Quarterly Strategic Performance Monitoring Report - Annex A … · 2017-12-05 · Quarterly...

Quarterly Strategic PerformanceMonitoring Report - Annex A

Quarter 1 2017/18

Purpose of the Report

To provide a strategic overview of the Council's performance for Quarter 1 2017/18.

The following scorecards are enclosed:

Prepared by the Performance and Improvement Team

Page no.Key to Symbols 2Leader of the Council 3Deputy Leader of the Council and Finance & Change 8Vulnerable Adults & Commissioning 10Adult Social Care 12Public Health & Communities 15Children & Young People 19Economy, Skills & Growth 21Highways & FloodFire, Planning & InfrastructureStrategic Risk Register Summary 26

Risk Impact/Consequence

Likelihood 1Insignificant

2Minor

3Moderate

4Major

5Critical

Almostcertain(5)

5 10 15 20 25

Likely(4) 4 8 12 16 20

Probable(3) 3 6 9 12 15

Possible(2) 2 4 6 8 10

Rare(1) 1 2 3 4 5

Level ofRisk Score

Low 1 - 6Moderate 7 – 12High 13 – 25

Performance better than tolerance

Performance within tolerance

Performance worse than tolerance

No information

Missing target

No value

Value Increasing (Smaller is Better)

Value Decreasing (Smaller is Better)

Value Increasing (Bigger is Better)Value Decreasing (Bigger is Better)

No change

Bigger is better A bigger value for this measure is good

Smaller isbetter

A smaller value for this measure is good

Plan is best Where it is best for performance to be on target rather than above or below

Reporting Basis

Year to Date Performance accumulated over the year

Rolling Year Average performance over a 12 monthperiod

Annual Performance measured once a year

LatestQuarter

Performance this quarter

Snapshot Performance at a particular point in time

Forecast Predicted position at the end of the year

Key to Symbols

Key to Symbols - Risk

Risk Rating(calculated by multiplying the Impact with

the Likelihood of each risk)

The Gloucestershire Risk Matrix

2

Leader of the CouncilCllr Mark Hawthorne

Customer Services

Total number of outboundCustomer Services contacts

Smaller isBetter

35,302 25,428 21,552 20,733 16,740 PubliclyReported

Total number of inboundCustomer Services contacts Plan is Best Year to Date 65,052 62,598 56,887 51,554 41,682

At the end of March 2017 a number of corporate service helpdesks wereclosed in the contact centre which has contributed to the 6500 fewer contactscoming in on the phone lines. There was also a reduction in meetings,possibly linked to purdah, which contributed to a reduction in footfall by3000.

PubliclyReported

Quarterly Trend Analysis - No TargetGoodPerformanceHigh/Low

ReportingBasis Q1 (2016/17) Q2 (2016/17) Q3 (2016/17) Q4 (2016/17) Q1 (2017/18) Comments Q1 (2017/18)

3

Deputy Leader of the Council and Finance & ChangeCllr Ray Theodoulou

Waste

Cost to dispose of landfill waste per household (£s per annum) Smaller isBetter

Forecast £53 PubliclyReported

Percentage of household waste sent forreuse, recycling and composting

Bigger isBetter

Forecast 47.14 % 47.35 % 51.87 % 54.64 % 54.00 % PubliclyReported

Percentage of municipal wastelandfilled.

Smaller isBetter

Forecast 53.99 % 52.19 % 49.74 % 46.43 % 46.00 % PubliclyReported

Residual household waste per household(kgs)

Smaller isBetter

Forecast 531 531 496 458 467 PubliclyReported

Overall residual waste arisings (exceptHRC's) Tonnes

Smaller isBetter

Forecast 127,286 126,582 118,259 117,191 119,342 PubliclyReported

% of household waste sent to landfill Smaller isBetter

45.18 % 46.00 % PubliclyReported

Quarterly Trend Analysis - Forecast - No TargetGoodPerformanceHigh/Low

ReportingBasis

ForecastOutturn2017/18 (Q1)

Comments Q1 (2017/18)

Quarterly Trend Analysis - Forecast Against a TargetGoodPerformanceHigh/Low

ReportingBasis

Outturn2014/15

Outturn2015/16

Outturn2016/17

ForecastOutturn2017/18 (Q1)

TargetOutturn2017/18

Comments Q1 (2017/18)

ICT/Property

Funds raised (£000) fromasset sales (CapitalReceipts)

