Continue to meet all statutory requirements and timeframes for preparation of estimates leading to the setting of the annual budget, closure of accounts and treasury management processes. (NA1)

50 Met deadline for closure of accounts. Next statutory deadline, the audited statement of accounts by end of September. The budget and Council tax need to be approved by 11 March

RS/A073 Continue to deliver an Internal Audit Service that meets all statutory obligations and can provide assurance on the Council's internal control environment. (NA2)

25 Annual Audit Plan was submitted and approved by Audit Committee. Quarter 1 shows that the plan is on track.

RS/A035 Review and develop options for the delivery of procurement services across the Council. (NA3)

25 Currently reviewing and updating guidance for the Council and outsourcing guidance for schools. Reviewing procurement strategy and strengthening business partnering with service areas and establishing category leads within departments. Utilising eBravo spending analytics tool to drive forward procurement efficiencies. Contract standing orders also under review. Eprocurement resourcing options being drafted for the Council.

RS/A074 Replace ICT Server Rooms within the Civic Offices by creating a purpose built facility. (NA4)

25 Construction started, due to finish in November 2014.

RS/A092 Revise ICT the strategy to reflect how plans to use technology will support the delivery of the Council's improvement objectives and the expected outcomes. (WAO)(IP1)(ICT/2011)

95 Carried forward from last year. Need to clarify issues around impact of the Williams Review

RS/A007 Work with all directorates to meet our corporate energy management commitments with respect to carbon reduction. (CP/E3)

25 A report was submitted to CMT and other options being investigated.

RS/A014 Identify and implement projects to reduce energy use and raise awareness amongst staff and the public about the need to reduce our carbon footprint. (CSDP)

25 Salix projects have been progressed

RS/A033 Produce an annual Asset Management Plan with specific targets to achieve optimum use of our property assets. (CP/CL11)

50 Report complete due to Cabinet September

RS/A009 Progress the Penarth Learning Community Project to completion. (NA5)

80 On programme for completion in October

Resources July 2014

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Comment

RS/A008 Implement key projects as part of Space Project. (NA6) 25 Phase 1 complete and occupancy studies being undertaken for phase 2.

Quarterly Performance Indicators

PI Ref Actual Quarterly Target

Status Actual 2013/14

Comment

RS/M001 Percentage of ICT priority (all) 1 to 4 service desk calls resolved within agreed timescales.

76.60 82.00

84.18 New Service Desk implemented during Q1. Drop in performance due to handover period. A full set of data for Q2 will be available for the new service desk.

RS/M011 The percentage of undisputed invoices which were paid within 30 days.

91.66 N/A 90.17 0.00

RS/M014 Percentage of audits completed within planned time.

88.89 N/A 91.67 0.00

RS/M002 Percentage of service availability of the top 20 ICT systems during core working hours.

99.94 99.75

99.87 0.00

RS/M013a Average Site Morse position (ranking of quality websites) in Wales.

2.00 5.00

2.00 0.00

RS/M013b Average Site Morse position (ranking of quality websites) in England and Wales.

10.00 10.00

8.00 0.00

Resources July 2014

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Objective 2: To ensure that Council services are supported by the appropriate deployment of skilled, flexible and engaged employees. Actions Complete: 26% ; On Track: 37% ; Slipped: 0% ; Not Started: 0% ; Not Due: 37%

Complete Actions


Comment

RS/A076 Review policy on discretions under the new Local Government Pension Scheme from April 2014. (NA8)

100 New policy approved by Cabinet and implemented on 30th June 2014.

RS/A021 Strengthen Council's approach to internal redeployment and support for staff at risk of redundancy.

100 Included as part of the wider management of change process. Redeployment pack has been rewritten. Career Transitions Events held with Cardiff Council, Job Centre Plus and Careers Wales.

RS/A017 Finalise changes to the early retirement/redundancy scheme and the approach to voluntary severance.

100 New pension discretionary provisions implemented 30 June 2014. Trade Unions consulted on existing eligibility considerations which have been bolstered by the review of discretionary provisions. Promotion of flexible retirement to compliment the early retirement scheme to respond to financial constraints and support change management within Services.

RS/A079 Develop tools and guidance to support partnership working, business improvement and the awareness of alternative models of service delivery. (NA14)

100 Toolkit published on StaffNet to support business improvement and alternative delivery solutions for managers. Draft Toolkit developed for Head teachers to assist schools to achieve compliance with procurement and employment considerations.

RS/A085 Undertake training needs analysis within the Directorate to inform training programme over the next 4 years. (WP5)

100 Completed in line with PDRS

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On Track Actions


Comment

RS/A026 Develop an implementation plan aimed at reducing the gender pay gap, evaluate and report annually on progress.

25 The Council's Public Sector Equality Duty Report actions have been reframed and revised, with the aim of reducing the gender pay gap. The amended actions are included in the 2012 Public Sector Equality Duty Annual Report.

RS/A016 Complete the review of all staffing and management structures. (NA9)

40 Two out of five reviews completed.

RS/A078 Develop strategies to improve the employment of school, college and university leavers. (NA12)

40 FMA and Craft apprentices' recruitment on track. Attendance at school Recruitment Fairs and researching existing links between Service managers and local Universities/Colleges to explore means to increase number and variety of work experience opportunities across the Council.

RS/A015 Continue the programme of support and training for managers in relation to managing change. (NA13)(CP/CL10)

25 Change Management Training (inc TUPE) to be delivered from Quarter 2.

RS/A083 Develop plan to manage the staffing transitional implications of the Welfare Reform Programme. (WP3)

25 On hold. Pending roll-out of Universal Credit

RS/A086 Provide support/ training to help managers manage change effectively and explore avenues for service collaboration. (WP6)

25 Arrangements being progressed to provide revised Change Management training to assist service collaboration across the Council.

RS/A087 Review recruitment and retention issues and develop appropriate responses. (WP7)

25 Reviewed in conjunction with the Annual Turnover Report.

Not Due Actions


Comment

RS/A077 Develop a 'job families' approach to job design. (NA10) 0

RS/A070 Implement the Staff Engagement Strategy. (NA11) 0

Resources July 2014

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Comment

RS/A080 Develop guidelines to support succession planning as part of the Council's Corporate Training and Development Strategy. (NA15) (WAO/HR/2012) (IP3)

0

RS/A081 Review staffing and management structures across the Directorate to ensure service sustainability. (WP1)

0

RS/A082 Review the Directorate’s approach to the appointment of trainees and apprentices. (WP2)

0

RS/A084 Review staffing implications for the Directorate of the Williams Review (as part of a wider review). (WP4)

0

RS/A088 Refine workforce planning support and capacity in Directorate. (W8)

0




Comment

RS/M008 The percentage of employees including teachers and school based staff who leave the employment of the local authority, whether on a voluntary or involuntary basis.

1.61 2.50

8.64

RS/M009 The number of working days/shifts per full time equivalent (FTE) local authority employees lost due to sickness absence.

2.24 2.23

8.75

RS/M015 The percentage of Cabinet/Committee report instructions that have been advised upon within 5 days of receipt.

100.00 100.00

100.00 There were 103 Cabinet/Cttee Rpts advised on within 5 working days, giving us 100%

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Objective 3: To support Members and Officers to ensure they are able to effectively undertake their roles and responsibilities. Actions Complete: 11% ; On Track: 78% ; Slipped: 0% ; Not Started: 11%

Complete Actions


Comment

RS/A091 Submit to Standards Committee and Council for consideration, a draft Local Dispute Resolution Procedure. (NA24)

100 Considered and approved by Standards Committee and Full Council on 11th April and 25th June respectively.

On Track Actions


Comment

RS/A046 Co-ordinate and support preparation of the Council's annual governance statement. (NA16)

75 AGS completed 30 June 2014. Further review to accompany audited statement of accounts in September.

RS/A047 Identify, assess and manage corporate risks. (NA17) 25

RS/A049 Deliver a scheduled programme of audits on a risk based needs assessment. (NA18)

25 The plan of work for Internal Audit was based on a robust risk assessment. The plan has been presented and approved by Audit Committee.

RS/A050 Support the Council's Audit Committee in discharging their responsibilities in accordance with agreed terms of reference. (NA19)

25 Forward Work Programme for 2014/15 presented and approved by Audit Committee. Scheduled reports presented and programme is being achieved.

RS/A041 Implement key recommendations out of the Wales Audit Office Scrutiny Improvement study. (NA20)

25 The Wales Audit Office report was only received on 29th May 2014. It has been submitted to the Democratic Services Committee and will also be considered by the Scrutiny Committee Chairmen and Vice-Chairmen Group. An Action Plan is to be drawn up and its delivery will be monitored by both of the above.

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Comment

RS/A043 Raise awareness of the corporate WASPI template and undertake appropriate training to improve usage in data sharing. (NA21)

50 WASPI have recently introduced a new version. A number of senior officers have received training. This will be cascaded down to relevant officers.

RS/A089 Submit to Council for consideration a draft revised Council Constitution. (NA22)

25 The Constitution Working Party has met on a number of occasions and considered various draft sections of a new Constitution.

Not Started Actions


Comment

RS/A090 Draw up for consideration by the Democratic Services Committee, a Member Development Programme for 2014/15. (NA23)

0 The intention had been that Group Leaders would undertake Personal development Interviews with their respective Members. However, as reported to The Democratic Services Committee on 16th July 2014, progress to date has been somewhat limited. Consequently the Committee agreed that the process be carried out by the Head of Democratic Services.




Comment

RS/M003 The percentage of legal files that following a legal review are assessed as being of a satisfactory standard or above.

100.00 100.00

100.00 Total of 16 files were reviewed within Q1, all were satisfactory giving 100%

RS/M004 The percentage of information laid in court for criminal prosecutions within 15 working days of receipt of full instructions.

100.00 100.00

100.00 For Q1, there were only 3 prosecution matters and all 3 were laid in court within 15 working days, performance against this target is 100%

RS/M005 Percentage of staff that have met their chargeable hours target at the end of the financial year.

100.00 100.00

100.00 All relevant 25 staff members have met there targets, giving us 100%

Resources July 2014

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Comment

RS/M006 The percentage of cases where the instructing department was informed in writing of the outcome of their case within 10 working days.

100.00 100.00

100.00 In Q1 194 matters were concluded and all relevant client departments were notified of the outcome within 10 working days, giving us 100%

Objective 4: To provide our customers with Registration, Local Tax Collection and Benefits Services. Actions Complete: 0% ; On Track: 100% ; Slipped: 0% ; Not Started: 0%

On Track Actions


Comment

RS/A038 Develop and introduce protocols to increase public engagement and participation in the Council's meetings. (CP/CL6)

25 Draft protocols have been prepared and submitted to the Scrutiny Committee Chairmen and Vice-Chairmen Group and the Constitution Working Party.

RS/A060 Implement appropriate mechanisms to protect the Council's assets from all losses including those arising from fraud, irregularity or corruption. (NA25)

25 Auditors conduct their work in a manner that has regard to fraud, irregularity and/or corruption. All investigations are undertaken by qualified staff and in accordance with the Council’s relevant policies. The Council has an Anti-Fraud and Bribery Policy and a Whistleblowing Policy.

RS/A061 Continue to provide an investigation service into allegations of fraud in relation to Council Tax Reduction irregularities. (NA26)

25 Still includes HB fraud until 30 Sept. 30 Sept transfer to DWP

RS/A062 Continue to prepare for the proposed Single Fraud Investigation Service. (NA27)

75 Effective date 01 October

RS/A058 Progress the transfer of the student support function to Welsh Government/Student Loans Company. (NA28)

50 Transfer date early 2015

Resources July 2014

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Comment

RS/A063 Provide information and support to residents affected by the Welfare Reform Act and raise awareness of staff and partners about the impact of the changes. (NA29)

25 Council’s externals website has been updated for welfare reforms. Council tax and benefits web pages updated

RS/A056 Implement Welfare Reform and transfer housing benefit to Universal Credit in line with DWP timetable. (NA30)

25 On hold. Pending roll-out of Universal Credit




Comment

RS/M017 Time taken to process Housing Benefit (HB) and Council Tax Benefit (CTB) new claims and change events.

8.58 10.00

6.78

RS/M018 The number of changes of circumstances which affect customers' entitlement to Housing Benefit (HB) or Council Tax Benefit (CTB) within the year.

471.71 N/A 2133.27

RS/M019 The percentage of council tax due for the financial year which was received by the authority.

30.25 N/A 97.50 On Target

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Corporate and Customer Services Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: Implementation of the Strategic Equality Plan (CC/A057) (CP/CL9) is progressing well, monthly campaigns are being run to raise public awareness using social media and creating displays for public areas (such as Civic Offices reception). A new engagement strategy has also been implemented and there is ongoing encouragement to engage through the equality impact assessment process.

How will we bring our slipped actions on track?: Work towards implementing a new Community Strategy Delivery and local arrangements and priorities (CC/A061) (CP/CL5) has been delayed whilst focus of activity has been on the new joint LSB arrangements, developing proposals for the new partnership structures and the Annual Report. Guidance on producing accessible Council documents written in plain English so that there is a corporate approach to publishing accessible documents (CC/A064) will be published once the draft has been reported to CMT and approved. The hate crime line (CC/A079) has been reviewed in consultation and it needs to be considered whether it would be more effective to use the new system recently given to Victim Support. A number of actions relating to engagement could not be completed due to staff changes (CC/A080, A077, A070, A065 + A043). These actions should progress when the graduate intern positions are filled.

Overall the department is well on track to achieve the objectives contributing to its service outcomes, with 71% of actions currently either completed or on track. Details are available under each objective. Overall, our contribution to the Corporate Plan is being positively actioned, with 83% of Corporate Plan actions on track for completion. Of the 18 actions within the service plan, 15 actions are on track, 1 has slipped and 2 not started but due to have. There are currently no Improvement Objective or Outcome Agreement actions in place.

Corporate and Customer Services July 2014

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All Actions



No. 38 3 25 1 7 1

% 100% 8% 68% 3% 18% 3%




No. 18 0 15 1 2 0

% 100% 0% 83% 6% 11% 0%




No. 0 0 0 0 0 0

%




No. 0 0 0 0 0 0

%


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Measures Key Measures Key:

GREEN – On or above target

AMBER – Within 10% of target

RED – Missed target by more than 10%

An explanation of the referencing used in this report: e.g. CC/A001 CC – this refers to the service plan, in this case, Corporate and Customer Services A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.


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Outcome 1: Customers can access services conveniently. Performance against actions and performance indicators: We are 90% on track towards completing the actions against this outcome. Of 10 actions, 9 are on track and 1 has not yet been started. Of the 10 performance indicators under the outcome, 1 has met or exceeded target, 2 are within 10% of target and 6 have missed the target by more than 10%. We were unable to obtain a result for 1 PI. Details are available under each objective in the next section of the report. Objective 1: To increase the number of customers who use the lowest cost, most appropriate method for their enquiry. Actions Completed: 0% ; On Track: 90% ; Slipped: 0% ; Not Started: 10%

On Track Actions


Comment

CC/A053 Implement shared telephony based services with Cardiff and Vale UHB Communications Hub. (CP/CL2)

25

A pilot to transfer calls from podiatry has commenced and work is ongoing with Integrated Sexual Health. A solution has been established allowing access to both health and council ICT networks from a single PC and staff are receiving training on the appropriate applications.

CC/A054 Adopt a 'Digital First' approach to access to services and deliver mobile access to digital services. (CP/CL2)

25 Approach endorsed and authorised by CMT and Cabinet via Connecting with our Customers strategy. Implementation group established to implement associated action plan.


5


Comment

CC/A055 Address issues of digital exclusion by promoting access via libraries. (CP/CL2)

25 Working with Communities 2.0 as part of the get the Vale Online project. Connecting With Our Customers strategy action plan includes actions to address issues of digital inclusion.

CC/A056 Continue to develop the website to enhance customer experiences and to encourage citizen engagement. (CP/CL3)

25 Project underway with ICT to add additional transaction functionality and integrate with CRM.

CC/A081 Use performance information relating to usage and cost of transactions across different access channels to inform customer strategy and reduce transaction costs. (WAO/ICT/2011) (IP5)

25 Transaction costs for telephony are well understood and work is underway to gather comparable data for other communications channels.

CC/A057 Complete implementation of the Strategic Equality Plan. (CP/CL9)

60 We are making progress in implementing the key actions that contribute towards the objectives within the Strategic Equality Plan. We are running monthly campaigns in public areas such as reception and using social media to promote our messages. A new engagement strategy is in place and there is ongoing encouragement to engage through the equality impact assessment process. Additionally, HR is taking action to address the gender pay gap and Safer Vale is working on domestic violence.

CC/A017 Further improve equalities data monitoring and reporting council-wide. (CP/CL9)

50 Data analysis training has taken place to assist services in making better use of data for inclusion in the next Annual Monitoring Report. We are working with HR to ensure employment data meets the requirements of the specific duties for Wales.

CC/A058 Develop the language skills of elected members. (CP/CL9) 50 Welsh classes have been offered to elected members including a free Welsh course starting in Sept 2014

CC/A059 Evaluate the effectiveness of equalities training. (CP/CL9) 50 We evaluate the effectiveness of training as it happens. We will be producing a report on our findings in August.


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Not Started Actions


Comment

CC/A002 Implement the new Welsh language standards. (CP/CL9) 0 We are awaiting the Compliance Notice from the Welsh Commissioner in order to progress




Comment

CC/M004 Percentage of incoming calls to the Customer Contact Centre not answered/abandoned.

