Appendix A
Monitoring report to CCPI for the Corporate Objective – Work & Prosper.
22nd November 2007
This report provides performance information in respect of the corporate objective “Work & Prosper”
Executive Summary
The corporate objective “Work & Prosper” is currently measured by the following key performance indicators (KPIs)
and milestones within the County Council’s 2007/08 Annual Delivery Plan (ADP).
KPIs:
LAA E4: Number of Modern Apprentices in LCC & public sector organisations in Lancashire:a) starts,
b) Completions
LAA E10: Business start-up and sustainability:a) Number of new businesses established
b) Above sustained for a minimum of 12 months
LCPU 10: Number of jobs created / safeguarded through LCDL activity
LCPU 11: Leverage of external funding through LCDL (£m)
1
2007/08 Annual Delivery Plan milestones:
C05.1 Delivering a county council economic policy framework
Delivering the framework
Developing guidance for directorates and introducing procedures to make sure they consider the framework when
developing policies and delivering services
Developing a system to assess the effectiveness of the framework and keep it relevant to our needs
C05.2 Giving people the right skills to improve their lives
Setting up a Lancashire Skills Strategy Group to drive forward the Lancashire Skills Strategy
Continuing to work in partnership to improve access and progress to higher education
C05.3 Setting up multi-area agreements
Consulting the East Lancashire Chief Executives’ Group and authorities on the Fylde coast as to the nature of
multi-area agreements and how they might relate to these areas
Developing a multi-area agreement with Blackpool and Blackburn with Darwen
2
KEY MESSAGES
The LAA KPI (LAA E4) appears to have performance issues associated with it. As it is a “stretch” measures, it will
receive close performance management attention through the LAA Performance Management process to ensure
that the maximum possible Performance Reward Grant potential is achieved.
The two “local” KPIs are performing adequately and are on track to achieve target at year end 2007/08.
Of the seven milestones associated with the Work & Prosper corporate objective in the Annual Delivery Plan, five
are performing well and are rated as green (on target to be completed satisfactorily and on time). However, two
are rated as amber (slipped slightly but will be completed either on time or very shortly thereafter).
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Work & prosper
KPIs
LAA E04 - LAA E4: Number of Modern Apprentices in LCC & public sector organisations in Lancashire:a) starts,
b) Completions
Year
Actual Target
2006/07
136.00 186.00
2007/08
--
--
2008/09
--
--
Commentary
This is an annual measure and an LAA stretch measure.
The 2006/07 year end position was reported to Cabinet Committee on Performance improvement in July 2007 and
will continue to be reported to this committee through the LAA performance reporting process.
The latest data suggest that the baseline data for this measure has since been shown to be inaccurate and should
have been 92, not 186. Current total performance from the beginning of April 2006 is 196 started opportunities, with
the majority of '07/'08 starts to still be recorded. Based from the correct baseline this shows significant increase in
performance, but as the baseline cannot be changed because the target is a Reward Target the measure has
become, and is likely to remain, red.
Part “b)” -completions - is measured after 12 months of start and will be reported upon at year end based on the
2006/07 “starts”.
4
LAA E10: Business start-up and sustainability:a) Number of new businesses established
b) Above sustained for a minimum of 12 months
Year
Actual
Target
2006/07 Q1
307.00
--
2006/07 Q2
429.00
--
2006/07 Q3
No data
--
2006/07 Q4
684.00
583.00
2007/08 Q1
No data
145.00
2007/8 Q2
718.00
290.00
Commentary
This is an LAA stretch measure.
Though the quarterly provision of data is sketchy, it appears that for part a) the “non-stretch” element was achieved
in 2006/07. However, the “stretch” element target is for 708 businesses to be established per year, so this target was
not met in 2006/07. Encouragingly though, changes to the provision of business support have impacted significantly
on the business support provided and recorded in Lancashire. A process is in place for retaining previous starts and
recording the numbers of those sustained for 12-months and the stretch element has already been achieved for this
year. Part b) kicks in after 12 months and will be reported upon at year end. As with LAA E4 (above) this measure
will continue to be reported to this committee through the LAA performance reporting process.
