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SMT Meeting
Meeting Date
Report Title
Cabinet Member
SMT Lead
Head of Service
Lead Officer
To which corporate
plan priority does
this item relate?
What outcome is
expected from this
item?
If this report is for
decision, list the
recommendations
What are the next
steps for this report?
Agenda Item: X
Final 2012/13 Year-End Performance Report
Cllr Wilcox, Performance
Abdool Kara, Chief Executive
Louise Matthews, Corporate Strategy and Communications
David Clifford, Policy and Performance Manager
Embracing Localism
Yes
Open for Business
Yes
Healthy Environment
Yes
Information only
No
Discussion only
No
Decision
Yes
That SMT notes the final performance outturns for 2012/13.
Come back to SMT
No
Go to the Joint Group Leader’s Meeting?
No
Go to an informal Cabinet meeting?
Yes
Go to a formal Cabinet meeting?
No
Go to Council?
No
Go to Portfolio Holder?
Yes
Go to Policy Overview Committee?
No
Go to Scrutiny Panel?
Yes
Go to the Locality Board?
No
1
SMT Meeting
Agenda Item: x
Meeting Date
Report Title
Final 2012/13 Year-End Performance Report
Cabinet Member Cllr Wilcox, Performance
SMT Lead
Abdool Kara, Chief Executive
Head of Service
Louise Matthews, Corporate Strategy and Communications
Lead Officer
David Clifford, Policy and Performance Manager
To which corporate
plan priority does
this item relate?
Embracing Localism
Yes
Open for Business
Yes
Healthy Environment
Yes
Information only
No
Discussion only
No
Decision
Yes
What outcome is
expected from this
item?
Recommendations
That SMT notes the final performance outturns for 2012/13.
1.
PURPOSE OF REPORT AND EXECUTIVE SUMMARY
1.1
This report provides year-end outturns for all the Council’s 2012/13 performance
indicators, together with a status update on all the projects and service plan
actions due for completion in 2012/13.
1.2
To summarise the year-end position statement for all indicators, 47 (71%) met
their target (Green), and 19 (29%) did not (Red). Two-fifths of the indicators for
which a national quartile position can be calculated ended the year in the best
quartile, with a total of 55% performing above the median.
1.3
There were three projects and two service plan actions which were overdue at
year-end.
2.
DETAIL
Performance indicators – all indicators 2012/13
2.1
The complete list of corporate indicators in use during 2012/13 is detailed in
Appendix I. This list has been significantly amended for 2013/14 to make it more
up-to-date and to improve its alignment with the Corporate Plan.
2
2.2
It should be noted in particular that one of the drawbacks of the previous indicator
set (i.e. the one being reported here) was the high number of indicators which
could only be calculated on an annual basis and which were hence largely not
amenable to in-year management action.
2.3
Over several years, this has invariably meant that the proportion of the overall
indicator set achieving target for the year has been worse than the proportion of
more frequently monitored indicators. In 2011/12, 83% of monthly indicators
achieved target compared with only 75% overall; and a similar situation is true
again for 2012/13, where 82% of monthly indicators met their targets compared
with 71% overall.
2.4
The annual indicators in use in 2012/13 were mostly inherited from former
national performance regimes, and have been revised or deleted for 2013/14 so
that the new indicator set contains only indictors which can be calculated at least
quarterly.
2.5
Table 1 summarises the annual position statement for all the indicators in the
previous corporate indicator set, showing that:

