THREE RIVERS DISTRICT COUNCIL
BEST VALUE PERFORMANCE PLAN 2004/05
CONTENTS
Foreword
Page 2
The Council’s Vision and Partnership Working
Page 3
The Council’s Strategic Plan
Page 4
Themes, Policy Priorities and High Level Outcomes 2004/05
Page 5
Improvement Planning
Page 6
BVPI’s – To Monitor Progress Against Policy Priorities (Outturn 2003/04 and Targets 2004/05, 2005/06, 2006/07)
Page 7
Tackling Anti-Social Behaviour
Page 7
Supporting The Vulnerable
Page 8
Protecting The Greenbelt
Page 10
Green And Clean Open Spaces
Page 11
Providing A Mix Of Leisure Facilities For All Ages
Page 12
BVPI’s – To Monitor Progress Against Corporate Governance
Page 13
BVPIs - To Monitor Progress Against Services Not Directly Linked To Policy Priorities
Page 15
User Satisfaction Surveys – Base Numbers and Confidence Intervals
Page 17
Procurement – Statement On Contracts Awarded During 2003/04
Page 19
1
FOREWORD
The production and publication of the annual Best Value Performance Plan (BVPP) is a key element and statutory requirement of best value. It
provides us with the opportunity to clearly state our ambitions and priorities and what we expect of our services over the next three years, as
well as reporting how well we have done over the previous year. You will see that in this years BVPP all BVPI’s are set against either policy
priorities, corporate governance or other i.e. those not assigned to policy priorities or corporate governance. This is a change from previous
BVPP’s, which set BVPI’s against the portfolios for each of the Policy Panels. The change will inform the local community, our partners and
ourselves of progress in improving those services that contribute to the agreed themes and priorities for the district and which can enhance the
quality of life in the local area. This overall approach also goes some way to address a key issue raised by the CPA Inspection team (January
2004) which questioned the effectiveness and process of how the Council determines its priorities and how we measure progress against them.
We are also aware that we need to monitor and in some cases improve services that may not be directly linked to our priorities but are
contextual and reflect our underlying capacity and overall performance, such as how we manage staff, finances, and assets.
The overall content of this BVPP is somewhat reduced from previous years. This is as a result of revised guidance on BVPP’s issued by the
ODPM, whereby it is no longer a requirement to include information that is now available from other sources. It also reflects our ‘Good’ CPA
category following an inspection carried out by the Audit Commission in January 2004.
The outcome of these changes is that our BVPP 2004/05 is made up of several key elements;

The Three Rivers Strategic Plan, which provides a statement of our Vision, identifies the agreed shared themes and priorities with our
partners, sets out our policy priorities against each of the themes and a number of high level outcomes.

Improvement Planning against our policy priorities which provides a timetable for improving all BVPI’s over a 2-year period. Our aim is for all
BVPI’s related to policy priorities to be in the top quartile in 2005/06 and for all other BVPI’s to be in the upper quartiles within the same
timeframe.

Our outturn for BVPI’s 2003/04 and targets for BVPI’s for 2004/05, 2005/06 and 2006/07.

A statement on contracts awarded during 2003/04.
2
CONTENTS
The Council’s Vision and Partnership Working
The Council has a Vision of what it wants to achieve for the District that complements national objectives. It is that ““Three Rivers should be
a prosperous, safe and healthy place where people want and are able to live and work”.
Three Rivers District Council understands that to achieve this vision it needs to work in partnership with other statutory bodies and other
organisations that operate in the area. Therefore, in consultation with other partners across the district, the Council has developed a Local
Strategic Partnership.1 The aim of the partnership is to join up and better co-ordinate the work of all agencies across the District. By working
as part of a Local Strategic Partnership the Council is better able to contribute wherever it can.
In addition to the Local Strategic Partnership, Three Rivers District Council welcomes the opportunity to work with other organisations to tackle
local issues. Examples of our partnership working with voluntary and statutory agencies include Hertfordshire Environmental Forum,
Hertfordshire Prosperity Forum and the Health Partnership Board. Three Rivers is also part of the East of England Regional Assembly and an
active participant in the East of England Local Strategic Partnership Network.