8.92 6.00

7.22 Customer relations failed to meet its overall target for abandonment during the quarter mainly due to a relatively high level of staff turnover during this time resulting in a number of vacancies being held and recruitment taking place. Although the overall abandonment target was not met, the percentage of calls which were abandoned after 20 seconds was just 3.07% which was well within our target of 4%, this equated to 3,786 callers hanging up in under 20 seconds, with our average speed of answer target set at 45 seconds, many of our abandoned callers did not give us an opportunity to answer their call. In addition, no complaints were received during the quarter for not being able to access service or excessive wait times.

CC/M005 Percentage of incoming calls to the Customer Contact Centre abandoned after 20 seconds.

3.07 4.00

2.67 Result within Target. Underlining that a huge amount of calls abandoned within 20 second, not giving the contact centre a change to answer.

CC/M006 Percentage of all transactions which were self-service transactions.

10.00 N/A Unable to measure at present


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Comment

CC/M008 The percentage of customer enquiries to C1V resolved at first contact.

64.97 70.00

64.99 Slightly below target, however almost two thirds were resolved without need to pass elsewhere

CC/M001a Average number of weekly total visits to the Council's English language website.

28910.00 31000.00

29795 Website statistics vary throughout the year due to events, news, emergencies and activities, etc. Therefore, this quarter is not comparable to last quarter for this reason.

CC/M001b Average number of weekly unique visits to the Council's English language website.

15409.00 18000.00


CC/M002a Average number of weekly total visits to the Council's Welsh language website.

82.00 200.00


CC/M002b Average number of weekly unique visits to the Council's Welsh language website.

49.00 100.00


CC/M003a Average speed of answer for incoming calls to Customer Contact Centre is no more than 45 seconds.

73.00 45.00

43 Missed Target due to high call volumes experienced in May coupled with lower than anticipated staffing levels, 3 members of staff off on long term sick for most of the quarter

CC/M003b Average speed of answer for calls made on the Welsh language line.

115.00 45.00

64 Missed Target due to high call volumes experienced in May coupled with lower than anticipated staffing levels, 3 members of staff off on long term sick for most of the quarter


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Outcome 2: Residents are confident in the services delivered, are engaged with their local community and are proud to live in the Vale. Performance against actions and performance indicators: We are 75% on track towards completing the actions against this outcome. Of 28 actions, 2 are completed, 18 are on track, 1 has slipped, 6 have not been started and 1 is not due to have started. Of the 4 performance indicators under the outcome, 3 have met or exceeded target. 1 indicator is new for 2014/15 and does not have a target set. Details are available under each objective in the next section of the report. Objective 2: To deliver seamless services to our customers, with our partners, in an efficient and sustainable manner. Actions Complete: 13% ; On Track: 60% ; Slipped: 6% ; Not Started: 13% ; Not Due: 7%

Completed Actions


Comment

CC/A066 Review Arts Connect in 2014 with a view to renewing the ‘Memorandum of Understanding’ for a further time scale.

100 Arts Connect MOU agreed and renewed by Cabinet for one year on 16 June 2014 until end of March 2015.

CC/A030 Contribute to WG consultation on shaping requirements for the replacement of Ffynnon and implement adequate contingency arrangements to ensure smooth transition to the new system.

100 Internal interim arrangements implemented. PAN Project terminated by WG as of 6th June. Alternative long term solutions now being considered.


9

On Track Actions


Comment

CC/A060 Review partnership structures to support regional and local arrangements and priorities. (CP/CL5)

25 CMT approved draft proposals for presentation to LSB 19 August

CC/A062 Promote sustainable development ensuring that the council complies with forthcoming legislation. (CP/CL8)

25 Action Plan approved and is being monitored. Successfully obtained support from WLGA for early adoption of the Wellbeing Future Generations Bill

CC/A063 Continue to explore opportunities for collaborative working within the Vale and regionally. (CP/CL4)

25 Periodic Cabinet reports are submitted detailing all significant collaborations.

CC/A028 Maintain level 3 of the Green Dragon Environment Standard.

25 Audit completed in April. Report to be drafted to CMT to determine way forward

CC/A042 Progress the implementation of action plans developed as a result of the Staff Survey and the Public Opinion Survey.

50 All actions from the previous Staff Survey undertaken in 2012 have been incorporated into the workforce plan and are being progressed by colleagues in HR. The 2014 Public Opinion Survey is due to take place in July and Aug with results to be published in Oct. An action plan will be established following this.

CC/A027 Extend the Arts Connect work to involve the third sector and improve marketing.

85 Arts Connect have widened engagement with the 3rd sector though networking, collaboration and project development opportunities funded by ACW that include the 'Being Creativlt Active' and 'it’s My Shout Film' project with links to Theatre venues. Collaborative marketing is key. Arts Connect promote programmes of work activity in each area with the Arts Connect web page about to launch form the Vale's web site. The Vale has always worked in partnership with the 3rd Sector theatre venues and arts organisations in the area.

CC/A068 Improve service and team planning across the council ensuring that plans show milestones, quantifiable targets, identified resources and clear links to service, corporate and strategic plans.

60 Template circulated and support provided with deadline for completion 30/5/14 (October for academic plans). A number have yet to be signed off.


10


Comment

CC/A069 Implement a Charter action plan with town and community councils. (CP/CL7)

25 This is being addressed via Community Liaison Committee.

CC/A064 Publish guidance on producing accessible Council documents written in plain English so that there is a corporate approach to publishing accessible documents.

80 Draft guidance complete. To be shortly reported to CMT for endorsement.

Slipped Actions


Comment

CC/A061 Implement a new Community Strategy Delivery Plan and local arrangements and priorities. (CP/CL5)

10 Work has been delayed whilst focus of activity has been on the new joint LSB arrangements, developing proposals for the new partnership structures and the Annual Report.

Not Started Actions


Comment

CC/A065 Develop an improved staff survey that allows us to effectively monitor levels of employee engagement.

0 Due to staffing changes within the IDT and Communications Teams, new priorities have presented themselves and this action is no longer being progressed.

CC/A043 Further develop the Staffroom e-newsletter. 0 Due to staffing changes within the IDT and Communications Teams, new priorities have presented themselves and this action is no longer being progressed.


11

Not Due Actions


Comment

CC/A067 Revise the council’s performance management framework to take into account new national arrangements.

0 Currently reviewing options for a replacement for PAN. The replacement will be introduced alongside a revised PMF, including training for staff and members. This action is now deferred until 2016 at the earliest.

Objective 3: To engage our residents in decision making and work with communities to continuously improve. Actions Complete: 8% ; On Track: 62% ; Slipped: 0% ; Not Started: 30%

Completed Actions


Comment

CC/A081 Complete Individual Registration. 100 IER has been rolled out across the Vale of Glamorgan.

On Track Actions


Comment

CC/A071 Develop an improved and more effective public opinion survey that allows us to gather data to inform future decisions as well as providing feedback on Council services. (CP/CL1)

50 A new public opinion survey has been devised. The fieldwork is due to begin in July 2014 and the results will be reported in the Autumn.

CC/A072a Provide social media training for officers. 25 The Web Editor is currently providing ad-hoc training for officers.


12


Comment

CC/A072b Extend the use of social media throughout the council particularly Facebook, including the use of Welsh. (CP/CL1)

25 The Senior Media Officer and Web Editor are working with service managers to gain an understanding of the potential for social media use within their area.

CC/A073 Revise the External Communications Plan. 25 Work is currently underway to develop new protocols for media relations. These will form the basis of a new communications strategy.

CC/A074 Revise the Council's Arts Strategy. 75 The Council's Art Strategy has been revised for 2014-17 and consulted upon with the public. Next step to write a report and submit to Cabinet.

CC/A075 Increase schools activity and attendance at Art Central Gallery.

75 All schools continue to receive information about Art Central gallery exhibitions. Specific exhibitions target school curricular or National interest that impacts on school activities e.g. Dylan Thomas Centenary art exhibition in Sept 2014.


13


Comment

CC/A076 Commemorate the centenary of World War 1. 75 A number of 1WW Commemoration events are taking place in the Vale. Alexander Gardens on the 17 July 2014 was the first garden/park to be dedicated as part of the 'Centenary Fields' programme. On Monday 4th August the Events programme have the '11th Hour Company’ projecting a poppy wash and poems on the Town Hall and King Square for one week. The projection will appear overnight and be gone by day. On Sunday 10th August the Events programme as part of the Barry Island weekenders is holding a Military Encampment for children including displays and re-enactments. Art Central has a photography exhibition programmed for Nov / Dec 2014. The Mayor is attending the 'Lights Out' where the Royal British Legion (Wales) Barry Branch will be holding a ceremony at the Cenotaph as part of a nation-wide event, Lights Out, to mark the hour that Britain entered the First World War one hundred years ago. Lights Out invites everyone in the UK to turn off their lights from 10pm until 11pm. There is a candlelight service following at the Cenotaph in front of the Memorial Hall & Theatre. They are also showing the film Hedd Wyn at 1pm on 4th August. Schools will be looking at specific 1WW activities from September. The Vales web site has a page to collect and post events throughout the Vale. The Mayor’s office are organising a Blue plaque for the church on Barry Island as it was a 1WW Hospital.

CC/A078 Support the development of a crisis media plan for the Council.

50 Media Officer is currently working with the Operational Manager for Customer Relations and colleagues in the Emergency Planning team to develop a crisis media management plan.

CC/A079 Promote the hate crime line. 50 The system was reviewed in consultation with the Community Cohesion Officer. Consider action to be given as to whether it would be more effective to use the new system recently given to Victim Support to manage.


14

Not Started Actions


Comment

CC/A070 Implement the Council's Public Engagement Framework. (CP/CL1)

0 This action is currently on hold until a new member of staff with responsibility for consultation activity is appointed.

CC/A077 Develop the use of e-petitions. 0 Due to staffing changes within the IDT and Communications Teams, new priorities have presented themselves and this action is no longer being progressed.

CC/A080 Evaluate and report on the effectiveness of engagement and consultation guidance in involving people with protected characteristics in decisions about services. (CP/CL1)(CP/CL9)

0 This action is currently on hold until a new member of staff with responsibility for consultation activity is appointed.




Comment

CC/M013 The number of followers on the Council's Twitter page.

8780.00 8361.00

8148 Annual target = 9,000; Quarterly target = 8361

CC/M014a The total number of subscribers to Vale Connect.

23114.00 14000.00

Annual target = 20,000; Quarterly target = 14,000

CC/M015 The average weekly total reach of the Council's Facebook page.

10239.00 7000.00

6926 0.00

CC/M015b The total number of likes for the Council's facebook page.

4787.00 N/A No target set. New PI for 2014/15, establish baseline.

1

Development Services Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: In May 2014, the Council was shortlisted for a number of awards by the Chartered Institute of Logistics and Transport. The Council was highly commended in categories of ‘excellence in improving customer experiences’ and ‘professional of the year’. The Council was runner-up in the ‘travel demand management’ category for the Greenlinks community transport operation and was runner-up in both the ‘partnership’ category and ‘excellence in passenger transport’ for the work with New Adventure Travel in delivering Bus service 303/304. The Council was the overall winner in the ‘Travel Demand’ category for the work with New Adventure Travel in delivering the subsidised 303/304 bus service. In April 2014, construction projects relating to the new housing scheme at Golwg y Coed and various domestic schemes were winners at the South Wales Local Authority Building Control ‘Built in Quality Awards’. Both submissions were judged against all Wales entries in June and a Vale of Glamorgan contractor has been judged the winner for various schemes undertaken in partnership with our Building Control Group within the Vale of Glamorgan, demonstrating excellence in housing construction within the Vale of Glamorgan.

How will we bring our slipped actions on track?: A bid for the regeneration of the Penarth Esplanade (DS/A082)(CP/R1) was unsuccessful, so the department has been reviewing options to establish how this work can be taken forward, possibly in partnership with PTC and other stakeholders and businesses. Staffing issues and other key priorities have resulted in the delay of training on land use and transportation planning (DS/A184) and engagement on all Planning and Transportation matters (DS/A185). Both will re-commence in early 2015 when staff issues have been resolved.

Overall, the department is well on track to achieve the objectives contributing to its service outcomes, with 96% of actions currently on track. Details are provided under each objective. Our contribution to the Corporate Plan is also well on course, with 97% of actions on track for completion. Of the 40 actions within the service plan, 39 are on track and 1 has slipped. We are 100% on track to achieve the actions relating to the Improvement Objectives. All 15 actions are on track for completion. There are currently no Outcome Agreement actions in place for the service.

Development Services July 2014

2

All Actions



No. 76 0 73 3 0 0

% 100% 0% 96% 4% 0% 0%




No. 40 0 39 1 0 0

% 100% 0% 97% 3% 0% 0%




No. 15 0 15 0 0 0

% 100% 0% 100% 0% 0% 0%




No. 0 0 0 0 0 0

%


3

Measures Key Measures Key:

GREEN – On or above target

AMBER – Within 10% of target

RED – Missed target by more than 10%

An explanation of the referencing used in this report: e.g. DS/A001 DS – this refers to the service plan, in this case, Development Services A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.


4

Outcome 1: Residents of the Vale live in safe, healthy, prosperous and sustainable communities. Performance against actions and performance indicators: We are 98.7% on track towards completing the actions against this outcome. Of 56 actions, 55 are on track and 1 has slipped. Of the 25 performance indicators under the outcome, 14 have met or exceeded the target, 2 were within 10% of the target and 3 missed the target by more than 10%. 1 has no target set due to a definition change and data was not collected for 4 PIs. RAG Status was not applicable for 1 PI. Details are available under each objective in the next section of the report. Objective 1: To promote participation in a diverse range of sporting, cultural, recreational and community interests and activities. Actions Completed: 0% ; On Track: 100% ; Slipped: 0% ; Not Started: 0%

On Track Actions


Comment

DS/A081 Explore with key partners opportunities for improving museum and cultural facilities in the Vale of Glamorgan.

25 The ground floor of the TIC premises at Barry Island was marketed earlier this year with cultural and museum uses within the brief. The successful bid was not a museum use, but could provide for education and interpretation facilities. This will now be taken forward and work with other partners will continue.

DS/A007 Deliver a quality leisure service in partnership with Parkwood Community leisure and other partners. (CP/HSCW1)

25 Partnership with Parkwood has seen an increase in quality of provision and an increase in usage in key areas such as fitness.


5


Comment

DS/A008 Increase levels of physical activity and reduce rising levels of obesity by delivering the Local Authority Partnership Agreement and the Council’s responsibilities in the Healthy Communities Food and Fitness Framework Action Plan. (CP/HSCW4)

25 Deed of Grants have been drawn up with partner organisations to deliver against the projects identified in the Vale sport plan. All projects are progressing as desired.

DS/A056 Promote and support community facilities to offer a wide range of leisure and social activities helping to improve residents’ health and well being. (CP/HSCW2)

25 The Council's community Centres continue to offer a wide range of activities.

DS/A057 Ensure that Parkwood Leisure operate to the maximum benefit of children and young people. (CSDP)

25 New initiatives such as sway dance are being aimed specifically at children and young people. In addition, a recent meeting with Parkwood indicated that a range of new activities will be promoted in the coming year.

DS/A159 Work in partnership with communities, agencies and providers to deliver play and sport services and facilities within the Vale of Glamorgan.

25 Sports section working in conjunction with NGB partners and other organisations / internal partner s such as StreetGames, Communities First and the Tenants / Housing Officer to deliver targeted sports activity programme. In partnership with Barry Town Council, Dinas Powys Town Council and Out of School Childcare Grant we have secured funding to run additional play activities during afterschool and school holidays.

DS/A160 Promote, provide and support a range of events throughout the Vale of Glamorgan.

25 The Council has set out an annual programme of events for the 2014/15 year which provides for a range of activities. In particular a full programme of events for Barry Island has been planned.

DS/A161 Seek to extend the Communities First programme in Barry beyond 2015.

25 Welsh Government has announced a likely extension.


6




Comment

DS/M006a The percentage of people referred to the exercise referral scheme who take up their referral.

52.53 50.00 48.56 Q1 13/14 (58.17%)

DS/M006b The percentage of people who took up their referral to the exercise referral scheme who completed the programme.

44.95 40.00 40.32 The team is working to increase the number of people completing the scheme and improve the health of the users of the scheme.

LCS002 The number of visits to local authority sport and leisure centres during the year where the visitor will be participating in physical activity, per 1,000 population

1595.67 1650.00 6544.31 This represents a slight decrease against target and discussions with Parkwood are exploring how this can be brought within target.

DS/M014 Number of registrations in afterschool and community dragon sports clubs.

2712.50 N/A N/A Not available until mid-August

DS/M015 Percentage of children and young people taking part in the 5x60 scheme.

53.00 N/A N/A Not available until mid-August

DS/M016 Number of children attending play schemes. 745.00 N/A 745.00 Not available until mid-August

DS/M035 Number of sport clubs which offer either inclusive or specific disability opportunities.

37.00 10.75 36.00 The target of 43 is what we hope to achieve by the end of the financial year. We never expected to achieve that number by the first quarter. The return to date demonstrates that the Council is on target to meet this indicator.


7

Objective 2: To promote a safe, fair, attractive and secure environment for residents, businesses and visitors through a range of activities. Actions Completed: 0% ; On Track: 100% ; Slipped: 0% ; Not Started: 0%

On Track Actions


Comment

DS/A022 Increase the awareness of the Council’s emergency planning arrangements to ensure that staff are prepared and contingency arrangements are in place in the event of an emergency incident. (CP/CPS1)

25 Vale of Glamorgan Major Incident Protocol updated and consultation completed. Awareness training to be undertaken throughout the year.

