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					Report No: CETC/23                                                                   Appendix 1

(2002/03 review year)

The review examined the Council’s arrangements for procurement. It considered the
possibilities for a corporate procurement function, more effective use of electronic
procurement and greener procurement, and identified potential savings and the investment
required to achieve those savings. The review found that the Council spends around £103m
per annum through third parties in the delivery of services. Examples of good procurement
practice were found, and there is a corporate procurement strategy in place. However, the
devolved nature of activities means there are few corporate contracts and little co-ordination
of procurement. Combined with a lack of professional procurement expertise, this is an area
that generally yields poor value for money.

The Council’s progress with the implementation of the improvement plan was hampered
initially by its inability to recruit to the post of Corporate Procurement Manager, as there is a
national shortage of procurement professionals. This was overcome by the appointment of an
interim manager in February 2004.

Progress on key improvements

Establish a Corporate Procurement Unit (CPU) and Procurement & Contracts Review Board:

Achieved         An interim manager was recruited in February 2004 to lead the CPU.
                 Recruitment for the longer-term CPU manager will take place after the
                 Council’s corporate job evaluation project is complete. A procurement
                 advisor and procurement officer were recruited in July and August 2004.
                 The Procurement Board has been established at Assistant Director level. A
                 procurement network of practitioners has also been set up to facilitate
                 learning across the Council.

Support the setting up of an Essex Procurement Agency:

Achieved         The Agency has been set up and the Council is an active participant.

Adopt an e-procurement strategy; implement electronic ordering, the use of purchase cards
and a Council-wide electronic contract data base:

Not Achieved     E-procurement strategy - revised target date September 2004.
                 Some electronic ordering taking place – e.g. stationary.
                 Purchase cards – appropriateness to be reviewed in the light of the
                 development of the E-procurement strategy.
                 Electronic contract database – June 2004 deadline delayed due to the ICT
                 Division’s commitment to delivering the Contact Centre by the end of 2004.

Adopt green guidelines, move towards whole life costings and agree a green procurement

Not Achieved     In view of the difficulty in recruiting staff to the CPU the timetable has been
                 deferred until to December 2005.

Achieve savings of £4.2m plus efficiency savings across the Council’s spend over five years
through the use of corporate contracts and more effective and efficient procurement:

Not Achieved     Savings are being secured as follows: agency staff (£30,000 – rising to
                 £300,000 after tender), telecoms (£90,000), stationary (up to £70,000),
                 mobile phones (£45,000), vehicle purchases (£12,000), disaster recovery
                 (£7,000), recruitment advertising (£20,000), furniture (up to £20,000) and
                 photocopiers (£20,000).

Report No: CETC/23                                                                 Appendix 1

Revise corporate procurement strategy and contract procedure rules:

Not Achieved     This work is underway and the deadline has been revised to November
                 Work on the corporate procurement strategy will be completed by October
                 2004 following internal consultation.
                 The review of contract procedure rules is currently progressing through the
                 Council’s consultation process and will require approval from the full Council
                 at its scheduled meeting in November before adoption.

Monitor performance through a suite of procurement performance:

Not Achieved     Quarterly reports to Procurement Strategy Board (PSB) from November
                 2004. The PSB is due to finalise and agree measures at its next meeting in

Inspection results

The procurement function was inspected in May 2004 by the Audit Commission. The Audit
Commission’s report will be published in mid-September 2004. Inspectors’ recommendations
will be added to the improvement plan.

Performance indicator analysis

BVPI 8:         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

BVPI 157:       the number of types of interactions that are enabled for electronic delivery as
                a percentage of the types of interactions that are legally permissible for
                electronic delivery.

                 2001/02                2002/03          2003/04
BVPI 8           92.7                   95.5             96.2

BVPI 157         31                     42               54

Impact of improvement measures implemented

To maximise impact the Council has prioritised quick wins to secure procurement savings and
to help to ease the Council’s difficult budgetary position. The new CPU is providing advice,
support and guidance across a broad range of procurement matters and in doing so it is
helping to disseminate and embed good procurement practice. It is also laying the
foundations, for example, through the strategy development and the revision of contract
procedure rules to take forward longer term initiatives. The team will shortly be strengthened
following the recent appointment of a Procurement Adviser and Procurement Officer.

