238 Best Value Performance Indicators
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To receive and consider report 244/05 of the
Strategic Director.
Introduction and Report Summary
This
report compares the Council’s performance against that of the
national top and bottom quartile data for 2004-05 which was
published by the Audit Commission in mid- January 2006.
The Contact Officer for this report is
Robert Woodside, Principal Performance Management Officer (01235
520202 ext 499).
Recommendation
That
Members note the Council’s performance against the national
top and bottom quartile results for 2004-05 and that active
management of Best Value Performance Indicators is undertaken
through the Corporate Governance Reporting process.
Minutes:
(Time: 3.35pm to 3.50pm)
The Executive received and considered report 244/05 of the
Strategic Director regarding Best Value Performance Indicators
(BVPI). The report compared performance
against the national top and bottom quartile data for 2004/05,
which was published by the Audit Commission in January
2006. Amended pages 116 to 118 were
tabled at the meeting. These showed
arrows indicating whether the performance had improved, reduced or
stayed the same.
Members noted that eight indicators had improved, moving up from a
lower to a higher quartile. Nineteen
had stayed the same and eight had dropped to a lower
quartile. It was these eight with
worsening performance that the Executive concentrated
on:
- BVPI 11a, the percentage of top earners that were
women, had reduced. This was an
indicator not a target. The Council
appointed to posts on merit. In 2004/05
the effect on this indicator had been negative, whereas in other
years it might be positive. As an
organisation, the Council was shrinking so the opportunity for this
indicator to improve in the near future was limited, unless a
vacancy occurred. However, any
appointments would still have to be on merit. This was not an indicator the Council could
control
- BVPI 12, the number of days sick per member of
staff, had crept back up.
Members
asked for Scrutiny
Committee to be invited to investigate this and satisfy itself that
everything was being done to minimise this or to ask for further
action to reduce staff sickness
- BVPI 14, the number of early retirements of staff,
had predictably worsened due to the effect of senior management
restructuring. In the current year
performance would improve as no early retirements had been
approved
- BVPI 17a, the number of staff from ethnic
minorities, as with BVPI 11a above, this was something the Council
could not control as it had a policy of making staff appointments
on merit
- BVPI 76a, the number of benefit claimants visited
per 1000 caseload, had dipped in 2004/05 but had improved in the
current year
- BVPI 106, the number of new homes built on 'brown
field' sites, again this had dipped in 2004/05 but was improving in
the current year. Members considered that 92% was still very high
for a rural District, despite having just dropped out of the top
quartile
- BVPI 109b, the percentage of minor planning
applications determined within eight weeks, had dropped in 2004/05
but had recently improved
- BVPI 109c, the percentage of other planning
applications determined within eight weeks, had also dropped in
2004/05 but like BVPI 109b above, had recently
improved. The Portfolio holder reported
that he and the key Planning officers were investigating ways to
improve performance further for this and indicators 109a and
109b
The Executive also looked at the other indicator
performances. With twice as many in the
top or middle quartiles than the bottom quartile,
Members
asked the Chief
Executive to send a message of congratulations to staff on this
achievement in what had been a very difficult year.
RESOLVED
(a) ...
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