47 indicators (71%) met target (Green); and

19 indicators (29%) did not meet target (Red).
Table 1: 2012/13 Performance against target
Total
Green
Red
NRTP*
Embracing Localism**
0
0
0
0
No
target
0
Open for Business
20
13
6
0
1
Healthy Environment
15
13
1
1
0
Corporate Health
33
21
12
0
0
68
47
19
1
1
Corporate Priority theme
Total
* NRTP: Not reported this period.
** Performance on this priority is primarily through actions and projects rather than quantitative indicators.
NB: At year end, targets can only have met or not met their target, and therefore there are none classified as Amber.
2.6
SMT is reminded of the Council’s default ‘meta-target’ of 85% of indicators
achieving their target each year.
2.7
All indicators which have not achieved target are detailed in Table 2.
3
Table 2: Indicators not meeting target in 2012/13
Reference
Description
NI 156
Number of
households living in
temporary
accommodation
LI/DC/DCE/4
NI157a
NI 157b
2012/13
Outturn
2012/13
Target
74
60
% of delegated
decision (officers)
87.28%
92.00%
This outturn is the 11th lowest in Kent, and 13th of 16 among
Swale’s demographic ‘nearest neighbours’ grouping. To a
large extent, this is dependent upon the terms of the council’s
constitution, and there is limited scope for actions designed to
improve the level of delegation by officers within that.
However, discussions are ongoing with parish and town
councils to discuss how they make representations and
whether there is any opportunity to reduce the potential for
‘call-in’.
Processing of
planning
applications: Major
applications in 13
weeks
76.39%
80.00%
By the end of March 2013, performance had moved to within
5% of target. In accordance with an Action Plan agreed by
SMT further improvements to maintaining performance should
be secured including:
Processing of
planning
applications: Minor
applications in eight
weeks
74.34%
84.00%
Commentary
The number of households in temporary accommodation has
increased over the year, with 74 households in some form of
temporary housing as at 31 March 2013. We have seen a 68%
increase in homeless applications (108 in 2011/12 and 181 in
2012/13). 168 residents have been placed in Bed and
Breakfast accommodation in 2012/13. We have worked
extremely hard to minimise the length of time households are in
temporary accommodation and have maintained strong links
with landlords in the private sector. We have prevented 286
households from becoming homeless, which is a slight
increase on last year’s total of 253. The Housing Options
Team is already seeing a high number of households that have
been affected by the welfare reform changes, and we expect
the numbers accessing the service will continue to rise.

establishing further project management techniques
including liaison with legal services through separate SLA;

e-consulting with statutory agencies; and

the setting up of an agents’ forum, with its inaugural
meeting held on 30 May. Further meetings will be held
every six months.
In accordance with an action plan agreed by SMT further
improvements are being sought with a view to improving
performance. Actions include:

the introduction of an IT-based performance monitoring
system due to be in place by end June 13 subject to IT
technical implementation;

the introduction of performance targets for administration
and technical teams; and