Bigger isBetter Forecast £20,000 £20,000 £20,000 £17,941 £15,500 £19,286

Deferred payment of £5.2m will be received in 2018/19 fora disposal completed in 2017/18

PubliclyReported

Quarterly Trend Analysis - Against a TargetGoodPerformanceHigh/Low

ReportingBasis Q1 (2016/17) Q2 (2016/17) Q3 (2016/17) Q4 (2016/17) Q1 (2017/18) Q1 Target

(2017/18) Comments Q1 (2017/18)

4

Human Resources

Total number of coreemployees, classified aspermanent or temporary(FTE) (excluding schools &fire)

Smaller isBetter Snapshot 3,138 3,144 3,167 3,145 3,150

PubliclyReported

Days lost to sickness perFTE (exc schools)

Smaller isBetter

Year to Date 1.74 3.03 5.95 7.85 1.70 1.83 PubliclyReported





(2017/18) Comments Q1 (2017/18)

Finance

Total savings (£000)delivered through Meetingthe Challenge projects todate

Bigger isBetter

Year to Date £28,139 £29,876 £32,695 £40,047 £45,711 PubliclyReported

Total in year savings(£000) delivered throughMeeting the ChallengeProjects

Bigger isBetter

Year to Date £6,732 £8,469 £12,725 £21,503 £5,664 PubliclyReported



5

Bigger isBetter

Forecast £24,946 £19,549 £21,027 £22,115 £17,589 £25,558 PubliclyReported

Total end of year savings(£000) expected throughMeeting the ChallengeProjectsForecast Revenue OutturnPosition (£000)

Smaller isBetter

Forecast £419,902 £420,059 £419,166 £416,864 £407,895 £407,702 PubliclyReported

GoodPerformanceHigh/Low

ReportingBasis

Quarterly Trend Analysis - Against a Target

Q1 (2016/17) Q2 (2016/17) Q3 (2016/17) Q4 (2016/17) Q1 (2017/18) Q1 Target(2017/18) Comments Q1 (2017/18)

Legal

Number of complaintsupheld by the LocalGovernment Ombudsman -maladministration andinjustice

Smaller isBetter Year to Date 0 0 0 0 0 0

PubliclyReported

Number of complaintsupheld by LocalGovernment Ombudsman

Smaller isBetter Year to Date 0 0 0 0 0 0

PubliclyReported



(2017/18) Comments Q1 (2017/18)

6

Vulnerable Adults & CommissioningCllr Roger Wilson

Disabled Children and Young People

Total number of disabledchildren receiving a servicewith a personal budget

Smaller isBetter Snapshot 413 415 451 438 401

PubliclyReported



7

Adult Social CareCllr Kathy Williams

Adult Social Care

8

Bigger isBetter

Snapshot 360 351 319 373 352 PubliclyReported

Plan is Best Snapshot 3,487 3,477 3,489 3,495 3,351 PubliclyReported

Smaller isBetter

Snapshot 1,415 1,403 1,372 1,350 1,336 PubliclyReported

Smaller isBetter


Number of Adults inReablement/EnablementNumber of Adults inCommunity CareNumber of Adults inResidential CareNumber of Adults inNursing CareNumber of Adults in othercare (i.e Preventative)

Bigger isBetter


Social care clientsreceiving self directedsupport

Bigger isBetter Snapshot 93.3 % 93.4 % 93.3 % 99.0 % 98.1 % 90.0 %

Please note that the SALT figure of (92.8%) used for endof year reporting March 2017 has been replaced with thelocal figure.

PubliclyReported


ReportingBasis

Quarterly Trend Analysis - No Target

Q1 (2016/17) Q2 (2016/17) Q3 (2016/17) Q4 (2016/17) Q1 (2017/18) Comments Q1 (2017/18)


ReportingBasis



Public Health & CommunitiesCllr Tim Harman

Libraries

No. of active borrowers ofelectronic stock

Bigger isBetter

Year to Date 5,122 5,445 6,038 6,857 5,802 6,500 Target just missed but still achieved a 13% increase overprevious year

PubliclyReported



(2017/18) Comments Q1 (2017/18)

Public Health

% of Healthy Lifestylescustomers demonstrating asignificant improvement intheir mental wellbeingscore

Bigger isBetter 75.0 %

This is a new indicator and a target for year 2 will be set using this year as abaseline. Customers wellbeing scores are measured using a validated tool atthe beginning and end of their support programme. Whilst yr. 1 is a baselinemeasure the data for Q1 demonstrates that the service is successfullysupporting a significant number of people to improve their mental wellbeingas part of the lifestyle behaviour support they are receiving.

