Corporate Performance Report Quarter 3: 2016-2017 · Performance Overview Quarterly reporting of...

Charnwood Borough CouncilCorporate Performance Report

Quarter 3: 2016-2017

Performance Overview

Quarterly reporting of performance is a key element of monitoring progress towards delivering theCouncil’s Corporate Objectives and Initiatives as set out in the Corporate Plan (2016-2020) andAnnual Business Plan (2016-2017). This report presents detailed performance results for the thirdquarter of 2016-2017, in respect of the Corporate Plan Objectives and Key Performance Indicators. Itprovides explanations and commentary with regards to any poor performance or non-achievement oftargets and details of remedial actions being taken where appropriate.

Performance Objectives

At Quarter three there are 36 activities in the Annual Business Plan (2016-2017) which address theobjectives outlined in the Corporate Plan. There are 2 objectives are reported as red and 5 as amberin status this quarter. In addition 23 objectives are assessed as green, 6 objectives have beencompleted in Quarter 3.

Performance DashboardQuarter 3: 2016-2017

Business Plan Objectives Key Performance Indicators Business Plan Indicators

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Within this theme there are thirteen activities this quarter. Eight of

the activities are assessed as green and therefore meeting targets.

One of these activities is performing under target and therefore

graded as red in status and a further two are assessed as amber.

The red activity relates to action SLE2- Hou: Bring empty homesback into use through housing advice/ assistance andpartnership grants. This activity is red due to just one of the fifty

homes being brought back into use to date, therefore it is unlikely

the target will be met within the 2016/17 Business Plan. However, a

range of activity is taking place to mitigate this, including site visits,

updating of Council Tax records and four partnership grants are

currently being processed.

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The first amber activity is SLE2- PR (1): Secure the delivery of affordable homes (council and private) through negotiationwhen considering appropriate residential planning applications. This particular activity is graded as amber as the majority ofthe remaining affordable completions are expected to take place in Quarter 4 as reported in previous reports. Around 150 affordabledwellings are currently under construction with 96 expected to complete in the final quarter.

SLE4- RS: Complete car park repairs and improvements to encourage increased tourist, visitors and customer car parkingin Loughborough is the second amber activity within the theme. The activity is amber as the resurfacing of the Leisure Centre CarPark and replacing existing lights within Beehive Lane Car Park with LED lighting are currently behind planned timescales but bothare within manageable timescales for completion.

Two activities have been completed within this theme for Quarter 3, and these are:

SLE3- COS (1): Secure arrangements for the delivery of Environmental Services post April 2017. The agreement forthe extension of the Environmental Services contract with Serco up to June 2020 has now been signed and completed.

SLE3- COS (2): Investigate options available to reduce the amount of contamination in dry recycling collections.The investigation of options took place and led to the introduction of increased communication with residents, including pressreleases and bin stickers highlighting the three main contaminations (textiles, nappies & food).

Objective Business Plan Actions ProgressMeasure / SuccessCriteria

Linked Indicator

SLE1 - FP - Encourage newjobs to the Borough throughpromoting the delivery of theScience Park and EnterpriseZone and encouraging newbusinesses to towns andvillages.

Ensure industrial units are fitfor purpose, and areadvertised as soon as theybecome vacant, to increasethe number of new businessesinto Charnwood.

G

All units remain fit for purpose, appropriateinspections are undertaken for hard wire testsand units are maintained to a good standard.Available units are advertised on the CBC website which is regularly updated. Mail shots arealso sent out to our mailing list of previouscompanies who have shown a previousinterest.

100% of industrial units are fitfor purpose. 90% occupancyrate.

BP1 - Percentage ofindustrial units thatare fit for purpose

BP2 - Percentageoccupancy rate ofindustrial units

SLE1 - PR - Encourage newjobs to the Borough throughpromoting the delivery of theScience Park and EnterpriseZone and encouraging newbusinesses to towns andvillages.

Prepare a BusinessEngagement strategy forCharnwood in consultationwith local business and theLLEP.

G

Questionnaire issued to determine preferredchannels for engagement by businessrepresentatives and responses analysed.Options and objectives for web sitereconfiguration discussed with lead memberand internal stakeholders. Consultants(Hyphen) engaged to prepare the inwardinvestment prospectus and develop a brandfor the service in consultation with keystakeholders. Work is also underway on thestrategy itself and this on target forcompletion by the end of Quarter 4.

Business Engagement Strategyapproved for Charnwood.


Linked Indicator

SLE2 - Hou - Ensure that agrowth in homes andinfrastructure benefits residentsthrough improved communityfacilities, affordable housingand superfast broadband.

Bring empty homes back intouse through housing advice/assistance and partnershipgrants.

R

A further mailshot to 82 empty home ownerswere sent out, 63 visits have been undertakenwhich has identified an additional 33 homespreviously categorised as empty as beingoccupied (bringing the total to 164), thesubsequent updating of Council Tax recordsresulting in improved data for NHB purposes.Currently four applications are beingprocessed for Partnership Grants and throughthe building of close working relationshipswith the owner of a significantly problematiclong term empty, work has commenced toconvert a large empty property into six, twobed self-contained flats. In additionagreements have been reached with threelocal estate agents and auctioneers whoresponded positively to approaches to workwith our Empty Homes Officer, offeringdiscounted fees to empty home ownersreferred.

50 empty homes brought backinto use.

BP3 - Number ofempty homes broughtback into use

SLE2 - LS - Ensure that agrowth in homes andinfrastructure benefits residentsthrough improved communityfacilities, affordable housingand superfast broadband.

Upgrade communal lighting inresident schemes to lowenergy LED lighting.

G Schemes on target for completion at the endof 2016/2017.

Lighting fully installed in 4schemes.


Linked Indicator

SLE2 - PR(1) - Ensure that agrowth in homes andinfrastructure benefits residentsthrough improved communityfacilities, affordable housingand superfast broadband.

Secure the delivery ofaffordable homes (council andprivate) through negotiationwhen considering appropriateresidential planningapplications.

