· Web viewCHL will improve the quality of adverts, review of process documentation, changes to internal decoration procedures and development of aide memoires for voids staff to solidify

Appendix 1 – Service Performance Q4 / Year End 2016-17

SERVICE PERFORMANCE INDICATORS

The following information is ordered by service and then by RAG rating. Details of the performance indicators are on the Council’s website: http://www.cornwall.gov.uk/council-and-democracy/organisational-performance/

OverviewThis report provides an overview of Service performance (provided by the Head of Service) and details the strategic and critical performance indicators for each service.The majority of indicators are reported on a quarterly basis; however there are some indicators that are reported annually.This report details the position as at the end of the 2016-17 financial year and contains 88 measures. 5 of these measures do not have targets associated with them.In summary, of the remaining 83 performance and financial service indicators -

49 (59%) of indicators are green (achieving or exceeding their target); 14 (17%) are amber (slightly off target); and 20 (24%) are red (significantly off target)

‘Direction of Travel’ compares against previous year’s outturn

‘Actual’ shows end of year performance against target (Green= achieving or exceeding target, Amber = slightly off target, Red = significantly off target and so in need of most attention)

‘Benchmark’ compares against National Average (Green= Better than average, Amber= Slightly below average, Red= Significantly below average)Servic

ePerformance indicator Goo

d is?Direction of travel

Target Actual Benchmark

Commentary

CHILDRENS FAMILIES AND ADULTS DIRECTORATE

Educ

atio

n &

Early

No of permanent exclusions in primary schools (academic year to date)

Better

11 12, or 0.04%,as at

MarchRED

0.02%(14/15

National Average)

RED

12 is above target but not unexpected against a national trend of steadily increasing exclusion rates. We are working with schools (particularly one school with 3 exclusions this year to date) and the Regional Schools Commissioner to address.

Page 1 of 35

http://www.cornwall.gov.uk/council-and-democracy/organisational-performance/


Service

Performance indicator Good is?

Direction of travel


CommentaryYe

ars No of permanent

exclusions in secondary schools (academic year to date)

Better

6247, or 0.3%, as at March

RED

0.15%(14/15

National Average)

RED

47 is above target but not unexpected against a national trend of steadily increasing exclusion rates, and an improvement upon 53 at the same point last year. We are working with heads and the Regional Schools Commissioner to tackle exclusion rates.

Keystage four - 5 A* to C GCSEs (academic year 2015/16)

Same

64.8% 64.8% GREEN

64.9%(2015,

National Average)AMBER

n/a

Achievement of 5+ A*-C GCSEs by pupils eligible for free school meals (FSM) (academic year 2015/16)

Same

36.2% 36.2% GREEN

39.2%(2016,

National Average) AMBER

This will be a redundant measure after summer 2017 due to a national change in the way young people’s academic attainment is measured. A*-C GCSE grades are being replaced with Progress8 and Attainment8. Both of these will have subsidiary indicators of both FSM and wider disadvantaged groups. However, exact wording is still to be confirmed. Provisional data is due in Oct/Nov (dependent on DfE release).

Improved outcomes (points score) at keystage 5 for 11-18 schools - in line with national average (academic year 2015/16)

Better

212.5 212.5 GREEN

215.9(2016,

National Average) AMBER

Adul

t Car

e &

Supp

ort Delayed transfers of care

from hospital attributable to adult social care per 100,000 population

n/a 6.914.8RED

3.7(2015/16 National Average)

RED

Winter 2016/17 was particularly challenging both nationally and locally. The adult social care grant should help to reduce delayed transfers of care in 2017/18. There are indications that performance in 17/18 is improving.

Delayed transfers of care from hospital per 100,000 population

n/a 14.829.7RED

11(2015/16 national average)

RED

Winter 2016/17 was particularly challenging both nationally and locally. The adult social care grant should help to reduce delayed transfers of care in 2017/18. There are indications that performance in 17/18 is improving.

Proportion of adults in contact with secondary mental health services living independently

n/a 60% 49.9%RED

63.3%(2015/16 national average)

RED

Cornwall Foundation Trust (CFT) reports this data, which should be treated with caution. We are working with CFT to understand this data.

Page 2 of 35


Service


Direction of travel


Commentary

No of adults (65+) with ongoing packages of care in the community

n/a 2,8002,759GREEN n/a

The figures have increased over the past year demonstrating the council is supporting more people at home. The Transforming Adults Social Care programme will put in place a range of initiatives that will mean less people will require long term support.

Number of adults (18-64) with ongoing packages of care in the community

n/a 2,1002,061 GREEN n/a

This indicator shows that these packages for the people mean that people are supported at home rather than in placements, which is entirely appropriate.

% of older people still at home 91 days after discharge from hospital into re-ablement / rehabilitation

n/a 84.0%90.2%GREEN

82.4%(2015/16 national average)GREEN

Performance for this indicator is at expected levels. There is a review of how this indicator is measured to ensure its efficacy.

Proportion of adults in contact with secondary mental health services in paid employment

Better

6.5%7.7%

GREEN8.8%

(2015/16 national average)

RED

Please note that the figure for Q4 is provisional and requires further verification.

Proportion of adults with a learning disability receiving long term support in paid employment

Worse

3%3.31%GREEN

7.4%(2015/16 national average)

RED

Performance is at expected levels at this stage. Further work is needed to really develop Cornwall’s approach to support people with learning disabilities in this area.

Long term support needs of people aged 65+ by admission to residential and nursing care homes

Better

530.0516.2 GREEN

673.4(2015/16 national average) GREEN

The improved figure for this quarter needs final verification and is subject to moderation. However Cornwall’s performance is strong in this area compared to the national picture

Child

ren

& Fa

mily

Se

rvice

s % of looked after children having 3+ placements in the year (Short term placement stability)

Worse

14%18.03% RED

10%(2015

national average

RED

Provisional data subject to validation. The outturn is affected by the overall reduction by the numbers of Children in Care; the number of children who having 3 or more placements has remained relatively stable at around 70.

% children adopted or who ended care after the granting of a SGO, RO or CAO (LI11)

Worse

22% 17.77% RED No direct comparato

r at this time

Provisional data subject to validation. Performance in supporting children to achieve permanence is consistently strong but volatile due to small numbers.

Page 3 of 35


Service


Direction of travel


Commentary

Repeat children in need plans within 24 months (Safeguarding)

n/a n/a 1.88 n/aProvisional data subject to validation. This performance indicator is under development and its continuation will be reviewed at the end of Quarter 2 2017/18.

% repeat requests for early help plans within 24 months

n/a n/ 2.15 n/aProvisional data subject to validation. This performance indicator is under development and its continuation will be reviewed at the end of Q2 17/18.

% of looked after children in same placement for at least 2 years (Stability of placements) (NI63)

Better

70%76.92% GREEN

68%(2015

national average GREEN

Provisional data subject to validation. Performance in helping children to achieve long term stability is good.

% of children becoming the subject of Child Protection Plan for a second or subsequent time (NI65)

Better

20%13.17% GREEN

17.9%(2016

national average) GREEN

Provisional data subject to validation. Good performance indicating effectiveness of Child Protection Plans and step down arrangements as well as robust decision making in escalating CP plans to care proceedings.

% Repeat referrals to children's social care within 12 Months (Completed During the Month)(LI18)

Better

20%16.55% GREEN

22.3%(2016


Provisional data subject to validation. The outturn represents good performance, demonstrating the effectiveness of the early help offer and the help and protection offered to Children in Need.

Care leavers in university n/a 20%21%

GREEN7%

(2016 national average) GREEN

Provisional data subject to validation. The council should be proud of the number of care leavers who are going into further and higher education.

Ranking of Cornwall's Children's Services n/a 3

3GREEN n/a

Cornwall has improved its performance sufficiently to be judged as Good (3) by Ofsted following the latest Joint Targeted Area Inspection (JTAI) inspection, putting Cornwall in the top 25% of authorities in the country.

Care Leavers in education, training or employment

Better

75.00% 91.76% GREEN

49%(2016


Provisional data subject to validation. The Council’s performance in supporting care leavers into employment education or training is good.

Page 4 of 35


Service


Direction of travel


Commentary

Care leavers in suitable accommodation n/a 85.00%

97.65% GREEN

83%(2016


Provisional data subject to validation. Performance in supporting care leavers to secure suitable accommodation is good.

