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The Guildhall
Frankwell Quay
Shrewsbury
SY3 8HQ
 
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01743 281000
 
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Corporate Assessment Key Lines of Inquiry

Q2 How has The Council set about delivering its priorities?

Capacity

  1. The Council has the capacity and skills to deliver services and projects and achieve change evidence by the change since 2000. Officers and members are clear about what they are responsible and accountable for and the Council’s use partnerships effectively to deliver complex priorities for example IEG, community safety and homelessness.
  2. The Council’s leadership is both supportive and pro-active in encouraging continuous personal and organisational development. The Chief Executive has annual one-to-ones with service managers to discuss capacity, training, workload and priorities. Employee development interviews take place at least annually at which the performance of all employees is assessed and targets are set, and where employees are informed of the priorities from the Community Strategy and Corporate Plan that they are working to deliver. An audit of language skills to aid service delivery for diverse groups was carried out in 2000 and updated to reflect existing personnel and known skill areas.
  3. The organisation has changed from a hierarchical traditional departmental structure in 1999 to a flatter system of directorates first introduced in 2000 and subsequently refined in 2003 to meet changing priorities, based on three directorates and empowering 17 service managers.
  4. A corporate job evaluation process for all employees has been in place for three years. A formal suggestion scheme is also in place and refuse and street cleansing operatives are about to undergo a NVQ Level II training programme.
  5. We have an HR Strategy which sets out the Council's resource requirements, recruitment and retention issues, identifies skills gaps, deals with succession planning and managing sickness. There is a corporate approach to training following external assessment by an HR expert and roles and responsibilities are clarified through the EDS. In 2001/02 and 2002/03 all priority training needs were resourced. The Council is supportive of training and has increased funding over the last three years. Staff training needs are identified through Employee Development interviews for all employees/teams by assessing corporate needs through organisational analysis, scrutiny or by identifying corporate weakness to be strengthened, i.e. on Project Management in 2002 from which courses were arranged and systems bought.
  6. All new staff receive a comprehensive induction programme including corporate awareness and Health and Safety. A new training package for IT building on the work carried out in the IT training suite for all employees is in the course of development. Learn Direct accounts are available to all staff and members and the Council is currently reassessing the IT skill base. Training for qualifications is also encouraged and supported financially by the Council and employees are encouraged to be members of professional bodies and their fees are paid.
  7. A Councillor training scheme is in place with all new members receiving comprehensive induction training and they all have job descriptions and role definitions in place. Training takes place when convenient to members including at weekends and on a one to one basis, i.e. IT in members' homes (Laptop computers have been issued to all Councillors, with access to the Council’s network through broadband and ISDN). Councillors also have individual training records.
  8. The Council embraced the modernisation of its political structures and, following public consultation adopted the Leader and Cabinet system in May 2001. The constitution was reviewed in 2002 and can be updated at any time. The Cabinet has taken a clear leadership role, driving through service improvements. Non-executive Councillors make up the Scrutiny and Overview committees, whose role is constantly being reviewed in order to reflect the work that the Council needs to undertake in delivering its Community Strategy, CPA and Best Value and policy reviews. The Policy and Performance Overview Committee examines the main business of the Council and undertakes more in-depth scrutiny work, enhancing the Council’s knowledge of critical areas such as customer services and partnership working (2003). In common with many Councils, effective scrutiny is an evolving process and the level of resources currently directed to supporting the function is modest.
  9. In terms of the organisation, the culture of the Council has seen a step change from that of an inward looking traditional Council frequently unable to demonstrate leadership to move the Borough forwards to one that has embraced the modernising agenda, introduced new systems and processes, recognised the need to be customer orientated and has shaken off the silo mentality to move forward on a corporate basis. It is an organisation that knows where it is going and is prepared to make unpopular decisions and take calculated risks. It is against this cultural change that improvement has been able to be achieved.
  10. Formal lines of accountability and responsibilities are clearly set down in the Council’s Constitution. The Constitution sets down those matters reserved for Council, Cabinet, and Committees and sets out a scheme of delegation to officers which was reviewed in 2003. This makes for very clear lines of decision making. The structure of Scrutiny was changed in 2003 to reflect the learning that had taken place to improve its effectiveness.
  11. The Constitution contains very clear codes of conduct and an ethical framework including officer/Councillor relationships and is available on the Council’s website. Extensive training has been given to members and also to Parish Councillors on the Code of Conduct. Protocols, codes of practice etc. are reviewed annually and relationships between officers and members are conducive to effective working.
  12. The Council has the financial resources to deliver its priorities and ambitions in both revenue and capital terms which can be seen in the budget.
  13. The Council has significant capital reserves through the large-scale voluntary housing stock transfer and these reserves are expected to increase through the disposal of other property assets. Despite these reserves, we have been cautious in how they should be used and have sought to achieve a balance between the use of capital interest for revenue purposes over the long term and investment in capital projects using a matrix based assessment system such as new offices, a new livestock market, an entertainment complex, car parks infrastructure and a wide range of community development schemes.
  14. The Council is seen to be strong by District Audit with regard to its financial capacity to deliver community needs, and its overall approach to financial management and corporate risk. It is debt free with substantial reserves at 31st March 2003 of £54.5 million capital and £3 million revenue and has a robust three year revenue plan which, together with capital funding is kept constantly under review by the Head of Finance with the Chief Executive and CMT and Cabinet. Priority funding is in line with agreed Council priorities and objectives.
  15. District Audit (2001/02) says:
"The Council’s financial standing continues to be reasonably healthy"
 