5
LCPU-010 Number of jobs created or safeguarded through LCDL Activity
Number (2 Decimal Places) Act
Targ
Prev year
2005/06 Q2
252.00
124.00
208.00
2005/06 Q3
764.00
311.00
464.00
2005/06 Q4
1,538.00
561.00
943.00
2006/07 Q1
60.00
--
51.00
2006/07 Q2
152.00
--
252.00
2006/07 Q3
223.00
--
764.00
2006/07 Q4
441.00
300.00
1,538
2007/08 Q1
53.00
--
60.00
2007/08 Q2
154.00
150
152.00
6
Commentary:
LCDL has achieved over 50% of the 2007/08 annual target of 300 at the half-year point.
The split is: 108 jobs created and 46 safeguarded
The key areas of delivery are as follows:
•
Rural Lancashire Development Grants (33): this project involves the transformation of disused rural buildings
into business premises in order to support the local economy and community.
Market Towns Initiative (34): this project aims to invigorate trading in five market towns.
Rosebud Investment Scheme (17): this scheme provides loans to start up or expanding businesses.
•
•
The numbers in brackets refer to the number of jobs achieved for the first half of the year for the projects mentioned.
The areas highlighted the key achievers only
The 300 figure is the business plan target for 2007/08 (i.e. year end target). Our current forecast is we will achieve
300.
Key achievements planned for the second half of the year:




Rural Lancashire Development Grants: see above for further details.
Rosebud Investment Scheme: see above for further details.
Lancashire Technology Centre: this centre is 33% owned by LCDL, and provides office space for businesses
in the technology sector.
Carnforth Area Regeneration Partnership: this project involves the provision of grants to small and medium
enterprises in the Carnforth area.
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LCPU 11: Leverage of external funding through LCDL (£m)
£M
Act
Targ
Prev Yr
2005/06 Q2
6.988
10,500
4,274
2005/06 Q3
9.243
15,750
5,880
2005/06 Q4
16.528
21,000
14,666
2006/07 Q1
4.650
--
3,766
2006/07 Q2
8.178
--
6,988
2006/07 Q3
9.480
--
9,243
2006/07 Q4
21.370
12,500
16,528
2007/08 Q1
1.027
--
4,650
2007/08 Q2
5.467
--
8,178
8
Commentary:
LCDL has achieved almost 50% of the 2007/08 annual target at the half-year point.
The key areas of delivery are as follows:





Burnley Enterprise Haven (Turf Moor) (£1m): feasibility and design support to enable the development of the
enterprise haven.
Rosebud (£0.7m): see above for further details.
Better Qualified Workforce for Leisure and Tourism (£0.6m): this project provides tailored student work
placements in the leisure and tourism sectors.
Lancashire Rural Tourism Initiative (£0.4m): this project manages rural tourism initiatives and economic
development programmes.
Rural Lancashire Development Grants (£0.4m): see above for further details.
Key achievements planned for the second half of the year:







Rosebud Investment Scheme: see above for further details.
Rural Lancashire Development Grants: see above for further details.
Lancashire Technology Centre: see above for further details.
Grants for Growth: this project involves providing grants to assist marginalised groups into employment.
Better Qualified Workforce for Leisure and Tourism: see above for further details.
Carnforth Area Regeneration Partnership: see above for further details.
Barnoldswick Enterprise and Resource Centre: this project involves providing funding and project support to
the centre to enable business growth and facilitate training.
Comparative performance:
Based on the direction of travel, the first two quarters of 2007/08 shows that performance is not as high as in
2006/07. However, LCDL suggests that the target will be met by year end.
