Policy Planning and Performance Division Service ...docs.east-ayrshire.gov.uk/CRPADMMIN/2012 AGENDAS...Cabinet and an annual report prepared for consideration by the Governance and

Contents

Page

Introduction 3

Service Profile 5

Strategic Context

12

Service Performance Framework

15

Risks and Opportunities

17

Looking Back: Improvement Action Plan 2015/16

Looking Forward: Improvement Action Plan 2016-18

20

25

Appendix 1 – Organisation Chart 28

INTRODUCTION

The East Ayrshire Community Plan is the sovereign and overarching planning document for the East Ayrshire area, providing the strategic policy framework for the delivery of public services by all local Partners. The Plan is the Council’s Corporate Plan and covers the fifteen years from 2015 to 2030. The Vision contained within the Community Plan is shared by all Partners and states that:

“East Ayrshire is a place with strong, safe, vibrant communities where everyone has a good quality of life and access to opportunities, choices and high quality services which are

sustainable, accessible and meet people’s needs.” The Community Plan is implemented through three thematic Delivery Plans, namely Economy and Skills, Safer Communities, and Wellbeing, and the day to day work carried out by services across the Council.

Sitting under the strategic lead of the Depute Chief Executive and Chief Financial Officer (Economy and Skills), the Policy, Planning and Performance Division provides a range of corporate services related to Community Planning, policy development, performance management, strategic planning and other related disciplines. The Division has a central role in taking forward the strategic priorities of the Council and the Policy, Planning and Performance Manager is a member of, and supports the work of, the Council’s Executive Management Team. As part of the review of the Council’s management structures, with effect from 1 April 2015, the Communications section transferred to the Policy, Planning and Performance Division from Democratic Services. A Best Value Service Review (click here) of the amalgamated Policy, Planning and Performance Division (incorporating the Communications Section) was undertaken in 2015/16, and approved by Cabinet on 8 June 2016, the outcome of which is reflected in this Service Improvement Plan. Service Improvement Plans are an essential element of the Council’s performance management and improvement framework. They set out the key issues for delivering services in support of the Community Plan Vision and priorities, provide a focus on performance improvement aligned to the Single Outcome Agreement and describe the service specific risks that may impact on the delivery of the Service. Plans are also informed by the Council’s Transformation Strategy 2012-2017, which is designed to ensure that Council services remain financially sustainable in the current economic climate. This Strategy identifies a range of workstreams to meet the estimated funding shortfall of £34.1 million by 2017 and progress by Services in achieving those workstreams are contained within respective Service Improvement Plans. The diagram which follows provides a graphic representation of the Council’s Policy Planning Framework and shows the strategic context within which Service Improvement Plans sit. It also shows the wider Performance Management and Improvement Framework, which the Council has adopted to ensure the rigorous scrutiny of performance and drive service improvement across the Council. East Ayrshire Council Policy Planning Framework

SERVICE PROFILE

The Review of the Council’s Management Structures, undertaken by the Chief Executive and agreed by Council on 30 October 2014, removed the Policy, Planning and Performance Division and the Communications section from Democratic Services, with the Policy, Planning and Performance Manager, subsequently, assuming responsibility for Communications and reporting directly to the Depute Chief Executive and Chief Financial Officer (Economy and Skills). It was agreed that the new arrangements would take effect from 1 April 2015, with a Best Value Service Review of the newly amalgamated Policy, Planning and Performance Division (incorporating the Communications section) to be undertaken during 2015/16.

Early in 2015/16, a number of operational changes were made to the structure of the Policy, Planning and Performance Division and applied, with effect from April 2015, to ensure alignment with the Council’s new management structure and, in particular, that the two Depute Chief Executives had the necessary business support in place, providing continuity in conducting and developing departmental business arrangements, administrative systems and procedures, in terms of supporting the achievement of the Council’s key strategic aims and objectives. The Best Value Service Review was carried out over 2015/16 to improve the way in which the Division operates and, in particular, how services are delivered to ensure that the needs of the Council are effectively being met. The Service Review was approved by Cabinet on 8 June 2016. Policy, Planning and Performance Division The Policy, Planning and Performance Division is a strategic unit that plays a pivotal role in a range of corporate functions. Key responsibilities and priorities include:

leading and supporting the strategic Community Planning agenda across the Council and the wider Community Planning Partnership;

assisting Chief Officers to implement, support and monitor the corporate Transformation Strategy and related programme of Best Value Service Reviews;

ensuring an integrated approach to Performance Management and Reporting, Self-Assessment and Improvement;

supporting the Council and its Community Planning Partners to respond to the wider Public Sector Reform agenda;

ensuring and strengthening effective business management support for Chief Officers and providing an advisory capacity to services and departmental management teams;

implementing the Council’s Communication Strategy; and

further embedding and mainstreaming the equalities agenda. The Policy, Planning and Performance Manager leads the Division, which is located at Council Headquarters and sits within the Economy and Skills service grouping. The Division is currently split across the following three teams, with ‘business partner’ arrangements cross-cutting team responsibilities.

Policy and Planning: Strategic planning, strategic self-assessment, policy development, Police and Fire and Rescue Committee, equality and diversity, complaints handling, administrative and resource support.

Partnership and Performance: Community planning, performance management and improvement, statistical and data analysis and public performance reporting.

Communications: News and media, digital communication, marketing and events and graphic design.

