CORPORATE SELF-ASSESSMENT 2005

 

1.1     The Council published its formal self-assessment in 2003 as part of an external inspection by the Audit Commission the Comprehensive Performance Assessment.  An up-date was produced in 2004; and while there was no statutory requirement to do it, it is regarded as good practice.  This self-assessment moves the process on a year and reviews what the Council has, and has not, achieved over the past twelve months.  It serves to inform the review and roll-forward of the Council's Corporate Strategy and its Improvement Plan.

 

 

2.1      The environment in which the Council operates is changing quickly and in a number of ways.  The Borough itself is undergoing considerable growth and expansion.  Over 800 new jobs (net) have been created in the last 12 months and more than 700 new homes were built in the year to March.  Significant investment in new retail and leisure provision has been made, and more is promised.  Unemployment rates are very low and there is evidence that local wage rates are rising faster than the national trend.

 

2.2     Following the admission of additional member states into the European Union last year, the Borough has seen a large increase in migrant workers from the former eastern bloc.  They now number around 3000 and form a significant proportion of the local workforce.

 

2.3       In organisational terms, the immediate prospect of a local government restructuring has disappeared in the last twelve months.  However, this has been replaced by new uncertainties over the future configuration of health services, the Police and other agencies such as SureStart and the Connexions service.

 

2.4      So what are the implications of these changes for the Council?  Clearly, it has to continue to gear itself to coping with growth.  This means continued pressure on planning services and direct service provision. There will be a continuing need to ensure that infrastructure and community facilities generally are developed in tandem with population, housing and employment expansion.

 

2.5      It will also be important to sustain the current high levels of private sector investment interest and to use it to undertake the physical regeneration of the worn-out areas of the Borough particularly in Crewe.  The Council is nearing the end of a 20-year phase of diversifying and regenerating the local economy.  Its next big task is to regenerate the physical fabric of the Borough and to ensure that physical renewal proceeds in parallel with social regeneration.

 

2.6      There are several key aspects relating to migrant workers.  They need to be protected against exploitation and abuse and to be given access to all those public services to which they are entitled.  There is also the task of helping them to assimilate into the local community and to avoid resentment and mistrust both on their part and from the host community.  While the majority of migrant workers are currently in low-grade jobs, the opportunity for them to be part of the growing knowledge economy and to contribute to the Borough's professional life must not be missed.

 

2.7       Reorganisations among the Council's key health and Police partners can potentially be a distraction.  The Council needs to retain a strong focus on the ability of the Local Strategic Partnership to continue to deliver as planned.  This may mean acting as a sheet-anchor against the turbulence being experienced by other partners.

 

 

3.1       The final report of the Council's Comprehensive Performance Assessment (CPA) was published two years ago.  While the Council received a 'good' rating, a number of weaknesses were identified.  These have been tackled in the intervening period.  Appendix 1 (pdf) refers to the progress made.  There have been some significant performance improvements. Sickness absence has been effectively addressed and a significant reduction has been achieved.   In 2004/05 the Council had the lowest level of sickness absence of any authority in the North West. The speed of planning applications has been improved, leading to a doubling of the Performance Reward Grant received by the Council.  Good progress has also been made in lifting recycling rates.  See Appendix 2 (pdf).

 

3.2       Performance management arrangements generally have been improved in a number of ways during the past year.  A further review of how information is provided to Councillors has led to a slimmed-down reporting system which concentrates on key indicators only.  There is also a quarterly progress report on key revenue streams.  New local performance indicators have been added to the system.  The recently-completed review of the Community Strategy has led to a clearer focus on outcomes.

 

3.3       The Council has also undertaken a Best Value Review of its Waste Collection and Recycling Service as well as its Housing Service.  An external inspection of Neighbourhood Regeneration by the Audit Commission found it to be a 'good' 2 star service with promising prospects for improvement.  The Council still has some way to go to improve its performance in terms of employees with a disability or employees from the minority ethnic community.

 

 

4.1      The Borough Council is co-ordinating the effort across Cheshire/Halton/Warrington on collaborative working.  A number of services are being investigated including two potential 'big wins' of waste management and Council Tax collection with Housing Benefits.  Over the past year the Council has agreed in principle to collaborate in a joint Building Control Service, property survey and maintenance arrangements, and the joint acquisition of a Customer Relations Management system via the ICT partnership.

 

4.2       New procurement arrangements are leading to savings in a number of areas including stationery and energy purchase.  The Council achieved its 2004/05 'Gershon' target efficiencies and a mid-year review shows that this is likely to happen in 2005/06 also.  Officer groups are engaged in a total of 25 studies to identify further efficiencies in 2006 to 2008.