A Community Strategy was agreed by the Local Strategic Partnership in March 2003. It aims to improve the economic, social and
environmental well-being of the District and is the vehicle through which we seek to achieve government targets as well as meeting local
priorities. The Strategy is based on four key themes, which reflect all the partners’ shared priorities:




1
Healthy Communities
Prosperous Communities
Safer Communities
Sustainable Communities.
Members of the Local Strategic Partnership (LSP) are Police and Police Authority, Three Rivers District Council, Herts. County Council, Primary Care Trust and Council for Voluntary Service.
3
Making Sense of all this for our Staff - The Council’s Strategic Plan
District Themes. - Three Rivers District Council has adopted the four Themes of the Community Strategy as a focus for its work across the
District. They represent priority areas for delivery in the Community Strategy for 2003 to 2008. They naturally, therefore, form the foundation on
which to develop and deliver the Strategic Plan. Also contributing to these themes will be a range of other Strategies and Plans such as
Implementing Electronic Government Statement, Best Value Performance Plan, Medium Term Financial Plan, and Cultural Strategy. These
are further underpinned by individual Service Plans and Team Action Plans.
Policy Priorities have been identified for 2004/05 to bring about the Council’s contribution to the District Themes and departments within the
Council are responsible individually and collectively for their successful delivery. Short term priorities for the Council, which are set against the
context of the District Themes, are reviewed by Elected Members on an annual basis. These priorities are there to provide an immediate focus
for improvement and make a direct contribution in achieving the District Themes.
High Level Outcomes - Specific outcomes have been identified against each of the Policy Priorities. Wherever possible they include
performance targets that are either time based or are quantifiable measures.
Corporate Governance - A range of activities exist under the general heading of Corporate Governance. These are services which cannot be
directly assigned to specific priorities but which make a contribution on a corporate basis. Under this heading we include
 Council Tax and NNDR
 Accountancy and Treasury
 Personnel
 Property & FM
 Legal
 Elections
 Housing Policy
 Corporate Management
 ITC / Web development
 Communications
4
The Strategic Plan - Themes, Policy Priorities and High Level Outcomes – 2004/05
DISTRICT
THEMES
CORPORATE
GOVERNANCE
POLICY
PRIORITIES
2004/05
POLICY PRIORITY
TACKLING ANTISOCIAL
BEHAVIOUR
SUPPORTING THE
VULNERABLE
SAFER
COMMUNITIES
TACKLING
ANTISOCIAL
BEHAVIOUR
PROSPEROUS
COMMUNITIES
SUPPORTING
THE
VULNERABLE
SUSTAINABLE
COMMUNITIES
PROTECTING
THE GREEN
BELT
GREEN &
CLEAN OPEN
SPACES
HEALTHY
COMMUNITIES
A MIX OF
LEISURE FOR
ALL AGES
High level outcomes for 2004/05




Reduce the fear of crime in Three Rivers District from the levels found by the April 2001 telephone survey
Delivery of the Community Safety Partnership outcomes
That those budgets dedicated to supporting those in need are fully spent
Significant progress in implementing Department of Works and Pensions performance standards to provide a
better service to benefits customers
Action taken to ensure that 2010 Decent Homes Standard targets will be met
Ensure that no development which would be contrary to green belt policies takes places in the Green Belt
Ensure that at least 65% of development takes place on previously developed land
Evidence that the streets and town centres of the district are clean places to be

PROTECTING THE

GREEN BELT

GREEN AND CLEAN

OPEN SPACES
A MIX OF LEISURE FOR  Evidence of increased access to leisure provision by the young and the elderly
ALL AGES
 Evidence of increased access to leisure venues by people with a disability
 Implementation of the Improvement Plan which arises from our CPA inspection Jan 2004
CORPORATE
GOVERNANCE
 Updated District Community Plan which has been agreed with partners
Progress against achieving the High level outcomes will be reported to each meeting of the Executive Committee
5
Comprehensive Performance Assessment - Three Rivers underwent a Comprehensive Performance Assessment during January 2004. The
Council was pleased to be assessed as assessed as “good” by the Audit Commission but is striving to be “excellent”. We recognise that one of
the things we can do to help bring this about will be to demonstrate that we can improve service provision for the public, particularly in those
areas that we have identified as priorities. How we plan to target those priorities is set out below.