and for 2002/3 says:
 
"The Council’s finances remain healthy"
  1. Alternative methods of service delivery have been introduced where proven benefits exist, i.e. outsourcing of markets activities at the indoor General Market, the Sunday Market and the Livestock Market, waste recycling collection, civic works, housing services on homelessness administration, maintenance of waiting list and housing advice are examples. The Council has also developed two building control partnerships with the private sector and one with the County Council, and provides building control consultancy to adjoining District Councils.
  2. The Community Strategy outlines the Council’s approach to partnerships and this is at the heart of our activity. The Council is not precious or territorial about partnerships and is happy to lead or play a supporting role and is prepared to take no part where necessary. The Council and its partners on the Shrewsbury and Atcham Partnership have developed and reviewed an action plan with appropriate targets to deliver the objectives contained in the Community Strategy.
  3. The Council has various service level agreements with the statutory, voluntary, community and private sectors to deliver positive outcomes for the community, e.g. LSP, Voluntary Action Shrewsbury, Housing for Young People in Shrewsbury, and flooding (Environment Agency)
  4. The Council is party to a LPSA with other Shropshire Councils to increase recycling beyond our statutory obligations for 2004/05 to 24%. The Council has not joined the formal joint committees on waste or IEG because at this point in time we can see no benefit to our community and there is a question of legality still to be addressed. Other key partnerships include:
    • Shrewsbury and Atcham Partnership
    • The Welland Partnership
    • Town Centre Management Partnership
    • Community Safety Partnership
    • Supporting People
    • Shropshire Partnership
  5. The Council cannot achieve its vision in isolation and works in partnership with anyone who can make the vision happen. Our creative approach operates within and outside the County/region and across private and public sectors. For example:
    • The Welland Group of authorities (comprising East Northamptonshire District Council, Harborough District Council, Melton Borough Council, Rutland County Council and South Kesteven District Council) for the procurement of a document management system
    • The Beacon Council award winning Town Centre Management Partnership where £1 of public money levers in £6 of private sector funding
    • The Quality Bus Partnership with the County Council and Arriva
    • The Shrewsbury and Atcham Partnership and Shropshire Strategic Partnership - delivering improvements in the Quality of Life at local and strategic level through co-operation and co-ordination
    • Supporting People increasing investment in housing related support services from £2M to £7M per annum across Shropshire
    • The People's Panel 2001-2003 joint commissioning of opinion research
    • IEG procurement with County authorities on portals and customer services53

Performance Management

  1. Members and officers have been subject to the systems of performance management since 2001 and it is embedded into how the Council works. Training on risk management and project management has been available to officers and members.
  2. Performance management is systematically used throughout the Council. Priorities are set following consultation and form part of annual Performance and Improvement Plan. Council priorities are cascaded through the Employee Development Scheme (EDS)46 and performance is managed at this level. Priorities are allocated to each service manager and portfolio holder as part of their work programme. Through employee development interviews employees’ roles are agreed in delivery. For "Big Issues" the Corporate Management Team reports to Cabinet on what has been done and challenges what needs to be done each month.

