Rother District Council in ContextLocationRother District is situated at the eastern end of the County of East Sussex and covers an area of 200 square miles. With a 25-mile coastline, it is predominantly a rural District that embraces the vast majority of the historic 1066 countryside. The town of Bexhill-on-Sea is home for just under 50% of the District’s total resident population of 85,4601 The 31 small towns and villages are home for the remainder of the population. The second and third largest towns are historic Battle and Rye.

The CouncilThe 1974 Local Government reorganisation brought together the two former Boroughs of Bexhill and Rye, and the Rural District Council of Battle, to form the new Rother District, named after the river that runs through the District. The Council is made up of 38 Members. After due consultation, the Council adopted the Leader and Cabinet style of Executive in November 2001. The administrative structure embraces Cabinet and Scrutiny Committees; full details of the Council’s Constitution are given in the Council website, www.rother.gov.uk. Cabinet Members’ portfolios are derived from the Council’s Key Aims.

Members recognised when setting up the new style administration that regular review would be necessary. A recent review of the Constitution gave rise to a number of changes2. There is recognition of the need to further develop the role of the Overview & Scrutiny Committees and training for Members and officers on this is ongoing. The Council’s processes of decision-making have always been streamlined with less than 12 Committees and sub-Committees prior to constitutional change.

A District of contrastsOurs is a District that contains a number of contrasts and contradictions. It is a beautiful part of the Country in which to live and a journey through reveals glorious countryside, fine houses and pleasant towns and villages. 80% of the District is designated an Area of Outstanding Natural Beauty and the area is a destination for many thousands of visitors. Camber’s beach boasts the prestigious Blue Flag Award and all other beaches have Clean Beach Awards. But, as is often the case, “beauty” is sometimes only skin deep and masks some deep-seated issues which taken together paint a picture of an area with some very real problems.

Housing – 11.2% of properties are judged either unfit or in need of substantial repair, 47% of which are occupied by people over retirement age. The cost of bringing these up to a reasonable standard is estimated at £113m.3 In 2000 St. Stephen’s ward (Bexhill) was the least housing deprived ward in England, whilst Salehurst Ward was in the 10% most deprived4. In an area of high and rising prices, affordability is a major concern.Health – the proportion of older people (36%) offers a challenge to the provision of health and social care. Equally, there are pockets of higher than average need in relation to mental health and substance misuse in some Rother wards.Demography – the second highest proportion of people over retirement age of all local authorities in England and the highest proportion of over-85 year olds brings a range of special demands. The lack of economically active people contributes to low average income levels. The lack of younger people (18-45) provides serious challenges to creating a sustainable community.Education – whilst school performance is about average, only 18.6% of the adult population have qualifications at or above NVQ4 level and over one quarter of the adult population have poor literacy skills5.

1 2001 Census 2 Cabinet report 06.01.033 Stock Condition Survey, 20024 Index of Multiple Deprivation, 2000 (IMD)5 Rother Community Profile 2002

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Rother District Council: Comprehensive Performance AssessmentSelf-Assessment, September 2003

Fig. 1: Political makeup of Rother District Council

Transport – the area is one of the worst served in the country in terms of road and rail infrastructure, indeed travel to London by rail was quicker 80 years ago than it is today. This makes the area very unattractive for business relocation, severely compounded by the decision not to implement the Bexhill & Hastings by-pass proposal.Economy – average income and earnings in Rother are lower than the South East & UK at large and yet the cost of living is generally higher than in many other parts of the UK. These factors have been recognised by the designation of Bexhill as a “Priority Area for Economic Regeneration” under Regional Planning Guidance (RPG9) and by the designation of the rest of Rother as a “Rural Priority Area”. Two of our wards are in the top 15% of most deprived wards. As an indicator, 49% of children in Sidley ward live below the poverty line6.

Rother District Council: Past, Present and Future As a Council, we have always operated to the highest standards of financial management and governance, a fact reflected in District Audit reports. Nevertheless, until two years ago Council policy was to undertake minimal public or community engagement. As an authority with slim resources, our focus had always been on delivery of quality, low cost core services. Consequently, the external perception of the Council was not good. We have recognised that we must now improve the way we engage and communicate with others and that we must allow this to influence our strategy in appropriate ways.

Financially, our budgets are similar to other Districts of our size (£12m net). Whilst we have consistently maintained the lowest taxation levels in East Sussex we also boast collection levels of Council Tax and NNDR in the top 5% in the Country. Through our medium term financial strategy, we have recently worked hard to become the only Council in East Sussex to be debt free. This has now given us much greater financial flexibility, particularly in realising our future capital programme aspirations.

We have long recognised the benefits to be gained by working with other organisations, be those in the public, private or voluntary sectors. A large-scale voluntary transfer of our entire housing stock (3,000+ units) in 1998 has facilitated a significant improvement in the standard and quality of social housing throughout the District, to the benefit of existing tenants and those in housing need. As an example, partnership working with Housing Associations enabled us to redevelop a run-down housing estate in Cooper’s Drive, Rye through a mix of demolition, rebuild, refurbishment and construction of new properties for rent, outright sale and shared ownership.

The Council has outsourced all of its former “blue collar” services and has seen its objectives achieved both financially and in terms of quality in ongoing service provision. The outsourcing of the entire Revenues & Benefits Service, whilst encountering problems early on in the contract, now affords us one of the most efficient and effective operations in the Country7. Our range of partnerships is now extensive, embracing a large number of activities including health, housing, sports and arts, tourism and community safety. One of our most successful areas of partnership working relates to the delivery of regeneration in the District. We work with four well-established Regeneration Partnerships and are a lead member in the Hastings & Bexhill Task Force, which, working with the South East England Development Agency (SEEDA), has an ambition to attract £400m of funding into the area. Our work on rural regeneration was recently short-listed under the Beacon Council Scheme “Supporting the Rural Economy”. Being a predominantly rural area, we have developed strong relationships with our Town and Parish Councils. Our rural Members attend Parish meetings on a regular basis and the Chairman, Leader and Chief Executive attend parish meetings on a rolling programme. In response to requests from community organisations within Bexhill, we have set up the Bexhill Town Forum. The Forum represents nearly one hundred local groups and organisations and is one of our key forums for public discussion and consultation.

Building upon a history of good service delivery, the Council has reviewed its Mission and Key Aims in light of the seven shared priorities for public service improvement and is embracing a Customers First philosophy. A recent reorganisation of the management structure (April 2003) has seen the creation of two directorates embracing ten service delivery areas. A new Policy and Performance Unit acts as a link and a key element in our matrix style of working8. Best Value and a continuous improvement regime have been actively endorsed and a new Performance Management System is currently being introduced. This will improve the production and use of performance management information for better service delivery9.

6 IMD7 Liberata Annual Report 20038 Cabinet report 02.12.029 Case Study 2

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The Council has fully embraced the concept of and benefits to be gained from the e-Government programme. In rolling out our vision, we are using the opportunity specifically to enhance service delivery and access to information, in particular to residents in our rural areas. We have taken a lead in a multi-agency approach to this across the County. The Council is the pilot site in East Sussex for the development of a “Customer Help Point” based at our Battle Help & Advice Centre that includes integrated County, District, health, police and fire services information.

The production of this corporate Self Assessment has been used as a means for both reflective and forward thinking. It has involved staff and Members alike and has the support of key partners. The success of our service delivery and our improvement plan will ride upon the strength of the relationship between those involved: Members, officers, partners and our customers. We recognise the value of these relationships and are working hard to nurture and develop them.

1. What is Rother District Council trying to achieve?1.1 Developing our Mission, Key Aims and PrioritiesRother District Council aspires to play a lead role in improving the wellbeing of the varied communities in Rother. This overarching ambition is reflected in the Mission Statement of the Council “working with the community to improve the overall wellbeing of the district”. We recognise that this requires much hard work, difficult choices, innovation and partnership working if we are to achieve measurable improvements in the key areas outlined earlier where our quality of life does not live up to that of the best.

