Appendix 1: Performance Indi cators & Projects by …...Appendix 1 Council Performance Report Year...

Appendix 1 Council Performance Report Year End 2019 20 KPIs Projects

Information Classification: PUBLIC

Appendix 1: Performance Indicators & Projects by Portfolio Q1 2019/20

ADULTS Healthy Cornwall

Performance Indicators

Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance Bench

mark Commentary and management actions Q1

actual Q1

target

Long term support needs of people aged 65+ met by admission to

residential and nursing care homes, per 100,000 population

473 419 Green 482

382 (CIPFA

UQ)

Our performance against this performance indicator continues to be positive as we are continuing to reduce the number of admissions to residential and nursing care homes. Our ongoing commitment to reablement (supporting people to regain confidence, learn or relearn the skills necessary to remain independent and safe in their own home) and keeping people living independently in their own homes for longer is continuing to have a positive impact on the performance of this metric. Our increased use of homecare (personal, practical and supportive care that allows a person with support needs to remain in their home and retain their independence) is impacting positively on this indicator. Again, the target for this performance indicator was set by Cabinet in May 2018 and was reflective of performance at that time. We have seen positive improvement in our position during 2018/19 and ended the year much better than target. As a result, we are reviewing the target of 482 per 100,000 population and are considering reducing this further to make it more stretching. We are using robust evidence and data from our statutory Short and Long Term admissions return and this quarter's performance upon which to base the decision.

Long term support needs of people aged 18-64 met by admission to

residential and nursing care homes, per 100,000 population

7.6 7.2 Green 11.1

8.0 (CIPFA

UQ)

The performance trajectory for this performance indicator continues to be positive and as a result of our work on Supportive Lifestyles (enabling, through community support, the independence of working age adults with eligible social care needs) we are seeing an increase in the number of individuals with a learning disability living independently in their own homes or with family. Our second Supportive Lifestyles scheme is due for completion in July 2019 and will offer 8 individuals their own one bedroom flats. The target for this performance indicator was set by Cabinet in May 2018 and was reflective of performance at that time. We have seen positive improvement in our position during 2018/19 and ended the year much better than target. As a result, we are reviewing the target of 11.1 per 100,000 population and are considering reducing this further



to make it more stretching. We are using robust evidence and data from our statutory Short and Long Term admissions return and this quarter's performance upon which to base the decision.

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

4.1% 3.9% Red 4.5%

10.7 (CIPFA

UQ)

Our ambition is to support more people with a learning disability who receive long term support to be in paid employment. Progress was been made during 2018/19 and there are plans in place for further progress against the target during 2019/20. This indicator reflects only those individuals with a learning disability in receipt of an adult social care service, given the very small numbers of people included in this indicator, changes to the circumstances of one or two people will impact on overall performance. Employability Cornwall (part of Cornwall Council) continues to support adults with a learning disability to find, get and keep paid work. We haven’t met the target for quarter 1 but over the course of the 2019/20 we will be working to improve our performance in this area. The following immediate actions are underway:

• We are exploring more avenues for individuals with a learning disability to gain employment such as through the Council’s apprenticeship programme and our in-house service, Tremorvah Industries;

• We are reviewing our Mosaic records to ensure that any individual with a learning disability, in receipt of a service and working is accurately recorded;

• We are in the process of planning for the 2020/21 Adult Social Care service plan and Learning Disability will be a key objective moving forwards.

It is also the case that some people will move out of services, such as day support, into employment and will no longer be counted against this indicator. In addition, the Council also supports people with LD into employment who receive no other services. These people are not counted for the purposes of this indicator.

Delayed transfers of care, that are attributable to social care, from

acute hospital per 100,000 population

6.3 6.9 Green 7.3

4.4 (CIPFA averag

e)

This performance indicator is measured per 100,000 population and forms part of the statutory Adult Social Care Outcomes Framework. Delayed transfers of care is where a patient is ready for transfer from a hospital bed to onward care, but is delayed due to a wait for the right care package to be put in place. Performance throughout Q1 has been expected – positive through May and June but more challenging in April. We have seen the same trend in previous years where April (due to seasonal pressures) experiences high levels of demand on the system. A challenging target of 5.5 per 100,000 population (equating to 25 actual delays) for reducing DToC (Delayed Transfers of Care) was set by



Cabinet in May 2018. As this is a stretch target, we have taken the decision to stagger the target throughout the year and reduce at each quarter. The Q1 target of 7.3 will reduce to 6.5 at the end of Q2 (equating to 29.5 actual daily delays), 6.0 at the end of Q3 (27.3 actual daily delays) and 5.5 by the end of Q4. Whole system 'summer planning' has taken place to ensure capacity is in place to meet the expected increased demand over the summer months and an initial 'diagnostic' of performance across the hospital system is being undertaken by Newton Europe. The outcomes of the initial diagnostic will inform a programme of work moving forwards which will help to improve DToC across the hospital and wider system.