A

The majority of the remaining affordablecompletions are expected to take place inQuarter 4, as reported in previous reports.Around 150 affordable dwellings are currentlyunder construction with 96 expected tocomplete in Quarter 4.

Secured delivery of 176affordable homes

KI2 - Number ofaffordable homesdelivered (gross)

SLE2 - PR(2) - Ensure that agrowth in homes andinfrastructure benefits residentsthrough improved communityfacilities, affordable housingand superfast broadband.

Secure the delivery of newhomes and supportinginfrastructure through thecareful management of localplan growth sites and apositive approach residentialdevelopment where thisaccords with the local plan.

GAbove target for the Quarter and on track toreach end of year target with over 800dwellings currently under construction.

Secured delivery of 820 newhomes (including 176 affordablehomes)

KI1 - Net additionalhomes provided(Formally NI154) KI2- Number ofaffordable homesdelivered (gross)

SLE3 - COS(1) - Take action toprotect the environment forfuture generations and ensurea clean borough for all to enjoy.

Secure arrangements for thedelivery of EnvironmentalServices post April 2017.

C

The agreement for the extension of theEnvironmental Services contract with Serco upto June 2020 has now been signed andcompleted.

Environmental Services Contractextended. Contract renewalagreed and delivered by October2016.


Linked Indicator

SLE3 - COS(2) - Take action toprotect the environment forfuture generations and ensurea clean borough for all to enjoy.

Investigate options availableto reduce the amount ofcontamination in dry recyclingcollections.

C

An investigation of options to reducecontamination took place during Quarters 1and 2 which led to the introduction of someincreased resident communication on thisissue during Quarter 3. This includes pressreleases and bin stickers asking residents torefrain from putting the 3 main contaminants(textiles, nappies and food) in their recyclingbin. Recycling Audits and the end of Jan, Feband March will indicate whether the schemehas been successful.

Reduction in contamination ratesfor Dry Recycling by less than10% contamination for 9 monthsof the year.

BP5 - Percentage ofcontamination for dryrecycling, for ninemonths of the year

SLE3 - PR - Take action toprotect the environment forfuture generations and ensurea clean borough for all to enjoy.

To commission the near termprojects identified in theCarbon Management Plan.

G

Feasibility has been undertaken on all nearterm targets and those that can contribute toa reduction of carbon emissions have beencompleted, are underway or will becommissioned by the end of Quarter 4.

Monitoring suggests that carbon savings of10% have been achieved by projects since2013 and that the Council is on target toachieve 15% by 2020.

Delivery of the CarbonManagement Plan Action Plan.Secure progress on the deliveryof 15% reduction in carbonemissions by 2020 from the 2013baseline.


Linked Indicator

SLE3 - RS - Take action toprotect the environment forfuture generations and ensurea clean borough for all to enjoy.

Deliver the following 'Don'tMuck Around 2016-17Campaign' actions:

A) Hold the 'Don't MuckAround' Awards ceremony tocelebrate environmentalchampions within ourcommunities.

B) Develop and implement theDog Control Public SpacesProtection Orders across theborough.

C) Undertake targetedlitter/dog fouling hot spotpatrols across the borough.

D) Undertake the 'Top Dog' -Responsible Dog OwnershipInitiative and ensure that allstray dogs collected or re-homed on behalf of theCouncil comply with the newmicro-chipping requirements.

E) Deliver a student wasteawareness campaign inpartnership withLoughborough University andResidents Group.

G

B) Draft Public Spaces Protection Orders forCharnwood and Bradgate Park approved byCabinet 20th October 2016. Notice ofIntention published on web site and onrelevant notice boards across the Borough.New signs ordered. Final implementation inJan 2017.

C) 6 targeted areas identified and patrolled.1,836 leaflets were distributed across theBorough for dog fouling. There was a 40%decrease in incidence of fouling across the 6areas.

D) All stray dogs collected by the Councilchecked for microchips. 9 warning noticesissued, 5 complied and 4 required furtheraction.

A) Awards issued and promotedthrough local press and on website by June 2016.

B) Public Spaces ProtectionOrders in place and beingenforced.

C) 6 Litter/dog fouling patrolscompleted and 30% overallimprovement achieved inlitter/dog fouling levels.

D) 100% stray dogs beingreunited with owners or rehomedare micro-chipped.

E) Students in targeted locationshave been issued with 'Moving inand moving out Packs' byOctober 2016.

BP4 - Percentage ofimprovementachieved in litter/ dogfouling levels


Linked Indicator

SLE4 - LC - Promote theBorough to increase tourismand support initiatives to helpour towns and villages to thrive.Develop new and revitalisedTown Centre Masterplans forLoughborough and Shepshed

Deliver a range of initiativesaimed at actively promotingthe Markets and Fairs,including:

A) Implement a 'ShoppersCharter' on the markets toincrease shoppers confidenceand awareness of their rights

B) Complete the action planwithin the Market townproject, in partnership withLoughborough University.

C) Support local communitiesto hold a specialist market onLoughborough Universitycampus.

D) Deliver specialist marketsto increase the diversity ofmarkets within LoughboroughTown Centre.

G

A) The ‘Shoppers Charter’ is on target and willbe delivered in late March.

B/ C) The action plan within the Market Townproject was completed in Quarter 3 thisinvolved an exchange of roles whereby amarket was delivered within the UniversityCampus, and a Lecture theatre wasconstructed in the Market place and livelectures attended by students were held.

D) French, Moroccan and themed marketssuch as the Christmas Cracker Markets werealso held in Loughborough Market Place.

A) Increased shoppers using themarkets due to increasedconfidence and awareness ofrights.

B) Action plan completed andproject delivered by March 2017.

C) 1 market to be operated atLoughborough UniversityCampus.

D) 4 specialist markets to beoperated within LoughboroughTown Centre.

SLE4 - PR - Promote theBorough to increase tourismand support initiatives to helpour towns and villages to thrive.Develop new and revitalisedTown Centre Masterplans forLoughborough and Shepshed

Review and revitalise theLoughborough Town CentreMasterplan and prepare anaction plan for investment to2028.