The scope of this ambition is set out in the Key Aims of the Council. These govern the strategic direction of the Council and will inform policy and service delivery for up to ten years. They are driven by a firm understanding of the areas’ priority needs derived from consultation, research and executive decision-making. They have been developed in close communication with the people, organisations and businesses of Rother and in light of national policy and shared priorities for public service improvement. They are:

Improving service performance in a cost effective way Leading and involving the community Safeguarding health and public safety Meeting the social, leisure and cultural needs of the community Supporting the provision of sufficient good quality and affordable housing Supporting regeneration and employment Protecting and enhancing the built and natural environment

The table overleaf shows how these Key Aims have been developed into our medium term Executive Priorities and further into SMART targets by which we, and others, will chart our progress. These steps to achieving our vision are a very important part of our new approach to strategic planning. The consultation base and process for promoting ownership of the Executive Priorities commences with their development by the Leader, Cabinet Members and Strategic Management Team. The Leader of the Council takes a key role in promoting debate about the priorities at a public meeting of the Cabinet. Thereafter, they are published in the Corporate Plan, the Best Value Performance Plan and on the Council’s website where interactive features such as “Ask the Leader” and “Ask the Chief” support consultation and dialogue. Service plans are based upon these priorities and budget planning, in particular growth items, are tested against the priorities. Currently, no Executive Priority is placed on the Key Aim of Providing Opportunities for Meeting the Social, Cultural and Leisure Needs of the Community except insofar as Council support will bring about improvements in other priority areas such as employment, youth activity or contributes to dispelling the fear of crime. This is in the light of the extensive investment the Council has made in recent years to this sector, most notably the De La Warr Pavilion, Rye Swimming Pool, Little Common Sports Pavilion and village hall grants.

KEY AIM EXECUTIVE PRIORITY TARGET

Improving service performance in a cost effective way

Improving the planning service

“We will clear the current backlog by the end of the financial year and be in the top 25% of all Councils in dealing with planning applications and related matters by 2006”

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Leading and involving the Community

Engaging and working with our young citizens

“We will provide young citizens with more opportunities that enable them to contribute positively to improvements in the quality of their lives and their communities”

Safeguarding health and public safety

Reduction in crime and the fear of crime

“We share the ambition of the Rother Crime and Disorder Reduction Partnership to work together to reduce crime, disorderly behaviour and the fear of crime in support of the local police performance indicators, through the process of tackling its underlying causes. We will keep Rother a safe place to live”

Providing opportunities to meet the social, leisure and cultural needs of the community

Cultural activity is a strong part of Rother life and will continue to be so. The Council’s focus however is to support such activity where it demonstrably contributes to its other priorities in improving employment opportunities, engaging and working with our young citizens and the reduction in crime and the fear of crime

Supporting and promoting regeneration and employment

Improving employment opportunities

Integrating local transport

“We will make our area more attractive to outside investors and businesses that wish to relocate. We will, in partnership with the private, public and voluntary sectors, increase opportunities for our school leavers to develop more skills and be able to gain well paid employment in our district”

“We will make it easier for residents, visitors and the business community to travel around our District, by working with transport providers in the public, private and voluntary sectors. We will encourage the reduction in car journeys by increasing usage of public transport, cycling and walking.

Supporting the provision of sufficient good quality and affordable housing

Provision of affordable housing

“We will seek to meet the needs of our residents by increasing the provision of affordable accommodation by an average of 200 new affordable homes per year over the next five years”

Protecting and enhancing the built and natural environment

Improving waste disposal and recycling “We will meet the government’s targets by 2005 and aim to be in the

top 25% of District Councils by 2010”

Fig.2: Executive Priorities and targets 2003/04 onwards

1.2 Making strategic plans

Primary among strategic plans is the emerging Rother Community Strategy. This takes a comprehensive approach to delivering sustainable improvements across the district in partnership with the many organisations involved in Rother’s wellbeing: private, public and community and voluntary. The Council is

firmly committed to the model of sustainable communities deriving from a balance between social, environmental and economic issues.The Council has taken a well-defined approach to the development of the Local Strategic Partnership. We commissioned a Community Profile from the University of Brighton and undertook the community consultation process “Tell Us What You Think!”. The consultation was put together with the help of partner organisations and with the advice and guidance of a number of agencies. This work on the needs and wants of the community placed the council in an excellent position to bring together those agencies and organisations with the resources and capabilities to impact on the issues of most concern. The Community Forum, LSP Board and nine Action Groups form the structure now in place to deliver the

Community Strategy. Positive actions have ensured that the hard-to-reach and excluded are involved in policymaking. Examples of this are the work with the community and voluntary sector, with young people 10

and with the Black and Minority Ethnic communities of Rother11. The Council’s strategic ambition is further contained in a number of key policies including the series of Best Value Annual Performance Plans, Corporate Plan and service-specific strategies, such as the Housing Strategy and Local Plan.10 Public Space Diagnostic11 CVS Service Level Agreements, also Bexhill and Rother Health Improvement Plan

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Fig. 3: Rother model of sustainable communities

Internally, Rother has a transformational approach to capacity and performance improvement within its own organisation. Much of the Council’s approach to change in service delivery in the district is, in contrast, incremental. This is based on a sound understanding of what matters to residents and achieving a balance in opposing challenges that the area faces. The main example of this for residents is sensitivity to tax demands contrasted with a growing desire to see real improvements in the quality of life.

The Council uses many networks to remain in touch with public opinion and views are tested in many arenas, not least now the LSP structures. These include Parish and Town Councils, the community and voluntary sector and the Chambers of Commerce, ward meetings and specific consultations. Beyond the district boundaries, Rother participates in county, regional and national initiatives and is able to realistically place the concerns of the district in a wider context. In particular, we are driving forward improvements in economic prosperity for the region through the Hastings and Bexhill Task Force.

1.3 Offering Community LeadershipThe Council has a track record of taking the lead in resolving issues facing the community, either through its business processes, through the actions of individual Members or through the establishment of special working groups and partnerships to address concerns in a multi-agency approach. The

regeneration partnerships in Bexhill, Battle and Rye and rural Rother are a good and effective example of this. The rural compact pilot at Netherfield is a good example on a smaller scale. Recent examples of ward meetings called by Members include one on community safety in Sidley and one on environmental concerns in St Michael’s ward, Bexhill.The new political structure of the authority gives greater emphasis to leadership and decision-making through the work of the Executive. This has much improved the community leadership capacity of the council. The revised management structure gives new strategic leadership capacity to the organisation through the Chief Executive and two Strategic Directors. Accountability for service planning and delivery now rests with Service Heads who have a clearly defined role in leading their service teams. Culture change within the organisation is an important aspect of the increasing capacity for effective leadership. This process involves Members, managers and staff in reviewing and, where necessary, changing some deep-seated values, attitudes and beliefs. Management of this process includes member training, staff awaydays, the introduction of feedback mechanisms and a range of communications improvements. Ambassadors for this approach include the Leader and Cabinet, the Chief Executive and Strategic Directors.

1.4 Setting our prioritiesOur executive priorities are supported by a clear demonstration of the evidence on which each is based. The template on which they are based requires that they show the links with local, county and regional plans and the national shared priorities. Evidence is drawn from recent consultation, including the recent local elections, community profiling and other mapping processes. For instance, the commitment to engaging and working with our young citizens derives from a widely expressed public wish to provide more for young people, to divert a very small number of them from anti-social and criminal behaviour and to address the diminishing involvement of young people in democratic processes. It also derives from clear statistical evidence of the volume of outward migration of young people from the Rother area in the 2001 census.