DS/A023 Promote the safer use of roads and implement a programme of road safety measures to reduce accidents and promote modal shift. (CP/CPS2)

25 Annual programme and constant monitoring and evaluation in line with guidance and the need to bid for future funding.

DS/A024 Engage with schools, Governing Bodies and parents and produce a procedure for the provision of a School Crossing Patrol service to ensure the safety and wellbeing of children attending schools. (CP/CPS3)

25 This will require a report to be submitted setting out a policy for adoption for SCP service.

DS/A025 Implement a 'Prevent' Strategy to minimise the risk of terrorism. (CP/CPS4)

25 Ongoing

DS/A026 Work with partners to tackle anti-social behaviour through targeted interventions and promoting community safety. (CP/CPS6)

25 TREV has been based at Barry Island over Q1 offering reassurance and information.

DS/A027 Work with partners to reduce underage drinking and increase the percentage of licensed premises tested for under-age sales. (CP/CPS8)

25 The UP2U service is up and running and has done joint work with the Vale Youth Service and has been promoted to young people who have received an Anti-Social Behaviour letter linked to drugs or alcohol.


8


Comment

DS/A028 Develop and implement a Council Policy on domestic abuse to establish a set of occupational standards for employees and volunteers working in the domestic abuse field. (CP/CPS9)

25 The Vale of Glamorgan Council policy on managing Domestic Abuse has been launched.

DS/A029 Work with partners to increase support and security for victims of domestic abuse and to increase the number of prevention programmes available for perpetrators. (CP/CPS10)

25 The Sanctuary Scheme in the Vale is allowing more victims to live safely in their own home; ultimately minimising family disruption.

DS/A030 Increase the number of safe routes to school and further develop child pedestrian and cycling training for schools. (CSDP)

25 4 schemes awarded funding by WG this financial year, all being delivered by end Sept 2014. CPT on track and currently evaluating short courses throughout the region to consider making case for funding more short courses to enable more children to benefit from training. Cycle training delivered to 90% of year 6 pupils annually.

DS/A009 Work with businesses to increase the percentage of businesses inspected achieving a food hygiene rating score of 3 or more. (CP/CPS5)

25 2013/14 Performance for Broadly Compliant premises increased to 85.29% from the 2012/13 figure of 83.03%. Proactive events taken place during Food Safety week in June 2014 for small businesses. Level 2 Food Hygiene & Food Safety Management training planned for Q2-4. Ongoing individual advice given to businesses on a daily basis.

DS/A004 Utilise funding opportunities to improve the energy efficiency of the housing stock and reduce fuel poverty. (CP/H6)

25 RHPP funding claim has been submitted.

DS/A006a Assist people to live independently in their homes by reducing the time taken to deliver Disabled Facilities Grants and delivering the Accessible Homes Policy. (CP/H11)(IO)(WAO)(IP1&2)(DFG/2011/12)

25 Q1 performance improved from 2013/14 performance out turn.


9


Comment

DS/A006b Implement a framework contract for contractors who will undertake adaptation works for applicants using the council’s agency service. Review change in application processes to ensure change has positive impact on customer service and delivery performance. (CP/H11)(IO)(WAO)(IP1&2)(DFG/2011/12)

90 Tenders assessed and contractors interviewed. Framework due to commence September 2014.

DS/A005 Monitor and reduce the number of empty homes by promoting their return to use and implementation of the Empty Homes Strategy. (CP/H8)

25 New list of empty properties being analysed, database being updated and new properties risk assessed.

DS/A001 Implement the Castleland Renewal Area to improve the standard of housing and the local environment. (CP/R12)

25 Final residential face-lifting schemes on site. Work has begun to identify owners interested in the assistance for the Upper Holton Road scheme.

DS/A003 Facilitate the renewal of the private sector housing stock through a range of renewal and improvement initiatives. (CP/H5)

25 See DS/A001-5-6-162

DS/A002 Maximise the range and choice of sustainable affordable housing delivered in line with planning requirements and through social housing grant and other funding streams. (CP/H4)

25 All planning applications include a requirement to provide affordable housing as a percentage of all units delivered. Negotiations take place on this aspect and numbers of units delivered will be reported annually.

DS/A162 Secure improvement in the private rented sector by working with landlords, but where necessary taking enforcement to improve the quality of the accommodation available to let in the Vale.

25 Service requests targets have been met and working with Public Housing Team in relation to private landlords.

DS/A163 Implement the new Mobile Homes (Wales) Act and licence Mobile Home parks in the Vale.

25 Legislation passed by WG this quarter, still awaiting regulations. Officers attended WG Training.

DS/A164 Develop an action plan to begin to address the quality of the air in Windsor Road, Penarth.

25 Air quality was compliant in 2013-14. Detailed assessment of air being peer reviewed to inform action plan.


10




Comment

DS/M008a The average number of calendar days taken to deliver a Disabled Facilities Grant through the Council's agency Service.

244.95 250.00

292.14

DS/M008b The average number of calendar days taken to deliver a non-agency Disabled Facilities Grant.

243.33 300.00

233.84

DS/M009a The average number of calendar days taken from OT 1st Contact to Recommendation in the delivery of a Disabled Facilities Grant.

58.51 75.00

81.38

DS/M009b The average number of calendar days taken from Enquiry to Approval in the delivery of a Disabled Facilities Grant.

95.00 100.00

112.97

DS/M009c The average number of calendar days taken from Approval to Certified in the delivery of a Disabled Facilities Grant.

68.85 75.00

79.05

DS/M010 The average Disabled Facilities Grant amount.

8256.61 7500.00

7396.84 A number of higher value grants have been approved in this quarter.

PSR002 The average number of calendar days taken to deliver a Disabled Facilities Grant.

244.59 250.00

283.75

PSR006 The average number of calendar days taken to deliver low cost adaptation works in private dwellings where the Disabled Facilities Grant process is not used.

64.19 N/A 58.61

PSR009a The average number of calendar days taken to deliver a Disabled Facilities Grant for children and young people.

0 350.00 N/A 440.11 No DFGs processed for children and young people in this period.


11



Comment

PSR009b The average number of calendar days taken to deliver a Disabled Facilities Grant for adults.

244.59 245.00

272.31

PPN001ii The percentage of high risk businesses that were liable to a programmed inspection that were inspected, for food hygiene.

19.34 25.00

100.00 25% of High Risk inspections were not due during Q1.

PPN001iii The percentage of high risk businesses that were liable to a programmed inspection that were inspected, for animal health.

50.00 25.00

100.00

PPN008ii The percentage of new businesses identified which were subject to a risk assessment visit or returned a self-assessment questionnaire during the year, for: Food Hygiene.

71.43 25.00

94.12

PPN008iii The percentage of new businesses identified which were subject to a risk assessment visit or returned a self-assessment questionnaire during the year, for: Animal Health.

62.50 25.00

91.67

PPN001i The percentage of high risk businesses that were liable to a programmed inspection that were inspected, for trading standards.

50.00 25.00

100.00

PPN008i The percentage of new businesses identified which were subject to a risk assessment visit or returned a self-assessment questionnaire during the year, for: Trading Standards.

13.01 15.00

53.89 Under target due to vacancy in team. Vacancy now being filled and target should be met by the end of the year.

DS/M012 The percentage of all domestic abuse incidents which are repeat offences.

N/A 19.00 Waiting on data


12

Objective 3: To facilitate and promote investment in the local economy to secure sustainable economic growth and improve employment opportunities. Actions Completed: 0% ; On Track: 96% ; Slipped: 4% ; Not Started: 0%

On Track Actions


Comment

DS/A065 Establish and implement a Barry Communities First Cluster to deliver improved health and wellbeing of people living in the Communities First area. (CP/R11)(IO)

25 All projects in operation with most on track. New delivery plan submitted to Welsh Government.

DS/A067 Develop links with existing and future Regeneration Projects and investment to provide access to good quality, sustainable training and employment opportunities. (CP/LS14)(IO)

25 Ongoing links with regeneration projects and new developments embedded in this service area.

DS/A069 Convert the potential of major developments into real employment opportunities for local people and communities. (CSDP)

25 Both Communities First and the Work Programme are working with developers to create employment opportunities for unemployed clients.

DS/A078 Produce a sound Local Development Plan as a framework to shape and promote beneficial, appropriate and sustainable growth in the Vale. (CP/R15)

25 The LDP is progressing in line with the approved delivery agreement.

DS/A083 Support Welsh Government in administering the St Athan and Airport Enterprise Zone to maximise investment and job creation. (CP/R8)

25 Continue to represent the Council and play an active role in taking forward initiatives relating to master planning and access improvements.

DS/A084 Work with the Barry Waterfront Consortium to implement the proposals for the Barry Waterfront scheme including the provision of a new road to link to Barry Island. (CP/R4)

25 Work on site to implement phase 1 of the development which consists of West Pond and a new Asda supermarket. Work has also commenced on phase 1 of the new road link to the island.


13


Comment

DS/A087 Work with the developer to progress the redevelopment of Penarth Heights. (CP/R3)

70 Steady progress on site by developer. Negotiations advancing for Section 111 and Section 38 Agreements.

DS/A088 Develop in consultation with residents, businesses and the wider community a Master Plan for Barry Island, to include enhancements to the public realm and the use of land at Nells Point for leisure purposes. (CP/R5)

60 Developing master plan document issued April 2013. Nell’s Point marketed in late 2013 but insufficient interest to take forward. This will be reassessed in late 2014.

DS/A089 Work collaboratively with neighbouring local authorities to promote ‘Capital Wales’ as a region for business investment. (CSDP)

25 We continue to work with businesses and partners to promote the VoG as a location for business and tourism activity.

DS/A165 Tackle child poverty by working with families in need to raise awareness of entitlements to welfare benefits and allowances and to facilitate access to support services that help people into employment and training. (CP/CL14)

25 The Work Programme provides support to make long term unemployed people ‘work ready’. Communities First has a full range of projects that address poverty and child poverty including a joint project with Cardiff & Vale CAB. The Prosperity team provide job seekers with advice and guidance e.g. for 25+ and NEETS and the Learning team work closely with children and parents and all schools within the Cluster area on inter-generational projects such as homework clubs. The Health team also provide support around lifestyle choices (e.g. healthy eating) and the digital inclusion project support people with essential skills issues to get online and access employment opportunities and address fuel poverty issues.

DS/A090 Exploit assets which are investment opportunities in partnership with the private sector, such as Cardiff Airport Business Park. (CSDP)

25 Discussions ongoing with private sector over potential for a number of development sites in Barry.

DS/A109 Seek to progress the redevelopment of the Barry Island funfair site. (CP/R9)(IO)

25 Discussions ongoing with owners relating to potential alternative uses for the site. Options being considered and meetings held regularly with the aim of driving forward a solution.


14


Comment

DS/A166 Work with partners to build on the legacy of the Barry Regeneration Area Programme by promoting further regeneration in the town. (CP/R9)(IO)

25 A new Barry regeneration Advisory group has been established and the first meeting was held in July 2014. In addition work is underway with traders in the two shopping areas to promote the use and improvement of centres. Numerous other projects also being taken forward under the recently approved Tackling Poverty Fund bid.

DS/A167 Work with key stakeholders to Implement the framework for the future of Town Centres of the Vale of Glamorgan to promote investment and improve their vitality and attractiveness. (CP/R10)(IO)

25 Framework adopted. The Council is closely supporting the emerging Town place Boards in Llantwit Major and Cowbridge. Seeking Town partnership Grant for Llantwit Major and Penarth, and working with Penarth Town Council on a Business Improvement District proposal for Penarth. New Town Centres Development Officer in post and building relationships with stakeholders.

DS/A168 Conclude the implement the £3.3m Regeneration Project on Barry Island to improve public realm, open spaces and key approaches to the Esplanade.

95 Scheme due for completion end of August 2014

DS/A169 Continue the development of the Innovation Quarter in Barry.

70 Current focus on Pumphouse disposal – contract negotiations advanced with developer.

DS/A068 Complete the existing Rural Development Plan and promote a new Rural Development Plan. (CP/R13)(IO)

85 Programme due to complete 31/12/14. LDS to be submitted 30/09/14

DS/A080 Work with partners to produce a Destination Action Plan to build on the Tourism Strategy and to maximise the role of the Vale as a visitor and tourism destination. (CP/R17)(IO)

50 Destination Action Plan has been reported to Cabinet. As a result a draft document has been completed and will be the subject of consultation, including the topic for discussion at this year’s Vale of Glamorgan agricultural show business breakfast

DS/A079 Actively seek a new cinema for the town of Barry. (CP/R7) 25 Work continues to promote a cinema in Barry and discussions will continue with developers.


15


Comment

DS/A170 Progress the re-use of the Barry Island Tourist Information Centre building.

50 The TIC was marketed in the Spring. The ground floor will be used by a third party for interpretation and interactive learning whilst the upper floor will be retained by the Council for office use.

DS/A171 Continue to provide project management support for the Council’s Schools investment Programme including bringing forward surplus sites for redevelopment.

0 Focus on disposal of Ysgol Maes Dyfan – negotiations advancing with developer; Preparing to market St Cyres Lower School site from Sept 2014; and coordinating Business Plan for Llantwit Learning Community.

DS/A172 Support long term unemployed people into employment through mentoring, training and job search assistance. (IO)

25 Communities First closely working with target group. Work Programme approaching its 500th individual helped into employment since the project began.

DS/A173 Provide additional support to unemployed people in Communities First areas including confidence building, CV and interview skills training, job fairs. (IO)

25 Programme operational, further job fair being proposed for the Autumn.

DS/A174 Deliver a commercial improvement area/ development programme in central Barry including Upper Holton Road. (IO)

25 Programme designed and funding identified.

DS/A175 Seek resources to deliver further public realm improvements in Central Barry. (IO)

25 Bid for ‘Vibrant & Viable Places’ fund unsuccessful. Bid to ‘Tackling Poverty Fund’ made and approved which includes public space peripheral to the town centre. S106 money also being targeted for public open space improvements

DS/A176 Work with stakeholders on joint action for town centres, including place boards and exploration of business improvement districts. (IO)

25 The Council’s Rural Regeneration Partnership, Creative Rural Communities, is closely supporting the emerging Town place Boards in Llantwit Major and Cowbridge. Seeking Town partnership Grant for Llantwit Major and Penarth, and working with Penarth town Council on a Business Improvement District proposal for Penarth.

DS/A177 Seek resources to deliver traffic management improvements in High Street/ Broad Street, Barry. (IO)

25 Project designed and costed.


16

Slipped Actions


Comment

DS/A082 Work with partners to enhance and regenerate the Penarth Esplanade, and ensure sustainable and convenient links with the Town Centre and Penarth Haven. (CP/R1)

5 Penarth access bid submitted in January, albeit was unsuccessful. Currently reviewing options to establish how this work can be taken forward, possibly in partnership with PTC and other stakeholders and businesses.




Comment

DS/M034 Number of members of the Vale's online business forum.

281.00 300.00

260.00 Steady levels of interest and membership


17

Outcome 2: Development within the Vale is sustainable and the environment is protected and enhanced for current and future generations. Performance against actions and performance indicators: We are 90% on track towards completing the actions against this outcome. Of 20 actions, 18 are on track and 2 have slipped. Of the 14 performance indicators under the outcome, 10 have met or exceeded the target, 1 has missed the target by less than 10% and 2 have missed the target by more than 10%. Details are available under each objective in the next section of the report. Objective 4: To promote integrated and sustainable transport systems for the Vale. Actions Completed: 0% ; On Track: 100% ; Slipped: 0% ; Not Started: 0%

On Track Actions


Comment

DS/A125 Work with our transport partners to promote and develop options to improve strategic highway and public transport improvements between Barry and Cardiff and the M4. (CP/R6)

25 Work underway with WG to explore options for Five Mile lane improvements

DS/A126 Promote modal shift by implementing appropriate traffic management systems and improving sustainable transport infrastructure including the provision of footpaths, cycleways and bridleways to minimise the impact of congestion and maximise tourism and recreational opportunities. (CP/R16)

25 In talks with WG re the strategic highways network and potential funding allocations. Some projects underway including cycle provision at Rhoose.


18


Comment

DS/A127 Provide more Park and ride spaces at Barry Dock Railway Station, real time information on platforms, a comprehensive network of cycle routes and a review of supported bus services. (CSDP)

25 Barry Docks station complete. Cycle routes being considered and reviewed regularly with annual bids to WG to fund, as well as S106, s278 and S38 works included within planning process.

DS/A178 Support and extend Community transport throughout the Vale of Glamorgan in light of increasing budget pressures on supported bus routes

25 Delivering G1 Service in the Western Vale. Due to look at other areas of the Vale.

DS/A179 Work with Welsh Government in trialling a new rural bus initiative within the Vale of Glamorgan.

25 Funding allocated and new software being procured for trialling.

DS/A180 Progress further elements of the National Cycle Network and links within the Vale of Glamorgan.

25 NCN88 Porthkerry Phase 2 under construction.

DS/A181 Progress options for the delivery of a 20mph zone for Llandough village.

75 Scheme design complete. Consulting on scheme

DS/A145 Progress the Gileston-Old Mill relief Road. 50 Construction commenced on site

DS/A182 Progress options for improvements of Five Mile Lane. 25 Working with WG on scheme design options. Cabinet report due in Autumn.

DS/A183 Identify options in partnership with WG to enable improved strategic access to Barry and the Enterprise Zone.

25 WG has recently commissioned a master planning exercise which will take into account access issues.




Comment

DS/M027 The average cost subsidy per single passenger journey on the Greenlinks Community Transport Service.

5.55 8.00

N/A


19

Objective 5: To protect and preserve the Vale’s unique environment by conserving and enhancing special places and mitigating the impact of development and investment. Actions Completed: 0% ; On Track: 80% ; Slipped: 20% ; Not Started: 0%

On Track Actions


Comment

DS/A115 Manage all new development in a sustainable manner to ensure the heritage of the Vale of Glamorgan is not compromised. (CP/E8)

25 All new developments are considered in a manner that balances the needs for growth and investment against the need to protect the Vale's rich and diverse heritage and landscapes.

