Report - London Borough of Hillingdon

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Hillingdon Performance Management │ 13 increased to 67% and 81% respectively I which placed the Council in the second best performance quartile for both of these indicators. A range of interventions have been introduced to deliver improvements in processes which had previously impeded performance. Whilst it is not possible to quantify which of the following procedural changes has had the most impact the cumulative result has been to raise performance in all three indicators to above the national targets (based on provisional figures) II . Improved process times can be achieved to the detriment of quality. BVPI 205 introduced in 2004/05 gives a score derived from an assessment made against a "Quality of Service Checklist." Similarly, the new indicator on the percentage of appeals allowed against the authority's decision to refuse a planning application can be used as a proxy indicator of quality. Both these new indicators need to be reviewed to ensure that the progress being achieved in terms of the timeliness by which applications are determined does not negatively impact on the quality of the service provided. 50 The range of interventions included; • More frequent Planning Committee meetings and prioritising work to match committee schedules; • Case load monitoring and review meetings, with; - use of technology to identify problems at an early stage; - Officers held to account for failures in meeting targets; - thorough and close management of major applications; • Use of digital cameras to reduce the need for on site visits; • The introduction of a manual for guidance, use of pro formas and shorter, simpler reports; • The rigorous application of delegation agreements; and • Weekly briefings to the Portfolio Lead Member. 51 In addition to sustaining performance against national standards the revised processes have also enabled the backlog of applications to be substantially reduced. Housing Benefits 52 Performance in terms of the timeliness by which new benefits claims and notifications of changes in circumstances are processed is measured by BVPI 78a-b. The Council's performance remains below government targets, and puts the Council in the bottom quartile of performance. The Council's performance in quarter 4 2004/05 showed an improvement. III Speed of processing improvements must be achieved alongside improvements in terms of the quality of the service provided. One measure of quality is the percentage of cases for which the I II III The most recent performance indicators for Planning and other services discussed in this report are still provisional. Source - Management Board Performance Report Quarter 4 Source - Management Board Performance Report Quarter 4 London Borough of Hillingdon
14 Hillingdon Performance Management │ calculation of the amount of benefit due was correct on the basis of the information available for the decision. Performance for 2004/05 in terms of this indicator was 92 per cent and represented bottom quartile performance. Monitoring of this data for the first quarter of 2005 shows a marked improvement with 100 per cent accuracy achieved. New claims are now being processed within an average of 27days against the national standard of 36 days. Factors identified by staff as contributing to this improvement include; • Restructuring of teams to improve the ratio of managers to staff and increase supervision; • Improved capacity through reductions in sickness absence ; • The provision of document scanning facilities; • Improved I.T. to enable field staff to work more effectively through the provision of more management information that can help target staff to ensure target deadlines are met; • Increased focus on learning lessons from 'failed' cases and systems to identify and address cases at risk of failing; • The introduction of an in house trainee scheme which has resulted in improved retention of staff; and • Learning from other councils through participation in a wide range of forums, for example the Council's work to implement an appropriate target setting is in part developed upon arrangements established at the London Borough of Harrow and reviewed after a site-visit was undertaken. Older Peoples Services 53 An area for improvement identified within Older Peoples Services was that of the provision of needs statements (BVPI 58). The Council's performance placed it in the bottom quartile for 2001/02, 2002/03 and 2003/04. Improvement can be seen in the last two quarters of 2004/5 with quarter 3 achieving 88.6 per cent against a target of 91 percent and quarter 4 achieving 93.7 per cent. The final actual performance for 2004/05 raised the Council into the 3rd performance quartile with an actual performance of 91%. Contributory factors have been identified as; • Restructuring of the service from a geographical to functional base; • Improved capacity through increasing the number of supervisors; • Reduction in sickness absence; • Administrative staff undertaking additional functions to improve field staff capacity; • Improved I.T. to reduce the need for field staff to return to the office; • Increased capacity to monitor performance; and • Increased training for staff. London Borough of Hillingdon
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Cabinet Meeting date: THURSDAY 10 T
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• Items 16 - 24 contain informati
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DISTRIBUTION OF REPORTS IN PUBLIC A
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capital resources permit. 3. That a
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e taken based on the most up to dat
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3. That Cabinet authorises the Head
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ALTERNATIVES CONSIDERED AND REJECTE
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meeting in view of the public inter
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outside of the strategy’s health
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• It is useful that this strategy
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Forward - By the Older People’s C
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visible and our community is safer.
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over 75 is increasing. The older po
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What the council wants to do We wan
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What the council wants to do We wan
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work and friends, and distance from
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Pension Service to help people to m
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Partnerships with health Modernisin
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developments and neighbourhoods. Wh
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Some problems in getting out and ab
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ace and sex, although laws about ag
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• Supporting the Fifty and Over R
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PART 1 - MEMBERS, PUBLIC AND PRESS
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INFORMATION ANNUAL PERFORMANCE ASSE
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Well being Service Management 1. In
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17. The objective of LSCB will be t
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Action Plan APPENDIX A ACTION PLAN
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Action Plan ISSUE ACTION Timescale
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INFORMATION 1. On 28 April 2005, th
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Legal Implications 13. Members shou
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working well and has a timetabled w
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developing and directing the work o
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• Make use of citizens panel up t
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and /or member attendance at annual
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COMMENTS OF OVERVIEW AND SCRUTINY C
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9. As a result of this exercise the
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Hillingdon Domestic Violence Strate
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The details of this Workforce Plan
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DRAFT APPENDIX A HILLINGDON WORKFOR
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DRAFT Objectives How we will achiev
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PEOPLE MANAGEMENT PERFORMANCE INDIC
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5.2 Equal pay audit Completed Curre
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The Council reached level 1 of the
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APPENDIX A Equality Standard for Lo
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APPENDIX A Equality action plannin
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APPENDIX A 1.2 Equality impact and
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APPENDIX A 3.3 Review procurement a
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Page 197 and 198: 4 Hillingdon Performance Management
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Page 229 and 230: PART 1 - MEMBERS, PUBLIC AND PRESS
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Page 241 and 242: The Planning Service: Costs and Fee
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installation until January 2006. Of
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Legal Services: £20k underspend (n
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Table 2 2005/06 Original Budget Bud
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Table 3 2005/06 Original Budget Bud
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Reason for variance 2005/06 £5.3m
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Key Projects 132 Management Board c
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CEO HIP Flexible Working 969 969 0
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Table C12: Estimated capital resour
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Table C14: Prudential Indicators 20
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THE GREAT BARN, MANOR COURT, HARMON
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• Use by local schools for histor
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Heritage Lottery Application / cons
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acquisition of The Barn should be c
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huge benefits of public access and
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37. If Cabinet agrees that such exp
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custodian of The Barn is worthy of
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Report - London Borough of Hillingdon

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