Re-ablement - Successful Finishers New measure

566 Red 682.37

Local performance indicat

or

Our aim is to enable people to live independently in their own homes for as long as possible. The reablement service supports people to regain their independence after a period of illness, in or out of hospital. This is the first time this indicator has been recorded, it complements the indicator for delayed transfers of care & admissions to residential & nursing care for those over 65. These indicators remain green with a positive trajectory. This indicator measures the number of people who successfully complete a period of reablement, following discharge from hospital, which enables them to return to living independently in their own home. Performance is below target for quarter 1 but is above the baseline figure of 432. Improvement in the performance will require a combination of increasing referrals from the Access Team and Hospitals into STEPS and this is a key focus for the whole system. Performance has been affected during quarter one by the delay in sourcing the onward packages of care for individuals who have completed their reablement service.

Projects Priorities and Success Measures

Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO

Commentary and management actions



Cornwall Kemeneth (previously part of Transforming Operational Services) Implementing the systems and process that underpin the delivery of the social care pathway. Including current work on : · 3 conversations · Reablement · Workforce Re-alignment · Business systems · Direct payment

Reduce the number of people staying in hospital longer than they need to because of delays in providing care.

Adul

t Soc

ial S

ervi

ces

On

targ

et

On

targ

et

01-F

eb-1

8

01-M

ay-1

9

Suza

nne

Wix

ey

The project is now operationally complete, with final actions underway with Adults’ leadership and finance.

High Cost Placements (previously part of Transforming Operational Services) Home by home and individual reviews of people with high cost placements and packages to ensure that the care they receive is relevant to their requirements

Deliver better health outcomes for everyone.

Adul

t Soc

ial S

ervi

ces

On

targ

et

Out

of t

oler

ance

with

pla

n

01-O

ct-1

8

17-S

ep-1

9

Suza

nne

Wix

ey

The 'test and learn' activity has involved 25 people who have had their needs for care and support reviewed to ensure that the services that they receive are appropriate. This has resulted in some people having changes to the way they receive support and changes to who is paying for either part or all of their eligible support.

Accommodation with Care – Extra Care To provide 3,500 units of Extra Care Accommodation across Cornwall

Reduce the need for admission to care homes for older people and younger adults with disabilities.

Adul

t Soc

ial S

ervi

ces

On

targ

et

On

targ

et

01-Ja

n-17

01-M

ay-2

0

Hele

n Ch

arle

swor

th-M

ay

Procurement Strategic Partner/s –Bidders have submitted first detailed solutions, the evaluation and feedback on these will support development of the final Submissions in the Autumn. “Market shaping” - publication of the Adults Market Position Statement during May and work to align local planning guidance, will support development of the wider market for Extra Care Housing.



Shaping our Future

Reduce the need for admission to care homes for older people and younger adults with disabilities.

Adul

t Soc

ial S

ervi

ces

Out

of t

oler

ance

with

pl

an

Clos

ed

Hele

n Ch

arle

swor

th-

May

Project is no longer deemed to be strategic and critical.

Care Homes Estate Review And Redevelopment Plan (previously Cornwall Care) The project will address issues/opportunities regarding Cornwall Care’s care services, its estate and its relationship with Cornwall Council.


Adul

t Soc

ial S

ervi

ces

On

targ

et

Out

of t

oler

ance

with

pla

n

01-N

ov-1

8

18-M

ay-2

0

Hele

n Ch

arle

swor

th-M

ay

The Project is AMBER. This is due to increased risks that the Council’s relationship with the provider will not bring negotiation results in time for the Full Business Case in September and that the estate condition survey will not be completed in time.

Modernising Day Services & Day Opportunities (previously Market Care Offer)


Adul

t Soc

ial S

ervi

ces

On

targ

et

On

targ

et

01-N

ov-1

8

02-N

ov-2

0

Hugh

Eva

ns

Investment agreed at the Investment and Commercial Board sub group on 11 June. This will provide additional care management capacity for reviews, independent co-design facilitation and funding to pump prime new community based services. Detailed stakeholder engagement plan agreed with communications team. Public events, drop-in sessions, focus groups and provider events to be held throughout July & August. Planned go-live date of w/c 24 June.

Modernising Short Breaks & Respite Care (previously under Market Care Offer) A review of internal and external short breaks services. This will address commissioning a wide range of short break options across Cornwall, the most appropriate use of in-house services, issues around the in-house estate, and the


Adul

t Soc

ial S

ervi

ces

Out

of t

oler

ance

with

pla

n

Out

of t

oler

ance

01-A

ug-1

8

02-D

ec-2

0

Hugh

Eva

ns

A position statement is being prepared for presentation to the Directorate Leadership Team in July. This will seek clarity on the future procurement approach and demand/supply issues. The project status is now red as further work is required to meet the 2019/20 savings target. The in-house service is developing a business case for the re-design and reconfiguration of existing services and this is likely to result in a capital investment programme for new facilities.



inequitable allocation of nights based on older need assessments. Supported Living Re-Procurement (Prevention Services) (Previously under Market care Offer) The Supported Living Reprocurement Project (previously ‘Prevention’) includes a review of current contracts, implementation of savings, development of the future service delivery model and commissioning approach to prevent, reduce and delay the need for formal adult social care services.

Reduce the need for admission to care for older people and younger adults with disabilities.

