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Globally connected: promoting the growth of a sustainable Coventry economy
The Council tax base increased by 919 properties. There was a growth in housing at the higher Council Tax bands – a proxy for larger or aspirational housing. However, Coventry still has relatively few properties in the higher Council Tax bands.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
The Glenn Llopis Group (GLG) captained by Hispanic business strategist Glenn llopis is a performance development company that teaches individuals and businesses the unique entrepreneurial skills necessary to create and sustain a momentum of good fortune in life & business.
Delivering our priorities: maximising the use of our assets; reducing operating costs
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Coventry City Council Council Plan 2017/18 Half-Year Performance Report (December 2017) - Read the full report online at smarturl.it/CovPerf1718Half
Globally connected: promoting the growth of a sustainable Coventry economy
Coventry’s average employment rate among working age residents (age 16-64) is 66.9% (Jan-Dec 2013). This has improved from 64.9% last year, but remains lower than nationally (72%). The relatively low rate reflects the city’s high number of students. An estimated 13,100 Coventry residents were unemployed in 2013. This is a rate of 8.3% of the economically-active population compared to 7.4% nationally. Jobseekers’ Allowance (JSA) claimant count indicates the changing level of unemployment. In May 2014, there were 7,227 claimants in Coventry; around 3.4% (seasonally adjusted) of the working age population. There are 2,200 fewer JSA claimants than in May 2013. However, JSA claimants are falling more slowly than nationally, with at least part of the reduction due to the new sanctions regime.
There are more NEETs aged 16-19. 840 people aged 16-19 are NEET (7.4%), up from 5.2% in last year.
Fewer JSA claimants aged 18-24 in Coventry. JSA claimants aged 18-24 has gone down by 1.6%. It now compares better than the regional and national averages.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Globally connected -- Council Plan 2017/18 half-year performance report (December 2017) -- Coventry City Council
Read Coventry City Council's 2016/17 End of Year Performance report online at smarturl.it/CovPerf1617
Crime rate
Coventry recorded an increase of 8% in total recorded crime (+1,680 offences) in 2016/17. This is lower than the West Midlands Police area, which increased by 11.2% (+20,631 offences). While any increase in crime is unwelcome, Coventry saw the second lowest increase (with Walsall in first place with a 1% increase).
What crimes have increased?
In Coventry, there has been a 20% increase (355 offences) in theft from motor vehicles. Four offences account for nearly half of all crimes recorded by local neighbourhood policing units - theft from motor vehicles, theft of pedal cycles, theft from shop or stall, theft of motor vehicle.
Hate crime incidents
490 hate incidents (both crime and non crime) were recorded in 2016/17. The graphic below compares hate incidents by type in 2015/16 and 2016/17.
Domestic violence and abuse
5,771 incidents down 3.4% reduction of 201 incidents (-3.4%) from 2015/16
Main crimes committed are: assault – actual bodily harm (n=710); common assault (n=432); wounding; breach of restraining order; and criminal damage to dwelling
53% involving children down 15.8% - Exposure to adverse childhood experiences like domestic violence impacts on future violence victimisation or perpetration, and lifelong health and opportunities.
Millennials, whether you know who they are or not, will be taking over the workplace in a matter of years. By 2025, they’ll make up 75% of the global workforce, but they’re not like the generation that preceded them. So what’s different? Should you give them the same SMART objectives and development objectives that you give your older employees? Clear Review is here with an infographic guide to keeping Millennials motivated and engaged in the workplace.
Millennials are more likely to value collaboration over competition, so forgive them if they don’t seem as ruthless as other employees. Coming together as part of a team should be part of the development objectives that you set them — and your other members of staff. If you treat them like everybody else, they won’t stick around. Millennials are more likely than any other group to switch jobs, with six in 10 employees saying they’re open to new job opportunities. Use this to your advantage by opening up avenues within your company for them to progress into.
Setting SMART objectives for Millennials can be tricky, so first you’ve got to understand what motivates them. 64% of Millennials say that it’s a priority for them to make the world a better place, and 88% want work-life integration, whereas the previous thinking was to aim for work-life balance. Millennials value their time over money, so make sure they enjoy coming to work. The development objectives that you set should focus on personal growth and well as professional advancement.
Finding ways to motivate your employees, regardless of their age, is essential for keeping staff turnover low. If it’s coming to appraisal time and you’re unsure of where to start, download our one-to-one meeting template and get the ball rolling. Visit www.clearreview.com and see how Clear Review can transform your staff performance and engagement.