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Fig 4: Rother Community Strategy Formulation

“Tell us What You Think!”Community Consultation Process

Summer 2002

Community Profile with University of Brighton/ Bexhill Community

Partnership 2001

LSP Board formation 29/5/03

Community Forum Sedlescombe 24/2/03

Action Groups Formation June 2003

Rother Community Strategy

November 2003

Case Study 1: De La Warr PavilionThe De La Warr Pavilion is a Modern Movement building in need of urgent restoration with a significant cost implicationThree overarching principles were set by Rother in seeking to reduce the revenue and capital burden: the building is preserved and maintained in keeping with its purpose and Grade 1 Listed status; its function as a publicly accessible building be maximised the burden of local taxation for its maintenance, upkeep and programme be minimised.To achieve this aim the following have been achieved to date: bids were made to the Lottery Boards, arts-grant foundations, European funding, Government grants. To date £7.2m

has been raised; the De La Warr Pavilion Charitable Trust has been set up and has taken over the operation of the building with a revenue

grant from the Council of £500,000 per annum plus ongoing support costs for performance monitoring of £22,000. reducing the Council’s revenue contribution by £250,000 per annum with the subsequent savings diverted to other priority areas

the Charitable Trust has received a revenue grant from Arts Council of England the De La Warr Pavilion capital works will be undertaken by the Local Authority; the lease eventually transferring on

completion of these works to the De La Warr Pavilion Charitable Trust.

A variety of methods for communicating the most recent set of priorities have been employed including public debate, internal email, awaydays for both Cabinet, Strategic Management Team and Heads of Service, training sessions for Members and staff briefings. Recent years have seen considerable opening up of the Council as a whole. For instance, the website has been re-designed and more information and more interaction made available over the last two years. The authority has also communicated its priorities to the public through media releases and media interviews. As an example, local radio has been successfully employed in communicating the Council’s actions in the face of increasing homelessness in the District. External communication of the executive priorities includes regular meetings between Members, staff and partners, in particular visits to Parish Council meetings and Partnerships. Publications, including the Council Tax leaflet and the Guide to Local Councillors, reinforce these messages.

The Council has used its Medium Term Financial Strategy and budgeting processes to ensure that both revenue and capital resources have followed the setting of priorities. The transfer of the De La Warr Pavilion to a charitable trust is a good example of this, whereby substantial revenue savings have been allocated to other priorities. This delivers on a promise made to the communities of Rother to decrease the cost of this facility to the local taxpayer, secure regional, national and international funding sources and at the same time enhance the quality of this international arts facility. 12

1.5 Staying focussed The Council delivers on its executive priorities by giving ownership of each priority to key individuals and by nurturing a strong sense of challenge about their achievement. Portfolio holders in particular are required to be accountable for their particular priorities, as an element of what they will be judged upon. The Key Aims are also owned by individual Overview and Scrutiny Committees and as such are subject to public consultation. The Scrutiny Committees have keen regard to the Council’s Executive Priorities in setting their annual work programmes and use the facility of establishing sub-committees to undertake detailed work on aspects of this where considered necessary. The Policy, Performance and Audit Scrutiny Committee has done extensive work, through a sub-committee, on monitoring the Council’s budget. All corporate performance reporting and monitoring is based on the Annual Performance Plan (BVPP). As far as possible, the Council enacts a minimum of three or four year agreements with partners and contractors in order to maintain focus over the medium term, to maintain stability and to achieve value for money and quality services. The recent renewal of grounds maintenance contracts is an excellent example of this, with a reputable contractor, John O’Conner, keen to enter the public sector market in the South East. A Park Ranger service is being delivered by the contractor in response to community concerns about anti-social behaviour in the parks.

The Council has benefited over the years from the four-year electoral cycle, which it believes, enables it to make longer-term plans and to maintain stability. A Leader and Executive form of working was introduced with effect from 1st November 2001 in accordance with the wishes of the majority of those responding to the formal consultation exercise. This, together with the appointment a new Chief Executive, is giving greater focus on the needs and aspirations of the diverse communities we serve. The Customers First philosophy is a means of staying focussed by testing each policy initiative against the impact on the customer and on the community. Customers First has at its heart the maximization of the use of e-government.

12 All case studies cited in the self-assessment are supported by a comprehensive background document.

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Rother Communications Strategy achievements 2002 Introduction of new branding and corporate image Welcome Pack for new residents Further communications and media training for staff Customers First philosophy embedded in restructuring and website

development (www.rother.gov.uk) Providing all Parish Clerks with a laptop computer for consultation,

interactive services and communication Monthly Members’ Bulletin introduced and widely circulated Audit of Members communication needs to focus on addressing

priorities Updated reprographics equipment for better quality publications

The Council has given important attention to the Best Value regime as a means of focus on value and on continuous improvement, with the appointment of a Best Value Support Officer from July 2001. This enabled greater resources to be devoted not only to the Best Value Reviews but also to the production of the Annual Performance Plan, promoting its importance as a crucial tool at the heart of our new performance management culture. The District Auditor identified a few shortcomings to the 2001/02 Plan but in the Annual Audit letter for 2001/02 commented “The Council’s 2002/03 [Plan] has been published to a higher standard than previously and we are satisfied that the Plan complies with statutory requirements .” The Council will maintain its focus on the agreed priorities for improvement by the introduction of a computer based performance management system within a comprehensive performance management framework (ref. Case Study 2).

As a consequence of participation in the DTLR/Institute of Local Government Connecting with Communities pilot, we are implementing our Communications Strategy and Action Plan. The main thrust of the initial survey was that whilst some 67% of residents considered the quality of Council services to be good overall, at the same time 54% felt the Council did not keep them sufficiently informed. Marina Pirotta, the report author, commented “given that Rother already has quality services, improving communications should improve satisfaction ratings with the Council”.2 How has the Council set about delivering its priorities?2.1 Improving capacity Capacity Issues Achievement to date Planned Improvements

SkillsMembers challenged by their new roles in both Cabinet and Scrutiny Committees.

Training survey and enhanced provision within the 2003/04 budget. Access to information improved eg IdeA Councillor Guide to all Members

Training sessions eg on the Scrutiny role, ongoing in response to member demand.

Management structure without adequate capacity for strategic planning

Chief Executive and two Directors appointed to address strategy and change management, Heads of service posts created for service planning and delivery. Policy & Performance Unit created to foster matrix working

Increase Portfolio Holders involvement in strategyMore Team briefings, awaydays and development opportunitiesCreating “space” for strategy

Recruitment, retention and succession issues in key areas such as Environmental Health and Planning

Management of early retirements: key retired staff return on an ad-hoc basis for specific projects retaining expertise; a number of additional posts created through savings; trainee posts created for in-house development

Implement competency based recruitment processIncrease opportunities for promotion

Expertise, knowledge and innovation Partnership, joint ventures and outsourcing as key method of service delivery

LSP – share learning and encourage innovation“Working with Others” BV Review Increase knowledge dissemination and shared learning as key objectives for new paradigm

Capacity Issues Achievement to date Planned Improvements ProcessesLittle Strategic HR planning Careful selection of new Head of HR

Key HR policies subsequently updated with an emphasis on increasing flexibility

Embedding of new HR strategies

ICT capacity issues included e-Government plan; Planning service Implementation of new Content

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mainframe and legacy systems, ownership and participation in the authority’s website by officers and usefulness and access of

website to residents

turnaround catalysed by ICTs; Rother website regularly updated and upgraded with; all Members provided with laptop computers and training in their use

Management System

No formal procurement strategy Procurement Strategy now in place. Key objectives - partnership, consortia, joint purchasing, e-procurement and sustainable purchasing

Will be monitored by Procurement Group reporting to Strategic Management Team

Communications needed improvement externally and internally

Capacity addressed through Connecting with Communities. Appointment of communications officer External communications: relationship building with media; website development eg “Ask the Leader” . Internal communications: “Ask the Chief”; staff Briefings;

Improved knowledge sharing within organisation

Capacity Issues Achievement to date Planned Improvements StructuresFinancial resources under considerable pressure through grant reduction and reduced investment income

Medium Term Financial Strategy developed and implemented rigorously; the authority was the first and only authority in East Sussex to go debt free; increasing joint working and pooling budgets eg e-govt and Hastings and Bexhill Task Force.

Develop budget setting against corporate plan and service plansEnhance budget consultation process

Staff Appraisal system not universally implemented, attracting criticism in the Cashier and Exchequer Best Value Review inspection report

Re-launch of appraisal scheme and training needs assessment, new corporate training programme and centralised training budgets

Embedding of appraisal scheme with project management group in place

Managers without appropriate or recent management qualifications Senior managers on accredited MBA

courses. Sixteen middle managers undertook Professional Certificate in Management Studies, Edexcel accredited, completed June 2003.