WELLBEING AND PUBLIC HEALTH

Wel

lbei

ng &

Pub

lic H

ealth

Excess weight in 10-11 year olds

Better30.4%

31.9% AMBER

34.2% (15-16 national average) GREEN

Annual measurement of year 6 pupils. There is a national trend of increasing excess weight. Although worse than target, we have made some progress in reducing excess weight against the national trend.

% of households living in fuel poverty (households that have above national average fuel costs and, were they to spend that amount, would have residual income below the official poverty line)

Worse

No target 14.9%10.6%(2014

national average)

RED

Fuel poverty levels have been increasing in Cornwall since 2011 and households benefiting from energy efficiency improvements fallen from 4,000 a year to 1,000 a year. To mitigate this in 16/17 there has been a £2.3m capital programme to install first time central heating in 318 homes and lift such households out of fuel poverty.

Healthy Life Expectancy (FEMALE) (estimate of how many years a person will live in a healthy state)

Worse

No target 64.364.1

(2013-15 national average) GREEN

This is a good overarching measure of population health. Raising healthy life expectancy would reduce the cost of health care and social care as well as improving quality of life. Caution is required in interpreting small year on year variations. Latest data February 2017.

Healthy Life Expectancy (MALE)(estimate of how many years a person will live in a healthy state)

Better

No target 64.663.4

(2013-15 national average) GREEN

Commentary as above.

Age standardised mortality rate from suicide and injury of undetermined intent

Worse

14.615.1RED

10.1(2013-15 national average)

RED

Suicide rates in Cornwall have been significantly above the national average for many years hence the need for ongoing focus. There has been extensive work with many agencies across Cornwall in 16/17 to address this. The delay in data reporting is due to the need for inquest determinations.

School Readiness: all children achieving a good level of development at the end of reception as a % of all eligible children.

Better

65.0 63.2 AMBER

69.3(2015

national average)

RED

School readiness is a good indicator of wellbeing in children. Although the trend is in the right direction, Cornwall continues to lag behind the national average.

Page 5 of 35


Service


Direction of travel


Commentary

Healthy Lifestyles & Reducing Health Inequalities

n/a 43

AMBER n/a

This is a basket of indicators –Uptake of NHS Health ChecksNumber of people that quit smokingFamilies attending a healthy weight courseNumber of people attending Asist (suicide prevention training)School based dental check ups.

Sexual Health n/a 23

GREEN n/a

This is a basket of indicators –The number of over 18 - 25s receiving Long Acting Reversible Contraception (RCHT data)The number of under 18s receiving Long Acting Reversible Contraception (RCHT data)The percentage of those offered an HIV test at their first STI appointment that go on to have the test

Giving children the best start in life n/a 2

2GREEN n/a

This is a basket of indicators –Breastfeeding at 6-8 weeksSmoking at time of deliveryPercentage of births that receive a face to face NBV within 14 days by a Health VisitorPercentage of children who received a 2-2.5 year review

NEIGHBOURHOODS DIRECTORATE

Envi

ronm

ent

% Household waste sent for reuse, recycling and composting (Recycling rate)

Better

37%35.69% AMBER

41.88% (2015/16 National Average)

RED

The recycling rate this year is slightly lower than the predicted level however shows an improvement of almost 0.5% on last year's rate, continuing a trend of gradual improvements. With the rollout of mixed plastics collections across the county we expect to see this rate improve and potentially meet its target in 2017-18.

Total household (black bag) waste disposed per dwelling

Better 625kg

626kg AMBER n/a

Total black bag waste per dwelling is approximately on target and represents a drop of approximately 7kg/hh/yr compared to the previous year

Section 106 - % of money spent against target

n/a 90% 89% AMBER

n/a A new performance indicator for 16/17 with a challenging initial target for the combined total of s106 spend for transport, affordable housing, public open space and education. S106 spend on education and transport was less than planned as a result of changes to what we received from developers and unexpected delays in two capital schemes. Affordable housing and public open space have been able to utilize more s106 monies than originally predicted.

Page 6 of 35


Service


Direction of travel


Commentary

Satisfaction with street cleanliness (Residents Survey 2016)

Better

60%59%

AMBER

69%(2016

National Average)

RED

While slightly below target, this is an improvement of 1% on last year's results, consistent with a steady increase in public satisfaction with street cleanliness from 50% in 2013 to 59% in 2016.

Street cleanliness % of streets with high levels of litter

Better

5%1%

GREEN n/a

This result shows an excellent standard of cleanliness across the whole of Cornwall. We have now joined the ‘Tidy Britain’ bench-marking service which will, in time, give a true bench-mark against a basket of similar authorities.

Beach Water Quality n/a 100%100%

GREEN n/a

In Cornwall there are 81 designated bathing waters. In 2016 80 of these were tested by the Environment Agency. There is one remaining beach where the water is untested and therefore is unclassified. This is due to issues accessing the beach.

Resil

ient

Cor

nwal

l

% of respondents who agree that the Police & Council are dealing with the ASB & crime (Residents Survey 2016)

n/a 65%

49%RED n/a –

specific to Cornwall

The same question asked as part of the Crime Survey for England and Wales (CSEW) provided a result of 65% (March 2016) for the Devon and Cornwall Force area. To create a better Cornwall comparator to the CSEW than the Residents’ Survey, we have added this question to the Safer Cornwall Have Your Say survey, which is run on a continuous basis and allows us to capture residents' views in a context more akin to the CSEW. We aim to receive 1100 responses per 6 months.

% of Devolution Programme delivered on time

n/a 75% 74.29%AMBER

n/a – specific to Cornwall

This is the first year that we have monitored progress against proposed time scales. We have just missed the very ambitious target of 75%, in part due to the fact that Town and Parish Councils have very structured decision making processes, often via monthly meetings. This will be reflected in future targets for the programme.

Page 7 of 35


Service


Direction of travel


Commentary

Safer Cornwall - Working together to make Cornwall safer

n/a 45

GREENn/a –


To measure Community Safety we have 7 indicators, 5 of which are on target: fires in the home, false alarms, our ability to respond to emergencies, road safety awareness, reoffending rates of ASB, victim support for DASV and reduction in alcohol related violent crime. Management action has been put in place to support firefighter development and fast track training to a competent level. As an interim measure, we will use whole time firefighter resource where we can to address any daily shortfalls in availability.

Neig

hbou

rhoo

d&

Publ

ic Pr

otec

tion

Tidy Cornwall Environmental Measures n/a 50%

50% GREEN


This performance indicator was a new measure for 2016/17, and provides an overall indication of the level of environmental tidiness in Cornwall by looking at four component performance measures (% seized stray dogs returned to their owners, Dog fouling patrols - % finding an improvement in cleanliness rating, Environmental Patrols – no. of intelligence led targeted proactive patrols undertaken, % abandoned vehicles reclaimed or removed by the Council). Therefore with two measures on target or above, this results in the overall indicator status being ‘on target’.

Non-compliant food businesses returned into compliance for food safety

n/a 85%88%

GREEN n/a

Food safety officers have worked with 335 initially non-compliant food businesses this year, and 88% of those still operating have moved back into compliance. There are 10 food businesses that have been subject to formal legal process this year in order to bring about compliance. If these are included in the proportion of compliant businesses, performance rises to 90%.

ECONOMIC GROWTH AND DEVELOPMENT

Page 8 of 35


Service


Direction of travel


CommentaryPl

anni

ng &

Sus

tain

able

De

velo

pmen

t% planning appeals successfully defended (exception reporting)

Worse

65%65%

GREEN 66% AMBER

Following the adoption of the Local Plan the appeal success rate increased significantly which ensured that the performance for the year met its target.

% major planning applications decided in time

Better

85%93%

GREEN n/a

Better than target and a higher number of decisions were made

% of planning appeals where the Council has an award of costs made against it by the Planning Inspectorate

n/a 5%4%

GREEN

3%(2015/16 national average)

RED

Better than target and additionally 2 awards of costs were granted against the appellant.

Hous

ing

800 homes to be delivered by the council through the Housing Development Programme strategy by 2020.

n/a 50

RED n/a

This is a deliberately ambitious and challenging target. With an extended period of collaborative design incorporating feedback from local community and stakeholders, to produce quality house-types and site layouts, procurement of a contractor to build the first homes has taken longer than programmed. Work to identify and secure a pipeline of sites for the next phases is underway.

Percentage of Disabled Facilities Grants prioritised as urgent meeting target timescale

n/a 65%39%RED n/a

There are a number of factors that have caused delay including waiting times for Occupational Therapy (OT) assessments, for asbestos survey approvals from some registered providers and in obtaining quotes from contractors. A fundamental review is being undertaken in order to substantially reduce timescales.