Responsible officer

Lee Harris, Assistant Chief Executive

Report No: CETC/23                                                                    Appendix 1

Customer Care (Incorporating Out of Hours)
(2002/03 review year)

The Best Value review of Customer Care, which incorporated the Council’s out of hours
services, looked at existing practices and processes regarding customer care and determined
how these could be made more economic, efficient and effective. In particular, the review

   Policies, procedures and training associated with customer care across all departments
   Complaints systems
   Management of processes e.g. telephone systems, charter of standards, progress chasing
    and tracking systems used in terms of responses to letters, e-mails and telephone calls
   Identification of improvements and new methods that can be considered, including the use
    of I.T. in the way customer care can be provided

The findings and recommendations of the review were approved by Cabinet in May 2003, and
a customer services group was established to develop and progress the Improvement Plan and
recommendations from the Audit Commission.

Progress on key improvements

Telephone Contact:
   Aim to answer telephone calls within 10 seconds (4 rings)
   Ensure calls are answered when officers are not at their desks
   Provide callers with direct number, name and department

Written Contact:
   Aim to answer letters, e-mails and faxes within 10 working days (or provide a response
    explaining why a full reply may take longer)
   All written correspondence to be in clear, plain language with clear contact details

Face to Face:
   Greet customers in a courteous, caring and professional way
   See customers with an appointment on time, or, if this is not possible, advise the customer
    as to why and re-arrange the appointment
   Display clear and useful signs at all offices, including opening times

Not Achieved            The standards were launched to all staff during April and May 2004 to
                        enable them to ‘buy into’ the customer care ethos. There has been a
                        delay in launching the standards to the public due to a change in
                        Assistant Directors. It is anticipated that work will progress in launching
                        the standards publicly during October 2004. Some telephone monitoring
                        arrangements are already in place and the remaining will be introduced
                        with the Contact Centre in December 2004.

 Complaints will be responded to within 10 working days
 (Stage 1 complaints – Social Care – 14 days)
 (Stage 2 complaints – 28 days)

Not Achieved            Formal complaints under the Council’s Corporate Complaints Procedure
                        are provided with an initial response within 10 working days.
                        73% of all Social Services Stage 1 complaints received during 2003/04
                        received an initial or full response within 14 days. Of the nine Stage 2
                        complaints during that period, all received an initial response within 14
                        days and two received a full response within 28 days.

Report No: CETC/23                                                               Appendix 1

Inspection results

The Audit Commission inspected the service in October 2003, and awarded a 1 star rating of a
‘fair’ service with ‘promising’ prospects for improvement.

The recommendations from the Audit Commission were:

Consult and involve customers, staff, partners and contractors as appropriate in the
development and implementation of the customer contact standards and contact centre so that
there is a shared understanding and commitment to delivering the ‘One Council’ approach:

Achieved              These recommendations have been incorporated into the Customer
                      Care Improvement Plan and implementation commenced via the launch
                      of Customer Care and Contact standards (April/May 2004) which is
                      focussing on internal and external customers, developing a consistent
                      approach to contact standards and the ‘One Council’ vision.

Develop and implement corporate guidelines for dealing with informal complaints and other
feedback to improve the consistency of response:

Not Achieved          Progress continues on this recommendation, and work is anticipated to
                      be completed by October 2004.

Ensure that improvements and lessons from dealing with complaints and queries are publicised
within services, the Council generally and, where appropriate, the general public, to improve
services and engage customers:

Not Achieved          Since the inspection the Council has implemented a system to monitor
                      and learn from informal complaints. Proposals have been made to gain
                      feedback when formal complaints have been closed. Good progress
                      has been made and the Council anticipates completing work on this
                      recommendation by October 2004.

