Customer

(attraction)

LVE 003 Percentage of vacant retail units within the town centre

Annual

Aim to minimise

John Foster

Maidstone is a shopping centre of regional significance. Its continued attractiveness for businesses, visitors and shoppers is important to the prosperity of the Borough.

Customer

(Service)

DCV 001 Percentage of  commercial planning applications completed within statutory timescales

Quarterly

Aim to maximise

Rob Jarman

To ensure that the Council determines commercial planning applications in a timely manner.

Process

LVE 002 Percentage of people claiming Job Seekers Allowance

Quarterly

Aim to minimise

John Foster

JSA claimant count records the number of people claiming Jobseekers Allowance (JSA) and National Insurance credits at Jobcentre Plus local offices. People claiming JSA must declare that they are out of work, capable of, available for and actively seeking work during the week in which the claim is made. Measures the health of the jobs economy.

DCV 002 a)Percentage of major business planning applications take-up of pre-applications advice b) Percentage of those taking pre-application advice where the applications were approved

Bi-annual

Aim to maximise

Rob Jarman

These indicators measure the take-up and quality of pre-application advice. Pre-application advice is being promoted by the team to ensure that developments are high quality and well designed.

Finance

R&B 002 Value of business rateable floor space

Annual

Aim to maximise

Steve McGinnes/ John Foster

The rateable value represents the open market annual rental value of a business/non-domestic property. This means the rent the property would let for on the valuation date, if it was being offered on the open market.

Learning & Development

KCC 003 Number of 16-18 year olds who are not in education, employment or training (NEETS) (NEW)

Annual

Aim to minimise

Sarah Robson

Non-participation in education, employment or training between the ages of 16 and 18 is a major predictor of later unemployment, low income, depression, involvement in crime and poor mental health.

Learning & Development

KCC 004 Working age people educated to NVQ level 4 of higher (NEW)

Annual

Aim to maximise

Sarah Robson

This indicator is needed because of the important role local authorities have with regard to economic development and the key part that skills and qualifications play in supporting economic development.

Learning & Development

OUT 002.01 Local Development Framework and Core Strategy

Bi-annual

N/A

Rob Jarman

Create and deliver a Local Development Framework documents including a Core Strategy with the policies and land allocations that will create the right conditions for economic development.

Learning & Development

OUT 002.02 Review Economic Development Strategy

Bi-annual

N/A

John Foster

Review the Council’s Economic Strategy to support the preferred options set out in the Local Development Framework and Core Strategy and identify the Council’s approach to supporting green business initiatives.

Customer

PKG 008 Percentage change in bus usage on services from Maidstone depot

Annual

Aim to maximise

Jeff Kitson

To assess the change is bus usage as part of the monitoring of the outcome ‘a transport network to support the local economy’. This indicator shows if more or less journeys are being made by buses. The source data is provided by Arriva and are global figures for their Maidstone depot –and cover sections of route beyond the boundary however they give a good indication of what is happening in the area.

Process

PKG 007 Number of Park and Ride transactions

Quarterly

Aim to maximise

Jeff Kitson

The Indicator compares the on bus transaction figure (these are the cash sales to passengers boarding buses) on Park and Ride with the one for the same period of the previous year therefore, assessing fluctuations in the service usage.

Finance

PKG 002 Income from pay and display car parks per parking space

Quarterly

Aim to maximise

Jeff Kitson

Pay and Display income is monitored closely - data collated daily will be used to calculate the income per parking space at each quarter of the financial year. Demonstrating income efficiency and usage in monetary terms.

Learning & Development

OUT 001.01 Delivery of Integrated Transport Strategy

Bi-Annual

N/A

Rob Jarman

Deliver an integrated transport strategy (alongside the Core Strategy) in partnership with the transport authorities and operators which will result in joint working to improve and develop an effective and integrated transport network to meet future needs.

Learning & Development

Infrastructure Delivery Plan

Bi-annual

N/A

Rob Jarman

The Infrastructure Delivery Plan sets out the requirements for infrastructure in the borough and sets priorities for delivery in order to support development.

