Your Councillors


Communities, Housing & Environment Committee

17 October 2017

Is the final decision on the recommendations in this report to be made at this meeting?

No

 

KPI Performance Report Quarter 1 2017/18

 

Final Decision-Maker

Policy & Resources Committee

Lead Head of Service

Head of Policy, Communications & Governance

Lead Officer and Report Author

Anna Collier, Policy & Information Manager. Alex Munden, Performance and Business Information Officer

Classification

Public

Wards affected

All

 

 

This report makes the following recommendations to this Committee:

1.   That the summary of performance for Quarter 1 of 2017/18 for Key Performance Indicators (KPIs) be noted.

 

 

This report relates to the following corporate priorities:

         Keeping Maidstone Borough an attractive place for all

         Securing a successful economy for Maidstone Borough

Key Performance Indicators monitor the delivery of the Councilís Corporate Priorities as set out in the Strategic Plan 2015-20. The Performance Plan provides progress against the Councilís key strategies which deliver the Councilís corporate priorities.

 

 

Timetable

Meeting

Date

Wider Leadership Team

8 August 2017

Heritage Culture & Leisure Committee

5 September 2017

Strategic Planning, Sustainability & Transport Committee

12 September 2017

Policy & Resources Committee

20 September 2017

Communities, Housing & Environment

17 October 2017



KPI Performance Report Quarter 1 2017/18

 

 

1.        PURPOSE OF REPORT AND EXECUTIVE SUMMARY

 

1.1     The Communities, Housing & Environment Committee is asked to review the progress of key strategies, plans, and performance indicators that support the delivery of the Strategic Plan 2015-2020. The Committee is also asked to consider the comments and actions against performance to ensure these are robust.

 

 

2.        INTRODUCTION AND BACKGROUND

 

2.1     Having a comprehensive set of actions and performance indicators ensures that the Council delivers against the priorities and actions set in the Strategic Plan.

 

2.2     Following the refresh of the Strategic Plan for 2017/18 the Committees agreed 28 Key Performance Indicators in April 2017.

 

2.3     Performance indicators are judged in two ways. Firstly on whether performance has improved, sustained or declined, compared to the same period in the previous year. This is known as direction. Where there is no previous data, no assessment of direction can be made.

 

2.4     The second way is to look at whether an indicator has achieved the target set and is known as PI status. If an indicator has achieved or exceeded the annual target they are rated green. If the target has been missed but is within 10% of the target it will be rated amber, and if the target has been missed by more than 10% it will be rated red.

 

2.5     Some indicators will show an asterisk (*) after the figure. These are provisional values that are awaiting confirmation. Data for some of the indicators were not available at the time of reporting. In these cases a date has been provided for when the information is expected.

 

2.6     Contextual indicators are not targeted but are given a direction. Indicators that are not due for reporting or where there is delay in data collection are not rated against targets or given a direction.

 

 

3.        Quarter 1 Performance Summary

 

3.1     There are 28 key performance indicators (KPIs) which were developed with Heads of Service and unit managers, and agreed by the four Service Committees for 2017/18. Nine of these relate to the Communities, Housing and Environment Committee.

 

3.2     Overall, 57% (4) of targeted KPIs reported this quarter achieved their target for quarter 1. For 50% of indicators, performance improved compared to the same quarter last year, where previous data is available for comparison.

 

RAG Rating

Green

Amber

Red

N/A

Total

KPIs

4

0

3

2

9

Direction

Up

No Change

Down

N/A

Total

Long Trend

3

0

3

3

9

Short Trend

3

0

3

3

9

 

 

 

4.       Performance by Priority

 

Priority 1: Keeping Maidstone Borough an attractive place for all

 

4.1     The Environmental Services team attended 131 reports of litter during the first quarter of 2017/18. The litter reports were predominantly for Tovil, Fant, and Shepway. The Cleansing Manager is reviewing litter bin placements and cleansing schedules to identify possible improvements, and reduce the number of service requests we receive.

 

4.2     The Environmental Services team also responded to 88.8% of fly-tips within two working days. Changes are currently being made to the Enforcement and Street Cleansing team to create a new Waste Crime Team. The new team will work collaboratively to gather intelligence and remove fly-tips more quickly. The majority of fly-tips occur in urban and residential areas, and the new team will explore ways to tackle this. We are also planning to increase awareness of Duty of Care requirements for residents and businesses, and warning against the risks of using un-licensed collectors.

 

4.3     We sent 52.67% of household waste for reuse, recycling, and composting in April and May of 2017. This is above the target of 52.5% due to increasing levels of garden waste and mixed dry recycling. The contamination rate reduced to 7% in June as a result of ongoing communication campaigns and engagement. The recycling of street sweeper arisings is also boosting the composting rate, and plans are in progress to increase the recycling of litter through new on-street recycling bins. We currently have the second best recycling rate in Kent and are above the national target of 50%.