Put in place three tier programme of management training

A lack of operational, tactical support during periods of high workload and for specific projects

As part of the restructuring, the formation of a corporate capacity team with 4 new members of staff providing support across the organisation

Demonstrate the value that this resource can add to the organisation in improvement drive

2.2 Increasing accountabilityDeep-seated culture change is taking place within the relationship between members and officers at

Rother. The following diagram illustrates the comparison between the old and new cultural paradigms, the essence of Rother old and

new:

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Symbols"Selling the

family silver" – disposing of

assetsNo tax increases

Politicians in office for many

yearsCar Park empty

at 5.00pm

Organisational structureDepartmental

autonomySilo

specialism

Power structure

Authority in hands of

Long-serving Chief Officers

Lack of internal

challenge

Organisational structure

CabinetStrategic Mgt

TeamHeads of Service

Policy and Performance

UnitMatrix working

Stories and myths

The new "Rother Way"

–"Firm but fair "

The following processes are currently being used to clarify Members’ responsibilities and accountability: The Constitution sets out Member Job Profiles Cabinet Members are assigned portfolios for each of the Key Aims All reports identify the responsible portfolio holder, Key Aim and the Head of Service Cabinet portfolio holders introduce all reports in their area of accountability

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Power structureStrong political

leadershipNew Chief

Executive and Strategic Directors

Control systems

Low spending

Control through support services

Bureaucratic administration

Little consultation

with stakeholders

Rituals and routines

Staff keeping to themselves

Few social gatherings

Slow uptake of e-mail and

Internet use

Stories and myths

The "Rother Way"

muddling through

The old paradigm

Low tax, low spend

Aspire to be average

Little regard for

customer satisfaction

Fig. 4: The old and new paradigms at Rother District Council, after Johnson “cultural web”, 1988

SymbolsImportance placed on

branding, logos, communicationQualifications

Control systems

Performance mgt system

Risk management

systemFinancial strategyFocus on

targeted service delivery

Rituals and routines

Open door policy

Serious support to training

Effective use of management information

The new paradigmPrioritise and

Invest Achievement

through performance management

"Working towards

excellence"Community

involvement

Scrutiny Committees are assigned a number of Key Aims for overview, policy development and monitoring Scrutiny Committees assist in setting targets and receive quarterly progress reports on the Best Value Performance Plan

Regular scheduled meetings, away days and briefings are held between Cabinet portfolio holders, Directors and Heads of Service

The benefits are that the Mission, Key Aims and Executive Priorities have been better promoted and achieved; in general, Members are more involved, better briefed and informed; more pre-meetings and briefings are held with portfolio holders, developing their involvement in constructing reports. Scrutiny Committee Members’ attention has been focussed on key areas. Members are better informed about service standards and more involved in policy making and target setting.

Positive action has been taken to increase officers’ clarity regarding their responsibilities and accountabilities, particularly in service delivery.

The Head of Service role created specifically to empower professionalism in service areas and to reinforce accountability for service standards

Job descriptions are being updated and evaluated in 2003/04 in consultation with staff Performance Management Framework (ref Case Study 2) is based on structural links to Key Aims,

executive priorities, strategic plans and targets Staff Appraisal system requires articulation of individual objectives and action plans Quarterly Staff Briefings on corporate issues ‘Ask the Chief ‘section of the intranet

2.3 Using partnershipThe Council actively works in partnership with other organisations to successfully address its priorities and the needs of its community. The following examples are indicative of a much wider range of current partnership working:

Local Strategic PartnershipLeading and Involving the CommunityThe LSP is made up of a Community Forum and Partnership Board. The Forum is open to community organisations and agencies. The Board comprises a focussed number of those agencies able to lead on the delivery of improvements in those areas that emerged as community concerns in our consultation, Tell Us What You Think, 2002. Action Groups are currently preparing the contents of the draft Community Strategy.

Regeneration PartnershipsImproving employment opportunities The Council has taken the lead in developing the four regeneration partnerships in Bexhill, Battle, Rye and Wealden and Rural Rother (WARR). Support includes procuring external funding, project management, policy advice and administrative support. Future development includes achieving formal incorporation for long-term sustainability. The Council was short-listed for Beacon Council status in regenerating the rural economy.

Rother Crime and Disorder Reduction PartnershipReduction in crime and the fear of crimeThe Council has been a lead partner in adopting an ambitious strategy with objectives on Property Crime, Personal Safety and Fear of Crime Action Groups. Rother District Council is a primary funder of the work of the Partnership and hosts the Community Safety Co-ordinator employed by the Partnership13.

1066 Country Marketing CampaignImproving Employment Opportunities For more than ten years we have taken a leading role with Hastings Borough Council in supporting an important local industry through a partnership created to market the sub-region as a major tourist destination. Other partners include the regional Tourist Board, Wealden District Council, our Chambers of Commerce, English Heritage, the International Study Centre at Herstmonceux Castle and many private sector accommodation and attraction provider partners.

13 Public Space diagnostic

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2.4 Managing performanceThe Council has developed a performance management framework over the last eighteen months that it is in the process of implementing. We recognise that whilst there is a new approach to setting our targets, monitoring performance and taking control of the results we have some way to go to instil this throughout the whole organisation. Staff are involved with the service planning process and setting targets. Individuals have their own action plans agreed at appraisal. Operational managers monitor performance against the national and local Performance Indicator targets as set out in the Annual Performance Plan. Best Value performance measurements are compared against national quartiles and benchmarking groups of similar District Councils. Strategic Management Team receives a full quarterly progress report from Heads of Service and takes measures to address poor performance. Scrutiny Committees receive quarterly monitoring reports on priority targets, including any measures taken by management to address poor performance. These are then referred to Cabinet with recommendations for action.

Case Study 2: Envoy Performance Management System

Having not found a Performance Management IT system in the marketplace that represented with equal standing the organisation, its people, aims and objectives and performance measures, the Council took the innovative step of working with external partners, Entropy International and BT, to develop a solution specifically aimed at meeting local authority needs. The project has been mediated on Rother’s behalf by an external consultant and represents The result has delivered a real-time system where clear performance expectations aligned to the authority’s aims and priorities are cascaded down to an individual level. The system provides timely feedback on performance at both an individual and unit level and everyone has access to his or her own metrics. This empowers the individuals to take ownership and provides an incentive system for them to improve their own performance. By doing so, individuals are motivated to focus on the right activities necessary for the Council to achieve its aims and priorities.

In response to criticism of the consistency of service planning from the District Auditor, the service-planning document was recently improved and standardised. All Service Heads use the same template when producing service plans with SMART objectives. The Council operates a complaints procedure that follows the local Government Ombudsman Good Practice Guide. Regular reporting on the outcome of complaints is made to Members. It is recognised that developing internal challenge, the processes whereby Members and staff can act as the organisation’s best “critical friends” in order to improve performance, is an important activity. This is both a structural and cultural challenge where the appropriate mechanisms for scrutiny need to go hand in hand with a culture of openness and willingness to learn. We see this as a training and development activity and are working through a programme of sessions for Members and managers.

Case Study 3: Staff Appraisal Scheme

The Council has introduced a new appraisal system this year. The need for clear goals to support performance management and training/support linked to these goals was an immediate priority for the new Human Resources Service. The vast majority of staff now have an up to date appraisal, with review dates set. Training plans are now in place for each Service with training resources being targeted for areas of priority. This process will be developed over the next year to more fully meet our need for clear goals and direction, supported by training plans and linked into the Council’s Performance Management system.

