THREE RIVERS
DISTRICT COUNCIL
DATA QUALITY
STRATEGY
MARCH 2009
CONTENTS
Item
1.
2.
3.
4.
Introduction
Definitions
Current Position
Characteristics of Data Quality
4.1. Accuracy
4.2. Validity
4.3. Reliability
4.4. Timeliness
4.5. Relevance
4.6. Completeness
5. Data Quality Standards
5.1. Governance and Leadership
5.2. Policies
5.3. Systems and Processes
5.4. People and Skills
5.5. Data Use and Reporting
6. Review and Action Plan
Performance Indicators
Data Quality Action Plan
Performance Indicator Quality Assurance sign-off form
Page
1
1
2
3
3
3
3
3
4
4
4
4
5
5
6
6
6
Appendix 1
Appendix 2
Appendix 3
1. Introduction
The Council needs information that is fit for purpose in order to manage services and
account for performance. Information is used throughout the organisation to make
judgements about the efficiency, effectiveness and responsiveness of services and in making
complex decisions about priorities and the use of resources. Service users, and in particular
members of the public, need accessible information to make informed decisions and
Regulators and government departments must satisfy their responsibilities for making
judgements about performance and governance.
The 2006 Local Government White Paper, Strong and Prosperous Communities, and the
Local Government and Public Involvement in Health Act 2007 set out a new performance
framework for local services. This places greater reliance on data quality, to provide robust
data for local performance management, and to inform performance assessments. It also
emphasises the need for local public services to use information to reshape services
radically and to account to local people for performance. As increasing reliance is placed on
performance information in performance management and assessment regimes, the need to
demonstrate that the underlying data are reliable has become more critical.
In November 2007 the Audit Commission published ‘Improving information to support
decision making: standards for better quality data’. This paper encourages public bodies to
improve the quality of the data used for decision making, presenting a set of clear and
concise standards, based on accepted good practice, which can be adopted on a voluntary
basis.
The Council has published a Policy Statement for Data Quality1 which outlines a commitment
to data quality through the adoption of the Audit Commission’s Standards for Better Data
Quality. This strategy builds on the Policy Statement and outlines an approach to improving
Data Quality across the Council. Consistent, high-quality, timely and comprehensive
information is vital to support good decision-making and improved service outcomes.
The Council’s Director of Corporate Resources and Governance is the lead officer for data
quality.
With regard to performance indicators, each service has nominated in its service plan an
officer or officers responsible for source data, data entry and checking the data.
The accuracy of data held within computer systems is the responsibility of nominated
systems administrators and the ICT Manager has overall responsibility for data security.
2. Definitions
The terms ‘data’, ‘information’ and ‘knowledge’ are frequently used interchangeably and are
defined in the following table. This document and the standards it introduces, focuses on
data; that is, the basic facts from which information can be produced by processing or
analysis.
1
See the introduction to the 2009/12 Strategic Plan.
1
Data
Information
Knowledge
Data are numbers, words or images that have yet to be organised or analysed to
answer a specific question.
Produced through processing, manipulating and organising data to answer questions,
adding to the knowledge of the receiver.
What is known by a person or persons. Involves interpreting information received,
adding relevance and context to clarify the insights the information contains.
Source: Audit Commission
3. Current Position
During 2006 the Audit Commission implemented a revised approach to the audit of
performance indicators in local government. This required the Council’s External Auditors to
conclude on the arrangements for monitoring and reviewing performance, including
arrangements to ensure data quality. A score was attributed, derived from a number of key
lines of enquiry (KLOE) and areas of audit focus and evidence under the following;





Governance and leadership
Policies
Systems and processes
People and skills
Data use and reporting
The auditors’ work on data quality has supported the Audit Commission’s reliance on
performance indicators in its service assessments for the Comprehensive performance
Assessment and this will continue to be the case with the introduction of the Comprehensive
Area Assessment from 2009.
The auditor is specifically interested in the National Performance Indicators. The definitions
of these and guidance as to how they should be compiled can be obtained from the
Communities and Local Government website:
http://www.communities.gov.uk/publications/localgovernment/finalnationalindicators
As partnership working increases, there is a greater reliance on the quality of data shared
between the partners. This strategy recognises that the Council needs to satisfy itself that the
data it is receiving from partners, and supplying to them, is accurate and timely. Validation
procedures and security protocols will be agreed with partners.
A list of the Performance Indicators collected by the Council is attached at Appendix 1.
The Council has achieved an overall score of two or ‘adequate performance’ for the
Council’s management arrangements in respect of data quality.
2
4. Characteristics of Data Quality
The Audit Commission have identified six key characteristics of good quality data.
4.1. Accuracy
Data should be sufficiently accurate for the intended use and should be captured only
once, although it may have multiple uses. Data should be captured at the point of activity.





