Customer Services and Transformation Business Improvement ...
Transcript of Customer Services and Transformation Business Improvement ...
CUSTOMER SERVICES AND TRANSFORMATION
BUSINESS AND IMPROVEMENT PLAN 2016-2019
December 2015
Section 1 - Purpose and Priorities
Purpose
The Customer Service and Transformation (CST) Directorate encompasses a broad range of functions and has lead responsibility for implementing the Council’s Transformation Programme, which is central to ensuring that the Council is ‘fit for purpose’ to address the major financial and demand led challenges it faces over the coming years. From delivering services to people from our Hubs through to providing mobile working solutions to employees, the CST Directorate interacts with both internal and external stakeholders. The work of CST is focused on assisting the Council and its community planning partners achieve our vision, set out in our Local Outcome Improvement Plan, alongside our two long-term, and six medium-term outcomes. CST also leads on the Council’s approach to reducing inequality (our ‘place’ approach), through coordinating a range of Council and partner services to increase our focus on joint resourcing and collaborative working to improve outcomes for our people and communities.
Directorate Priorities
The priorities for CST are as follows:
• Organisational change, transformation and partnership development • Developing our partnership and joint resourcing activity to reduce inequality • Organisational performance improvement • Maximising efficiencies through transformation and effective programme management • Providing high quality customer services through, ‘Click, Call, Come In’ • High quality, effective communication with public and employees through the most appropriate channels • Delivering effective employability, adult learning and young people’s services.
Work of the Teams in the Directorate
Audit & Risk
The Audit & Risk Team provides Internal Audit, Health & Safety, Performance, Risk Management and Insurance Services to the Council. The work of the team contributes to the delivery of the Single Outcome Agreement, ensuring that the Council has appropriate systems and controls through which it seeks to deliver its Vision and Local Outcomes. Work specifically aligned to the Council’s SOA objectives include:
• Ensuring corporate performance management & reporting frameworks are aligned to SOA Priorities. • Provision of Area based data and to ensure effective targeting of resources in line with SOA Priorities. • An annual assessment of Governance arrangements to help ensure progress in the delivery of outcomes. • Health & Safety advice to ensure our children and young people are safe, healthy and ready to learn. • Coordination of planned preventative maintenance with equipment in schools • Corporate risk and performance support to the development a Policy Development Frameworks to ensure the implementation of a sustainable policy base.
Business & People Change A key focus for Business & People Change Teams continues to be the support for progression of the Transformation Agenda. Support for the transition of structures, the phased matching and selection process, voluntary trawl, job evaluation and attendance/wellbeing improvement and associated developments remain key priorities for the service. Employee Services provides a support across all matter payroll and HR core functions including key metric information and support Resourcing governance and implementation of the controls in the approach to Total Resourcing such as overtime and holiday pay governance and establishment lockdown.
In preparing and planning the Transformation Programme and associated projects, there is recognition of the interdependencies across Customer Services &Transformation service teams in progressing a people, process and systems approach.
Business Change The Business Change Team manages and implements a broad range of projects across the organisation enabling and supporting organisational improvement and transformation;
• Transformation project management and implementation • Strategic Review Process/Service Delivery Models • Business and people process and system improvement
• Customer journey mapping • Apply transformation governance principles • Attend committees and scrutiny panels
HR Development The HR Development Teams lead on the ‘people agenda’ of transformation including:
• Attendance and wellbeing improvement • Workforce/People development • Leadership, behaviour and culture development • Partnership Working Fora • HR Policy development and implementation • Business Partnering and early intervention approach • Support Transformational Change/Organisational Planning changes
HR Services The HR Service Teams are pivotal in ensuring consistent recording, reporting and management of employee and payroll based information across the Council’s key ‘people’ systems including iTrent, Talentlink and Gauge (Job Evaluation). The team provide key metric information and support Resourcing governance and implementation of the controls in the approach to Total Resourcing such as overtime and holiday pay governance and establishment lockdown.
• Job Evaluation • Payroll & HR Support Service delivery
Communication and Engagement Team
The Communications Team provides communications guidance and support across the organisation to manage reputation and ensure key audiences; internal and external are aware of organisational developments, priorities and progress across the Transformation Programme to appropriate timescales and through the most effective communications channels. Key priorities include:
• Reputation Management – through effective communications planning, both reactive and proactive media management and through external recognition through Awards support
• Digital Communications – through website management/development, social media management & support and evaluation/implementation of emerging digital communications
• Internal Communications and Engagement - through Internal Communications action plan, employee communications surveys and communications support to Transformation agenda.
Community Planning and Partnerships
The Team is focused on supporting the Council‘s strategic direction through the effective development of the East Dunbartonshire Community Planning Partnership to achieve our local outcomes (as agreed within our Local Outcome Improvement Plan). Activities include:
• Development of the new Local Outcome Improvement Plan • Coordinating the Council and Partnerships response to Public Service Reform • Lead the implementation of the guidance being developed through the enactment of the Community Empowerment (Scotland) Act • Developing the Community Planning Partnership’s approach to self-evaluation, partnership development and governance to reflect current context and challenges • Lead the development of the Place approach across the authority, through increasing joint resourcing activity aimed at early intervention and prevention and reducing
inequality • Develop Locality Plans for each of the Place areas to improve planning at a local level and fulfil the expectations of the Community Empowerment (Scotland) Act 2015 • Lead the development, monitoring and reporting of our Agreements with our Strategic Partners • Ensure compliance and share best practice with respect to the implications of the Equality Act 2010 • Continue to work with partners to develop community capacity across the authority.
Community Protection The Community Protection Service delivers a wide range of functions that corporately support the work of the Council and contribute significantly to the delivery of local outcomes under the Single Outcome Agreement and particular Local Outcome 4. The Service comprises of three distinct Teams with both statutory and non-statutory remits all concerned with protecting public health and safety, wellbeing and consumer protection. The Service has recently entered into a Co-Production agreement with Police Scotland. This will help improve and protect communities of East Dunbartonshire and co-location is planned for later in 2015/16. Through working together in an innovative and enhanced provision of services critical to community protection, can be delivered more effectively and efficiently. • The Community Protection Service has a key role in the Community Safety Partnership including chairing the regular meetings. Particular focus is also made to place
areas of Hillhead, Lennoxtown and Auchinairn through the operational work of the service and regularly in conjunction with partners. • The Trading Standards and Licensing Team enforces a wide range of consumer protection and licensing legislation and provides advice services to local consumers and
businesses in order to maintain fair trading in East Dunbartonshire. • The Community Safety Team carry out a range of activities including antisocial behaviour, low level crime and community safety, decriminalised parking enforcements,
and the Council’s pest control functions. The Team continues to work closely with partners and colleagues in fire, police, social work, education, street scene, housing and leisure trust on a range of enforcement and early intervention, diversionary activities.
• The Environmental Health Team enforce a range of statutory legislation and provide advice and awareness raising to businesses and to the public on matters including food safety, occupational health and safety, animal welfare, noise pollution and air quality etc.