Adul

t Soc

ial S

ervi

ces

On

targ

et

On

targ

et

01-D

ec-1

8

10-Ja

n-20

Hugh

Eva

ns

The Project is GREEN because there is good progress against the project plan. In June 2019, all bids for Lots 1, 2 and 3 and the Internal Direct Award were evaluated/moderated and the award recommendations drafted.

Joint Strategic Commissioning of Care Homes (previously part of Accommodation with Care) The project will deliver: Phase 1: Interim contractual arrangements for care homes aligned as far as possible across health and social care Phase 2: Fully aligned joint health and social care contractual and purchasing arrangements for care homes, including an aligned fee methodology and market engagement activity.


Adul

t Soc

ial S

ervi

ces

On

targ

et

Out

of t

oler

ance

with

pla

n

26-N

ov-1

8

11-S

ep-2

0

Jona

than

Pric

e The Project is AMBER as although the work for Phase 1 has been completed, engagement with providers has been extended to allow for additional contractual negotiations. NHS Kernow contract has now been issued. There is good progress against the project plan for the implementation of Phase 2 by April 2020.

CHILDREN & WELLBEING



Healthy Cornwall


Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance

Benchmark Commentary and management actions Q1

actual Q1

target

% of users who are satisfied with the help they received from the Council's children and family services

78.1% 78.0% Green 76.0%

Local performance indicator

This measure reports a month in arrears, but outturn from the previous 12 months shows a pleasing level of service user satisfaction and is above the ambitious target set. This is an important proxy measure of general service user satisfaction with Together For Families' involvement and actions, and will continue to be an indicator of service users' perceptions of the help they receive in the coming year.




Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Primary, Secondary Education and Early Years SEND Sufficiency To ensure that there are enough school and early year places for all Cornwall’s children and young by forecasting our longer term requirements and shaping the capacity required to meet our future need. Scope also includes the Schools Backlog Maintenance programme.

Increase the aspirations for our young people. Increase the number of disadvantaged young people in Cornwall to achieve a good GCSE pass in Maths and English, compared with all young people in England.

Toge

ther

for F

amili

es

On

targ

et

On

targ

et

01-A

ug-1

8

27-A

pr-2

0

Tim

Osb

orne

Development of the Education and Early Years Sufficiency Strategy Refresh 2019-2025 continues to progress well with positive and constructive feedback received from the Capital Oversight Group, Together for Families Directorate Leadership Team, Council Directorate Team and the Children, Wellbeing and Public Health Portfolio Holder. A communication plan and comprehensive impact assessment has been created to support development of the strategy.

Making Integration Happen (Previously Integrated Place Based Services) for children, young people and their families in Cornwall (Programme). Develop and test the transition of the Council’s education, early years, public health nursing, early help and social children’s services to a new, legal entity that has the capacity to bring priority and a focus on the needs of children, young people and families, undertaking the statutory

% of users who are satisfied with the Council's children and family services. Reduce the number of children living in poverty whose families benefit from our services. Increase the number of disadvantaged young people in Cornwall to achieve a good GCSE pass in Maths and English, compared with all young people in England.

Toge

ther

for F

amili

es

On

targ

et

On

targ

et

07-Ju

n-18

31-M

ar-2

0

Trev

or D

ough

ty The Outline Business Case for the Family Hubs development was presented

to joint Service Leadership Team on 11 June 2019 and endorsed; this will now be presented to Investment and Commercial Board on 10 July 2019 to progress to the full Business Case. Draft Local Delivery action plans have been created by the Locality Managers, developing the previously proposed priorities for each locality. (Previously reported under Integrated Place Based Services)



duties of the Council under the governance of the Members and subject to democratic scrutiny and accountability. Public Health Nursing Transfer Following a decision from CDT & Cabinet, project emerging from the Making Integration Happen project - To oversee the TUPE transfer of NHS nursing into the council and associated support systems

% of users who are satisfied with the Council's children and family services.

Toge

ther

for F

amili

es

On

targ

et

Clos

ed

02-M

ay-1

8

Jun-

19

Trev

or D

ough

ty The integration of Public Health Nursing has been completed with all staff

successfully transferring over to the Council on 1st April 2019. Closure Report went to CDT (Council Directors Team) for signoff on 23 May 2019.

Education & Early Years – System Procurement To clearly define the system requirements (both statutory and non-statutory) that is undertaken within the Education & Early Years’ service. To procure and implement robust system solution that will deliver efficiencies and value for money to Cornwall Council.


Toge

ther

for F

amili

es

On

targ

et

On

targ

et

14-S

ep-1

7

13-S

ep-1

9

Tim

Osb

orne

A business case has been compiled stating our preferred way forward, which will be presented to the Directorate Leadership Team on 16 July 2019 and then submitted to Investment and Commercial Board (ICB) for their August meeting. Once approved this will enable us to commence the full procurement process. We are making our first site visit this month to another council to enable us to ask questions about the potential suppliers from our Discovery Days.

One Vision (Children’s) Programme Our Partnership Plan to improve outcomes for all children and young people in Cornwall and Isles of Scilly and to reduce the gap in outcomes for vulnerable children:-

% of users who are satisfied with the Council's children and family services. Reduce the number of children living in poverty whose families To

geth

er fo

r Fam

ilies

On

targ

et

Clos

ed

01-Ja

n-17

31-M

ar-2

0

Trev

or D

ough

ty

Now reporting on the individual projects and not the overall One Vision programme, to be consistent with other projects.



