Our resources are well managed and reflect the priorities of our residents

Are we achieving our targets?

Green – 5; Amber – 0; Red – 3; M – 6

Are we getting better?

5

Improved performance

2

Stayed the same

2

Requires improvement

5

Further information is needed or the latest measure is unavailable

Analysis and issues

One of this outcome plan’s key performance indicators is reporting as Green. This relates to the delivery of a balanced revenue outturn position. More information on this measure is provided in the accompanying Q2 report of financial performance. The measure on delivery of savings proposals is reporting declining performance and is Red against the target of 90%. Further information is available on this measure in Appendix Four and the Q2 report on financial performance. The other two indicators have been assigned ‘M’ status for this reporting period in recognition of being annual and four-yearly survey information measures regarding staff engagement and resident satisfaction respectively.

Wider Performance Indicators

Looking more widely at this outcome’s performance measures, the timeliness of provision of high-level estimates, proportion responded to within 5 working days is reporting as Red, although performance has improved significantly this year, with the ICT Senior Management Team now directly involved in the project commissioning and estimating process. This has helped to address the backlog and establish a more efficient project estimating process. Positive performance was initially demonstrated in Q1 and this continued for a period in Q2, reaching a high of 90% in July, though performance challenges and the small number of projects (making this a highly variable measure) impacted on attainment in August and September, outlined in the table below. The delivery of projects to agreed milestones also reports as Red; however it should be noted that this measure is highly variable and is dependent on a limited set of projects. During Q2, it demonstrated performance between 71.4% to 26.3%.

Provision of high level estimates/response within five working days – target 75%

  • October
    • Achievement: 83.3%
    • Volume: 6
  • November
    • Achievement: 100%
    • Volume: 8
  • December
    • Achievement: 70%
    • Volume: 10
  • January
    • Achievement: 53.8%
    • Volume: 13
  • February
    • Achievement: 30%
    • Volume: 10
  • March
    • Achievement: 85.7%
    • Volume: 7
  • April
    • Achievement: 66.7%
    • Volume: 12
  • May
    • Achievement: 75%
    • Volume: 12
  • June
    • Achievement: 80%
    • Volume: 5
  • July
    • Achievement: 90%
    • Volume: 10
  • August
    • Achievement: 25%
    • Volume: 8
  • September
    • Achievement: 50%
    • Volume: 8

Delivery of projects to agreed milestones – target 75%

  • October
    • Achievement: 30%
    • Volume: 10
  • November
    • Achievement: 27.3%
    • Volume: 11
  • December
    • Achievement: 41.7%
    • Volume: 12
  • January
    • Achievement: 37.5%
    • Volume: 8
  • February
    • Achievement: 14.3%
    • Volume: 7
  • March
    • Achievement: 34.8%
    • Volume: 23
  • April
    • Achievement: 31.3%
    • Volume: 16
  • May
    • Achievement: 27.8%
    • Volume: 18
  • June
    • Achievement: 60%
    • Volume: 15
  • July
    • Achievement: 26.3%
    • Volume: 19
  • August
    • Achievement: 71.4%
    • Volume: 7
  • September
    • Achievement: 41.7%
    • Volume: 12

Service availability: a defined suite of ICT services and applications available within agreed service hours – target 99.5%

  • October
    • Achievement: 100%
    • Volume: 0
  • November
    • Achievement: 100%
    • Volume: 0
  • December
    • Achievement: 100%
    • Volume: 0
  • January
    • Achievement: 99.9%
    • Volume: 3
  • February
    • Achievement: 100%
    • Volume: 0
  • March
    • Achievement: 99.1%
    • Volume: 2
  • April
    • Achievement: 98.6%
    • Volume: 4
  • May
    • Achievement: 99.9%
    • Volume: 1
  • June
    • Achievement: 100%
    • Volume: 1
  • July
    • Achievement: 99.9%
    • Volume: 2
  • August
    • Achievement: 99.8%
    • Volume: 1
  • September
    • Achievement: 100%
    • Volume: 0

Furthermore, analysis has shown that of the 23 project requests for which the ICT Shared Services did not meet the projected end date, the average project budget for these projects was less than half than the budget of the 15 projects that they did meet the target for. This suggests that smaller projects are more at risk of slippage, with larger projects delivering more reliably. The service are also now piloting a new method of evaluating delivery, a project satisfaction questionnaire. This will ask questions which gauge and measure customers’ level of satisfaction with the way the project has been managed and delivered. It is hoped that this will provide a more meaningful measure of the effectiveness of project delivery. Further information regarding IT project estimating and delivery is available in Appendix Four.

High levels of service availability have been maintained for a defined suite of core ICT services and applications, with 99.5% service availability within agreed service hours against the target set of 99.5%. This indicator is reported on monthly and is based on downtime affecting an agreed list of priority 1 systems, such as the core social care system, Liquidlogic. The figure of 99.5% was achieved as an average across the previous three months.