Number of new affordable homes provided

Better800

804GREEN


This is a provisional figure and will be formally ratified by DCLG in due course. The achievement of the target reflects successful delivery of HCA and Council-funded RP programmes and s106 provision.

B&B - Number of families with children in B&B over 6 weeks (snapshot)

n/a 0 1AMBER

No direct comparato

r

One family with children were in B&B for over six weeks due to unforeseen circumstances which delayed their move to settled accommodation.

Page 9 of 35


Service


Direction of travel


Commentary

Average re-let time (calendar days)-General Needs & Housing for Older People standard re lets.

n/a 32.0028.66

GREEN n/a

A Void Improvement Programme has led to the introduction of procedures during Q3 and Q4 16/17 that have markedly improved performance.

Total number 16/17 year olds in Bed & Breakfast (B&B) snapshot

n/a 00

GREEN No direct comparato

r

Target achieved.

Total Number of households in temporary accommodation

Worse

205201

(0.75 per 1000 hh) GREEN

1.1/1000 hh (2016 national average) GREEN

This target was achieved. A review is being undertaken of all households in Temporary Accommodation (TA) for over 60 weeks to consider the barriers to complex cases being housed and how this can be overcome in partnership with agencies (there are approximately 35 cases over 60 weeks). The development of a TA supply and demand model, and improved partnership working with private rented landlords will help minimise the future use of TA.

Percentage of Disabled Facilities Grants prioritised as routine meeting target timescale

n/a 70% 70% GREEN n/a

Target achieved. A fundamental review is being undertaken in order to substantially reduce timescales for both 'urgent' and 'routine' disabled adaptations.

Tran

spor

t & In

frast

ruct

ure Rail passenger journeys

originating, ending and interchanging in Cornwall. % increase on 2009 baseline (financial year 2015/16)

n/a 31%29%RED n/a

Rail footfall figures for the preceding year are provided by the rail industry and may not be available until December. They will be updated as soon as they are received. The figure supplied is confirmed for 15/16 as this is the most recent information.

Bus services running on time

n/a 90%

87% AMBER n/a

Drop in overall punctuality schedule down almost entirely to the increased number of roadworks undertaken during last year.

Parking Service overall net position

n/a 11,201,000 10,960,495 AMBER

n/a

Page 10 of 35


Service


Direction of travel


Commentary

Local bus passenger journeys originating in the authority area

Better

11,200,00011,570,000

GREEN n/a – specific to Cornwall

Patronage (particularly fare-payers) increased in last year by 5.4%. Major reason is stability in network.

Condition of Cornwall’s highways. Position out of 100 in NHT survey

n/a 3839

GREEN n/aThe target was to maintain position for 16/17. We have achieved an increase of 1/100 bringing the position to 39/100 compared to 31/100 in 2013.

% of rural road network that receives an annual inspection

n/a 100%100%

GREEN n/a320,000 routes have been inspected as part of the 2016/17 year

Response to category 1 safety defects (% potholes repaired within agreed timescale)

Better

95.0%98.2% GREEN n/a

Bus user satisfaction (Transport Focus Survey 2016)

n/a 53%87%

GREEN62%

(2016 National Average) GREEN

Figures taken from Transport Focus survey carried out in November 2016. Biggest influence on satisfaction increase is down to stability in the network.

Airport Passenger satisfaction n/a 98%

98%

GREEN n/a

Econ

omi

c Gr

owth % of people (16 - 64 year

olds) with a qualification equivalent to an NVQ Level 4 and above

Better

35.6% 32.9%AMBER

38%(2016,

National Average)

RED

At lower geographical levels such as Cornwall there is a greater volatility in the figures than at higher levels such as the UK level. This means that changes in the figures from one year to the next can reflect volatility in the data.

Page 11 of 35


Service


Direction of travel


Commentary

Annual average earnings in Cornwall (including part-time and full-time)

Better

£17,372£17,873 GREEN

£23,099

(2016, National Average)

RED

Target based on average annual growth of 0.64% over the 2010-16 period. [This period has been used as earnings changes post-recession exhibit a different pattern to those pre-recession]. Figures for latest year are provisional and will be revised the following year. Growth rates are revised annually to take account of the latest year’s figures.

CUSTOMERS AND SUPPORT SERVICES DIRECTORATE

Cust

omer

Acc

ess &

Dig

ital

Network Availability Same

99.90%99.96% GREEN n/a

The main network outage during the year related to one incident which was a failure of the fire suppression system in the Datacentre on 15th April 2016. The unavailability of the Data Centre and the services it hosts caused a county wide outage of core network and Infrastructure services affecting the majority of applications and directorates. The notable exception was that general Mitel Telephony services were available throughout. The subsequent Major Incident Report identified the root causes and actions have now taken place to prevent a similar failure.

% of NNDR (business rates) collected (CUMULATIVE MEASURE)

Better

97.51%98.05% GREEN n/a

The amount collected equates to an additional £6m from 2016/17.

% of council tax collected (CUMULATIVE MEASURE)

Better97.31%

97.45% GREEN n/a

The amount collected equates an additional £18m from the previous year.

Average no. days taken to process Housing Benefit/Council Tax Benefit claims

Better

13.00 11.45 GREEN

n/a Processing times for the year are again better than target. With further options available on line in 2017/18 performance should continue to improve for residents.

Page 12 of 35


Service


Direction of travel


Commentary

At least 75% of residents will be satisfied with library services (Residents Survey 2016)

n/a 75%50%RED

61%

(National Average

2016, LGA)

RED

Increasing library satisfaction and identifying sustainable service delivery models has been prioritised for 2017/18.

Percentage of residents who agree that the Council is campaigning and standing up for Cornwall (Residents Survey 2016)

Worse

60%49%RED n/a –


Following annual residents survey the Council agreed to review how it communicates and engages with residents and stakeholders. A Communications Strategy is now in place and will be implemented in 2017/18

Percentage of residents agreeing that we keep them informed about the Council services and benefits provided (Residents Survey 2016)

Worse

52%44%RED

63%(2016,

national average)

RED

Following annual residents survey the Council agreed to review how it communicates and engages with residents and stakeholders.A Communications Strategy is now in place and will be implemented in 2017/18

Resident satisfaction with the cleanliness of pavements (Residents Survey 2016)

n/a 60%55%RED

69%(2016,

national average)

RED

n/a

Percentage of residents that think that the Council provides value for money (Residents Survey 2016)

Better

36%34%RED

51%(2016,

national average)

RED

Following annual residents survey the Council agreed to review how it communicates and engages with residents and stakeholders.A Communications Strategy is now in place and will be implemented in 2017/18

Stra

tegy

&En

gage

men

t Percentage of residents satisfied with Cornwall as a place to live (Residents Survey 2016)

Better 86%

85%

AMBER

82%(2016,


percentage of residents that are satisfied with the way that the Council runs things (Residents Survey 2016)

Better

56%57%

GREEN

68%(2016,

national average)

RED

Respondents to survey agreed least with “Cornwall Council is efficient and well run”LGA Peer Review took place in August 2016

Co mm %Total Spend via Local

Suppliers

BetterNo target 54.29% n/a Cornish Supplier = £303,115,778.22

Non-Cornish Supplier = £255,231,770.07Total Spend = £558,347,548.29

Page 13 of 35


Service


Direction of travel


Commentaryer

cial

Serv

ices % of Total Spend through

SME's (Small and Medium sized Enterprises and Businesses)

Better

38.00%40.48% GREEN

33%(2016/17 national average) GREEN

Small & Medium businesses = £226,045,257.85Large Business = £331,751,017.94N/A = £551,272.50 (Not Categorised)

Reso

urce

s

Percentage of invoices paid within 30 days n/a 92%

93.58% GREEN n/a

Increase in Council Tax income from £246m in 2016-17 to £297m in 2020-21

n/a246,000,00

0

254,000,000

GREEN n/a

Increase in Business Rates Income from £74m in 2016-17 to £180m in 2020-21

n/a 74,000,00077,000,000

GREEN n/a

In-year collection rates for Business Rates 98.05% against a target of 97.51%.

Page 14 of 35


CORPORATE HEALTH MEASURES (ORGANISATIONAL)

Performance indicator(PI title)

Good is?

Direction of travel

Target Actual Benchmark Commentary

Percentage of step 1 complaints responded to within 10 working days

Better

80.00%80.02% GREEN n/a

This figure does not include complaints that had been extended beyond 10 days with the agreement of the customer and if this was taken into account, the figure would stand at 93%. With effect from April 2017 the corporate target will increase to 90% within timescale, including complaints extended in agreement with the customer.