Corporate Governance
The Corporate Governance Service includes Democratic Services, Technical Support for Licensing and Registration Services, Elected Members Support and Directorate Support. Services will be delivered on an on-going basis to the prescribed standard across all areas and in addition Democratic Services will successfully deliver the Scottish Parliament Elections (5 May 2016) and the anticipated Referendum on Membership of the European Union (Date has yet to be announced – anticipated September / October 2016).
Activities include:
• Management and administration of Council’s decision –making bodies • Pre-Election Planning • Develop corporate Business Continuity and Civil Emergency Plans with partners at regional and local resilience levels
Customer and Digital Services
The Digital Services team (formally ICT) continues to be a key enabler in the Council’s transformation programme and business objectives and is focused on delivering a programme of work to support the Council’s strategic plans. The ICT Service also helps to ensure the Council adopts a strategic approach to ICT by leading the identification of the most appropriate use of technology to take advantage of new developments within the market place, and work closely with key stakeholders in making recommendations to ensure ‘fit for purpose’ solutions are implemented and supported. Main activities include:
• Ensure that the Council’s ICT Systems are developed and maintained to support the Council’s transformation agenda, and corporate objectives with particular emphasis on delivering efficiencies and achieving best value in service delivery.
• Provide an ICT Support Service to customers (corporate and schools) to ensure effective and efficient operation of the Council’s ICT systems in line with business needs. • Develop and maintain an effective business continuity plan to counteract systems failure, support business recovery and provide essential emergency front-line services. • Ensure the effective development of standards, procedures and working practices are in place in order to maintain up-to-date and accurate inventories of ICT Assets. • Development of the Council’s information security policies and strategies - to minimise risk and protect the integrity of the Councils data and inappropriate use of the
Council’s ICT facilities.
The customer services team is responsible for the operational delivery of the “Click Call Come in strategy” for all council services; for the management of customer complaints; and for the maintenance and support of customer service systems and processes. The purpose of the team is: • to deliver first point of contact resolution for the maximum number of enquiries and service requests across all services and all channels including, but not restricted to
telephone, face to face, web (email and e-forms), social media; • to provide a first contact response service for community alarm customers; • to provide an emergency out of hours telephone response service for all council services • to provide a reception service for designated council buildings;
• to support the Council’s transformation programme by ensuring that customer service people, processes and technology, are aligned in order to deliver joined up Click Call Come In (Website, Telephones, CRM, GIS, Hub, Social Media) services
• to contribute to the routine support and maintenance of customer services systems and equipment including telephony, payment kiosks, CRM, website, email and queue management
• to manage the council’s response to customer complaints, providing the customer with a full response and feeding improvement actions back to service teams.
Programme Management Office
The Programme Management Office (PMO) develops, monitors, and supports delivery of Transformation projects and programmes through robust project governance to maximise the chance to achieve organisational benefits from projects.
The PMO drives the Transformation Agenda:
• To realise and maximise the efficiencies and benefits identified within the Transformation Programme • By development and standardisation of processes and documentation to ensure continuous improvement in our approach and implementation of all projects • By supporting Sponsors and Project Managers through the lifetime of the projects/programmes • By reviewing and challenging all project information presented prior to submission to the relevant body to ensure continuous business justification • Through provision of Project Assurance.
The PMO coordinates the Transformation Programme, attends committees and scrutiny panels to report progress to achieve the Transformation Programme.
Skills for Learning, Life and Work
The Skills for Learning, Life and Work Service aim’s to improve the life chances of young people, adults and communities. The service will also make a significant contribution to the Council’s Workforce Strategy through Early Careers development which aims to improve the employability skills of young people while at the same time introducing young people into the Council workforce.
The overarching aim of the East Dunbartonshire SOA is to reduce inequality and disadvantage. Skills for Learning, Life and Work will be central to these efforts and will make a contribution to all of our local SOA outcomes. The service will lead on Local Outcome 2 “Our people are equipped with knowledge, skills and training to enable them to progress to employment”.
Skills for Learning, Life and Work will lead on the following key areas;
• Employability • Adult Learning • Young Peoples’ Services • Early Careers programmes including Modern Apprenticeships and work placements
Structure
Section 2- Supporting Improvement Planning
Strategic Assessment
P – Political E - Economic S - Social
Council priorities
Public service reform
Scottish Parliament (2016) and Local Government
(2017) Elections
Cosla Commission on Strengthening Local Democracy
Audit Scotland Community Planning reports
Community Empowerment (Scotland) Act
Scotland Bill
Public sector budget constraints
Welfare reform
Service demand
City Deal
European Structural Fund
National pay settlements
Changing demographics
Smart working culture
Demand for 24/7 service access
T – Technological L – Legal E - Environmental
Smart working technology
Improved use of Covalent
Information security / data protection
Social media
Information management
ICT product variations and technology trends
New statutory duties on community planning
Participation requests
Asset transfers
Local Government in Scotland Act 2003
Public performance reporting
Equality Act 2010
Employment law
Pension legislation changes
National pay settlements
Increased technological solutions to reduce paper
usage and waste
Disposal of ICT assets and equipment in accordance
with Waste Electrical and Electronic (WEEE) directives
Plans, Policies, Programmes and Strategies
PPPS Intended Outcomes Anticipated
Approval Date
Start Date End Date
Internal Communication
Strategy
Define Council’s approach to internal communications, delivering consistency and comprehensive
approach to keeping all employees aware of key developments and issues and outline action plan
for continuous development and incorporate guide to internal communications to support all
employees and ensure service areas effectively plan communications with support from the
communications team
01-Nov-2015 01-Nov-2015 31-Mar-2018
Accessible Information
Policy
This policy provides details on the range of accessible information methods that our communities
can expect to receive from East Dunbartonshire Council.
29-Feb-2016 01-Apr-2016 01-Apr-2019
Social Media Strategy Update current strategy to include reflect channels used and being developed, create action plan
for continuous improvement, define process for renewing or replacing social media management
tool and update the guidance for using social media – for all employees (personal use) and those
managing and posting to the Council’s corporate accounts
01-Apr-2016 01-Apr-2016 01-Apr-2019
Communications Strategy Strategic approach to communications and engagement overarching the individual strategies and
protocols (internal communications, social media, media relations etc) and defining the Council’s
priorities and commitments
01-Jun-2016 01-Apr-2016 01-Apr-2019
Consultation and
Engagement Strategy
Strategic overview of approach to consultation and engagement across the organisation, action
plan to deliver consistency and improvements, guide to Council approach to consultation and
engagement for employees in service areas looking to undertake this activity. Organisational
outcome will be consistency of approach, planned consultation activity across each year,
consistency in evaluation of feedback and findings
01-Jun-2016 01-Apr-2019
Internal Audit Plan To develop a risk based plan of internal audit activities to provide scrutiny and oversight of key
controls, processes, systems, governance and performance.
28-Jan-2015 01-Apr-2015 01-Apr-2017
Food Service Plan EDC has vital duties under the Food Safety Act 1990 and European Communities Act 1972 the
overriding aim being the protection of public health. In line with its statutory responsibilities each
local authority requires to annually document and implement a Food Service Plan.
