Corporate Assessment Key Lines of Inquiry

Q1 What is The Council trying to achieve?

28. The Council has specific long-term and shorter-term ambitions for its area and believes these to be realistic and robust. It has been effective at leading the local community through State of Area Addresses and other means, and in regards to its own services. The Council’s vision is:

"Shrewsbury and Atcham will be a prosperous area and a leading County town in the West Midlands where people enjoy an improving quality of life".

29. To meet the challenge to be a leading county town in the West Midlands, we have ensured that Shrewsbury’s ambitions are reflected in the emerging Regional Spatial Strategy and also in the Regional Visitor Economy Strategy . A Retail Capacity Study carried out as part of the Local Plan review acknowledges Shrewsbury’s sub-regional importance and identifies opportunities for growth over the next ten years. In order to create a place for people to enjoy an improving quality of life the Council is pro-active on community safety with the Police and new community wardens.
    
30. One of the biggest challenges was to translate the Community Strategy 2002-2012 into an action oriented and measurable touchstone for the wider community. The Strategy was produced after extensive consultation with over 200 organisations and reflects national, regional and local influences. It is being reviewed and updated with a view to defining more clearly the priorities and key quality of life indicators at Borough and County level through which the community can readily identify improvement.
    
31. Through research and listening to our residents and stakeholders we know what is important and have set out to meet needs and aspirations through the Community Strategy to 2002-201210 supported by:

• The Waste Management Review 2003 to the year 2005/06 - increase recycling and reduce waste, contributing to the County wide Local Public Service Agreement (LPSA)
• The Housing Strategy 2003 and Homelessness Strategy 2003 dealing with homelessness especially amongst younger people in partnership with others; facilitating affordable housing with a goal of achieving 500 units by 2006 and addressing private sector renewal through grants and loans
• Crime and Disorder Strategy9 - although a low crime area there are pockets of crime and anti-social behaviour in areas of deprivation (Harlescott, Meole Estate, Castlefields and Ditherington) and specific issues associated with a thriving town centre. The Council, West Mercia Constabulary, Drug Action Team, Severnside Housing and the Town Centre Management Partnership are actively addressing these issues using Anti-Social Behaviour Orders (ASBOs), multi-agency task forces and operations such as Operation Urban 2002 and 2003 to support local residents in their efforts towards longer term cohesion and sustainability. Our approach has received acclamation by H.M. Inspectorate of Police and the Home Office.
• The Town Centre Strategy, developed with the community sets out a vision for the town centre and detailed plan of action to ensure that the town centre maintains and improves its standing as a sub-regional shopping centre
• The Visitor Economy Strategy reviews local approaches to tourism marketing and development and provides clear guidance for working with partners to improve the district’s attraction to visitors. The Town Centre Management Partnership was closely involved with this.

32. The Council has identified those elements of the Community Strategy that it knows that it can deliver and has set the outcomes that it wishes to see as well as milestone targets, e.g. the Recycling Plan has annual targets up to 2007, but it is still developing its targets for the longer term. The Council’s Performance and Improvement Plan 2003/04 (PIP) contains details of service targets relating to the Council’s ambitions up to 2007.
    
33. The Council believes that its ambitions are both realistic and robust; there are long-term targets set for the "Big Issues" taking the Council to 2012, and there are intermediary targets for the Council’s priorities to 2007. The resources are in place in capital and revenue terms, and there is a three year medium term financial plan. The ambitions have been formed after wide ranging consultation and the Council has a track record of delivery, i.e. LSVT, new offices, Old Market Hall in spite of public minority opposition, improvements in recycling and council tax collection. In short, the Council has the money, people and determination in place to deliver the ambitions.
    
34. The Council is a member of a county wide LSP and the Shrewsbury and Atcham Partnership. The latter was created through the Council’s leadership and has empowered the community to take the lead on its formation and its writing of the Community Strategy. The Council is also an active member of the Crime and Disorder Partnership, which was originally chaired by the Police, and by rotation now takes the Chair. In addition, the Chief Executive is on the Board of "SureStart" for North Shrewsbury.
    
35. The Council provides clear leadership to build cohesive and sustainable communities by promoting community cohesion17, by working to ensure the elimination of discrimination, and through access to services. The Council also provides leadership by working closely with Parish Councils, the Business Chamber, and the Town Centre Management Partnership, and introduced the "State of the Area" Address by the Leader in 2000, two years before this became mandatory.
    