Policy, Planning and Performance The Policy, Planning and Performance Division was established in 2011 and brought together a range of corporate functions, including strategic planning, community planning, policy development, equalities and diversity, performance management and reporting, and other related disciplines. To enable the Division to remain responsive to corporate requirements, facilitate and support change processes and innovation taking place across the Council, the teams within the Division have been aligned to the Council’s new management structure since April 2015. The Policy, Planning and Performance Division covers the following key areas of activity: Community Plan and Single Outcome Agreement: The Policy, Planning and Performance Division leads and supports the strategic Community Planning agenda across the Council and the wider Community Planning Partnership. The Division led on the comprehensive review of the East Ayrshire Community Plan and community planning arrangements in 2014/15, resulting in the Council and the East Ayrshire Community Planning Partnership approving the new East Ayrshire Community Plan 2015-2030 as the overarching planning document for the East Ayrshire area. The new Community Plan is the Council’s Corporate Plan and came into effect on 1 April 2015. The Division was responsible for the preparation and completion of the Strategic Environmental Assessment and Equality Impact Assessment of the new Community Plan, thereby ensuring that the guiding principles of sustainability and equality are reflected throughout. The Division will continue to support the effective implementation of the community planning arrangements across East Ayrshire and drive forward partnership working to maximise its benefit within the Council and across the Partnership. In addition to developing the new Community Plan, the Policy, Planning and Performance Division developed robust governance arrangements for the Community Planning Partnership Board and Executive Officers’ Group. The Division will continue to support the Community Planning Partnership Board to realise its strategic Vision and to ensure the effective implementation of the Board’s three strategic priorities. Support will continue to be provided for the Executive Officers’ Group to lead and drive forward effective Community Planning, ensuring delivery against planned outcomes. The Community Plan is underpinned by the Single Outcome Agreement (SOA), which provides a robust performance management framework and demonstrates a sound understanding of place and local circumstances. This understanding underpins the Local Outcomes which have been identified with our communities, Partners and a wide range of key stakeholders, who are committed to resourcing jointly the delivery of outcomes to realise East Ayrshire’s Vision. The Policy, Planning and Performance Division has the lead role in developing, co-ordinating and monitoring the SOA/new Local Outcome Improvement Plan, including the preparation of the annual performance reports to meet local and national requirements. The Council and its Community Planning Partners are committed to meeting the requirements of the Local Government in Scotland Act 2003, and the Policy, Planning and Performance Division will continue to have a central role for ensuring full compliance with the Act as well as with that of other legislative requirements. As a result of the of the new requirements placed on Community Planning Partnerships though the Community Empowerment (Scotland) Act 2015 and the new community justice arrangements, the Division will support the Council and wider Partnership to adapt to change to meet these new responsibilities. Transformation Strategy 2012-2017 - Strategic Priorities: At its meeting on 28 June 2012, the Council agreed its three strategic priorities for the period 2012-2017 as part of the Transformation Strategy. These are:

Raise educational attainment and equip our young people for the world of work;

Promote town centre living; and

Support older people to live independently in the community. Underpinning these three actions are a number of key activities, which form the basis of a high level performance reporting framework developed by the Division, with regular reports being presented to Cabinet and an annual report prepared for consideration by the Governance and Scrutiny Committee. The Policy, Planning and Performance Division provides a key support function in the monitoring and review of the performance reporting framework as well as project management and administrative support to the Transformation Strategy Project Board. The Division will also support the Executive Management Team in the development of the Council’s second Transformation Strategy and strategic priorities, beyond 2017. Performance Management and reporting, Self-Assessment and Improvement: The Council remains committed to seeking ways to further strengthen and enhance its performance management arrangements in order to respond to the challenges of new service delivery models, anticipated legislative changes, as well as reflecting the structural changes arising from review of management structures across the Council and the implementation of the new Community Plan. The Division prepares the Council’s annual performance reports, ensuring compliance with the Accounts Commission/Audit Scotland requirements in relation to public performance reporting arrangements. Through the comprehensive review of the Community Plan undertaken in 2014/15, the Division has also ensured that the annual reporting requirements of the Single Outcome Agreement are fully aligned to and integrated within the Council’s public performance reporting framework. One of the core elements of the Council’s Performance Framework relates to Service Improvement Plans, a new format for which was introduced for all Services in 2015/16. The Policy, Planning and Performance Division has been responsible for developing guidance on the format and content of the Service Improvement Plans as well as providing dedicated support resources to Heads of Service to support their preparation for 2015/16 and 2016/18 (and future years), prior to submission to Cabinet for consideration and endorsement. At its meeting on 26 November 2014, Cabinet agreed that proposed arrangements for conducting the Council’s fourth Strategic Self-Assessment in the autumn of 2015/16 be remitted to the Chief Executive. The Policy, Planning and Performance Division will support the Executive Management Teamlead implement the Council’s Fourth Strategic Self-Assessment and monitor progress of the high level Improvement Plan. When considered alongside the continued delivery of EFQM, Best Value Service Reviews and improvements to our Electronic Performance Management System (EPMS), this process provides the Council with a robust Performance Improvement Framework which continues to provide assurance in this important area of the Council’s governance arrangements. The Policy, Planning and Performance Division continues to support this process and to ensure an integrated approach to performance management, improvement and self-assessment. In addition, programme management support will continue to be provided for the Early Years Collaborative and the Raising Attainment for All Programme to further embed a culture of continuous improvement. Strategy and Policy Development and Review: The Policy, Planning and Performance Division is responsible for supporting the development, review and updating of strategy and policy across the Council, where appropriate. In doing so, the Division is committed to ensuring that there is a clear line of sight between all Council policies and strategies with the Community Plan, Single Outcome Agreement and Transformation Strategy. The Division also continues to support the Council to respond to the wider Public Sector Reform agenda, which in 2016/18 will include implementing the requirements of the Community Empowerment (Scotland) Act 2015 and ensuring appropriate operating arrangements are in place to embed the new