01-Apr-2016 01-Apr-2016 01-Mar-2017
Health and Safety Service To comply with mandatory guidance issued to local authorities under Section 18(4) od thee Health 01-Apr-2016 01-Apr-2016 01-Mar-2017
PPPS Intended Outcomes Anticipated
Approval Date
Start Date End Date
Plan and Safety at Work Act 1974, it is the view of the Health and Safety Executive that each enforcing
authority must have a Service Plan detailing the local authority’s priorities and it’s aims and
objectives for the enforcement of health and safety. This takes account of the HSE’s National Local
Authority Enforcement Code.
Project governance
framework for non-
Transformation projects
Development of 2nd stream of project documentation and supporting procedures tailored for non-
transformation projects. This suite of documentation and procedures will be tailored in line with
non-transformation project scale and resource requirement.
01-Nov-2015 01-Nov-2015 01-Jun-2016
Bearsden Air Quality
Management Area Action
Plan
After declaration of an area of Bearsden as an Air Quality Management Area due to higher levels of
nitrogen dioxide and tiny particulate matter, mostly attributed to vehicles, in the Bearsden Cross
area, then the local authority are required by statute to produce an Action Plan with all interested
parties.
01-Jun-2016 01-Jun-2016 01-Mar-2019
ICT Security Policy ICT Security Policy to be reviewed and updated to include findings in line with policy from CESG 01-Apr-2016 01-Apr-2016 01-Mar-2017
Workforce Strategy The Workforce Strategy is in place to provide a supporting framework to identify and address skills
gaps, workforce and resourcing pressures and future needs. Fundamentally, to support resource
planning in the longer term ensuring that the right skills exist with the right capability and capacity
to meet short, medium and longer term priorities.
01-Nov-2015 01-Apr-2015 01-Mar-2018
Partnership Engagement
Strategy
To publish a Strategy that identifies a coordinated framework for community engagement across
the CPP
30-Jun-2016 01-Jun-2016 01-Mar-2019
Partnership Workforce
Development Programme
To agree a programme across the CPP for shared workforce development 01-Mar-2016 01-Jun-2016 01-Mar-2019
Stakeholder Consultation and Engagement
Title Description Audience Service Responsible Start Date End Date
PPR Consultation Further engagement with local communities on the Content and delivery of Public Performance Reporting
East Dunbartonshire Wide CST Ongoing Ongoing
[TBC] Consultation approved by Council
into education and early years provision
This proposed engagement would be focused on finding out communities’ views on their priorities for their services and the nature and the way that those services should be designed and provided across all Community Planning Partners. This
engagement would include all Council services and Community Planning Partners, reflecting the aims and aspirations of Community Planning, Christie, and the Community Empowerment (Scotland) Act
All Communities CST lead with input from all
Directorates April 2016? Summer 2016
Consultation on the Use of Defibrillators
Engagement with local communities to establish the current levels of provision and demand for community defibrillators.
East Dunbartonshire Wide CST Ongoing Ongoing
Internal Audit Satisfaction Survey
To understand current levels of satisfaction with internal audit assignments within the Council.
East Dunbartonshire Council Directors
CST Jan 2017 Mar 2017
Bearsden Air Quality Management Area Action Plan
The plan will require stakeholder consultation before it is agreed and adopted. This will involve EDC, partners and consultation with public, communities and businesses and partners
Bearsden Locality Community Protection April 2016 June 2016
ICT Customer
Satisfaction Survey
ICT – survey of service users views on the service and
suggestions for areas of improvement
On-line survey tools and
electronic survey form
software will be used as part
of this annual service
improvement process
CST 01-Oct-2016
Non-transformation Project Management Approach and Documentation
Engage with Key stakeholders to develop a fit for purpose project governance framework and assess the ease of usage of the newly developed documentation and approach. Stakeholders will test draft documentation and processes; PMO will seek stakeholder buy-in to the new approach and consistency of approach and quality of documentation produced will be achieved through training
Organisational Change Team, ICT, Assets, Transformation Programme Board
Programme Management Office
November 2015 June 2016
Strategic Review Processes
Various elements of strategic review processes supporting transformation and organisational change
Variable – Strategic Review dependant
Business & People Change Variable (On-going)
Variable (On-going)
Policy Development Engagement with Trades Unions on various elements of Trades Unions, CMT, Business & People Change Variable (On- Variable (On-going)
Title Description Audience Service Responsible Start Date End Date
employment policy base Managers, Employees going)
Transformational Projects Learning & Development
Engagement with Change Team, Business Partners, CMT, Managers and Employees on various learning and development elements of transformation
Variable - Change Team, Business Partners, CMT, Managers and Employees
Business & People Change Variable (On-going
Variable (On-going
Customer Satisfaction Engage with citizens as to their satisfaction with Customer Services
Customer satisfaction measures across website, contact centre and community hubs
Customer Services On-going On-going
Local Community Engagement (Place) April 2015 Continuous
Work with community groups in locales across East Dunbartonshire to further develop the place approach across the CPP
Involved communities in the design and delivery of services
Community Planning & Partnerships
April 2016 Ongoing
Equalities, Sustainable Development and Procurement
Equalities
Specific work, initiatives, projects
or plans undertaken in relation to
the equality duty
Which part(s) of the public
sector equality duty does this
relate to (1, 2 or 3)
Which protected characteristic(s)
does this relate to?
Timescales Outcomes/ Expected Outcomes
Monitor Skills for Learning, Life and Work participation and outcomes for protected groups
2 All On going All services are accessible and no group is at disadvantage. Horizontal themes of ESF funding are monitored
Continue to gather information on
the composition of employees as
well as annual information on the
recruitment, development and
retention of employees with
respect to the number and
relevant protected characteristics
of employees.
All All On-going (Annual) All information and analysis
published in accessible formats.
Mentally Healthy Workplace
Training for Managers
All Disability On-going through Leaders
Induction Programme for
new Managers. Currently
rolling out across existing
Manager population.
Develop broader understanding
of positive mental wellbeing and
mental health issues; develop
understanding of how
management practice can
promote wellbeing in all
employees; Contribute to a
mentally healthy workplace.
Ensure that Workforce Learning &
Development is accessible across
the Workforce
All All On-going Increased Workforce Capacity
Building
Aspects of wider pieces of work
which demonstrate the equality
duty.
Which part(s) of the public
sector equality duty does this
relate to (1, 2 or 3)
Which protected characteristic(s)
does this relate to?
Timescales Outcomes/ Expected Outcomes
Deliver English for Speakers of
other Languages classes
3 Race On going Learning positively impacts on
the lives of learners
HR Policy Audit All All On-going Further enhance HR Policy base
and the supporting
toolkits/information to broaden
manager awareness and
management practice to deliver
on our public sector equality
duty.
To further enhance our
supportive and inclusive culture
for all our employees.