Including the following projects :- * Family Hubs * Neurodevelopmental Pathways * Short Breaks * Children and Young People's Mental Health Transformation.

benefit from our services.

Integrated Children's Services Directorate Implementation (ICSD) Develop and test the transition of the Council’s education, early years, public health nursing, early help and social care services to a new Integrated Children’s Services Directorate (ICSD), with a distinct identity and enhanced governance that has the capacity to strengthen the priority and focus on the needs of children, young people and families.

% of users who are satisfied with the Council's children and family services. Reduce the number of children living in poverty whose families benefit from our services.

Toge

ther

for F

amili

es

On

targ

et

On

targ

et

03-A

pr-1

7

27-Ja

n-20

20

Trev

or D

ough

ty The project is reporting Green. The identity for Together for Families is now

being embedded. Further future external communications will be combined with communications on the development of Family hubs. The refreshed Terms of Reference for the One Vision Executive and Partnership were approved by the Executive on 5 June and presented to the One Vision Partnership on 25 June.

Integrated Place Based Services (previously family hubs) - Have a shared understanding of local needs, risks and resources - Change in the way professionals work together and how they work with people in the locality/communities


Toge

ther

for F

amili

es

On

targ

et

Clos

ed

07-Ju

n-18

31-M

ar-2

0

Tim

Osb

orne

, Jac

k Co

rder

y &

Al

ison

Cook

Now reported as Making Integration Happen.



- Changing relationships with children, young people and families in the locality and individual communities - Quick and easy access to early help - reduced duplication and bureaucracy - A new culture – different behaviours - Trusted lead professional - single point of contact - Delivering NHS services - Local Development Partnership - Cultural change over next 18-24 months

CUSTOMERS Democratic Cornwall

Using Our Resources Wisely


Goo

d is

DoT

2018/19

2019/20 Performance


actual Q1

target

% of Council spend with Local Suppliers 59.0% 56.0%

Green 55.0% Local

performance indicator

The local supplier spend provides visibility on the amount of spend that is placed with local suppliers and helps provide focus to shape sourcing and tender strategies if required. It’s calculated as a percentage of the money spent with local Suppliers in comparison with the total Council Spend. A local supplier is defined by invoice Postcode in and across Cornwall.




Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Corporate Landlord This programme will put in place the capabilities required to enable strategic objectives and outcomes in relation to the Council’s property estate and the Property section within Commercial Services so that the property assets of Cornwall Council deliver long term social and economic value.

No Slippage in delivering our investment and savings plans beyond agreed tolerances.

Cust

omer

& S

uppo

rt S

ervi

ces

Out

of t

oler

ance

with

pla

n

Out

of t

oler

ance

with

pla

n

03-A

pr-1

7

18-N

ov-2

0

Dom

inic

Bar

low

The Full Business Case was tabled at the Council Director’s Team meeting on 20 June with feedback asking for further detail and clarification on the way forward and to be re-presented in July. Compliance and condition works continue to progress. Cornwall Strategic Property Board met with Cabinet Office and the Local Government Association (LGA) to discuss regional One Public Estate opportunities.

Digital Cornwall (Working Differently) The Digital Cornwall Programme brings together the former Customer Access and Digital Improvement Programmes.

No Slippage in delivering our investment and savings plans beyond agreed tolerances. % of residents who say we got everything right first time with regards to their most recent contact with the Council.

Cust

omer

& S

uppo

rt S

ervi

ces

Out

of t

oler

ance

with

pla

n

Out

of t

oler

ance

with

pla

n

01-Ja

n-17

01-M

ar-2

0

Mar

k Re

ad

At a programme level, a recent financial and scope review has been undertaken to ensure the programme delivers full benefits by end of the programme in March 2020. An LGA review was also undertaken in June with positive verbal feedback received on the programme and the emerging business plan for Digital Cornwall 2, we await receipt of the formal report. Projects focused on improving the digital capabilities for all staff include:

· All Blackberry’s have now been replaced and the Bring Your Own Device (BYOD) policy is being implemented so staff will be able to use their own mobile phones for accessing emails and their Microsoft applications.

· Improved WiFi continues to be rolled out at key Council buildings. · Windows 10 is starting to be rolled out to the whole organisation. · The Office 365 rollout in to the Cloud nears completion with

7,000/7500 email mailboxes migrated, > 6,000/7,500 home drives migrated to OneDrive and 6,800/7,500 Skype users migrated.

· The Microsoft Teams and SharePoint products are being piloted to define best use for improving digital collaboration around the organisation and with partners.



· Information Protection data labels are being rolled out so staff can easily classify their emails and Microsoft documents, reducing the risk of data breaches.

· The Business Intelligence (BI) infrastructure has been piloted and is being made operational and the Working Differently Board are prioritising the demands from around the organisation so maximum benefit of the reporting capabilities can be achieved.