Engage with staff, and agree measures to improve the care of “internal customers”:

Not Achieved          These recommendations were actively implemented via the launch of
                      Customer Care and Contact standards (April/May 2004) which focused
                      on internal and external customers, developing a consistent approach to
                      contact standards and the ‘One Council’ vision. Work for monitoring
                      these measures will be finalised by December 2004.

Improve customers’ access to appropriate staff and information:
 Ensure adequate back-office cover at all times
 Improve the range and coverage of leaflets and other written and electronic information
   available at reception points
 Ensure that all public contact points within the Council provide consistent standard of
   customer response
 Promote the ‘One Council’ approach and exploit the opportunities for raising the profile of
   the Council

Not Achieved          At the Corporate Information Exchange in January 2004 the ‘One
                      Council’ approach was presented and discussed by middle managers in
                      workshops. Progress continues on taking this recommendation forward,
                      and the Customer Contact Centre is expected to be open by December
                      2004 which will improve public access to the Council, services and

Report No: CETC/23                                                                Appendix 1

Performance indicator analysis

The Customer Care Improvement Plan, along with the recommendations from the Audit
Commission, identifies actions, responsibilities, timescales, financial resources and targets.

Having established local indicators and set targets, data will be collected and analysed, along
with analysis of Mystery Shopping and the Customers Satisfaction Survey to measure the level
and performance of customer care.

Impact of improvement measures implemented

The initial impact of improving customer care will be seen by the increase in customer
satisfaction which will be measured as detailed above. Equally important is the impact that the
improvement measures have on staff, which includes the effect of training and development
and the continuous drive to improve customer care.

Responsible officer

David Andrews, Borough Treasurer and Deputy Chief Executive

Report No: CETC/23                                                              Appendix 1

Highways Maintenance

(2001/02 review year)

The review examined the maintenance of all public highways and included street cleaning,
street lighting and the removal of abandoned vehicles. The review found that the Council is
successful in securing competitive works relating to highways maintenance, street cleaning,
street lighting (except scouting) and the removal of abandoned vehicles. The review
highlighted that key areas of concern to residents are pavement maintenance, litter in the
High Street and the removal of abandoned vehicles.

Progress on key improvements

General Issues:
 Ensure aims and objectives of the service are clear and communicated to all staff.
 Improve communication between departments and between sections in the TES Dept.
 Develop and monitor existing staff training and development programmes.
 Review usefulness of Quality Assurance Scheme.
 Improve communications with highway users.
 Undertake consultation using Customer feed back questionnaires.
 Shadow PFI initiative at Portsmouth City Council, including core management functions.
 Monitor PIs as identified in this Review and in the Annual Service Plan.

Achieved         The above actions have been achieved. A summary of the achievements
                 against these actions is given in the update in Appendix 1 of the Local
                 Performance Plan 2004/05.

 Better communication between contractors, staff and client officers.
 IT systems should be replaced on a phased basis for multi-user access and future links to
  corporate GIS system.

Not Achieved     These actions have not yet been achieved.
                 Mobile phones are in use but electronic communication with the Council’s
                 highway contractor has yet to be implemented. This will be reviewed when
                 the highways maintenance orders IT system has been completed.
                 Eight database systems are programmed for improvement. The most
                 complex system (Work Orders/Invoicing) is nearing completion. Others will
                 be developed and migrated over the period to October 2004. Links to
                 corporate GIS system are being developed where appropriate.

Maintenance of the Surface of the Highway:
 Develop and agree a policy to deal with safety issues related to vegetation, trees and
 Agree the policy for planned maintenance for carriageways, footways and cycle paths by
  developing existing criteria.

Achieved        The above actions have been achieved. A summary of the achievements
                against these actions is given in the update in Appendix 1 of the Local
                Performance Plan 2004/05.