community justice responsibilities. In addition, support will be provided in respect of strategic Children and Young People’s Service Planning and work will continue to be taken forward to embed effective governance and engagement in respect of Police Scotland and the Scottish Fire and Rescue Service. Research and Data Analysis: The Division is responsible for the production, development and promotion of statistical/performance management information services, analysing data, and interpreting and reporting on results. This includes, for example, the preparation of the SOA Area Profile, the routine maintenance of the East Ayrshire by Numbers web pages on the Council’s Intranet and analysis of the Residents’ Survey results. The Division also provides data management support to the Early Years Collaborative. Business Management Support: The Policy, Planning and Performance Division provides business support to the Chief Executive and Depute Chief Executives, thereby ensuring a consistent approach in the conduct and development of Departmental business arrangements, administrative systems and procedures in supporting the achievement of the Council’s key strategic aims and objectives. In recognition of the need to the need to strengthen and further enhance business support arrangements to both the Chief Executive and Depute Chief Executives, three new posts of Corporate Business Assistant were approved by Cabinet on 8 June 2016 as part of the Best Value Service Review of the Policy, Planning and Performance Division. The post holders will provide business and administrative support, including monitoring of actions, organising and recording of meetings, complaints handling and Chief Executive and Depute Chief Executive communications and social media support. Further to approval by Cabinet on 8 June 2016, the business partner interim arrangements, which see the Policy and Planning Team and Partnership and Performance Team aligned to each Depute Chief Executive, will continue and this approach further developed throughout the Division. This will assist to provide continuity of approach in respect of the support that is provided to Depute Chief Executives and Heads of Service, develop stronger relationships with specific services and ensure that support is planned and tailored to identified need. It will be important that that there is an enhanced focus on improvement and the Division will support the roll out of Improvement Science Model and other improvement models in relevant service areas to help drive the improvement agenda throughout the Council. In terms of communications, the ‘business partner’ approach operates across Economy and Skills and Safer Communities and is also intended to ensure that they have the information required through involvement in projects and initiative at an earlier stage. Complaints Handling: Since the implementation of the Council’s Complaints Handling Procedure in September 2012, based on the model procedure developed by the Scottish Public Services Ombudsman, good progress has been made in embedding and strengthening the Council’s approach to customer service. Complaints performance is reported periodically through East Ayrshire Performs and includes information on service improvements that are derived from individual complaints. In addition, an annual performance report based on the Scottish Public Services Ombudsman’s Performance Framework was published in December 2015 and highlighted the learning from specific complaints and the improvement actions that have resulted. The Policy, Planning and Performance Division retains corporate oversight of the Council’s Complaints Handling Procedure and, in the course of 2016/18, will be working with and across Council Services to further embed our broader commitment to Customer Services. Further Embedding the Equalities Agenda: The Council has made good progress in recent years in improving its approach to the equalities agenda. There is clear evidence of more mainstreaming of equalities, and of equality monitoring and reporting. The development of the Equalities Forum and the implementation of a successful Diversity Calendar have ensured consistent and meaningful engagement with our communities and Community Planning Partners. The Division also supports the work of the

Equalities Implementation Group that brings together representatives from all Services and links to the Corporate Equalities Strategy Group, which is chaired by the Chief Executive. The Council has improved its approach to equality and diversity training, which has become mainstream practice. Our Education Services continue to develop inclusive approaches for all areas of the curriculum. The Council’s Equality Mainstreaming Report was considered and approved at the meeting of Cabinet on 22 April 2015 and highlights the range of activity undertaken by the Council. The next mainstreaming Report is scheduled for 2017 and will be a key action for the Division during the lifespan of this Service Improvement Plan. The Division assumes a lead responsibility for embedding and mainstreaming the equalities agenda. Communications The Communications Team was aligned to the Policy, Planning and Performance Division as part of the review of the Council’s Management Structures in 2014/15, which was implemented on 1 April 2015. With responsibility for implementing the Communication Strategy, the Communications Team provides a comprehensive range of communications services to the Council and leads on the Council’s public relations, digital communications and graphic design work and supports the Council in a number of key areas, including: Media Relations: Responsibility for the provision of a comprehensive media enquiry and response service, and works with a wide network of established local, regional and national media contacts to protect and enhance the reputation of East Ayrshire Council. Proactively promoting the Council, its services, key messages and strategic priorities to a wide range of audiences and stakeholders using traditional and new media channels, including press, broadcast media, outdoor advertising, website and social media. Digital Communications: Leading the development of all digital content for the Council’s online communications channels and responsibility for monitoring and managing the Council’s presence on social media channels. Responsibility for the provision of web and digital training across the organisation and for ensuring the safe integration of digital media into the Council’s core communications activities. Marketing and Events: Providing comprehensive marketing advice and support for corporate and service related promotional campaigns, and assisting with the development of marketing plans to help services achieve their communications objectives. Managing all aspects of events management to ensure the effective planning and successful delivery of all Council and corporate events, including regular photocalls, official openings, and civic, ministerial and royal visits. Graphic Design: Responsibility for managing the Council’s corporate identity and brand and for the creative design and production of all corporate publications and promotional materials, both for online and offline communication channels.

KEY MESSAGES

Implement the recommendations from the Best Value Service Review of the PPP Division and Communications.

Keep the structure and function of the Division under review to ensure that it remains fit for purpose, ready to support the transformation of services and leading on facilitating change and supporting service improvement.

Continue to support the effective implementation of the Community Plan, thematic Delivery Plans and the three identified strategic priorities, all supported by the Single Outcome Agreement.