Alongside the above, significant activity continues ‘behind the scenes’ with critical technical infrastructure improvements being introduced including Windows 2008 server replacements, SQL 2008 upgrades, new seamless network in partnership with the NHS, new storage and backup solution and an application strategy to define where applications can be hosted in the Cloud. Resident focused projects to help improve the customer experience we provide include the design and implementation of a Customer Experience Platform, Digital Mailroom transformation and focus on how we enable wide access to our digital solutions through a county partnership approach to Digital Inclusion.

Living Wage Foundation – Implementation, Accreditation & Social Value To achieve Living Wage Accreditation by close of FY18/19 and have the correct processes in place to maintain that accreditation in future years, include addressing approach to managing inflation with its 3rd party providers . The Social Value Policy underpins our obligations to support the Social Value Act of 2012. We now need to comprehensively

Use our contracts to ensure more people working in Cornwall are paid a genuine living wage. % increase in average weekly earnings. Cu

stom

er &

Sup

port

Ser

vice

s

On

targ

et

On

targ

et

18-Ju

l-18

01-A

ug-1

9

Rich

ard

Will

iam

s

Foundation Living Wage accreditation was successfully achieved on 1 April 2019. A refreshed project closure report will be going to the Council Directors Team in August, after which the ongoing work will be carried out as part of business as usual.



implement the Social Value Policy across the Council.

ENVIRONMENT & PUBLIC PROTECTION Green and Prosperous


Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance Bench

mark Commentary and management actions Q1

actual Q1

target

% Cornwall's household waste sent for reuse, recycling and composting

(Recycling Rate) 40% 41.8%

Green 40.0% 41.88%

This first quarter has shown a higher level of recycling and composting. This data is partly forecasted but will become more accurate as we progress through the year. The Q1 figure this year is approximately the same as in Q1 last year, so if we can keep up the same level of performance we will match or even surpass this year’s target. Q1 summary of performance: residual waste from both the kerbside and Household Waste Recycling Centres (HWRCs) has decreased in Q1 by 1500 and 700 tonnes respectively compared to Q1 in 2018-19. Kerbside recycling and composting has remained steady compared to last year. However the recycling rate remains unchanged as both the amount of composted materials and dry recycling at HWRCs have also fallen by nearly 2000 tonnes and 600 tonnes respectively. Green waste variations can, at least partially, be explained by the poor growing season to June. We have had an increase in the amount of incinerator bottom ash (IBA) metals recovered from the Cornwall Energy Recovery Centre (CERC) and the amount of reclaimed materials from the street sweepings has also increased which has helped boost this figure. With only 3 months data this figure is likely to change as the year progresses and we expect the composting tonnages to increase as we progress towards quarter 2 given improvements in the weather.



Projects Priorities and

Success Measures

Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Resources & Waste Programme To set the strategic direction for Resource and waste management in Cornwall, and serve as the basis to inform the procurement of a new collection contract from 2020.

Reduce waste by increasing reuse and recycling. % of Cornwall’s household waste sent for reuse, recycling and composting.

Nei

ghbo

urho

ods

Out

of t

oler

ance

with

pla

n

Out

of t

oler

ance

with

pla

n

01-M

ar-1

6

13-Ju

n-20

Pete

r Mar

sh On schedule to meet key project milestones as detailed in procurement

timeline, however there continues to be an immediate risk around affordability which we continue to address though Competitive Dialogue and a range of contingency actions to mitigate these risks has been developed with further discussions with the Council Directors Team. A reduced timeline into cabinet is required due to mobilisation of new contract.

Plastic-free Cornwall Cornwall Council will, wherever possible, phase out the use of all single use cups, lids, plastic bottles, plastic-lined cardboard, and any other single use plastics from the entire Cornwall Council Estate by 2020.

Reduce waste by increasing reuse and recycling.

Nei

ghbo

urho

ods

Out

of t

oler

ance

with

pla

n

Out

of t

oler

ance

with

pla

n

10-S

ep-1

8

30-Ju

l-20

Paul

Mas

ters

Good progress has been made with regards to outputting the plastic manifesto for Cornwall, the forming of the internal green champions and engagement with suppliers and the group of companies. Actions are in place to roll out the reduction of single-use plastics from council office cafés following a successful pilot scheme at New County Hall.

HOMES Homes for Cornwall


Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance


actual Q1

target

Number of empty properties brought back into use 87 32

Green 33 Local


32 empty properties brought back into use during 2019/20 Quarter 1 against a quarter target of 33, against a target for the year of 123. For the Business Plan period 2018-22 the target is 570 homes brought back into use. The target was slightly exceeded for the first year – 2018/19 and is on track for this year.



% of successful homeless prevention outcomes 74.2% 76.63%

Green 78.0%

No benchmark information available yet

as new measure

The Q1 figure is very close to the target percentage that has been set for the year. The measure is of the percentage of cases where homelessness is prevented out of all cases where a prevention duty is accepted because a household is at risk of homelessness. (Note: This is a change from last year which recorded the combined percentage of homelessness prevention and relief.)

Number of homes provided within the 1,000 Homes Programme – Starts

on Site 191 27

Green 27 Local


There were 27 starts in Q1 which is in line with the anticipated profile. 26 of the starts related to the Housing Revenue Account programme and 1 was for a targeted acquisition property.