Setting Targets and Monitoring Progress. - In order to effectively measure progress against each of the priorities the relevant Best Value
and Local Pi’s that can be associated to each Priority have been identified, against which targets have been set
Improving Performance - One of the ways the Council measures how it is performing in delivery of its services is by comparing its
performance for Best Value Performance Indicators relative to other authorities across England. As well as monitoring how it is performing in
absolute terms, performance is scored according to the authority co to the best quartile (75 percentile) or worst quartile (25-percentile)
performance. In this context, best quartile means the level of performance achieved by the best performing 25% of authorities.
Improvement Targets - The Council’s improvement strategy focusing on BVPIs can be expressed as follows;
BVPI Type
Status as at March 2003
Worst Quartile
For those BVPIs
which relate to
priorities
For those BVPIs
which relate to
Corporate
Governance /
Other
27%
31%
25%
32%
30%
12%
36%
3rd Quartile
2nd Quartile
Targets
Move above Worst Quartile by 2004/05 and,
Into 2nd Quartile by 2005/06
Achieve 2nd Quartile by 2004/05 and
Achieve Best Quartile by 2005/06
Improve on previous year for 2004/05, and
Achieve Best Quartile by 2005/06
Best Quartile
Maintain Best Quartile year on year
Worst Quartile
Move above Worst Quartile by 2004/05, and
Into 2nd Quartile by 2005/06
3rd Quartile
Achieve 2nd Quartile by 2005/06
2nd Quartile
Maintain 2nd Quartile year on year
Best Quartile
Maintain Best Quartile year on year
7%
6
BVPIs to monitor progress against Policy Priorities
Policy Priority - Tackling Anti-Social Behaviour
BVPI
Description
BVPI 126 Domestic burglaries per 1,000 households
Violent offences committed by a stranger per 1,000
population
Violent offences committed in a public place per 1,000
BVPI 127b
population
Violent offences committed in connection with licensed
BVPI 127c
premises per 1,000 population
Violent offences committed under the influence per
BVPI 127d
1,000 population
BVPI 127a
BVPI 128 Vehicle crimes per 1,000 population
BVPI 174
The number of racial incidents recorded by the authority
per 100,000 population
BVPI 175 The % of racial incidents that resulted in further action
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
3rd
11.28
13.70
13.0
12.4
11.7
DSS
3rd
1.42
1.85
1.76
1.67
1.59
DSS
Worst
3.68
5.25
4.99
4.74
4.50
DSS
Best
0.19
0.44
0.42
0.40
0.38
DSS
Worst
1.58
2.93
2.78
2.64
2.51
DSS
3rd
11.22
15.87
15.4
14.9
14.5
DSS
Worst
24.13
78.78
98.48
123.10
153.88
DSS
Best
100%
100%
100%
100%
100%
DSS
7
Policy Priority - Supporting the vulnerable
BVPI
BVPI 76
Description
Housing Benefit Security
1) Number of claimants visited (per 1000 caseload)
2) Number of fraud investigators employed (per 1000
caseload)
3) Number of fraud investigations (per 1000 caseload)
4) Number of prosecutions and sanctions (per 1000
caseload)
BVPI 78a Average time for processing new benefit claims
BVPI 78b
Average time for processing notifications of changes of
circumstance
BVPI 78c Percentage of benefit renewal claims processed on time
BVPI 79a
BVPI 79b
BVPI 80
Percentage of cases where benefit entitlement
calculation was correct
The % of recoverable overpayments (excluding council
tax benefit) that were recovered in the year
Satisfaction with the benefit service
a) Contact with the office.
b) Service in the office.
c) Telephone service.
d) Staff in the office.
e) Forms.
f) Speed of service.
