3

1

The Council has a clear vision for the future, based on the Community Strategy and has a systematic approach to communicating ambitions

The Council has specific long-term ambitions for the area which are realistic and robust

The Council has a sound and mature approach to partnership

Ambitions for improving local quality of life over 5-10 years

Realistic (reflect problems and opportunities and achievable)

Robust (clarity, sustainable outcomes, long-term targets)

Determined by working with partners and community

Gives clear leadership to strategies to build cohesive communities

Effectiveness of leadership within organisation

Councillors have visioning workshops to explore issues which impact on realisation of ambitions

The Council is effective at offering internal and external leadership

To develop clearer outcomes and milestones for the five to ten year period of baseline services

Prioritisation

3

1

The Council has a sound approach to developing communicating internally and externally and resourcing priorities and priorities for improvements

There is a clear basis for the Council’s priorities which are in line with key objectives from the Corporate Plan and Community Strategy

The Council has shifted resources to maintain priorities

The Council is clear about non-priority areas

Ability to set clear priorities that underpin ambitions

Has used effective consultation dialogue and research

Views etc. of all sections of community considered

Ability to balance local and national priorities

Effectiveness of external communications about priorities

Effectiveness of internal communication and ownership of priorities

Extent that resources are targeted against priorities and shifted

The Council’s approach to communicating priorities is still developing and should use the PIP process to highlight priorities rather than activities

Focus

4

1

The Council has a track record of staying focused on what matters and it does not get distracted

The Council has a systematic approach to keeping track of big issues major projects and service performance

The Community Strategy provides the strategic focus for the organisation and partners

The Council’s policy of keeping its council tax increase within 3% provides focus for service improvement and development

Ability to sustain focus over time with examples

Avoiding getting distracted

Effectiveness of mechanisms and tools

Capacity

4

1

The Council has the capacity and skills to deliver change and has a track record of doing so

Officers and Members are clear about what they are responsible and accountable for

The Council has adopted a strategic approach to HR

The Council has the financial resources and a strong ethical framework to deliver its ambitions and priorities

Quality of members and managers

Effectiveness of member/officer meetings

Clarity about roles and responsibilities

Understanding of and response to new ethical framework

Use of HR policies and practices

Capacity of staff resources re morale, sickness turnover etc.

Financial capacity and reserve levels

Approach to alternative means of service delivery

Ability to work in partnership to deliver positive outcomes

The Council has an effective outcome oriented approach to partnerships which add to capacity to deliver priorities and ambitions

As scrutiny function evolves ways of engaging public interest need to be further improved

Performance Management

3

1

The Council has a performance management culture, and robust performance management systems and processes involving employees and members to manage performance effectively

Staff and Managers know what is expected of them and know whether it is being achieved

The Council has developed local Quality of Life indicators through the Community Strategy. Risk Assessments have been carried out on projects corporately and for services

The Council is introducing corporate service standards so that customers are aware of the standard of service that they may expect

The Council monitors and manages income and expenditure to deliver value for money

Ambitions and priorities link to service plans and targets

Ability of people to use and understand the system and manage performance

System enables individuals to understand their role

Service standards and targets available to users and complaint management

Systematic approach to performance management

Robust risk management strategy in use

Management of financial performance and achieving value for money

The Council’s comprehensive approach to Risk Management is at an early stage

The application of Comprehensive Service Standards is at an early stage

Service Quality

3

3

The Council’s record of achieving service quality as evidenced by PI trends and improvement plans is generally favourable

The quality of services is in line with priority needs

There is recognition of the importance of performance management in achieving service quality

The level of quality is realistic in relation to local context and constraints

65% of citizens are satisfied with the overall service provided (2001/02) and 2003

Best Value improvement plans focus on the effects on the end user

Current level of service quality

High levels of quality in priority service areas

Level of quality is realistic re context and constraints

Current levels of stakeholder satisfaction

Some local standards and targets have been developed

Service improvements relate better to priorities set in the Community Strategy and corporate plan

Service quality is externally validated in Building Control and Land Charges

Stakeholder satisfaction and the means of assessing it needs to be improved on.

Improvement

3

3

The Council can evidence a range of improvements based on priorities driven by the Corporate Plan and Community Strategy

The Council had embraced the Modernising agenda and has made considerable strides in developing as an improving organisation

Very significant progress has been made since 2000 in service delivery and implementation of major schemes and services which are visible to local people

Communities and users recognise improvements made

There are numerous improvements achieved in organisational, environmental, economic, community and learning terms

Improvements in services impacting on quality of life

Evidence of what is not improving

Improvements sustainable and in line with priorities

Real outcomes seen and experienced by users and community

Contributed to a more sustainable and cohesive community

Extent in relation to baseline performance and context

Some BVPI indicators are worsening

Over time the Council needs to develop a consistent and sustained trend of improvement of Priority Performance Indicators

Investment

4

2

The Council has the right building blocks in place to make progress. These include strategic partnerships at local and County level

There is major investment in buildings, ICT and systems to improve organisational effectiveness and customer focused services are being procured

Investment in organisational development is evidenced through increases in the training budget

The Council has a strategic approach to treasury and fund management

There has been investment in community engagement and capacity building

Corporate asset management, procurement and risk management strategies as a medium term financial plan have been introduced

Right building blocks in place

Gaps where investments are not being made

Tangible progress on building blocks

Robust medium term financial planning, use of external funding

Open to internal and external challenge

BV Reviews etc. driving improvement

Staff training and development is introduced to support new ways of working

Learning

3

1

The Council has a track record in learning and sharing learning through participation in the Beacon Scheme, networks and the WMLGA Performance and Improvement Scheme

The Council is self-aware

The Council’s leadership is supportive of training and development

The Council is not afraid to acknowledge and learn from its experiences

Self aware of successes and failures

Proactively learning through experience

Culture that encourages staff to test new ideas

Proactively seeking out learning from partners, users etc.

Systematic sharing of learning across Council

The Council is at an early stage of sharing learning from comments, compliments and complaints

Future Plans

4

1

The Council has a track record in producing realistic plans, both statutory and local which set our how it will achieve ambitions

Many plans are prepared with extensive public involvement and in partnership with others

The local plan adopted in 2001 is being reviewed in the context of the new requirements of the Local Development Framework

Robust plans with milestones, underpin ambitions etc.

Quality and suitability of statutory plans

Responding to failure to improve

Extent of staff and community involvement

Plans linked to assessment of capacity

Continual reassessment of current and future priorities

Anticipation of diverse needs

Total:

50

15