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Annual Delivery Plan Milestone Performance Update:
Milestone
Inherent Risk
High
Current Position
Residual Risk
Medium
R/A/G Status
Performance
G
C05.1 Delivering a county council economic policy framework
Delivering the framework
Developing guidance for
directorates and introducing
procedures to make sure they
consider the framework when
developing policies and
delivering services
Part of the remit of the newly created post of Economic Policy Officer
within the External Relations Team is to drive forward the work of the
Strategy. This post was filled in August 2007. An Away Day was held
in September 2007 (meaning the original timetable has slipped by 1
month), the purpose of which was to bring together representatives
from all LCC Directorates to discuss the inter-connectivity between
services and their relationship with the Lancashire Economy.
A report is being developed for CMB in November 2007, which will be
informed by the outcomes from the Away Day and will include
suggested key issues for LCC to bear in mind when drafting the
Economic Framework.
The awayday referred to above was focused on Directorate services
and their impact upon the economy – this was to ensure that the
economic framework accurately reflects the importance of service
delivery.
Formal guidance will be based upon the themes identified for the
Economic Framework by CMB and the Cabinet and will be developed
as part of the process for developing the Economic Framework.
Other strategies and documents produced by LCC are also being
examined in order to ensure that best practice is adopted and the
guidance is as effective as possible.
It is intended to present a report on the Economic Framework to
Cabinet in January 2008, after which the guidance can be developed
alongside the Framework with the intention of both being finalised
around May 2008.
Green
Green
10
Milestone
Current Position
R/A/G Status
C05.1 Delivering a county council economic policy framework (cont.)
Developing a system to assess
the effectiveness of the
framework and keep it relevant
to our needs.
This is in development. Discussions are taking place with LCC
Officers who have produced other strategies and documents for the
Council.
Meetings are also being arranged with members of the Policy I & D
Team to look at ways of monitoring and performance managing the
Framework once it is developed.
Green
Once the key themes and issues have been agreed by CMB and
Cabinet, the system for assessing the effectiveness of the Framework
will be developed alongside the Framework to ensure that objectives
and issues addressed are accountable. This system will therefore be
complete once the Framework has been formally adopted.
11
Milestone
Inherent Risk
High
Current Position
Residual Risk
Medium
R/A/G Status
Performance
A
C05.2 Giving people the right skills to improve their lives
Setting up a Lancashire
Skills Strategy Group to
drive forward the Lancashire
Skills Strategy
A Sub Regional Skills Partnership (which acts as the strategy group)
has been established by LEP, which consist of representatives from
universities. LSC, business community, district councils, DWP
Continuing to work in
partnership to improve
access and progress to
higher education
Below the strategy group is the sub regional skills and inclusion group.
Underneath this LEP are setting up district skills and inclusion
coordinating groups. LCDL has strongly advised LEP that
these should align with the LSP skills, life long learning or
employability groups which consider skills and inclusion. There are
other local groups such as the Vision Board which also consider skills
so the new local coordinating groups could add another layer to an
already meeting congested market
Acheivements thus far:
 Development of protocols for enhanced partnership working
between Lancashire Student Services and (i) 14-19 LEAD
Groups, (ii) Aim Higher and (iii) Integrated Youth Service /
Connexions.
 LSS is making good progress in developing its menu of IAG
services including training packages for partners.
 LSS is making good progress with the development of an MIS
Data-Warehouse to enable the Service and its partners to more
precisely target IAG intended to promote access to, better
choice and widened participation in HE
Amber
Amber
12
Milestone
Inherent Risk
High
Current Position
Residual Risk
High
R/A/G Status
Performance
A
C05.3 Setting up multi-area agreements
Consulting the East
Lancashire Chief
Executives’ Group and
authorities on the Fylde
coast as to the nature of
multi-area agreements and
how they might relate to
these areas;
Work is progressing – negotiations are currently taking place with a
number of authorities across the county and the sub region.
Much of this work is dependant upon the detail promised when the
sub national review of economic development and regeneration was
published.
Green
A summary of this review was presented to Cabinet on the 13th
September and although further information on two of the financial
implications of the Review have been published, further details of
other elements of the Review are still awaited.
Developing a multi-area
agreement with Blackpool
and Blackburn with Darwen.
Discussions are ongoing. These rely largely on the negotiations
mentioned above and the discussions relating to the nature of multiarea agreements with partners.
Green
13