g) Overall satisfaction
Quartile
02/03
(ODPM)
Target
03/04
Amended Definition
Actual
03/04
1)
2)
3)
4)
294
0.87
41.92
7.86
Target
04/05
1)
2)
3)
4)
384
1.31
46.28
10.48
Target
05/06
1)
2)
3)
4)
384
1.31
47.16
10.48
Target
06/07
1)
2)
3)
4)
384
1.31
47.16
10.48
Dept Plan
DCR
Best
28
25
28
28
28
DCR
2nd
9
8
7
7
7
DCR
3rd
75%
66%
3rd
98.5%
97%
99%
99%
99%
DCR
Worst
45%
40.1%
42%
50%
50%
DCR
a)
b)
c)
d)
e)
f)
g)
8
86%
92%
83%
88%
71%
85%
87%
Deleted 2004/05
3 Year Survey
DCR
DCR
BVPI
BVPI 156
BVPI 164
BVPI 176
BVPI 177
BVPI 183
BVPI 202
(New)
BVPI 203
(New)
Description
The % of authority buildings open to the public in which
all public areas are suitable for and accessible to
disabled people.
Does the authority follow the Commission for Racial
Equality's code of practice in rented housing [and follow
the Good Practice Standards for social landlords on
tackling harassment included in the Code of Practice for
Social Landlords: Tackling Racial Harassment]?
The number of domestic violence refuge places per
10,000 population which are provided or supported by
the authority
Percentage of authority expenditure on legal and advice
services which is spent on services that have been
awarded the Quality Mark and meet a priority need as
defined in the Community Legal Service Partnership
strategic plan
The average length of stay in (i) bed and breakfast
accommodation and (ii) hostel accommodation of
households which include dependent children or a
pregnant woman and which are unintentionally
homeless and in priority need.
The number of people sleeping rough on a single night
within the area of the local authority.
The percentage change in the average number of
families, which include dependant children or a pregnant
woman, placed in temporary accommodation under the
homeless legislation compared with the average from
the previous year.
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
Worst
33%
8%
85%
100%
100%
DL&E
Best
Yes
Yes
Yes
Yes
Yes
DHH
3rd
0.0532
0.0552
0.055
0.055
0.055
DHH
3%
2.93%
3%
3%
3%
DCR
6 weeks
3 weeks
3 weeks
3 weeks
3 weeks
(i) 3rd
DHH
(ii) N/A
N/A
N/A
N/A
N/A
N/A
New BVPI 2004/05
DHH
New BVPI 2004/05
DHH
BVPI 176 – In calculating the outturn the contribution made by Three Rivers is based on our 2003/04 budgetary estimate and the overall operational expenditure for the refuge is based on draft final
accounts provided by Novas-Ouvertures Group who oversee the overall provision and management of the premises.
2
9
Policy Priority - Protecting the Green Belt
BVPI
Description
Percentage of new homes built on previously developed
land
Do you have a development plan (or alterations to it)
BVPI 200a that has been adopted in the last 5 years and the end
date of which has not expired?
BVPI 204 Percentage of appeals allowed against the authority's
(New)
decision to refuse planning applications.
BVPI 106
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
Best
65%
94%
65%
65%
65%
DL&E
Yes
Yes
Yes
Yes
Yes
DL&E
New BVPI 2004/05
10
DL&E
Policy Priority - Green and clean open spaces
BVPI
Description
BVPI 82a The percentage of household waste recycled
BVPI 82b
The percentage of household waste composted.
(Amended definition)
BVPI 84
The kg of household waste collected per head per
annum
BVPI 86
Cost of waste collection per household
BVPI 89
BVPI 90a
BVPI 90b
BVPI 91
BVPI 180a
BVPI 199
The percentage of people satisfied with the cleanliness
standard in their area
The percentage of people satisfied with the household
waste collection
The percentage of people satisfied with the waste
recycling
Percentage of population resident in the authority’s area
served by a kerbside collection of recyclables.