Number of homes provided within the 1,000 Homes Programme -

Completions 133 5

Green 5 Local


There were 5 completions in Q1, in line with the anticipated profile. 4 of these were for the Housing Revenue Account programme and 1 was for a targeted acquisition unit.

CLIMATE CHANGE AND NEIGHBOURHOODS Democratic Cornwall


Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance


actual Q1

target

More services and local assets are under the influence or control of

local communities 18 9

Green 8 Local


A positive first quarter has resulted in 9 proposals being concluded, slightly ahead of the target of 8. The measure is a simple cumulative total of projects concluded. Highlights include the transfer of Killacourt, Newquay, a large public open space which will facilitate substantial investment by the Town Council and includes substantial levels of external grant funding and in St Agnes a package including the car park, toilets and library has been completed. These proposals will enable improved customer experiences of the sites transferred and sustain those local services.




Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Libraries Transformation Programme To work with partners to deliver a sustainable, statutory library service that meets the needs of local communities and delivers the required savings.

Number of libraries run locally and other community facilities - including public realm assets - that are back under local control. N

eigh

bour

hood

s

On

targ

et

On

targ

et

17-M

ar-1

5

16-Ju

l-19

Alla

n Ha

mps

hire

The Library Transformation Programme closes this month with 33 sites complete. Outstanding actions for 3 sites will be delivered by the service through business as usual, aiming to conclude by 2 September 2019. Full annualised savings are expected with majority of library services protected and many enhanced. The Mobile and Micro Library Review project is in Discovery phase.

Climate Change Cornwall wide change programme for moving towards becoming carbon neutral by 2030.

Become a leader in environmental growth and renewable energy.

Nei

ghbo

urho

ods

NEW

On

targ

et

20-A

pr-1

9

2030

Paul

Mas

ters

The project remains on course to complete the discovery phase at the end of July with a report going to cabinet to set out the strategic case for change to meet carbon neutral by 2030 and a supporting action plan for the next phase of the programme. Whilst the July Cabinet report is a significant milestone, we know that further planning work is required to provide a robust and evidence based plan for tackling the ‘big’ and ‘grand’ challenges. We also know that, if we want to be successful, wider engagement with communities, businesses, schools, our public sector partners, the voluntary sector and others will be critical in gaining input to and support for our collective programme to deliver carbon neutrality by 2030. The action plan for the next phase of the programme sets out the work we will undertake with stakeholders to fully evaluate the options and their associated benefits, impacts, risks and barriers for each of the ‘transformational challenges’ described in the discovery phase report. In parallel we will mobilise a delivery programme to accelerate the planning and delivery of the ‘early implementer’ projects described in the discovery phase report.



CULTURE, ECONOMY AND PLANNING Connecting Cornwall

Green and Prosperous

Performance Indicators G

ood

is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance


actual Q1

target

Number of additional premises enabled with superfast (30+Mbps) broadband coverage

4,126 757 Green 615

Local performance indicator

4,659 premises are now complete against a target of 7,550 by February 2020. Cabinet approved on 19 June to lead the delivery of Superfast 3, inclusive growth with a total value of £5.835m. Full details - https://democracy.cornwall.gov.uk/documents/s124314/Superfast%203%20Inclusive%20Growth%20Report.pdf

% of planning appeals successfully defended (exception reporting)

74% 77% Green 69% 69%

Our target is set at 69% which is the national average. The Cornwall Local Plan and adopted Neighbourhood Development Plans are being well supported at appeal and we have successfully defended 77% of all appeals this quarter, which is better than the national average. Therefore we are performing well when assessed against other Authorities. However, we are mindful that the decisions are issued by the Planning Inspectorate in batches and therefore fluctuations will occur throughout the year as a result of this. The number of appeals submitted relative to the number of planning decisions issued is very low. We are rarely challenged on our ability to demonstrate a 5 year land supply for housing at the moment, and therefore our local policies remain strong. The Government also measures the quality of major development decisions as a percentage of the total number of major applications determined that are subsequently overturned at appeal, against which we are also performing very well with only 2.4% of major planning applications determined being overturned appeal. This demonstrates that the quality of our decision making is very good. Furthermore there continues to be a significant reduction in appeal costs since the adoption of the Local Plan in 2016. A small dedicated team specialises in defending the Councils planning decisions and the benefits of this are shown in the above figures.

https://democracy.cornwall.gov.uk/documents/s124314/Superfast%203%20Inclusive%20Growth%20Report.pdf

https://democracy.cornwall.gov.uk/documents/s124314/Superfast%203%20Inclusive%20Growth%20Report.pdf




Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Superfast Extension Project / Superfast 2 Superfast Cornwall was first set up in 2011. The current project runs from 2018-2020 with the aims to upgrade more than 7,000 additional premises across Cornwall which have the slowest broadband speeds. The process of ongoing evaluation, surveying and planning, followed by fibre broadband rollout will continue until 2020.

Provide better broadband and mobile connectivity for businesses and people. Number of premises with superfast broadband coverage. Ec

onom

ic G

row

th &

Dev

elop

men

t

On

targ

et

Clos

ed

01-Ju

l-17

30-Ju

n-20

Glen

n Ca

plin

Project has progressed to a suitable level of completion to be transferred into ‘business as usual’.