DS/A110 Maximise the community benefits of new development through effective use of planning obligations and develop a Community Infrastructure levy to meet future infrastructure requirements in the Vale of Glamorgan. (CP/R14)

25 New developments are assessed to ensure that community benefits are maximised. Work on CIL continues.

DS/A151 Introduce a scheme that allows objectors and applicants to directly address the Planning committee. (CP/CL6)

25 Matter reported to Cabinet which set out an outline for the scheme. This needs to be finalised.

DS/A114 Continue the implementation of the Local Biodiversity Action Plan and increase the number of ecological areas by promoting the growth of specific plant species to encourage insects and other wildlife. (CP/E7)

25 Working with stakeholders on broader projects. Ongoing habitat conservation work such as at the Glamorgan Heritage Coast project.

DS/A116 Review and have regard to the Council’s Conservation Area Management Plans when determining planning applications. (CSDP)

25 All planning applications within Conservation Areas are determined having regard to conservation area policies and management plans.

DS/A186 Review the delivery of the Council’s Countryside service to improve the tourism and visitor experience and increase income and other economic spin offs.

30 Restructure of team under formal consultation, including a new post to work with the private sector.


20


Comment

DS/A187 Complete the interpretation, branding and sense of place project for the Heritage Coast.

70 Main project complete. Ongoing sense of place audits for new businesses.

DS/A188 Further develop commercial partnerships in the Countryside Service to enhance visitor experiences and increase income.

30 Historical events restarted at Cosmeston Medieval Village and filming income increased. Discussions ongoing with potential partners. Restructure of team under formal consultation, including a new post to work with the private sector.

Slipped Actions


Comment

DS/A184 Deliver a full programme of member training on land use and transportation planning.

0 Other priorities and commitments, as well as staffing shortages have resulted in this action slipping. A programme of training will re-commence in early 2015.

DS/A185 Deliver an Agents and Town and Community Council forum on all Planning and Transportation matters.

0 Other priorities and commitments, as well as staffing shortages have resulted in this action slipping. A programme of engagement will re-commence in early 2015.




Comment

BCT004 Percentage of building control 'full plan' applications checked within 15 working days during the year.

95.89 95.00

99.20

BCT007 The percentage of ‘full plan’ applications approved first time.

100.00 95.00

99.20


21



Comment

DM2a The percentage of planning applications for major development determined during the year within 8 weeks.

0.00 20.00

31.43 It is unrealistic to expect the council to ever determine a major planning application within 8 weeks given that in nearly all circumstances, it will need to go to planning committee and will almost always require a Section 106 legal agreement.

PLA002 The percentage of applications for development determined during the year that were approved.

91.55 90.00

90.58

PLA003 The percentage of appeals determined that upheld the authority's decision in relation to planning application decisions and enforcement notices.

100.00 70.00

79.17

PLA004b The percentage of minor planning applications determined during the year within 8 weeks.

67.65 67.00

66.67

PLA004c The percentage of householder planning applications determined during the year within 8 weeks.

91.18 88.00

91.71

PLA004e The percentage of all applications subject to Environmental Impact Assessment (EIA) determined within 16 weeks.

0.00 20.00 N/A 0.00 No applications were received during the quarter.

PLA005 The percentage of enforcement cases resolved during the year within 12 weeks of receipt.

69.49 76.00

80.86 This return has slipped due to staffing vacancies and the need for retained staff to work flexibly across teams to cover vacancies within statutory services. The Unit has also been reviewed and restructured to ensure budget savings.

DS/M031 Number of web hits on the Council's tourism website.

75335.00 46250.00

184976.00

DS/M032a Percentage of planning applications submitted online.

53.49 40.00

45.69


22



Comment

DS/M032b Percentage of building control applications submitted online.

11.07 10.00

10.33

1

Housing and Building Services Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: None reported this quarter.

How will we bring our slipped actions on track?: Benchmarking of services using APSE and Housemark (HS/A077) will commence after a meeting with Housemark, which has been arranged for September 2014.

Overall, the department is well on track to achieve the objectives contributing to its service outcomes, with 56% of actions currently either completed or on track. Details are available under each objective. Overall, our contribution to the Corporate Plan is being positively actioned, with 77% of actions either completed or on track. Of the 13 actions within the service plan, 1 has been completed, 9 are on track for completion and 3 are not due to have started. There are 8 actions relating to the Improvement Objectives. 2 of these actions have been completed, 3 are on track and the remaining 3 are not due to have started. There is 1 action relating to the Outcome Agreement, this action is on track.

Housing and Building Services July 2014

2

All Actions



No. 43 2 22 0 1 18

% 100% 5% 51% 0% 2% 42%




No. 13 1 9 0 0 3

% 100% 8% 69% 0% 0% 23%




No. 8 2 3 0 0 3

% 100% 25% 37% 0% 0% 37%




No. 1 0 1 0 0 0

% 100% 0% 100% 0% 0% 0%


3

Measures Key Measures Key: GREEN – On or above target AMBER – Within 10% of target RED – Missed target by more than 10% An explanation of the referencing used in this report: e.g. HS/A001 DS – this refers to the service plan, in this case, Housing Services A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.


4

Outcome 1: Everyone has a home that they can afford that meets their needs. Performance against actions and performance indicators: We are % on track towards completing the actions against this outcome. Of 37 actions, 2 have been completed, 19 are on track, 1 has not yet been started and 15 are not due to be started. Of the 12 performance indicators under the outcome, 10 have met or exceeded the target, 1 is within 10% of target and 1 has missed the target by more than 10%. Details are available under each objective in the next section of the report. Objective 1: To be an excellent landlord in terms of housing and asset management services. Actions Completed: 10% ; On Track: 55% ; Slipped: 0% ; Not Started: 5% ; Not Due: 30%

Completed Actions


Comment

HS/A083 Amend the 'Planner' role to reflect the scheduling function/client liaison responsibilities. (IO)

100

HS/A084 Undertake more post inspection of work. (CP/H13)(IO) 100 Minimum 35% of all jobs are post inspected. 100% of contractor jobs are post inspected.


5

On Track Actions


Comment

HS/A070 Deliver the year one/year two priorities of the Building Services Change Plan (Operational Plan attached).

50 Progress on Change Plan reported to Audit Committee in July 2014 Xmbrace has carried out a follow up review of mobile solution using a Red Amber Green assessment of which 75% of all elements received a green status with all remaining elements were flagged as amber. Operational Manager now in place to take forward.

HS/A071 Restructure the team to reflect the internal and external challenges faced by the service.

40 New Organisation structure completed. All JD and PS submitted to Job Evaluation for review. Trade Union consultation to commence September 2014. 30 day staff consultation to commence following TU consultation. Community Safety team - sit within Housing and Building Services as of 1st July, 2014.

HS/A048 Develop a Tenant and Leaseholder Engagement Strategy and associated operational plan to ensure service direction is well informed and directed by tenants and leaseholders. (CP/H12)

25 Fun days have been used as a source to collect information on tenant's engagement priorities. Head of Service has met with tenants and resident chairs and formalised engagement group chairs. The Group will consider how they would like the Strategy developed. They have asked that the Head of Service co-ordinate a meeting to discuss the principles of the Tenants' Engagement Strategy in the Vale.

HS/A072 Develop a Lettings Strategy, associated operational plan and rechargeable repairs policy.

50 Rechargeable Repairs Policy has been submitted to Cabinet in June 2014 and HPP Scrutiny July 2014. Processes associated with the Policy being developed.

HS/A073 Develop Environmental and Neighbourhood Enhancement Strategy and associated operational plan.

25 Community consultation in progress. Interim budget established for environmental works. Key focus in the Annual Tenants Fun Day was tenants' priorities in terms of their neighbourhood. Environmental Strategy being currently developed.


6


Comment

HS/A032 Implement the agreed Anti-Social Behaviour and Neighbourhood Nuisance Policies and associated processes.

50 Update report going to Cabinet in September 2014. Tenant and stakeholder consultation completed for policy endorsement.

HS/A075 Review service charges and approach to leaseholder management - including the introduction of the Section 20 processes in relation to external repairs.

25 Leaseholder Forum has met with Head of Service and key officers on two occasions. All relevant staff from Building, Housing, Property and Legal, have undertaken training on Section 20 process. New Leaseholder Officer in post. A small group of leaseholders have volunteered to undertake a service review with the Head of Service. First meeting was held in July, 2014.

HS/A078 Deliver the Council House Improvement Programme to bring the housing stock to a modern internal standard and good structural condition and achieve the WHQS. (CP/H7)

40 61% of WHQS internal improvements completed. External works to commence in 2014 / 2015.

HS/A079 Adopt a performance management framework for responsive repairs. (CP/H13)(IO)

75 Key PIs introduced and monitored on monthly basis. Electronic timesheets in place to allocate service costs appropriately.

HS/A080 Provide leadership, financial and management training to all frontline managers. (IO)

25 Corporate Supervising Training Course been undertaken. Standing Order and Financial Regulations training completed.

HS/A081 Undertake tenant satisfaction telephone surveys on a regular basis. (CP/H13)(IO)

25 Customer Satisfaction Surveys are being undertaken and data collected on a monthly basis for monitoring / service improvement purposes.

Not Started Actions


Comment

HS/A077 To benchmark our services using APSE and Housemark. 0 Meeting has been arranged with Housemark in September, 2014 in order to start implementation and reporting.


7

Not Due Actions


Comment

HS/A074 Develop a Customer Care Strategy and associated operational plan.

0

HS/A076 Develop an Asset Management Strategy and associated action plan.

0

HS/A082 Develop and implement a training plan for all frontline staff dealing with responsive repairs. (IO)

0

HS/A085 Use text facility to inform tenants of appointment. (CP/H13)(IO)

0

HS/A086 Reconcile daily electronic records and timesheets. (IO) 0

Objective 2: To be a ‘community investor’ adopting a more than ‘bricks and mortar’ approach to service delivery. Actions Completed: 0% ; On Track: 0% ; Slipped: 0% ; Not Started: 0% ; Not Due: 100%

Not Due Actions


Comment

HS/A087 Develop a Financial Inclusion Strategy and associated operational plan.

0

HS/A088 Develop a Community Investment Strategy and associated operational plan.

0


8


Comment

HS/A089 Develop a Digital Inclusion Strategy and associated operational plan.

0

Objective 3: To identify and provide excellent housing related support services that meet the needs of our residents. Actions Completed: 0% ; On Track: 67% ; Slipped: 0% ; Not Started: 0% ; Not Due: 33%

On Track Actions


Comment

HS/A091 Review the governance arrangements of the SP Regional Collaborative Committee with other RCC partners.

25 Response sent to consultation on MOU from RCC 13/06/2014. Awaiting next steps from WG

HS/A092 Develop a wide range of options for older people requiring support and prepare a feasibility study for the provision of an older people's village. (CP/H2)(OA)

25 Intermediate Care Fund monies allocated to the Vale. Current projects in development are: Remodelling Redlands House - to provide better quality, more accessible 1 bed room older persons accommodation. Introduce accommodation Solution Officer - to work with hospitals to resolve delayed transfer of care. Increase resources for disabled facilities grant for older people.


9

Not Due Actions


Comment

HS/A090 Commission a new Mental Health floating support service in conjunction with Health.

0

Objective 4: To increase the supply of affordable housing in the Vale. Actions Completed: 0% ; On Track: 67% ; Slipped: 0% ; Not Started: 0% ; Not Due: 33%

On Track Actions


Comment

HS/A093 Increase the supply of affordable housing units. (CP/H4) 25 9 Units completed to date.

HS/A095 Provide at least two accessible homes on every new development. (CP/H11)

25 The Strategy and Supporting People Team work with developers including registered social land lords to ensure when practical every new build housing site has two accessible homes. In this financial year 10 No. accessible home will be delivered on the Barry Magistrates Court site. The team have also negotiated accessible homes on St Athan and Boverton to be delivered 2015 / 2016. Barry Magistrates - Newydd - 4 Flats (Level access) 6 Houses with level access showers. St - Next year - Athan - Newydd - 2 / 3 homes. Redwood Gardens - Wales and West - 2 homes.


10

Not Due Actions


Comment

HS/A094 Bring forward at least one rural development. 0

Objective 5: To significantly reduce homelessness in the Vale. Actions Completed: 0% ; On Track: 50% ; Slipped: 0% ; Not Started: 0% ; Not Due: 50%

On Track Actions


Comment

HS/A096 Develop a feasability study for a Vale based Housing Solutions Service. (CP/H9)

50 Service review completed - Andy Gale (Consultant). Stakeholder consultation event undertaken. Draft feasibility and service model developed. Further consultation with key stakeholders and Overarching Housing Forum in progress prior to submission to Cabinet.

HS/A097 Develop a Homelessness Strategy to reflect legislative changes to the Housing Bill.

50 Report on the Housing Bill and its implications for the Vale have been submitted to Cabinet June 2014. Strategic response to homelessness included within Local Housing Strategy (LHS). Draft submitted to Cabinet July, 2014, stakeholder consultation from 1st - 28th September, 2014.

HS/A101 Develop community investment activities within the hostel to support residents.

50 Free WiFi access to assist clients in completing on line forms and to support digital exclusion. Food co-op established April 2014. Community Garden Party planned for July took place. Further activities planned: Nutrition classes - started August 2014. Self-defence - to commence September 2014. Credit union drop in - date to be confirmed.


11

Not Due Actions


Comment

HS/A098 Develop a Housing Solutions Hub to provide improved intervention, information and advice services and increase the range of homelessness prevention options.

0

HS/A099 Explore the opportunities associated with a Vale based Social Letting Agency.

0

HS/A100 Develop a strong private landlords offer and build relationships in preparation for legislative changes in 2015 associated with the Housing Bill.

0




Comment

HHA002 The average number of working days between homeless presentation and discharge of duty for households found to be statutorily homeless.

97.36 100.00

103.53

HHA008 The percentage of homeless presentations decided within 33 working days.

100.00 100.00

98.47

HHA016 The average number of days all homeless families with children spent in Bed and Breakfast accommodation.

24.00 0.00

6.00 This is due to the way the information is requested by Welsh Government. Only those who the Council have discharged duty to are recorded. One person was placed in B&B between 5/11/12 and 29/11/12 and the client was discharged in this quarter. We continue to meet our target of zero households in B&B.

HHA017a The average number of days that all homeless households spent in Bed and Breakfast accommodation.

0.00 42.00

91.31


12



Comment

HHA017b The average number of days that all homeless households spent in other forms of temporary accommodation.

108.96 110.00

127.10 Target number of days less than predicated at start of year (110). Slightly higher than anticipated. This is due to slower than expected move on into registered social landlord accommodation and a lack of 1 bedroom accommodation.

HS/M005 Average number of days to let an empty property (standard condition)

51.98 45.00

67.53 Current figure represents a continuous month on month improvement. The increasing number of re voids will further drive down monthly figures. Quarter 2 target is 46 days.

HS/M008 The percentage of current rent arrears. 0.93 1.20

0.74

HS/M001 The total number of households in bed and breakfast accommodation.

0.00 0.00

1.00 Alternative housing solutions to be identified avoiding B&B usage.

HS/M002 Percentage of housing stock where work that meets the WHQS has been completed.

61.00 60.00

54.20 61% of WHQS internal improvement completed.

HS/M003 The average satisfaction score (between one and ten) for how tenants rated the overall process in improving homes to meet WHQS.

9.30 9.00

8.60 Overall the scores relating to the process involved in upgrading properties to meet WHQS, are high reflecting the operational changes made on site and improved communication.

HS/M004 The average satisfaction score (between one and ten) from tenants of tenants on the quality of the final improvements undertaken as part of WHQS

10.00 9.00

9.10 Overall tenants are very satisfied with the quality of their new kitchen, bathroom and rewiring. (VOG10, Keepmoat 8.5, SMK 9.9, Lovell 9.6 and Ian Williams 9.4)


13



Comment

HS/M007 The percentage of gas services carried out within the 365 day target.

44.00 25.00

99.46 99.46% of properties serviced / gas compliant within a 12 month period. In terms of the remaining 0.54% the following interventions have been introduced: 1. Weekly meetings being held between the Compliance Team Officer, Heat force Ltd Officer and Housing Officer to monitor the following: 2. Gas servicing in properties that are due within a month. Letters are delivered to the house to encourage the tenant to book a service date in. Housing Officer and Heatforce work together to arrange a service date with the tenant. 3. Severely overdue properties are capped from the outside and a Support Officer visits to ensure the tenants health and wellbeing is assessed and where possible support provided. 4. Properties that cannot be capped from outside are passed to the Legal Dept to obtain access. 5. All empty properties have gas capped and an up to date CP12 provided for the Council's records confirming the gas is off. 6. As part of WHQS a 12 month gas clock is fitted to each property boiler which shuts the gas boiler off if the service is overdue.


14

Objective 6: To establish a shared vision for housing in the Vale. Actions Completed: 0% ; On Track: 33% ; Slipped: 0% ; Not Started: 0% ; Not Due: 67%

On Track Actions


Comment

HS/A103 Seek innovative funding opportunities with partners for delivery of the Local Housing Strategy objectives. (CP/H1)

25 Report on the Housing Bill and its implication for the Vale have been submitted to Cabinet June 2014. Strategic response to homelessness Strategy included within Local Housing Strategy (LHS). Draft submitted to Cabinet July 2014, stakeholder consultation from 1st - 28th September, 2014. Some innovative funding sources gained are: ICF funding for older persons accommodation. Section 180 monies for feasibility work associated with the housing hub. Social Housing grant used for Accessible Homes. Vibrant Places monies from WG used for digital and financial inclusion initiatives on Council estates. Exit from the HRA Subsidy System will potentially allow borrowing head room to be used for new build council accommodation.