G

Consultants (Urban Initiatives Studio) havebeen appointed to undertake the preparationof the Loughborough Town Centre MasterPlan in November. The first stakeholderengagement event was held on 4 Decemberto confirm base line assessment and testattitudes towards broad based interventions.

Action Plan prepared andpublished.


Linked Indicator

SLE4 - RS - Promote theBorough to increase tourismand support initiatives to helpour towns and villages to thrive.Develop new and revitalisedTown Centre Masterplans forLoughborough and Shepshed

Complete the following carpark repairs andimprovements to encourageincreased tourist visitors andcustomer car parking inLoughborough:

A) Re-surface and re-lineBrowns Lane Leisure CentreCar Park.

B) Provide new paymentmachines at Browns Lane,Southfields Road andSouthfields Extension CarParks.

C) Replace existing lightswithin Beehive Lane Car Parkwith LED lighting.

A

A) Park Mark award achieved for all car parks.176,900 vehicles used paid car parks duringQuarter 3, a 2% increase over same periodprevious year. Property Services metcontractors at Browns Lane Leisure Centre.Street Management agreed with LeisureCentre work to be undertaken during quieterperiod around Easter 2017 to minimisecustomer disruption. Quotes to be providedJan 2017.

B) Met with suitable contractors on ESPOframework contract for pay & displaymachines. Procurement process to commencein Jan 2017.

C) 286 LED lights have been installed inBeehive Car Park, which is 65% of total (438).

Park Mark Award is achieved for2016-17. Improvements to CarParks completed. Increasednumber of cars parking withinLoughborough Car Parks. Aminimum of 75% of existinglights replaced within BeehiveLane Car Park.

There are fourteen activities to deliver within this theme and

twelve are assessed as green. Therefore, performance is

particularly good in this area. One activity is rated as amber which

relates to ERM1- SS: Maintain, and aim to increase if possible,the current numbers of Flood Wardens and Emergency CentreVolunteers. In Quarter 3, two flood wardens have stepped down.

However, work will continue to recruit new volunteers in Quarter 4.

One activity has been completed within this theme for Quarter 3, andthis is:

ERM2- Hou- Ensure the Disabled Facilities Grant budgetis fully committed. The budget is fully committed and

achieved a 95% of high customer satisfaction with the

process.

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Linked Indicator

ERM1 - LS - Keep ourresidents safe throughimplementing a newcommunity safety plan,combatting ASB andinvesting in emergencyplanning, food safety andsafeguarding.

Fit new and upgrade existingdoor entry systems tocommunal areas to flats.

G

Addresses identified and orders placedwith contractors. Work is in progress tofit new and upgrade existing door entryschemes to provide robust access tocontrols to communal areas of blocks offlats. This is on target.

£100k budget spent, ensuringdoors are installed.

ERM1 - RS - Keep ourresidents safe throughimplementing a newcommunity safety plan,combatting ASB andinvesting in emergencyplanning, food safety andsafeguarding.

Ensure that 92% of foodbusinesses across theBorough achieve Level 3 orabove on the National FoodHygiene rating scheme by:

A) Completing Food SafetyInspections for the highestrisk food businesses.

B) Providing food safetyadvice to all new foodbusinesses.

C) Food Hygiene CIEH Level2 award in Food Safetytraining courses delivered tofood handlers.

D) Taking relevant actionagainst businesses who onlyachieve a Level 0 to ensurelegal compliance.

G

At the end of Quarter 3, 92.7% (1351out of 1458) of businesses are level 3or above on the National Food HygieneRating Scheme, 65 inspections of thehigh risk food businesses wereundertaken, 27 new businesses visited,16 Food Handlers successfully passedthe CIEH Food Hygiene training courseand 5 formal notices were issued forfood safety during Quarter 3.

A) At least 95% of A-C riskrated premises receive aninspection.

B) All new registered foodbusinesses receive a visit andstart up packs.

C) Minimum of 2 food hygienecourses delivered.

D) All Level 0 businesses arebeing improved orenforcement action taken.

KI3 - Percentage of foodestablishments that achieve level 3(broadly compliant) within theCharnwood Food Hygiene RatingSystem


Linked Indicator

ERM1 - SS - Keep ourresidents safe throughimplementing a newcommunity safety plan,combatting ASB andinvesting in emergencyplanning, food safety andsafeguarding.

Maintain, and aim to increaseif possible, the currentnumbers of Flood Wardensand Emergency CentreVolunteers by proactive visitsto parishes and otherrelevant community andvoluntary groups.

A

2 flood wardens have stepped down.Work will continue to recruit newvolunteers (e.g. article included in mostrecent Charnwood News).

At least maintain or improveupon current numbers of: 50Emergency Centre Volunteers32 Flood Wardens

BP8 - Number of Emergency CentreVolunteers and Flood Wardens

ERM1 - NS(1) - Keep ourresidents safe throughimplementing a newcommunity safety plan,combatting ASB andinvesting in emergencyplanning, food safety andsafeguarding.

Deliver a range of initiativesaimed at creating asignificant reduction in crimeand ASB including:

A) Burglary dwellingawareness initiatives focusedupon the student populationand the 'Darker Nights'campaign.

B) Social media campaignsaimed at reducing vehiclecrime: 'Lock it or Lose it'.

C) Develop and implement anIntegrated NeighbourhoodManagement CommunitySafety Plan for LoughboroughCentral and LoughboroughEast.

G

A) Two Domestic Burglary Campaignshave taken place, ‘Darker Nights’ and‘Christmas Campaign’. The Partnershiphas utilised a Billboard and the ADVANduring these campaigns to promote themessage of “Thieves we are watchingyou” and leave a light on. Five out ofthe 6 campaigns have now been run(one further planned Feb 2017).

B) Two social media campaigns havetaken place around vehicle crime aspart of the Darker Nights Campaignwhich have covered the key messagesof locking your car and not leavingitems on display. All 4 social mediacampaigns have now been delivered.Completed.