Development Company (Devco) The Development Company Project has been established to ensure the creation and delivery of an Investment and Development Company (Dev Co) to deliver the Council’s Investment Programme (IP) and Housing Development Programme (HDP).

Provide 1,000 homes direct by the Council.

Econ

omic

Gro

wth

&

Deve

lopm

ent

Out

of t

oler

ance

Out

of t

oler

ance

with

pla

n

16-A

ug-1

8

30-Ju

n-20

Andy

Bro

wn

The Treveth Group Business Plan for 2019/20 was approved by Cabinet in June and sets out the required funding and deliverables for the year ahead. Work continues to ensure the Company setup is finalised and that a robust infrastructure is in place for Treveth to become fully operational. There is a significant amount of work to be resolved, including the resourcing and prioritisation of building back office systems and finalising management agreements and conveyancing documentation. Due to pressing timescales and resource limitations in which to achieve these, the project is reporting as amber.

The following are new projects which are still awaiting Gateway 1 approval: Threemilestone Master Planning



TRANSPORT Connecting Cornwall


Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance


actual Q1

target

Response to category 1 safety defects (% potholes repaired within

agreed timescales) 96% 94%

Amber 95%

Regional benchmark to be established with

South West and similar authorities.

National benchmark does not reflect South

West region.

From Q1 2019 /20 onwards the reported figure is now a rolling 12 month figure. We have now moved to a rolling 12 month figure to provide a more accurate view of trends in performance, and to smooth seasonal variation. This figure has been negatively affected by poor performance due to bad weather in the second quarter of 18/19 which lead to successful implementation of an improvement plan, figures for Q3 & Q4 were above target as a result. For reference and comparison to 2018-19 figures if you take Q1 19/20 in isolation to previous months the figure is 96.5%.


Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Spaceport Stage 1 Subject to funding and approvals, Spaceport Cornwall will be a horizontal Space launch site at Cornwall Airport Newquay. This will be delivered through a Spaceport license, partnership with commercial operator and related infrastructure to safely operate aircraft systems that intend to take or launch items or people into Space.

Invest across Cornwall to create jobs, provide homes and improve lives.

Econ

omic

Gro

wth

& D

evel

opm

ent

On

targ

et

On

targ

et

03-Ju

l-17

15-D

ec-2

1

Glen

n Ca

plin

UK Space Agency have made a conditional grant offer of £7.85m government funding towards Spaceport Cornwall. Recommendations for £12m of revenue and capital funding from Cornwall Council will go to Cabinet and Full Council in September. An application for the Local Enterprise Partnership Growth Deal funding is being progressed. Technical discussions and commercial agreement negotiations are ongoing with Virgin Orbit.



Positive Parking The development of a Cornwall wide strategy around parking which will set out the Councils approach and oversee implementation.

Create an integrated transport system, linking main line bus and rail timetables, ferries and Cornwall Newquay airport. Ec

onom

ic G

row

th &

De

velo

pmen

t

On

targ

et

On

targ

et

01-Ju

l-17

20-O

ct-2

023

Glyn

n W

illia

ms

4 of 12 Pay-on-Exit systems are live. 2 additional sites in Newquay will be live w/c 8 July. 3 Cornwall Council cars have been fitted with ANPR camera equipment. They will be operational by the end of August. A Directorate Leadership Team report has been written seeking clarity on next steps regarding the portfolio holder decision to cease work on Tariff Bandings. The project team attended the Asset Management Group on 26 June to communicate progress of the asset stream and agree next steps Marketing of the Just Park app and related products will commence in July.

Transport Review The priorities of the Transport Review project are: • A detailed progress update against the recommendations of the PeopleToo review from 2012. • An update against the related resolved and ongoing matters from the last Integrated Passenger Transport update to the Scrutiny Management Committee held 4 October 2016. • A summary of the key challenges facing services which are impacting on progress with transport improvements and cost efficiencies

Create an integrated transport system, linking main line bus and rail timetables, ferries and Cornwall Newquay airport. No Slippage in delivering our investment and savings plans beyond agreed tolerances. % of our savings plans delivered.

Econ

omic

Gro

wth

& D

evel

opm

ent

On

targ

et

On

targ

et

29-M

ar-1

8

28-F

eb-2

0

Phil

Mas

on

The second phase of the project is continuing to being implemented and is being driven by the existing project steering board. Work is continuing around the wider recalibration of the service to become a more efficient and effective Transport Coordination Service. The project will work to deliver potential efficiencies and financial savings over the next 12 months through the agreed work packages and through the improvement of end-to-end transport processes, synergies with the One Public Transport Scheme for Cornwall and through the retendering of bus and taxi contracts, for which activity has recently commenced. A longer-term passenger transport strategy is now being developed to drive activity beyond the project timescales and to address the further activity around social care, health and MTFP (Medium Term Financial Plan) savings beyond this year. It is intended this strategy will be in place by the end of 2019.