Not Due Actions


Comment

HS/A102 Carry out a local housing market assessment to ensure affordable housing delivery targets are fit for purpose. (CP/H1)

0

HS/A104 Establish linkages in terms of local strategic housing priorities with the Single Integrate Plan.

0


15

Outcome 2: Every customer is highly satisfied with the service we directly provide. Performance against actions and performance indicators: We are 50% on track to completing the actions against this outcome. Of 6 actions, 3 are on track and 3 are not due to be started. Details are available under each objective in the next section of the report. Objective 7: To deliver customer-focussed, cost-effective services. Actions Completed: 0% ; On Track: 50% ; Slipped: 0% ; Not Started: 0% ; Not Due: 50%

On Track Actions


Comment

HS/A105 Review the internal stores. 25 Working with BPR team. First stage report complete, wholesale feasibility currently being undertaken.

HS/A107 Review current responsive repairs offer with clients to ascertain levels of service required. Using client satisfaction surveys to identify services issues and complaints.

25 Service Review meetings have been held with Cluster Head Teachers. As a Consequence the internal Billing system has been amended and a Service Level Agreement has been signed off. Satisfaction surveys introduced for responsive repairs which are monitored on a monthly basis. Annual Tenants' Fun Day used as a consultation platform for responsive repairs. Results of event currently being analysed.

HS/A109 Introduce customer satisfaction surveys and learning logs for capital projects.

25 Capital Projects will be delivered over the Summer Recess. Satisfaction survey and learning logs will be completed after this period.


16

Not Due Actions


Comment

HS/A106 Develop a facilities management approach to public buildings in terms of cleaning, compliance and responsive repairs.

0

HS/A108 Review current operating and on costs to establish ways of driving down costs.

0

HS/A110 Seek out best practice in terms of internal service provision and commerciality.

0

1

Learning and Skills Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: The mobile library service (LS/A038) (CP/LS19) had a trial run in June 2014 visiting 6 residential homes. The service will be officially launched in August. The grant to refurbish Llantwit Major Library (LS/A083) was secured and match funding was identified. Building work plans have been finalised and are ready for tendering. Work is scheduled to start in September 2014. Digital inclusion (LS/A137) (CP/LS20)(IO1) has been promoted by extending information literacy activities in libraries, such as one to one IT sessions delivered by library staff and the promotion of eBooks, eAudio books and eZines.

How will we bring our slipped actions on track?: Implementation of the outcome of the library review (LS/A136) is to be considered by Cabinet before any decisions can be made. If approved, the timescale would extend beyond 2015. Once the School Organisation Manager position has been filled, work towards developing proposals for the Penarth cluster of schools can be progressed (LS/A141). Some data sharing and discussions have taken place to progress the work with Sussex University in order to improve the attainment of pupils on free school meals. (LS/A056) (CP/LS5) (IO7)

The department is well on track to achieving the objectives contributing to its service outcomes, with 69% of actions currently either completed or on track. Details are provided under each objective. Our contribution to the Corporate Plan is also well on course, with 78% of actions either completed or on track for completion. Of the 40 actions within the service plan, 7 are complete, 24 are on track, 1 has slipped and 8 are not due to start until later in the year. There are 21 actions relating to the Improvement Objectives, 3 of which are completed, 8 are on track, 1 has slipped, 1 has not been started but was due to have and 8 actions are not due to start until later in the year. There are 8 Outcome Agreement actions in place for the service, 4 of which are completed and 4 are on track.

Learning and Skills July 2014

2

All Actions



No. 99 16 52 2 1 28

% 100% 16% 52% 2% 1% 29%




No. 40 7 24 1 0 8

% 100% 18% 61% 2% 0% 20%




No. 21 3 8 1 1 8

% 100% 14% 38% 5% 5% 38%




No. 8 4 4 0 0 0

% 100% 50% 50% 0% 0% 0%


3

Measures Key Measures Key: GREEN – On or above target AMBER – Within 10% of target RED – Missed target by more than 10% An explanation of the referencing used in this report: e.g. LS/A001 LS – this refers to the service plan, in this case, Learning and Skills A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.


4

Outcome 1: Learners achieve their full potential in order to maximise their life opportunities. Performance against actions and performance indicators: We are 72% on track towards completing the actions against this outcome. Of 99 actions, 18 are completed, 53 are on track, 2 have slipped and 1 has not been started. The remaining 25 actions are not due to start this quarter. Of the 57 performance indicators under the outcome, 2 have met or exceeded target, 10 are within 10% of target and 5 have missed the target by more than 10%. We were unable to obtain a result for the remaining 40 PIs. Details are available under each objective in the next section of the report. Objective 1: To support and challenge schools and settings to improve the range and quality of teaching and learning in order to increase student achievement. Actions Completed: 41% ; On Track: 45% ; Slipped: 0% ; Not Started: 0% ; Not Due: 14%

Completed Actions


Comment

LS/A017 Commission, implement and review additional targeted support in identified schools for Phase 3 of the National Literacy Framework and National Numeracy Framework National Support Programme in order to improve the quality of leadership of literacy and numeracy in all schools. (PIAP 1.1) (CP/LS7)

100 Targeted support commissioned and fully implemented in identified schools. Standards in Foundation Phase, KS 2, 3 (including the higher plus 1 levels) and in external examinations in KS4 at GCSE have all improved.

LS/A121 Commission Speech Links and Language Links in all Primary schools to improve standards in oracy. (PIAP 1.4)

100 24/44 schools have the speech links programme. Standards in Foundation Phase and at the higher plus 1 levels have all improved in 2014.


5


Comment

LS/A122 Continue to roll out the National Literacy and Numeracy Frameworks including statutory new numerical reasoning test to improve attainment in reading, writing and maths. (CP/LS7) (PIAP 1.5)(OA)

100 NLF and NNF rolled out. Standards in Foundation Phase, KS 2,3 (including the higher plus 1 levels) and in external examinations in KS4 at GCSE have all improved.

LS/A124 Improve the quality of teaching of Reading, Writing and Number and the quality of leadership of these key areas in all schools. (IO7) (PIAP 1.3)

100 Targeted support commissioned and fully implemented in identified schools. Standards in Foundation Phase, KS 2,3 (including the higher plus 1 levels) and in external examinations in KS 4 at GCSE have all improved.

LS/A126 Regularly evaluate the effectiveness of schools performance and quality of leadership and management and ensure that re-categorisation takes place as appropriate. (PIAP 2.2)

100 Evaluation and re-categorisation takes place termly. QA Protocol to monitor the effectiveness of the work of the CSC Joint Education Service now in place and fully implemented.

LS/A127 Improve the reporting of school performance data to include the Learning and Skills Partnership and CYPP and include comparisons against Flint and matched English authorities. (PIAP 1.7)

100 Initial analysis complete. Reporting due during the Autumn term.

LS/A129 Devise a risk log which captures key education-related risk and implement effective Local Authority quality assurance processes to ensure a consistent and robust approach to school challenge against the risk register. (PIAP 2.2) (PIAP 7.6)

100 QA protocol written and implemented. Risk log complete.

LS/A132 Revise school partnership agreement with Governing Body. (PIAP 3.6)

100 The school partnership agreement has been revised and approved by Cabinet for implementation in September.

LS/A134 Establish consistency in securing higher achievement in all schools across the authority, particularly in KS4 and identified schools. (IO7) (CP/LS6)(OA)

100 Standards in Foundation Phase, KS 2, 3 (including the higher plus 1 levels) and in external examinations in KS 4 at GCSE have all improved in 2014. CA's have also been advised of the need to secure this approach going forward. Section 4 Annex A JES Business Plan identified the approach to be used.


6

On Track Actions


Comment

LS/A117 Undertake the following in relation to school progress meetings - Conduct the meetings with under-performing schools through Scrutiny Committee; (PIAP 3.2) Review the impact and format of the meetings; (PIAP 3.1) Issue pre-warning letters and formal warning letters as appropriate; (PIAP 3.3, 3.4) Use statutory powers where appropriate to effect change (PIAP 3.5)

75 Meetings with under-performing schools completed. Warning and pre-warning letters issued to under-performing schools. Statutory powers initiated and additional school Governors appointed at one primary school. In 2014. Standards in Foundation Phase, KS2 and KS3 have all improved including at the higher plus 1 levels.

LS/A118 Monitor and evaluate outcomes against the JES performance framework and brief Vale of Glamorgan Scrutiny Committee members appropriately.

25

LS/A119 Participate in new style regional Challenge Review meetings delivered by Welsh Government.

25 The first of the new style meetings took place on 24th June 2014. The Director of Learning & Skills contributed to the planning for the meeting and participated in it.

LS/A120 Introduce regional approach to improved moderation of statutory teacher assessment at the end of all Key Stages.

25 To be undertaken by CSC JES

LS/A125 Improve the quality of leadership and management in schools (PIAP 1.6)

50 80% of schools inspected were awarded good or better for the quality of school leadership. However, more work needed to further improve this aspect in identified schools.

LS/A128 Ensure that improvement targets for schools, match or exceed both WG model predications and the most appropriate FFT estimates (usually Model D). (PIAP 2.1)

50 This will be further strengthened in 2014/15. 2013/14 targets in 75% of schools met/exceeded FFT estimates.

LS/A130 Commission a Governor capacity-building programme and implement the strategic placement of LA appointed school Governors. (PIAP 2.3)

25 Programme designed. To be delivered 14/15.

LS/A131 Promote the Governors Wales Quality Bronze Award and Chair of Governors peer reviews between identified schools (PIAP 2.3)

25 Paper written. To be implemented Autumn 2014.


7


Comment

LS/A133 Ensure the implementation of the National Model for Regional Working with the Central South Consortium Joint Education Service, including the transfer of specialist HR, governor support and 14-19 functions. (CP/LS8)

25 Initial discussions have taken place. Will be progressed 14/15.

LS/A135 Improve school based systems to secure much better ‘read-across’ at all levels and within all Key Stages i.e. one pupil achieving in both English and Maths in combination. (IO7) (CP/LS6)(OA)

75 Schools are now open to this challenge and recognise the importance of the successful attainment of both subjects.

Not Due Actions


Comment

LS/A115 Launch the new National Categorisation Model for schools based on a consistent evaluation of the standards, provision and leadership of schools and implement the Support and Challenge framework of the JES. (PIAP 2.1, 2.2). This action will be underpinned by the National Model for Regional Working. (PIAP 2.1, 2.2)

0 The National Model is being finalised at present and implementation will start this term.

LS/A116 Commission targeted support for schools in an Estyn monitoring category and, where appropriate, identify options for federation and other interventions. (PIAP 2.4)

0 Targeted support is provided to schools in an Estyn monitoring category. The school with significant weaknesses is being supported through formal intervention and all amalgamate in summer 2015.

LS/A123 Identify underperformance in Mathematical Skills and Language, Literacy and Communication in the Foundation Phase much earlier than is currently the case, particularly for boys. (IO7)

0 For implementation during academic year 14/15.


8




Comment

LS/M003 Percentage of 15/16 year olds achieving 5 or more GCSEs at grades A*-C or the vocational equivalent.

N/A 84.00 N/A 82.61 Not available until Quarter 3.

LS/M004 Percentage of 15/16 year olds achieving 1 or more GCSEs at grades G or above or vocational equivalent.


LS/M005 Percentage of 15/16 year olds achieving the core subject indicator.


LS/M006a The percentage of pupils at Key Stage 4 who achieve a Level 2 in English


LS/M006b The percentage of pupils at Key Stage 4 who achieve a Level 2 in Maths


EDU003 The percentage of pupils assessed at the end of Key Stage 2, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Teacher Assessment.

90.48 90.00

87.97

EDU004 The percentage of pupils assessed at the end of Key Stage 3, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Teacher Assessment.

83.96 85.00

82.54

EDU011 The average point score for pupils aged 15 as at the preceding 31 August, in schools maintained by the local authority.

N/A N/A 557.17 Not available until Quarter 3

EDU017 The percentage of pupils aged 15 at the preceding 31 August, in schools maintained by the local authority who achieved the Level 2 threshold including a GCSE grade A*-C in English or Welsh first language and mathematics.



9



Comment

EDU002i The percentage of all pupils (including those in local authority care) in any LA maintained school, aged 15 as at the preceding 31 August who leave compulsory education training or work based learning without an approved external qualification.

N/A 0.10 N/A 0.00 Not available until Quarter 3

Objective 2: To meet the needs of all learners by providing a range of suitable and accessible learning opportunities and facilities. Actions Complete: 10% ; On Track: 56% ; Slipped: 3% ; Not Started: 3% ; Not Due: 28%

Complete Actions


Comment

LS/A038 Reintroduce a mobile library service following a consultation about how the service will be delivered. (CP/LS19)

100 The mobile service started operation in June 2014, initially visiting 6 residential homes. The official launch was held in August.

LS/A138 Complete statutory process to amalgamate Eagleswell and Llanilltud Fawr Primary Schools. (CP/LS1)

100 Cabinet approved amalgamation 30.06.2014. Stakeholders notified of Cabinet decision 03.07.14. Amalgamation will take place in September 2015.

LS/A145 Review cost centre management structure for education services and develop and deliver cost-centre management training for non-financial managers. (PIAP 5.2, 5.3)

100 This work is complete.


10

On Track Actions


Comment

LS/A083 Refurbish the library in Llantwit Major (subject to a successful grant application).

25 The grant was secured and match funding identified. Building work plans have been finalised ready for tendering. Work is scheduled to start on site Sept 2014.

LS/A137 Promote digital inclusion by extending information literacy activities in libraries. (CP/LS20) (IO1)

60 Jobseeker and CV Work clubs are grant funded and run by Communities 2.0 this year, this follows a successful programme of activities funded by CyMAL last year. One to one IT sessions are delivered by staff at main libraries. eBooks, eAudio books and eZines have all been promoted in libraries and outside libraries and this work will continue and include further offerings in the months to come.

LS/A037 Develop reading strategies through the Library and Information Service to support improvements in standards of literacy and promote enjoyment in reading for all ages. (CP/LS18)

50 Elements of the strategy in place include regular story times at libraries, Chatterbook groups at main libraries, a pilot adult summer reading challenge and support for adult reading groups and a shared reading group. A homeschooler group is now supported at Dinas Powys Library.

LS/A082 Open the Penarth Learning Community in October 2014 (CP/LS1).

90 The Penarth Learning Community is on track to open following October half term.

LS/A081 Open the new build 210 place school for Ysgol Nant Talwg, Barry in September 2014. (CP/LS1)

90 The new building for Ysgol Nant Talwg opened in September as planned.

LS/A139 Start building work at Ysgol Dewi Sant, Llantwit Major and Oak Field Primary schools (if approved). (CP/LS1)

25 Arrangements to commence work on site are on track

LS/A140 Undertake a feasibility study on co-educational secondary school provision in Barry. (CP/LS1) (CP/LS2)

50 The feasibility work is nearing conclusion and it is anticipated that a report will be taken to Cabinet during the autumn term.

LS/A142 Develop a system for monitoring and reviewing the delivery of services in relation to plans. (PIAP 4.5)

25 Arrangements have been strengthened for monitoring and reviewing the delivery of services in relation to plans by the Directorate Management Team. These arrangements supplement the corporate monitoring arrangements and the work of the Scrutiny Committee (Lifelong Learning).


11


Comment

LS/A143 Implement Outcome Based training throughout the Directorate with guidance document and training for all managers. (PIAP 5.1)

25 Outcome based accountability training was provided to managers on 1st April 2014 by Coactiva Consulting and a guidance document has been provided. The training was evaluated and a planning template provided to managers to support the adoption of this methodology.

LS/A144 Review performance information and reporting systems in relation to informal learning. (PIAP 7.3)

25 An outcomes framework is being developed which follows the Principles of the Young Foundation Report on extrinsic and intrinsic impact on young people of youth programmes.

LS/A146 Undertake an annual impact assessment of the loans scheme for schools. (PIAP 7.1)

25 Uptake slow initially but taken off during Summer term. School balances continue to reduce.

LS/A189 Set targets for improvement in learner completion, attainment and success rates across the CVCLP partnership to, as a minimum, meet national comparator data in 2013/14 and exceed national comparator data by 10% in 2014/15 and 15% in 2015/16.

25 Welsh national comparator for 2012/13 is 84% for success (this is a formularised summary of enrolment, completion & attainment and as such is THE benchmark. VoG ACL success rate 82% 2013/14 HOWEVER it is anticipated that the success rate for 2014/15 will be 90% therefore the targets of 10 or 15% beyond that rate are not achievable targets.

LS/A152 Work in partnership with communities 2.0, Communities First and the Library Service to increase Universal Job-match training and develop a programme of digital inclusion. (IO1) (CP/LS9)

25 Communities 2.0 project established. The ACL curriculum plan for 2014-15 digital inclusion training has increased to 13.2% & employment/UJM training has increased to 30.3% of the overall curriculum.

LS/A039 Develop an information literacy model based on the Wales Information Literacy Framework for school pupils (and introduce a programme of information sessions on the use of digital services for the community).

50 A draft offer called Give-me-Five has been developed for use with year 6/7 pupils. Initial offer has been piloted. Development of a lesson plan to follow. 2 staff attended CEOPS training and will look for opportunities to achieve Ambassador status.

LS/A189 Review the future of the Cardiff and Vale College franchised provision delivered by the Council. (ACL PIAP 3.6.3)

50 Franchise provision cut by 37.5% New SLA to be developed with CAVC during the academic year 2014/15


12


Comment

LS/A190 Develop and deliver training programmes in safeguarding and equality and diversity across Vale ACL providers. (ACL PIAP 5.1.5/6)

50 A programme of CPD has been developed and will be offered to contracted tutors and central team staff throughout the academic year

Slipped Actions


Comment

LS/A136 Complete the review of the library service and implement the outcome of the review.