6 burglary dwelling initiativesdelivered. 4 social mediacampaigns delivered. 2Integrated NeighbourhoodManagement CommunitySafety Plans developed.

KI12 - Significant reduction in allcrime


Linked Indicator

ERM1 - NS(2) - Keep ourresidents safe throughimplementing a newcommunity safety plan,combatting ASB andinvesting in emergencyplanning, food safety andsafeguarding.

Deliver safeguarding trainingto keep children, youngpeople and vulnerable adultssafe, to include:

A) Silver safeguarding e-learning training to targetstaff.

B) Silver safeguarding face-to-face session delivered.

C) Gold safeguarding 'top up'session delivered.

D) Safeguarding trainingsession for elected members.

G

A) In Quarter 3 the Head of Planningand Regeneration agreed that all staffin the Service area would complete thee-learning Safeguarding Trainingmodule. The module link was sent to allstaff in this service area in November2016.

B) One Silver face to face sessiondelivered in Quarter 3 – total of 3 forthe year.

C) The Gold safeguarding top upsession will be delivered in March 2017.

D) An integrated Safeguarding andPrevent session for members took placeon 23 November 2016 and receivedvery positive feedback.

A) Silver e-learning trainingdelivered to 80% of targetstaff.

B) 1 Silver safeguarding face-to face session delivered.

C) 1 Gold safeguarding 'topup' session delivered.

D) 1 elected membersafeguarding training sessiondelivered.


Linked Indicator

ERM2 - COS - MakeCharnwood an attractiveplace for all throughinvestment in our housingstock, funding communitygroups, and providing arange of diverseopportunities and events..

Utilise Rangers Service todeliver volunteering projectsin Open Spaces.

G

The number of volunteering hours atthe end of December 2016 was 6402,which has exceeded the annual targetof 6,000. During Quarter 3, theRanger's activities included thefollowing: • Weekly Green Gym sessionswith an average of 7 volunteers persession • Bi-weekly conservationsessions at the Outwoods with anaverage of 5 volunteers • October 29th-Springfield Lake Community Action Day.Thinning and coppicing trees andshrubs around the lake. 15 localresidents turned out to take part • Nov-Removed campsite from the Outwoods• Facilitated 2 Memorial Tree plantingsin the Outwoods • Blew leaves frompaths on all primary paths in theOutwoods • New relationship withRawlins College, Skills for Learninggroup established to enhance learningfor special needs students. 16 learnersevery fortnight attending the Outwoods• Boardwalk repaired in the Outwoods •Ditch clearance and maintenance in theOutwoods • Dec-Christmas wreath andreindeer making workshops made withnatural waste generated from woodlandwork in the Outwoods with volunteers •Monitored the Outwoods closely duringperiod of ‘Hurricane Barbara’.

Increase in volunteeringopportunities for residents atattain 5500 volunteeringhours by 31st March 2017.

BP6 - Number of volunteering hours


Linked Indicator

ERM2 - NS - MakeCharnwood an attractiveplace for all throughinvestment in our housingstock, funding communitygroups, and providing arange of diverseopportunities and events.

Provide funding and supportto develop capacity in ourvoluntary and communitysector and enable communitygroups to take ownership oflocal issues particularly inpriority neighbourhoodsthrough:

A) Provide organisationalhealth checks includingreview of governancestructure and business plan.

B) Continuing to support thethree existing CommunityHubs Marios Tinenti Centre,Altogether Place and The Hutthrough delivery ofnetworking and trainingevents.

C) Develop and establishing aCommunity Hub in ThorpeAcre.

G

A) A total of 5 health checks have eithercommenced or been completed inQuarter 3 with the followingorganisations; Fearon Hall, RSPCC, TheBaldwin Trust, Anstey Cadets, AlbertStreet Artists. This takes the total to 18.

B) In October a Dragons Den styleevent was organised to supportcommunity groups looking for fundingfor their projects. A total of elevenorganisations were allocated half anhour to present their project to eightfunders for feedback. All the groupswere eligible to apply for at least one ofthe funds available and are beingsupported with the bid writing. To date4 networking and training events havebeen delivered.

C) Work to develop a Community Hubon the Thorpe Acre Scout site continuesalthough there are a number of issuesthat need to be resolved between thetwo parties before the project can moveforward. A District Valuer s123 reporthas been received and will beconsidered at the next AMG Groupmeeting on 12th January 2017. Analternative location is being explored fora temporary building on an unusedHousing Car Park. Discussions betweenTA Scouts and TARA continue in anattempt to resolve the under leaseheads of terms.

A) 20 organisational healthchecks completed.

B) 4 networking and trainingevents delivered.

C) Community Hubestablished in Thorpe Acre.


Linked Indicator

ERM2 - HOU - MakeCharnwood an attractiveplace for all throughinvestment in our housingstock, funding communitygroups, and providing arange of diverseopportunities and events.

Ensure the private sectorDisabled Facilities Grantbudget is fully committed.

C

The Disabled Facilities Grant is fullycommitted and 95% of high customersatisfaction with the Disabled FacilitiesGrants process was achieved.

The return rate for grant satisfactionsurveys between 1st April 2016 – 31stDec 2016 was 55% (115 surveys wereissued and 65 completed surveysreturned).

Budget is fully committed.

95% of high customersatisfaction with the DisabledFacilities Grant process.

ERM2 - LS - MakeCharnwood an attractiveplace for all throughinvestment in our housingstock, funding communitygroups, and providing arange of diverseopportunities and events.

Continue to improve theCouncil's housing stock.

G

The percentage of decent homes is anannual performance indicator. However,at present there is no non-decency inthe general needs housing stock andthat will be the case at the end of2016/17. Non-decency will not arise ingeneral needs stock for some years tocome and the HRA Business Plan showsthat there sufficient resources toaddress this and to keep the figure atzero.

£5.5m spend achieved in2016/17 0% non- decency ingeneral needs housing.