Data is always captured at the point of activity. Performance data is directly input into
PerformancePlus2 (P+) by the service manager or nominated data entry staff.
Access to P+ for the purpose of data entry is restricted through secure password
controls and limited access to appropriate data entry pages. Individual passwords can
be changed by the user and which under no circumstances should be used by
anyone other than that user.
Where appropriate, base data, i.e. denominators and numerators, will be input into
the system which will then calculate the result. These have been determined in
accordance with published guidance or agreed locally. This will eliminate calculation
errors at this stage of the process, as well as provide contextual information for the
reader.
Data used for multiple purposes, such as population and number of households, is
input once by the system administrator.
Service heads will give an assurance as to the accuracy of data under their control
(see Appendix 3)
4.2. Validity
Data should be recorded and used in compliance with relevant requirements, including
the correct application of any rules or definitions. This will ensure consistency between
periods and with similar organisations, measuring what is intended to be measured.

Relevant guidance and definitions are provided for all statutory performance
indicators. Service Heads are informed of any revisions and amendments within 24
hours of receipt from the relevant government department. Local performance
indicators comply with locally agreed guidance and definitions.
4.3. Reliability
Data should reflect stable and consistent data collection processes across collection
points and over time. Progress toward performance targets should reflect real changes
rather than variations in data collection approaches or methods.

Source data is clearly identified and readily available from manual, automated or
other systems and records. Protocols exist where data is provided from a third party,
such as Hertfordshire Constabulary and Hertfordshire County Council
4.4. Timeliness
Data should be captured as quickly as possible after the event or activity and must be
available for the intended use within a reasonable time period. Data must be available
quickly and frequently enough to support information needs and to influence service or
management decisions.
2
PerformancePlus is performance management software purchased in April 2006 from InPhase Ltd.
3

Performance data is requested to be available within one calendar month from the
end of the previous quarter and is subsequently reported to the respective Policy and
Scrutiny Panel on a quarterly basis. As a part of the ongoing development of
PerformancePlus it is intended that performance information will be exported through
custom reporting and made available via the Three Rivers DC website. This will
improve access to information and eliminate delays in publishing information through
traditional methods.
4.5. Relevance
Data captured should be relevant to the purposes for which it is to be used. This will
require a periodic review of requirements to reflect changing needs.

We have a duty to collect and report performance information against a wide range of
statutory indicators. These are set out in the context of the Government’s White
Paper – Strong and Prosperous Communities. Where appropriate each service will
identify reliable local performance indicators to manage performance and drive
improvement. These are reviewed on an annual basis to ensure relevance.
4.6. Completeness
Data requirements should be clearly specified based on the information needs of the
organisation and data collection processes matched to these requirements.