  3. For service portfolios a three month report is done by the service manager, portfolio holder and Director signing off action with comments for what needs to be done where in "red". Cabinet then consider and determine if anything further is needed. Reports can be called in for scrutiny. On finance matters, vulnerable areas such as income and investments are considered by the Head of Finance and Chief Executive monthly and also by the Chief Executive with the Leader and corrective actions are agreed by the Corporate Management Team or Cabinet e.g. on Land Charges income Chief Executive wrote to Deputy Prime Minister to raise concerns at the potential impact on Council revenues).

  4. Best Value has improved the way in which service performance is reviewed and monitored and 14 Best Value reviews have been undertaken. We have established robust procedures, which involve member, review panels and monitoring of improvement plans and inspection recommendations. The Council’s first cross cutting review, Customer Focus, is currently being undertaken. A robust system of performance monitoring is in place and a systematic approach to gathering PI data has been adopted. In 2002/03 no PI’s have been qualified. All services have Comprehensive service portfolios. Detailed performance information is made available to Councillors, managers and staff via:

    • Quarterly monitoring reports to Cabinet via director and portfolio holder with regular monitoring by portfolio holders.
    • The Council’s PIP which uses the traffic lights system to quickly identify good and poor performance.
    • Budget monitoring on key indicators.
    • Quality of life PI’s.
    • Audit and inspection judgements and recommendations.

  5. The Council is introducing service standards across the Council to ensure members, staff and customers are aware of the performance they must provide/can expect. Corporate service standards are published on the website for access by the public and are also available at the Library and public buildings. The Council’s complaints procedure is being reviewed to ensure that it meets the Council’s requirements and customers expectations.
  6. Some risk management systems are already in place. For example, when the tip was to close, the risk to the waste collection service of that and other options were considered with the County Council. Communication is the key to ensuring members and staff are kept informed. E-mail is used extensively by over 95% of office based staff and systems are in place to ensure employees without e-mail facilities receive information. Weekly bulletins are issued and the Council’s internet and intranet are being rapidly developed as an information resource.
  7. All major projects are now subject to systematic project management techniques. Our capital investments are actively managed and opportunities are taken to invest in development projects locally where returns exceed those anticipated from the financial institutions.
  8. The Council is currently implementing a Risk Management Strategy, incorporating a policy document and guidelines. A Corporate Risk register is also being prepared. The Council’s Risk Management working group is overseeing this work. Whilst a corporate approach to risk management is at an early stage, there are already many mechanisms in place to manage both financial and operational risk. These include:
  • Financial Regulations and Contract Procedure Rules in order to reduce risks associated with financial transactions and/or contracts.
  • Reviewing insurance arrangements to ensure relevant financial risks are adequately insured against.
  • Emergency Planning is reviewed and updated annually.
  • Urban Area Flood Warning Plan (last revised December 2002)
  1. There are a range of measures across the Council to ensure value for money.

    • The Council regularly reviews the structure of directorates to ensure they are fit for purpose;
    • Working with partners to maximise resources - notably procurement of a document management system through the Welland partnership (2003).
    • Procurement practices, including market testing and benchmarking and contracting out works and functions, e.g. collection of dry recyclables, processing of garden waste, specialist legal advice, homelessness and the housing waiting list, civic works and markets.
    • Levering in additional resources, e.g. funding streams through the Shropshire Partnership.

  2. The Council introduced a Local Code of Corporate Governance in line with the CIPFA/SOLACE model in October 2003, and has an excellent track record of financial performance with it never having received a qualified audit report.