 Maintain and seek to reduce % of ad-hoc works in favour of planned works and reduce
  surfaces prone to accidents:

Not Achieved    This action has not yet been achieved.
                Revenue budgets are decreasing for highway maintenance works. The level
                of ad-hoc works compared with planned works remains fairly constant judged
                on a needs basis following inspection. No revenue funding is provided for
                planned maintenance. Planned works (carriageway resurfacing and footway

Report No: CETC/23                                                               Appendix 1

                 reconstruction) are undertaken by LTP capital funding only which remains at
                 the indicative level set by Government. Planned works are targeted at the
                 roads highlighted as needing repair in BVPI Indicators. Specific plans to
                 meet the 10 year target for improvement have yet to be established.

Street Cleansing:
 Trial Enforcement of Litter Laws.
 Voluntary agreement with Fast Food Businesses in High Street.

Achieved         The above actions have been achieved. A summary of the achievements
                 against these actions is given in the update in Appendix 1 of the Local
                 Performance Plan 2004/05.

 Improve litter clearance of Southend High Street.
 Litter Education Plan.

Not Achieved     These actions have not yet been achieved.
                 Funding for extending cleansing of the High Street to the evenings has not
                 been identified. Daytime cleansing has been reviewed.
                 There has been limited progress on the development of a Litter Education
                 Plan which was intended to be agreed by Cabinet in Year 2 (2003). Financial
                 resources to develop and undertake plan yet to be identified.

Street Lighting:
 Take advantage of new lighting technology.
 Crime related targeting of lighting improvement in streets.
 Repairs to electricity cables.

Achieved         The above actions have been achieved. A summary of the achievements
                 against these actions is given in the update in Appendix 1 of the Local
                 Performance Plan 2004/05.

 Replace cast iron columns (known as “Mosley Columns” and generally located in
  residential streets).
 Review current scouting method.

Not Achieved     These actions have not yet been achieved.
                 Columns with Category 2 defects are replaced with available street lighting
                 revenue maintenance budgets (or in conjunction with new works) each year
                 (approximately 100 per annum). There are an estimated 3,620 columns
                 remaining. Yet to be reviewed.

Abandoned Vehicles:
 Providing information to the public on responsibilities and restrictions on removing
  Abandoned Vehicles.
 Expand existing protocol with Essex Police (Southend Division) and Essex Fire.

Achieved         The above actions have been achieved. A summary of the achievements
                 against these actions is given in the update in Appendix 1 of the Local
                 Performance Plan 2004/05.

Report No: CETC/23                                                                 Appendix 1

 Reduce average number of days to remove an abandoned vehicle.

Achieved        The above actions have been achieved. A summary of the achievements
                against these actions is given in the update in Appendix 1 of the Local
                Performance Plan 2004/05.

Inspection results

The Audit Commission undertook an inspection in February 2002, reporting in July 2002. The
inspectors awarded a ‘good’ service rating with ‘uncertain’ prospects for improvement.

The Council was recommended to revise the Improvement Plan to incorporate the following

 Implement and monitor the revised improvement plan.
 Address the issues of communication in line with the findings of the Best Value review of
  Communications and Consultation.

Achieved         The Plan has been implemented and is under ongoing review, including
                 regular reporting to Members.

 Introduce a programme for improving the overall structural condition of the highway
  network in Southend within the funds realistically expected to be available.

Not Achieved    Resources for improving the condition of the highway network are targeted on
                a needs basis. The programme does not currently guarantee year on year
                improvement but is being kept under review.

 Introduce education and enforcement measures to address the culture of littering and anti
  social behaviour prevalent in the High Street.

Not Achieved    Work is still to be progressed on education to address the culture of littering.
                A trial enforcement of litter laws was successful and procedures implemented
                with Borough Patrol. From 1 April 2004 Borough Patrol transferred to Police
                Community Support. The Council and Police will determine whether the litter
                enforcement will continue.