Percentage employee engagement index from employee survey

Better

65% 72% GREEN

61% (Public Sector)

62% (Local Government

Organisations) GREEN

When compared with other Public Sector organisations, the Council performs above average (72% vs 61%), and against other Local Government organisations (at 62%).

Percentage employee morale from Employee Survey

Better

30% 42% GREEN n/a

The annual employee survey was conducted in June/July. The percentage of people who feel that morale is good where they work is 42% which has risen by 12% since last year.

The number of Apprentices working in the Council

Better

5042

RED n/a

Lower than target due to 3 additional leavers along with the decision taken to commence starts in 17/18 to maximise the levy funds which commence from April 17

Average percentage of time lost due to sickness absence

Worse

4.00%4.27% RED

4.42%(2015/16 national average) GREEN

Overall sickness absence rate was 4.27% (about 9.5 working days per FTE per annum). Public Health 2% (4.5 working days) Customer and Support Services 2.9% (6.6 working days) Economic Growth and Development 2.5% (5.6 working days) Neighbourhoods 4.3% (9.6 working days) Children, Families and Adults 5.5% (12.5 working days)

Page 15 of 35


OVERVIEW OF SERVICE PERFORMANCE

The following section provides an overview of Service performance for the year 2016/17

CHILDREN, FAMILY & ADULTS DIRECTORATEEducation and Early Years Service – Jane Black

OverviewAlthough it is financial year end, the academic year is still ongoing so end-year figures for 2016/17 are not available. Exclusions continue to be an area of concern and both primary and secondary permanent exclusions now show as much worse than target. However, it is pleasing that the amount of secondary permanent exclusions is showing as less than at the same point in 2016. Extensive work continues with Headteachers and discrete groups to promote inclusivity and discuss alternative courses of action and options. Exclusions are reviewed by the Education Access and Sufficiency team in an attempt to rescind them where and when appropriate, dependent on individual circumstances.

Key Performance Indicator notesFigures are for the academic year ending summer 2016:-

Keystage four 5 A* to C GCSEs Achievement of 5+ A*-C GCSEs by pupils eligible for free school

meals Improved outcomes (points score) at Keystage 5 for 11-18 schools -

in line with national averageFigures are for the current academic year to date:-

No of permanent exclusions in primary schools No of permanent exclusions in secondary schools

Children and Family Services – Jack CorderyOverviewPerformance overall remains Good and in some areas Outstanding, justifying the Ofsted rating of the Councils children's care services and the overall top quartile position that Cornwall children's services hold nationally. This performance has been achieved at a time of increasing demand and significant ongoing cuts in resources available to the Service.

Key Performance Indicator notesn/a

Adult Care and Support – Claire LeandroOverviewDelayed Transfers of Care quarter one showed an improvement, followed by deterioration in performance for the rest of the year despite a range of schemes and actions. There were significant pressures on the front door of the hospital, which often meant an increase in social care referrals (whether appropriate or not). The system put in place a Discharge to

Page 16 of 35


Assess (D2A) pathway which will reduce the draw on Home Care. The Council has contributed both staff and funding to ensure that this commences at pace and it is expecting an annual reduction of 1,700 fewer people needing packages of support.During 2016/17 the following have been achieved:

Successful recruitment of 3 Heads of Care and Support Completion of adult care and support restructure including

Community Independence Proactive Social Work recruitment programme Continuing Health Care Social Work Team – focused intervention

has helped avoid has protected / cost avoided approximately £3,581,000 pressure on the council (to Jan 2017) whilst ensuring residents of Cornwall received support while going through this process

Adult Safeguarding Team reviewed and placed under direct Adult Care and Support management. Targeted work to streamline Adult Safeguarding practices in line with Making Safeguarding Personal. Recruitment in to key posts.

Senior Decision Panel – providing senior management oversight on packages of care over £600, identifying trends and challenges for the wider workforce

Realignment of Business Support functions moving them in to the service from the former Commissioning Performance and Improvement service

Staff guidance is in place on team roles and responsibilities The 3 heads of service are actively engaging with external and

internal partners to strategic direction in line with STP and Cornwall Offer

Delivery of Day Services changes – established 3 new services to replace Murdoch & Trevithick

Joint management meetings with CPFT.

During 2016/2017 the Directorate obtained Cabinet agreement for a high level programme of work to transform Adult Social Care over the next three years so the service can manage present and future demand.

Over the next 3 years we plan to: Embed new Adult Care and Support structure – and further

develop in light of emerging Transforming Adult Social Care Programme

Support workforce to develop skills knowledge and expertise to meet our responsibilities

Increase self-directed support options, as well as inform commissioning priorities and developments to widen suite of potential services for people

Work to deliver within budget and promote strong effective budget management across the service

Deliver improved outcomes for people with complex needs Embed Quality Standards Ensure delivery of safeguarding reflects best practice and ‘Making

Safeguarding Personal’

Page 17 of 35


Continue close working with partners on how we deliver social care, particularly to work towards integration

Deliver a high quality, efficient Business Support and Administration service across Adult Social Care

Deliver Workforce Planning

Key Performance Indicator notesProvisional figures:-

Proportion of adults in contact with secondary mental health services living independently

Proportion of adults in contact with secondary mental health services in paid employment

Adult Transformation and Commissioning – Jonathan PriceOverviewCommissioners have been sharing the future operational model for Adult Social Care and plans to meet its future challenges.

1. Shaping the road to 2020/21 (Our direction)2. Care closer to home (Our operating model)3. Key to Life (Our enablers)

These approaches are now framed inside the ‘Transforming Adult Social Care; The Cornwall Offer’, approved by Cabinet in January 2017.Work has also started to implement this ambitious plan. Design of the new social work operating model has started; approval has been given to the community based support and housing strategy which includes development of extra care housing for older people, more supported living schemes for people with a disability and an option to remodel the care homes owned by the Council but leased to Cornwall Care.Day Services review – the first series of engagement sessions have taken place with providers. Work to analyse key projects to deliver ‘Care Closer to Home’ formerly known as ‘Lot 1 and Lot 2’ contracts.Care at Home Framework providers have seen two increases in the hourly fees to ensure Cornwall is paying a competitive rate. The framework agreement has been extended until 2018. The majority of providers have agreed to remain as part of the framework. The social care grant will help focus much needed attention to this relatively large number of people waiting for assessments in the community.


WELLBEING AND PUBLIC HEALTHWellbeing and Public Health – Caroline Court

Overview

Page 18 of 35


Public health is benchmarked nationally on 66 indicators.We continue to focus on raising healthy life expectancy. This has stagnated in recent years both in Cornwall and nationally despite the rise in life expectancy. An increasing gap between life expectancy and healthy life expectancy leads to increased costs of healthcare and social care.Fuel poverty and excess winter deaths are significant issues in Cornwall. The Central Heating Fund, a £2.3m capital programme to install first time central heating in 318 homes and lift such households out of fuel poverty, has been successfully completed for 16/17. The Winter Wellbeing programme helps around 1,500 households a year. A new energy efficiency approach planned for Winter 2017/18.Suicide prevention – Cornwall has for many years had a suicide rate significantly above the national average. There has been extensive work with many agencies across Cornwall in 16/17 to address the high suicide rate. There is a lag on published suicide data of approximately 2 years.The number of pregnant women smoking has seen has a slight increase but this will be supported in the coming months by a trial of smoking cessation support being provided at the scanning clinic.Mandated checks by health visitors continue to exceed targets and perform well against local and national comparators. However, some indicators of child health including school readiness and excess weight in reception indicate that further focussed work is required.