Delivering our priorities: active citizens; strong and involved communities
The Common Assessment Framework (CAF) provides early intervention and support for families with needs, where possible avoiding the need for full social care interventions. Of the 1,685 CAFs during 2013/14, 48.9% (903) of these were closed with a good outcome and a completed action plan. This is a new measure and whilst an operational target of 70% has been set, there is no national data available to compare performance.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Read Coventry City Council's 2016/17 End of Year Performance report online at smarturl.it/CovPerf1617
The Council Plan is measured using 68 headline indicators. 43 indicators improved or stayed the same (63.2%); 14 indicators (20.6%) got worse; we can’t say for 4 indicators (5.9%) and target is not applicable for the remaining 7 indicators (10.3%).
Read Coventry City Council's 2016/17 End of Year Performance report online at smarturl.it/CovPerf1617
The Council’s total revenue expenditure is funded from a combination of resources including settlement funding from the government, specific grants, Council Tax, retained business rates, as well as fees, charges and other income. The equivalent settlement funding has fallen from £217m in 2010/11 to £122m in 2016/17. As the number of households have risen as overall resources have been cut, the equivalent funding per household has more than halved, £1,642 to around £800. However, the Council’s participation in the West Midlands 100% business rates pilot has made new resources available over the next three years.
The Council’s carbon dioxide footprint has reduced mostly through its building rationalisation programme, including the move to One Friargate later this year.
The Council is continuing to find ways to deliver services more efficiently. This include responding to the demand for services to be made available online. The Council has invested in improving its digital infrastructure – alongside developing the skills of its workforce, and developing skills in the city.
28% of transactions with the Council are now done online, allowing telephone and face-to-face contact to deal with more complex enquiries and/or for individuals that are unable to use online methods.
As the challenge for funding services remains, the Council is continuing to attract external funding for capital programmes, including a £35m Whitley infrastructure grant.
Locally committed to improving the quality of life for Coventry people
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Coventry City Council Plan 2016/17 half-year performance report (January 2017) smarturl.it/CovPerf1617Half
The Ventana Research Benchmark Report "Business Intelligence and Performance Management for the 21st Century" reported the following current, planned and hoped-for BI capabilities. For more, read "10 Steps to 21st Century BI & Performance Management" here: intelligent-enterprise.informationweek.com/channels/busin...
Locally committed to improving the quality of life for Coventry people
A Multi Agency Safeguarding Hub (MASH) is being set up in Coventry. It will see workers from key partners responsible for safeguarding children in Coventry co-located in one building for the first time. The Coventry MASH will begin its operations from September 2014. www.coventry.gov.uk/mash/
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
We could all spend our time more wisely. Whether we’re at work or at home, there are lots of things that distract us and disrupt our flow. Some of those things are unavoidable, or are implemented by others, whilst some are our own doing. Clear Review, provider of a highly-capable performance management system, are here with an infographic guide to the biggest time suckers in an organisation. From meetings to social media, we’re sure you’ll agree with some of the time leeches on our list.
One of the biggest wastes of time in the modern world is the annual appraisal. These are dreaded by employees, managers and directors and have no place in the 21st century. While many organisations have ditched them in favour of continuous performance management, they continue to exist across the globe. Annual appraisals take too long and fail to achieve their goals. Waiting so long between feedback means that staff motivation is low and managers tend to base their comments on recent performance rather than rating the whole year. A performance management system that works throughout the year addresses both of these issues.
Another big time waster comes in the form of social media and mobile phones. These two forms of procrastination might appear to be the result of insolence or laziness, but in truth we can track their source back to low motivation. Implementing a continuous performance management system would address this issue in part, as would offering performance-related incentives. The behaviour of employees is usually a reflection of how the organisation is run rather than an indication of unchangeable behavioural patterns.
For a performance management system that will boost employee motivation and save you time, visit www.clearreview.com
The results of a survey, taken March 28, 2008, asking what primary tracking method is used for tracking performance within companies.