2.5 Assessing and managing riskRisk has always been assessed for activities including major changes such as the outsourcing of our “blue-collar” services and the Revenues and Benefits Service and the large-scale voluntary transfer of our housing stock. We have conducted IT Continuity Planning since 1994 and Service Continuity plans are in place. We were one of the first authorities to attain top-level blue status from Audit Commission inspectors for our planning for the Year 2000. Risk Assessment formed part of our Implementing e-Government Statements. Having identified the formulation of a strategy as a key task for the new Head of Audit, Council introduced a new Risk Management Policy in July 2003. This is strongly aligned to the service planning process and is a good example of cascading implementation to ensure all staff are involved in undertaking service risk assessments. Evaluation and monitoring will be carried out routinely.

We are aware that certain elements of key strategies are at risk by not being within our control to deliver. A prime example of this is the extent to which our Local Plan and Housing Strategy are dependent upon the

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building of a new road to open up north Bexhill, essentially a ministerial decision. Our contingency plans for this have been centred on a lobbying role in robust partnership with neighbouring authorities. The Hastings and Bexhill Task Force was born out of Rother’s immediate reaction to the government decision not to progress the by pass in 2001.

We are prepared to manage the risks associated with innovation where they impart community benefit; examples include the recent provision of mortgages for revitalising village stores and the purchase of Rye Fisheries on behalf of the Rye Regeneration Partnership, which saved many local jobs in the local fishing industry.

We publish a Statement of Assurance in accordance with SOLACE and CIPFA guidelines contained within the Annual Report on Corporate Governance in the 2002/03 Statement of Accounts.

2.6 Making best use of resourcesThe Council has historically set the lowest Council tax in East Sussex. However, at the same time the demand for high quality services has been high. In order to respond to this emphasis on cost effectiveness, the Council has sought out innovative ways of making best use of its limited resources. It has become debt-free and is using this financially advantageous status to achieve improved

investment returns, lower costs and enable the release of set aside receipts for the financing of capital expenditure.

The Council has a strong medium-term financial strategy which sets out clearly its position on the use of reserves, assumptions regarding return on investments, criteria and funding of capital projects, assumptions regarding government grants and the basis for future financial planning.

Over the years, the Council has worked hard to develop and deliver its services through partnership arrangements, delivering a number of innovative regeneration projects relating to rural village post offices and shops, village halls, ad-hoc grant funding, provision of mortgage funding (which enables at the same time for an investment return for the Council) and assisting the procurement of businesses including, for example, the Rye Fisheries.

The Council has adopted a treasury management strategy, which details the expected activities and risks facing the treasury function during the year.

The Council’s strong financial management is evidenced and supported through positive District Audit management letters.

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3.

What has the Council achieved/not achieved to date?3.1 Achieving qualityRother District Council has always prided itself on delivering high quality services:

Implementing electronic access to services, including the first of a network of Community Help Points.

Award-winning tourism services, including Battle Tourist Information Centre now uniquely provided under contract by English Heritage at Battle Abbey.

Recognised grassroots regeneration action, including sponsoring IT training for all Bexhill shopkeepers and After School Club in Rye.

High quality housing services in partnership with Rother Homes and other agencies. High quality cultural activity, particularly at the De La Warr Pavilion, an icon of International

Modernism and regularly covered in the national media. Sports development and leisure facilities provision that addresses the need for participation

across a diverse population and geography. Recognised partnership activity. We are the only authority in East Sussex to have a youth

MP on our Local Strategic Partnership. As a consequence of work on the national rural compact pilot, we lead a workshop at the

LGA Rural Conference at Harrogate this year. The launch of the Countryside Agency’s Best Practice Guide will be held in Rother in October 2003.

We are one of only ten areas in UK to receive BT investment in broadband infrastructure as a result of lobbying by the Hastings and Bexhill Task Force.

Making Best use of Resources: some examples

Resource allocationThe establishment of priorities has enabled the Council to clarify what it wants to achieve and the desired outcomes. In order to respond to these priorities, additional resources are allocated to them through a combination of resource switching, increasing Council Tax, bidding for external funding and using uncommitted reserves. These resource shifts form part of the budget setting process which starts in the autumn and embraces service aspirations through service plans, assumptions made within the Medium Term Financial Strategy and any other known financial changes and commitments. This enables a draft budget to be produced, which forms the basis for the development of the Executive’s Budget Options for public consultation. Piloted last year, public consultations now take place across the District in late October and early November largely through the Budget Forum These meetings involve our key stakeholders and are promoted to residents and Council Tax payers. At the forums all attendees are invited to express their views including which issues are priorities for investment and which are not. All are encouraged to give their views on the balance between service improvements, service cuts and levels of Council Tax. Overview and Scrutiny Committees consider the results of this consultation before Cabinet recommends a Budget to Council.

Joint workingThe East Sussex e-Services Partnership uses technology to improve the services that customers receive from the partners, exploiting economies of scale and knowledge-sharing to deliver a faster, more cost-effective and higher quality implementation of e-government. So far, £590,000 of funding from ODPM supplemented by £140,000 of partners own funds have been employed. Major current e-projects are:

Launch of a joint online searchable A-Z of council services www.searcheastsussex.co.uk Partnership website www.eastsussexegov.co.uk Development of a joint “Access Strategy” providing enhanced citizen access to integrated local

services o Community Help Points; Pilot of six kiosks (Public Access Information Points) across the

county. Provision of a secure and reliable common infrastructure for East Sussex. This will include:

o a common data network; feasibility study of a common internet connection; a managed server to support joint partnership initiatives; a community portal – a web-based interface to public service information for use by officers and by citizens; a SMS (Short Message System) server which can accept text messages from mobile phones, translate them into e-mail and send them to the appropriate partner inbox for action. The server also facilitates the sending of outbound e-mails as texts to mobile phones; feasibility study and initial pilot of video-conferencing systems across the county

Crime and Disorder Data Information Exchange (CADDIE) – providing public and partners with relevant, accurate and timely data and information.

Implementation of a Web enabled Geographic Information System to allow users to report common faults, such as Highway defects, Graffiti, Fly-tipping, at a single point of contact. This will provide a framework for future delivery of a range of services on a one stop shop basis as well as assisting community planning

OutsourcingThe innovative outsourcing of the Benefits and Revenues Service to Liberata and effective client side management of the contract has resulted in a business turnaround based on performance management. The service has a low cost and performance has climbed from below average to the best 10%. A new Absence Management policy has ensured that absence has reduced from 7% to 3%, effectively increasing staff resources by 1 fte.Service planningHeads of Service are required to produce a Service Action Plan focussing on delivery of executive priorities as part of the business planning process. Each Plan outlines stretch targets to improve delivery with an estimate of any likely additional expenditure. Individual actions are prioritised and linked to the Council’s aims to show where they directly contribute.

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Some current examples of independent external accreditation of good quality in our services include: The third highest Council Tax collection rate and ninth highest NNDR collection rate in

England 2001/02 District Audit report on Benefits Service European Blue Flag award at Camber Beach; Seaside Awards at Winchelsea, Bexhill and

Norman’s Bay Housing Peer Review, operated by a benchmarking group of other LSVT authorities,

assessed the service as ‘good’. All six of the District’s Museums have achieved Full Registered status with Resource, the

national museums standards agency

The Council believes its current level of quality is realistic in light of the following: The residents’ expressed interest in keeping levels of taxation low. It should be noted that

consultations in the past eighteen months have shown that this is changing and that residents are expressing an interest in choice and better levels of service.

A large rural area (200 square miles) with a poor transport infrastructure, particularly in road and rail, which exacerbates economic and employment problems. Despite our repeated campaigning and submitting evidence to several transport studies, key transport developments have not been approved by central Government. Access to services is an issue in pockets of relatively sparse population. In addition, housing needs are exacerbated by the condition of the housing market in the South East.

Pockets of deprivation with low GDP and employment base, high child poverty and a substantial number of the population on benefits and fixed incomes.

As a consequence of these challenges, the authority has focused on levering in additional funding from external sources, increasing access to services through innovation and working in partnership to fill gaps in provision. Low levels of performance are identified and addressed. Examples include:

Planning service performance indicators for processing planning applications were below average. A full review, managed change of processes and the introduction of new software and a planning website has improved the service in both productivity and accessibility. This has included difficult decisions to stop some services if only temporarily (ref. Case Study 4)

Recycling rates have challenging national targets requiring a significant improvement by 2005/06. We are addressing this with kerbside collection of recyclable material.