KI5 - Percentage non-decent councilhomes

ERM3 - LC - Encouragehealthy lifestyles for allour residents throughphysical activityprogrammes and theprovision of sportsfacilities and green spaces

Work proactively with Fusionand the Recreational ServiceTeam to increase uptake bySupporting LeicestershireFamilies (SLF) to thesupported activity programmewithin Leisure Centres.

G

Supporting Leicestershire Families havecontinued to engage positively at allthree of the council's leisure centres, inQuarter 3 participation was 330 withthe total for the year standing at 1586.Fusions participation report has beenchecked and verified as accurate.

That the funding available forthis scheme is used effectivelyto deliver positive outcomesfor the 88 participatingfamilies.


Linked Indicator

ERM3 - NS - Encouragehealthy lifestyles for allour residents throughphysical activityprogrammes and theprovision of sportsfacilities and green spaces

Deliver and co-ordinate aprogramme of sport andphysical activity initiatives,aimed at increasingparticipation amongst a widerange of residents through:

A) Delivery of earlyintervention sessionstargeting 0-4s.

B) Delivery of child and familyhealth intervention coursesaimed at tackling childhoodobesity.

C) Delivery of a targetedprogramme for 14- 25 yearolds living in priorityneighbourhoods (CommunitySports Activation Fund).

G

A) FLiC - Two courses of FLiC (FamilyLifestyle Club) have run in Quarter 3 atCharnwood College and LoughboroughLeisure Centre with 33 participants and195 attendances over the 8 weekprogramme. Total Courses for the yearto date 4 Total scheme attendances forthe year to date -315.

B) LEAP (Lifestyle Eating and ActivityProgramme for Adults) - Two LEAPcourses have taken place in Quarter 3,in Loughborough and Thurmaston Totalattendances in Quarter 3 - 215 TotalCourses for the year to date 7 Totalscheme attendances for the year - 730.Total FliC and LEAP attendances year todate – 1045.

C) Total number of participants year todate - 542 against target of 300 (401within 14 - 25 age group). Males -334Females – 208. Total Number ofAttendances - 4199 . BME % Quarter 1,2 & 3 - 18.8%. Disability Quarter 1, 2 &3- 8.8%. Priority Neighbourhood %Quarter 1, 2 & 3 =78.5%.

A) Deliver 3 sessions a weekwith 3000 total attendances

B) Deliver 5 FLiC courses and10 LEAP courses with 700total attendances.

C) Year 1 Plan delivered with300 individual's engaged


Linked Indicator

ERM4 - LC - Celebrate therich culture of theBorough.

Deliver the Town Hallbusiness plan by encouraginga diverse audience along withincreased numbers attendingshows and events within thetheatre venue.

G

Quarter 3 proved very successful for theTown Hall theatre with a variedprogramme of nationally renownedprofessional performers in music andcomedy genres, the amateur showswere more successful this yearcompared to 2015 and the theatre tooka key role in the "Loogaborooga"Illustrated children's Literature festivalin October. For the second year runningthe annual Pantomime received criticalacclaim with a 5 star rating form thestage publication, breaking box officerecords for Cinderella. A total of 37,977attendances were recorded, 33,335 forprofessional shows including 9,053school children watching thePantomime, 2,991 attending theamateur performances and 1651attending events as part of the festival.

Increase numbers attendingshows and events to 46,500people. Subsidy requirementreduced in line with Town HallProject Boardrecommendations.Satisfaction levels maintainedat 90% satisfaction.Established through ongoingfeedback and annual survey.

BP7 - Number of people attendingshows and events

ERM5 - All - Listen to andcommunicate with ourresidents and act on theirconcerns.

Undertake regular satisfactionsurveys with members of thepublic to ensure improvementin those services that use GovMetric and Contact Centre.

G

91% of customers satisfied with theface to face service they receive. 90%of customers satisfied with thetelephone service they receive for thosecalls taken in the contact centre. 58%of customers satisfied with the webservice they receive on those on Govmetric.

80% of customers satisfiedwith the face to face servicethey receive. 80% ofcustomers satisfied with thetelephone service they receivefor those calls taken in thecontact centre. 50% ofcustomers satisfied with theweb service they receive onthose on Gov metric.

BP12 - Percentage of customerssatisfied with the face to face servicethey receive BP13 - Percentage ofcustomers satisfied with thetelephone service they receive forthose calls taken in the contactcentre BP14 - Percentage ofcustomers satisfied with the webservice they receive for thoseservices use Gov metric


Linked Indicator

ERM5 - RBCS - Listen toand communicate with ourresidents and act on theirconcerns.

Ensure improvement in theCorporate Complaints Processand overall service delivery.

G

88% of complaints remained at ‘Stage0’ of the Corporate Complaints Processin Quarter 3, therefore exceedingtarget.

80% of complaints notproceeding past 'Stage 0' ofthe corporate complaintprocess.

BP11 - Percentage of complaints notproceeding past 'Stage 0' of thecorporate complaints process

Within this theme there are nine activities this quarter. Three of

these are assessed as green and therefore meeting targets and twoare rated as amber. One activity is rated as red.

The red activity is DES2- Extend and enhance the way customerscan interact with us to improve the online experience forcustomers. The project is currently off target for increasing the

number of journeys customers can undertake online by 40 journeys.

The initial timescales indicated for the first set of forms has passed

but the project team is continuing to work with Verint to develop the

forms and move them to a live environment.

The first amber activity relates to DES3- RBCS: Upgrade andimplement Avaya System for improved telephony for furtherconsideration of webchat and call recording. The Implementation

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Plan was developed in Quarter 3 and will be finalised in January 2017. Activity is amber as currently awaiting confirmation of

the implementation date which may potentially exceed the 2016/17 Business Plan year.

The second amber activity is DES3- Project: Delivery of the Customer Service Programme, in line with the projectmilestones. Overall the programme is amber as the Culture, Document & Record Management and the Southfields project

are green but the OCE project is amber in status as there is some slippage in timescale. In addition the Customer Service

Standards & Satisfaction is red as it is still in the planning stages. Due to the Project Manager leaving the organisation the

Board have agreed to postpone the project until resources have been identified.