Checks will be made to ensure for completeness of data. An annual assessment of
this is undertaken by Internal Audit.
5. Data Quality Standards
The Standards for Better Data Quality as identified by the Audit Commission define a
framework of management arrangements that bodies can put in place, on a voluntary basis,
to secure the quality of the data they use to manage and report on their activities.
These Standards reflect the KLOE as described in paragraph 3. Below, this Strategy
identifies the extent that we currently meet with these standards and recognises those areas
that are not yet fully developed.
5.1 Governance and leadership
We will put in place a corporate framework for management and accountability of data
quality, with a commitment to secure a culture of data quality throughout the organisation.
Key components:
5.1.1. There will be clear corporate leadership of data quality by those charged with
governance.
5.1.2. A senior individual at top management level (for example a member of the
senior management team) will have overall strategic responsibility for data
quality, and this responsibility is not delegated.
5.1.3. The corporate objectives for data quality will be clearly defined (although this
may not necessitate a discrete document for data quality), and agreed at top
management level.
4
5.1.4. The data quality objectives will be linked to business objectives, cover all our
activities, and have an associated delivery plan.
5.1.5. The commitment to data quality will be communicated clearly, reinforcing the
message that all staff have a responsibility for data quality.
5.1.6. Accountability for data quality will be clearly defined and considered where
relevant as part of the performance appraisal system.
5.1.7. There will be a framework in place to monitor and review data quality, with
robust scrutiny by those charged with governance. The programme will be
proportionate to risk.
5.1.8. Data quality will be embedded in risk management arrangements, with regular
assessment of the risks associated with unreliable or inaccurate data.
5.1.9. Where applicable, we will take action to address the results of previous
internal and external reviews of data quality.
5.1.10. Where there is joint working, there will be an agreement covering data quality
with partners (for example, in the form of a data sharing protocol, statement,
or service level agreement).
5.2. Policies
We will put in place appropriate polices or procedures to secure the quality of the data it
records and uses for reporting.
Key components:
5.2.1. Comprehensive guidance for staff on data quality, translating the corporate
commitment into practice, will be provide and published. This may take the
form of a policy, set of policies, or operational procedures, covering data
collection, recording, analysis and reporting. The guidance will be
implemented in all business areas.
5.2.2. Polices and procedures will meet the requirements of any relevant national
standards, rules, definitions or guidance, for example the Data Protection Act,
as well as defining local practices and monitoring arrangements.
5.2.3. Policies and procedures will be reviewed periodically and updated when
needed. We will inform staff of any policy or procedure updates on a timely
basis.
5.2.4. All relevant staff will have access to policies, guidance and support on data
quality, and on the collection, recording, analysis, and reporting of data.
Where possible this will be supported by information systems.
5.2.5. Policies, procedures and guidelines will be applied consistently. Mechanisms
will be in place to check compliance in practice, and the results will be
reported to top management. Corrective action will be taken where necessary.
5.3. Systems and processes
We have put in place systems and processes which secure the quality of data as part of
the normal business activity of the body.
Key components:
5.3.1. There are systems and processes in place for the collection, recording,
analysis and reporting of data which are focused on securing data which are
accurate, valid, reliable, timely, relevant and complete.
5.3.2. Systems and processes work according to the principle of right first time,
rather than employing extensive data correction, cleansing or manipulation
processes to produce the information required.
5
5.3.3. Arrangements for collecting, recording, compiling and reporting data are
integrated into our business planning and management processes supporting
the day-to-day work of staff.
5.3.4. Information systems have built-in controls to minimise the scope for human
error or manipulation and prevent erroneous data entry, missing data, or
unauthorised data changes. Controls are reviewed at least annually to ensure
they are working effectively.
5.3.5. Corporate security and recovery arrangements are in place. We regularly test
our business critical systems to ensure that processes are secure, and results
are reported to top management.
5.4. People and skills
We will put in place arrangements to ensure that staff have the knowledge, competencies
and capacity for their roles in relation to data quality.
Key components:
5.4.1. Roles and responsibilities in relation to data quality will be clearly defined and
documented, and incorporated where appropriate into job descriptions.
5.4.2. Data quality standards are set, and staff are assessed against these.
5.4.3. Staff are trained to ensure they have the capacity and skills for the effective
collection, recording, analysis and reporting of data.
5.4.4. There will be a programme of training for data quality, tailored to needs. This
will include regular updates for staff to ensure that changes in data quality
procedures are disseminated and acted on.
5.4.5. Corporate arrangements will be in place to ensure that training provision is
periodically evaluated and adapted to respond to changing needs.
5.5. Data use and reporting
We will put in place arrangements that are focused on ensuring that data supporting
reported information are actively used in the decision making process, and will be subject
to a system of internal control and validation.
Key components:
5.5.1. Internal and external reporting requirements will be critically assessed. Data
provision is reviewed regularly to ensure it is aligned to these needs.
5.5.2. Data used for reporting to those charged with governance are also used for
day-to-day management of our business. As a minimum, reported data, and
the way they are used, will be fed back to those who create them to reinforce
understanding of their wider role and importance.
5.5.3. 5.5.3 Data will be used appropriately to support the levels of reporting and
decision making needed (for example, forecasting achievement, monitoring
service delivery and outcomes, and identifying corrective actions). Evidence is