Respond to and implement the requirements arising from the Community Empowerment (Scotland) Act 2015 and other legislative requirements.

Continue to drive forward partnership working and maximise its benefit within the Council and across the wider Partnership.

Support the development and implementation of the Council’s second Transformation Strategy.

Further ensure an integrated approach to performance management, improvement and self-assessment.

Support Chief Officers to drive continuous improvement by utilising improvement science methodology and other improvement tools.

Strengthen and enhance business support arrangements for the Executive Management Team.

Further develop the business partner role with Chief Officers, as appropriate, continuing to add value to the work of services.

Continue to support the Police and Fire and Rescue Committee.

Further embed the equalities agenda into mainstream activity and prepare the next Mainstreaming Report in 2017.

Strengthen arrangements in respect of digital communication/social media.

Continue to implement the principles and priorities within the Council’s Communication Strategy, including an increased focus on events management.

Staffing Further to approval of the Best Value Service Review by Cabinet on 8 June 2016, the total staffing complement of the Policy, Planning and Performance Division is 31 employees and services are delivered from Council Headquarters, London Road, Kilmarnock. Organisation Chart An organisation chart showing the new service structure for the Division is provided at Appendix 1.

Financial Profile The combined budget of the Policy, Planning and Performance Division and the Communications Section totals £1,318,960 in 2016/17, comprising the key elements noted in the following table. The largest element of the Division’s financial commitment relates to employee costs.

Policy, Planning and Performance Division Budget 2016/17 £

Employee Costs 1,379,005

Premises Costs -

Transport Costs 2,070

Supplies and Services 99,695

Third Party Payments -

Total Expenditure 1,480,770

Income* *(161,810)

Net Expenditure 1,318,960

* denotes support services recharge.

STRATEGIC CONTEXT

Community Plan and Single Outcome Agreement The Local Government in Scotland Act 2003 continues to provide a strong and supportive legislative framework for Community Planning and the Council and its Partners are committed to continuing to meet its requirements. The Policy, Planning and Performance Division continues to ensure full compliance with the 2003 Act, the is in the process of supporting the implementation of the requirements of the new Community Empowerment (Scotland) Act 2015 as it relates to Community Planning. The Policy, Planning and Performance Division provided the strategic lead on the comprehensive review of the Community Plan over 2014/15, which resulted in the Council and the East Ayrshire Community Planning Partnership approving the new East Ayrshire Community Plan 2015-2030 as the overarching planning document for the East Ayrshire area. The Community Plan is implemented through three thematic Delivery Plans, namely Economy and Skills, Safer Communities and Wellbeing, alongside the day to day work carried out by services across the Council and is supported by strengthened governance arrangements. The new Community Plan and related Delivery Plans will be subject to a three-yearly review process. The Policy, Planning and Performance Division will continue to support the effective implementation of the new Community Plan, the three thematic Delivery Plans 2015-2018 and the Community Planning Partnership’s three strategic priorities, namely:

Focus on youth employment;

Giving every child the best start in life - tackling child poverty; and

Tackling the impact of alcohol and drugs on individuals and communities.

Single Outcome Agreement The Single Outcome Agreement (SOA) underpins our Community Plan and provides the performance management framework, which links local outcomes to the Scottish Government’s National Outcomes. Partners and a wide range of key stakeholders are committed to resourcing jointly the delivery of local outcomes to realise East Ayrshire’s Vision. The Policy, Planning, Performance Division has the lead role in developing, co-ordinating, monitoring and reporting on progress in relation to the SOA. The Division assumes responsibility for preparing for and convening the Community Planning Partnership Board/Council Joint Engagement Event to consider annual performance and progress towards improved outcomes. Equality and Diversity Under the Equality Act 2010, the Council has a general duty to eliminate unlawful discrimination, harassment and victimisation and any other conduct that is prohibited under this Act. The Council is expected to advance equality of opportunity between people who share a relevant protected characteristic and those who do not share it and is required to foster good relations between persons who share a relevant protected characteristic and persons who do not share it. The Council’s Equalities Mainstreaming Report 2015-2017 sets out how equalities has been further embedded into the functions and activities of East Ayrshire Council and provides information on the ways in which we have met the general and specific duties as set out in the Equality Act 2010. The Policy, Planning and Performance Division continues to ensure that the Council fully complies with the Equalities legislation and supports services to mainstream equalities activity.

Workforce Planning Workforce Planning is an integral part of service planning and service redesign and must be clearly aligned with the current and future needs of each service and the Council as a whole. Service Improvement Plans provide the mechanism to deliver the Council’s workforce planning commitments by:

Identifying future demand for services.

Establishing where there are gaps between future requirements and current arrangements taking account of service demand, demographics, policy and legislative changes and budgetary requirements.

KEY MESSAGES

Continue to respond to and implement the findings of the National Review of Community Planning and Single Outcome Agreements and ensure engagement and membership of national working groups to explore and bring back best practice.

Respond to and implement the requirements arising from the Community Empowerment (Scotland) Act 2015 and other legislative requirements.

Prepare for the first scheduled three yearly review of the Community Plan in 2017/18.

Continue to embed outcome based planning into key work areas.

Support strategic Children and Young People’s Service Planning.

Continue to provide programme management support to the Early Years Collaborative and the Raising Attainment for All Programme to further embed a culture of continuous improvement.

Further embed and mainstream the equalities agenda.