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Case Study 4: Improvements to Rother Recycling Service

For a number years Rother District Council has been very successful in its recycling efforts, recycling 10% of its domestic waste by diversion through its 37 bring centres. This approach, as well as being prudent in financial terms, had seen Rother consistently placed in the upper quartile for recycling. In line with community demands, the Council wishes to push its achievements further and has adopted " Improving Waste Disposal and Recycling" as one of its seven executive priorities. Looking to the longer term the Council has recently adopted a Zero Waste Strategy, which, along with other initiatives, calls for a managed programme of kerbside recycling. As a result, the first phase of a five-year kerbside recycling programme will come into operation in October 2003 and will raise the Council's recycling levels to 16% for 2004, in line with government targets.

3.2 Achieving customer satisfactionThe authority undertook public satisfaction surveys in 2000 with MORI. A robust methodology following DETR guidelines was used to determine residents’ views and the topline findings were communicated to members, Staff and partners through presentations. Additional questions on communication were added in order to inform the authority and direct future policy. The results of the survey informed the Council that the public are generally well satisfied with its services but had concerns about communication with the Council. Other consultations since 2000 have been undertaken through Best Value Reviews, for the construction of Performance Plans, in the Budget Forum and for the Community Strategy. The local elections in May 2003 provided extensive opportunities for candidates to measure public opinion and to gauge support for Council policy. The manifesto of the current administration was drawn up in detail and published widely.

3.3 Achieving improvementKey Aim: Improving service performance in a cost effective way

Planning service improvements in application processing and access to the service through the website.

Access to services; our Help and Advice Centre in Battle is the only such provision in the county and has recently been substantially upgraded to become a Community Help Point

Key Aim: Leading and Involving the Community Participation in National Local Democracy Week (October 2002) launching new corporate

branding and a Welcome Pack for new residents. "Ask the Leader" section of the website, by which anyone can pose a question and receive

a direct response from the Leader of the Council. Copies of Committee agenda, reports and minutes on the website.

Increasing public attendance at Rother meetings, held at venues throughout the district including a local college.

Publication of the Members’ Bulletin, a monthly information report. Consultation with Bexhill young people through Schools Councils, Youth Councils, the Rural

Youth Forum and the Member of the Youth Parliament. For example, consultation on cycling provision leading to the creation of Cycling Forum.

Undertaking a district-wide consultation “Tell Us What You Think” circulated to Rother households and promoted in public meetings with Councillors.

Greater consultation on the Council’s budget culminating in a Budget Forum in October 2002.

Provision of grants to over 40 village halls, worth over £1m in new investment, officially recognised by Sussex Rural Community Council as one of the country’s leading examples of partnership support to community facilities.

90 rural community projects and £13,000 of small grants to celebrate the Golden Jubilee, 2002.

Key Aim: Safeguarding Health and Public Safety New Crime and Disorder Reduction Strategy 2002/05 in partnership with East Sussex

County Council and Sussex Police with successful initiatives such as the distraction burglary campaign.

Involvement in new initiatives by the Sussex Sport Partnership to provide a programme of sports activities to divert young people away from crime and drug misuse.

Improvements to Emergency Planning service. Food hygiene inspection targets exceeded in 2000/01 and remain on target.

Key Aim : Meeting the Social, Leisure and Cultural Needs of the Community With the support of partners, a £10m restoration and refurbishment of the Grade 1 listed De

La Warr Pavilion theatre and arts complex is ongoing. This will secure the future of the building whilst significantly reducing the public subsidy required.

www.artcafe-on-the-beach.co.uk - a community arts website designed and developed by the young people of Rother.

The £2.8m Rye Swimming Pool Project is one of the largest Sports Lottery Fund Awards in the region and a major investment in the Rye area.

Financial assistance and support for Bexhill Sailing Club in a successful Sports Lottery Fund bid for new boats and development of youth training at the Club, helping it to achieve RYA Enterprise status.

Construction of a new Sports Pavilion for Little Common, resulting in substantial increase in participation in sport, eg girl’s football.

Rye Gungarden has been restored with the assistance of the Heritage Lottery Fund.

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The Council is working with partners on new £1.5m Sure Start childcare facilities for Bexhill and Sidley, a museum development at Egerton Park, a centre of excellence for racquet sports at Bexhill High School and a new sports hall at Northiam.

Key Aim: Supporting and Promoting Regeneration and Employment Formulation of a regeneration package, the Five Point Plan, by the Hastings and Bexhill

Task Force, a partnership of Hastings Borough Council, Rother District Council and East Sussex County Council, local MPs and the South East England Development Agency (SEEDA) which seeks to lever in more than £400 million over the next eight to ten years.

The Rural Compact at Netherfield, a national pilot with the Countryside Agency and Rother Homes, where 500 residents have so far secured £108,000 from the Housing Corporation to fund community outreach workers to develop schemes such as IT provision.

Robust and challenging responses to the South Coast Multi-modal Study and the Regional Transport Strategy to secure agreed benefits in road and rail improvements.

Working closely with four regeneration partnerships for Bexhill, Battle, Rye and Wealden and Rural Rother (WARR), nearly £4million of additional financial support has been raised for a wide range of projects in our community.

Assisting the Bexhill Regeneration Partnership, for instance in the “Making Bexhill Brighter” campaign for new Christmas lighting for Bexhill town centre.

Key Aim: Protecting and Enhancing the Built and Natural Environment Implementation of the Local Action 21 Strategy. Officers have been very active in the

promotion of sustainability issues to businesses, schools, parish council events and the community at large through a wide range of activities and events. The Community Environment Centre has recently been opened.

Heritage Economic Regeneration Scheme for Bexhill town centre with grants for improving shop fronts and heritage buildings.

Development of our planning web-site and introduction of a Document Management System offering increased opportunity for public access to the planning process.

Key Aim: Supporting the provision of sufficient good quality and affordable housing Working with Registered Social Landlords on the Starter Homes Initiative, key workers in

Rother have now completed purchases of new homes. A partnership development of 13 homes as move-on accommodation with support for young

people linked to our existing 6 bed rural project in Rye.

Case Study 5: Improvements to the Planning Service

A managed programme of change using opportunities offered by e-government and ICTs is achieving significant improvements to the Planning Service. Audiovisual presentations at Planning Committee meetings were introduced in the late 1990s followed by an ongoing programme of GIS data capture for departmental records. In 2002, major investment in a document scanning system was embarked upon. In July 2003 a new delegation scheme for handling planning applications was introduced along with electronic reporting to elected Members. A dedicated Planning Website was unveiled in February 2003 that provides the opportunity to view planning applications and planning information online. A key feature of the new system is that full planning files including plans, forms and correspondence are now available for viewing by elected members and the public on a 24/7 basis and furthermore every application can be tracked from receipt to determination.

As a result of these changes the percentage of permissions resolved within eight weeks has risen from below 50% to 66% between March and August 2003. Our ambition is to achieve and maintain around 75% over a sustained period. The final version of the Local Plan will be published in October 2003.

3.4 Identifying future improvement Opportunities to build on the achievements and learning thus far in Rother’s change process include:

In the light of national statistics, we would like to see crime figures improving further. Improvements to and the integration of transport are a priority. Kerbside collection of waste paper for hitting recycling targets has now become a priority. We have seen improvements in communications and further investment must be planned for

to achieve progress. Affordable housing provision requires the Council’s influence to achieve concrete results.

The provision of a Foyer has become an ambition to achieve. Improvements to the regeneration infrastructure have been seen to offer great opportunities

and initiatives such as the broadband network require continued effort. Delivery of the Local Plan

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Fig.6: Most Improved Performance Indicators: source Rother District Council Annual Performance PlanBV9 Proportion of Council tax collected BV12 Working days/shifts lost to sickness absence per full time equivalent BV62 % unfit private dwellings made fit or demolished as a direct result of action by the local authority BV67 Proportion homelessness applications on which the authority makes a decision and issues written notification within33 working days BV78(a) Average time processing new benefit claims BV78(b) Average time for processing notification of change of circumstances BV79(b) % of recoverable overpayments (excluding Council Tax benefit) recovered in the yearBV80 Overall satisfaction with the benefits service BV157 % interactions with the public, capable of electronic service delivery, delivered by internet or other paperless methods

Food, Health and Safety Licensing would be enhanced by the post of a Environmental Health Officer to undertake health education.