provided so that management action is taken to address service delivery
issues identified by reporting.
5.5.4. Data which are used for external reporting are subject to rigorous verification,
and to senior management approval.
5.5.5. All data returns are prepared and submitted on a timely basis, and, where
appropriate, are supported by a clear and complete audit trail.
6
6. Review and Action Plan
The Action Plan attached at Appendix 2 results from the recommendations contained in the
external auditor’s data quality reports for 2008 and 2009.
7
PERFORMANCE INDICATORS
Service Plan
PI
reference
Building Control
BC01
Building Control
BC02
Building Control
BC03
Building Control
BC04
Building Control
BC05
Customer Services Centre
Customer Services Centre
Customer Service Centre
(lead to coordinate first
submission)
CSC01
CSC02
NI 14
Democratic Services
Development Control
Development Control
Development Control
Development Control
Development Control
N/A
DC01
APPENDIX 1
PI Description
Full plans applications vetted within 10 days (national PI top
quartile)
Full plans determined within statutory timescales (national
PI)
Inspect the same day if notified by 10.00 (national PI top
quartile)
Inspect the same day other inspections (national PI top
quartile)
Inspect with 24 hours of notified dangerous structures
(national PI)
% of calls answered
% of calls answered within 15 seconds
Reducing avoidable contact: minimising the proportion of
customer contact that is of low or no value to the customer
10 Performance Standards introduced by Electoral
Commission for Electoral Registration (July 2008).
Reported to Regulatory Committee 13 August 2008.
Assessed via self-assessment to Electoral Commission.
DC04
Major Planning Applications (Target period is for decision
within 13 weeks) (NI157)
Minor Planning Applications (Target period is for decision
within 8 weeks) (NI157)
Other Planning Applications (Target period is for decision
within 8 weeks) (NI157)
Quarterly planning applications received
DC05
Outstanding planning applications (average at one time)
DC02
DC03
8
Collection/
monitoring
frequency
Reported to
(Committee)
Strategic Plan
link ref.
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
1.2.1
3.1.1
1.2.1
3.1.1
1.2.1
3.1.1
1.2.1
3.1.1
1.2.1
3.1.1
Quarterly
Quarterly
Resources
Resources
3.1.1
3.1.1
Annual
Resources
3.1
First deadline to
report to
Electoral
Commission –
16/01/09
Regulatory
Services
Committee
3.1.1
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
N/A
N/A
N/A
N/A
N/A
Service Plan
PI
reference
PI Description
Collection/
monitoring
frequency
Reported to
(Committee)
Strategic Plan
link ref.
Development Control
DC06
Committee applications determined within 8 weeks
Quarterly
Sustainable
Environment
N/A
Development Control
DC07
Number of appeals received
Quarterly
Sustainable
Environment
N/A
DC08
Number of determined appeals
DC09
New complaints about unauthorised development
DC10
Complaints resolved about unauthorised development
DC11
Disputes resolved without formal action
DC12
Disputes resolved by enforcement action
NI 154
Net additional homes provided
NI 155
Number of affordable housing delivered (gross)
NI 159
5-year supply of ready to develop sites
NI 170
Previously developed land that has been vacant or derelict
for more than 5 years
Has the local authority met the milestones which the current
Local Development Scheme sets out?
Development Control
Development Control
Development Control
Development Control
Development Control
Development Plans
Development Plans
Development Plans
Development Plans
Development Plans
Development Plans
Environmental Health
DP03
(former
BVPI 200b)
DP04
(former
BVPI 219b)
EH01
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Annual
Percentage of conservation areas in the local authority area
with an up to date character appraisal.
Respond to all requests for service within 24 hours (no.) –
Residential Pollution
9
Annual
Annual
Annual
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
N/A
N/A
N/A
N/A
N/A
2.1.4
2.1.4
2.1.4
2.2.3
Annual
Sustainable
Environment
2.2.3
Annual
Sustainable
Environment
2.2.3
Quarterly
Public Services
& Health
1.2.1
Service Plan
PI
reference
PI Description
Collection/
monitoring
frequency
Reported to
(Committee)
Strategic Plan
link ref.
Environmental Health
EH02
Respond to all requests for service within 24 hours (no.) –
Commercial Pollution
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH03
Respond to all requests for service within 24 hours (food
inspection, disease control, notified accidents and related
enquiries no.)
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH04
The % of food premises inspections due that were carried
out for high risk premises
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH05
The % of food premises inspections due that were carried
out for other risk premises
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH06
Respond to all requests for service within 24 hours (animal
control)
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH07
Respond to all requests for service within 14 days (pest
control)
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH08
Percentage of premises due for inspection actually
inspected (health & safety enforcement)
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH09
Respond to all requests for service within 24 hours
(licensing and street markets)
Quarterly
Public Services
& Health
1.2.1
Environmental Health
EH10
Respond to all requests for service within 24 hours (Health &
Safety enforcement)
Quarterly
Public Services
& Health
1.2.1
EH11
The number of private sector dwellings that have been
vacant for more than 6 months that are returned into
occupation or demolished as a direct result of action by the
local authority.
Annual
Public Services
& Health
2.1.4
Environmental Health
10
Service Plan
PI
reference
PI Description
Collection/
monitoring
frequency
Reported to
(Committee)
Strategic Plan
link ref.
Environmental Health
EH12
The proportion of unfit private sector dwellings made fit or
demolished as a direct result of action by the local authority
Annual
Public Services
& Health
2.1.4
Environmental Health
NI 182
Satisfaction of business with local authority regulatory
services
Monthly
Public Services
& Health
3.1.3
Environmental Health
NI 184
Food establishments in the area which are broadly
compliant with food hygiene law
Annual
Public Services
& Health
1.2.1
Environmental Protection
EP01
Percentage household waste recycled
Quarterly
EP02
Percentage household waste composted
Quarterly
EP03
The kg of household waste collected per head per annum
Annual
EP04
The Percentage change in Kg per head from the previous
year
Annual
EP05
Percentage of fly tips removed within 24 hours
Quarterly
EP06
Tonnes of Household waste collected and sent to landfill
Quarterly
EP07