PubliclyReported

% of all Healthy Lifestylescustomers who achieve asignificant risk factorimprovement

Bigger isBetter

31.7 %

This is a new indicator and yr. 1 will be used to set a baseline for yr.2 Theservice has only been in place for 6 months and it is expected that both thevolume and outcomes will improve as awareness of the service continues toincrease.

PubliclyReported

% live births that receive aface to face New Birth Visitwithin 7-14 days by ahealth visitor

Bigger isBetter

91.6 %

The responsibility for commissioning Health Visiting service became theresponsibility of Gloucestershire County Council in October 2015

100% target will always be very difficult to achieve as babies receivingneonatal care in hospital are not visited.

Some women / families choose not to be visited in the early days and arevisited later. Some women are confined at other addresses (e.g.)grandparents homes out of county for practical or cultural reasons.In Quarter

PubliclyReported

% of children who receiveda 1 year check by 1 year

Bigger isBetter

45.0 % PubliclyReported



9

Proportion of adult alcoholmisusers who have lefttreatment successfully

Bigger isBetter ? ? ? 43.6 % 47.0 % 24.0 %

Public Health England cannot provide data until Augustdue to system problems

PubliclyReported

Proportion of all OpiateUsers in treatment, whosuccessfully completedtreatment and did notrepresent within 6 monthsof completion

Bigger isBetter

LatestQuarter

8.7 % 9.1 % 9.4 % 10.2 % 9.2 % 3.7 % PubliclyReported

Proportion of all Non-Opiate Users in treatment,who successfullycompleted treatment anddid not represent within 6months of completion

Bigger isBetter

LatestQuarter




(2017/18) Comments Q1 (2017/18)

10

Children & Young PeopleCllr Richard Boyles

Young People

% of young people aged 19 who were looked after notin education, employment or training (NEET)

Smaller isBetter

Annual 40.8 % 43.6 % ? PubliclyReported

Number of young peoplewho are not in education,employment or training(NEET)

Smaller isBetter

Snapshot 425 372 517 459 372 Number of NEET 16-18 year olds form MI program at end of June (snapshot) PubliclyReported

% of 16 to 18 year oldswho are not in education,employment or training(NEET)

Smaller isBetter

Snapshot 3.2 % 4.8 % 3.3 % 3.2 % 2.8 % 4.5 % Adjusted NEET percentage from MI program at the end ofJune (snapshot)

PubliclyReported

Yearly Trend Analysis - No Target (In Arrears)GoodPerformanceHigh/Low

ReportingBasis 2014/15 2015/16 2016/17

(Provisional) Comments 2016/17





(2017/18) Comments Q1 (2017/18)

11

Schools

Number of schools judgedas inadequate


the following academies and schools are currently judged to require specialmeasures:

AcademiesMillbrookDeanSt John's PrimarySt Anthony's

LA maintained schoolsCam Woodfield JuniorLakersCoaley C of E

PubliclyReported

Bigger isBetter Snapshot 94.7 % 95.5 % 96.5 % 95.6 % 95.2 %

Gloucestershire is ranked 1st in the South West and 23rd nationally on thismeasure.

PubliclyReported

% of pupils attending goodor outstanding primaryschools% of pupils attending goodor outstanding secondaryschools

Bigger isBetter Snapshot 90.3 % 90.6 % 90.6 % 92.0 % 92.0 %

Gloucestershire is ranked 4th in the South West and 33rd nationally on thismeasure.

PubliclyReported



Home to School Transport

The total number of pupilsentitled to receive schooltransport

Smaller isBetter

LatestQuarter 7,418 7,055 7,058 6,832 6,484 7,000

PubliclyReported

Total average daily cost ofhome to school transportper pupil

Smaller isBetter

LatestQuarter £8.17 £7.53 £8.41 £7.17 £8.24 £7.50

PubliclyReported

Average daily cost of hometo school transport perprimary school pupil

Smaller isBetter

LatestQuarter £10.47 £8.53 £8.22 £7.72 £8.21 £8.40

PubliclyReported

Average daily cost of hometo school transport persecondary school pupil

Smaller isBetter

LatestQuarter £4.30 £4.02 £4.71 £4.75 £4.09 £3.90

PubliclyReported

Average daily cost of hometo school transport perspecial school pupil

Smaller isBetter

LatestQuarter £34.00 £31.06 £27.21 £27.12 £32.42 £31.00

PubliclyReported

Quarterly Trend Analysis - Against a Target (1 Quarter In Arrears)GoodPerformanceHigh/Low


(2016/17) Comments Q4 (2016/17)

Youth Support & Families First

12

YJ1 Rate of first timeentrants to the YouthJustice system (per100K pop 10-17yrs) inprev 12months

Smaller isBetter Rolling Year 289 306 313 306 293

For the latest period reported by the YJB, September - December 2016,Gloucestershire's rate is 293. This is less than Quarter 2 when the rate was306. It is also less than the South West Region (327) and also England(327).