demand management analysis.
It should be noted, however, that whilst some improvement in
performance may be secured from the above actions, a
significant constraint to achieving UK best-quartile performance
are the current delegation ‘call-in’ rules.
BV 106
% of new homes
29.63%
40.00%
Our percentage of completions on previously developed land
4
Reference
Description
2012/13
Outturn
2012/13
Target
built on previously
developed land
Commentary
shows a decrease on 2011/12 (33.84%). They are considered
likely to remain at or about this level until our long-standing
large greenfield allocations are fully developed. This may not
be for several years yet, given the downturn in the housing
market and general economic climate.
NI 159
Supply of ready to
develop housing
sites
68.36%
109.1%
Good performance will be where a Local Planning Authority
can demonstrate a supply of sites that are ready to develop
and on which housing schemes can be built quickly over a
minimum of 5 years or more. Specifically, where LAs exceed
their target for housing supply (that is when the proportion of
housing supply is over 100%).
The five-year supply of deliverable sites has risen from the
previous year. However, Swale, in common with most other
districts, continues to feel the effects of the considerable
downturn in the housing market and wider economy. Viability
work for the Council’s Strategic Housing Land Availability
Assessment has shown that the growth area in the Borough
(Sittingbourne and Sheppey) is most affected by the downturn,
which has played through into the viability of many sites, in
particular brownfield ones. Additionally, the supply of dwellings
continues to be affected by slow progress in major regeneration
projects such as at Queenborough-Rushenden and
Sittingbourne Town Centre. In the former case, slippage in the
five-year supply has occurred because of the transfer of land
holdings from SEEDA to the HCA. In the case of STC, there
has been further downgrading of dwelling need, due to
question marks over the short-term viability of sites in the Town
Centre itself.
NI 185
CO2 reduction from
local authority
operations
2%
-4%
Overall the borough’s emissions this year rose by 2% against a
target reduction of 4%. When analysed by fuel and sector,
emissions from electricity use fell by 4% and transport
emissions fell by 11%, but the long, cold winter produced an
increase in gas usage, resulting in emissions from gas rising by
24%.
LI/POP/001
Equalities
Framework for Local
Government
Level 1
Level 2
To achieve Level 2 (‘Achieving’) on the EFLG requires external
assessment. The officer responsible for day-to-day equalities
work, including arranging the external assessment, was on
maternity leave for most of the 2012/13 year. We expect,
following an internal audit in July, to be able to organise the
EFLG peer assessment to take place before the end of the
year. We believe that we are already performing at Level 2 in
the vast majority of framework areas.
LI/CSC/005
Proportion of
complaints
responded to within
10 working days
88.0%
92.5%
The Council’s complaints process is beginning to mature and
as a result the number of actual complaints has increased.
Officers within the CSC continue to monitor those complaints
that are not responded to in 10 working days in order to
establish whether there are any training needs for individual
officers/departments or processes that require changing.
Ll/CSC/007
Number of
complaints referred
to the LG
10
4
Ten complaints were referred to the Ombudsman during the
year, which is average for a district/borough council. Officers
endeavour to ensure that complaints are resolved at an early
5
Reference
Description
2012/13
Outturn
2012/13
Target
Ombudsman
Commentary
stage and any learning and best practice identified and applied.
BV11b
Top 5% of earners:
ethnic minorities
4.03%
10.00%
With reduced turnover there is limited opportunity to bring new
people into the organisation and have a positive impact on the
statistics. This indicator has been deleted from the new
corporate indicator set agreed by Council in March 2013.
BV11c
Top 5% of earners:
with a disability
4.03%
10.00%
With reduced turnover there is limited opportunity to bring new
people into the organisation and have a positive impact on the
statistics. This indicator has been deleted from the new
corporate indicator set agreed by Council in March 2013.
BV14
Percentage of early
retirements
1.28%
0.0%
Due to continued reorganisation throughout 2012/13, this figure