Number of household waste collections missed per 100,000
collections
Quarterly
EP08
Cost of Waste collection per household
NI 191
Residual household waste per household
Quarterly
NI 192
Percentage of household waste sent for reuse, recycling and
composting
Quarterly
NI 193
Percentage of municipal waste land filled
Quarterly
NI 195a
Improved street cleanliness - levels of litter
Quarterly
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Environmental Protection
Annual
Environmental Protection
11
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
2.2.2
2.2.2
1.2.2
2.2.2
1.2.2
1.2.2
1.2.2
3.2.1
(VfM)
2.2.2
2.2.2
2.2.2
1.1.2 /
1.2.2
Service Plan
PI
reference
Environmental Protection
NI 195b
Environmental Protection
NI 195c
Environmental Protection
NI 195d
Environmental Protection
Housing Needs & Strategy
NI 196
NI 156
Housing Needs & Strategy
HNS 01
Housing Needs & Strategy
HNS 02
Housing Needs & Strategy
HNS 03
Housing Needs & Strategy
HNS 04
Housing Needs & Strategy
HNS 05
Legal Practice
LP01
Legal Practice
LP02
Legal Practice
LP03
Legal Practice
LP04
LC01
Leisure & Community Services
Collection/
monitoring
frequency
PI Description
Improved street cleanliness - levels of detritus
Quarterly
Improved street cleanliness - levels of graffiti
Quarterly
Improved street cleanliness - levels of fly-posting
Quarterly
Improved street and environmental cleanliness – fly tipping.
Quarterly
Number of people in temporary accommodation
Annual
Length of stay in bed and breakfast accommodation in days
Annual
Percentage change in the number of families in temporary
accommodation compared to the previous year
Annual
No. of repeat homeless person applications
Annual
No. of people sleeping rough in the District
Annual
No. of
homelessness
households
prevention
cases
per
1000
% draft enforcement notices prepared for planning
department within 5 working days
Average number of days to serve a planning enforcement
notice
% of prosecution proceedings commenced within 15 working
days of full instructions
% of action for housing possession cases & civil litigation
commenced within 15 working days
Attendances by young people at leisure venues and
activities
12
Annual
Reported to
(Committee)
Strategic Plan
link ref.
Public Services
& Health
Public Services
& Health
Public Services
& Health
Public Services
& Health
1.1.2 /
1.2.2
1.1.2 /
1.2.2
1.1.2 /
1.2.2
1.1.2 /
1.2.2
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
2.1.4
2.1.4
2.1.4
2.1.4 /
1.1.3
2.1.4 /
1.1.3
2.1.4 /
1.1.3
3.1.1 /
2.2.3
3.1.1 /
2.2.3
Quarterly
Resources
Quarterly
Resources
Quarterly
Resources
3.1.1
Quarterly
Resources
3.1.1
Quarterly
Leisure &
Comm.Safety
1.1.1 /
2.1.5
Service Plan
PI
reference
Leisure & Community Services
LC02
Leisure & Community Services
LC03
PI Description
Collection/
monitoring
frequency
Attendances at National Free Swim Scheme for 60+ and
under 16 years
Quarterly
ASBOs obtained
Quarterly
Leisure & Community Services
LC04
ABCs obtained
Leisure & Community Services
LC05
DV cases referred to independent advisor
Leisure & Community Services
LC06
Hate crime reports received
Leisure & Community Services
LC07
To receive accreditation for Green Flag (one park) (annual)
Leisure & Community Services
LC08
To further improve QUEST score at SJA (annual)
Leisure & Community Services
LC09
To further improve QUEST score at WPLC (annual)
Leisure & Community Services
LC10
To achieve QUEST accreditation for The Centre (annual)
Leisure & Community Services
LC11
Leisure & Community Services
LC12
Leisure & Community Services
LC13
To achieve QUEST accreditation for Rickmansworth Golf
Course (annual)
Overall customer satisfaction (Sport England benchmarking
surveys) (annual)
Maintain Customer Service at Watersmeet
Leisure & Community Services
LC14
Leisure & Community Services
LC15
Leisure & Community Services
LC16
Leisure & Community Services
LC17
Leisure & Community Services
LC18
Quarterly
Quarterly
Quarterly
Attain Equality Framework for Local Government ‘Achieving’
level (annual 2009/10)
Changes in strategic review assessments evaluation of
hotspots (annual)
Customer % satisfaction with ASB service (annual)
Overall % satisfaction with stakeholders, internal and
external with Community Partnerships Unit (annual)
Percentage of residents who are satisfied with the
opportunity for participation in local decision-making
provided by the council.
13
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Reported to
(Committee)
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Strategic Plan
link ref.
2.1.5
1.1.1
1.1.1
1.1.3 / 1.1.2
1.1.3 / 1.1.2
2.2.1
3.1.3
3.1.3
3.1.3
3.1.3
3.1.3
3.1.3
3.1.5 /
2.1.1 – 2.1.5
1.1.2?
1.1.2 /
3.1.3
3.1.3
3.1.3 –
3.1.6
Service Plan
Leisure & Community Services
Leisure & Community Services
Leisure & Community Services
PI
reference
NI 1
NI 4
PI Description
% of people who believe people from different backgrounds
get on well together in their local area
% of people who feel they can influence decisions in their
locality
NI 5
Overall/general satisfaction with local area
NI 7
Environment for a thriving third sector
NI 8
Adult Participation in sport and active recreation
NI 17
Perceptions of anti social behaviour: Noisy neighbours or
loud parties; Teenagers hanging around the streets;
Rubbish or litter lying around; Vandalism, graffiti and other
deliberate damage; People using or dealing drugs;
People being rowdy or drunk in public places;
Abandoned or burnt out cars
Leisure & Community Services
Leisure & Community Services
Leisure & Community Services
Leisure & Community Services
NI 32
Repeat incidents of domestic violence (from April 2009)
Leisure & Community Services
NI 56
Obesity among primary school age children in year 6
Leisure & Community Services
NI 116
Proportion of children in poverty
Performance & Scrutiny
Performance & Scrutiny
Performance & Scrutiny
Performance & Scrutiny
PS 01
PS 02
PS 03
NI 37
Press Releases
Press Release Hit Rate (Average per Week)
Staff satisfaction with internal communications
Awareness of civil protection arrangements
Sustainability
NI 185
CO2 reduction from local authority operations
14
Collection/
monitoring
frequency
Place survey
Place survey
Place survey
New CLG third
sector survey
Active People
survey
(Sport England)
Reported to
(Committee)
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Leisure &
Comm.Safety
Strategic Plan
link ref.
?
3.1.4
3.1.6
3.1.3
1.1.3
2.1.1
3.4.3
2.1.5
1.1.1
Place survey
1.1.2
Leisure &
Comm.Safety
1.1.3
DCTP
2.1.5
DCTP
1.1.3
Quarterly
Quarterly
Annual
Place Survey
Resources
Resources
Resources
Resources
3.1.6
N/A
3.4.1
3.1.6 / 1.2.1
Annual
Sustainable
Environment
2.2.4
APACS
Annual - data
collected by the
PCT and sent
to the NHS
Information
Centre (IC).
Annual - DWP
Service Plan
PI
reference
PI Description
Reported to
(Committee)
Sustainability
NI 186
Sustainability
NI 187
Sustainability
NI 188
Sustainability