NEIGHBOURHOODS DIRECTORATEEnvironment – Peter Marsh

OverviewThe Environment Service has completed the year with some positive performance trends. We have increased the number of garden waste subscribers from just over 23,000 at the end of 2015/16, to over 27,700 at the same time in 2016/17. This has been achieved by actively promoting garden waste collection services, as part of the wider waste services offer, at events such as Royal Cornwall Show. Similarly bulky waste service requests have increased by 22% 12,236 at the end of 2016/17. These discretionary services create additional revenue and help us manage the budget across the whole of the waste service portfolio.For 2016/17 we set an ambitious target of recycling 37% of all household waste collected from each property through our kerbside collections. Although this year we have fallen slightly short of that (finishing the year on 35.7%) the last quarter of 2016/17 saw a slight increase in household recycling rates as a result of the collection of mixed plastics.The Cornwall-wide roll-out of the mixed plastics collections will continue to drive our recycling rates during 2017/18 and we expect to see further improvements in our recycling outputs at the end of the 2017/18 reporting year.We regularly survey Cornwall’s streets and measure the levels of litter, detritus and graffiti. Litter includes mainly synthetic materials, often

Page 19 of 35


associated with smoking, eating and drinking, that are improperly discarded and left by members of the public. Figures for 2016/17 show that less than 1% of Cornwall’s streets contain high levels of litter- this is significantly better than the target of 5% and represents the third consecutive year-on-year improvement and 6% improvement over 5 years.However, despite the continued improvements in levels of litter on our streets, we are still underperforming on the public’s satisfaction with street cleanliness. In an annual survey carried out by the National Highways & Transport (NHT) Network ‘Satisfaction with Street Cleanliness’ in Cornwall has increased from 50% in 2013 to 59% in 2016, but this still falls short of the 2016/17 target of 60%. Moving forward, we will need to better understand the reasons and consider opportunities to improve public satisfaction.In Cornwall there are 81 designated bathing waters. In 2016/17 100% of the water tested by the Environment Agency was designated as either excellent, good of sufficient. Of these, 69 beaches (85%) were rated as excellent, well above the national average of 70%.Clean streets and excellent bathing water are key factors in supporting our tourism and surfing industry and in turn contributes enormously to the economy of Cornwall. 2016/17 saw the launch of the Cornwall Environmental Growth Strategy which underpins the importance of the economic and social benefits of the environment. The newly formed environment service is set to play a key role in delivering the strategy in 2017/18 and beyond and will continue to set challenging performance targets.


Resilient Cornwall – Paul WalkerOverviewOverall Fire Service Delivery performance is recognised as good for the year, particularly in relation to dwelling fires, severity of fires and an improvement in automatic fire alarm performance for the quarter due to targeted work with premises generating frequent false alarms.Between 14 - 17 June, we underwent our Operational Assessment where we were visited by representatives from the Local Government Association, Chief Fire Officers Association and Home Office Peer Review Team. Over the week the peer review team met with a great number of employees, partners and service users. During the feedback, the Peer review lead Peter Dartford, described the Service as 'a great service aiming to be greater'.On 28 July, our new partnership facilities available at Truro Emergency Services Community Station were launched. South Western Ambulance Service NHS Foundation (SWASFT) are now providing an emergency response from the station and have been sharing all facilities there.Following the successful phase 1 pilot of the first tri-service officer, two more have been appointed for Bude and Liskeard as part of phase 2.Community Safety and Localism teams have been supporting both St

Page 20 of 35


Austell and Truro Safe developing sustainable and long term solutions for those most vulnerable. This has included a multi-agency response to the multiple complex needs of the homeless such as mental health, drug and alcohol misuse and childhood abuse.Over 7,000 people received a service from one or more of the nine specialist domestic abuse and sexual violence providers operating across Cornwall and IoS. Representing a 10% increase from the previous year, and 97% increase from when the services were commissioned in 2012/13.Boswyns project is now completed and first admissions are pending for families and young people with complex needs can be assessed, stabilised, and withdrawn from alcohol and drugs.Sprinkler demonstrations undertaken highlighting the benefits of sprinklers systems and our commitment to work with Cornwall Council colleagues and developers to increase the number of sprinkler systems fitted within new build schools and homes across Cornwall. Working with a Cornwall based domestic sprinkler installer the Service have been able to identify methods of installation in new build properties of up to 5 bedrooms for less that £1,600 per dwelling.Work on 'double devolution' has been very successful with approaching 100 projects of varying scope, scale and size successfully delivered. This builds on the agency agreement relationship we have with over 70% of the town and parish councils to deliver services such as footpath maintenance on our behalf. The devolution package for St Austell became the first 'whole place' package in Cornwall and has seen the successful transfer of 39 separate sites, including public open space, parks, highway verges and closed churchyards. We have also transferred the Stable Block offices in St Austell, which has been refurbished to provide a new operations centre for St Austell Town Council.Open Space Community Project Completed - Pentire Residents, Cornwall Council, Newquay Town Council, South West Water and Cormac were some of the many organisations who have been involved in the design and completion of the improvement works at Esplanade Green in Newquay.Areas for focusFire reform:With the Home Office taking control over Fire and Rescue services in January 2016, and the Police and Crime Bill gaining royal assent Fire Reform has been high on the agenda with a statutory duty for collaborative working with the Police. There are four pillars to the reform agenda:

Inspectorate -The Government is committed to establishing a rigorous and independent inspection regime for fire and rescue in England, which will be bound in legislation. A Chief Fire and Rescue Inspector will be appointed and will publish reports on all Fire and Rescue Services. The first inspections could happen in 2017/18. Inspections are likely to be phased over 2 to 3 years and the Government wants all FRSs inspected by April 2019.

Collaborative working - Best practice will be championed and

Page 21 of 35


challenge made where no collaboration is apparent through the inspectorate model. Cornwall is one of three services already recognised for collaborative working for our Tri Service Officer role.

Workforce reform - There will be an independent professional standards body. A professional framework is being established to address recruitment and development. A focus on workforce representation with low numbers of women in the service still a concern.

Procurement - we will be required to publish annual spend and spend against specific items is being reviewed this year. There will be a focus to move to a national procurement model to make efficiencies.

Number of serious road traffic collisionsLocal response standardsCommunity Safety: Protecting and supporting vulnerable people with complex and challenging needs.Localism and Devolution Programme: Whilst the overall programme is progressing well, at year end the programme is reported as off target due to identified budget savings not being fully realised (in particular libraries and public conveniences). A review has been scheduled for Q1.Road traffic collisions: There were 174 serious collisions in the first three quarters of 2016, which is around 22% higher than the average for the same period over the previous three years and 40% higher than the target of 124 for the period. There is an increase nationally that may be due to the way casualties are recorded. Strategically it is recommended that the 2013 strategy is reviewed and updated. From a service perspective educational work will continue targeting those most at risk.Local response standards:74% of incidents were reached within 10 minutes of our defined boundaries. A review of all incidents shows that there were no unavoidable delays and that call handling, alerting and mobilising times were within expected parameters. This was a new indicator for this year and a review of the methodology has been initiated to determine the impact of roadworks, peak traffic times on attendance time to address the target moving forward.

Key Performance Indicator Notes

n/aNeighbourhoods and Public Protection – Allan Hampshire

OverviewThe Council’s re-structure into four Directorates included the creation of the Neighbourhoods and Public Protection Service in November 2016, bringing together the Libraries and Information Service, Registration Service, Parking Enforcement Team and Public Protection Service. As part of the Neighbourhoods Directorate, we have a key role in ensuring that the neighbourhoods of Cornwall are places which are clean, safe and active with resilient local communities.

Page 22 of 35


Our new Service has a strong aspiration to lead the way in designing and trialling new sustainable models of service delivery that are of high quality, shaped around our customers’ needs, and delivered by motivated and engaged staff. To support the establishment of our new Service, we have engaged with staff to understand the opportunities and challenges for the new service working together, and have also created a 1 year Service Plan to provide clarity on our vision, priorities and objectives for 2017-18.Strategic & Critical Performance - The Libraries and Information Service Transformation Programme is currently behind schedule, therefore in-year savings are at risk. This has been highlighted to the programme board and plans are being developed. However there is good progress with a number of potential local groups who are looking to take on the local delivery of the service. We estimate that 16 libraries could be transferred to town and parish and community groups by April 18, and we have already successfully transferred the Library and Information Service to Falmouth Town Council. We are also working on an Integrated Service Hub project for Helston with the Department of Work and Pensions whereby the library and information service will be delivered from a shared space with the Job Centre Plus in the current library building.The ‘number of non-compliant food businesses bought back into compliance’ critical indicator and the ‘Tidy Cornwall’ critical indicator both finished at target or above at the end of the year. Additionally, the Better Business for All Programme, which is a critical programme, also finished the year on target.Service Level Performance - Further to the establishment of the new N&PP Service, we are developing a balanced suite of measures for the new service against the 1 year service plan, and will report on these from April 2017 onwards.Library and Information Service summary:Visits to Libraries, OSS and mobile libraries have decreased by 4% from last year. All book and other physical stock issues at libraries have decreased by 3%. New borrowers have remained the same. Reservations have increased by 9% and online requests for library stock have increased 16%. The online borrowing of E books has increased by 41% to 18,984. This is in line with national trends.Information Service (formally One Stop Shops)- the Service is working with customers through the Customer Access Strategy to encourage the use of online services and alternative ways to make payments. Since Feb 2016, the number of service requests fell by an average of 5,000 per month. This is recognised as a success, supporting efficiencies and freeing up staff to support those most in need.Overall the Public Protection Service performance at the end of the year is positive with 19 out of the 25 SLT level indicators either on or above target, with 6 indicators below target. These 6 indicators have mitigating actions in place as described in the report narrative. Noteworthy performance included satisfaction ratings from service users, with 88% of members of the public and 99% of business customers stating the service they received was helpful and fair. Also staff engagement was very good at 76% against a target of 65%.