Coventry City Council Council Plan 2017/18 Half-Year Performance Report (December 2017) - Read the full report online at smarturl.it/CovPerf1718Half
Globally connected: promoting the growth of a sustainable Coventry economy
www.coventrygodivafestival.com
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Delivering our priorities: active citizens; strong and involved communities
The Coventry Partnership Welfare Reform Conference set out the Government’s wide ranging reforms to welfare, and established how members of the Coventry Partnership can all work together to monitor the impact of these changes on local people, the local economy and to provide advice and support where possible. The Conference covered both the national and local perspectives. www.coventrypartnership.com
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Delivering our priorities: maximising the use of our assets; reducing operating costs
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Locally committed to improving the quality of life for Coventry people
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Coventry City Council Council Plan 2017/18 Half-Year Performance Report (December 2017) - Read the full report online at smarturl.it/CovPerf1718Half
Globally connected: promoting the growth of a sustainable Coventry economy
Gross value added per person (2012) in Coventry was £18,978 (up 34% from 1997) but lower than Warwickshire £21,324 (up 57%) and England £21,937 (up 68%). Find out more about gross value added on the interactive infographic at goo.gl/baJY0B.
Footfall in the city centre in April 2013 to March 2014 is virtually unchanged compared to April 2012 to March 2013. This is better than the national trend where there has been a 2.6% decline in footfall.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Delivering our priorities: active citizens; strong and involved communities
2 of 3 residents agreed the Council should ask local people to do more for themselves.
1 in 4 say they are already fairly or very involved in their local community.
Source: Coventry Telephone Survey, April 2014
The telephone survey, conducted by MEL Research for Coventry City Council, asks a stratified random sample of 1,111 Coventry residents about what it is like to live in Coventry. The survey meets the requirements set out in the Local Government Association’s ‘Are you being served’ guidance on benchmarking residents’ satisfaction.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Locally committed -- Coventry City Council Plan 2016/17 half-year performance report (January 2017) smarturl.it/CovPerf1617Half
Risk-taking is failure-prone but worth the view. WorkSimple believes in thumbs up for everyone. We are the Social Performance platform that works the way you do. Designed for individuals, teams, and large organizations, WorkSimple is a better way to share goals, collaborate, get feedback, and get your work endorsed. Advanced functionality includes WorkStory, Social Engagement Analytics, Company Performance Dashboard, and Results-Driven Performance Review.
Globally connected - Coventry City Council Plan 2016/17 half-year performance report (January 2017) smarturl.it/CovPerf1617Half
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Read Coventry City Council's 2016/17 End of Year Performance report online at smarturl.it/CovPerf1617
Financial resources
The Council’s total revenue expenditure is funded from a combination of resources including settlement funding from the government, specific grants, Council Tax, retained business rates, as well as fees, charges and other income. The equivalent settlement funding has fallen from £217m in 2010/11 to £122m in 2016/17. As the number of households have risen as overall resources have been cut, the equivalent funding per household has more than halved, £1,642 to around £800. However, the Council’s participation in the West Midlands 100% business rates pilot has made new resources available over the next three years.
Employee statistics (March 2017)
5,144 employees (number of contracts)
3,571 are female (69.4%)
794 are from a BME community (15.4%)
268 declared a disability (5.2%)
Sickness absence - 8.64 days per full-time employee
Building rationalisation: One Friargate, the Council’s new £40million office is close to completion. It will help the Council save £800,000 a year compared to the current Council buildings – as well as kick-start the development of the Friargate business quarter.
Carbon dioxide emissions
-15,500 tonnes (-5%) estimated reduction in carbon dioxide emissions in 2016/17, mainly as a result of the Council’s building rationalisation programme.
The Council’s carbon reduction target of 35% by 2020 has already been achieved!
Delivering our priorities: active citizens; strong and involved communities
81% of working-aged residents are willing to use Council services online: 86% of 16-24 year olds are willing to do so, and for 55-64 year olds, 68% are willing to do so. However, this drops to just 32% among those aged 65+.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Symbols used in the Council Plan performance reports for managing our performance - Coventry City Council www.coventry.gov.uk/performance/
Globally connected: promoting the growth of a sustainable Coventry economy
Read the Jobs and Growth Strategy 2014-17 online at goo.gl/AAplDx
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Globally connected: promoting the growth of a sustainable Coventry economy
Passenger numbers at Coventry Railway Station have grown faster than any other station outside of London: 2.24m in 2001 to 5.42m in 2012; and a projected 10.8m by 2043.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Globally connected: promoting the growth of a sustainable Coventry economy
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Read Coventry City Council's 2016/17 End of Year Performance report online at smarturl.it/CovPerf1617
The claimant count includes unemployed claimants of universal credit as well as those claiming jobseeker's allowance. In Coventry, the claimant count has remained broadly as it is for the past twelve months, but in recent months it has started to increase which could be due to the roll-out of the full universal credit service in Coventry. The Office for National Statistics (ONS) has stopped reporting claimant count in its economic review because under universal credit a broader span of claimants are required to look for work than under jobseeker's allowance. As the full service is rolled out, the number of people recorded as being on the claimant count is therefore likely to rise for the same level of unemployment – making the claimant count an increasingly unreliable indicator of the level of unemployment. This is thought to be happening in Coventry – so changes in the claimant count should be interpreted with caution.