Sustainable Development
Climate Change and Sustainable Development Activity
Service activity
Climate change mitigation benefits Climate change adaptation benefits Sustainable Development benefits
SMART working culture and
process
Use of current technologies to enable mobile working
and improve connectivity
Reduced carbon emissions from travelling and
from reducing workspaces
Long term benefits based around developments in
technology to promote SMART working
Policy Development
Framework
Robust assessment mechanism to ensure compliance
with legislative requirements
Considerations incorporated within new
policies where applicable
Identifies commitment to sustainable development
considerations in the design of policies and
strategies
Community Hubs and
associated contact channels
Local networks of Hubs and increased use of
telephony and online access
Reduction in number of journeys made to
Council offices out with local areas and use of
contact centre and website
Employee communications Improved use of technology, e.g. IBM Connections for
office based employees and explore alternative digital
communication opportunities for non-office based
employees
Reduces paper volumes and meetings Increasing reduction in paper use and travelling time
for meetings
Internal Audit Validation of
Climate Change Declaration
Provide scrutiny and oversight of required disclosures
in respect of the Climate Change (Scotland) Act 2009
Validation of Council activities to reduce
carbon emissions.
Validation and assurance over carbon emissions.
PMO Documentation Minimising carbon emissions
Further development and championing of IBM
Project Management Community
Reduction in paper usage, printing costs. Reducing
Carbon emissions
PMO Approval process Minimising carbon emissions Encourage electronic approval of all
documentation
Reduction in paper usage, printing costs, travel
costs. Reducing Carbon emissions
Business Case
/Documentation statement
inclusion
Minimising carbon emissions All Business cases must include a Sustainability
assessment which is carried through all other
project documentation
Raise awareness of sustainability impact of project
and assurance that the project recognises and
mitigates for any sustainability issues throughout the
life of the project.
Procurement
The Director of Finance & Shared Services has primary responsibility for Procurement activity within the Corporate Management Team. However the Director of Customer
Services and Transformation recognises their corporate responsibilities, and accordingly are owners and sponsors of thoroughly embedding Corporate Procurement within
their own directorate.
The Directorate will ensure compliance with the Council’s Procurement Strategy and work with the Corporate Procurement Team to ensure procurement activity
contributes effectively to the Council’s overall vision and reflects forthcoming regulatory changes. The End to End Project Lifecycle framework developed by the PMO,
delivers a detailed business case for Transformation Board approval. Part of this Business Case development is an options appraisal process which takes into account any
requirement to undertake a procurement exercise. This has been in place since early 2015 for transformation projects and the new processes for non-transformation
projects will include similar considerations and so, if procurement is identified as a requirement, the appropriate corporate procurement process will be followed.
Section 3- Our Improvement Plan
Partnership and Place
The Customer Services and Transformation Directorate are responsible for the development, improvement and coordination of the East Dunbartonshire Community Planning Partnership. This includes ensuring planning and reporting to the Community Planning Partnership Board and the Community Planning Executive Group. A key element of this work involves the continued refinement of the core strategic document for the area – the Single Outcome Agreement1. Another important element is the completion of a self-evaluation programme that will inform a range of improvement activity across the CPP that also incorporates the legislative requirements arising from the Community Empowerment (Scotland) Act. In summary CST contributes to community planning through the following:
• Leading the development of the Single Outcome Agreement and the transition to the new Local Outcome Improvement Plan and the associated locality plans • Coordinating the activity of the Partnership Board ensuring all strategic partnership activity is considered including a robust assessment of performance reporting in terms of progress
against the SOA • Ensuring the Community Planning Executive Group fulfils its recently agreed scope and function to ensure consideration of the CPPs overall response to public service reform and
governance of the ‘Place ‘ approach • Chairing the Community Safety Partnership and leading on the development and delivery of our Single Outcome Agreement ‘outcome 4’ • Working with colleagues around the continuing to develop the new operational management arrangements between CST Community Protection Service and Police Scotland based on the
principles agreed in our Co-Production Agreement • Leading the Partnership’s response to employability, young people’ services and adult learning through services that seek to achieve our commitments under SOA ‘outcome 2’ • Leading the development of the Learning Lunches across all partner organisations that seek to inform workforce development across the CPP
As with the development and improvement of the Community Planning Partnership, CST is the lead Directorate for the coordination of the Place approach being implemented across East Dunbartonshire, through the following:
• Coordinating CP Partners to develop understanding of the needs in targeted geographical areas. • Working with CP Partners to develop needs based plans to address inequality in Place areas • Working with Police Scotland to jointly resource dedicated community based Police Officers in Hillhead and Lennoxtown • Undertaking self-evaluation of our work in Hillhead and preparing to issue a Joint Resourcing Plan for the area which is a collaborative effort across a range of community planning partners.
This approach will be replicated in Lennoxtown and Auchinairn and will form the basis of the CP Partnerships approach to locality planning as set out in the Community Empowerment (Scotland) Act 2015.
• Ensuring effective community development and capacity building is embedded in each of the Place areas to further strengthen community voices in the design and delivery of services.
1 The Single Outcome Agreement will be replaced by the Local Outcome Improvement Plan under the Community Empowerment (Scotland) Act 2015, with Guidance expected in mid-2016.
Performance Indicator Report
The Customer Services & Transformation Directorate will monitor improvement and performance through the following performance indicators and improvement actions. The performance indicators incorporate the ‘LGBF’ indicators allocated to the Directorate and all three are reported on a quarterly basis (included in the indicator table below).
The Director of Customer Services and Transformation will continue to monitor performance on a fortnightly basis at the scheduled management team meetings, and at a more detailed level with Managers through the PDR process. The Director will also monitor performance through the quarterly reports submitted to Committee and the six monthly and annual How Good is our Service reports.
The following improvement actions and indicators are designed to provide Elected Members and the Corporate Management Team with an overview of performance. The actions highlight how each Team will contribute to the strategic priorities of the Directorate and the local outcomes within our new SOA. They also highlight the key role played by the Directorate in the organisational change process and the implications of this for both our internal and external stakeholders and how the Directorate will contribute to improving services for the people and communities of East Dunbartonshire. We will further develop team plans (based on what we have set out in this BIP) that will provide greater detail for our Managers in terms of monitoring performance and progress. This will provide employees with a clear line of sight from the outcomes in the SOA, through to BIP and eventually to individual PDRs. As a measure of overall performance the Directorate will continue to monitor progress through the annual Shared Risk Assessment report through the following annual indicators.
Business Improvement Plan 16-19
Performance Status / Trend
16 /17 Target
Code PI Title 2014/15 2014/15
Q1 2016/17
Q2 2016/17
Q3 2016/17
Q4 2016/17
Annual Target 2016/17
Rationale for Inclusion
Value Target Status Target Target Target Target
CST-02-BIP-2
% of media enquiries responded to within deadline
97% 95%
95% 95% 95% 95% 95% To measure performance in respect of reactive communications to ensure effective management of Council reputation.
CST-03-BIP-2
Number of shared training days 517.07 350
80 150 250 350 350
Cumulative PI measuring the number of training/L&D delegate days that are shared with partners. Shared training involves opening training to our partners where there are common training/L&D needs enabling increased consistency of approach/common ways of working as well as service delivery efficiencies - supporting public sector reform.