NI 194
Air Quality - % reduction in NOx and primary PM10
emissions through local authority’s estate and operations.
Annual
Shared Services – Client side
UoR
Use of Resources score
Annual
Resources
Shared Services – Client side
NI 179
Value for money - total net value of ongoing cash-releasing
value for money gains that have impacted since the start of
the 2008-2009 financial year
Twice a year
(October
and July)
Resources
Shared Services – Client side
TBC
Organisational Health indicators
Annual
Resources
Shared Services – Finance
TBC
Percentage of undisputed invoices paid within 30 days
Shared Services – Finance
TBC
Percentage user satisfaction with Financial Services
Shared Services – Finance
TBC
Shared Services – Finance
TBC
Shared Services – Finance
TBC
Shared Services – Finance
TBC
Shared Services – Finance
TBC
Per capita reduction in CO2 emissions in the Local Authority
area
Tackling fuel poverty - % of people receiving income based
benefits living in homes with a low energy efficiency rating
Planning to Adapt to Climate Change
Collection/
monitoring
frequency
Final Accounts - The Statement of Accounts will be
produced and approved by respective Audit Committee by
30 June. The Statements will be presented with no material
errors and published with an unqualified audit opinion by 30
September
Percentage of all purchasing conducted electronically
measured by emailed orders
Average investment interest rate to be no less than 0.12%
different from average base rate.
Budget monitoring and budget setting timetable agreed prior
to commencement of financial year with full compliance on
reporting deadlines.
Internal Audit - achieve 90% of planned work
15
Annual
Annual
Annual
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Sustainable
Environment
Quarterly
Annual
Annual
Annual
Quarterly
Annual
Annual
Joint Shared
Services
Committee
Strategic Plan
link ref.
2.2.4
1.1.3
2.2.4 / 2.2.5
2.2
3.2.1/3.3.1/
3.3.2/3.3.4
3.2.1/3.3.1/
3.3.2/3.3.4
3.4.1
Service Plan
PI
reference
PI Description
Collection/
monitoring
frequency
Shared Services – Finance
TBC
Use of Resources – Level 3 for Managing Finances.
Shared Services – Finance
TBC
Anti Fraud – Number of investigations
Quarterly
Shared Services – Finance
TBC
Anti Fraud – Number of investigators
Quarterly
Shared Services – Finance
TBC
Anti Fraud – Number of sanctions
Quarterly
TBC
Working days lost to sickness per FTE (in shared HR
service)
Quarterly
TBC
Working days lost to sickness per FTE employee
Quarterly
TBC
Payroll cost per payslip
Annual
TBC
Cost of HR per employee (headcount)
Annual
TBC
Ratio of HR (FTE) per employee (headcount)
Annual
TBC
% of staff receiving annual appraisal (of those eligible to do
so) within target timescale
Annual
Shared Services – ICT
TBC
User Satisfaction
Annual
Shared Services – ICT
TBC
Resolution of reported incidents
Annual
Shared Services – ICT
TBC
Acquisition cost of workstation
Annual
Shared Services – ICT
TBC
Cost per connection to voice network
Annual
Shared Services – ICT
TBC
Cost per connection to data network
Annual
Shared Services – HR
Shared Services – HR
Shared Services – HR
Shared Services – HR
Shared Services – HR
Shared Services – HR
16
Reported to
(Committee)
Annual
Joint Shared
Services
Committee
Joint Shared
Services
Committee
Joint Shared
Services
Committee
Strategic Plan
link ref.
Service Plan
PI
reference
PI Description
Collection/
monitoring
frequency
Shared Services – ICT
TBC
Support costs per workstation
Annual
Shared Services – ICT
TBC
Workstations supported per support specialist
Annual
Shared Services – ICT
TBC
ICT competence of employees
Annual
Shared Services – ICT
TBC
Service Availability
Annual
Shared Services –
Revenues and Benefits
Shared Services –
Revenues and Benefits
Shared Services –
Revenues and Benefits
Shared Services –
Revenues and Benefits
Shared Services –
Revenues and Benefits
Shared Services –
Revenues and Benefits
NI 180
NI 181
Changes in Housing Benefit/Council Tax Benefit new claims
and change events
Time taken to process Housing Benefit/Council Tax Benefit
new claims and change events
Quarterly
The percentage of council tax collected
Quarterly
RB02
The percentage of NNDR collected
Quarterly
RB03
Speed of processing: average time for processing new
benefit claims (days)- The average processing time taken for
all new Housing Benefit and Council Tax Benefit (HB/CTB)
claims submitted to the Local Authority, for which the date of
decision is within the financial year being reported.
Quarterly
Speed of processing: average time for processing
notifications of changes in circumstances (days) : The
average processing time taken for all written notifications to
the Local Authority of changes to a claimant’s circumstance
that require a new decision on behalf of the Authority.
Quarterly
Shared Services –
Revenues and Benefits
RB05
Shared Services –
Revenues and Benefits
RB06
Accuracy of processing: Percentage of cases for which the
calculation of the amount of benefit due was correct on the
basis of the information available for the decision for a
sample of cases checked post-decision
Amount of housing benefit overpayments (HB) recovered
during the period being reported on as a percentage of HB
deemed recoverable overpayments during that period
17
Joint Shared
Services
Committee
Quarterly
RB01
RB04
Reported to
(Committee)
Joint Shared
Services
Committee
Quarterly
Quarterly
Strategic Plan
link ref.
Service Plan
Shared Services –
Revenues and Benefits
PI
reference
RB07
Shared Services –
Revenues and Benefits
RB08
Shared Services –
Revenues and Benefits
RB09
PI Description
HB overpayments recovered during the period as a
percentage of the total amount of HB overpayment debt
outstanding at the start of the period plus amount of HB
overpayments identified during the period.
Housing Benefit (HB) overpayments written off during the
period as a percentage of the total amount of HB
overpayment debt outstanding at the start of the period plus
amount of HB overpayments identified during the period.
Percentage by numbers of customers (net of full benefit and
exemptions) of council tax collected by direct debit
18
Collection/
monitoring
frequency
Reported to
(Committee)
Quarterly
Quarterly
Quarterly
Joint Shared
Services
Committee
Strategic Plan
link ref.
APPENDIX 2
DATA QUALITY ACTION PLAN
Action
Resolved
(Original)
Implementation Date
March 2008 version of Data Quality Strategy updated (March 2009).
Communicated to Section Heads at training meeting on 11 March
2009. Strategy placed on intranet with ‘pointer’ for all staff. National
PIs and Standards are now referred to and link provided to CLG
website. New section added on partnership working and partnership
data. Strategy also includes DCRG as having overall management
responsibility for data, and points to service plans as containing
departmental responsibilities.