Coventry’s current unemployment rate of 5.4% is slightly higher than the national rate of 4.8% - but overall trends show a fall in unemployment.
The gap in the claimant count rate is the percentage point difference between the claimant count rate in the Coventry ward with the highest rate and the ward with the lowest rate. The ward with the highest claimant rate continues to be one of its most deprived wards, Foleshill; and the ward with the lowest claimant rate continues to be one of the city’s most affluent wards, Wainbody. The overall gap remains unchanged.
Gross disposable household income (GDHI) is a measure of wealth. In 2015, Coventry's total GDHI was just over £5 billion. It increased by 3.5% in the past year, which is a slower rate of growth than the England rate of 3.8%. However, GDHI growth in Coventry outstripped gross value added (GVA), which grew by just 1.2%; meaning that overall household income grew faster than economic activity in the city. On a per-head basis, Coventry’s GDHI was £14,527; notably lower than England’s £19,447. While total GDHI in Coventry increased from 2014 to 2015 by 3.5%, GDHI per head increased by just 1.1%. This means, once population growth is taken into account, household income grew even slower than the growth in economic activity. Coventry’s GDHI per head ranks lowly relative to other parts of the country, and compared to how Coventry ranks for GVA. Reasons include the city’s relatively large in-commuting flows and higher rate of economic inactivity.
Coventry City Council Council Plan 2017/18 Half-Year Performance Report (December 2017) - Read the full report online at smarturl.it/CovPerf1718Half
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Locally committed to improving the quality of life for Coventry people
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Delivering our priorities: maximising the use of our assets; reducing operating costs
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Presenters at the Nov. 15 program covered the dos and don'ts of interview questions, the importance of job descriptions and managing employees from different generations.
Locally committed to improving the quality of life for Coventry people
Last November, the Council participated in White Ribbon Day, a global campaign to raise awareness of abuse against women. The project entitled Daphne ICEBERG –a metaphor used to denote the under-reporting of domestic abuse across Europe –has been set up to encourage victims of domestic violence and abuse to report the crime. Find out more about the Campaign at www.whiteribboncampaign.co.uk and ICEBERG at www.iceberg-project.eu.
Council Plan 2013/14 End of Year Performance Report
Coventry City Council
Taken from the Council Plan end of year performance report (Cabinet, 8 July 2014) goo.gl/xwjm04
Find out more:
Council Plan: www.coventry.gov.uk/councilplan/
Performance: www.coventry.gov.uk/performance/
Read Coventry City Council's 2016/17 End of Year Performance report online at smarturl.it/CovPerf1617
Ofsted inspection
Following the first full inspection since 2014, Ofsted reported on 13 June 2017 that Coventry’s children’s services has improved to be moved into the ‘requires improvement’ category. Since being rated as ‘inadequate’ three years ago, the Council has been working to improve services it provides to protect and support the most vulnerable children and young people in the city. The report made a series of recommendations, many of them procedural, to help continue the journey to becoming ‘good’.
Child sexual exploitation (CSE)
CSE is a form of sexual abuse. It occurs when an individual/group takes advantage of an imbalance of power to coerce, manipulate or deceive a child or young person into sexual activity. The Council’s Horizon team, which tackles and raises awareness of CSE, has won silver in the team of the year category in the 2016 social worker of the year awards. The team consists of social workers, youth workers, children & families workers, a CSE co-ordinator, a specialist police officer and a health worker.
Children’s services transformation programme
“The children’s services transformation plan is ambitious, and is appropriately focused to mitigate outstanding deficits, in relation to providing responsive, consistently good-quality support for children and their families.”
– Ofsted inspection of Coventry’s children’s services, published 13 June 2017