PubliclyReported

FF6 No. of familiesengaged with theFamilies FirstProgramme (Phase 2:2015 - 2020)

Bigger isBetter Year to Date 750 900 1,150 1,600 1,705

PubliclyReported

Quarterly Trend Analysis - No Target (2 Quarters In Arrears)GoodPerformanceHigh/Low




Children's Safeguarding & Assessment

Rate of referrals to socialcare per 10,000 U18population

Plan is Best Rolling Year 509.7 494.6 499.4 553.4 580.9 This is in line with the national picture of increased demandPubliclyReported

Rate of Children in Needper 10,000 U18 population(excluding Child Protectionand Children in Care)

Smaller isBetter

Snapshot 163.6 155.2 165.0 197.4 186.9 PubliclyReported

Number of children onchild protection plans for 2years or more


PubliclyReported



13

% of referrals to SocialCare that are re-referralswithin 12 months

Smaller isBetter Rolling Year 24.6 % 24.6 % 24.4 % 24.9 % 26.3 % 22.0 %

We recognise from the recent Ofsted report that we are notproviding good quality social work to children when theyare initially referred to our service. We have a new trainingprogramme which is driven through audit findings and it isplanned that this will impact on social workers becominginquisitive. The need for effective planning will alsosupport children receiving the correct service the first timearound. We are moving our most experienced workers todecision make at the front door to ensure good qualitydecision making has an impact on the outcome childrenthat need. Work is underway through the GSCB to ensureall partners, as well as social workers, are able to applyconsistent thresholds for children.

PubliclyReported

Bigger isBetter Rolling Year 77.8 % 76.2 % 75.8 % 78.1 % 78.2 % 90.0 %

PubliclyReported

Smaller isBetter Snapshot 45.7 44.1 40.6 36.9 39.1 37.0

PubliclyReported

Smaller isBetter

Rolling Year 26.5 % 22.9 % 25.2 % 26.4 % 27.1 % 17.0 % PubliclyReported

% of (single) assessmentscompleted within 45working daysRate of children and youngpeople per 10,000 subjectto a Child Protection Plan% of children becomingthe subject of a ChildProtection Plan for a 2ndor subsequent time% of Child Protection caseswhich were reviewed withinrequired timescales

Bigger isBetter Rolling Year 92.0 % 92.4 % 91.6 % 89.9 % 85.9 % 90.0 %

PubliclyReported


ReportingBasis



Children in Care

% of young people aged 19 who were looked afteraged 16 who were in suitable accommodation

Bigger isBetter

Annual 81.3 % 88.7 % ? PubliclyReported

Yearly Trend Analysis - No Target (In Arrears)GoodPerformanceHigh/Low

ReportingBasis 2014/15 2015/16 2016/17

(Provisional) Comments 2016/17

14


PubliclyReported

Smaller isBetter

LatestQuarter

£904 £884 £892 £900 £884 PubliclyReported

Smaller isBetter

LatestQuarter

£569 £575 £561 £593 £519 PubliclyReported

Number of children in carein a residential setting(exc. Remands)Average weekly cost ofexternal foster placementsAverage weekly cost ofinternal foster placementsNumber of childrenbecoming subject toSpecial GuardianshipOrder or ChildArrangement Order

Plan is BestLatestQuarter 24 5 19 7 9

PubliclyReported

Smaller isBetter

Snapshot 48.1 50.2 48.0 49.2 50.8 42.5 PubliclyReported

Bigger isBetter Rolling Year 98.6 % 97.0 % ? ? ? 95.0 %

PubliclyReported

Smaller isBetter Snapshot 12.1 % 15.5 % 14.9 % 13.2 % 13.6 % 9.7 %

PubliclyReported

Rate of Children in CarePer 10,000 U18 population% of children in care caseswhich were reviewed withinrequired timescalesStability of placements ofchildren in care: Number ofmovesStability of placements ofchildren in care: length ofplacement

Bigger isBetter Snapshot 69.4 % 66.0 % 72.9 % 73.1 % 73.1 % 65.4 %

PubliclyReported




ReportingBasis



Economy, Skills & GrowthCllr Lynden Stowe

Lifelong Learning

Number of apprenticeshipstarts

Bigger isBetter

? Please note that this measure will start reporting in September 2017. Atpresent the annual figure for 2016/17 is 35.