36. The Council ensures the effectiveness of its internal leadership through a range of mechanisms, e.g. through vision events for members, whole Council briefing meetings, monthly service meetings, and production of weekly and employee bulletins.

Prioritisation

37. The Council has made clear its priorities for improvement and also non-priorities. The priorities follow national and local targets and community needs. These have been effectively internally and externally communicated and resources have been shifted to match priorities, e.g. from administrative costs to recycling.
    
38. The adoption of the Community Strategy has provided a framework that has allowed us to move forward and align the long term aims of the Community Strategy with the Council’s own objectives and plans through the use of a clear and coherent system. The Council has used the following mechanisms to both ensure that its priorities reflect what the community wants, and that all sections of the community have had the opportunity to be involved:

Consultation and Communication

• The Community Strategy provides the framework for high level objectives and longer term priorities21
• The member developed Corporate Plan sets out the Council's contribution to the Community Strategy and the organisational issues which must be addressed in the medium term
• Cabinet review of priorities - September 2003
• The annual PIP sets out what we are doing, looks at priorities within the budget context, how we perform and the "Big Issues" for the area
• Whole Council briefing sessions
• Councillor publications to their constituents
• Press coverage through the local media

Community Involvement

• Twice a year formal meetings with Parish Councils which are effective at receiving information from them and also cascading information to them
• The Shrewsbury Conference (October) - an annual consultative event (since 2000) - for citizens is designed to find out their views on priorities and matters of importance23, followed by the "Question Time" event in March
• The annual survey of residents as part of the budget consultation process QCL
• Local events, e.g. Harlescott and Gains Park fun days – target harder to hear groups help prioritise community development activities and resources
• Regular meetings with organisations such as the Civic Society, Residents' Associations etc

39. The Council’s priorities reflect local and national issues, e.g., recycling18, crime & disorder9, sustainable transport, affordable housing and ring fencing of Planning Delivery Grant for planning purposes. The priorities of the local communities have been balanced against the national ones and all priorities are set out in the Performance and Improvement Plan.

40. As the organisation moves forward, the Council consistently and effectively communicates the changes, priorities, non-priorities and big issues to stakeholders, the organisation itself and the public. Not all sections of the community will always share a priority area, i.e. Old Market Hall, once implemented public reaction changes to support it.

41. Internal communication is effective on ownership of priorities and a number of methods are used including Annual Employee briefings with workshop feedback sessions, service manager and team meetings monthly, weekly information bulletin, monthly employee news, and notifications with pay slips.

42. The Council has not had to make cuts in services either to keep council tax low or to invest in other priority services, however the Council has, as shown later, been prepared to move resources into priority areas. Key objectives cascade through the Corporate Plan from the Community Strategy to drive the Council's Capital Programme, including the £5 million community and environmental initiative programme. Examples of priority uses of resources are:

• £5M capital designated for community and environmental initiatives 2002-2006 determined against a matrix measuring fit to the Community Strategy where the Council has invested in local communities priorities, e.g. delivering 112 units of affordable housing since October 2001
• An additional £200,000 to finance recycling measures and floral schemes in response to public opinion, national priorities and the LPSA during 2003/04
• A review of concessionary fares was undertaken in 2002 and an additional £192,430 was provided in the 2003/04 budget to fund an increase in the scope and value of the scheme

43. Whilst the Council funds priorities, through prudent financial management with a view to keeping council tax increases affordable, it has also recognised the need to focus on direct service delivery which is visible and valued by local people. In 2003 a restructuring of the organisation resulted in a shift from management and administration to more direct service including street sweeping and development control, and the closure of Clive House Museum which had been identified as a non-priority area. Moving resources has been a continual process by the Council over four years. The change from back door bin collection to kerbside wheeled bins allowed the savings to be used for community safety, community development, economic development and town centre management to reflect the then priorities. In 2000 the Council reduced management costs by reducing the management team from seven to four to give a nil council tax increase. Over the next three years the organisation shifted from five administration teams and five receptions to one customer services team. Savings are directed to improving Environmental Health and keeping the council tax low.