April 2009
Partnerships
Manager
See recommendation below concerning partnership data sharing
resulting from auditor’s March 2009 Data Quality report.

April 2009
Capital
Strategy &
Asset
Management
Team
In the auditor’s view, the continuation of under-spends on the capital
expenditure budget prevent the Council from being assessed above
level 2 for KloE 2.2.

September 2009
Priority
Responsibility
Policies and Procedures
The Data Quality Policy should
be more effectively
communicated and made more
comprehensive by including
reference to national standards,
partnership working and by
taking account of its impact on
different departments
Medium
Head of
Performance
and Scrutiny
Systems and Processes
Put in place formal protocols for
partnership data sharing,
specifying the responsibilities of
partners to provide data which is
‘fit for purpose.’
Medium
In order to ensure that the basic
requirements of the new 2008/09
UoR assessments are met in
regard to capital budget underspends, the Council will need to
be able to demonstrate that the
delayed projects have been
effectively managed and that
subsequent projects have not
been subject to any delays.
High
Action to date
A review of capital out-turn will be carried out at the end of the
2008/09 financial year to assess the level of under-spends and their
causes.
The Resources Policy and Scrutiny Committee has agreed to set up a
Task and Finish Group to look at Budgeting and Budgetary Control.
The Group will make recommendations to improve budgeting and
budgetary control so that significant budget variations are avoided at
year end.
19
Action
Priority
Responsibility
The Council needs to formalise
and clearly define the lines of
responsibility for data quality
within the organisation, and
provide an overall corporate lead
with overall responsibility
High
DCRG
Action to date
The Auditor commented that the arrangements for 2007/08 allocated
responsibility for monitoring data quality to the Corporate
Development Unit, and within this the Performance Improvement
Manager. Data quality responsibilities also extend to staff involved in
entering data within the services. There was however, no corporate
lead with overall responsibility for data quality.
Resolved
(Original)
Implementation Date