Page 23 of 35


The Service became the inaugural national winners of the Government’s best Better Business for All partnership for 2016/17, a partnership between the Council’s regulatory teams (includes Fire and Planning services) and the business community to support economic growth, led by the Cornwall & Isles of Scilly Local Enterprise Partnership. The Service won the gold award for the RSPCA Community Animal Welfare Footprint for the fifth year in a row for its stray dog services.

Key Performance Indicator notes Community Health & Wellbeing - Of the 6 indicators in this area, 4

indicators are above target and 2 are below target. The two indicators which are below target relate to food safety compliance and non-compliant feed & farm premises. Both of these indicators are anticipated to meet their target through the next performance year.

Environment - Performance for this objective at end of year is consistent with earlier quarters. 1 of the 4 indicators is below target. The indicator, which is worse than target, relates to Dog Fouling Patrols and actions have been put in place to monitor ongoing performance.

Economy - The Better Business for All Programme is currently on target. Of the four indicators under the Economy priority, three are on target or above with one being much worse than target. The indicator which is currently much worse than target is related to the selling of products to new enterprises. This indicator was reported against for the first time in 2016/17 and it is anticipated that performance will improve.

Sustainable Services - Of the two programmes/ projects that support this objective, the Efficiency Programme is behind schedule (with plans in place to address this) and the Licensing Reform Project was completed in July 2016.

Our People - This objective is performing well with 9 of the 11 indicators being on target or better. Of the 2 indicators which are performing below target, 1 refers to response times to complaints and 1 refers to response times for requests for service from the public. It is anticipated that the performance regarding step 2 complaints will improve throughout the next performance year. With regards to the response time indicator, this performance will be the subject of a review to identify the reasons for and the measures necessary to improve performance.

ECONOMIC GROWTH AND DEVELOPMENT DIRECTORATEPlanning and Sustainable Development – Phil Mason

OverviewPlanning performance is measured and compared nationally through a series of national performance measures which look at the speed of determination of planning applications and the success rate on appeals to the Planning Inspectorate. In terms of the speed of determination of applications this is measured within a set time frame, 8 weeks for most applications and 13 weeks for major applications with an absolute deadline of 6 months for all applications (we are also allowed to agree specific timeframes with applicants). We perform above the national

Page 24 of 35


performance target in all application types. In respect of appeals we are performing above the national average across the whole of 2016/17 but our appeal success rate rose sharply from 65% to above 90% from November 2016 after the adoption of the Cornwall Local plan, with Inspectors routinely pointing to local plan policies to uphold our decisions.Performance across the other services of Building Control and Land Charges also mainly met our locally set targets, with the main pressure areas been in the registration of applications, where we suffer from reliance on small numbers of staff, we are combining roles across different teams to give us more depth of cover.As fee earning services paid for by the customer our financial health is measured in terms of our net position between income and cost. Although we did not reach expected income targets in Development Management and Building Control our net position was mitigated by reducing costs through vacancy management, with a small overall deficit at year end. This has been addressed by a nationally set rise for planning application fees from July 17.In respect of planning policy our critical measure is to maintain a five year housing land supply and this has been maintained throughout 2016/17 with approximately 3000 homes built in the year.


Housing – Jon Lloyd-OwenOverviewThere are 4 Cornwall Housing Ltd KPI’s included within CLT reporting all being related to the management of Council owned stock and the Temporary accommodation. Two of the performance measures results have worsened since Quarter 3, however 1 measure stays within target and the other is reported as worse than target as tolerances cannot be set against a zero target.There are both significant financial impacts and forthcoming decisions to be made by Cabinet that will influence performance outcomes in the future full details can be found in the Housing Strategy PAC report Jan 2017.

Key Performance Indicator notes Total Households in Temporary Accommodation - Financial

impacts of reducing numbers in Temporary Accommodation (TA) are predicated on the management of the stock. Reducing numbers can have an adverse effect on the void times of our TA stock and create additional budget pressures. Year-end budget out turn is a negative budget variance of £488,701 for Private Sector Leasing (PSL) accommodation, this is as a result of increased repair costs of leased properties, combined with higher than anticipated void rent loss. Cornwall Housing Limited (CHL) are developing the TA reduction plan considering future TA models and further legislative changes relating reduced management fees for this type of accommodation. There remains a risk going forward into the next financial year for further annual budget pressure as void re-let times whilst improving

Page 25 of 35


are not at target. The ability to allocate our scarce resource of housing stock to the households most in need will support the reduction of Temporary Accommodation and an options appraisal is being worked on for Cabinet to determine the best mechanism for letting properties.

Number of families with children in B&B for over 6 weeks – At the end of March there was 1 family with children (FWC) in B&B for over six weeks compared to 0 at the end of December. The planned move for the family was delayed due to unforeseen circumstances and a new more expedient offer made to move the family on. CHL plan to have a quicker flow of cases in and out of TA with reduced length of stay – this will be driven by effective and timely decision making. Review of all households in TA for over 60 weeks to consider the barriers to complex cases being housed and how this can be overcome in partnership with agencies (there are approximately 35 cases over 60 weeks). CHL are working to enhance partnership working in the private rented sector offer via Cornwall Private Lets stock provision and maximise opportunities to make private rented sector let offers to bring the duties to an end..

Total number of 16/17 year olds in Bed and Breakfast - Target performance is being maintained through the continued partnership working supported by the young person’s prevention pathway and new young person’s protocol. Minimising the use of Bed and Breakfast accommodation will reduce the risk of financial loss within this model. Due to the short-term nature of the accommodation it increases the risk of non-recovery of accommodation charges. With the impending changes to the Homeless legislation there is a risk that the demand to accommodate in emergency situations may increase as Homelessness duties are extended to previously assessed non priority applicants. Investment into a Long Term Rough Sleeper prevention Strategy, development of a Temporary accommodation supply and demand model and a revised allocation policy and allocations scheme will help minimise the use and reliance on this use of Temporary Accommodation.

Average re-let time: General Needs & Older Persons accommodation - Performance has continued to improve with a year-end position of much better than target. This measure is no longer being monitored contractually as it is recognised that the overall end to end time of voids provides a better representation of void management performance. CHL have identified further scope for improvement and are undertaking a further review of operational processes and have set a target of 24 days for all re-lets. This target is reflective of the CHL commitment to further improvement with a 16/17 outturn performance of 35.15 days and top quartile performance of 22.18 days. There is further scope for improvement with the implementation of the revised allocations policy which reduces the number of bids and refusals applicants applying for homes can make and in turn should speed up the allocation process. CHL will improve the quality of adverts, review of process documentation, changes to internal decoration procedures and development of aide memoires for voids staff to solidify best practice, amendments to voids & re-let policy. Introduction of torts notices to speed up time lost in abandonment cases.