The energy consumption/m2 of local authority
operational property, compared with comparable
buildings in the UK as a whole, i) electricity ii) fossil fuels
The proportion of relevant land and highways as defined
under EPA 1990 Part IV section 86 (expressed as a
percentage) that is assessed as having combined
deposits of litter and detritus (e.g., sand, silt, and other
debris) across four categories of cleanliness (Clean,
Light, Significant, Heavy)
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
2nd
22%
18.66%
24%
25%
25%
DL&E
Worst
0%
0%
2%
>8%
>8%
DL&E
Best
316.85kg
337.92kg
345kg
365kg
365kg
DL&E
Worst
£71.65
£57.79
£93.29
£96.34
£99.95
DL&E
75%
61%
3 Year Survey
DL&E
88%
77%
3 Year Survey
DL&E
75%
66%
3 Year Survey
DL&E
Best
100%
100%
100%
100%
100%
(i) 2nd
(i) 97%
(i) 141%
(i) 139%
(i) 130%
(i) 128%
(ii) 3rd
(ii) 99%
(ii) 87%
(ii) 85%
(ii) 80%
(ii) 79%
6%
6%
6%
6%
New BVPI 2003/04
11
DL&E
DCR
DL&E
Policy Priority - Providing a mix of leisure facilities for all ages
BVPI
Description
BVPI 114 The adoption of a Local Cultural Strategy
The percentage of residents satisfied with the Local
Authority Cultural services overall, and shown as
(a) sports and leisure facilities,
BVPI 119 (b) libraries
(c) museums/galleries
(d) theatres and concert halls,
(e) parks and open spaces
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Best
100%
100%
Amended Definition
12
a) 46%
b) N/A
c) N/A
d) 43%
e) 70%
Target
04/05
Target
05/06
Target
06/07
Dept Plan
Deleted
DL&E
3 Year Survey
DL&E
BVPIs to monitor progress against Corporate Governance
BVPI
BVPI 1a
BVPI 1b
BVPI 1c
BVPI 2a
Description
Does the authority have a Community Strategy
developed in collaboration with the local strategic
partnership, for improving the economic, social and
environmental well being in a way that is sustainable?
By when will a full review of the Community Strategy be
completed? If such a review was scheduled for this year
was it completed on time?
Has the authority reported progress towards
implementing the community strategy to the wider
community this year? If no by when will this be
undertaken?
The level (if any) of the Equality Standard for Local
Government to which the authority conforms
BVPI 2b
The duty to promote race equality.
BVPI 3
The percentage of citizens satisfied with the overall
service provided
BVPI 4
BVPI 8
The percentage of complainants satisfied with the
handling of their complaint
The percentage of invoices for commercial goods and
services that were paid by the authority within 30 days of
such invoices being received by the authority.
BVPI 9
Percentage of Council Tax collected.
BVPI 10
The percentage of non-domestic rates due for the
financial year which were received by the authority.
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
Best
Yes
Yes
Yes
Yes
Yes
DSS
March
2004
Not
Completed
March
2005
Yes
Yes November
2003
Yes
Yes
Yes
DSS
1
0
0
1
1
TRDC
63%
72%
100%
100%
TRDC
Worst
Amended Definition
Major Review to be
carried out 2007/08
DSS
75%
62%
3 Year Survey
TRDC
75%
29%
3 Year Survey
TRDC
3rd
100%
95.10%
100%
100%
100%
DCR
3rd
97.50%
96.8%
97.3%
97.6%
97.8%
DCR
Worst
98.20%
98.48%
98.7%
98.8%
98.9%
DCR
13
BVPI
Description
BVPI 11a The percentage of top 5% of earners that are women.
BVPI 11b
The percentage of top 5% of earners from black and
minority ethnic communities.
The number of working days/shifts lost due to sickness
absence.
The percentage of employees retiring early (excluding illBVPI 14 health retirements) as a percentage of the total work
force.
The percentage of employees retiring on grounds of ill
BVPI 15
health as a percentage of the total workforce.
The percentage of local authority employees declaring
BVPI 16a that they meet the Disability Discrimination Act 1995
disability definition compared with,
BVPI 12
BVPI 16b
The percentage of economically active disabled people
in the authority area.
BVPI 17a
The percentage of local authority employees from
minority ethnic communities compared with
The percentage of the economically active minority
ethnic community population in the authority area.
The number of types of interactions that are enabled for
electronic delivery as a percentage of the types of
BVPI 157
interactions that are legally permissible for electronic
delivery.