10 The review has been completed and approved in principle. Following scrutiny and staff engagement, Cabinet has agreed the implementation of most recommendations. The next step will be for extensive public consultation and engagement and then for Cabinet to consider these responses made before decisions are made in relation to these recommendations. If approved the implementation timescale on some recommendations would extend beyond 2015.

Not Started Actions


Comment

LS/A141 Develop proposals for the Penarth cluster of schools. 0 This work is not started due to the School Organisation Manager vacancy. Arrangements have been put in place to recruit to this position.


13

Not Due Actions


Comment

LS/A147 Engage with adult learners from the target groups to improve skills and remove barriers to learning and employment. (CP/LS17) (IO1) (CP/LS9)

0

LS/A148 Develop a strategic approach to curriculum planning that reflects the profile of the community and addresses the needs of the priority learners. (IO1) (CP/LS9)

0

LS/A149 Embed essential skills and digital literacy throughout the curriculum. (IO1) (CP/LS9)

0

LS/A150 Undertake initial essential skills assessments/ diagnostic with all learners enrolling for courses over 10 hours. (IO1) (CP/LS9)

0

LS/A151 Track, monitor and record outcomes of learners using initial assessment data as baseline. (IO1) (CP/LS9)

0

LS/A153 Train Development staff and Tutors in the use of social media. (IO1) (CP/LS9)

0

LS/A154 Improve standards in teaching through regular classroom monitoring and course improvement programmes. (IO1) (CP/LS9)

0

LS/A042 Collaborate with partners to increase Welsh medium learning activities for adults. (CP/LS13)

0




Comment

LS/M013 Percentage of adult tutors holding an initial teacher training qualification.

N/A 80.00 N/A 75.86 The tutors recruited to deliver to 2014-15 academic year learning programme have not yet been contracted.


14



Comment

LCL001 The number of visits to Public Libraries during the year, per 1,000 population.

1581.61 1650.00

5533.07

LCL003 The percentage of library material requests supplied within 7 calendar days.

N/A 67.00 N/A 62.42 Sampling week will be carried out in Quarter 3 (October 2014)

LCL004 The number of library materials issued, during the year, per 1,000 population.

914.48 950.00

3949.37

LS/M017 The percentage of school days lost to fixed term exclusions of six days or more in secondary schools.

N/A N/A 0.01 Performance for 2014/15 is measured on academic year 2013/14. The data will be available in the Autumn term.

EDU006i The percentage of pupils assessed, in schools maintained by the local authority, receiving a Teacher Assessment in Welsh (first language) at the end of Key Stage 2.

11.55 N/A 9.16

EDU006ii The percentage of pupils assessed, in schools maintained by the local authority, receiving a Teacher Assessment in Welsh (first language) at the end of Key Stage 3.

8.90 N/A 8.80

LS/M028 The percentage of admissions applications processed within 10 days.

84.21 90.00

85.32 Delay for 30 applications due to a high number of Penarth applications in short space of time. This took time to resolve, Parents were kept informed of delay.

LS/M009a The number of enrolments on all Adult (Post 16) Literacy and Numeracy courses

N/A 61.25 N/A 363.00 Literacy and Numeracy courses are funded through a franchise agreement with CAVC. This funding has been cut by 37.5% for the academic year 2014/15. There will therefore be a reduction in the number of enrolments as the learning programme will be greatly reduced. 2013/14 figures will not be available until Q4.


15



Comment

LS/M009b The number of enrolments on accredited Adult Literacy and Numeracy courses

N/A 50.00 N/A 285.00 2013/14 figures will not be available until Q4

LS/M009c The number of enrolments on ESOL courses

N/A 25.00 N/A 107.00 ESOL courses are funded through a franchise agreement with CAVC. This funding has been cut by 37.5% for the academic year 2014/15. There will therefore be a reduction in the number of enrolments as the learning programme will be greatly reduced. 2013/14 figures will not be available until Q4.

LS/M009d The number of enrolments on Income Generating courses

0.00 N/A 0.00 This programme of learning will commence on the 1st of September 2014 and run until 31st of August 2015.

LS/M009e The number of enrolments on all ACL courses

N/A N/A 0.00 The ACL grant has been cut by 37.5% and DfES has refocused the use of the grant to a small group of priority learners, this will result in far lower numbers of learners in future years. 2013/14 figures will not be available until Q4.

LS/M009f The number of enrolments to accredited ACL provision

N/A N/A 0.00 The ACL grant has been cut by 37.5% and DfES has refocused the use of the grant to a small group of priority learners, this will result in far lower numbers of learners in future years. 2013/14 figures will not be available until Q4.

LS/M010a The number of successful completions on accredited ACL provision

N/A 89.00 N/A 0.00 The ACL grant has been cut by 37.5% and DfES has refocused the use of the grant to a small group of priority learners, this will result in far lower numbers of learners in future years. 2013/14 figures will not be available until Q4.


16



Comment

LS/M010b The number of successful completions on accredited Adult Literacy and Numeracy courses

N/A 81.00 N/A 224.00 The ACL grant has been cut by 37.5% and DfES has refocused the use of the grant to a small group of priority learners, this will result in far lower numbers of learners in future years. It would be far more valuable to record the % of successful completions rather than the number. 2013/14 figures will not be available until Q4.

LS/M010c The number of successful completions on ESOL courses

N/A 81.00 N/A 81.00 The ACL grant has been cut by 37.5% and DfES has refocused the use of the grant to a small group of priority learners, this will result in far lower numbers of learners in future years. It would be far more valuable to record the % of successful completions rather than the number. 2013/14 figures will not be available until Q4.

LS/M012a The number of books issued to customers in English.

106531.00 112500.00

459546.00 We are moderately down on the target for book loans and expect to make up the issues with the Summer Reading Challenge which encourages children to read 6 books.

LS/M012b The number of books issued to customers in Welsh.

2323.00 2575.00

10746.00 We will target Welsh Learners over the Summer to encourage them to keep up with their reading in Welsh.

LS/M014 Expenditure per 1,000 population on books and other materials

339.16 450.00

2164.36 Full year expenditure is expected to be on target.


17

Objective 3: To promote health and wellbeing and ensure the safety of our learners. Actions Completed: 12% ; On Track: 57% ; Slipped: 2% ; Not Started: 0% ; Not Due: 29%

Completed Actions


Comment

LS/A184 Develop information booklet and updated web presence for EPS.

100 Achieved.

LS/A187 Develop on line forums and market the youth service more widely in schools.

100 Twitter and Facebook pages developed and widely available.

LS/A171 Work with headteachers to implement the enhanced Callio Attendance Strategy and employ Callio/Wellbeing Coordinators to be based in each secondary school. (PIAP 6.2) (CP/LS4) (OA)

100 Callio approach in place. Attendance policy reviewed. FPN Code of Practice to be implemented September. School attendance improved. Callio coordinators in place.

LS/A172 Implement a categorisation approach to data analysis (e.g. attendance categorised between 80%-92%) and produce profiles for individual schools. (PIAP 6.2) (CP/LS4)

100 All complete - data set underpins work of Callio Coordinators.

LS/A158 Develop an information sharing protocol WASPI with relevant partners (IO5)(OA)

100 Completed

LS/A180 Implement a monitoring report/matrix framework to all service areas across the Directorate for safeguarding. (PIAP 6.7)

100 Completed


18

On Track Actions


Comment

LS/A155 Introduce more support for students at the transition between primary and secondary school and at 16. (CP/LS16) (IO5)

50 Transition programmes are working in nearly all schools. The LA is working closely with the Communities First team and is linking parents to family learning and parenting courses. 160 young people have benefited from this service so far.

LS/A156 Implement the Engagement and Progression Framework and review or develop appropriate strategies for engaging young people, alongside our partners. Develop a single Youth engagement and progression framework implementation plan. (CP/LS16) (IO5) (PIAP 6.3)(OA)

25 The Youth Engagement and Progression Plan has been supplied to WG. The Vale are implementing the framework in schools and working with Careers Wales on tracking models and engagement programmes.

LS/A157 Conduct a mapping exercise of all available provision and develop the mix of provision to ensure young people are offered progression into further learning or employment. (IO5) (PIAP 6.5) (CP/LS16)(OA)

25 The Youth Engagement and Progression Plan has been supplied to WG. The Vale are implementing the framework in schools and is working with Careers Wales on tracking models and engagement programmes.

LS/A159 Develop an Early Identification steering group to ensure targeted services are effective, efficient and value for money. (IO5) (PIAP 6.4) (CP/LS16) (OA)

25 The group is established comprising all partners, learning and skills departments and the CYPP. The group will meet 3 times per year to monitor progress.

LS/A160 Implement effective provision mapping for Special Educational Needs Co-ordinators and develop the SEN/ALN Professional Learning Community. (PIAP 1.5)

50 All schools have received provision maps that have interventions with proven impact. A limited number of schools adopted the provision maps in the summer term. However, the majority of schools will be adopting them at the start of the next academic year.

LS/A070 Increase education provision for children and young people on the Autistic Spectrum. (CP/LS10)

25 EPS have contributed to assessment of ASD. EPS have supported early-years children pre-diagnosis of ASD and secured entry into EIB, Ashgrove.

LS/A162 Review resource base provision for pupils with SEN/ALN. 25 The data review is taking place and the Task and Finish group will meet in September.


19


Comment

LS/A166 Appraise options to meet analysis requirement and formative report needs in order to inform future planning and evaluations of impact of projects and initiatives. (PIAP 6.1)

25 RBA methodologies incorporated into protocol to monitor, evaluate and review projects and initiatives.

LS/A167 Provide effective monitoring of Wellbeing outcomes through the Wellbeing Steering Group at LA level, as well as at individual school, class and pupil level. (PIAP 6.1)

25 Protocol setting out procedures to be followed to monitor wellbeing has been written and implemented.

LS/A168 Provide all schools with a wellbeing data pack and ensure this provides a baseline and summative information to underpin impact evaluations. (PIAP 6.1)

50 Wellbeing datapack devised. Used alongside Wellbeing Matrix to challenge and support schools.

LS/A169 Establish a reporting mechanism for school performance and wellbeing information to be reported to Cabinet, Scrutiny, the Children and Young People’s Partnership and the Local Service Board. (PIAP 6.1)

75 This aspect has been included in the wellbeing MER protocol.

LS/A170 Secure the close monitoring of pupils referred to D2E and ALSP and ensure effective transference of information to Careers Wales.

50 D2E group is closely aligned to the outcomes of the YEPF and the monitoring of young people and the tracking of their progress is becoming more synergised.

LS/A173 Centralise current Education Welfare Service to focus work on reducing the numbers of pupils with attendance <80%. (PIAP 6.2) (CP/LS4)

50 EWS has been centralised. Work is on going to ensure that the EWS is using IT to help focus work on reducing persistent absence.

LS/A174 Monitor, evaluate and review the effectiveness of the Callio Strategy and extent of absence reduction, underpinned by an enhanced data monitoring framework and closer partnership working with regional System Leaders. (CP/LS4)

50 Attendance report completed for Scrutiny. Attendance data shared with regional challenge advisors.

LS/A175 Maintain access to counselling services for children and young people, extending the use of data to inform the work programme of the service. (CP/CYP8)

50 Data is analysed on a termly basis and used to target the work of central services such as the Educational Psychology Service.


20


Comment

LS/A047 Further develop the work of the Putting Families First Programme. (CP/LS11)

25 The work of the Putting Families First programme will be further developed in the coming academic year to include additional accredited courses, working with Family Learning, the Youth Service and the Transition Project. Distance travelled tools will be introduced.

LS/A049 Continue to work closely with SNAP Cymru to further develop parent forums to inform the development of provision in the Vale and to support parents. (CP/LS11)

75 Parent Forums are held bi-annually. The next Parent Forum in the autumn term will involve teams from the Inclusion Service providing advice in a clinic format to individual parents.

LS/A051 Continue to promote parent drop in centres. (CP/LS11) (CP/CYP4)

25 Achieved and ongoing.

LS/A075 Introduce the consortium ‘Pupil Tracking’ model into secondary schools to enable more frequent monitoring of the progress of FSM pupils, early diagnosis of potential underachievement and effective use of the PDG. (IO7) (CP/LS5)

25 Currently working with the CSC JES to implement.

LS/A079 Utilise grant funding to improve the achievements and outcomes for looked after children and children leaving care. (CP/LS12)

25 A review of the use of grant funding has taken place to ensure more targeted and efficient use of funding.

LS/A183 Use the Sport Survey (September 2013) results diagnostically to improve participation and enjoyment in school based sport. (PIAP 7.5)

50 The Sports Survey September 2014 will evaluate the success of this work.

LS/A088 Use data from schools to develop appropriate interventions and training to reduce bullying and support vulnerable children and young people. (CP/CPS7)

50 Bullying data collected and analysed termly. Data used each term to target schools who report high levels of bullying. Further training and support planned for the academic year 2014-2015.

LS/A185 Implement a system to monitor, evaluate and review achievement of those young people known to the Youth Justice System.

25 Discussions with the data team has outlined the system that is needed.


21


Comment

LS/A186 Continue to reduce the number of days lost through fixed-term exclusions by developing school capacity and developing restorative approaches in partnership with YOS, CYP and YS.

25 Training planned for BIT and EWS will support this work.

LS/A188 Engage with School councils to extend consultation and engagement with children of all ages. (PIAP 6.6)

25 Young people from school councils are engaged in the VYF and Youth Cabinet, audit school council effectiveness currently in progress. Report available next quarter.

LS/A006 Develop the skills of young people to work with schools and youth support services to achieve the Welsh Government’s National Standards for Children and Young People’s Participation, increasing opportunities for their involvement in decisions that affect them and giving them a voice. (CP/CYP11)

25 Youth Cabinet and Peer young Inspectors groups established, some schools engaged in developing the standards.

LS/A086 Conduct ongoing checks in schools to monitor safeguarding procedures and the use of time out rooms.

25 This work is on-going.

Slipped Actions


Comment

LS/A056 Develop our work with Sussex University to improve the attainment of pupils on free school meals. (IO7) (CP/LS5)

75 Conversations and some data sharing have taken place.

Not Due Actions


Comment

LS/A161 Improve provision and tracking of achievement for most vulnerable learners via a programme of Council led reviews, underpinned by the regional categorisation model and partnership working between Service Officers and System leaders.

0


22


Comment

LS/A161 Provide training in Assertive Discipline, Emotional Literacy Support and the Social and Emotional Aspects of Learning Programme.

0

LS/A163 Implement targeted support for reading via the Ethnic Minority Achievement Service. (PIAP 1.5)

0

LS/A164 Set up a pilot ME, EAL and Traveller Forum for pupils and parents (separately) to better inform the work of the service.

0

LS/A165 Devise and implement an EAL framework to reflect the requirements in the NLF and NNF, providing and enhances package of support to KS3 EAL pupils.

0

LS/A176 Improve pupil wellbeing and assessment of PSD and wellbeing much earlier in the Foundation Phase and particularly for FSM pupils. (IO7)

0

LS/A177 Fully implement the improved LAC tracker. 0

LS/A087 Implement a rolling programme of Team Teach to ensure that all schools have adults trained in the use of physical intervention techniques.

0

LS/A092 Conduct a consultation exercise to obtain the views of children and young people in relation to safeguarding issues.

0

LS/A178 Progress ratification of the Neglect Protocol devised by Cardiff and the Vale.

0

LS/A179 Secure implementation of Sexual Exploitation training being developed by Cardiff and the Vale.

0

LS/A181 Monitor, evaluate and review the chaperoning and performing licences.

0

LS/A106 Embed the principles of the new Health and Wellbeing Strategy and complete the actions outlined in the action plan.

0

LS/A182 Extend take up of Nurture groups. 0


23




Comment

LS/M007 Percentage of the youth population aged 11-25 years in the Vale of Glamorgan who make contact with the Youth Service during the year.

22.49 27.00 26.94

LS/M008 Percentage of youth workers holding relevant youth work qualifications at all levels.

80.95 90.00 94.20 Due to high turnover of staff and reduction in available training budget we have more staff taking longer to complete recognised training routes.

LS/M015a The percentage of unauthorised absence in primary schools

1.00 N/A 1.03 Not available until Quarter 3

LS/M015b The percentage of unauthorised absence in secondary schools

0.90 0.95 Not available until Quarter 3

EDU002ii The percentage of pupils in local authority care in any local authority maintained school, aged 15 as at the preceding 31 August, who leave compulsory education, training or work based learning without an approved external qualification.


EDU016a Percentage of pupil attendance in primary schools.


EDU016b Percentage of pupil attendance in secondary schools.


EDU009a The average number of school days that permanently excluded pupils did not receive an offer of full time appropriate education provision during the academic year.

0.00 N/A 0.00 There were no pupils permanently excluded in the academic year 2013/14

EDU009b The average number of school days that permanently excluded pupils did not receive an offer of part time appropriate education provision during the academic year.

0.00 N/A 0.00 There were no pupils permanently excluded in the academic year 2013/14


24



Comment

EDU010a The percentage of school days lost due to fixed-term exclusions during the academic year, in primary schools.

0.01 N/A 0.01 Performance for 2014/15 is measured on academic year 2013/14. The data will be available in the Autumn term.

EDU010b The percentage of school days lost due to fixed-term exclusions during the academic year, in secondary schools.


EDU015a The percentage of final statements of special education need issued within 26 weeks, including exceptions.


EDU015b The percentage of final statements of special education need issued within 26 weeks, excluding exceptions.


LS/M018a The percentage of FSM pupils, assessed as the end of Key Stage 2, in schools maintained by the Local Authority, achieving the Core Subject Indicator, as determined by teacher assessment.