March 2009

June 2009
The updated (March 2009) version of Data Quality Strategy includes
DCRG as having overall management responsibility for data, and
points to service plans as containing departmental responsibilities.
Responsibility for computer data and data security is also spelled out.
The Council should develop and
implement a formal system of
review for data quality, to
coincide with the timetable for
submitting data in external
returns. The checking process
should be documented (e.g.
signed off) by an accountable
officer responsible for the review.
This may include spot checks.
High
Performance Some review of data quality has taken place at service manager level
Management on an ad-hoc basis around the time of submission or where problems
Officer
have occurred. This has taken the form of a sense check of indicators
in comparison to the prior year, which is undertaken by service
&
managers in the first instance and also by the Corporate Development
Unit. The system has relied on the PI system’s automated validation
Service
checks and overall management review.
Heads
As part of a formal framework for monitoring and review, Service
Heads will be asked to formally ‘sign-off’ their Pis. Internal Audit will
carry out checks, including spot checks, and this has been included in
Quarter 1 of the 2009/10 Internal Audit Plan.
20
Action
Priority
Responsibility
Action to date
Documented procedures should
be updated annually and made
available to all staff with
responsibility for data quality.
This should include nationally
circulated guidance on specific
indicators.
Medium
Performance The revised Data Quality Strategy was approved by senior
Management management in March 2008 (amended March 2009) and adopts the
Officer
Audit Commission standards as the basis for the new policy. The
auditor commented that this was not embedded, whilst recognising the
step forward that had been made during the year. In addition to the
overall Data Quality Policy Statement, there are a range of separate
operational policies and procedures for data entry (e.g. for the
Performance Plus System). These are not yet comprehensive in their
coverage of all aspects of data recording, analysis and reporting and
do not yet cover all business areas. This is being addressed in the
Data Quality Strategy.
The performance management section of the intranet contains a link
to the CLG website containing NI definitions and guidance.
21
Resolved
(Original)
Implementation Date

December 2009
Action
Priority
Responsibility
Controls should be strengthened
in regard to managing data
shared with external
organisations, including
validation procedures and
security protocols.
Medium
Partnerships
Manager
Action to date
The introduction of new national indicators requires co-ordination of
data sharing.
The auditor has commented that, “This continues to be an area of
weakness for the Council and will be addressed as a result of the Data
Quality Strategy. Validation of third party data is not generally carried
out, other than through management ‘sense checking’ procedures
when returns are submitted. There was no evidence that this had
improved since it was identified as an issue in the prior year.”
Formal protocols and policies have been developed with the Police
and community safety partners for community safety following the
Crime & Disorder Act review. Crime & Disorder strategic assessment
process in place.
TRDC has signed a data sharing protocol with Herts Childrens Trust
Partnership. Safeguarding policy has been implemented. Housing joint
protocol with Children, Schools and Families. District Children Trust
Partnership data sharing process in place.
Place survey being jointly commissioned across Herts. The Public
Engagement Partnership is also planning a joint tracker survey to
compliment national indicator data sets.
The Council also shares data with Hertfordshire County Council for
waste collection although no formal protocols and policies have been
developed yet with the County Council.
At the last Hertfordshire Performance Network (HPN) meeting there
was a discussion about data quality and data sharing with partners.
The HPN would like all Herts authorities to sign up to a data
quality/data sharing agreement. The HPN are considering an example
protocol that has been sent by Dacorum BC and a data quality
questionnaire from North Herts DC.
22
Resolved
(Original)
Implementation Date

March 2010
Action
Priority
A formal staff training
programme should be developed
to support the new Data Quality
Strategy, this should include
refresher training for existing
staff involved with performance
data.
High
Responsibility
Action to date
Performance Staff involved in the collection and input of data, and in the production
Management of performance information, have received ad-hoc training on
Officer
induction in to the relevant department. This covers operational
procedures, including measures to ensure data quality, but is not
formally documented as part of a set programme. Training has been
delivered by existing staff with Data Quality responsibility.
Resolved
(Original)
Implementation Date

March 2009

March 2009
Session to introduce amended Data Quality Strategy held on 11
March 2009.
Session to be held with staff producing national indicator data on 25
March 2009 to emphasise importance of accuracy for 2008/9 data, to
resolve any problems, and promote data quality. Session to be
repeated annually and entered in corporate training programme.
The Council should take action
to ensure that the procedure for
calculating The Percentage of
Total Private Sector Homes
Vacant for More than Six Months
(HIP HSSA), correctly follows the
national guidance for this
indicator.
High
Residential
Services
Manager
The Percentage of Total Private Sector Homes Vacant for More than
Six Months (HIP HSSA) indicator was reserved due to errors in the
calculation.
This is no longer a national indicator. Nor is it required for the HIP
HSSA return. It has been deleted from the Environmental Health
Service Plan.
23
Data Quality Strategy – APPENDIX 3
Performance Indicator Quality Assurance sign-off
This form should be completed by all Heads of Service each year, in accordance with the Council’s Data Quality Strategy.
Service Plan: ________________________________
Total number of performance indicators in Service Plan: ______
Number of National Indicators in Service Plan (if applicable): ______
By signing below, I confirm the following in relation to the data quality of all performance indicators contained within this Service Plan:
-
data has been collected securely and accurately to meet collection interval requirements;
outturns have been calculated correctly, in accordance with published guidance where appropriate e.g. CLG definitions for National
Indicators;
reliable systems and processes have been used to calculate and store data;
where third party data has been used, appropriate checks have been carried out to ensure data quality;
there is a clear evidence trail for audit purposes;
Head of Service name (PRINT): ____________________________
Head of Service signature: ________________________________
Date: ________________
24