Implementation of the Action Plan resulting from the Review of Public Conveniences is dependent on the Review of Building Cleaning and Maintenance, which has yet to commence.

Application for Investors in People status was considered and rejected on the basis that the resources required would outweigh the benefits at the time. The decision will be reviewed periodically.

3.5 Communicating progressThese improvements are consistent with the Council’s Key Aims, particularly in relation to cost effectiveness and the need to drive efficiencies in service delivery. Some improvements are a result of custom and practice and the efforts of officer teams. It is anticipated that a closer regard for performance management will enable the Council to focus its achievements and its resources on areas of outstanding priority. The Council has made significant progress in aspects of strategic planning, its political and management structures and in culture change. We recognise that there is still a way to go on many of these areas and that that they are not an end in themselves but are only worthwhile insofar as they contribute to improved service delivery and community wellbeing.

3.6 Investing in future successThe Council believes that people management is at the heart of continuous improvement and is investing significant additional time and resources into human resources policies to manage its workforce effectively. We recognise that good service delivery is ”dependent on a skilled and motivated workforce and all providers should have policies to secure this”.14 Staff side and Union representatives have worked hard with officers to implement the performance improvement at Rother, including the approach to CPA. The Council enjoys and nurtures a co-operative relationship with staff representatives. The Council now has a thorough approach to capital strategy and asset management, which is subject to rigorous review. The Council will use its performance-monitoring framework to deliver improvements, (ref. Case Study 2).

The Council has put great emphasis on attracting in external funding through regeneration sources such as successive SRB rounds and lottery funds. As a result of an innovative approach to using our capital resources, we have seen very significant investment in facilities that communities have demanded. For instance, by providing mortgages not only have we secured the future of village shops at Etchingham and Rye Harbour, we have also found investment potential for our own capital. We have shown a track record in enhancing leisure facilities such as the new pool at Rye, the “Safe Sands” scheme at Camber and the skate park at Bexhill. We will continue to enhance such provision for instance at village halls and the childcare centres at Bexhill and Sidley. We have worked to a rigorous principle of match funding and have seen this policy rewarded, for instance in the Netherfield rural compact pilot. In the last two years, the Council has taken tough decisions regarding the setting of Council tax to balance its citizens’ expectations of service delivery. Fig 7: Gross Expenditure by Key Aim 2003/04

14 ODPM Best Value and Performance Circular 03/200317

Case Study 6: Rye Pool We believe the communities of Rye and district have seen real improvement in the provision of high quality leisure facilities.

Rye and District Swimming Pool Association initiated the Rye Swimming Pool project in the late 1980s, following the provision of Rye Sports Centre (dry side facility) in 1987 by partners, East Sussex County Council and Rother District Council. The local community took an active role in the project in terms of site selection, design brief, project and partnership funding and development overview as full and active member of the multi-agency Rye Swimming Pool Development Steering Group.

The building has been designed as a highly visual building which helps in the physical regeneration of the site and is located between the Town’s Community College and rail / bus network. The construction of the swimming pool has been followed by the local newspaper group, with publicity during the event and promoting the opening throughout their readership. As part of the opening activities the second day was given over to “come and see and try” day, attracting over 1,500 visitors.

3.7 Open to scrutinyThe Council has introduced a number of additional means of opening itself up to scrutiny by both those inside and outside the organisation including; Ask the Leader Public Question Time Attendance at Parish meetings

by both Members and senior officers

Bexhill Town Forum Annual Parish Conference Budget Forum Rother Community Links

We have a new relationship with the media that sees us becoming much more pro-active in offering information, in responding to questioning and to putting our case across. The local press, radio and television companies have recognised this co-operative approach and as a consequence, we believe, have a new trust and confidence in their dealings with the Council. For instance, the local papers make much use of the Ask the Leader feature as an opportunity to spread the responses given to a wider audience.

4. In the light of what the Council has learned to date what does it plan to do next?4.1 Understanding ourselvesRother District Council believes itself to be self-aware about what it does well and the areas it would still wish to improve. The Council has made great strides in gathering data about its district and finding out what is important to its residents, for example through the community consultation, “Tell Us What You Think!” 2002. We know that the district continues to have pockets of social deprivation and isolation, masked by an apparently attractive locality. We appreciate that the top issues for local residents are crime, waste issues and housing. Whilst crime is not particularly high against national figures, the fear of crime is still a factor, particularly with our high proportion of older residents. Access to affordable housing is an important issue for many of our residents as it is across the South East. The authority is aware that it needs to continually refocus its service delivery in meeting community needs. We have worked hard to improve our levels of communication and the authority is determined to continue to improve its communication and consultation with residents and service users.

The authority has used examples from the public and private sector of delivering services in different, more creative and innovative ways. For instance, the Council has transferred its housing stock to a registered social landlord, which secured better living conditions for the tenants through increased opportunities for investment. This enables a more committed partnership approach, better long-term planning and greater scope for innovation, all within clearly set parameters and experienced client side control. The authority is aware that it must continue to be innovative about delivery and resourcing in order to meet its own aims and priorities. In particular, it must ensure that it focuses resources upon priorities and on continuous improvement in service delivery to the public.

4.2 Learning from our experience and from othersThe authority has made changes in the light of its experiences and its projections and forecasts. In comparison to previous years, the changes in the authority over the last two years have been extensive and rapid. Resources have been reallocated to address learning, for instance in customer care, the Planning service and the formation of the Corporate Capacity Team and Policy and Performance Unit. We have learnt from the feedback we have received from customers and stakeholders. For instance, on learning that members of the public were finding it difficult to engage in Council meetings because of the poor acoustics in the Chamber we have allocated resources to a sound system that amplifies discussion in an unobtrusive way. Members are actively encouraged to visit other authorities. A recent example of this has been contact with Maidstone Borough Council on the role of scrutiny. In addition to a visit to the Borough, staff from Maidstone made a presentation to our Members at a recent full day induction. Staff are

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assisted to take part in networks and Rother plays an active part in the South East Employers’ networks for scrutiny and democratic services. The authority has a track record of learning from others in service delivery and as an example included a comprehensive series of site visits in designing and business planning for the new swimming pool at Rye. In preparing the recent turnaround in performance in the Planning service extensive use was made of learning from peers at Chichester District Council. Our Benefits system has improved significantly through learning from others. This is demonstrated by the reduction in complaints, reducing from 50 in Mar/May 2000 to 2 in the same period 2003.

In addition, the authority has adopted a number of new ways of sharing information and learning including a new performance management framework, a Risk Management Strategy and officer and Member e-government champions to ensure ICTs are at the core of our business processes. Best Value Reviews have a strong track record of benchmarking our performance and using that of others to compare and learn. For instance, the Access to Services Review team made visits to West Sussex Beacon Council first-stop shops and Shepway District Council’s one-stop shop. The LSVT process was preceded by visits to other authorities that had undertaken housing stock transfer and a recent outsourcing review was aided by a visit to South Somerset District Council. Housing Service has a well-established process of learning from peers through the LSVT Benchmarking Group and Regional Housing Forum.

4.3 Sharing our learningRother recognises that it needs to improve shared learning across the authority. It is addressing this issue through team meetings, Staff Briefings, newsletters, use of websites and cross-department working groups like the Communications Group and the Performance Improvement Group. The new Directorate method of working will encourage cross-service working and learning. It should also be noted that in a small authority such as Rother, staff and Members get to know each other well and there are many informal opportunities to exchange advice and information.