In addition, three activities within this theme have been completed this quarter– they are;

DES1- FP: Ensure Council wide fees and charges are set at an appropriate level in line with Council priorities.

All fees and charges have been reviewed as part of the 2017/18 budget setting process and estimated income is

included in the draft revenue budget for agreement at Council in February 2017.

DES1- SS (1): Put customers at Establish a corporate project in preparation for undertaking a Borough- widecommunity governance review during 2017/18. The corporate project is fully established. A report will be taken to

Council on 23/01/17 for approval to begin the review.

DES1- RBCS (2): Co-locate two other partner organisations into the Council’s existing Customer Service Area.

Money Advice and Citizens Advice Bureau now also provide their services from the Customer Service area on a

regular basis.

Objective Business Plan Actions Progress Measure / Success CriteriaLinkedIndicator

DES1 - FP - Putcustomers at the heartof everything we doand provide strongcommunity leadership

Ensure council wide fees and chargesare set at an appropriate level in linewith Council priorities.

C

All Fees and Charges have been reviewed as part ofthe 2017/18 budget setting process and estimatedincome is included in the draft revenue budget foragreement at Council in February 2017.

Top 15 (by income level) fees andcharges reviewed and amendedwhere necessary.

DES1 - SS(1) - Putcustomers at the heartof everything we doand provide strongcommunity leadership

Establish a corporate project inpreparation for undertaking aBorough-wide community governancereview during 2017/18 to ensureadequate and effective arrangementsexist for democratic representation attown and parish council level.

C

The corporate project for undertaking a Borough-widecommunity governance review during 2017/18 is fullyestablished. A report will be taken to Council on23/01/17 for approval to begin the review.

Corporate Project established byDecember 2016.

DES1 - SS(2) - Putcustomers at the heartof everything we doand provide strongcommunity leadership

Deliver Police & Crime Commissioner,EU Referendum, and any by-electionsin accordance with ElectoralCommission requirements.

GA further Shepshed by-election and a parish planreferendum in Thurcaston and Cropston were bothdelivered successfully during November.

Less than 0.5% complaintsreceived about an election as a %proportion of the number ofpeople voting.

BP9 - Less than0.5% complaints

DES1 - COS - Putcustomers at the heartof everything we doand provide strongcommunity leadership

Undertake regular satisfaction surveyswith members of the public.

G

92.84% of people expressed satisfaction withhousehold waste collection. 77.93% of peopleexpressed satisfaction with cleanliness standards.85.39% of customers were satisfied with the service.Please note: there no specific information for this, thefigure given is derived from adding the two abovefigures together and dividing by two.

At least 90% of people expressingsatisfaction with household wastecollection At least 80% of peoplesatisfied with cleanlinessstandards At least 80% ofcustomers satisfied with theservice


DES1 - RBCS(2) - Putcustomers at the heartof everything we doand provide strongcommunity leadership

Develop opportunities to co-locate twoother partner organisations into theCouncil's existing Customer Servicearea.

C

Two new partners introduced into Customer Servicearea. Money Advice & Citizens Advice Bureau nowalso provide their services from the Customer Servicearea on a regular basis.

Two new partners introduced intoCustomer Service area. Increasedcustomer satisfaction levels.

DES2 - Project -Improve the ways inwhich customers canaccess our services

Extend and enhance the waycustomers can interact with us toimprove the online experience forcustomers.

R

The project is currently off target for increasing thenumber of journeys customers can undertake onlineby 40 journeys. The initial timescales indicated for thefirst set of forms has passed but the project team iscontinuing to work with Verint to develop the formsand move them to a live environment.

Increase the number of journeyscustomers can undertake onlineby 40 journeys.

BP10 - Numberof journeyscustomers canundertakeonline.

DES3 - HOU -Continuously look forways to deliverservices moreefficiently

Improve standards for homelesscustomers.

G

In November confirmation was received that the GoldStandard Peer Review was achieved with a score of69%. Several areas of good practice were identifiedalongside some recommendations for improvementswhich will be considered and built into the servicegoing forward. The next steps are to submit two ofthe ten Gold Standard Challenges by the end ofQuarter 4. A meeting has been arranged with theNSPP Coordinator to discuss which Challenges will betaken forward.

Progress achievement of the GoldStandard Peer Review bysubmitting 2 of the 10 challenges.

DES3 - RBCS -Continuously look forways to deliverservices moreefficiently

Upgrade and implement Avaya Systemfor improved telephony for furtherconsideration of webchat and callrecording.

A

Initial kick off meeting held with 4net.Implementation plan being developed which will befinalised in January 2017. Awaiting confirmation ofthe implementation date which potentially may nowbe the start of the 2017/18 Business Plan year.

Better effective communication.Improved opportunity for servicedelivery.


DES3 - Project -Continuously look forways to deliverservices moreefficiently

Deliver the Customer ServiceProgramme, in line with the projectmilestones.

A

Overall the programme is amber. The Culture project,Document and Records Management project and theSouthfields project are green. The OCE project iscurrently amber in status as there is some slippage inthe timescale of publishing the initial online forms tothe live environment. In addition the CustomerService Standards and Satisfaction Project is red asthe project is still in the background planning stage.The project manager for this project is leaving theorganisation in January and the Board have agreed topostpone the project until resources have beenidentified.

Delivery against the projectmilestones.

Performance Indicators

Performance Indicators

4

1

6

10

2

4

6

8

10

Key CorporateIndicators

Business PlanIndicators

The tables below provide the details of how services have performed against the Business Plan indicators and alsothe Key Corporate indicators. Performance against the Key Indicators associated with the Corporate Plan at Quarter 3includes 6 indicators rated as green, 4 as red, 1 as amber and 1 is an annual target to be reported in quarter four.

In terms of Business Plan indicators, at quarter three 6 indicators are assessed as green, 3 are amber and 7 areannual targets to be reported in Quarter 4.