Local Code of Corporate Governance East Ayrshire Council is responsible for and fully committed to ensuring that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded and properly accounted for. The Council also has a statutory duty of Best Value under the Local Government in Scotland Act 2003 to make arrangements to secure continuous improvement in performance, while maintaining an appropriate balance between quality and cost; and in making those arrangements and securing that balance, to have regard to economy, efficiency, effectiveness, equal opportunities and future sustainability. In discharging this overall responsibility, members and senior officers are responsible for putting in place proper arrangements (known as the governance framework) for the governance of the Council’s affairs and facilitating the effective exercise of its functions. This includes setting the strategic direction, vision, culture and values of the Council; the effective operation of corporate systems, processes and internal controls; engaging with and leading the community; monitoring whether strategic priorities and outcomes have been achieved; ensuring that services are delivered cost-effectively; maintaining appropriate arrangements for the management of risk; and ensuring that the Council complies with the Statement on the Role of the Chief Financial Officer in Local Government. All of these requirements are incorporated within the Council’s Local Code of Corporate Governance, which was first agreed by Council in June 2002. An annual process of review has been conducted each year since then, with the most recent report considered by the Governance and Scrutiny Committee on 21 April 2016 (click here). The role of the Policy, Planning and Performance Division is to ensure the annual update of the Local Code of Corporate Governance and that the actions identified as part of the Council’s Local Code of Corporate Governance Improvement Action Plan, as far as they relate to the Policy, Planning and Performance Division are included within the Service Improvement Plan 2016-18.

http://docs.east-ayrshire.gov.uk/CRPADMMIN/2012%20AGENDAS/GOVERNANCE%20AND%20SCRUTINY/21%20APRIL%202016/Local%20Code%20of%20Corporate%20Governance.pdf

Strategic Self-Assessment A key component of the Council’s comprehensive Best Value Framework is the Council-wide Strategic Self-Assessment of Performance. Three previous Strategic Self-Assessments have been undertaken by the Council in 2005, 2008 and 2012. The Council-wide Strategic Self-Assessment of Performance is intended to provide a corporate overview of the Council’s performance. Audit Scotland’s Audit Guide highlights that assessment should, wherever possible, found on outcomes and results. As a consequence, our approach is designed to ensure that the self-assessment is evidence based and provides a clear and unambiguous account of the Council’s performance. A key outcome from the Strategic Self-Assessment is the development of the high level Improvement Plan, which was approved at Cabinet on 22 June 2016. The Strategic Self-Assessment will also inform the development of the second Transformation Strategy post 2017 and any future audit of Best Value undertaken by Audit Scotland and the Accounts Commission. The 2015 Council-wide Strategic Self-Assessment of Performance (click here) was considered by Cabinet at its meeting on 22 June 2016. This Service Improvement Plan includes all actions from the high level Improvement Plan relevant to the Policy, Planning and Performance Division.

SERVICE PERFORMANCE FRAMEWORK

Performance and Benchmarking The Council monitors performance using an Electronic Performance Management System (EPMS), which is populated with a wide range of performance indicators agreed following a comprehensive review across all Council services. These indicators inform the Chief Executive’s, Depute Chief Executives’ and Heads of Service Performance Scorecards, all of which are updated with real time period performance information and reported and monitored using EPMS. The Policy, Planning and Performance Division has strategic oversight and responsibility for the management, development and monitoring of the Council’s performance management framework, including EPMS. The Council continues to seek ways to further strengthen and enhance its current performance management arrangements in order to respond to the challenges of new service delivery models, anticipated legislative changes, and reflect the structural changes arising from the review of the Community Plan and the review of management structures across the Council. In respect of benchmarking, the Policy, Planning and Performance Division is responsible for the co-ordination of data gathering and analysis, and preparation of results across the Council and has developed effective relationships with a range of external organisations to support benchmarking activity, including, the Scottish Housing Regulator, the Improvement Service, the Association for Public Service Excellence (APSE) and the Scottish Public Services Ombudsman.

KEY MESSAGES

Continue to review the use of real time information for service development and delivery and consider alternative systems for the Council’s Electronic Performance Management System and integrate with partners arrangements.

Ensure appropriate use of benchmarking data to support service delivery and performance improvement.

Keep under review the effectiveness of the Local Government Benchmarking Framework.

European Foundation for Quality Management (EFQM) Action Plan 2015/16 The EFQM Pathway Model which was developed by Quality Scotland is the cornerstone of the Council’s approach to Best Value and is a practical self-assessment tool designed to promote continuous improvement. Through this tool, the majority of Council services carry out a self-assessment of how well they deliver services, resulting in the development of an improvement action plan for implementation. The Policy, Planning and Performance Division leads and supports delivery of the EFQM Programme across Council services and the development of associated improvement action plans. The most recent EFQM assessment of the Policy, Planning and Performance Division was carried out in September 2015, with a number of areas for improvement identified to inform the EFQM Improvement Action Plan (click here), including:

Implement further improvement training for all relevant PPP Division employees to enable them to better deliver the improvement agenda.

Make better use of team meetings and development sessions to collectively review and draw learning points from completed projects.

Work proactively with ICT to support the business needs of Graphics and Communications.

Incorporate increased customer evaluation to allow internal customers across the Council to feedback to the Communications Team.