4.4 Planning the future togetherThe overarching Community Strategy will provide the direction and priorities for the Council’s Corporate Plan. Under the Corporate Plan, each Key Aim has a number of inter-connected strategies and plans:

Improving Service Performance in a Cost Effective Way:Annual Performance Plan and Best Value Review Programme; Service Plans; Medium Term Financial Strategy; Asset Management Plan, Capital Strategy; Risk Management Strategy and Service Continuity Plans; Performance Management Framework.

Leading and Involving the CommunityCommunications Strategy; Council Constitution; Race Equality Scheme.

Safeguarding Health and Public SafetyCrime and Disorder Reduction Strategy; Emergency Plan; Licensing Policy, Local Agenda 21 Strategy; Bexhill and Rother Health Improvement Plan.

Meeting the Social, Leisure and Cultural Needs of the CommunityArts Strategy, Museums Strategy, Tourism Strategy; Sport and Recreation Strategy.

Supporting the Provision of Sufficient, Good Quality and Affordable HousingHousing Strategy; Homelessness Strategy; Private Sector Renewal Strategy; Supporting People Strategy.

Supporting and Promoting Regeneration and EmploymentEconomic Development Strategy; specific area strategies for Bexhill, Rye and the Rural Priority Area; Hastings and Bexhill Task Force Five Point Plan.

Protecting and Enhancing the Built and Natural EnvironmentInitial Deposit Local Plan; Local Agenda 21 Strategy; Home Energy Conservation Act Plan.

Strategies are renewed in line with new developments and are monitored and amended as appropriate. The authority is now more rigorous in attaching and monitoring SMART action plans to reviews and strategies, for example our Housing Strategy and Access to Services and Community Safety Best Value Reviews. This approach will become embedded as the Community Strategy drives us to consider our contribution to achieving its targets. Examples of the Council addressing areas where it has not achieved what it wanted to include reinforcing participation in the Crime and Disorder Reduction Partnership, increasing resources and closely monitoring progress. The authority has made efforts to increase the engagement of staff, partners and communities in strategic planning. An example for our staff is the extensive consultation and opportunities to contribute to the restructure during the winter of 2002/03. Examples for our partners are the creation of the Community Strategy and the Housing and Homelessness Strategies. Examples for communities also include the Community Strategy, Best Value Reviews and budget setting through the Budget Forum.

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4.5 Building capacityThe Council ensures that it has the capacity to identify further improvements through its extensive engagement in partnerships, increased consultation and communication with stakeholders, cross-cutting Best Value Reviews and engagement in county, regional and national professional groups and continuing to maintain and increase its Community Database. The authority links capacity to its planning process including in service plans, setting corporate priorities and in the Rother Community Strategy. The authority has set its longer-term strategies and priorities informed by the wishes and needs of the local community, for example in developing the Community Strategy and our own Key Aims. Rother District Council ensures that it has the capacity to implement and maintain further improvements through the continued development of its performance management framework, training and development, continuing its innovative resourcing and outsourcing and continuing to build on its partnership working. Staff are recognised as a key asset and are encouraged to feel associated with Rother’s recent improvements. The Reward Scheme has been introduced to show recognition of outstanding contributions. The Council’s restructure has addressed a number of capacity issues, particularly at the lower levels of the organisation

The authority re-assesses its corporate priorities on an annual basis and national and community priorities are both factors taken into account. It regularly re-assesses its Key Aims to determine if they are still focused on what the community desires and if there are any areas for development. An example of this was adding a specific Key Aim on Housing after consultation made it clear that the staff and partners considered it should be a long term aim and consultation raised it as a high priority for local residents.

Delivery of the Executive Priorities is therefore top of our improvement plan. We recognise that to deliver these effectively and efficiently we need also to continue to work through our organisational development agenda, continuing the transition in culture, developing our capacity for strategic planning and engaging more effectively with our communities. Customers First will continue to be the means to deliver our vision of an excellent authority.

4.6 Linking it all together

Sets out the community’s long-term aspirations and an Action Plan for delivery

Sets out the Council’s medium-term response to the Community Strategy through Key Aims and Executive Priorities

A detailed document that effectively ‘spells out’ year one of the Corporate Plan and contains such detail as is statutorily required

Detailed operational documents supporting the delivery of services against the Annual Performance Plan and Corporate Plan

Sets out an individual’s personal targets and are linked into, amongst other things, the Annual Performance Indicators. Ensure staff can develop and learn new skills or expertise to achieve their targets and ensure continuous

improvement

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Community Strategy

Individual Action Plans

Service Plans

Annual Performanc

e

Corporate Plan

Fig 8: Business Planning process at Rother District Council

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Rother District Council: Initial Improvement Plan Summary

Priority Specific Actions Outcomes Required Timescale /Resources and Responsibilities Links

Deliver our Executive Priorities Improving Planning Service

Engaging and working with our young citizens

Reduction in Crime and fear of crime

The provision of affordable housing

Improving employment opportunities

Integrating local transport

Improve waste disposal and recycling

Increased productivity, better customer satisfaction

Partnership involvement in Sure Start and Children’s Fund, Youth Councils

Securing the implementation of CDRP Strategy

Number of affordable homes increased by an average of 200 homes per year

Broadband coverage Rural diversification initiatives. Rye fishing industry regeneration

Scrutiny Committee require more detailed multi-modal ESCC Local Transport Plan

Introduce phased kerbside recycling scheme

Deliver zero waste policy

Lead Member Cllr GubbyClear planning backlog by 31.03.04 Upper Quartile by 31.03.06 Revenue budget, E-gov resources, Government planning grant

Lead member Cllr I JenkinsJuly 2004 and ongoing. Revenue budget

Lead Member Cllr W.H. ClementsAppoint staff 2003Revenue budget. Home Office funding

Lead Member Cllr B. KentfieldAchieve target by 2008.Revenue and capital budget Housing corporation and RSLs

Lead member Cllr S.H. EarlDelivery of Leader+ by 2008, RPA by 2004, SRB5 by 2005, Interreg 3Revenue capital and external funding, SEEDA AIF

Lead Member Cllr M.J. WilsonCommence implementation 2004/5Cycling Forum plan

Lead Member Cllr M.J Wilson Meet government targets by 2005 and upper quartile performance by 2010

Aim 1. Implementing e-govt. Local Plan

Aim 2Community Strategy, Sports and recreation strategy, arts strategy

Aim 3Community Strategy Crime and Disorder Reduction Strategy Aim 4 Community StrategyHousing Strategy, Local PlanBest Value Improvement Plan

Aim 5 Community StrategyEconomic Development strategy, Task Force, Regeneration partnerships

Aim 6: Community StrategyLocal Plan

Involve our communities Implement “Connecting with Communities”

Enhanced consultation skills and mechanismsEnhanced community development capacityMore opportunities for people to contribute to quality of life improvements

Leader and Cabinet, Strategic Management TeamCustomer satisfaction survey February 2004Revenue budget, government grantWorking with LSP partners

Community Strategy

Achieve cultural transition within the organisation

Training and development Implement’n of performance management and risk mgt system

Move take-up from “early adopters” to wide spread adoption of principles of new paradigm

Lead Member Cllr G.GubbyVersion 2 of PMS November 2003Training and development appraisals continuation: July 2004

HR strategies

Develop our longer-term vision, identifying desired outcomes and tracking mechanisms. Assess future capacity issues and manage expectations of impacts of Rother District Council service delivery

Detail high level targetsReview and reshape Scrutiny and performance management framework

Clear understanding by organisation and all stakeholders of priorities of Council

Leader and Cabinet, Strategic Management TeamJanuary 2004

Community StrategyLocal Development Framework

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Rother District Council CPA Self Scoring summary

Theme Score Weighting Weighted score

Ambition

Prioritisation

Focus

Capacity

Performance Management

Achievement of Quality

Achievement of

Improvement

Investment

Learning

Future Plans

4

3

3

3

2

3

4

3

3

2

1

1

1

1

1

3

3

2

1

1

4

3

3

3

2

9

12

6

3

2

Total 47

Key

1 = weak2 = weaknesses outweigh strengths3 = strengths outweigh weaknesses4 = strong

Excellent Good Fair Weak Poor

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