LS/M018b The percentage of non FSM pupils, assessed at the end of Key Stage 2, in schools maintained by the Local Authority, achieving the Core Subject Indicator, as determined by teacher assessment.


LS/M019a The percentage of FSM pupils achieving the expected standard in English at the end of Key Stage 3.


LS/M019b The percentage of non FSM pupils achieving the expected standard in English at the end of Key Stage 3.


LS/M020a The percentage of FSM pupils achieving the expected standard in Maths at the end of Key Stage 3.



25



Comment

LS/M020b The percentage of non FSM pupils achieving the expected standard in Maths at the end of Key Stage 3.


LS/M022a The percentage of pupils in primary schools who have school meals.

40.52 45.00 43.11 Summer Meal numbers are generally the lowest of the academic year due to school trips and residential trips, pupils preferring to bring packed lunch to east outdoors with friends.

LS/M022b The percentage of pupils in secondary schools who have school meals.

27.20 38.00

38.58 Summer meal numbers are affected by GCSE/A Level exams with pupils only attending school to sit exams and not stay for lunch, plus work experience week for Year 10 pupils.

LS/M023a The percentage of pupils entitled to free school meals in primary schools.

15.14 N/A N/A 14.96 RAG (Red Amber Green) status not applicable

LS/M023b The percentage of pupils entitled to free school meals in secondary schools.

8.15 N/A N/A 14.50 RAG status not applicable.

LS/M024a The percentage take up of free school meals in primary schools.

77.14 79.00

78.37 Summer meal numbers are generally the lowest of the academic year due to school trips and residential trips, pupils bringing in packed lunch as the school meals packed lunch does not contain confectionary, crisps or fruit drinks.

LS/M024b The percentage take up of free school meals in secondary schools.

58.34 64.00 64.38 Summer meal numbers are affected by GCSE/A Level exams with pupils only attending school to sit exams and not stay for lunch plus work experience week for Year 10 pupils. It is very rare that a pupil on work experience will take the free school meal packed lunch that is available due to the visit to school prior to clocking on for work.

LS/M011 The number of accredited outcomes achieved by learners through the youth service

N/A 550.00 N/A 622.00 Reported Q2


26



Comment

LS/M029 Number of hits on the library website. 35908.00 42000.00 163109.00 We achieved the targets set last year and have increased them modestly this year. It will take another quarter or two and additional promotions to achieve this target.

1

Social Services Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: The rate of delayed transfers of care for social care reasons per 1,000 population aged 75 and over (SCA/001)was 0.82 for quarter 1. This represents a significant reduction (of less than a half) to the number of delayed transfers of care compared with 2013/14. Home care capacity, additional care coordination, reablement and rehabilitation services that help people experiencing a crisis (SS/A009)(IO)(CP/HSCW6) have been made available by using the Regional Collaborative Fund and the Intermediate Care fund to further build on the service delivered by the Community Resource Team.

How will we bring our slipped actions on track?: Implementation of a brokerage hub for care home placements with Cardiff and Vale UHB and Cardiff Council (SS/A043) will resume once the department has resolved capacity issues.

Overall, the department is on track to achieve the objectives contributing to its service outcomes, with 97% of actions currently either completed or on track. Details are provided under each objective. Our contribution to the Service Plan is also well actioned, with 93% of actions on track for completion. Of the 14 actions within the service plan, 13 are on track and the remaining action has been completed. We are 89% on track to achieve the actions relating to the Improvement Objectives. Of 9 actions, 8 are on track and the remaining action has been completed. There is 1 action relating to the Outcome Agreement, which is on track for completion.

Social Services July 2014

2

All Actions



No. 30 2 27 1 0 0

% 100% 7% 90% 3% 0% 0%




No. 14 1 13 0 0 0

% 100% 7% 93% 0% 0% 0%




No. 9 1 8 0 0 0

% 100% 11% 89% 0% 0% 0%




No. 1 0 1 0 0 0

% 100% 0% 100% 0% 0% 0%


3

Measures Key Measures Key: GREEN – On or above target AMBER – Within 10% of target RED – Missed target by more than 10% An explanation of the referencing used in this report: e.g. SS/A001 SS – this refers to the service plan, in this case, Social Services A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.


4

Outcome 1: People in the Vale of Glamorgan are able to request support and receive help in a timely manner. Performance against actions and performance indicators: We are 100% on track towards completing the actions against this outcome. Of 11 actions, 10 are on track and the remaining action has been completed. Of the 28 performance indicators under the outcome, 17 have met or exceeded target, 3 are within 10% of target and 6 missed the target by more than 10%. We were unable to obtain a result for 2 PIs. Details are available under each objective in the next section of the report. Objective 1: To ensure that people have access to comprehensive information about Social Services and other forms of help and support, are appropriately signposted to help and supported by proportionate assessments, care and support plans and services which meet their individual assessed needs. Actions Completed: 9% ; On Track: 91% ; Slipped: 0% ; Not Started: 0%

Completed Actions


Comment

SS/A008 Work with the Cardiff and Vale University Health Board to provide an increased range of community based health and social care services, including the development of Barry Hospital as a centre of excellence and better systems for information sharing. (CP/HSCW9)(IO)(CSSI/W/AREF/2011)(IP5)

100 Consultation on a revised locality model has taken place. The development of a communications Hub has commenced to support improved information sharing. A co-located community resource service is now operating from Barry Hospital. The development of further services at Barry Hospital and the development of a coherent model will need to be considered by Cardiff and Vale UHB.


5

On Track Actions


Comment

SS/A001 Work with the third sector and other organisations to deliver information about services for people in need via the Family Information Service, the Council’s Contact Centre and other communication channels. (CP/CYP6)

25 Ongoing work with the FIS and the contact centre to ensure information is accessible to all. Updating the information available on the Council’s website. Working with the third sector to ensure information regarding services available to support individuals is made available when they initially make contact with the Council.

SS/A002 Provide young children and their families with a ‘flying start’ by improving information regarding suitable childcare places and activities which meet their particular needs. (CP/CYP1)

25 The WG Flying Start programme requires the provision of a full ‘offer’ of services to eligible families of the four streams of service. Contact has been established with all eligible families within the Castleland area and Flying Start has secured all four streams/elements as required to comply with the ‘offer’. In September 2014 Flying Start will expand into the Colcot area (LSOA: Gibbonsdown 4) and provide the full offer to a further 80 children and their families. Flying Start work closely with partner agencies to ensure that all relevant families are signposted appropriately and transitions between services are managed effectively.

SS/A004 Continue to improve multi-disciplinary transition support for young people moving into adulthood. (CP/CYP5)

25 Report commissioned through the RCF is complete and being considered

SS/A006 Work with partners to implement the Carers Information and Consultation Strategy. (CP/HSCW10)

25 Work ongoing with Health and Cardiff LA.

SS/A007 Co-ordinate preventative and early intervention services for families in the greatest need including Flying Start, Families First and Intensive Family Support Services. (CP/HSCW3)

25 All three preventative services are fully operational and working together positively to reduce demand for longer term higher level statutory interventions.

SS/A010 Develop a wide range of options for older people requiring support and prepare a feasibility study for the provision of an older people’s village or similar community-wide model for meeting need for care and support. (CP/H2)

25 Ongoing support provided for older people. Working group established and will meet for first time in September.


6


Comment

SS/A011 Increase the take up of assistive technologies such as Telecare that enable older people and their carers to manage the impact and risks associated with chronic ill health. (CP/HSCW5)(CSSIW/AREF/2011)(IP5)

25 An external review of the service has been completed in collaboration with Cardiff.

SS/A015 Examine how best to secure an increased range of service providers in social care, especially those who use a social entrepreneurial approach which engages communities and groups of service users or carers in the design and delivery of services, achieves wider training and employment outcomes, and promotes better social networks (perhaps using volunteers and peer support).

25 Held discussions with the third sector on options for service delivery

SS/A018 Through the integrated Community Learning Disability Service, support individuals to access a wider range of inclusive opportunities including leisure, work and training.

25 LD commissioning strategy completed and a strategy for improved day opportunities is being developed

SS/A019 Through integrated Community Health Teams, improve the way in which services promote the quality of life and independence of service users and carers.

25 Consultation on a revised locality model has taken place and implementation has commenced.




Comment

SS/M001 Percentage of service users visited within 20 working days of Financial Assessment for Residential/Nursing care being requested.

100.00 95.00

98.83

SS/M002 Percentage of service users visited within 10 working days of Financial Assessment for non-residential care services being requested.

97.14 90.00

90.81

SCC006 The percentage of referral during the year in which a decision was made wthin 1 working day.

99.15 98.00

98.88


7



Comment

SS/M003a The average number of working days between initial enquiry and completion of the care plan, for specialist assessments.

37.69 38.00

39.06 This reflects the significant increase in demand on the services.

SS/M003b The average number of working days between initial enquiry and completion of the care plan, for non-specialist assessments.

17.49 17.00

18.39 This reflects the significant increase in demand on the services.

SS/M004 The percentage of initial assessments that were completed during the year where there is evidence that the child has been seen by a worker.

83.65 85.00

81.20 For 17 assessments, the workers had not evidenced that the child had been seen. Processes are being reviewed.

SCA018a The percentage of carers of adult service users who were offered an assessment in their own right during the year.

100.00 100.00

100.00

SCA018b The percentage of carers of adult service users who had an assessment in their own right during the year.

100.00 100.00

100.00

SCA018c The percentage of carers of adult service users who were assessed during the year who were provided with a service.

100.00 100.00

100.00

SCC001a The percentage of first placements of looked after children during the year that began with a care plan in place.

100.00 100.00

100.00

SCC001b For those children looked after whose second review (due at 4 months) was due in the year, the percentage with a plan for permanence at the due date.

100.00 100.00

100.00

SCC016 The percentage of reviews of child in need plans carried out in accordance with the statutory timetable.

88.89 90.00

96.55 One review was completed two days out of timescale.

SCC030a The percentage of young carers known to Social Services who were assessed.

100.00 100.00 Data not available


8



Comment

SCC030b The percentage of young carers known to Social Services who were provided with a service.

89.00 92.00 Data not available

SCC039 The percentage of health assessments for looked after children due in the year that have been undertaken.

29.07 70.00

66.53 Performance will increase during the year as more health assessments are completed

SCC041a The percentage of eligible, relevant and former relevant children that have pathway plans as required.

100.00 100.00

100.00

SCC041b The percentage of eligible, relevant and former relevant children that have been allocated a personal advisor.

100.00 100.00

100.00

SCC042a The percentage of initial assessments completed within 7 working days.

75.00 85.00

86.61 Information was outstanding from other organisations preventing these assessments being completed. Several IA's were delayed to a family non-engaging with the SW.

SCC042b The average time taken to complete initial assessments that took longer than 7 working days to complete.

20.62 15.00

13.99 Information was outstanding from other organisations preventing these assessments being completed. Several IA's were delayed to a family non-engaging with the SW.

SCC043a The percentage of required core assessments completed with 35 working days.

91.45 85.00

91.56

SCC043b The average time taken to complete those required core assessments that took longer than 35 days.

62.54 55.00

54.81 Information was outstanding from other organisations preventing these assessments being completed. Several CA's were delayed to a family non-engaging with the SW.

SCC045 The percentage of reviews carried out in accordance with the statutory timescale.

97.92 95.00

98.02

SS/M009 Percentage of complainants dealt with within statutory timescales.

50.00 80.00

85.71 All complaints were dealt with within 12 working days.


9



Comment

SCA001 The rate of delayed transfers of care for social care reasons per 1000 population aged 75 and over.

0.82 5.50

8.17 This is a cumulative indicator. Should the first quarter performance continue for the year, then the result would be 3.27 (36 DTOC’s).

SCC010 The percentage of referrals that are re-referrals within 12 months.

15.68 30.00

24.16 This indicates appropriate decision making at first point of contact.

SCC007a The percentage of referrals during the year that were allocated to a social worker for initial assessment.

32.63 40.00

54.28 The ability to allocate to a worker who has sufficient capacity to undertake the initial assessment has been compounded by absence and lack of cover in the IFST, and a high number of complex CP enquiries being given priority.

SCC007b The percentage of referrals during the year that were allocated to someone other than a social worker for initial assessment.

11.44 12.00

10.97

SCC007c The percentage of referrals during the year that did not proceed to allocation for initial assessment.

55.93 40.00

34.76

Outcome 2: The Vale of Glamorgan Council protects vulnerable people and promotes their independence and social inclusion. Performance against actions and performance indicators: We are 100% on track towards completing the actions against this outcome. Of 11 actions, 10 are on track and the remaining action has been completed. Of the 29 performance indicators under the outcome, 20 have met or exceeded target, 6 are within 10% of target and 2 missed the target by more than 10%. The RAG status was not applicable for 1 PI. Details are available under each objective in the next section of the report.


10

Objective 2: Through the Council working in co-ordination with other organisations, to ensure that people are helped to achieve their best possible outcome and that people at particular risk have their wellbeing promoted and are safeguarded from abuse and exploitation. Actions Completed: 9% ; On Track: 91% ; Slipped: 0% ; Not Started: 0%

Completed Actions


Comment

SS/A009 Increase the availability of reablement and rehabilitation services that help people experiencing a crisis by using the Regional Collaborative Fund and the Intermediate Care fund to further build on the service delivered by the Community Resource Team. (IO)(CP/HSCW6)

100 Increased home care capacity and additional care coordination has been made available

On Track Actions


Comment

SS/A045 Build and develop on the regional LSCB model. 25 Cardiff and Vale LSCBs merged in December 201. Statutory partner engagement, business planning and sub-groups established.

SS/A046 Complete the work to establish one Adult Safeguarding Board for the Vale of Glamorgan and Cardiff. (CP/HSCW11)(CP/HSCW12)(CP/HSCW13)

50 Two meetings of the Adult Safeguarding Board has taken place. TOR agreed and sub groups established

SS/A047 Build on the work of the Corporate Safeguarding Group. 25 Action Plan almost completed. Implementation of Safer Recruitment Policy has been monitored and changes to DBS processes notified.


11


Comment

SS/A048 Ensure that protection, fieldwork and contracting services work together to protect vulnerable people and take timely and appropriate action.

25 the joint meetings of the services continue and appropriate action is being taken where required

SS/A049 Realign Telecare services and review the role and function of the team. (IO)

25 An external review of the service has been completed in collaboration with Cardiff.

SS/A021 Continue to work with the Third sector and business organisations to deliver a preventative, community approach to supporting older people to live as independently as possible, including people with dementia related illness. (IO)(CP/HSCW7)

25 The development of third sector bids to deliver community services funded through the Intermediate Care Fund is underway

SS/A051 Progress the Foster Carer Recruitment Strategy to ensure delivery against agreed targets. (IO)

25 Five new foster carers approved in Q1.

SS/A052 Complete an annual external placement audit, with resulting actions tracked through the year, to assure the suitability of existing placements and identify potential looked after children placed out of the area where local placement would be more appropriate. (IO)

25 Audit completed in Nov 2013 with monitoring taking place via placements and permanency panels. Audit will be undertaken again in January 2015.

SS/A023 Work with the LSCB, the council’s safeguarding steering group and schools to deliver our safeguarding responsibilities, obtain the views of children and implement protocols in respect of neglect and child sexual exploitation. (CP/CYP9)(IO)

25

SS/A050 Develop an integrated assessment and care management structure which enables signposting, screening and swift allocation of services in partnership with Cardiff and Vale University Health Board. (CP/HSCW8)(IO)

25 Consultation on a revised locality model has taken place and implementation has commenced


12




Comment

SCA002a The rate of older people (aged 65 or over) supported in the community per 1000 population at 31 March.

48.60 50.00

47.49 This indicator is not a useful representation of the activity within the service.

SCA002b The rate of older people (aged 65 or over) whom the local authority supports in care homes per 1000 population at 31 March.

14.84 16.00

14.74

SCA003a The percentage of clients, in the following age groups, who are supported in the community during the year aged 18-65.

89.75 90.00

90.51 This is a cumulative indicator which increases as the year progresses.

SCA003b The percentage of clients, in the following age groups, who are supported in the community during the year aged 65.

77.31 75.00

81.12

SCA020 The percentage of adult clients who are supported in the community during the year.

81.40 80.00

83.85

SCC002 The percentage of children looked after at 31 March who have experienced one or more changes of school, during a period or periods of being looked after, which were not due to transitional arrangements, in the 12 months to 31 March.

3.33 13.00

16.36

SCC004 The percentage of children looked after on 31 March who have had three or more placements during the year.

1.10 9.00

10.87

SCC033d The percentage of young people formerly looked after with whom the authority is in contact at the age of 19.

100.00 95.00

100.00

SCC033e The percentage of young people formerly looked after with whom the authority is in contact, who are known to be in suitable, non-emergency accommodation at the age of 19.

100.00 95.00

92.59


13



Comment

SCC033f The percentage of young people formerly looked after with whom the authority is in contact, who are known to be engaged in education, training or employment at the age of 19.

77.78 52.00

44.44

SCA019 The percentage of adult protection referrals completed where the risk has been managed.

100.00 95.00

100.00

SCC011a The percentage of initial assessments that were completed during the year where there is evidence that the child has been seen by the social worker.

61.54 68.00

67.38 It is not always appropriate to see a child at IA; however, SW's are being reminded where possible a child should be seen and recording to be improved.

SCC011b The percentage of initial assessments that were completed during the year where there is evidence that the child has been seen alone by the social worker.

25.00 30.00

21.51 It is not always appropriate to see a child at IA; however, SW's are being reminded where possible a child should be seen and recording to be improved.

SCC014 The percentage of initial child protection conferences due in the year which were held within 15 working days of the strategy discussion.

