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.


16 /17 Target

Code PI Title 2014/15 2014/15

Q1 2016/17

Q2 2016/17

Q3 2016/17

Q4 2016/17




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.


16 /17 Target

Code PI Title 2014/15 2014/15

Q1 2016/17

Q2 2016/17

Q3 2016/17

Q4 2016/17




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%


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%


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.


16 /17 Target

Code PI Title 2014/15 2014/15

Q1 2016/17

Q2 2016/17

Q3 2016/17

Q4 2016/17




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


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


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


CST-173-BIP-04

Number Of Joint Parking Awareness Raising And Enforcement Initiatives Undertaken

N/A N/A

8 16 24 32 32


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


16 /17 Target

Code PI Title 2014/15 2014/15

Q1 2016/17

Q2 2016/17

Q3 2016/17

Q4 2016/17




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


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%.


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


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


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


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


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


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


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 Business Customers Satisfied With The Trading Standards Service

Percentage Of Trading Standards Business Advice Requests Responded To Within 2 Days


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


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


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


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 Injuries And Deaths Caused By Means Of Road Accidents Within East Dunbartonshire



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



Number Of Injuries And Deaths Caused By Means Of Road

Accidents Within East Dunbartonshire



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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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 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


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


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


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


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


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


Internal Audit Compliance with Public Sector Internal Audit Standards.

External peer review of internal audit practices to ensure compliance with standards.

31-Mar-2017


Health & Safety Meetings Work with Committee Administration and Partners to establish an on-going cycle of meetings.

31-Mar-2017


Evaluation & Review of Strategic Business Continuity Plan

Evaluate & Maintain Business Continuity Plan to reflect Organisational Transformation Programme & Priorities

31-Mar-2017


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’


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


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


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

customer services and transformation business improvement

Documents