 

4.3       The Council regards its ability to provide leadership to the community as an integral part of its capacity.  A three year Community Leadership Programme has been approved by the Council.  It places emphasis on more effective listening and responding to community concerns, acting as an effective partner, as a community advocate and leading and shaping public opinion.

 

4.4       New ways of working have been introduced within the Council.  What was formerly a 4-week cycle of meetings has now changed to a 6 week cycle.  The size of the Management Team has been reduced from six to four following a Corporate Review.  Collective team targets are now set, along with individual performance targets.  Each Management Team member has a particular responsibility to oversee progress on one of the Council's corporate priorities, as well as adopting a geographical perspective of a segment of the Borough.

 

4.5      In association with managers from partner agencies, an area management system for the priority neighbourhoods has been introduced.  And on the basis that people sitting together can work better together, plans are advanced for co-locating a number of police and health service personnel with Council employees.                                                      

 

4.6       Over the past year, the Council has been successful in attracting external capital grants of approximately £3.5m, including £2.7m towards the restoration of Queens Park, together with additional revenue funding of approximately £1.5m.  Clearly, this increases the Council's capacity to deliver on some of its key priorities. 

 

4.7       The Council is 'hung' politically, and this has the potential to reduce capacity.  However, in spite of the intensity of political debate increasing over the past year, the Council still gets its business done.  In many areas of work, and the development of the waste collection and recycling service is a case in point, cross-party co-operation has been exemplary. 

 

 

5.1      Members of all parties have continued to support the robust and sustainable approach to our financial planning via the medium term Capital and Revenue strategies, which continue to direct resources to our priorities.

 

5.2      A new financial ledger suite has been introduced last year as a single instance for Crewe & Nantwich and Chester City. This has maximised access to financial information for Officers and Members, enabling improved automated financial planning and monitoring. It has made completion of our final accounts easier and in the process enabled us to comply with the requirements of the Accounts and Audit regulations for completion of the accounts earlier each year. Improved speed of payments and debt recovery has been another beneficial aspect of the suite.  Over the next year the modules of the suite enabling electronic ordering and payment will be progressed including access to electronic market places

 

5.3       Revenue Outturn was within 3% (under-spent) of budget. Our main Capital plans were delayed a little by waiting for a heritage lottery decision on Queens Park and by the public consultation needed in relation to our Town Centre works. Our reserves continue to be a little above the risk assessed ceiling although our plans include using the extra to reduce our pension liabilities quicker in turn releasing revenue funds.  The External Auditors SAS610 report on our financial statements gives us a clean bill of health.

 

5.4       A Members Advisory Group is in the process of reviewing the Capital Strategy with a view to strengthening it further and looking ahead to the next five years. 

 

5.5       The Value for Money self assessment revealed what we expected; that our planned investment in priority services shows and is largely matched to the performance data and service review results such as neighbourhood regeneration.

 

 

6.1       Earlier in the year, the Council commissioned a study of the Borough's economic, community and environmental prospects and how these related to other parts of the country.  The development of the knowledge economy was said to be an important challenge, but overall the Borough was doing well economically; being the second fastest changing economy in the region.  There were some issues around community considerations, with poor health levels and low income levels particularly identified.  Another key priority was the overall paucity of facilities and the 'lack of things to do' when compared with other areas both nationally and regionally.  These findings will contribute to the drawing up of Community Strategy and Corporate Strategy priorities.

 

6.2       It is anticipated that the Council will be drawing up a far-reaching and long-term strategy for the physical regeneration of Crewe.  It will need to have regard to essential items of infrastructure as well as ensuring that a full range of facilities are available to the community.  Allied to this, is the challenge of facilitating the redevelopment of Crewe town centre currently proposed by a private developer.  Much of the Council's office accommodation is affected by the proposals and functions will need to be transferred without detriment to service users.

 

6.3       T he Council sees itself increasingly meeting the community's needs through working in partnership with other agencies.  Following the review of the Community Strategy, the structure of the Local Strategic Partnership is being amended to place even more emphasis on the approach.  The construction of a Cheshire Local Area Agreement will be an important challenge over the next 18 months.  The Council also needs to reach a successful conclusion to its Single Status Agreement by the end of next year.

 

6.4        The regional agenda is becoming increasingly significant.  The Council must be mindful of decisions taken at regional level which have a direct bearing on economic strategies, infrastructure investment, house building and planning policies.  Working closely in partnership with other agencies, we must ensure that our needs, and indeed our ability to contribute positively to the region, are properly represented. 

 

 

7.1        So has all this made a difference on the ground?  Appendix 3 lists those improvements that members of the public are likely to have noticed in the past year.

 

Alan Wenham
Chief Executive
October 2005