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
Best
45%
39%
40%
40%
40%
DSS
Worst
7.70%
0%
5%
5%
5%
DSS
Best
6.8
7.6
6.8
6.8
6.8
DSS
Best
0.45%
0%
0.45%
0.45%
0.45%
DSS
3rd
0.35%
0.32%
0.35%
0.35%
0.35%
DSS
Worst
0.60%
0.3%
1%
1.30%
1.6%
DSS
9.85%
Best
7.7%
BVPI 17b
4.77%
N/A
8%
8%
8%
8.04%
Best
14
75%
69%
DSS
N/A
93%
100%
100%
DSS
BVPIs to monitor services not directly linked to Policy Priorities
BVPI
Description
The proportion of unfit private sector dwellings made fit
or demolished as a direct result of action by the local
authority.
Energy Efficiency – the average SAP rating of local
BVPI 63
authority owned dwellings.
The number of private sector vacant dwellings that are
BVPI 64 returned into occupation or demolished during 2003/04
as a direct result of action by the local authority.
Local authority rent collection and arrears: proportion of
BVPI 66a
rent collected.
Satisfaction of tenants of council housing with the overall
service provided by their landlord: with results further
BVPI 74
broken down by i) black and minority ethnic and ii) nonblack and minority ethnic tenants.
Satisfaction of tenants of council housing with
opportunities for participation in management and
decision making in relation to housing services provided
BVPI 75
by their landlord: with results further broken down by (i)
black and minority ethnic and (ii) non-black and minority
ethnic tenants.
BVPI 62
BVPI 107 Planning cost per head of population
BVPI 109a
Percentage of major applications determined in 13
weeks
BVPI 109b Percentage of minor applications determined in 8 weeks
3
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
Best
3%
2.25%
3%
3%
3%
DHH
Worst
56.7
Not
Available3
57.8
58.9
59.9
DHH
Worst
0%
0%
0%
2%
5%
DHH
2nd
98.40%
98.52%
98.66%
98.78%
98.88%
DHH
3rd
86%
73.7%
(i) 69.9%
3 Year Survey
DHH
3 Year Survey
DHH
Deleted 2004/05
DL&E
(ii) 73.8%
70%
63.7%
(i) 60.3%
(ii) 64.1%
Worst
£19.95
£19.26
3rd
60%
61.5%
60%
60%
60%
DL&E
3rd
65%
76%
65%
65%
65%
DL&E
Software purchased but not fully operational
15
BVPI 109c Percentage of other applications determined in 8 weeks.
BVPI
Description
3rd
80%
87%
80%
80%
80%
DL&E
Quartile
02/03
(ODPM)
Target
03/04
Actual
03/04
Target
04/05
Target
05/06
Target
06/07
Dept Plan
84%
71%
3 Year Survey
DL&E
Definition to be amended
DHH
BVPI 111
The percentage of applicants satisfied with the planning
service received
BVPI 166
Score against a checklist of enforcement best practice
for environmental health
Best
100%
100%
BVPI 179
Percentage of Standard Searches carried out within 10
working days
3rd
100%
99.77%
100%
100%
100%
DL&E
BVPI 184a
The proportion of local authority homes which were nondecent at 1 April 2003
3rd
-
33.9%
16.7%
10.5%
4.0%
DHH
Best
34%
51.7%
38.5%
62.5%
21.9%
DHH
Best
90%
93.6%
95%
98%
99%
DHH
2nd
90%
92.9%
The percentage change in proportion of non-decent LA
homes between 1 April 2003 and 1 April 2004
Percentage of responsive (but not emergency) repairs
BVPI 185 during the year, for which the authority both made and
kept an appointment.
The number of decisions delegated to officers as a
BVPI 188
percentage of all decisions
BVPI 184b
BV 205
(New)
Planning - Quality of service checklist
New BVPI 2004/05
16
Deleted 2004/05
DL&E
DL&E
User Satisfaction Surveys
During 2003/04 we have carried out a number of user satisfaction surveys which provide a range of survey-based best value performance
indicators. These are shown as follows;




General Survey – BVPI’s 3, 4, 89, 90, 119
Benefits Survey – BVPI 80
Planning Survey – BVPI 111
Tenants Survey – BVPI’s 74, 75
The results related to these indicators are shown in the previous tables. In addition to reporting the outturn figures we are also required by the
ODPM to report the base number and confidence interval for each indicator. The figures have been provided by ATP and are shown in the
following table.