3

6

7

Business Plan Indicators

Indicator Quarter 1 Quarter 2Quarter 3

TargetQuarter 3 Commentary

BP1 - Percentage ofindustrial units that are fit forpurpose

100% G 100.00% G 100.00% 100.00% G Achieved target.

BP2 - Percentage occupancyrate of industrial units 93.00% G 93.00% G 90.00% 93.00% G Exceeded Quarter 3 target.

BP3 - Number of emptyhomes brought back into use

1.0Homes

R

Performance figure for Quarter 3 is still 1 home.

A further mailshot to eighty two empty home owner were sentout, sixty three visits have been undertaken which has identifiedan additional thirty three homes previously categorised as emptyas being occupied (bringing the total to one hundred and sixtyfour), the subsequent updating of Council Tax records resultingin improved data for NHB purposes.

Currently four applications are being processed for PartnershipGrants and through the building of close working relationshipswith the owner of a significantly problematic long term empty,work has commenced to convert a large empty property into sixtwo bed self-contained flats.

In addition agreements have been reached with three localestate agents and auctioneers who responded positively toapproaches to work with our Empty Homes Officer, offeringdiscounted fees to empty home owners referred.



BP4 - Percentage ofimprovement achieved inlitter/ dog fouling levels

Annual target. No target to report this quarter.

BP5 - Percentage ofcontamination for dryrecycling, for nine months ofthe year

8.95% G 12.94% G 10.00% 11.49% AThe level of contamination has decreased since the previousquarter. A communication campaign took place during Quarter3. Pictorial stickers have been placed on green wheelie bins.

BP6 - Number ofvolunteering hours Annual target. No target to report this quarter.

BP7 - Number of peopleattending shows and events Annual target. No target to report this quarter.

BP8 - Number of EmergencyCentre Volunteers and FloodWardens


BP9 - Less than 0.5%complaints

0.04%complaints

G Annual target. Reported in Quarter 1 only.

BP10 - Number of journeyscustomers can undertakeonline


BP11 - Percentage ofcomplaints not proceedingpast 'Stage 0' of thecorporate complaintsprocess

87.00% G 85.00% G 80.00% 88.00% G 88% of complaint did not proceed past ‘Stage 0’ of theCorporate Complaints Process Quarter 3.



BP12 - Percentage ofcustomers satisfied with theface to face service theyreceive

85.00% G 89.00% G 80.00% 91.00% G Charnwood continues to be in the top quartile of the GovMetricbenchmarking pool for face to face interactions.

BP13 - Percentage ofcustomers satisfied with thetelephone service theyreceive for those calls takenin the contact centre

80.00% G 89.00% G 80.00% 90.00% G Exceeding Quarter 3 target.

BP14 - Percentage ofcustomers satisfied with theweb service they receive forthose services use Govmetric

48.00% A 55.00% G 50.00% 58.00% GSatisfaction with the website appears to be improving however itshould be noted that the response rate remains low andtherefore data may not be statistically significant.



LS 10 - Leisure Centres -Total number of visits

281,310Visits

G

265,447Visits

G

263,500Visits

241,256Visits

A

Participation year to date is 788,013, which is 8,413 above thetarget profile range to Quarter 3, 2016-17. Quarters 1 and 2were 7,357 higher than the upper quartile target participationfigures whilst Quarter 3 is below the upper target it was higherthan the lower target by 556 visits at a total of 241,256.Therefore although participation is not as high in this quarter it isstill within the tolerances set. As reported previously changes tothe way Fusion are capturing data has led to a reduction inrecording of levels of participation e.g. Fusion no longer recordall swims due to swimming being included in membershippackages. In addition the total number of students joiningLoughborough Leisure Centre has declined mainly due to theincrease competition from budget gyms and the new gymfacilities now available at the University. Despite the increasedcompetition it is worth noting that in 2012-13 Fusions first fullyear, participation totalled 1,049,208. In the current year 2016-17 assuming Quarter 4 achieves similar to Quarter 1 to Quarter3 total participation will be approximately 1,084,802 which are35,594 more than 2012-13.

NI 191 - Residual householdwaste per household

447Kg/

householdA

436Kg/

householdA

431Kg/

household

436Kg/

householdA The data given is predicted as we are still waiting for more data

to be received.

Key Corporate Indicators



KI1 - Net additional homesprovided

216Homes G

411Homes

G 615Homes

616Homes

G Above Quarter 3 target.

KI2 - Number of affordablehomes delivered (gross)

53Homes G 71

HomesR 132

Homes108

HomesR

The majority of the remaining affordable completions are takingplace in the final quarter. So for this quarter the completions wereexpected to be low. Around 150 affordable dwellings are currentlyunder construction with 96 expected to complete in the finalquarter.

Tolerance is set at 118 homes.

KI3 - Percentage of foodestablishments that achievelevel 3 (broadly compliant)within the Charnwood FoodHygiene Rating System

92.00% G 92.00% G 92.00% 92.70% G1351 out of a total of 1458 registered food businesses have beenrated at level 3 and above at the end of Quarter 3. The final figurefor the year is reported to the Food Standards Agency.

KI4 - Percentage of householdwaste sent for reuse, recyclingand composting

50.46% G 47.55% R 50.00% 47.35% R

The figure given is predicted as we are still waiting for more datato come in.

Tolerance is set at 49%.

KI5 – Percentage of non-decent council general needshomes




KI6 - % rent collected(including arrears broughtforward)

92.33% G 95.45% G 96.53% 96.55% G

Profiled target is 96.82% This indicator is reported on acumulative, year to date basis at the end of each month.Performance is currently 0.27% (£48k) below the profiled target.At the corresponding time in 2015/15, the YTD cumulative figurewas 96.43%.

KI7 - Time taken to processHousing Benefit/Council TaxBenefit new claims andchange events

13.80Days

G 9.41Days

G 14.00Days

13.60Days

G Slightly exceeding target for Quarter 3.

KI8 - Percentage of CouncilTax Collected 29.41% G 57.38% G 85.48% 85.60% G On track and Quarter 3 target achieved.