Performance Status / Trend
16 /17 Target
Code PI Title 2014/15 2014/15
Q1 2016/17
Q2 2016/17
Q3 2016/17
Q4 2016/17
Annual Target 2016/17
Rationale for Inclusion
Value Target Status Target Target Target Target
CST-04-BIP-2
% of employees who have a completed PDR in place
85.53% 85%
60% 75% 85% 85% 85% This PI measures the number of employees who have a current PDR record on Workforce
CST-05-BIP-2
% of those supported by employability programme into employment
59% 50%
55% 55% 55% 55% 55%
This PI measure success of our employability
programme supporting participants into employment - Outcome 2: Our people are equipped with knowledge, skills and training to enable them to progress to employment. Targets are based on existing service delivery model. As identified in the Partnership Improvement Action the new Youth/Adult Employment Action Plan may lead to new models of service delivery and target groups. This may be influenced by external funding. Once the new service delivery model is agreed new baseline and target will be established. This will be supported by a more robust reporting system which is the subject of a Partnership Improvement Action.
CST-06-BIP-2
% of those supported by employability programme moving into and sustaining employment for 6 months
71% 70%
75% 75% 75% 75% 75%
This PI measure percentage of people that have
been supported into employment remain and have sustained employment for 6 months - Outcome 2: Our people are equipped with knowledge, skills and training to enable them to progress to employment. Targets are based on existing service delivery model. As identified in the Partnership Improvement Action the new Youth/Adult Employment Action Plan may lead to new models of service delivery and target groups. This may be influenced by external funding. Once the new service delivery model is agreed new baseline and target will be established. This will be supported by a more robust reporting system which is the subject of a Partnership Improvement Action.
CST-29-BIP-2
Percentage of ICT reported incidents and minor changes resolved within SLA targets
93.06% 92%
90% 90% 90% 90% 90% Measure of the ICT Service response to resolve ICT issues against pre-defined service levels.
Performance Status / Trend
16 /17 Target
Code PI Title 2014/15 2014/15
Q1 2016/17
Q2 2016/17
Q3 2016/17
Q4 2016/17
Annual Target 2016/17
Rationale for Inclusion
Value Target Status Target Target Target Target
CST-34A-BIP-9
Percentage of finalised audit outputs against the number anticipated in the annual audit plan.
100% 100%
25% 50% 75% 100% 100% Data reported to the Audit & Risk Committee. Requirement of Public Sector Internal Audit Standards.
CST-35A-BIP-9
Percentage of productive days worked against the target productive days set in the annual audit plan.
100.4% 100%
25% 50% 75% 100% 100% Data reported to the Audit & Risk Committee. Requirement of Public Sector Internal Audit Standards.
CST-36A-BIP-9
Public Liability Claims Handling - Average Days To Settle Claims
225 200
200 200 200 200 200 Allows scrutiny of performance across the Council in responding to claims. Good practice indicator.
CST-38A-BIP-9
Percentage of finalised risk outputs
against the number anticipated in the annual audit plan
100% 100%
25% 50% 75% 100% 100%
Allows scrutiny of performance across the Council in responding to the development and monitoring of risk register. Good practice indicator.
CST-39A-BIP-9
No. of audit reports issued within 20 days of completion of field work
100% 90%
100% 100% 100% 100% 100% Data reported to the Audit & Risk Committee. Requirement of Public Sector Internal Audit Standards.
CST-39-BIP-
2
Average time (minutes) to answer
calls 1.18 1.5
2 2 2 2 2
This is a standard benchmarking measure for contact centres and allows us to compare across
industries. It also tells us about our resourcing levels and enables us to resource appropriately
CST-40-BIP-2
% of sampled residents who are aware of Council campaigns for each quarter
47.25% 50%
50% 50% 50% 50% 50% New Indicator: Measures campaign awareness and therefore success of proactive campaign activity across East Dunbartonshire residents.
CST-133-
BIP-2
% of delegates who rate they were able to meet/satisfy the established
learning objectives by the end of the session
N/A N/A
85% 85% 85% 85% 85%
New Indicator – this PI will measure the percentage of people who complete training/learning & development with the new knowledge and skills the training was developed to support.
CST-134-BIP-2
% of ICT incidents resolved at first point of contact
N/A N/A
40% 40% 40% 40% 40% Measure of the % of calls to the ICT Service Desk which are resolved at the first point of contact.
CST-136-BIP-2
ICT Projects Benefit Realisation Success Rate
N/A N/A
80% 80% 80% 80% 80% Measure of the ICT projects which delivered the business benefits outlined within the business
case.
Performance Status / Trend
16 /17 Target
Code PI Title 2014/15 2014/15
Q1 2016/17
Q2 2016/17
Q3 2016/17
Q4 2016/17
Annual Target 2016/17
Rationale for Inclusion
Value Target Status Target Target Target Target
CST-137-BIP-2
% of sampled resident who perceive this council to be the same or better than other councils
N/A N/A
90% 90% 90% 90% 90%
New Indicator – this PI provides a measure of council reputation from residents who have participated in our on-going communication surveys
CST-169-BIP-04
Number Of Bogus Workmen / Rogue Trader Stops During Joint Targeted Patrols Carried Out By Trading Standards And Police Scotland
N/A N/A
15 30 45 60 60
New prioritised performance indicator introduced in 2015-16 to reflect Co-Production activity between EDC Community Protection and Police Scotland.
CST-170-BIP-04
Number Of Targeted Underage Sales Test Purchasing Visits Carried Out For All Age Restricted Products Where Enforcement Responsibility Lies With Trading Standards Or Police Scotland
N/A N/A
15 30 45 60 60
New prioritised performance indicator introduced in 2015-16 to reflect Co-Production activity between EDC Community Protection and Police Scotland.
CST-171-BIP-04
Number Of Vehicle Emission And Vehicle Idling Initiatives And Operations Jointly Undertaken By Environmental Health And Police Scotland
N/A N/A
12 24 36 48 48
New prioritised performance indicator introduced in 2015-16 to reflect Co-Production activity between EDC Community Protection and Police Scotland.
CST-172-BIP-04
Number Of Joint Targeted Awareness And Enforcement Initiatives In Respect Of Low Level Community Safety And Environmental Crimes
N/A N/A
10 20 30 40 40
New prioritised performance indicator introduced in 2015-16 to reflect Co-Production activity between EDC Community Protection and Police Scotland.
CST-173-BIP-04
Number Of Joint Parking Awareness Raising And Enforcement Initiatives Undertaken
N/A N/A
8 16 24 32 32
New prioritised performance indicator introduced in 2015-16 to reflect Co-Production activity between EDC Community Protection and Police Scotland.
CST-PMO-002
% Project Portfolio Success Rate N/A N/A
N/A N/A 60% 65% 65% New indicator for 2015/16. This will indicate how many projects are completed on time. Indicator should lead to improved estimation over time.
CST-PMO-005
% Project Milestone Delivery Success Rate
N/A N/A
N/A N/A N/A 30% 30%
New indicator for 2015/16. Baseline to be established. To record timely project progress through the use of milestones defined at project start-up.