Performance indicator analysis

The following BVPI’s are used to measure performance:
– BVPI 96: percentage of principal road with negative residual life
– BVPI 97a: percentage of non-principal classified road with negative residual life
– BVPI 97b: percentage of non-principal, non-classified road with negative residual life

                2001/02           2002/03             2003/04             Target 2004/05
 BVPI 96        13.19             6.18                8.90                8.00
 BVPI 97a       20.87             22.30               21.60               20.00
 BVPI 97b       8.33              15.20               19.39               18.00

The national method for measuring and analysing carriageway condition data is still being
developed and these figures should be treated with some caution – but trends will be
developed. The BV Inspectors’ view was that Southend’s carriageways are in better condition
than the BVPI data was indicating.

Report No: CETC/23                                                                 Appendix 1

Impact of improvement measures implemented

There has been a recognised improvement in the response to the removal of abandoned
vehicles. The litter situation in the High Street has improved during daytime hours as a result
of the agreement with the fast food businesses. There is improved lighting in some local
areas and targeting of maintenance funding for roads seeks to improve BVPI condition
indicators, with some success on principle roads.

Responsible officer

David Watts, Director of Environmental and Technical Services

Report No: CETC/23                                                                   Appendix 1

Passenger Transport & Haulage (Direct Transport Provision)
(2000/01 review year)

The Best Value review of Passenger Transport undertaken in 1999/2000 covered all direct
passenger transport provisions of the Council, including home to school transport,
concessionary fares, the Dial-a-Ride service and other passenger transport services
purchased by the Council. The review also included vehicles directly owned or operated by or
on behalf of the Council. The centralisation of the Passenger Transport Group has provided
the catalyst to achieve the remainder of the targets, albeit with some revised deadlines.

Progress on key improvements

       Partnerships are beginning to be formed with the various sections of the Department
        of Social Care in order to assess their transport needs with a view to establishing
        formalised policies and procedures for the allocations of transport, to rationalise the
        provision which is made and provide a transport management service to the

       Pilot schemes have been implemented in some areas, with regard to centralising the
        management of drivers employed and vehicles owned by Southend Borough Council
        within the Passenger Transport Group. These pilots have demonstrated measurable
        savings and increased efficiency to the participating departments.

Progress in implementing Best Value review improvement plan recommendations:

Preparation and implementation of a strategy for accessible passenger transport (direct
transport, excluding public transport):

Not Achieved     The first draft document for a Passenger Transport Strategy has been
                 produced for consultation, however with the proposed implementation of the
                 Council’s Driving Policy, amendments may need to be made.

Create centralised passenger transport team:

Achieved         The Transport Team has been centralised within the Leisure, Culture and
                 Amenity Services Department. This has allowed the development of a
                 cross-cutting service, which has already paved the way for quality and cost

Centralise vehicle    procurement    and   management within         Transport   Direct Service

Achieved         Procedures have been put in place to ensure that all new Council vehicles
                 are procured centrally through the Passenger Transport and Haulage
                 Group, which has meant that more “multi-purpose” vehicles are now being
                 purchased and has improved cost efficiency.

Investigate alternative methods of transport contract procurement:

Achieved         A review has been undertaken of the way in which transport contracts are
                 tendered and it has been deemed that the current processes are the most
                 efficient and cost effective.

Report No: CETC/23                                                                  Appendix 1

Reduce costs of taxi/bus contracts and mainstream school bus passes:

Achieved          The tendering exercise that was undertaken for September 2003 has served
                  to rationalise transport provision, which has in turn served to improve the
                  efficiency of the contracted transport services and reduce overall costs.

                  The Social Care taxi requirements for Children and Young People are now
                  being procured via the Passenger Transport and Haulage Group and are
                  therefore now subject to the “Three Rings” procedure for procurement.

                  The rates charged by the bus companies have been renegotiated to a lower
                  amount and therefore, despite the increase in bus passes issued, the
                  overall costs have been reduced.

Analyse and develop existing Concessionary Fares Scheme:

Achieved          Appropriate software had now been purchased and effective analysis can
                  now be undertaken.