East Ayrshire Residents’ Survey and Residents’ Panel The Residents’ Survey, carried out by Lowland Market Research on behalf of the East Ayrshire Community Planning Partnership, investigates a range of issues of importance to the residents of East Ayrshire. The most recent survey, carried out in summer 2014, is comparable with the results of previous surveys undertaken in 2005, 2008 and 2011. The Policy, Planning and Performance Division assumes the lead role in supporting the Residents’ Survey and for coordination of the Residents’ Panel, including development of survey questionnaires and reporting of results. Partnership Checklist East Ayrshire Community Planning Partnership, since 2005, has undertaken an annual self-evaluation exercise to measure the effectiveness of partnership working in East Ayrshire. Since 2012, the evaluation exercise has been undertaken in conjunction with the Improvement Service, making use of the on-line Partnership Checklist survey tool which was developed by the Improvement Service for use by community planning partnerships. Checklist exercise results are used to inform the Partnership’s annual improvement activity and the results of the 2014 Checklist Exercise were also used to inform the comprehensive review of the Community Plan which was undertaken during 2014/15. A checklist exercise was not undertaken in 2015/16 as it was agreed, at the Executive Officers’ Group meeting of 23 April 2015, that the next Partnership Assessment Scorecard exercise should be progressed following the first year of operation of the new Community Planning structures. This exercise was duly implemented by the Policy Planning and Performance Division in May 2016 and is currently ongoing (as at August 2016).

RISKS AND OPPORTUNITIES

The Council’s future approach to recording risk will involve the application of an objective “5x5” scoring matrix to each risk identified, which quantifies the assessment of the likelihood and severity of a particular risk occurring. This information will be hosted on the Council’s Electronic Performance Management System (EPMS) and used to understand the impact of proposed controls and mitigations on the overall risk profile. This is a widely used tool in risk management and will simplify the current process, and also improve consistency of reporting across services and departments. It is of increasing importance in the organisation that managers are “risk aware”. This is different from “risk averse”, and the proposed approach will allow managers to fully understand the risks being faced, and support them to manage the risks accordingly. It is important to note that risk is often unavoidable particularly during periods of significant transformational change. There will be, however, a level where a risk is no longer deemed acceptable or tolerable (known as “risk appetite”) and as such, appropriate management action will require to be taken to mitigate the impact of the risk. Escalation procedures will also be embedded into the process to ensure Service and Corporate risk registers will be populated, as appropriate. The proposed roll out of the EPMS risk module will ensure that all Service risk registers, including the Corporate Risk Register, will be aligned to the revised approach of identifying and recording risk and will secure a more consistent approach to service level risk recording, which will be further enhanced through incorporating risk registers within service planning activity. This will allow service objectives and priorities, performance measures and service risks to be captured in a single document. These areas will always be closely aligned, and this approach will offer real benefits in business planning, service delivery, and performance and risk management. The Policy, Planning and Performance Division has responsibility for developing, updating and monitoring the Community Planning Partnership Board’s Risk Register. This is done in accordance with the meeting schedule for the Executive Officers’ Group and provides an assessment of Partnership risk against set criteria and guidelines approved by the Board. The Risk Register as at June 2016 is available from this link. Risk Register. A summary of key risks within the Policy, Planning and Performance Division is provided below:

Risk Mitigating Action

Failure to meet the Council’s statutory duties in respect of Best Value and Community Planning in accordance with the Local Government in Scotland Act 2003 and other statutory guidance.

Comprehensive review of Community Plan, SOA and Community Planning implemented during 2014/15. New governance arrangements established and operational. Review of Council’s Performance and Planning Framework carried out.

Failure to meet the Council’s statutory duties in respect of the Equalities Act 2010.

Equalities Mainstreaming Report and Action Plan approved and being implemented.

http://eacintra01/iportaldocs/38/Service_Plans/PPPD%20RiskReport.pdf


Failure to communicate to target audiences (internal and external) in a consistent, efficient and effective manner will adversely affect the Council’s reputation, public perception of the organisation and staff morale.

Communication strategy approved and being implemented. Communication work plan developed and populated via service priorities. Proactive approach to communications adopted. Media training delivered. Increased profile for Communications across the organisation. Enhanced use of digital channels. Revised communications guidance notes and protocols.

Failure to meet Scottish Government/Accounts Commission/Audit Scotland annual public performance reporting requirements in respect of both Council and CPP performance.

Processes and structures in place to ensure effective reporting via the Executive Officers’ Group to Council and the CPP Board. Systematic arrangements in place for preparation and publication of SOA and public performance reports.

Failure to comply with new legislative frameworks and partnership responsibilities, for example Community Empowerment and Community Justice.

Transitional arrangements in place in respect of community justice. Lead officer nominated and reporting framework established. Community empowerment analysis carried out. Training and development programme planned to ensure full compliance.

Failure to deliver a demonstrable improvement in performance against the CPP three strategic priorities.

Series of challenge sessions convened. Standing item on Executive Officers’ Group agenda.

Failure to implement new Community Planning Partnership arrangements.

Programme of CPP Board meetings established. New operating and governance arrangements approved. Induction/development programme developed and being implemented. New Executive Officers’ Group arrangements established and operating effectively.

Failure to deliver the Division’s 2016/17 priorities as a result of staff vacancies.

Implement the Division restructure as set out in the Best Value Service Review. Quarterly updates as set out in the Division Workplan to ensure key work streams are progressing appropriately. Regular one-to one and team meetings to communicate workload pressures that may affect the delivery of key projects.


Financial risk due to revenue budget pressures.

Information sharing and discussions at EMT and DMT and effective communication with all relevant personnel. Budget holders have received appropriate financial management training in line with training matrices.

Failure to deliver the recommendations for the PPP Division Best Value Service Review and provide the support necessary to deliver corporate and service priorities.

Approval of the Division Workplan by Cabinet. Roll out of business partner responsibilities. Production of individual officer workplans, where appropriate, to achieve a balance between corporate and service workplans.

New Police and Fire and Rescue Committee does not assume an overview of performance.

Terms of reference for new Committee approved. Schedule of meetings and lead officer identified to progress with agenda development.