The following are new projects which are still awaiting Gateway 1 approval: Northern Access Road



LEADER Democratic Cornwall

Using Our Resources Wisely


Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Electoral Review Review to deliver electoral equality across the local authority by ensuring that all Councillors represent a similar number of voters. The Boundary Commission will recommend an output which will need to be implemented.

Communicate better with our communities.

Cust

omer

& S

uppo

rt

Serv

ices

On

targ

et

Clos

ed

01-F

eb-1

6

31-M

ar-1

9

Mel

O'S

ulliv

an

The projects objectives have been achieved and therefore the project has now been formally closed.

DEPUTY LEADER Using Our Resources Wisely


Goo

d is

Dire

ctio

n of

Tr

avel

2018/19

2019/20 Performance


actual Q1

target

% spent in line with investment programme 100% 100%

Green 100% n/a Forecast spend on the investment programme in 2019/20 is £73m. The majority is expected to be expended in quarter 4. Spend for the year is on track at the end of quarter 1.

% of our savings plan delivered 91% 82% Red 100% n/a

The Council needs to deliver £34.455m of savings in 2019/20 as set in its Medium Term Financial Plan. Against this target, it is expected that £28.336m of savings will be delivered, a shortfall of £6.119m. However, it is expected that £3.537m of this shortfall will be mitigated through other savings or income generation leaving a net shortfall of £2.582m (7%). Adult Social Care, alongside other areas of the Council is overspending against budget, however our overspend is attributable to many issues



including undelivered savings. A £2.7m mitigation has been identified and will be ultimately be delivered through the Kemeneth Programme and through staffing and placement changes. The critical undelivered saving is in relation to the costs of residential care. The directorate has implemented all actions intended to deliver savings in this area but due to underlying market pressures (as identified in our Market Position Statement) we have not generated the targeted level of cost reduction or cash saving or delivered the anticipated outcomes. This is a significant issue that will need to be considered strategically over the next 3 months (and is outlined in a business case to Cabinet). In support of our performance, we are embarking on a directorate wide project to improve data quality and accuracy which deliver improved robustness in our reporting, systems and business processes.

Projects Priorities and

Success Measures

Dire

ctor

ate

Past

Sta

tus

Curr

ent

Stat

us

Star

t Dat

e

End

Date

SRO


Customer and Support Services Transformation Programme Design and Implementation of a Target Operating Model for the Customer and Support Services Directorate which will provide a significant improvement in the efficiency, flexibility & sophistication of our Strategic, Assurance & Support Services.

No Slippage in delivering our investment and savings plans beyond agreed tolerances. % of our savings plans delivered.

Cust

omer

& S

uppo

rt S

ervi

ces

Out

of t

oler

ance

with

pla

n

Out

of t

oler

ance

with

pla

n

02-Ja

n-18

13-M

ar-2

3

Rich

ard

Will

iam

s

Focus is the implementation of a new Directorate structure, taking effect as of 1 July 2019. The new structure comprises: Assurance; People, Change & Digital; Finance & Commercial; Customer & Business Operations. The re-structure is the first step to allow Services to redesign, which ensures more efficient and effective support to Customers as well as delivering on planned benefits within the MTFP. Commercial workstream is in delivery, focussing on income generation, contractual savings and effective sourcing strategies.



Farms Strategy The wide ranging review is set to determine the future direction and operation of the Council’s farm estate, including the setting of clear environmental standards and making sure the farm estate plays its part in helping to deliver Cornwall’s priorities for environmental growth, prosperity and health.

Invest across Cornwall to create jobs, provide homes and improve lives. Use Council land to create jobs, as part of our plan to secure 38,000 new jobs across Cornwall by 2030.

Nei

ghbo

urho

ods

On

targ

et

On

targ

et

01-N

ov-1

8

18-D

ec-2

0

Paul

Mas

ters

The farms project remains on schedule for the development of the revised strategy and supporting business plan for the County Farms Estate. Following endorsement by the Neighbourhoods Overview & Scrutiny Committee on the 23 May the draft strategy is now out for a 6 week consultation which completes on the 5 August. On returning from consultation it is scheduled to go to Cabinet in November.

Oracle Fusion Cloud Implementation of a new Oracle HCM and Finance ERP Cloud Service, to replace the existing on premise Oracle Enterprise Business Suite, provide a modern interface which provides best practice processes and a greater degree of self-service. Implementation of migration from Hyperion to Cloud reporting.

No slippage in our investment and savings plans beyond agreed tolerances.

Cust

omer

& S

uppo

rt S

ervi

ces

NEW

Out

of t

oler

ance

01-N

ov-1

7

07-D

ec-2

0

Rich

ard

Will

iam

s

Project is RED due commercial negotiations with the Council's implementation partner requiring sign off as at the end of Quarter 1, however these were completed and signed off in July following approval secured from Cabinet (19 June 2019) to award a contract to the Council's current implementation partner. Detailed planning and resource profiling ongoing. Roll out of budget dashboards in accordance with plan. Oracle the plan is going live, we are resourcing to that plan and the commercials are completed.

Appendix 1: Performance Indi cators & Projects by …...Appendix 1 Council Performance Report Year...

Documents

Transcript of Appendix 1: Performance Indi cators & Projects by …...Appendix 1 Council Performance Report Year...