PubliclyReported

% of learners going intoemployment or improvedemployment

Bigger isBetter 45.0 % Please note that this is an annual figure for the Academic year.

PubliclyReported



Academic Year Trend Analysis - No TargetGoodPerformanceHigh/Low

ReportingBasis 2012/13 2013/14 2014/15 2015/16 2016/17 Comments 2016/17

15

Highways & FloodCllr Vernon Smith

Highways & Floods

28 day defects repaired ormade safe - overall %repaired in time (otherdefects)

Bigger isBetter

LatestQuarter


28 day defects repaired ormade safe - % repaired intime (potholes)

Bigger isBetter ? ? new indicator, data not yet available

PubliclyReported

% delivery of the annualgulley emptyingprogramme

Bigger isBetter

LatestQuarter 46.0 % 58.0 % 83.5 % 100.0 % 34.0 % 30.0 %

PubliclyReported

% of Sustainable UrbanDrainage responses madeto Local PlanningAuthorities within 21 days

Bigger isBetter

LatestQuarter




(2017/18) Comments Q1 (2017/18)

16

Fire, Planning & InfrastructureCllr Nigel Moor

Trading Standards

Number ofcomplaints/reports of scamactivity against vulnerableindividuals (includesdoorstep crime)

Bigger isBetter 83 380

PubliclyReported

% of complaints/reports ofscam activity againstvulnerable individualswhere there is a traderpresent or immediate riskof additional lossresponded to within 1working day

Bigger isBetter

100.0 % 100.0 %

A one day response is only appropriate where there isevidence that the victim is at immediate risk due to afraudster being present or we have information that thevictim is actually intending to send money in response to afraud. All other scam reports are assessed according to thelevel of detail identifying the victim, the scam perpetratorand whether or not the victim has correctly identified ascam and is likely to respond to it. Where the victim canbe identified, the Service will usually seek to advise orsupport them over a longer timeframe.

PubliclyReported



(2017/18) Comments Q1 (2017/18)

Road Safety

17

Smaller isBetter

Year to Date 3 8 14 20 4 ? PubliclyReported

(A) Number of killed andseriously injured children(B) Number of killed andseriously injured olderpeople

Smaller isBetter Year to Date 13 35 48 59 12 ?

PubliclyReported

Number of killed andseriously injured people

Smaller isBetter Year to Date 54 136 207 277 65 ?

Provisional figures. A change in the method of reportinginjury collisions has resulted in an increase in the numberof serious casualties in Gloucestershire. The Departmentof Transport is investigating nationally the effect of thischange. Until the results of the investigation is known thequarterly reporting of all killed and serious injury (KSI)figures should be viewed with caution.

PubliclyReported


ReportingBasis



Parking & Passenger Transport

Cost per journey(community transportjourneys)

Smaller isBetter

LatestQuarter £6.23 £4.46 £3.75 £4.00 £3.61 £4.00

PubliclyReported

Number of bus services inreceipt of subsidy

Plan is Best Year to Date 104 104 103 105 105 105 PubliclyReported

Number of communitytransport bus journeys

Bigger isBetter

Year to Date 17,886 31,173 33,319 32,802 31,607 31,000 PubliclyReported

Average cost per singlepassenger journey onpublic transport

Smaller isBetter £1.35 £1.38 £1.38 £1.38 £1.45 £1.45

PubliclyReported



(2017/18) Comments Q1 (2017/18)

Fire & Rescue

18

Number of Safe and Wellvisits undertaken

Bigger isBetter

Year to Date 2,010 1,711 1,564 1,730 1,661 1,700 PubliclyReported

% of incidents of dwellingfires attended within 8minutes - Risk Category 1

Bigger isBetter

LatestQuarter

83.3 % 91.7 % 92.0 % 77.0 % 70.0 % 80.0 %

The percentage drop against the target equates to threeincidents. All have been investigated as a matter ofcourse and have legitimate reasons linked to the specificcircumstances of each incident that led to the delays. However, GFRS still believe that the 80% target is anappropriate target for us to measure ourselves against