Reduction of suitably qualified/experienced employees to deliver service functions.

Progress through EAGER and Learning and Development opportunities. Coaching shadowing and ongoing supervision.

OPPORTUNITIES Following the conclusion of the Best Value Service Review of the Policy, Planning and Performance Division, it has become evident that there are opportunities to further strengthen the following areas within the Division:

corporate business support;

transformation and improvement;

ability to respond to new legislative requirements; and

more pro-active communications, particularly in relation to digital communications. Going forward, there will be a cultural change that will see the Division being more pro-active and leading on facilitating change and supporting service improvement. This will see:

increased alignment to service portfolios;

a new business partners role/relationship with services;

a new corporate business assistant role;

an increased focus on Community Planning

an increased focus on improvement;

embedded arrangements in support of the Police and Fire and Rescue Committee;

effective support in respect of strategic Children and Young People’s Service Planning;

an increased focus on events management; and

a wider communications remit, including an increased focus on digital communications.

LOOKING BACK: IMPROVEMENT ACTION PLAN 2015-16

The Improvement Action Plan that follows sets out the Policy, Planning and Performance Division’s key priorities for 2015/16, drawn from its established Workplan, the Local Code of Corporate Governance Improvement Plan and other relevant sources.

Key Action Anticipated Outcome Responsible Timescale Update

Strategic Assist the Council Management Team implement, support and monitor the corporate Transformation Strategy and related programme of Best Value Service Reviews.

Transformation Strategy achieved.

Policy, Planning, and Performance Manager

2015/17 Achieved and continuing: Resource support provided to the Transformation Strategy Board; support provided to implement and monitor key workstreams; effective implementation of Best Value Service Reviews

Continue to support the effective implementation of the 2015-2030 Community Plan, Delivery Plans 2015-2018 and the three identified strategic priorities.

Community Plan achieved.


2015/16

Achieved and continuing: Ongoing support provided for the CPP Board, Executive Officers’ Group to ensure effective implementation of the Community Plan and activity across East Ayrshire; and support the effective operation of the three Delivery Plans and Groups.

Continue to drive forward partnership working and maximise its benefit.

Partnership vision delivered.


2015/16

Achieved and continuing: Development programme established and implemented for the CPP Board; continue to ensure the effective engagement of the Third Sector in the Community Planning process; effective engagement with Elected Members and increased awareness of Community Planning.

Continue to meet the annual reporting requirements of the Council, CPP, Scottish Government and Audit Scotland.

Reporting duties achieved.


2015/16

Achieved: Annual performance reports prepared to meet the requirements of local and national reporting requirements, including CP/SOA, SPI/LGBF, and ARC.


Strategic

Continue to ensure an integrated approach to performance management, improvement and self-assessment.

Improved performance.


2015/16

Achieved and continuing: The fourth corporate Strategic Self-Assessment and high level Improvement Plan prepared and approved by Cabinet on 22 June 2016 and Best Value and EFQM programmes being delivered; support provided to services in the development of the Service Improvement Plans and embedding the improvement agenda in service planning; and monitoring of the Council’s performance management framework, including EPMS.

Continue to support the Council respond to the wider public sector reform agenda.

Service efficiencies and improved performance.


2015/16

Achieved and continuing: Responding to and ensuring implementation of the findings of the National Review of Community Planning; ensuring full compliance with relevant legislation, including the Local Government in Scotland Act 2003; responding to the requirements of the Community Empowerment (Scotland) Act 2015 and Community Justice responsibilities; participating in relevant national working groups; and supporting effective governance and engagement in respect of the Police Scotland and Fire and Rescue Committee.


Strategic

Further embed the equalities agenda into mainstream activity.

Mainstreamed equalities activity.


2015/16

Achieved and continuing: Ensuring that the Council continues to comply fully within the Equalities legislation; providing effective support and guidance to the Equalities Strategy Group and Equalities Implementation Group; ensuring effective operation of the Equalities Forum; Equality Mainstreaming Report prepared and approved; and supporting services to further mainstream equalities activity.

Ensure effective business management arrangements are in place to support the Chief Executive and Depute Chief Executives.

Service efficiencies and improved performance.


2015/16

Achieved and progressing: Ensuring systems and operational processes are in place to support the Chief Executive and Depute Chief Executives; ensuring appropriate systems are in place to support the effective operation of the Executive Management Team, Council Management Team and Senior Departmental Management Teams; and maintaining oversight of the corporate complaints system/ improvement actions. Business resource support to be enhanced as a result of the recommendations of the Best Value Service Review of the PPP Division approved by Cabinet on 8 June 2016.


Strategic

Ensure the effective implementation of the grants monitoring and governance framework.

Effective governance arrangements.


2015/16

Achieved: Work progressed in relation to reviewing the implementation of the revised grants monitoring framework to ensure full compliance.

Continue to support a range of communication and engagement activity across the Council and wider CPP.

Effective Partnership engagement.


2015/16 Achieved and continuing: Range of communication activity implemented. Residents’ Panel utilised to inform decision making. Council Intranet/Internet and the Community Planning website reviewed and further developed. Systems in place to support civic and ceremonial events and corporate events.

Conclude the Best Value Service Review of the PPP Division and Communications.

Improved standards and aligned management arrangements.


March 2016 Achieved and being delivered: Best Value Service Review of the PPP Division prepared by the Policy, Planning and Performance Manager and approved by Cabinet on 8 June 2016.

Develop and implement a Council Communications Strategy.

Improved internal and external communications and engagement.

Policy, Planning, and Performance Manager/ Communications Manager

March 2016 Achieved and being delivered: The Council’s first Communication Strategy was developed and approved by Cabinet on 25 November 2015.