Page 26 of 35


Transport and Infrastructure– Nigel BlacklerOverviewOne Public Transport System - One Public Transport System for Cornwall remains on programme. Although there has been little tangible change for the public at the moment, work on the project continues to embrace the “Enhanced Partnering” ethos with all of the operators large and small committing their resources, ideas and energy to developing a new integrated public transport system; something that would not have happened had the Bus Services Act not been created.Work on the future integrated bus network has been completed and is currently being reviewed with the operators prior to wider consultation. Deployment of the on-street infrastructure is scheduled to begin in Penzance shortly with replacement of the Bus Station. Engagement meetings with individual members, Town and Parish Councils on future on-street bus infrastructure within the different areas are being scheduled now that the local elections have been completed. Deployment of new ticketing machines with contactless functionality across the 300 bus fleet began at the end of March. Following completion of this programme and training for the drivers, contactless transaction will be introduced. Discussions to allow a single ticketing are underway with bus and rail operators, with the design work expected to be completed by September.A30 Temple to Higher Carblake- Contractors Kier confirmed earlier this year that the end was in sight for the notorious bottleneck which has blighted drivers travelling between Temple and Higher Carblake for decades. Four lanes are currently expected to be completed and open to traffic on 14 July 2017.A30 Chiverton Cross to Carland Cross - The scheme proposes to upgrade 14km of the A30, north of Truro, from single to dual carriageway. A preferred route announcement is expected to be made by Highways England towards the end of June. The proposed programme will then see the submission of a Development Consent Order Application in Spring 2018 which will be subject to public examination in Summer 2018, with a decision expected by the Secretary of State in Summer 2019. Construction is currently programmed to start in March 2020, with scheme complete in 2022.St Austell to A30 Link Road - This preferred route for the £85m scheme was presented to Cornwall Council’s Cabinet in March which gave approval to submit the Outline Business Case to the Department of Transport (DfT) on the 31st March 2017. The DfT are currently expected to inform the Council of the outcome of their assessment this summer. If successful, further detailed design work will be carried out on the route alignment. The proposed programme will then see detailed design and planning in 2018 with construction due to start in 2019, and the scheme complete by 2022.Growth Deal Programme - The service continues to perform well in regards to delivering the transport schemes within the Growth Deal programme, which target the provision of 9500 new jobs, 5500 new homes and promote an uplift in GVA of £334m by 2021. The following highlights progress to March 2017:

Truro Park and Ride – seven new buses have been provided to

Page 27 of 35


increase the capacity. Newquay Strategic Route, Phase 1 – has been completed. Building Bodmin – is on schedule for completion by September

2017. Callywith Junction, Bodmin – is under construction and due for

completion in Autumn 2017, opening up land for the new Callywith College and land for over 600 homes.

Truro Western Corridor – the Threemilestone bus gate has been completed, work on an extensive walking and cycling network and improvements to three junctions is progressing.

Redruth Strategic Employment – is a package of measures including extensive walking and cycling improvements (at construction), improvements to the existing A3047 to create an enhanced gateway to the town and support development.

Night Riviera Service – the first of the new enhanced sleeper vehicles entered service in February and will continue to be introduced throughout the rest of the year.

Train Care Centre, Long Rock – is on programme and will be completed in December 2017.

Mainline Signalling – implementation agreement for the work required has been signed with Network Rail which will allow two trains per hour to be operated on the main line from December 2018.

A39 Treluswell Gateway – junction improvement due to be completed by Spring 2018.

A38 Carkeel Gateway – junction improvement due to be completed by November 2017.

St Erth Multi Modal Hub – contractor appointed, with work expected to be completed in Summer 2018.

One Highway Network for Cornwall - In March 2017 the Cabinet approved a new Highway Maintenance Manual which provides a holistic, structured, risk-based approach to the management of Cornwall’s highway network. This will be delivered through a new contract between Cornwall Council and CORMAC.


Economic Growth – Sandra RothwellOverviewQuarter 4 resulted in £168m of ERDF and £50m of ESF investments contracted or at funding agreement stage across the CIoS programme. Cabinet agreed on 16 March to use the agreed priorities within the Cornwall and Isles of Scilly Strategic Economic Plan as the basis for developing a Cornwall and Isles of Scilly position to inform early discussions with Government on future economic growth arrangements post 2020, as well as any medium term changes to implementation for growth and investment. We continue to work with Government to

Page 28 of 35


understand the impact of Brexit.Cornwall Council’s capital commitment to date totals £18,462,000. CC contracted projects include, Superfast 2, Carluddon Technology Park, Hall for Cornwall – Quayworks, Aerohub Business Park Phase 1, Green Infrastructure for Growth, St Erth Multi Modal Hub (West Cornwall Transport Interchange) and Cornwall Rail Mainline Signal Enhancement. Currently waiting for contract includes St Austell Resilient Regeneration and Long Rock Strategic Coastal ImprovementsThe Memorandum of Understandings that Cornwall Council becomes a designated Intermediate Body for the delivery of ERDF and ESF 2014-2020 EU Programme in order to deliver commitments made in the Cornwall Devolution Deal and via the ITI Strategy were signed on 7 April.Quarter 4 Service activity included the ongoing implementation of economy and culture aspects of the Devolution Deal (heritage and culture, geothermal, energy efficiency, IB status, community energy); management of the CDC contract and the recently agreed 17/18 commission; ongoing ITI programme facilitation including supporting call development; replacement EU programme development; continued project facilitation (Aerohub+, Agritech, Deep Geothermal, Carluddon Tech Park, Superfast 2, Liskeard Cattle Market, East Cornwall Innovation Centre study, St Austell Market House, MarineHub, Enterprise Zone, Cornwall Energy Company development, Hall for Cornwall, Launchpad); approval to bid for the EU Capital of Culture 2023 and setting up governance arrangements; ongoing World Heritage Site delivery; further delivery on Kresen Kernow; 17/18 culture grant scheme approved.


CUSTOMER AND SUPPORT SERVICES DIRECTORATECustomer Access and Digital Services – Mark Read

OverviewPerformance and progress against the cumulative measures for Customer Access & Digital Services at year end is overall is positive with 17 Key Performance Indicators showing as 'green' (on or better than target), 1 amber ( worse than target) 4 red (much worse than target).A summary of the relevant measures within the service is belowPerformance within the Revenues & Assessment Service ended on a positive outcome with in-year collection rates for Business Rates 98.05% against a target of 97.51% (extra £6m collected in year in comparison with last year) and Council Tax 97.45% against a target of 97.31% (extra £18m collected in year in comparison with last year ). It is the first time the service has been above target for council tax collection since we introduced our own local council tax support scheme. In year collection also needs to be considered in light of the increase in Council Tax to include the new social care precept.There continued to be an improvement with the Average no of days taken to process Housing Benefit/ Council Tax Benefit claims continuing to be better than target during Q4, at year end the performance was calculated 11.45 days against a target of 13 days. Whilst this

Page 29 of 35


performance is excellent, looking forward the service is mindful of the implications of full Universal Credit rollout for the Council alongside other new fraud and error initiatives being launched by the DWP which will increase the team’s workload.The Contact Centre has continued to perform well across two key indicators, exceeding the target for percentage of calls successfully meeting the Quality Standards 91.26% against 90% target and percentage of calls dealt with at first point of contact was 87.32% against the target of 80% , the percentage of calls resolved in 20 seconds was 47.82% against a target of 60%.The percentage of forms submitted during the final quarter as expected increased significantly with a submission of 19,832 forms during March along with the creation of 7 new forms. The full year performance has seen the service create 37 forms (with 16 in lagan) with an increase of 33,035 form submissions (34.1%).The service has worked with their senior managers in running regular reports from the managers dashboard in order to work towards more effective attendance management and this has been a contributing factor to achieving the end of year target of 3.5% for Average percentage of time lost due to sickness absence.Service wide indicators regarding complaints and FOI handling remained positive throughout the year and in each indicator performance has improved in comparison to year end of 2015/16.IS performance was generally positive with percentage of incidents resolved within target, network availability and IT satisfaction rates achieving targets. The quarterly KPIS, percentage of Full proposals issued to the customer within 30 working days of submission and percentage of customers projects gone live during the reporting period where the go live date matches the original or re-baselined project plan are both under target due to the current challenges delivering to technical resources in some areas being constrained, measures are now in place to revise processes and procedures. IS Management are aware of the situation and processes and templates are being reviewed to make improvements to meet KPI’s for 2017/18. An annual survey will be conducted in the summer of 2017 to provide the service with deeper analysis.The review of the corporate complaints policy has been finalised and improvements agreed by CDT Assurance. This included a recommendation to adopt an approach to include agreed extensions within the policy and from 2017 to create two indicators separating statutory and non-statutory complaints with more challenging targets.The corporate complaints came in at just on target at 80.02% for complaints responded to within 10 working days taking into account the complaints extended by agreement with the customer the performance would have achieved 93%. Moving forward the target with be extended to reflect the agreed extension to 90%.FOI corporate compliance excluding Con 29 (land search) requests came resulting in a year-end compliance of 92%. It should also be noted that the Information Commissioner’s Office (ICO), has recently increased the minimum expectation for compliance, up from 85% to 90% for all public