CST-PMO-007
% Project Benefits Realisation Success Rate
N/A N/A
N/A N/A 50% 55% 55% New indicator for 2015/16. Baseline to be identified. This will be a good indicator of
Performance Status / Trend
16 /17 Target
Code PI Title 2014/15 2014/15
Q1 2016/17
Q2 2016/17
Q3 2016/17
Q4 2016/17
Annual Target 2016/17
Rationale for Inclusion
Value Target Status Target Target Target Target
improvements in defining benefits at out set, confirming these through the life of a project and measuring achievement of these after project closure.
CST-SOL-CORP3B
The percentage of the highest paid 5% employees who are women
53.79% 47%
50% 50% 50% 50% 50%
In line with promoting a gender balance across highest paid earners the target set reflects aspirations for 50% representation across male female.
CST-SOL-CORP5B2
Average time between time of domestic noise complaint and attendance on site (hours), for those requiring attendance on site
19 20
20 20 20 20 20
Local Government Benchmarking Framework indicator relating to domestic noise. This indicator measures the way the Council initially handles and investigates complaints about domestic noise.
CST-SOL-CORP6
Sickness absence days per employee 10.59 10
2.25 4.5 7.75 10 10 Recognition of current absence trends, the drive to improve, the requirement to achieve sustained improvement.
Improvement Plan
Service Priority Delivering effective employability services
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Employability To improve the strategic skills pipeline approach to employability 31-Mar-2017
% of those supported by employability programme into employment
% of those supported by employability programme moving into and sustaining employment for 6 months
% Unemployed People Assisted into work from Council operated / funded Employability Programmes
Service Priority Developing our partnership and joint resourcing activity to reduce inequality
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Further development of the Place approach across East Dunbartonshire
Continue to lead and coordinate a whole Council / Partnership approach to the implementation of the Place methodology. Current activity is focusing on Hillhead, Lennoxtown and Auchinairn, with locality plans being produced over the coming year. A renewed focus is required on community development and capacity building with a view to building in sustainability and increasing community ownership of service delivery based on early intervention and prevention
31-Mar-2017 Number of datazones in 'Scottish Index of Multiple Deprivation (SIMD) most deprived 25%.
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Implementation of Community Empowerment (Scotland) Act 2015
Scottish Government Guidance due for publication in Spring 2016. A range of activity will require to be implemented at a local level, including: - Local Outcome Improvement Plan - Locality Plans - Community Planning - Participation Requests - Asset Transfer Separate actions for each of the above may be required as each work stream
develops
31-Dec-2016
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Community Planning Partnership: Self-Evaluation and Improvement
Continued roll out of self-evaluation programme across the CPP to inform wider partnership improvement framework. Self-evaluation will continue across all partnership groups to ensure a cycle of continuous improvement. Improvement actions will focus on governance, accountability, performance reporting, strategic planning, community engagement and scrutiny.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Implementation of Equality Mainstreaming Report and progress reporting
Further improve reporting in line with the requirements of the equality mainstreaming report ensuring progress is reported to Council and the EHRC as required
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Implementation of CLD Plan and progress reporting
A three year plan was approved in Sep 2015 setting out how the Council co-ordinates activity, identifying the level of stakeholder engagement. This plan (developed in response to CLD regulations) aligns with current "place" methodology across the authority area. Progress on implementation will be reported every six months.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Youth Work Services Undertake a review of current youth work provision and develop delivery plan for future community and schools based youth work
31-Mar-2017 % of School Leavers entering positive destinations
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Develop trading standards enforcement in areas aligned to the SOA, through use of risk based, targeted, and intelligence led programmes of work
Effectively identify and tackle high risk trading activity 31-Mar-2017
Number Of Trading Standards Intelligence Logs Added To Memex
Number Of Advisory Visits Carried Out By Trading Standards
Under The Scottish Government's Enhanced Tobacco Sales Enforcement Programme
Number Of Test Purchase Visits Carried Out By Trading Standards Under The Scottish Government's Enhanced Tobacco Sales Enforcement Programme
Percentage Of Programmed Licensing Standards Compliance Visits Completed Within Scheduled Time Frame
Percentage Of Annual Trading Standards Project Plan Completed
Percentage Of Trading Standards Staff Undertaking TS Professional Development Training
Percentage Of Trading Standards High Risk Premises Inspected Within Time
Number Of High Risk Sales Events Subject To Enforcement Activity By Trading Standards
Percentage Of Trading Standards Medium Risk Premises Inspected within Time
Number Of Bogus Workmen / Rogue Trader Stops During Joint Targeted Patrols Carried Out By Trading Standards And Police Scotland
Number Of Targeted Underage Sales Test Purchasing Visits Carried Out For All Age Restricted Products Where Enforcement Responsibility Lies With Trading Standards Or Police Scotland
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Provision of accessible and responsive trading standards business advice and education services
Develop provision of and marketing of services to local businesses 31-Mar-2017
Percentage Of Business Advice Requests Resolved Within 14 Days
Percentage Of Programmed Licensing Standards Compliance Visits Completed Within Scheduled Time Frame
Percentage Of Business Customers Satisfied With The Trading Standards Service
Percentage Of Trading Standards Business Advice Requests Responded To Within 2 Days
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Increase quality of consumer advice and assistance service provision
Review, develop and improve service provision, with reference to applicable guidance and standards such as the Consumer Quality Mark (CQM) Standard
31-Mar-2017
Percentage Of Consumer Complaints Resolved Within 14 Days
Percentage Of Programmed Licensing Standards Compliance Visits Completed Within Scheduled Time Frame
Quality Of Consumer Advice Score Expressed As A Percentage
Percentage Of Consumers Satisfied with The Trading Standards Service
Percentage Of Trading Standards Consumer Complaints Responded To Within 2 Days
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Reduction Of Low Level Crime And Antisocial Behaviour
Targeted Patrols In Areas Of Disorder And Response To Public Service Requests. Partnership Approach Where Appropriate. Support A Range Of Diversionary Activities For Young People Across East Dunbartonshire
31-Mar-2017
Number Of Targeted Awareness And Enforcement Initiatives In Relation To Environmental Crime
Number of domestic noise complaints dealt with under Part V of the Anti Social Behaviour Act 2004
The number of complaints of domestic noise received & settled without the need for attendance on site
The number of complaints of domestic noise received requiring attendance on site & not dealt with under the ASB Act 2004
Average time between time of domestic noise complaint and attendance on site( hours ), for those dealt with under the ASB Act 2004
Crimes Of Violence Within East Dunbartonshire
Acquisitive Crime Levels Within East Dunbartonshire
Number Of Injuries And Deaths Caused By Means Of Road Accidents Within East Dunbartonshire
Number Of Antisocial Behaviour And Disorder Incidents Within East Dunbartonshire
Average time between time of domestic noise complaint and attendance on site (hours), for those requiring attendance on site
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Intelligence Led Deployment Of Resources Across the Service
Deployment Of Community Wardens And Mobile CCTV To Areas Of High Risk And Demand
31-Mar-2017
Number Of Targeted Awareness And Enforcement Initiatives In Relation To Environmental Crime
Crimes Of Violence Within East Dunbartonshire
Acquisitive Crime Levels Within East Dunbartonshire
Number Of Injuries And Deaths Caused By Means Of Road Accidents Within East Dunbartonshire
Number Of Antisocial Behaviour And Disorder Incidents Within East Dunbartonshire
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Promotion And Co-ordination Of Work Carried Out By The Community Safety Partnership
Delivery Of Lead Role In The Community Safety Partnership To Ensure That SOA Local Outcome 4 Is Met
31-Mar-2017
Crimes Of Violence Within East Dunbartonshire
Acquisitive Crime Levels Within East Dunbartonshire
Number Of Injuries And Deaths Caused By Means Of Road
Accidents Within East Dunbartonshire
Number Of Antisocial Behaviour And Disorder Incidents Within East Dunbartonshire
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Improve And Protect Public
Health And The Environment Across East Dunbartonshire
Fulfil Statutory Obligations In Relation To A Range Of Environmental Health Functions. Further to meet expectations of External Stakeholders such as Scottish Government, NHS Board, Food Standards Agency etc to whom the Council is accountable to.
