Archived decisions

Appendix 1

KEY AREAS FOR ACTION:

Performance Information supporting the selection of `key areas' for action

    Front Line Areas:

    Restructuring the Children's Services Department in order to achieve greater focus on early intervention and preventative services, with particular focus on improving outcomes for vulnerable groups of children.

    Source:

    Indicator:

    BVPI : 49

    Looked after children with 3 or more placements per year - within bottom quartile of County Councils for 2004/05 results. Performance in 2005/06 was worse than in 2004/05.

    BVPI: 45 & 46

    Small increases in absences at both primary and secondary level in 2005/06 over 2004/05 results.

    BVPI: 161

    Care leavers in education, training and employment - poorer result in 2005/06 than in 2004/05.

    Supporting vulnerable adults through timely assessment, provision and review of their needs

    Source:

    Indicator:

    PAF: D55

    Timeliness of Needs Assessment - This is a key threshold indicator i.e. performance directly affects the `star' rating. Each year the threshold is raised by 5%, requiring that in 06/07,Councils are required to assess 90% of clients within 4 weeks, just to maintain acceptable performance. The Councils performance in 05/06 was 88.5%. The target for 06/07 is 90.5%.

    PAF: D56

    Timeliness of Care Packages. This is a key threshold indicator ie performance directly affects the `star' rating. Councils are required to provide services within 4 weeks of assessment for 90% of clients, just to maintain acceptable performance. The Councils performance in 05/06 was 87%. Its target for 06/07 is 91%. Given our resources position this will remain a challenge (especially as slowing down the allocation of care is one way of managing budgets)

    PAF: D40

    Existing clients whose needs will be reviewed annually. We need to increase performance in the number of clients reviewed in order to support savings plans. Not only is it a national PI, reviewing clients needs and updating our information about them supports a number of the strands of the financial recovery strategy. Result 2005/06 was 69% - target for 2006/07 is 75%.

    Improving the condition of our roads, improving safety and satisfaction with the road network and managing our capital infrastructure to prevent higher costs down the line.

    Source:

    Indicator:

    MORI survey

    Traffic issues identified as a key concern of Hampshire residents in Resident's survey 2005.

    BVPI: 223 & 224a, 215a & b

    Data not yet available for 2005/06 performance. There are difficulties in obtaining reliable road condition and street lighting data.

    Improving access to public services (eg through the contact centre proposal), extending learning and recreational outreach programmes / activities and encouraging increased bus patronage and satisfaction with public transport.

    Source:

    Indicator:

    BVPI: 103

    Low levels of satisfaction with bus passenger information (43% in last BVPI satisfaction survey - 2003/04).

    BVPI: 102

    Falling numbers of bus passengers eg a fall of over 600,000 journeys between 2004/05 and 2005/06.

    Corporate Strategy Indicator

    Family Learning: Reduction in family language, learning and numeracy during 2005/06.

Back-office areas which support the above:

    Increasing value for money through the Adults Services recovery plan as well as continuous improvement through the efficiency agenda and corporate review programme

    Source:

    Indicator:

    Budget monitoring & Special Review

    Adult Service's overspend 2005/06.

    Identification of process inefficiencies

    Concern over eligibility criteria and their application.

    Efficiency requirements

    The need to meet stretching annual efficiency targets.

    Annual Audit Letter 2005

    Audit recommendations - to establish links between quality, cost and value for money and in setting targets for value for money improvements.

    Improving the use of capital assets, including the review of council property and the refurbishment of Ashburton Court

    Source:

    Indicator:

    Ashburton Court proposals

    Business case identification of potential efficiencies over the longer term.

    Annual Audit Letter 2005

    Audit recommendations:

      - to complete the implementation of the new asset register and ensure that it is maintained up to date thereafter

      - to adopt a formal plan to deal with the backlog of building maintenance

      - to ensure that all property assets have been revalued within the preceding 5 years by the end of 2005/06.

    Developing organisational effectiveness - restructuring community focused services (for example to support the Children Act), developing effective partnerships and maximizing procurement efficiencies.

    Source:

    Indicator:

    Efficiency requirements

    The need to meet stretching annual efficiency targets.

    Children Act

    Meeting requirements particularly in the light of more rigorous assessment due in 2007/08 (Joint Area Review)

    Improving productivity through reducing staff absence, ensuring staff wellbeing, monitoring staffing numbers, implementing Pay and Benefits.

    Source:

    Indicator:

    Efficiency requirements

    The need to meet stretching annual efficiency targets.

    BVPI: 12

    Days sick per member of staff increased slightly in 2005/06 compared with 2004/05 levels.