44. In addition, the capacity for delivering priorities has been enhanced by reallocating administration staff to customer services and by the introduction of new areas such as asset management, procurement and projects while at the same time saving money. To implement the Council’s ambition to be IEG compliant the Council has prioritised money into IT systems and used savings from paper usage, reductions in paper, printing etc. to invest in an improved website service.

45. The Council has also been clear about some non-priority areas:

    • Being a member of joint committees, national or local organisations where there is no benefit to the community.
    • Provision of residents' car parking in the short-term because it needs to be developed on an integrated basis.
    • Extending the museum as it will be reviewed as part of the total tourism product of the Borough.
    • Undertaking 100% of food inspections annually because a five year programme has been adopted.
    • Town centre public toilet, pending decision on the museum.

Focus

46. The Council remains focused on its ambitions, without getting distracted by initiatives that are not priorities, and has the necessary mechanisms and tools in place. Some examples of sustaining focus are:

• LSVT in 2001, including the transfer of 235 employees to the new housing company
• Transferring the Highways Agency back to the County Council in May 2002
• Refurbishment and restoration of the Old Market Hall despite the efforts of a vocal minority opposed to the scheme
• Maintaining service delivery during periods of severe flooding and developing flood alleviation measures

47. We currently have a number of major projects underway to deliver Council priorities, and the ability to manage these more effectively and focus on delivery has been improved through effective project and risk management, tools and techniques.
    
48. The Community Strategy has provided the strategic focus that the organisation needs to take it forward concentrating on areas where real improvements in quality of life are achievable11. Portfolio holders sit on Community Strategy thematic groups and are involved in the work programme and the Annual Performance and Improvement Plan (PIP) focuses and records action taken against priorities. The PIP is subject to six months’ consultation each year.
    
49. Cabinet keeps track of progress on major policy issues through monthly reports from CMT and tracks service performance through "traffic light" reports from portfolio holders. Overview Committee plans its workload and utilises the skills of its members to explore and report back on issues such as partnership effectiveness. This year members are actively participating in preparation for CPA. The Committee also tracks Best Value action plans to examine whether improvements have been delivered. Pre Agenda meetings are held between the key officer and Chairmen to manage the business.
    
50. The Corporate Management Team (CMT) and service managers meet after Cabinet every month to discuss issues arising at the Cabinet, service and policy development, learning issues and other appropriate general matters. CMT meet formally each week to discuss corporate policy and management issues following which an "aide memoire" is e-mailed to all staff. Directors individually have a weekly briefing with their service managers who in turn hold regular team meetings. Annual whole Council briefings are also held at different times and locations. Following the 2002 series of whole Council briefing sessions the need to improve communication with non-office based staff was recognised and systems put in place to rectify this, for example meeting at the swimming pool on a Sunday. Briefing sessions available to all staff on major issues, such as document management systems and office accommodation are arranged when required.
    
51. CMT also monitors and manages big issues each month to ensure focus on delivery and reports to Cabinet on progress and traffic light reports quarterly on all service performance. This is part of process to maintain focus. Agendas for meetings of CMT and Cabinet together with Overview and Scrutiny are pre set.
    
52. The original Scrutiny Committees in 2001 set a work programme which included receiving annual reports from services on action taken. In 2003 the system was changed to reflect experience. The Policy and Performance Committee has replaced them and carries out policy reviews and has set a work programme.
    
53. Regular visioning workshops help members to maintain focus on Council ambitions and priorities and to explore big issues outside the formal committee framework.
    
54. Portfolio holders meet regularly with service managers to focus on issues affecting service delivery. Focus is maintained through regular communication, e.g. aide memoires, weekly bulletin, monthly employee news, quarterly newsletter to depot based staff.
    
55. Focussing on what matters to local people is at the core of the Council's planning processes. For example the Community Strategy identifies anti-social behaviour and keeping the Borough clean and tidy as priority issues:
    
56. Similarly focus is maintained on waste where the portfolio holder had a working group to review improvement in priority area of bulky waste and recycling, planned for and brought forward a report on service change.
    
57. A further example is on Development Control performance where staff resources have been reallocated to deal with the registration of planning applications when a backlog arose and in satisfying National and Council targets for the determination of applications. The Chief Executive meets with the leader every week to focus on priorities, budget setting as well as day to day issues.