Identify alternate uses of the Dial-a-Ride vehicles and drivers:

Achieved          Substantial progress has been made with regard to extending the usage of
                  fleet vehicles through both the Brokerage Scheme, which permits the use of
                  the vehicles within that scheme by Charitable Organisation for a nominal
                  fee, and by increasing the integration of the haulage fleet to provide more
                  effective transport services to SBC as a whole. However, the DAR drivers
                  and vehicles are recruited and procured by the Council on behalf of the
                  DAR Partnership and the service is operated under the strict guidelines laid
                  out by the Partnership, which explicitly directs that only DAR registered
                  users may be transported by DAR drivers on DAR vehicles. This prohibits
                  the use of these drivers and vehicles on any other services. The only way in
                  which their usage can be increased is by donating the use of the vehicle to
                  the brokerage scheme, which is the current position.

Enter into discussions with various Health Authority and Voluntary Sector Organisations with
a view to establishing key partnerships:

Achieved          Initial contact has been made with the South East Essex Mental Health
                  Care Trust, with a view to assessing what service we may be able to
                  provide for this area and some contacts have been made with individuals
                  within various transport user representative groups with a view to
                  establishing user involvement with the development of transport initiatives.

Benchmarking / Performance Indicators:

Not Achieved      As the Direct Transport Service continues to evolve, performance indicators
                  need to remain fluid and adapt to the changing environment to ensure
                  effective measurement of performance levels. Some Key Performance
                  Indicators which were originally drafted now need to be reviewed to ensure
                  a more accurate representation of the Group’s progress and negotiations
                  need to be held with internal and external clients to establish what PI’s and
                  benchmarks they would like to see being set.

Fuel Strategy:

Achieved          All procurement of fuel for the Tickfield Depot is now subject to a “Three
                  Rings” tender and under the Council’s Green Energy Policy, only Low
                  Sulphur Diesel is purchased.

Report No: CETC/23                                                                  Appendix 1

Route Planning Software to be investigated:

Achieved         A number of different route planning software packages have been
                 reviewed, however it is not financially viable to proceed with this option at
                 this time.

Inspection results

The Audit Commission undertook a desktop inspection in 2002. The inspectors’ report noted
that the Council undertook a review which was largely focused on operational efficiencies,
addressing some of the key issues and problems facing the service.

However, since transport is one of the critical services to local vulnerable people, the
inspectors encourage the Council to revisit this area within user-focused reviews.

Performance indicator analysis

As the Direct Transport Service continues to evolve, performance indicators need to remain
fluid and adapt to the changing environment to ensure effective measurement of performance
levels. Some Key Performance Indicators which were originally drafted require review to
ensure a more accurate representation of progress. Negotiations are required with internal
and external clients to establish what indicators and benchmarks should be set.

Impact of improvement measures implemented

The aim is to improve the direct transport provisions of the Council, including home to school
transport, concessionary fares and the Dial-a-Ride service, so as to result in better services
for residents.

Responsible officer

John Dalloway, Director of Leisure, Culture and Amenity Services

Report No: CETC/23                                                                 Appendix 1

Pier and Foreshore
(2000/01 review year)

In 1999 the MORI poll of residents highlighted the importance that local people attach to the
Pier and Foreshore. The Council has a duty to protect the Foreshore as a Site of Special
Scientific Interest and the Pier as a listed building. The Best Value review looked at all
services provided by the Pier and Foreshore division including the Pier railway, the Foreshore
Inspectors, Beaches, Byelaw Enforcement, Patrol Boats, beach huts etc. The review also
looked at the Coastal Defences service and found that in 1999 Southend spent well below the
average level on maintenance of coastal defences.

Progress on key improvements

The improvement plan clearly maps out the way forward. A series of actions were proposed,
which are being implemented as follows:

Establish a planned maintenance regime:

Achieved            Annual maintenance programme has been developed which is
                    complimentary to, and as a result of, substantial capital investment and
                    receipt of European Funding which has enabled significant development
                    and reconstruction at Southend Pier. Significant investment has been
                    made to sea defences – the beach between the Pier and Lynton Road
                    has been recharged.