31-Mar-2017
Percentage Of High Risk Food Premises Inspected In Accordance With Planned Programme Of Inspection Target Timescales
Percentage Of Environmental Incivilities Reported With Initial Officer Response Within 2 Days
Percentage Of Public Health Service Requests Receiving Initial Officer Response Within 2 Days
Percentage Of Food Premises Rated As A 'Pass' In The Food Hygiene Information Scheme
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Effective Use Of Resources Targeted In Accordance With Risk
Target High Risk Areas As A Priority Across A Range Of Work Areas Using Planned Programmes Of Inspections
31-Mar-2017
Percentage Of High Risk Food Premises Inspected In Accordance With Planned Programme Of Inspection Target Timescales
Percentage Of Food Premises Rated As A 'Pass' In The Food Hygiene Information Scheme
Number Of Locally Delivered Vehicle Emission And Vehicle Idling Initiatives And Campaigns Delivered To Assist In Improving Air Quality
Number Of Targeted Awareness And Enforcement Initiatives In Relation To Environmental Crime
Number Of Occupational Health And Safety Interventions Delivered To Business Premises
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Development Of Environmental Health Activities And Programmes Of Work In Areas Aligned To The SOA And Corporate Objectives
Development Of Innovative Programmes Of Joint Work To Achieve Local Outcomes - Particular Focus Health Improvement And Environmental Matters
31-Mar-2017
Percentage Of Food Premises Rated As A 'Pass' In The Food Hygiene Information Scheme
Number Of Locally Delivered Vehicle Emission And Vehicle Idling Initiatives And Campaigns Delivered To Assist In Improving Air Quality
Number Of Occupational Health And Safety Interventions Delivered To Business Premises
Percentage Progress In Relation To Production Of AQM Action Plan For Bearsden
Percentage Of Infectious Disease Cases Investigated Within Specified Timescales
Percentage Of Notified Workplace Accidents Investigated Within Specified Timescales
Service Priority High quality, effective communication with public and employees through the most appropriate channels
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Evaluation of the effectiveness of communication activity
Increasing range of surveying across all channels 31-Mar-2017 % of sampled residents who are aware of Council campaigns for each quarter
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Engagement with customers through Social Media channels
Communications Advisers to further support customer service agents in their use of social media channels to respond to customer enquiries and comments
in line with the ‘click’ element of customer service delivery
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Continued development of the Council website to support transactional opportunities and the channel shift agenda
Implementation and effective communication to online customers of new transactional services as they are brought online through Transformation Programme
31-Mar-2017
Service Priority Maximising efficiencies through transformation and effective programme management
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Measure and Improve Benefits Realisation Success Rate
Develop an improved benefits realisation process, baseline current performance and set a target to achieve improvements in line with corporate priorities
31-Oct-2016 % Project Benefits Realisation Success Rate
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Introduction of project milestones
Following on from initial introduction of new processes, maturing the process to ensure estimated dates and milestones are met. Visibility and measurement of the progress of projects and facilitates project resource management.
31-Dec-2016
% Project Portfolio Success Rate
% Project Milestone Delivery Success Rate
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Improved financial management of transformation projects and programmes
Introduction of improved financial reporting and management tools for transformation project managers.
30-Sep-2016
% Comparison of estimated project delivery costs against actual delivery costs
% Project capital monitoring
Service Priority Organisational change, transformation and partnership development
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Employee Relations and Wellbeing
Continue marketing, communication and promotion of the services and
proactive support offered by the Employee Relations & Wellbeing Services. Continue to develop and embed Business Partner model and approach (e.g. Total Resourcing) Continue implementation of HR Policy Development including the support of management practice improvement (e.g. How To Toolkits, Lunch ‘n’ Learns, Training Session support etc.) Maintain Healthy Working Lives Silver Accreditation. Scope requirements and prepare briefing paper with outline Action Plan for Gold Accreditation consideration.
31-Mar-2017 % of employees who have a completed PDR in place
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Absence Improvement & Occupational Health
Recognition of the challenges facing the organisation around absence management with support for improvement: • Reporting & Scrutiny – including costs of absence • Employee Welfare Services • Targeted interventions Development of the portfolio of internal Occupational Health services and streamlined referral processes to external provision in supporting employees. Ensure strong relationships between Business Partners and the Wellbeing Services in targeting support as early as possible as circumstances arise.
31-Mar-2018
Number of Working Days per LGW Employee lost through sickness absence
Sickness absence days per employee
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Leadership
The further expansion of the Leadership development (e.g. Team Leadership Conference, Lunch ‘n’ Learn, Aspire etc.) across our Community Planning Partners will be a core area for development.
31-Mar-2017 Number of shared training days
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Major Assets Programme
1. KHCC - Timescale - September 2016 2. Data centre Sharing with WDC - Timescale - June 2016 3. Bearsden Hub - Timescale - January 2017 4. Kilmardinny House- Timescale - February 2017
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
ICT Service Improvements
1. ITIL Service Management Programme - Phase 1 - March 2017 2. Update and Test ICT Business Continuity plans - June 2016 3. Corporate device refresh - December 2016 4. Virtual Desktop Infrastructure (VDI) - March 2017
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Maximise use of ICT Systems to support Transformation Programme
1. Enterprise Remote Mobile Working (ERMW) - Phase 3 - March 2017 2. System Integration to priority systems supporting Digital Services - March 2017 3. Migration of existing EDC micro sites & Leisure Trust site into new Content Management Solution (CMS) - March 2017 4. Bring Your Own Device (BYOD) Pilot - September 2016
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Schools ICT Improvement
1. To implement education Mobile Device Management - August 2016 2. Extend Managed Wireless (Wi-Fi) across all schools - September 2016 3. Schools ICT Replacement Programme - August 2016 4. File storage migration to GLOW - March 2017 5. Review and update of school websites - March 2017
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Human Resources / Payroll
Delivery of a single HR/Payroll Service – seamless exchanges of data/resources between HR and Payroll. Introduction of an integrated HR/Payroll System, i-Trent, enabling Manager and Employee Self Service functionality. Improved reporting and reducing costs at the Employee interface.