remains high due to the number of early retirements through
redundancy. This indicator has been deleted from the new
corporate indicator set agreed by Council in March 2013.
BV15
Percentage of illhealth retirements
0.32%
0.00%
This figure has remained unchanged as there was one ill-health
retirement during this year, as was the case the previous year.
This indicator has been deleted from the new corporate
indicator set agreed by Council in March 2013.
BV10
Percentage of nondomestic rates
collected
96.04%
98.00%
Our collection rate stayed on track with previous years through
the year, but during March the total ratable value increased by
£2m, leaving us with a high level of rates to collect in a very
short timescale. We had rates due of £137,550 from Morrison's
for the Mill Way site, which we chased up but did not receive.
We have also not received any payment towards the
outstanding rates due of £186,562 from TS Sheerness Steel
Ltd. We have issued a final notice on this account; we are
awaiting the outcome of the court case brought by Peel Ports
Ltd before any further action is taken.
BV76c
The number of
Housing Benefit and
Council Tax Benefit
(HB/CTB) fraud
investigations
carried out by the
local authority per
year, per 1,000
caseload
37
52
BV76d
The number of
Housing Benefit and
Council Tax Benefit
(HB/CTB)
prosecutions and
sanctions, per year,
per 1,000 caseload,
in the local authority
area.
4.1
5.2
In the year 2010/11 the Investigation Team were reduced by
one full-time post. Due to the pending introduction of the
Single Fraud Investigation Service (SFIS), the likely loss of
staff to the DWP and the question over the responsibility for
future redundancy costs, a decision was made not to replace
fraud officers as they leave the establishment. As a result of
this, in 2011/12 we lost a part-time Investigation Officer and the
full-time Investigation assistant, and in 2012/13 we lost an
experienced Fraud Manager. It was clear that the loss of
experienced members of staff was bound to have a detrimental
effect on the Team’s performance and therefore with hindsight
the targets should have been revised. In addition, the DWP
changed their national policy and target-setting criteria
inasmuch as they are now only investigating cases that may
lead to a prosecution, and as such, if the known overpayment
does not exceed £2,000, the case is not investigated but
transferred to Compliance. Due to this change, the DWP
removed their officers from Swale House who were working
under the OCOT arrangement, which also had an adverse
effect on our performance.
BV78b
Speed of processing
changes of
circumstances
(Housing Benefit and
7.7 days
7.4 days
This year’s target was missed by 0.3 days. The speed of
processing changes of circumstances is dependent on several
factors, including growth in workload, resource, system
downtime, and the customer bringing back their information on
6
Reference
Description
2012/13
Outturn
2012/13
Target
Commentary
Council Tax Benefit)
BV79a
Accuracy of
processing housing
and council tax
benefit
time. Throughout 2012/13 we experienced issues with all of
these. Although different elements of the work were prioritised
to ensure that we kept our processing time to a minimum, the
volume of work coming through the Automated Transfer Local
Authority System (ATLAS) meant that we constantly struggled
to keep up and achieve the year-end target.
98%
99%
Although disappointed that we did not meet the target of 99%,
the outcome is consistent with the previous year and achieved
with less resources. Performance falls within the lower median
range nationally.
2.8
Comparator datasets for the calculation of a quartile position are available for
44% of the council’s indicators. Of these 44%, based on this comparator data,
two-fifths (40%) of our indicators fall into the best quartile nationally, with a further
13% above the median. The remaining 47% are performing below the median,
including 20% (one-fifth) of indicators falling into the worst quartile nationally.
These are detailed in Appendix II
2.9
It is also of note that 18% of the council’s indicators show improved performance
at the end of 2012/13 over the position at the end of 2011/12, while 25% show
deterioration, and 56% are either static or were not calculated in 2011/12.
Indicators with less than 5% change either way have been classified as static.
Escalation action in 2012/13
2.10
2.11
During 2012/13 three indicators were subject to escalation review:

NI 157a (Proportion of major planning applications determined in 13 weeks):
whilst the performance target has been adjusted in-year, there has been no
consistent improvement in performance. It therefore remains on the
escalation log as we move into 2013/14;

NI 157b (Proportion of minor planning applications determined in eight
weeks): whilst the target has been adjusted in-year, the indicator has not yet
been consistently meeting the new target. It therefore also remains on the
escalation log as we move into 2013/14. However, the indicator has been
Green for the first two months of 2013/14; and

LI/DC/DCE/4 (percentage of planning decisions delegated to officers):
performance on this indicator falls below that of most comparable authorities,
due fundamentally to Swale’s constitutional provisions restricting delegated
authority. Officers are doing all they can to reduce the proportion of
applications which are dealt with at committee (which costs around ten times
more than dealing with an equivalent application under delegated authority),
but the indicator remains on the escalation log as we move into 2013/14.
The escalation log as it currently stands is set out at Appendix III.
7
Council projects
2.12
There are currently 50 large, medium and small projects on the council’s register.
Table 3 summarises the 2012/13 year-end position.
Table 3: Summary of 2012/13 large, medium and small projects
Total projects
Completed
In progress
Action
required
Overdue
Cancelled
Large
5
1
4
0
0
0
Medium
18
7
9
1
0
1
Small
27
19
6
1
1
0
Total
50
27
19
2
1
1
2.13
There is one overdue and one cancelled project, with a further two due for
completion imminently. These are detailed in Table 4 together with supporting
commentary.
Table 4: Overdue and cancelled projects, and those due for imminent completion
Project
Accountability
Size
Parking
Administration
Head of Service
Delivery
Small
Communications
Strategy
Head of
Medium
Corporate
Strategy and
Communications
Sports Review
Head of
Economy and
Community
Services
Status
Commentary
Administration process and procedures have been
closely aligned between the partnering authorities, which
has increased efficiency in a number of areas. This
process is continuing with development in shared bailiff
services though procurement teams. It is anticipated
that joint bailiff services will be live in the autumn.
Increased resilience will be achieved once we are able
to share the parking services databases; however, this
has been difficult to achieve due to difficulties with ICES
(our database supplier). ICES have recently confirmed
that they are now in a position to proceed and so further
progress is expected in the coming weeks.
Overdue
In progress
Medium
In progress
8
A draft strategy has been completed and is due to be
considered by SMT in July.
Following an extensive period of community
consultation (since January 2013) the Sports
Review report will be considered by Cabinet in
September; if the preferred option is approved then
the new service will launch on 1 October with a new
post in place to enable and facilitate sport and
physical activity through our community sports
organisations, working with the national governing
Project
Accountability
Size
Status
Commentary
bodies.
Online Strategy
Head of
Medium
Corporate
Strategy and
Communications
Cancelled
This project in hindsight should have been a sub-action
of the Communications Strategy project, and now forms
part of a wider channel shift project. With this in mind,
the project has been cancelled.
Service plan actions
2.14
Table 5 provides a year-end summary of performance against 2012/13 service
plan actions.
Table 5: Summary of 2012/13 service plan actions
Total
Actions
Completed
In
progress*
Action
required
Overdue
Cancelled
Commissioning & Customer
Contact
2
2
0
0
0
0
Corporate Strategy &
Communications
13
10
3
0
0
0
Service Delivery
13
13
0
0
0
0
Audit
2
2
0
0
0
0
Finance
2
2
0
0
0
0
Human Resources
7
5
2
0
0
0
ICT
10
8
0
0
1
1
Legal & Democratic Services
4
4
0
0
0
0
Property
6
5
1
0
0
0
Economy and Community
Services
15
11
2
0
0
2
Housing
2
1
0
0
0
1
Planning
6
5
1
0
0
0
Chief Executive
Corporate Services
Regeneration