PubliclyReported

Bigger isBetter 75.0 % 75.0 %

PubliclyReported

Smaller isBetter

Year to Date 83 76 72 68 62 73 PubliclyReported

% of Safe and Well visitsundertaken to those in highrisk groupsNumber of Accidentaldwelling firesNumber of Deliberatedwelling fires

Smaller isBetter

Year to Date 5 6 5 1 5 5 PubliclyReported


ReportingBasis



Climate Change

Renewable EnergyGeneration (kWh) from theCouncil Estate (includingschools)

Bigger isBetter

Snapshot 98,943 156,090 205,023 275,146 313,136

Opportunities for increasing generation on the estate are beinginvestigated. For 2016/17, renewable energy generation increased by13.8%, however most of this is from schools. From 2017/18 we will no longerbe reporting schools data as they are outside our control.

PubliclyReported

Renewable EnergyGeneration from theCouncil Estate - % of totalenergy consumption

Bigger isBetter

Year to Date 0.41 % 0.40 % 0.28 % 0.23 % 0.26 %

Opportunities for increasing generation on the estate are beinginvestigated. For 2016/17, renewable energy generation increased by13.8%, however most of this is from schools. From 2017/18 we will no longerbe reporting schools data as they are outside our control.

PubliclyReported

Overall Council CarbonEmission, buildings &transport (excludingschools) Tonnes of CO2

Smaller isBetter

Year to Date 3,285 6,439 11,347 16,280 13,580 15,200

Ahead of target performance due to the on-going LEDstreet lighting works and improvements to Shire Hall,together with mild weather. The council has now halvedit's corporate emissions over the past 10 years and is aheadof target to reduce corporate emissions by 60% by2020/21, against the 2006/07 baseline. Emissions havereduced from 26,800 tCO2 in 2006/07 to 13,900 tCO2 in2016/17.

PubliclyReported

Quarterly Trend Analysis - No Target (1 Quarter In Arrears)GoodPerformanceHigh/Low


Quarterly Trend Analysis - Against a Target (1 Quarter In Arrears)GoodPerformanceHigh/Low


(2016/17) Comments Q4 (2016/17)

19

Strategic Risk Register Summary

SR1.1 Failure in corporate governance which leads to service,financial or reputational damage or failure.

Bungard,Pete High 20 Moderate 8 Moderate 8 Moderate 8 High 20

Corporate governance review to be undertakenlooking at the wider implications of the Ofstedinspection.

SR1.2Failure to effectively understand, inform, consult orengage customers, resulting in dissatisfaction,criticism or challenge.

Burns, Jane High 20 Low 6 Low 6 Low 6 Low 6

SR2.2

The cumulative impact of service pressures,particularly increased demand in relation to the care ofvulnerable Children and Adults, and the under deliveryof savings plans designed to address the inherent over-spend positions, result in a major over-spend in2017/18.

Walker, Jo High 25 Moderate 8 Moderate 8 Moderate 8 Moderate 8

xSR2.3 Breakdown in Treasury Management arrangementleading to a significant loss in investment balances Walker, Jo High 20 Low 4 Low 4 Low 4 Low 4

SR2.4

Reductions and changes to future funding in 2017/18and 2018/19, and risks and uncertainties relating toNHS funding make it impossible to set a robust anddeliverable budget without impacting significantly onCore Services.

Walker, Jo High 25 High 15 High 15 High 15 High 15

The Final Finance Settlement was issued inFebruary 2017 and was largely in line withexpectations. However in March 2017 theChancellor of the Exchequer announced anadditional £2 billion funding for adult socialcare over three years - the GCC share of thiswas £10.6m in 2017/18. Discussions abouthow this additional funding will be used tomeeting the demand pressures in adultservices is currently underway with healthpartners.

xSR2.5Failure of our obligations as Accountable Body for theGrowth Fund impacting on reputation and economicdevelopment

Riglar, Nigel High 25 Moderate 10 Moderate 10 Moderate 10 Moderate 10

Strategic Risk 1: Corporate Governance

Ref. Risk Owner InherentRisk

ResidualRisk Q216/17




Directionof Travel

Mitigating Actions for High or ChangedResidual Risks

Strategic Risk 2: Financial






Directionof Travel


20

SR3.1Failure to ensure that the council's technologicalenvironment as managed by the ICT Service remains fitfor purpose in alignment with the business strategy.