31-Mar-2017
Service Priority Organisational performance improvement
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Area Stats Mapping Continued development of the GIS stats mapping tool to allow access for the public and inclusion of further information of Internal Data
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Public Performance Reporting
Work across Council Directorates to Improve and further develop a comprehensive programme of public performance reporting that informs the public about the range and quality of council services and meets the requirements of our local communities
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Performance Management Provision of appropriate guidance and support to all Council Directorates to ensure the reporting of high quality performance information to CMT and Elected Members.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Health & Social Care Partnership Support
Ensure appropriate data support is provided to the IJB to facilitate the transition to the new Integrated Joint Board
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Corporate Risk Management
Ongoing provision of guidance and support to the Council ensuring that Strategic and Operational risks are identified, assessed and where appropriate, mitigated, thereby enhancing the Councils ability to deliver against its core objectives and statutory duties.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Insurance Services Review of Council Insurance policies to be carried out to ensure that the Council obtains the most comprehensive cover on the most advantageous terms.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Internal Audit Compliance with Public Sector Internal Audit Standards.
External peer review of internal audit practices to ensure compliance with standards.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Health & Safety Meetings Work with Committee Administration and Partners to establish an on-going cycle of meetings.
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Evaluation & Review of Strategic Business Continuity Plan
Evaluate & Maintain Business Continuity Plan to reflect Organisational Transformation Programme & Priorities
31-Mar-2017
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Evaluation & Review of Service Business Continuity Plans
Evaluate & Review Business Continuity Plans to reflect Organisational Transformation Programme & Priorities
31-Mar-2017
Service Priority Providing high quality customer services through, ‘Click, Call, Come In’
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Council telephone Service Review Call handling with a view to providing more resilience in conjunction with the Hubs and in alignment with SMART working principles
31-Jul-2016 Average time (minutes) to answer calls
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
Customer Service case management and customer feedback
Introduce customer feedback loop to CRM processes so that customers can check up on the progress of their requests
31-Dec-2016
Area for Improvement Improvement Activity Timescale Indicator (where appropriate)
My Account
Work with ICT and the change team to develop and maintain an East
Dunbartonshire customer account database to enable multi-channel delivery of personalised services
30-Sep-2016
Local Government Benchmarking Framework
The Corporate Performance and Research team have taken a lead role in the development and implementation of the Local Government Benchmarking Framework (LGBF) indicators through participation at national briefing events and through ensuring that the dataset has been embedded into corporate frameworks. Additionally, the team produces an annual guidance manual on the Indicator set for Directorates to ensure awareness and compliance on reporting the data and takes the lead on reporting the published data both to elected members and to the public in accordance with statutory requirements.
Work is also on going to support the continued development of the “Family Group" benchmarking in partnership with the Improvement Service with the team coordinating East Dunbartonshire's participation in these groups and taking a lead role in coordinating the HR family group focused on Sickness absence for which East Dunbartonshire has been nominated to be the lead council. The Council have also been approached by the Improvement Service to be cited for best practice examples in an upcoming report on the development of the Framework
Comparator Data
Code Indicator East
Dunbartonshire
Aberdee
n City
Dundee
Edinburgh Falkirk Glasgow North
Lanarkshir
e
West
Dunbartonshire
Scotland
CST-SOL-CORP3B The percentage of the highest paid 5% employees who are women 50.35% 47.06% 40.91% 54.37% 52.08% 60.20% 54.17% 55.32% 50.70%
CST-SOL-CORP6 Sickness absence days per employee 11.19 11.22 10.41 8.95 9.07 8.61 9.10 11.38 9.24
CST-SOL-ED1 % Unemployed People Assisted into work from Council operated / funded
Employability Programmes
11.31% 4.63% 16.44% 8.64% 9.79% 21.49% 13.76% 22.49% 12.58%
GR-SOL-CORP2 Corporate and democratic core costs per 1,000 population £25,827 £28,878 £35,878 £22,373 £19,524 £26,623 £14,775 £36,655 £32,025
GR-SOL-CORP5B2 Average time between time of domestic noise complaint and attendance on
site (hours), for those requiring attendance on site
13.60 3.10 5.96 5.80 22.70 0.85 0.59 0.35 80.73
CST-SOL-ENV5 Cost of trading standards and environmental health per 1,000 population £20,376 £29,450 £19,120 £32,441 £23,310 £32,366 £19,815 £21,301 £23,931
CST-SOL-SENV05a Cost of trading standards per 1,000 population £7,340 £6,481 £3,314 £4,716 £1,935 £5,299 £8,110 £3,741 £5,609
CST-SOL-ENV05b Cost of environmental health per 1,000 population £13,036 £22,969 £15,806 £27,725 £21,376 £27,067 £11,705 £17,559 £18,322
Benchmarking Targets
Baseline Data Future Targets (where appropriate)
Code Title 2011/12 2012/13 2013/14 Annual Target
2014/15
Annual Target
2015/16
Annual Target
2016/17 Value Value Value
CST-SOL-
CORP2
Corporate and democratic core costs per 1,000 population £31,041.41 £31,970.15 £25,826.56 N/A N/A N/A
CST-SOL-
CORP3B
The percentage of the highest paid 5% employees who are
women
47.2% 49.67% 50.35% 47% 50% 50%
CST-SOL-
CORP5B2
Average time between time of domestic noise complaint and
attendance on site (hours), for those requiring attendance on
site
21.6 11.5 13.6 20 20 20
CST-SOL-
CORP6
Sickness absence days per employee 13.5 11.62 11.19 10 10 10
CST-SOL-
SENV05a
Cost of trading standards per 1,000 population £ N/A £4,495.70 £7,339.88 N/A N/A N/A
CST-SOL-
ENV05b
Cost of environmental health per 1,000 population £ N/A £14,922.60 £13,036 N/A N/A N/A
Benchmarking Narrative
Benchmarking Activity Timescale Desired Outcome
School Leaver Positive Destinations/ Participation
Measure
Annual Improved positive school leaver and sustained
destinations
Rates of unemployed people being supported
into employment.
By March 2017 This will provide a benchmark against other council’s who
deliver similar services with a view to identifying areas
for improvement.
SOCITM ICT Benchmarking December 2016 Helps inform ICT continuous improvement plans
Skills for Learning, Life and Work
ongoing
The Council will continue to use benchmarking
information where available in this area to identify best
practise and areas of performance improvement. The
Scottish Government aim to publish new data for all
Scottish Local authorities in 2017 based on the rates of
participation in learning, training and employment of 16-
19 years olds. This will give an improved analysis of the
sustained destinations of school leavers. Further
benchmarking activity will take place through the
Education Scotland Inspection reports, City Deal and
other employability programmes
Participate in the annual Local Government
Public PR Group’s Benchmarking Report (EDC
participated since 2010)
Survey completed each July, reports
September
Evaluate how the Council compares to other in terms of
resources and outputs across communications activity
National Communications group Scotland
conducts benchmarking exercises for
Communications Training and Development and
activity across councils in Scotland, EDC
participates and shares findings
Various across each year Establishing benchmark across councils in Scotland for
communications activity