 

4.4     During quarter one, 10% of fly-tips with evidential value resulted in enforcement action. The enforcement action rate for the first quarter was low due to staff absence and the transfer of responsibilities to the Waste and Street Scene team. Changes have now been implemented to the Environmental Enforcement team with a Waste Crime Officer based within the Waste and Street Scene team. This has already resulted in an increase in collaborative working, the sharing of intelligence, and a number of enforcement actions being taken. It is expected the action rate will be above target for the rest of the year.

 

4.5     The Housing and Enabling team have spent or allocated 23.4% of the Disable Facilities Grant budget in quarter 1. A total of £237,208 was allocated or spent against a total annual budget of £1,013,000.†

 

Priority 2: Securing a successful economy for Maidstone Borough

 

4.6     There were 39 affordable home completions for the first quarter of 2017/18, against a target of 50. We forecast there to be over 200 completions for the financial year, and expect performance to improve throughout the year. The remaining quarters should make up the shortfall, and we expect that the target of 200 completions for the year will be achieved.

 

4.7     We housed 124 households through the housing register during quarter one of 2017/18. We have not achieved the quarterly target of housing 150 households. This is due to a lower number of properties becoming available through Registered Providers, and a smaller amount of new build units being completed.

 

4.8     133 households were prevented from becoming homeless during the first quarter of 2017/18. This is higher than the target of 75, and a significant increase on the 27 preventions that took place in the same quarter last year. This is made up of 46 preventions from housing advice, 77 assistances with discretionary housing payments, and 10 with support from the Sanctuary Scheme.†

 

4.9     There were 84 households in temporary accommodation on the last night of quarter one. This has seen a steady decrease since quarter two of 2016/17, despite the service seeing a 59% increase in homelessness applications. Of these 84, 62 are in nightly paid accommodation, with the remainder in stock owned by the council, or units provided by Registered Providers.

 

 

5.       CONSULTATION RESULTS AND PREVIOUS COMMITTEE FEEDBACK

 

5.1     The Strategic Plan Performance Update will be reported quarterly to the Service Committees; Communities Housing and Environment Committee, Strategic Planning, Sustainability and Transport Committee, and Heritage, Culture, and Leisure Committee. The report will then go to Policy & Resources Committee following these meetings, with any feedback from the other Committees.

 

 

6.       PREFERRED OPTION AND REASONS FOR RECOMMENDATIONS

 

6.1     The Council could choose not to monitor the Strategic Plan and/or make alternative performance management arrangements, such as the frequency of reporting. This is not recommended as it could lead to action not being taken against performance during the year, and the Council failing to deliver its priorities.

 

 

 

 

 

 

7.       CROSS-CUTTING ISSUES AND IMPLICATIONS

 

Issue

Implications

Sign-off

Impact on Corporate Priorities

The key performance

indicators and strategic

actions are part of the

Councilís overarching

Strategic Plan 2015-20 and

play an important role in the

achievement of corporate

objectives.

They also cover a wide range

of services and priority

areas, for example waste and recycling.

Angela Woodhouse, Head of Policy & Communications

Risk Management

The production of robust

performance reports ensures

that the view of the Councilís

approach to the management

of risk and use of resources

is not undermined and allows

early action to be taken in

order to mitigate the risk of

not achieving targets and outcomes.

Angela Woodhouse, Head of Policy & Communications

Financial

Performance indicators and

targets are closely linked to

the allocation of resources

and determining good value

for money. The financial

implications of any proposed

changes are also identified

and taken into account in the

Councilís Medium Term Financial Plan and associated

annual budget setting process. Performance issues

are highlighted as part of the

budget monitoring reporting

process.

Section 151 Officer

Staffing

Having a clear set of targets enables staff outcomes/objectives to be set and effective action plans to be put in place.

Angela Woodhouse, Head of Policy & Communications

Legal

None identified.

Legal Team

Equality Impact Needs Assessment

The Performance Indicators reported on in this quarterly update measure the ongoing performance of the strategies in place. If there has been a change to the way in which a service delivers a strategy, i.e. a policy change, an Equalities Impact Assessment is undertaken to ensure that there is no detrimental impact on individuals with a protected characteristic.

Equalities and Corporate Policy Officer

Environmental/Sustainable Development

A number of performance indicators relate to our performance in environmental services. This has a significant effect on our ability to monitor the Environment in Maidstone. This is also important as one of our key priorities is to provide a clean and safe environment.

Policy and Information Manager

Community Safety

We have Key Performance Indicators that relate to important areas of community safety. These ensure that the work being done by the Community Safety Unit is relevant, and that key areas such as safeguarding are being developed.

Policy and Information Manager

Human Rights Act

None identified.

Policy and Information Manager

Procurement

Performance Indicators and Strategic Milestones monitor the any procurement needed to achieve the outcomes of the Strategic Plan.

Policy and Information Manager

Asset Management

Performance Indicators that measure our commercial activities monitor our use of our assets. Good performance shows good management of our assets, or can highlight where assets can be utilised more efficiently.

Policy and Information Manager

 

 

 

8.        REPORT APPENDICES

 

The following documents are to be published with this report and form part of the report:

         Appendix I: KPI Performance Report Q1 2017/18

 

 

9.        BACKGROUND PAPERS

 

None

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