Edgar,Stewart High 25 Moderate 10 Moderate 10 Moderate 10 Moderate 10

SR3.2

Failure to protect the council's key information and dataas a result of exploited technological vulnerabilitiesfacilitated through malicious attack (internal orexternal)

Edgar,Stewart High 25 High 15 High 15 High 15 High 15

Whilst there have been no reported instanceswithin the County Council data network,"ransomware" malware infections are the mostprevalent type of reported cyber securityattacks in the UK at present. It is imperativeall parties remain vigilant in this area both froma technological as well as a user awarenessperspective.

xSR3.3 Failure of technology managed by the ICT Serviceimpairing the council's ability to communicate.


Although the removal of end of life Windows XPdevices has significantly reduced the risklikelihood rating within this entry, the failure ofthe council's email messaging solution in May2016 reminds us all of the need for extravigilance with key/critical systems. The ICTService has begun the removal of the council's33 year old analogue telephone system (the01452 42xxx number range) and replacing itwith a modern, digital Cisco solution. Thereplacement of the council's ageing andinefficient remote access solution is due tocomplete during qtr 2 2017/18.

Strategic Risk 3: Infrastructure






Directionof Travel


21

SR4.1Failure to deliver expected benefits/outcomes from theResidual waste project impacting on future budgets andthe environment.


Strategic Risk 4: Waste Management






Directionof Travel


SR5.1Failure to manage the Meeting the Challenge Portfolioeffectively, impacting on service outcomes, customersatisfaction, finance and reputation.

Walker, Jo Moderate 12 Moderate 9 Moderate 9 Moderate 9 Moderate 9

xSR5.2 Failure to secure effective service delivery, impactingon our ability to meet statutory and local requirements. Burns, Jane High 15 Low 6 Low 6 Low 6 Moderate 12 Broader implications of the Ofsted inspection.

SR5.3Ineffective commissioning processes and capacityresult in the council being unable to achieve itsstrategic objectives

Williams,Al ison High 25 High 15 High 15 High 15 High 15

Risks are relatively well controlled.Commissioning Board oversight andCommercial Assurance Board ensures risksare identified early and managed. In the longerterm, commissioning processes and capacitylevels will be reviewed as part of the ReshapingCommissioning programme to ensure they arerobust.

Strategic Risk 5: Organisational Change Programmes






Directionof Travel


SR6.1Failure to maintain effective relationships with keypartners and organisations impacting on our ability tomeet statutory and local requirements.

Bungard,Pete High 20 Moderate 10 Moderate 10 High 15 High 15

New Council settling in; more spend throughpartnership (NHS); some performance andrelationship issues.

SR7.1Failure to protect vulnerable adults in Gloucestershirefrom abuse neglect in situations that potentially couldhave been predicted and prevented.

Willcox,Margaret High 20 Moderate 10 Moderate 10 Moderate 10 Moderate 10

SR7.2 Failure of GCC to protect CYP from abuse or neglect insituations that could have been predicted or prevented.

Williams,Al ison High 20 High 15 High 15 High 15 High 15

SR7.4

Educational outcomes for vulnerable groups of Children& Young People worsen and the gap widens because ofSchools and Academies not meeting theirresponsibilities to vulnerable groups and theaccelerating costs of specialist provision.

Browne, Tim High 20 Moderate 12 Moderate 12 High 16 High 20

"Reshaping Education" Project focusing uponvulnerable children. Development of wideranging High Needs Programme.Implementation of an Inclusion Strategy.Establishment of Local Standards Board

SR8.1

Workforce skills and capacity gaps/challengesimpacting on reduced performance, increased sicknessand staff turnover and the reduction in the quality ofservice provision

Walker, Jo High 20 Low 6 Low 6 Low 6 Low 6

SR8.2 Poor employee relations cause a disruption to services,lost productivity and increased costs Walker, Jo High 20 Moderate 12 Moderate 12 Moderate 12 Moderate 12

Strategic Risk 6: Collaborative Working






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Strategic Risk 7: Safeguarding Children & Young People and Adults






Directionof Travel


Strategic Risk 8: Workforce Planning & Employee Relations






Directionof Travel


22

SR9.1Failure to deliver outcomes of the Prevent Strategyimpacting on the residents and businesses ofGloucestershire


Home Office 1 day Peer Review took place on15th June 2017. Feedback report was positivewith partnership working being highlighted asexcellent.