9
Total
Actions
Completed
In
progress*
Action
required
Overdue
Cancelled
82
68
9
0
1
4
Total
*These actions are greater than one-year in duration
2.15
Table 6 provides details of overdue and cancelled service plan actions together
with supporting commentary.
Table 6: Non-completed service plan actions
Service Plan Action
Accountability
Exchange 2010
migration
Head of ICT
Issues of
worklessness
Head of
Economy and
Community
Services
ICT support to cash
receipting
reconciliation
Head of ICT
Review of private
sector housing ICT
system
Housing
Status
Overdue
Cancelled
Cancelled
Review of Anti-social Head of
Behaviour/Community Economy and
Safety Unit
Community
Services
Cancelled
Cancelled
Commentary
This work was delayed as the MKIP ICT shared service and the
supporting network infrastructure needed to be fully in place
before it could commence. As the shared service implementation
was delayed until April 2013 (originally planned for December
2012), the work could not get underway and due for completion by
the end of August.
This project was not progressed in 2012/13 and it has not been
carried over as a discrete project for 2013/14. Other priorities
have taken precedence while the learning and skills project officer
post has been vacant. However, regular liaison and partnership
working with Jobcentre Plus (JCP) has been maintained, including
collaboration around 'enterprise clubs' for JCP clients,
recruitments (most notably for Sittingbourne Morrison’s), and
responding to larger-scale redundancies. An understanding of
how the council will work with JCP in respect of worklessness has
been set out in a recent letter, and this again seeks to establish
regular liaison meetings with JCP and the relevant Work
Programme contractors.
It had been intended that ICT would provide support to Finance,
but the activity has not proceeded as a result of the Finance
Division’s commitment to upgrade Agresso.
Cancelled as MKIP ICT wish to take a broader view of the project
across a number of partner authority services.
Action has been cancelled as it is no longer required. Kent Police
conducted a separate review on their function within the CSU,
which led to the re-allocation of tasks and functions. In addition,
following proposed changes in anti-social behaviour legislation
(currently going through parliament) it has been agreed that no
significant review would take place until the requirements and the
implications of the new legislation were understood.
10
Recommendations from 2012/13 performance reports
2.16
All recommendations from 2012/13 performance reports have been actioned. A
full list of these recommendations is set out at Appendix III.
3
ALTERNATIVE OPTIONS
3.1
None.
4.
CONSULTATION UNDERTAKEN OR PROPOSED
4.1
Heads of Service have been consulted in preparing this report.
5.
IMPLICATIONS
Corporate Plan
Implications
Without putting in place appropriate performance
management arrangements the council may not be able to
demonstrate how it achieves the corporate plan and its
priorities.
Financial, Resource
and Property
Implications
None specific to this report.
Legal and Statutory
Implications
The council continues to have a statutory duty to report
certain data to central government and its departments. In
addition, as part of the emerging transparency agenda there
is a requirement to make performance information available
to the community.
Crime and Disorder
Implications
There are no direct crime and disorder implications.
Risk Management and Not managing performance appropriately may result in the
Health and Safety
council not achieving its priorities resulting in risk to its
Implications
reputation.
Equality and Diversity
Implications
There are no direct equality and diversity implications.
However, an equality and diversity related indicator features
in the council’s suite of performance measures.
Sustainability
Implications
There are no direct sustainability implications. However,
there are a number sustainability related indicators featured
in the council’s suite of performance measures.
6.
APPENDICES
6.1
The following documents are to be published with this report and form part of the
report:

Appendix I: Corporate Plan Indicators 2012/13
11
7.

Appendix II: Corporate Indictors below the Median

Appendix III: Escalation Log

Appendix III: Performance Management Report Recommendations
BACKGROUND PAPERS

Monthly SMT performance reports

Previous escalation reports

Corporate Plan (2010)
12
Appendix I
2012/13 Corporate Plan Performance Indicators
Reference
Description
Service
Target
Outturn
Direction of
Travel
Improved
Priority 1: Embracing Localism
There are no corporate indicators which support this priority. Progress is measured using actions and projects.
Priority 2: Open for Business
LI/HS/001
No of long-term empty homes brought back into use after 6 months empty
Housing
30
60
NI 155
Number of affordable homes delivered (gross)
Housing
100
116
Improved
NI 156
Number of households living in temporary accommodation
Housing
60
74
Deteriorated
LI/HS/002
Number of affordable lifetime or adapted homes
Housing
Deleted
Deleted
N/A
LI/DC/DCE/0004
% of delegated decision (Officers)
Planning
92.00%
87.28%
Static
LI/DC/DCE/0006
Refused Planning Applications
Planning
18.00%
17.56%
Static
LI/DC/EN/001
Initial response to notified breach of planning control within 5 working days.
Planning
90.00%
90.00%
Static
LI/DC/EN/002
Initial response to notified breach of planning control within 10 working days.
Planning
90.00%
93.00%
Static
BV106
New homes built on previously developed land
Planning
40.00%
29.63%
Deteriorated
NI 157a
Processing of planning applications: Major applications
Planning
80.00%
76.39%
Deteriorated
NI 157b
Processing of planning applications: Minor applications
Planning
84.00%
74.34%
Deteriorated
NI 157c
Processing of planning applications: Other applications
Planning
93.00%
93.22%
Static
NI 154
Net additional homes provided
Planning
251
291
Deteriorated
NI 159
Supply of ready to develop housing sites
Planning
109.10%
68.36%
Improved
NI 182
Satisfaction of businesses with local authority regulation services
Service Delivery
No Target
93%
Deteriorated
LI/ICT/0007
DO It online Service availability
ICT
98%
99%
Static
LI/ICT/0006
Website availability
ICT
99%
99%
Static
LI/ICT0018
Website League Table
ICT
75
93
Static
LI/LS/LCC01
% of all Searches completed in 5 working days
Planning
95%
95%
Static
LI/PS/0001
Traffic Penalty Tribunal Appeals Allowed
Service Delivery
50%
59%
Static
LI/PS/0003
Penalty Charge Notice Recovery Rate
Service Delivery
68.00%
68.43%
Static
Priority 3: Healthy Environment
NI 191
Residual household waste per household
Commissioning
558
558
Static
NI 192
Percentage of household waste sent for reuse, recycling and composting
Commissioning
32%
32%
Static
NI 195a
Improved street and environmental cleanliness: Litter
Commissioning
5%
0%
Imp
NI 195b
Improved street and environmental cleanliness: Detritus
Commissioning
6%
0%
Imp
NI 195c
Improved street and environmental cleanliness: Graffiti
Commissioning
3%
0%
Static
NI 195d
Improved street and environmental cleanliness: Fly-posting
Commissioning
0%
0%
Static
NI 185
CO2 reduction from local authority operations
Policy
-4%
2%
Static
NI 186
Per capita reduction in CO2 emissions in the LA area
Policy
No Target
TBC
N/A
NI 188
Planning to Adapt to Climate Change
Policy
2
2
Static
BV216a
Number of sites of potential concern with respect to land contamination
Service Delivery
669
662
Improved
BV216b
Information on contaminated land
Service Delivery
10.00%
10.00%
Deteriorated
NI 189
Flood and coastal erosion risk management
Service Delivery
100%
100%
Static
NI 196
Improved street and environmental cleanliness – fly tipping
Service Delivery
2
2
Static
LI/EA/EPR/0001
Abandoned vehicles attended and attempted to be removed
Service Delivery
100%
100%
Static
BV218a
Abandoned vehicles - % investigated within 24 hrs
Service Delivery
100%
100%
Static
'Corporate Health' indicators
LI/POP/003
% of press releases which have generated positive and balanced coverage
Policy
90%
98%
N/A
LI/POP/002
The Level of Equality Standard/Framework
Policy
2
1
Same
LI/IC/CSC/0002
% of abandoned calls
Commissioning
5.00%
3.40%
Static
LI/IC/CSC/000
% of calls answered in 20 seconds
Commissioning
80.00%
81.50%
Static
NI 14
Avoidable contact: proportion of low-/no-value customer contact
Commissioning
10.00%
2.20%
Static
LI/CSC/005
% of complaints responded to within 10 working days
Commissioning
92.50%
88.00%
Improved
LI/CSC/006
% of complaints escalating from Stage 1 to Stage 2
Commissioning
10.00%
4.50%
Deteriorated
LI/CSC/007
Number of complaints that are referred to the Ombudsman
Commissioning
4
10
Deteriorated
BV8
Percentage of invoices paid on time (30 days)
Finance
97.25%
97.43%
Deteriorated
LI/FIN/002
Percentage of invoices paid on time (20 days)
Finance
Deleted
Deleted
N/A
BV11a
Top 5% of Earners: Women
Human Resources
40.00%
40.31%
Improved
BV11b
Top 5% of Earners: Ethnic Minorities
Human Resources
10.00%
4.03%
Deteriorated
BV11c
Top 5% of Earners: with a disability
Human Resources
10.00%
4.03%
Static
BV12a
Working Days Lost Due to Sickness Absence
Human Resources
8
6.54
Improved
BV12b