Progress is being made towards the intended aim of rationalising the corporate office estate to a desk ratio of 1:1.8. This is a transient position dependent on the commencement date of various leases and licences. The proportion of Transactional Service Centre queries resolved at the first point of contact is exceptionally high, at 99% against a target of 85%. Reducing the number of Transactional Service Centre queries that have been received is no longer a strategic objective due to the implementation of new Enterprise Resource Planning software.

Actions

Analysis and issues

Over 75% of actions within the Resources Outcome Plan are either on track to be delivered as scheduled, or have already been delivered.

Examples of delivered actions include:

  • The Digital Channel Shift business case has been approved and implementation is underway.
  • High level Digital Design Principles and a short term plan have been developed. A detailed action plan has been developed and is included in the digital business case in relation to channel shift.
  • Preparations for the implementation of new data protection laws were delivered, and were reported to Audit and Governance committee as part of an audit report.

Examples of the highlights of progress made during the first two quarters of 2018-19 around those actions that remain on target include:

  • The Finance service has undertaken an extensive process of Zero Based Budget reviews. These reviews scrutinise spending in services and ensure they are achieving value for money. 31 reviews have been completed to date, with 16 partially completed and 6 due to be finalised by November 2018. Once complete these will have reviewed more than £75m of the Council’s net budget. To date the project has highlighted proposals that could deliver up to £0.5m of new savings and contributed to the delivery of a wider set of savings against existing targets.
  • All ‘Gold’ level communication campaigns for 18-19 will have a full strategy developed incorporating research, objectives, implementation and evaluation. Many of these have been developed and are being delivered against, with plans in place to develop the remaining strategies.
  • Preparations for new ward boundaries taking effect are well underway. In order to deliver elections with the new boundaries there are a number of steps that need to be taken. The first is to fully redraw all of the polling districts in the borough to take into account the new ward boundaries, whilst still representing the parish and parliamentary constituencies. All polling districts have a polling station allocated to them that meets the necessary standards. The consultation on this fully revised polling scheme will commence 10 October until 7 November. The report will then be submitted to Audit and Governance Committee in November before going to December Council for approval. All those who have a change in polling station will be written to and offered an application form to vote by post. The new registers will then be available ready for use for nominations 1 March 2019.
  • The Council has worked closely with Vivo to help support the company as it implements improvements in quality assurance and training across its care settings. The Council has provided additional financial support to ensure the company can operate within its funding in 2018-19 and directly supplemented the management team to provide capacity to develop and implement longer term strategies. Following the progress made in addressing service quality issues, improvements in Care Quality Commission ratings at key sites and assurance over the companies cost base, proposals are being made to Cabinet to extend the Vivo contract until April 2020. This will provide further stability for the company and allow further consideration of the most effective use of the company as part of the Council’s longer term care strategy.
  • The Staff Survey began on 8 October, and will gather valuable information about staff perception regarding the working environment of the Council. This will be accompanied by an extensive communications campaign and will be followed by an action plan to address any areas of underperformance.
  • The Community Engagement Scrutiny review has met in order to understand what constitutes best practice in community engagement, has received advice and support from expert external witnesses, and is on-track to produce an interim report in November.
  • The commercial management team has completed approximately 85% of its contract reviews and is on target to meet the expectations of the contract review programme that concludes in December 2018. As a result of the programme recommendations have been made to commissioners on how to improve contract management and the contract management service has taken over the commercial management of a number of key contracts. A new governance arrangement has been implemented to oversee the re-commissioning of services that will ensure the outcomes of the reviews are incorporated into contractual arrangements as they are procured.

In terms of the actions that have been re-phased there are a number of updates regarding these to highlight. Significant progress has been achieved in the Best for Business programme, which is supporting the de-commissioning of the Council’s legacy Oracle system and its replacement with a new system, Business World. This includes progress on the design, build and testing of the new system, however there is significant complexity in the implementation of new enterprise resource planning software and this has led to re-phasing. The development of an improved Open Data offer will be taken forward in Quarter three and four, as part of the development of a wider Information Strategy for the Council.

Next Reporting Period: The following are on track to be delivered by the end of 2018-19:

  • Completion of the Zero based review programme.
  • Implementation of digital channel shift across Council services to improve the accessibility of services.
  • Development of an improved Open Data offer.
  • Development of recommendations to improve digital inclusion, recognising that not all residents have the technology or skills to engage via digital channels and improving the accessibility of services for these residents.
  • Roll out of Flexible Mobile Working across the Council.
  • Chester HQ building will be occupied by new tenants to achieve savings and improve the utilisation of the corporate estate.