Develop and implement an East Ayrshire Marketing Strategy.

Improved marketing arrangements.


March 2016 In progress: Denvir Marketing Agency appointed in January 2016; brand identity finalised; website development underway; and draft campaign strategy in preparation. Launch planned for November 2016.


Operational Ensure effective systems are in place to proactively promote East Ayrshire Council services.

Improved communications and engagement.

Policy, Planning, and Performance Manager/

2015/16 Achieved and continuing: Business partner arrangements in place to support all services and to identify

Communications Manager

communications requirements at the earliest opportunity.

Develop and implement a structured programme of Communications workplans.

Improved communications and engagement.


March 2016 Achieved and continuing: Three monthly workplans developed to capture all communications activities.

Ensure that the Policy, Planning, Performance Division operates effectively and employees are supported to achieve the Division’s Workplan.

Workplan achieved. Policy, Planning and Performance Manager/All

2015/16 Achieved and being delivered: All employees have a clear understanding of their corporate, business partner and lead responsibilities; a programme of team meetings and development meeting delivered; EAGER and related employee development activity implemented.

Consider the results of the Employee Attitude Survey and implement any improvement actions as required.

Staff concerns addressed and aligned to EAGER process


2015/16 Achieved: Relevant actions arising from the Employee Attitude Survey have been incorporated into the PPPD Workplan, as appropriate.

LOOKING FORWARD: IMPROVEMENT ACTION PLAN 2016-18

The Improvement Action Plan that follows sets out the Policy, Planning and Performance Division’s key priorities for 2016/18, derived from its established Workplan, the priorities set to in the Best Value Service Review, the Local Code of Corporate Governance Improvement Plan and the Corporate Strategic Self-Assessment High Level Improvement Plan and other relevant sources.

Key Action Anticipated Outcome Responsible Timescale

Strategic Assist the Council Management Team implement, support and monitor the remaining elements of corporate Transformation Strategy and related programme of Best Value Service Reviews.

Transformation Strategy achieved. PPP Management Team 2016-18

Support the development and implementation of the Council’s second Transformation Strategy.

Transformation Strategy 2 developed and implemented.

PPP Management Team 2016/17

Continue to support the effective implementation of the 2015-2030 Community Plan, Delivery Plans 2015-2018 and the three identified strategic priorities.

Community Plan embedded. Policy, Planning, and Performance Manager

2016-18

Consider the implications of the Community Empowerment (Scotland) Act 2015 and develop a Community Engagement Framework that reflects the key legislative duties and responsibilities on the Council and Community Planning Partnership.

Community Engagement Framework developed and implemented Enhanced community engagement.


2016/17

Prepare for and implement the first scheduled review of the three yearly review of the Community Plan in 2017/18

Community Plan Review completed and implemented.


2016-18

Review the effectiveness of the Council’s arrangements for public performance reporting and consider opportunities to further streamline reporting mechanisms.

Public performance reporting arrangements improved. Outcomes focused reporting of performance and reflecting impact against strategic intent.

Partnership and Performance Team Leader

2016/17

Ensure an integrated approach to performance management, improvement and self-assessment.

Improved performance. Partnership and Performance Team Leader

2016/18

Further embed the equalities agenda into mainstream activity.

Mainstreamed equalities activity. Policy and Planning Team Leader

2016-18


Continue to support a range of communication and engagement activity across the Council and wider CPP.

Effective partnership engagement. Communications Manager 2015-16

Implement the Best Value Service Review of the PPP Division and Communications.

Improved standards and aligned management arrangements.

PPP Management Team June - August 2016

Strengthen and enhance the business support arrangements for the Executive Management Team.

Enhanced business support arrangements in place and being delivered.

Policy and Planning Team Leader

August 2016

Further develop the business partner role with Chief Officers, as appropriate.

Business partner approach embedded. PPP Management Team 2016/17

Continue to implement the principles and priorities identified within the Council’s Communication Strategy.

Improved internal and external communications and engagement.

Communications Manager 2016-18

Strengthen arrangements in respect of the digital communication/social media.

Enhanced communication. Communications Manager 2016-18

Develop and implement an East Ayrshire Marketing Strategy.

Improved marketing arrangements. Communications Manager 2016/17

Implement enhanced event planning arrangements, including responsibility for civic and ceremonial events.

Successful delivery of all Council and corporate events.


2016/17

Progress the development of an Open Data Strategy in support of the Scottish Government’s ambition for making data open and available for others, free of restriction, to use and re-use.

Improved access to data/information. Policy, Planning and Performance Manager

2016/17

Continue to review the use of real time information for service development and delivery and consider alternative systems for the Council’s Electronic Performance Management System and integrate with partners arrangements.

Improved access to and use of data/performance information to support service planning and performance improvement.

Policy, Planning and Performance Manager

2016/17

Review the Area Profile to ensure that it brings together all relevant data from across the Community Planning Partnership and consider the appropriateness of using the Place Standard, within a local planning context.

Integrated area profile further developed to inform the identification of shared priorities to drive transformation.

Policy, Planning and Performance Manager

2016/17

Operational


Implement further improvement training for all relevant PPP Division employees to facilitate their delivery of the improvement agenda.

Improved knowledge, expertise and performance.


2016-18

Appendix 1

ORGANISATION CHART

POLICY, PLANNING AND PERFORMANCE DIVISION

Documents

Policy Planning and Performance Division Service ...docs.east-ayrshire.gov.uk/CRPADMMIN/2012 AGENDAS...Cabinet and an annual report prepared for consideration by the Governance and