Contact your Parish Council

Who we are

3

What we do

5

2021/22 Service Objectives

6 - 16

Performance indicators and targets

17 - 18

LPI LIC 001

Send out renewal invitations for all licences/permits etc. 2 months (or 4 months for animal licensing) before the expiry date of the licence and if a valid renewal application is not received before the expiry of a licence send a failure to renew letter out within 1 week of the licence expiring and advise the appropriate Authorities accordingly. (Hub Team)

95%

LPI LIC 002

The percentage of valid personal licences processed within 14 working days (Hub Team)

95%

LPI LIC 003

Percentage of unopposed applications for new and variation of premises licences processed within 2 calendar months (from date of validation to issue date) [All]

95%

LPI LIC 004

The percentage of valid temporary event notices served on Responsible Authorities within one working day of receipt (Hub Team)

95%

LPI LIC 005

The percentage of driver and operator licences issued within 12 working days of validation (Hub team)

90%

MPI LIC 05a

Percentage of Hackney Carriage driver licences issued within 12 working days of validation (Hub team)

90%

MPI LIC 05b

Percentage of Private Hire driver licences issued within 12 working days of validation

90%

MPI LIC 05c

Percentage of Private Hire Operator licences issued within 12 working days of validation

90%

MPI LIC 017

Taxi Compliance (licensing officers at Sevenoaks, Tunbridge Wells and Maidstone):-

·         start action/investigation on receipt of complaints/intelligence within 5 working days (includes visits/letters/interviews etc)

·         reactive/proactive enforcement investigations ongoing/completed

·         warnings / penalty points issued

·         vehicle compliance checks 

Non London partners only: 15 actions per month per authority

Except MBC who have re-set to 80 per year (equates to 7 per month)

MPI LIC 018

Premises compliance (all licensing officers throughout partnership) :–

·         notice checks to be carried out within one week of initial display

·         start action/investigation on receipt of complaints/intelligence within 5 working days (includes visits/letters/interviews etc)

·         carry out proactive visits in accordance with risk rating system

·         attend enforcement meetings/briefings/collaborate with partners on multi-agency approach

Non London partners – 15 actions per month per authority

Except MBC who have re-set to 80 per year (equates to 7 per month)

Bexley – 30 actions per month

MPI LIC 019

(for partners where Hub team arrange annual fee collection -does not apply to Bexley)

(i)                  Send out invoices for continuation fees for licences/permits issued under the Licensing Act 2003 and Gambling Act 2005 at least 1 month in advance of the fee being due

(ii)                Where those fees are not received by the due date, take action to suspend/revoke licence/permit within 1 month of the fee being due.

(Hub Team)

95%

MPI LIC 020

Action after suspension - Licensing officers to visit /establish status and resolve  within one month  and start/take any necessary action (all licensing officers throughout partnership except Bexley)

(all licensing officers throughout partnership)

95%

BPI LIC 021

Percentage of unopposed applications for new and variation of Special treatments licences processed within 2 calendar months (from date of validation to issue date) [LBB & Hub]

95%

Link to Maidstone Stategic Plan

Keeping Maidstone an attractive place for all - Ensuring there are good leisure and cultural attractions

Link to Tunbridge Wells Key Objectives in the Vision

Providing Value

Link to Strategic Compass

To ensure we operate in a business–like way

Link to Bexley Corporate Plan (Shaping our Future Together)

Innovation and self sufficiency

Action

Promote the partnership and be open to enquiries with potential partners to undertake licensing functions for a 5^th partner.

Further functions carried out for other partners.

Action

Implement the required processes/changes to ensure an additional partner is integrated within the Licensing Partnership

A smooth integration of any additional partners

Link to Maidstone Corporate Priorities

Securing a successful economy for Maidstone Borough

Link to Bexley corporate plan

Innovation and self sufficiency – a commercial approach

Link to Tunbridge Wells Corporate Priorities

To support a prosperous borough

Link to Strategic Compass

Providing value

Action

Continuous review of  processes and procedures of Hub team officers and streamline / change as and when requested by partner officers

More efficient working or meeting new legal requirements

To be achieved by 31/03/2022

Link to Bexley corporate plan

Innovation and self sufficiency – a commercial approach

Link to Maidstone Corporate Priorities

Securing a successful economy for Maidstone Borough

Link to Tunbridge Wells Corporate Priorities

To support a prosperous borough

Link to Strategic Compass

Providing value

Action

The library of on line forms should implemented across the four partners – to include new forms for Bexley (Special Treatments) and any updates needed for existing ones (eg animal licensing)

Complete the introduction/update of all online forms.

To be achieved by 31/12/2021

Action

Further development of electronic record management system, Enterprise (from Idox)

Increased efficiency and monitoring tools, with enhanced reporting options

To be achieved by 31/12/2021

Link to Bexley corporate plan

Innovation and self sufficiency – a commercial approach

Link to Maidstone Corporate Priorities

Securing a successful economy for Maidstone Borough

Link to Tunbridge Wells Corporate Priorities

To support a prosperous borough

Link to Strategic Compass

Providing value

Action

Deliver a programme of training to the Members and officers.

Train any new members to Licensing committee and ad hoc training to any other new members appointed for all partners

To be achieved by 31/03/2022

Action

Deliver/facilitate training on required topics for officers as needed

To be achieved by 31/03/2022

Link to Bexley corporate plan

Growth that benefits all – the right skills for jobs of today and tomorrow

Link to Maidstone Corporate Priorities

Securing a successful economy for Maidstone Borough – range of Employment Skills and opportunities across the Borough

Link to Tunbridge Wells Corporate Priorities

Our People

Link to Strategic Compass

To have relevant skills

Action

Complete the review of Gambling Policies across the Partnership in readiness for January 2022 when they must come into force

Achieve statutory obligations.

To be achieved by 31/12/2021

Action

Continue the review of Street trading policy at Maidstone regarding designation of street trading pitches

To reduce the cost burden of processing each request and/or reduce the number of requests

To be achieved by 31/12/2021

Action

Continue the review of the Hub Team Admin procedures and update where necessary

To improve efficiency, reduce errors and speed up processing

To be achieved by 31/03/2022

Action

To review taxi policies in Maidstone, Tunbridge Wells and Sevenoaks as and when needed.

To respond to changing needs of public and trade and to keep in line with corporate objectives

To be achieved by 31/03/2022

Action

Adapt procedures and requirements in the face of the Coronavirus pandemic to support the trade whilst adhering to regulations

On-going

Link to Bexley corporate plan

Innovation and self sufficiency – a commercial approach

Link to Maidstone Corporate Priorities

Securing a successful economy for Maidstone Borough

Link to Tunbridge Wells Corporate Priorities

To support a prosperous borough

Link to Strategic Compass

Providing value

Action

Ensure risk assessments are carried out and reviewed as appropriate and at least once a year.

Risk assessments are in place and are reviewed.

To be achieved by 31/03/2022

Action

Ensure 1:1 meetings are carried out on a regular basis.

All Senior Licensing Officers and Licensing Partnership Manager to ensure meetings take place.

Action

Ensure any H&S workplace requirements related to the 2020 pandemic are adhered to and workable solutions are in place.

All Senior Licensing Officers and Licensing Partnership Manager to ensure requirements are adhered to

Link to Bexley corporate plan

Innovation and self sufficiency – a commercial approach

Link to Maidstone Corporate Priorities

Securing a successful economy for Maidstone Borough

Link to Tunbridge Wells Corporate Priorities

To support a prosperous borough

Link to Strategic Compass

Providing value