Short term sickness absence
Human Resources
4
3.4
Deteriorated
BV14
Percentage of Early Retirements
Human Resources
0.00%
1.28%
Improved
BV15
Percentage of Ill-health Retirements
Human Resources
0.00%
0.32%
Improved
LI/ICT/0013
Service Desk category 'A' incidents resolved in 1 hour or less
ICT
98.00%
98.45%
Static
LI/ICT/0012
Service Desk category B and C incidents resolved in agreed timescale
ICT
88.00%
92.66%
Static
LI/ICT/0014
Incidents tasked to analyst/programmers completed in agreed timescale
ICT
80.00%
89.74%
Deteriorated
LI/LDS/001
Level of customer satisfaction for legal services
Legal
56%
88%
Improved
LI/POP/002
% of required indicators produced within timescales
Policy
100%
100%
Static
13
Reference
Description
Service
Target
Outturn
Direction of
Travel
LI/IA/001
Achievement of Annual Audit Plan
Internal Audit
90.00%
100.00%
Static
LI/IA/002
Internal Audit Productive/Chargeable Time
Internal Audit
85.00%
87.00%
Static
LI/IA/003
Satisfaction with Internal Audit Service
Internal Audit
90.00%
100.00%
Static
BV9
% of Council Tax collected
Service Delivery
98%
98%
Static
BV10
Percentage of Non-domestic Rates Collected
Service Delivery
98.00%
96.04%
Static
BV76c
Housing Benefits Security Number of fraud investigations
Service Delivery
52
37
Deteriorated
BV76d
Housing Benefits Security number of prosecutions and sanctions
Service Delivery
5.2
4.1
Deteriorated
BV78a
Speed of processing new Housing Benefit /Council Tax Benefit claims
Service Delivery
21
17.6
Static
BV78b
Speed of processing changes of circumstances for Housing Benefit/Council Tax Benefit claims
Service Delivery
7.4
7.7
Deteriorated
BV79a
Accuracy of processing - HB/CTB claims
Service Delivery
99%
98%
Static
BV79b(I)
% of recoverable overpayments recovered
Service Delivery
75.00%
82.69%
Static
NI 181
Time taken to process HB/CTB new claims and change events
Service Delivery
9.5
9.2
Deteriorated
14
Appendix II
Corporate Indicators below the Median
Reference
Description
Priority
Service
Frequency
Unit
2012/13
Target
2012/13
Actual
Quartile
NI 155
Number of affordable homes delivered (gross)
Business
Housing
Annual
Number
100
116
3
NI 156
Number of households living in temporary accommodation
Business
Housing
Monthly
Number
60
74
3
LI/DC/DCE/0004
% of delegated decision (Officers)
Business
Planning
Monthly
%
92.00%
87.28%
4
NI 157b
Processing of planning applications: Minor applications
Business
Planning
Monthly
%
84.00%
74.34%
4
NI 154
Net additional homes provided
Business
Planning
Annual
Number
251
291
3
NI 191
Residual household waste per household
Environment
Commissioning
Monthly
kg
558
558
3
NI 192
Percentage of household waste sent for reuse, recycling
and composting
Environment
Commissioning
Monthly
%
32%
32%
4
BV11c
Top 5% of Earners: with a disability
Corporate
Health
Human Resources
Annual
%
10.00%
4.03%
4
BV14
Percentage of Early Retirements
Corporate
Health
Human Resources
Annual
%
0.00%
1.28%
4
BV15
Percentage of Ill-health Retirements
Corporate
Health
Human Resources
Annual
%
0.00%
0.32%
3
BV9
% of Council Tax collected
Corporate
Health
Service Delivery
Monthly
%
98%
98%
3
BV10
Percentage of Non-domestic Rates Collected
Corporate
Health
Service Delivery
Monthly
%
98.00%
96.04%
4
15
BV79a
Accuracy of processing - HB/CTB claims
Corporate
Health
Service Delivery
Annual
%
99%
98%
3
NI 181
Time taken to process Housing Benefit/Council Tax Benefit
new claims and change events
Corporate
Health
Service Delivery
Annual
Days
9.5
9.2
3
16
Appendix III
2012/13 Escalation Log
Indicator
Description
Accountability
NI 157a
% of major planning applications determined in 13 weeks
Head of Development Services
NI 157b
% of minor planning applications determined in 8 weeks
Head of Development Services
LI/DC/DCE/4
Percentage of delegated decisions (officers)
Head of Development Services
17
Appendix IV
2012/13 Performance Management Report Recommendations
Month
Recommendation
Status
April
Recommendation R01: That SMT requests the Chief Executive to consult with the Cabinet Member for Performance to agree
the revised definition detailed in §2.6
Completed
April
Recommendation R02: That SMT requests the Chief Executive to consult with the Cabinet Member for Performance to agree
Completed
the revised 2012/13 targets set out in Table 4.
May
Recommendation R03: That indicators LI/DC/DCE/4 and LI/DC/DCE/6 move to Level 2 of the escalation process and that
Completed
SMT requests the Head of Development Services to produce a priority improvement action report (§2.6).
June
Recommendation R04: That SMT requests the Chief Executive to consult with the Cabinet Member for Performance to agree
Completed
a revised NI192 target (§2.8).
Recommendation R05: It is recommended that SMT agree to extend the current phase of the Sittingbourne Town Centre
Completed
January
Recommendation R06: That SMT agrees the revised escalation process.
Completed
April
Recommendation R07: That the Peer Challenge Review Action Plan is signed off as complete.
Completed
October
project to 31 March 2013 (§2.7).
18