Page 30 of 35


bodies and therefore this will become the Council’s compliance expectation from April onwards.Customer Access Programme status is AMBER. The direction of travel has improved considerably in the past few months, with a new programme approach that integrates the Customer Access and Digital Improvement Programme well received at DLTs. Work is under way with relevant SLT’s to initiate detailed service improvement work for the next stage of the Channel Optimisation work stream. A set of performance indicators is being developed to form a ‘customer dashboard’ for the programme in order to better track programme progress. The draft customer promise is undergoing consultation with customer engagement group, staff and Town/Parish Councils. During 2016/17 we have embedded adopted customer persona’s, and have created a well-established ‘digital champions’ programme, also working with partners including Job Centre Plus and Age Concern, and have worked with a number of services and changed how they interact with customers. Appropriate links have been formed with the Councils Digital Improvement Programme and early discussions held with LEP and Falmouth University to explore programme synergies and opportunities on specific areas e.g. Digital Inclusion.The current assessment of the IT Strategy implementation is: AMBER This assessment is attributable to the fact that although the Digital Improvement Programme (previously IT Investment Plan) has been formally approved by Resources Portfolio Advisory Committee (PAC) on 13th January and Cabinet on 25th January. The service and wider organisation is now in mobilisation phase and are working to establish a clear baselined plan for delivery. Once this is in place (end Q1 17/18) updates after this can be assessed against the established baseline.Regarding the services budget position: Information Services - The final IS service underspend position is £0.250m this has not changed from February . There are underspends on most IS areas with £0.575m due to vacancy management and £0.175m forecast underspend on training and supplies. This is being offset by an increased accrual required for a disputed BT One-bill of £0.240m and a proposed reserve movement of £0.270m to the Enterprise agreement where there is a shortfall in funding. Included is a forecast overspend on postage of approx £0.030m shortfall on savings. Revenues & Assessment - the £1.283m underspend relates mainly to additional DWP grant income of £0.430m, a significant reduction in the Care & Crisis Award spend of £0.420m, in year staffing related savings of £0.280m and a reserve movement of £0.100m in relation to New Burdens which has funded an in year project staffing costs. The various grants received in year from the DWP, relate to schemes /initiatives from central government, the service was able to absorb some of this additional work into its processes, this will be more challenging going forward.


Strategy and Engagement – Jessie HamsharOverview

Page 31 of 35


The new Strategy and Engagement Service was formed on 1 November, so the commentary for Q4 reflects the first five months of its existence. The creation of the Service, including the post of Head of Communications and Engagement, gives the ‘communications’ function a greater prominence within the organisation. This was a key recommendation of the LGA Peer Review of our communications offer, as was the need to revise the Council’s Communications and Engagement Strategy - completed in Q4 – to incorporate a range of new elements such as a concise strategic narrative for Cornwall, introduction of sectoral best practice systems, a particular focus on engagement activity and a fresh approach to social media. In terms of the latter, the Council has surpassed the year-end target of 50,000 Twitter ‘followers’ and 20,000 Facebook ‘likes’.The Service continues to lead on Brexit issues for the Council and Cornwall more widely; this activity peaked in Q4 with the launch of the Catalyst for Change report which identified the risks, implications and opportunities of Brexit on Cornwall, plus a second Cornwall Brexit Summit and the visit of the Parliamentary Committee on Exiting the EU. The Service also undertook a significant amount of work with officers and Members during Q4 to develop the Council’s Business Plan, including the strategic and critical performance measures and targets for 2017/18. For the first time ever, the summary version of the Business Plan titled Our Aims for 2017 (first introduced last year) was issued to every household with the Council Tax bills so residents know what the Council’s targets are for the year and how those respond to the results of 2016 Residents’ Survey.The Service has held a number of savings that are directly linked to the outcome of the Transformation Challenge Award programme (e.g. reducing spend with the voluntary sector by £500k) which haven’t been realised this year and will remain undeliverable in 2017/18. However, these ‘VCS’ budget reductions have been mitigated by one-off savings across the Service (e.g. salary savings) and reduced the outturn position to a £0.167m overspend.Finally, the ‘risk status’ of the two strategic risks that are the responsibility of the Service (SR02 ‘Organisational Sustainability’ and SR06 ‘Public Sector Collaboration’) remain unchanged as a result of effective mitigation measures being in place.


Assurance – Richard WilliamsOverviewThis is the final quarter performance and end of year review. Our operational performance remains on track and there have been no escalations reported.Finance: The service is currently forecasting a £0.235m underspend position for the year, a significant improvement from the £0.11m underspend reported at the end of January. This movement of £0.121m is primary due to the income forecast being adjusted to reflect increased income following service meetings.

Page 32 of 35


The forecast underspends across the sub service areas of Legal, Democratic, Elections, Audit and Corporate Governance of £0.510m due to a combination of increased income, grants received and vacancy management. This is being offset by a forecast overspend of £0.140m in relation to the Coroners Service (net of Looe inquest income) and vacancy management budget in the Head of Governance centre of £0.135m The forecast overspend on Coroners includes the additional cost identified of £0.100m in relation to Looe inquest.Following recent approvals by ICSB of the Coroners Case Management system, discussions are currently taking place around the use of underspend for fund this system – approx. value of £0.044m. And the Legal Case Management system of £0.080mOur strategic risks: Our strategic risks remain steady, the following providing a brief summary. Governance and effective decision making: The structures and processes that are in place to mitigate against this risk are continuing to be effective and although there have been some interventions to provide guidance and ensure the established procedures have been followed, there are currently no significant issues to report. The impact has dropped from major to catastrophic to minor moderate and the likelihood remains no worse than possible due to the mitigations being in place.Information Governance: All mitigation measures remain ongoing and key points relating to the mitigation actions are reported to the IG Board/ SIRO and corporately as required. The impact is major to catastrophic and the likelihood remains possible.


Resources – Andy BrownOverviewThe Resources service comprises the Finance and HR&OD functions of the Council. The service over achieved its saving target of £0.581m for 2016/17 and returned an underspend of £0.354m against a budget of £9.080m in line with the forecast position at Q3. The underspend is a result of early delivery of savings, active vacancy management and additional income generation across the service.Monitoring operational indicators - Only 38% of all reports requiring finance clearance were received by the deadline, potentially causing a knock on delay for reporting into members. The level of debt at the end of Q4 has reduced and debt collection levels for the year were above target at 94% for debt collected within 90 days and 98.65% for debt collected within 365 days. Cash held at year end was £153m against a minimum target of £75m.Other Information - A quick year-end financial close was achieved and preparation of the statutory accounts is well underway with a target to complete by the end of May. Capacity at senior manager level remains a key concern and risk for the service with high level projects being engaged upon right across the Council, this is in addition to normal business as usual which in itself would prove demanding this time of year e.g. ongoing Council wide projects, financial close, business and financial

Page 33 of 35


planning, Q4 reporting.

Key Performance Indicator notesRed Performance Indicators Nos of Apprenticeships: 42 against a target of 50 due to 3 additional

leavers along with the decision to commence starts in 2017/18 to maximise the new levy funds which commence from April 2017.

Council wide sickness absence: Outturn position is slightly worse than the Q3 position with an overall absence rate for the year of 4.27% (about 9.5 working days per FTE per annum) against a target of 4%. Sickness rates for the service are very low compared to the Council average, but active management is taken at SMT level to ensure this is effectively managed.

Individual directorate positions are: Public Health 2% (4.5 working days) Customer and Support Services 2.9% (6.6 working days) Economic Growth and Development 2.5% (5.6 working days) Neighbourhoods 4.3% (9.6 working days) Children, Families and Adults 5.5% (12.5 working days)

Other indicatorsThe % of invoices paid within 30 days is 93.58% against a target of 92%.

Commercial Services – Kieran ToppingOverviewThe 16/17 year has been a mixed year for Commercial Services, as the Directorate was formed mid-year from a number of other areas. Despite this significant change the teams have focused on delivering the varying targets successfully through the year. The key indicators around suppliers are positive, with over half our spend goes to Cornish suppliers and over 40% goes to SMEs.

The financial outturn for Commercial Services is a small underspend, which is a good achievement considering the degree of change and challenges that have come throughout the year.

The resourcing for Commercial Services at Head of Service level is improving with the recent appointment of the Head of Supplier Relationship Management and also the Head of Property. Only the Head of Commercial is still vacant and an interim is being sourced to fill this whilst permanent recruitment is carried out.

Overall the Service will start the 2017/18 year by beginning to form its offering, description and functions which will be the ground work for a significant year of delivery. Key milestones for the year will be the ongoing delivery of the Commercial Strategy and the creation of a wider Property Strategy.Key Performance Indicator notes

Page 34 of 35


n/a

Page 35 of 35

Documents

· Web viewCHL will improve the quality of adverts, review of process documentation, changes to internal decoration procedures and development of aide memoires for voids staff to solidify