SR9.2Failure to deliver outcomes of the Prevent Strategyimpacting on the council's reputation due to exposure innational media


Strategic Risk 9: Gloucestershire Prevent






Directionof Travel


23

SR10.1 Edgar,Stewart High 15 Moderate 9 Moderate 9 Moderate 9 Moderate 9

SR10.2

Inability of the Council or a key partner to effectivelyrespond to an incident or event external to the councilthat results in community disruption and failure toreturn to normal, within required timescales.Inability of the Council or a key partner to effectivelyrespond to an incident or event that results insignificant service disruption and failure to return tobusiness as normal, within required timescales.

Edgar,Stewart Moderate 12 Moderate 9 Moderate 9 Moderate 9 Moderate 9

SR10.3 Implications of the Policing and Crime Bill impacting onthe Fire & Rescue Service and County Council


The Policing and Crime Bill received RoyalAssent on the 31 January 2017. Followingaccession, with support from centralGovernment funds the OPCC appointedexternal consultants to develop a businesscase which will be considered and optionsconsulted upon as appropriate. Until theoutcome of the business case and the intentionof the PCC is known the strategic risk willremain high due to the uncertainty of futuregovernance.

xSR11.

Failure to protect the confidentiality, integrity andavailability of information resulting ininefficient/ineffective service delivery by the Counciland its partners, service interruption, harm toindividuals, reputational damage, legal action or fines

Burns, Jane High 20 High 16 High 16 High 16 High 16Self-referred to the ICO for the breach relatingto LD commissioning on ProContract. ICO isinvestigating.

Strategic Risk 10: Emergency Response & Business Continuity Threats






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Strategic Risk 11: Information Governance






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SR12.1Failure of the Council/Gloucestershire to adapt to amore volatile climate, with rising temperatures,continually high and increasing energy prices and theincreasing need to reduce carbon emissions.


In summary for Q4, 2016/17 (reported inarrears):- GCC estate emissions are significantlyahead of target, which will mainly be as a resultof LED Street Lighting installed under the newcontract, together with ICT improvements andworks to Shire Hall, coupled with mild weather. The council has now halved it's corporateemissions over the past 10 years and is aheadof target to reduce corporate emissions by60% by 2020/21, against the 2006/07baseline. Emissions have reduced from 26,800tCO2 in 2006/07 to 13,900 tCO2 in2016/17.- Schools performance is no longer reported,as accountability for their performance haspassed to the Dept for Education.- Energy spend (GCC) data now excludesschools and reflects corporate emissionsperformance, with a corresponding reduction inenergy use and spend. Targets will be revisedfor 2017/18 based on 2016/17 performance.- Renewable energy generation on theCouncil's estate is very limited. Options forfurther investment are being investigated.

GCC now chairs the Local Advisory AdaptationPanel for England. The LAAP was establishedby Defra in 2011 as a forum for dialogue onadaptation between central and localgovernment and to provide support that wouldassist local government in adapting to climatechange. The current emphasis is on a morestrategic and policy focused direction. TheLAAP currently consists of 17 members fromDefra, DBEIS, Environment Agency, LGA andcouncils and meets bi-monthly. It does notformally report to any Defra or localgovernment organisation.The output of the work of LAAP will help toidentify any gaps in existing Governmentpolicy and allow LAAP to suggest anymodifications to policy to make the countrymore resilient to climate change. The output ofLAAP will be submitted for inclusion within thenext iteration of the National AdaptionProgramme (NAP) due to be published byGovernment in 2018.

SR13.1Uncertainties arising from the UK leaving the EU withthe possible impact on funding and policy changeaffecting Gloucestershire County Council and LocalGovernment in general

Burns, Jane High 25 Moderate 12 Moderate 12 Moderate 12 High 16HM Government have triggered Article 50.Further information is expected on theimplications for local government via the LGA.

Strategic Risk 12: Climate Change






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Strategic Risk 13: Uncertainties arising from the UK leaving the EU (New Quarter 1 2016/17)






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xSR14. Emergence of Community Infrastructure Levy (CIL) Riglar, Nigel High 20 High 15 High 15 High 15 High 15

5 of the 6 District Councils are now activelyprogressing a CIL (the exception being theFoD). GCC officers continue to monitorprogress and engage in every possibleconsultation opportunity.

Strategic Risk 14: Community Infrastructure Levy






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Quarterly Strategic Performance Monitoring Report - Annex A … · 2017-12-05 · Quarterly...

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Transcript of Quarterly Strategic Performance Monitoring Report - Annex A … · 2017-12-05 · Quarterly...