Establish an effective monitoring regime:

Not Achieved        The Jubilee Beach scheme, funded by Department of Rural Affairs
                    (DEFRA) grant and SCA includes a planned monitoring regime with
                    semi-annual surveys. As part of DEFRA “High Level Targets” work, an
                    annual appraisal of the condition of all coastal defence assets is

Improve the measurement and monitoring of perceptions:

Achieved            Regular surveys of customers and visitors, and staff consultation, are
                    undertaken at various times of the year.

Develop a resort image:

Achieved            New Jubilee Beach, regeneration of the Pier and improvements to the
                    seaside promenade.

Achieve Beach Management Programme and Seaside Awards:

Achieved            The Encams Beach Management Programme was achieved in 2002
                    through Southend being one of 6 national Pilot authorities. Four
                    Seaside Awards have been achieved each year since 1992 for Three
                    Shells Beach, Shoebury Common Beach, East Beach and Leigh Bell
                    Wharf Beach. The Blue Flag has been achieved for East beach and
                    Shoebury Common beach in 2002, 2003 and 2004 and for Three Shells
                    Beach in 2002 and 2003. Applications for awards for 2005 will be
                    completed in October 2004.

Report No: CETC/23                                                                 Appendix 1

Achieved            The Head of Pier and Foreshore, together with Beach Managers from
                    other leading resorts at Torbay, Southport, Bournemouth and Poole, was
                    instrumental in the formation of, and currently chairs, the UK Beach
                    Management Forum (UKBMF) in October 2003. The Forum is working
                    together with the DEFRA, ENCAMS and the British Resorts Association
                    to jointly develop and promote a new award for British Beaches which will
                    be introduced in 2006. The Head of Pier and Foreshore is a member of
                    the Beach Award Development Group which has been formed to shape
                    the new award, review the Beach Management Programme to ensure it
                    is effective for every beach in the UK, and to identify specific national
                    Performance Indicators for UK beaches.

Inspection results and progress on implementing recommendations

The Audit Commission undertook a Best Value inspection, which reported in August 2001.
The inspectors awarded a service rating of:

           Fair (one star), which will definitely improve

Progress on implementing Audit Commission recommendations is as follows:

Implement and monitor the combined improvement plan:

Achieved            Key actions implemented, ongoing monitoring for planned future

Develop and adopt a Corporate Procurement Strategy:

Achieved            Procurement strategy adopted.

Undertake a review of competitive alternatives for service delivery, when The Pier’s structural
work is completed:

Not achieved        Reconstruction of the Pier entrance and the Pier Head was completed in
                    2003. The Council has recently advertised the opportunity for private
                    developers/operators to invest and operate the Pier in partnership with
                    the Authority.

Develop a Business Plan and Marketing Plan including a range of activities for The Pier and

Achieved            Consultants engaged to develop Business and Marketing Plan.
                    Marketing commenced June 2004.

Ensure Two Tree Island recommendations from consultants are considered and prioritised:

Not Achieved        Coastal defence options for island developed and funding agreed with
                    DEFRA. Other issues being pursued e.g. dredging of Leigh Creek,
                    contamination study.

Consider effective use of Council staff on the street, such as Neighbourhood Wardens, car
park attendants and traffic wardens:

Achieved            The Council’s Dog Warden and other relevant officers are working in
                    partnership with Pier and Foreshore staff to undertake effective

Report No: CETC/23                                                                Appendix 1

                    enforcement of byelaws and monitoring of resort facilities.

Develop and implement a ‘coastal defences’ monitoring programme:

Achieved            As part of the Jubilee Beach scheme, funded by DEFRA grant and SCA,
                    which includes a planned monitoring regime with semi-annual surveys.

Performance indicator analysis

BVPIs have not been set to monitor service improvements.

Impact of improvement measures implemented

The delivery of an improved Pier and Foreshore service to enhance and promote the visitor
experience and increase the quality of the Leisure and Tourism offer in Southend.

Responsible officers

John Dallaway, Director of Leisure, Culture and Amenity Services
David Watts, Director of Technical and Environmental Services


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