KI9 - Percentage of non-domestic rates collected 30.41% G 56.56% G 84.19% 83.31% A Slightly below target for Quarter 3.



KI10 - The number of workingdays / shifts lost to the localauthority due to sicknessabsence

2.22Days

R 4.07Days

R 5.30Days

6.26Days

R

The cumulative figure for Quarter 3 is 6.26 days which is outsidethe target of 5.3 days but is slightly improved on the outturn forthe same period last year which was 6.59 days. The mostcommon cause of sickness in this quarter has been cold,influenza, viral infection. This is generally the most commoncause of sickness and particularly in the months of October /November / December. The council provided 100 free flu jabs atthe start of the winter period to help with the issue. Stomachailments in the second most common cause of sickness in thisperiod. These figures mirror those of the year to date figureswhich show cold at 31% and stomach ailments at 15% of allsickness. In looking at the year to date figures there is a lowerlevel of stress and depression than in 2015/16. In addition there isa lower level of sickness being recorded as miscellaneous whichis an area managers have been working on to ensure that moreaccurate data is available.

Tolerance is set at 5.50 Days.

KI11 - Percentage rent lossfrom void properties 2.26% A 2.20% G 2.20% 2.15% G

Performance has continued to improve over Quarter 3 followingthe process change introduced during Quarter 2 where the OfferLetter is issued at the same time the applicant's file is sent toTenancy Services. The rent loss breakdown from Quarter 1 toQuarter 3 equates to £153,594.78 for Sheltered accommodationand £200,105.76 for General Needs accommodation. Hence rentloss from Quarter 1 to Quarter 3 is £353,700.54 against availablerent of £16,465,893.00. The Voids Working Group continues toreview processes to reduce the time taken to turn around GeneralNeeds voids and a Sheltered Housing and Support Review is inprocess to reduce the high level of voids in the ShelteredSchemes.



KI12 - Significant reduction inall crime

2,465crimes

R 5,098Crimes

R 7,087Crimes

7,812Crimes

R

The Partnership continues to see good reductions in Theft FromMotor Vehicles, Cycle Theft and Robbery but has seen anincrease in Domestic Burglary and Shoplifting. The Partnershiphas seen a reduction in Student related insecure burglaries withinrecent months.

Tolerance is set at 7,299 Crimes.

Complaints

Below is a breakdown of the volume of complaints and the reasons why complaints have been made in Quarter 3: 2016/17.

The table below outlines the volume of complaints:

Stages Oct % Nov % Dec % Quarter 3Total

%

Stage 0 74 79 92 89 63 92 229 86

Stage 115 16 9 9 3 4 27 10

Stage 2 5 5 2 2 3 4 10 4

TOTAL94 100% 103 100% 69 100% 266 100%

The table below outlines the volume and outcomes of complaints for Stages 1 & 2:

Oct % Nov % Dec % Quarter 3Total

%

Upheld (U) 6 30 2 18 3 50 11 30

Partly Upheld (PU) 3 15 6 55 0 0 9 24

Not Upheld (N) 11 55 3 27 3 50 17 46

No Response (Out of time) 0 0 0 0 0 0 0 0TOTAL 20 100% 11 100% 6 100% 37 100%

The table below outlines the reasons why complaints have been made for Stages 1 & 2:

Oct Nov Dec Quarter 3Total

Service Failure 8 6 3 17

Service Delivery 2 0 1 3

Procedures not in place / requires review 0 0 0 0

Procedure not followed 1 2 0 3

Disagrees with policy 5 1 0 6

Incorrect / insufficient information 4 0 0 4

Administrative Error 0 0 1 1

Staff attitude/behaviour 0 0 0 0

Miscellaneous 0 2 1 3TOTAL 20 11 6 37

Sickness Absence

The tables below includes the reasons for both long term* and short term sickness absence taken in Quarter 3 of 2016/17, including the numberof staff and count of absence/ number of days taken per reason.

Number of staff per absence reason

Absence ReasonNo. of staff

Long Term Short Term Total Total %Cold, influenza, viral infections 2 94 (45%) 96 44%Stomach ailments 0 34 (16%) 34 16%Miscellaneous/Other 1 17 (8%) 18 8%Neurological 1 14 (7%) 15 7%Other Muscular-Skeletal disorder 1 11 (5%) 12 5.5%Back and spinal disorders 2 9 (4.5%) 11 5%Neurological 1 9 (4%) 10 4.5%Operations and recovery 0 8 (4%) 8 4%Chest/Respiratory 1 5 (3%) 6 3%Stress/Depression 0 4 (2%) 4 2%Ear, Eye, Nose and Mouth 0 3 (1.5%) 3 1%Grand Total 9 208 217 100%

Count of absence/ number of days taken per absence reason

Absence Reason Count of absence/ no. of days takenLong Term Short Term Total Total %

Back and spinal disorders 71 (22%) 249.5 (40%) 320.5 34%Chest/Respiratory 37 (11%) 92 (15%) 129 13.5%Cold, influenza, viral infections 73 (23%) 23 (4%) 96 10%Ear, Eye, Nose and Mouth 65 (20%) 17.5 (3%) 82.5 9%Genito-urinary conditions 26 (8%) 51 (8%) 77 8.5%Miscellaneous/Other 24 (7%) 48 (7%) 72 7.5%Neurological 0 68.5 (11%) 11 7%Operations and recovery 29 (9%) 22 (3.5%) 3.5 5%Other Muscular-Skeletal disorder 0 40.5 (6%) 6 4%Stomach ailments 0 11.5 (2%) 2 1%Stress/Depression 0 3 (0.5%) 0.5 0.5%Grand Total 325 626.5 951.5

* The Attendance Management Policy and Procedure Policy states long term absence as normally being defined as a continuous absence of 4weeks or more, which is medically certified and attributable to an underlying medical condition or specific reason.

Corporate Performance Report Quarter 3: 2016-2017 · Performance Overview Quarterly reporting of...

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