96.97 100.00

97.98 1 conference cancelled on the day due to new information received after the report was prepared.

SCC015 The percentage of initial child protection conferences due in the year which were held within 10 working days of the initial child protection conference.

100.00 92.00

95.12

SCC021 The percentage of looked after children reviews carried out within statutory timescales during the year.

97.46 100.00

97.27 1 review delayed, awaiting a decision from court. One review delayed SW (ill) and young person not available. 1 review one day late due to SW having court work commitments and difficulty finding a date when all parties were available to travel to the review which was out of county.

SCC025 The percentage of statutory visits to looked after children due in the year that took place in accordance with regulations.

91.64 95.00

95.29 All statutory visits were scheduled, though 24/287 were out of timescale.


14



Comment

SCC040 The percentage of placements started during the year where the child is registered with a provider of general medical services within 10 days of the start of the placement.

100.00 95.00

98.60

SS/M008a The number of Home Care packages provided for less than 5 hours per week.

226.00 226.00

226.00

SS/M008b The number of Home Care packages provided for 5-9 hours per week.

268.00 268.00

268.00

SS/M008c The number of Home Care packages provided for 10-19 hours per week.

430.00 390.00

390.00

SS/M008d The number of Home Care packages provided for more than 20 hours per week.

198.00 187.00

187.00

SS/M008e The total number of Home Care packages provided.

1122.00 1121.00

1071.00

SS/M011 Number of first time entrants to the Youth Justice System.

0.00 4.00

SCC013ai The percentage of open cases of children on the Child Protection Register who have an allocated social worker.

100.00 100.00

100.00

SCC013aii The percentage of open cases of children looked after who have an allocated social worker.

100.00 100.00

100.00

SCC013aiii The percentage of open cases of children in need who have an allocated social worker.

73.61 70.00

70.02

SCC034 The percentage of child protection reviews carried out within statutory timescales during the year.

100.00 100.00

99.36

SCA007 The percentage of clients with a care plan at 31 March whose care plans should have been reviewed that were reviewed during the year.

70.23 87.00

78.49 This is indicative of the increase in demand for services. Priority has to be given to progressing new Integrated Assessments over reviewing established cases.


15

Outcome 3: Social Services in the Vale of Glamorgan review, plan, design and develop quality services that deliver best value for money to improve outcomes for individuals. Performance against actions and performance indicators: We are 88% on track towards completing the actions against this outcome. Of 8 actions, 7 are on track and 1 has slipped. There is 1 performance indicator under this outcome which has met or exceeded the target. Details are available under each objective in the next section of the report. Objective 3: To have in place clear planning and programme management processes, which are identified in commissioning strategies and annual commissioning plans, and help to ensure an appropriate range of services that deliver equity of access, joined up services and best value from a variety of providers with defined, proportionate budgets directed to meeting service priorities. Actions Completed: 0% ; On Track: 88% ; Slipped: 12% ; Not Started: 0%

On Track Actions


Comment

SS/A053 Prioritise completion of actions set out in the Social Services Budget Programme.

25 Please see budget report

SS/A039c Ensure that service specifications are derived from commissioning plans and that they are clear about the practice and quality standards expected. (CSSIW/AREF/2011)(IP2)

25 Three commissioning strategies now in place


16


Comment

SS/A054 With our two statutory partners, develop agreed governance arrangements for the Mental Health service, which clarify accountability, management, financial and HR issues.

25 Arrangements are in place with more formal agreement yet to be reached

SS/A022 Develop and promote opportunities for children and young people who have a disability or who undertake a caring role to engage in play, physical and cultural activity. (CP/CYP2)

25 Families First Funding and Carers Services funding combined to procure a Young Carers Project. Tender process commenced for a Young Carers Project, offering additional 1 to 1 support as an enhancement to existing services.

SS/A039d Monitor and evaluate commissioning plans, procurement plans and the services they secure. (CSSIW/AREF/2011)(IP2)

25 Family First Disability Strand funds a range of play opportunities for disabled children.

SS/A055b Consider the options for the delivery of long term care, to address any shortfall in independent sector provision, particularly in relation to people with dementia related illnesses. (CSSIW/AREF/2011)(IP2)

25 Joint working continuing with Cardiff and LA. Review of residential services ongoing

SS/A055a Influence the development of a Health led commissioning strategy for Mental Health Services in partnership with Cardiff Council and Cardiff and the Vale UHB. (CSSIW/AREF/2011)(IP2)

25 A local delivery plan in response to “together for Mental Health” has been developed. Cardiff and Vale UHB have agreed to develop a commissioning strategy.

Slipped Actions


Comment

SS/A043 Implement a brokerage hub for care home placements with Cardiff and Vale UHB and Cardiff Council.

0 Slipped due to capacity


17




Comment

SS/M012 Percentage of places on appropriate training courses made available to non-Council employees.

28.44 25.00

27.59

1

Visible Services Quarterly Performance: Quarter 1 Performance Overview

Examples of exceptional performance during the quarter: The department has achieved Green Flag status for 5 parks as a mark of excellence demonstrating good amenities and community involvement in the parks, surpassing the target of 4 parks (VS/A051) (CP/E10).

How will we bring our slipped actions on track?: The introduction of street car parking charges in specific town areas (VS/A031) is dependent on the Cabinet report which is to be submitted shortly. Planned revenue savings (VS/A068) are also dependent on this report. A flood risk management scheme for Llanmaes (VS/A071) (CP/E5) requires a redesign following NRW requirements for additional modelling. However, this scheme is still planned for completion during 2014/15.

Overall, Visible Services is on track to achieve the objectives contributing to its service outcomes, with 62% of actions currently either completed or on track. Details are provided under each objective. Our contribution to the Corporate Plan is well actioned with 84% of actions either completed or on track. Of the 13 actions within the service plan, 2 have been completed, 8 are on track, 2 have slipped and the remaining action was not due to start. There are currently no actions relating to the Improvement Objectives. There are 2 actions relating to the Outcome Agreement, 1 has been completed and the other is on track for completion.

Visible Services July 2014

2

All Actions



No. 39 9 15 0 12 3

% 100% 24% 38% 0% 30% 8%




No. 13 2 9 0 1 1

% 100% 15% 69% 0% 8% 8%




No. 0 0 0 0 0 0

%




No. 2 1 1 0 0 0

% 100% 50% 50% 0% 0% 0%


3

Measures Key Measures Key: GREEN – On or above target AMBER – Within 10% of target RED – Missed target by more than 10% An explanation of the referencing used in this report: e.g. VS/A001 VS – this refers to the service plan, in this case, Visible Services A – this refers to the fact that this is an action. Performance indicators will have an ‘M’ for ‘measure’ here. 001 – this is the individual number reference for the action. Where our actions link to other strategic plans, the following references may be seen in brackets after the action name: e.g. (CP/CL1) – The CP refers to the Corporate Plan. CL1, for example, is the reference number of the Corporate Plan objective the action links to. e.g. (IO/06) – the IO refers to the Improvement Objectives. The 06, for example, refers to the number of the objective linked to. e.g. SEP – this refers to actions which link to the Strategic Equality Plan.


4

Outcome 1: Our customers have access to sustainable waste and recycling services. Performance against actions and performance indicators: We are 54% on track towards completing the actions against this outcome. Of 13 actions, 3 have been completed, 4 are on track and 6 have not yet been started but were due to have. Of the 6 performance indicators under the outcome, 4 have met or exceeded the target, 1 is within 10% of the target and 1 has missed the target by more than 10%. Details are available under each objective in the next section of the report. Objective 1: To reduce municipal waste by increasing reuse, recycling, regulation and enforcement. Actions Completed: 21% ; On Track: 21% ; Slipped: 0% ; Not Started: 43% ; Not Due: 15%

Completed Actions

Title % Complete

Comment

VS/A058 Secure a start date during 2015 for an interim contract as part of Prosiect Gwyrdd. (CP/E1)(OA)

100 While commencement date set by PG this is still subject to the EfW Plant being commissioned as programmed.

VS/A060 Review the number of recycling bring sites throughout the Vale.

100 Report to Cabinet July, 2014.

VS/A061 Commence new dry recycling reprocessing contract. 100 New contract in place.

On Track Actions

Title % Complete

Comment

VS/A057 Achieve all planned revenue savings for the 2014/2015 period.

25


5

Title % Complete

Comment

VS/A001 Increase recycling participation and recycling performance in low performing areas via a range of recycling initiatives. (CP/E1)

25 Ongoing activity.

VS/A067 Progress the Cardiff Organic Waste Treatment Project. (OA)

90 Submission of Final Bids Stage and 2nd WG Health Check reached.

Not Started Actions


Comment

VS/A059 To restructure collection and recycling rounds using the available electronic data.

0 To commence in August after the completion of vehicle tracker installations.

VS/A063 Review collection arrangements for commercial residual waste and recycling.

0

VS/A064 Introduce appropriate delivery arrangements for restricted kitchen waste bag deliveries for food waste disposal.

0 Report to be placed before Cabinet in October 2014.

VS/A065 Work with the recognised trade unions to move away from task and finish arrangements for staff for the collection of residual waste.

0 Consultation to begin in September 2014 after the restructure of collection rounds is complete.

VS/A066 Introduce a new policy for missed refuse and recycling collections from domestic properties which avoids going back to properties after the regular collection arrangements.

0 Report to be placed before Cabinet in October 2014.

VS/A066 Introduce new collection arrangements for green waste utilising the existing recycling and residual waste collection vehicle fleet.

0 Starting 1st August, 2014.


6

Not Due Actions

Title % Complete

Comment

VS/A062 Work with Welsh Government and their consultants on the all Wales Collective Collaboration Programme for waste.

10 Awaiting WG to include VOG with CCP programme.

VS/A023 Deliver improvements to data gathering, analysis and reporting on service use by protected characteristics.

10 Initial meeting with C1V undertaken by Waste Management staff.




Comment

WMT/010i The percentage of local authority collected municipal waste prepared for reuse.

0.28 0.42

0.4 Lack of Community Reuse Schemes within the Vale of Glamorgan.

WMT/010ii The percentage of local authority collected municipal waste recycled.

32.89 34.00

33.80 Capture rates have stagnated somewhat and there is a need to encourage greater householder participation.

WMT/010iii The percentage of local authority collected municipal waste collected as source segregated bio wastes and composted or treated biologically in another way.

24.40 22.00

21.05

WMT/011 The percentage of local authority municipal waste received at all local authority household waste amenity sites that is prepared for reuse, recycled or of source segregated bio waste that is composted or treated biologically in another way.

78.46 64.00

63.32

WMT004b The percentage of municipal waste collected by local authorities sent to landfill.

31.57 42.58

43.33


7



Comment

WMT009b The percentage of municipal waste collected by local authorities and prepared for reuse and/or recycled, including source segregated bio wastes that are composted or treated biologically another way.

57.58 55.30

55.24

Outcome 2: The Vale is a clean, safe, well maintained and sustainable place to live or visit. Performance against actions and performance indicators: We are 78% on track towards completing the actions against this outcome. Of 23 actions, 5 are complete, 13 are on track and 5 have not yet started. Of the 12 performance indicators under the outcome, 3 have met or exceeded the target, 3 are within 10% of the target and 5 have missed the target by more than 10%. We were unable to obtain a result for 1 PI. Details are available under each objective in the next section of the report. Objective 2: To improve our highways and infrastructure and manage the effects of climate change on the built and natural environment. Actions Completed: 9% ; On Track: 82% ; Slipped: 0% ; Not Started: 9%

Complete Actions

Title % Complete

Comment

VS/A038 Finalise the Flood Risk Management Strategy. (CP/E5) 100 Approved by Cabinet and gained Ministerial approval.


8

On Track Actions

Title % Complete

Comment

VS/A069 Deliver the Coldbrook Catchment Flood Risk Management Scheme. (CP/E5)

25 Main works to commence on site in October / November, 2014.

VS/A070 Design and implement a flood risk management scheme for Boverton. (CP/E5)

25 Dependant on further modelling by NRW.

VS/A042 Complete the highway resurfacing plan and other related asset management works for the 2014/2015 period. (CP/E6)

25 Works programmed for implementation throughout the period.

VS/A072 Undertake highway safety schemes as necessary. (CP/E6)

20 Schemes identified and programmed. Design works ongoing.

VS/A073 Review the current Civil Parking Enforcement arrangements with Bridgend. (CP/E4)

50 Discussions with BCBC ongoing: report to be placed before Cabinet October/November.

VS/A074 Complete the Big Fill scheme across the Vale for 2014/2015.

25 Media notices in place, Big Fill Scheme commenced 21 July, 2014.


75 Requires completion of Cabinet Report for car park charging and street lighting energy savings to progress.

VS/A031 Introduce off street car park charging in specific town centre areas.

75 Cabinet Report to be submitted in September/October.

VS/A071 Design and implement a flood risk management scheme for Llanmaes. (CP/E5)

25 Redesign of scheme required following NRW requirements for additional modelling.

Not Started Actions

Title % Complete

Comment

VS/A030 Introduce a new street lighting policy. 0 Report on this to be considered by Cabinet in October 2014. This has been delayed due to a requirement to realise greater savings than was initially the case.


9




Comment

THS009 The average number of calendar days taken to repair street lamp failures during the year.

4.08 3.38

3.37 It is suggested that this target be changed to 5 days as the current target is not achievable with the resources now available within the street lighting team. This is not an area that receives many complaints and this reduction in repair standards will not have a significant impact on the citizens of the Vale.

VS/M012 Percentage of large goods vehicles that pass the annual MOT first time.

88.89 90.00

100.00 1 failure was due to a third party repair.

VS/M007 Number of dropped crossing points provided for community use.

0.00 N/A 30.00 Work commencing in August 2014.

VS/M009a The total number of successful third party claims against the Council for trips and falls (footway claims).

1.00 1.50

7.00

VS/M009b The total number of successful third party claims against the Council for vehicle damage (carriageway claims).

11.00 2.50

11.00 Due to the current national trend.

VS/M010a The total cost of successful third party claims against the Council for trips and falls (footway claims).

11059.60 28750.00

120490.58

VS/M010b The total cost of successful third party claims against the Council for vehicle damage (carriageway claims).

14733.57 6500.00

27454.44 Due to the current national trend.

VS/M015 The number of returned repairs. 1.00 2.50

VS/M016 The number of own fault accidents. 22.00 18.75

33.00 The current figure is 22 Fleet Management Department is currently negotiating with Department Heads and Unions to introduce policy to reduce own fault accidents.


10

Objective 3: To provide opportunities for outdoor play, recreation and education by creating and maintaining public green spaces. Actions Completed: 72% ; On Track: 28% ; Slipped: 0% ; Not Started: 0%

Completed Actions

Title % Complete

Comment


100

VS/A077 Undertake a review of income arrangements for the collection of fees for outdoor sport and leisure.

100 Fee collection undertaken now by Third Party.

VS/A078 Commence work with Barry Town Council on the development of land at Cemetery Approach.

100 Working with Barry Town Council.

VS/A079 Continue working with local communities and sports clubs to devolve certain functions to the voluntary sector.

100

VS/A051 Achieve Green Flag status for at least 4 parks as a mark of excellence demonstrating good amenities and community involvement in the parks. (CP/E10)

100 5 Achieved.

On Track Actions

Title % Complete

Comment

VS/A076 Undertake an audit of the Vale of Glamorgan's parks and street trees and implement appropriate management plans for inspection and maintenance based on this.

50 Considering use of Arboricultural consultants to completed the process


11

Not Due Actions

Title % Complete

Comment

VS/A046 Finalise the Vale of Glamorgan Allotment Strategy 2014/2017. (CP/E12)

15 We have been awaiting the WG “Consultation on improving the availability of Allotments". This has now been published with responses Oct 2014. It is proposed that this is deferred until 2015/16 in order to reflect the WG guidelines in the Vale Strategy.

Objective 4: To maintain the standard of cleanliness and visual appearance of the local environment. Actions Completed: 0% ; On Track: 28% ; Slipped: 0% ; Not Started: 72%

On Track Actions

Title % Complete

Comment

VS/A024 Review arrangements for the enforcement of environmental offences during 2014/2015. (CP/E2)

95 Report to be placed before Cabinet in September.

VS/A025 Continue to undertake works on public conveniences based on the refurbishment plan. (CP/E13)

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12

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VS/A081 Introduce targeted and reactive cleaning within Vale town centres.

0 The street cleansing service is to be reviewed in September, 2014.

VS/A082 Rearrange the street cleaning service so as to concentrate to a greater extent on the more problematic cleaning areas.


VS/A083 Work with Welsh Government and other providers to improve street cleaning and environmental management.


VS/A084 Investigate the introduction of set services standards for the control of littering, dog fouling and graffiti. (CP/E2)





Comment

STS005b The percentage of highways and relevant land inspected of a high or acceptable standard of cleanliness.

92.05 96.50

96.30 Standard of cleansing has dropped for this quarter due to staffing cuts which have reduced the number of resources available for the service.

STS006 The percentage of reported fly tipping incidents cleared within 5 working days.

79.63 80.00

100.00 The Council has recently reviewed the way this PI is managed to ensure full compliance with the indicator as Visible Services is not responsible for the clearance of fly tipping on land under the control of other Directorates; work was required to ensure that awareness of this indicator was raised with those Directorates. New more robust recording processes have also been introduced. Perhaps the target set for this year is slightly high in light of these new changes.


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Comment

STS007 The percentage of reported fly tipping incident which lead to enforcement activity.

10.62 34.80

34.79 During this quarter enforcement officers have focussed their resources on other work priorities, primarily the checking of commercial premises along and their relevant duty of care notes.

resources quarterly performance: quarter 1 performance ... reports/cabin… · 25 the...

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