Your Councillors


Strategic Planning, Sustainability & Transport

8 November 2016

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

No

 

Strategic Plan Performance Update Quarter 2 2016/17

 

Final Decision-Maker

Policy & Resources Committee

Lead Head of Service

Angela Woodhouse, Head of Policy & Communications

Lead Officer and Report Author

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

Classification

Public

Wards affected

All

 

 

This report makes the following recommendations to this Committee:

1.   Note the summary of performance for Quarter 2 of 2016/17 for Key Performance Indicators (KPIs) and corporate strategies and plans.

2.   Note the progress of strategic plan action plan at Appendix II

3.   Note where complete data is not currently available.

4.   Note the performance of Key Performance Indicators from Quarter 1 of 2016/17† for which data was not available at Policy & Resources on 26 July 2016

 

 

This report relates to the following corporate priorities:

         Keeping Maidstone Borough an attractive place for all

         Securing a successful economy for Maidstone Borough

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

 

 

Timetable

Meeting

Date

Wider Leadership Team

17 October 2016

Strategic Planning, Sustainability & Transport Committee

8 November 2016

Policy & Resources Committee

23 November 2016



Strategic Plan Performance Update Quarter 2 2016/17

 

 

1.        PURPOSE OF REPORT AND EXECUTIVE SUMMARY

 

1.1     The Strategic Planning, Sustainability & Transport Committee is asked to review the progress of key strategies, plans, and performance indicators that support the delivery of the Strategic Plan 2015-2020

 

 

2.        INTRODUCTION AND BACKGROUND

 

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

 

2.2     A midyear update has been provided for any objectives in the Strategic Plan Action Plan that were due between 1 April and 30 September 2016. Updates for these objectives can be found in Appendix II. These are progress updates against specific milestones through the last two quarters.

 

2.3     The Strategic Plan now has 33 Key Performance Indicators that were agreed by Committee in April 2016. This is in addition to the existing 14 plan and strategy updates.

 

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

 

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

 

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

 

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

 

 

 

 

 

 

 

 

3.        Quarter 2 Performance Summary

 

3.1     There are 33 key performance indicators (KPIs) which were developed with Heads of Service and unit managers, and agreed by Policy & Resources Committee for 2016/17.† Four of these relate to the Strategic Planning, Sustainability & Transport Committee.

 

3.2     †Overall, 100% (2) of KPIs reported this quarter achieved their annual target for quarter 2. For all of indicators, performance improved compared to the same quarter last year.

 

RAG Rating

Green

Amber

Red

N/A

Total

KPIs

2

0

0

2

4

Strategic Actions

1

1

0

 

2

Direction

Up

Across

Down

N/A

Total

KPIs

2

0

0

2

4

 

 

4.       Performance by Priority

 

Priority 1: Keeping Maidstone Borough an attractive place for all

 

4.1     The percentage of parishes satisfied with the level of communication and engagement with Maidstone Borough Council is 38.3%. A total of 62 responses were received from Parish Councillors and Clerks. Almost a third (32%) were neither satisfied nor dissatisfied with engagement. Comments for this question and others from the survey as a whole are being reviewed and will help shape future communication and engagement.

 

Priority 2: Securing a successful economy for Maidstone Borough

 

4.2     The number of school journeys undertaken without a car was 688 for quarter 2. This is a significant reduction on the performance observed in quarter 1. The data still demonstrates a positive modal shift. The reduction for quarter 2 may be due to the impact of summer holidays and the new intake of pupils in September.

 

4.3     All major planning applications were processed on time during quarter 2. 28 applications were completed within the agreed timescales. Of these, 6 were determined within 13 weeks, and the 22 were determined within developer agreed timescales. The majority of these have been complex housing applications which require S106 agreements to be negotiated. This shows how effective officers have been in negotiations and securing extensions of time for complex developments.

 

4.4     A total of 139 affordable homes were delivered, exceeding the target of 45 for the quarter. The affordable housing programme is maintaining a steady supply of new build affordable units. The annual target has already been exceeded with 225 affordable homes delivered to date. According to latest schedules, there are in excess of 300 affordable dwellings forecast for completion by the end of the year.

 

 

5.       CONSULTATION RESULTS AND PREVIOUS COMMITTEE FEEDBACK

 

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

 

 

6.       PREFERRED OPTION AND REASONS FOR RECOMMENDATIONS

 

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

 

6.2     Strategic Planning, Sustainability & Transport Committee review the performance data presented and request further information to understand previous, current, and future performance where relevant.

 

 

7.       CROSS-CUTTING ISSUES AND IMPLICATIONS

 

Issue

Implications

Sign-off

Impact on Corporate Priorities

The key performance

indicators and strategic

actions are part of the

Councilís overarching

Strategic Plan 2015-20 and

play an important role in the

achievement of corporate

objectives.

They also cover a wide range

of services and priority

areas, for example waste and recycling.

Angela Woodhouse, Head of Policy & Communications

Risk Management

The production of robust

performance reports ensures

that the view of the Councilís

approach to the management

of risk and use of resources

is not undermined and allows

early action to be taken in

order to mitigate the risk of

not achieving targets and outcomes.

Angela Woodhouse, Head of Policy & Communications

Financial

Performance indicators and

targets are closely linked to

the allocation of resources

and determining good value

for money. The financial

implications of any proposed

changes are also identified

and taken into account in the

Councilís Medium Term Financial Plan and associated

annual budget setting

process. Performance issues

are highlighted as part of the

budget monitoring reporting

process.

Section 151 Officer

Staffing

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

Angela Woodhouse, Head of Policy & Communications

Legal

None identified.

Legal Team

Equality Impact Needs Assessment

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

Equalities and Corporate Policy Officer

Environmental/Sustainable Development

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

Policy and Information Manager

Community Safety

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

Policy and Information Manager

Human Rights Act

None identified.

Policy and Information Manager

Procurement

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

Policy and Information Manager

Asset Management

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

Policy and Information Manager

 

 

8.        REPORT APPENDICES

 

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

         Appendix I: Strategic Plan Performance Update Q2 2016/17

         Appendix II: Strategic Plan Action Plan 6 Monthly Update

 

 

9.        BACKGROUND PAPERS