Survey
BVPI
Description
Base Number
Confidence
Interval (+/-)
BVPI 3
1493
2.5%
336
4.9%
1501
2.5%
BVPI 90a
The percentage of citizens satisfied with the overall service provided.
The percentage of complainants satisfied with the handling of their
complaint.
The percentage of people satisfied with the cleanliness standard in their
area.
The percentage of people satisfied with the household waste collection.
1482
2.1%
BVPI 90b
The percentage of people satisfied with the waste recycling.
1374
2.5%
BVPI 119a
The percentage of residents satisfied with sports and leisure facilities.
1356
2.7%
BVPI 119d
The percentage of residents satisfied with theatres and concert halls.
1347
2.6%
BVPI 119e
The percentage of residents satisfied with parks and open spaces.
1405
2.4%
BVPI 4
BVPI 89
General
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Survey
Benefits
Planning
BVPI
Confidence
Interval (+/-)
Satisfaction with contact with the office.
689
2.6%
BVPI 80b
Satisfaction with service in the office
434
2.6%
BVPI 80c
Satisfaction with telephone service.
288
4.5%
BVPI 80d
Satisfaction with staff in the office.
690
2.4%
BVPI 80e
Satisfaction with forms.
719
3.3%
BVPI 80f
Satisfaction with speed of the service.
739
2.6%
BVPI 80g
Overall satisfaction with the benefits service.
737
2.4%
BVPI 111
The percentage of applicants satisfied with the planning service received.
234
5.8%
BVPI 74
Satisfaction of tenants of council housing with the overall service
provided by their landlord.
836
3.0%
Satisfaction of black and minority ethnic tenants with the overall service.
14
24.0%4
819
3.0%
642
3.7%
10
30.3%4
BVPI 74(ii)
BVPI 75
BVPI 75(i)
4
Base Number
BVPI 80a
BVPI 74(i)
Tenants
Description
Satisfaction of non-black and minority ethnic tenants with the overall
service.
Satisfaction of tenants of council housing with opportunities for
participation in management and decision making in relation to housing
services provided by their landlord.
Satisfaction of black and minority ethnic tenants of council housing with
opportunities for participation in management and decision making.
High value due to low numbers of BME participants in the survey
18
BVPI 75(ii)
Satisfaction of non-black and minority ethnic tenants of council housing
with opportunities for participation in management and decision making.
19
628
3.8%
Procurement – Statement on contracts
When the Council contracts out its services, it aims to obtain Best Value in terms of cost and quality of service. It does not have a predetermined view on whether services should be provided in-house or by outside contractors. However, in the event of a change of provider or
contractor, the Council is concerned to ensure that the Transfer of Undertakings (Protection of Employment) Regulations (T.U.P.E.) are
followed where applicable. This applies whether the transfer of work occurs between Council employees and an outside contractor or between
two external providers.
Since 1 April 2003 three contracts have commenced where TUPE applied (see *). All of these contracts involved a change of contractor.
Contract Date
Contract Description
Contractor
1 April 2003
Corporate Contract for Cleaning *
Hughes Gardner Cleaning and Support Services Ltd
1 April 2003
Manned Guarding at Three Rivers House *
Elizabethan Security Ltd
1 November 2003
Grounds Maintenance General *
Three Rivers Environmental Protection
1 November 2003
Grounds Maintenance Croxley Green
Croxley Green Parish Council
1 January 2004
Housing Maintenance
Three Rivers Construction
1 January 2004
Housing Maintenance
Fleet Construction Ltd
1 January 2004
Housing Maintenance
Mill Green Electrical Ltd.
1 January 2004
Housing Maintenance
G. Smith Ltd
1 January 2004
Housing Maintenance
B. C. F. Roofing Contractors
1 January 2004
Housing Maintenance
Horwood
1 January 2004
Housing Maintenance
Stanley
All of the tender exercises proceeding the awarding of the above mentioned contracts made it clear, in all of the documentation, that TUPE
might apply. The Council used its best endeavors to ensure (within the limitations of the Data Protection Act) that the correct information was
passed to the tenderers and that all tenderers had taken into account the possibility that TUPE may apply, when preparing their tenders.
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