Customer

DCV 003 Percentage of residential planning applications processed within statutory timescales

Quarterly

Aim to maximise

Rob Jarman

To ensure local planning authorities determine planning applications in a timely manner. This indicator measures the percentage of planning applications dealt with in a timely manner.

Process

HSG 001 Number of affordable homes delivered

Quarterly

Aim to maximise

John Littlemore

To promote an increase in the supply of affordable housing. This indicator shows how many affordable homes have been delivered.

HSG 002 Number of homes occupied by vulnerable people made decent

Quarterly

Aim to maximise

John Littlemore

This is the number of homes occupied by vulnerable persons that have been made decent by various means throughout the year.  The means include: Home Repair Grants, the National Warmfront Scheme, Energy Efficiency Grants (administered through CEN) and through enforcement recommendations.

Finance

DCV 007 Average cost of planning service per application

Annual

Aim to minimise

Rob Jarman

This indicator is to assess value for money in the planning processing expressed per application. Costs will exclude enforcement work.

Finance

HSG 003 Average grant per MCB funded affordable home unit

Annual

N/A

John Littlemore

Total supply of all affordable dwelling completions built or acquired by RSLs (or other bodies) with financial support (grant) directly from the Council, i.e. all affordable homes delivered via schemes which MBC has contributed to, divided by the total grant paid.  This will include any renovations or conversions (resulting in the provision of additional affordable dwellings).

Learning & Development

SPT 004 Percentage of new homes built on previously developed land

Annual

Aim to maximise

Rob Jarman

To encourage the provision of additional housing on previously developed land and through conversions of existing buildings in order to minimise development on green fields.

Learning & Development

OUT 003.03 Homelessness & vulnerable groups

Bi-annual

N/A

John Littlemore

Commission and provide services with partners that meet identified needs, reduce inequalities, are responsive and timely, promote stable, strong communities, self-reliance and encourage positive aspirations.

Customer

DEP 004 Satisfaction with street cleaning (residents survey)

Biennial

Aim to maximise

Jennifer Shepherd

MBC recognises that the quality of place remains a priority to residents and drives how satisfied people are with their local area as a place to live. These indicators will provide MBC with a baseline of local satisfaction which will help us identify and address the sorts of issues affecting how residents feel about their local area.

Customer

PKS 002 Satisfaction with Parks & Open Spaces (residents survey)

Biennial

Aim to maximise

Jason Taylor

Customer

DEP 007 Time taken to respond to reports of fly-tipping (clean environment)

Quarterly

Aim to minimise

Jennifer Shepherd

Fly-tipping is the common term used to describe waste illegally deposited on land as described under Section 33 of the Environment Protection Act 1990. This indicator is to monitor the timely removal of illegal dumping of waste on relevant land and highways.

Process

DCE 001 Percentage of planning enforcement cases signed off within 21 days

Quarterly

Aim to maximise

Rob Jarman

To ensure a timely response to planning enforcement.

Process

DEP 002 Local Street & Environmental Cleanliness a) Litter, b) Detritus (NI 195ab)

Annual

Aim to minimise

Jennifer Shepherd

The percentage of relevant land and highways that is assessed as having deposits of litter or detritus that fall below an acceptable level.

Process

WCN 001 Percentage of household waste sent for reuse, recycling and composting (NI 192)

Quarterly

Aim to maximise

Jennifer Shepherd

The indicator measures percentage of household waste arisings which have been sent by the Authority for reuse, recycling, composting or anaerobic digestion. This is a key measure of local authorities’ progress in moving management of household waste up the hierarchy, consistent with the Government’s national strategy for waste management.

Finance

PKS 001 Cost of maintaining the borough’s parks and open spaces per head of population

Annual

Aim to minimise

Jason Taylor

To monitor the cost of maintaining the borough’s parks and open spaces

Finance

WCN 002 Cost of waste collection per household

Annual

Aim to minimise

Jennifer Shepherd

To monitor cost of municipal waste disposal, to ensure that good value for money is achieved while delivering a high quality service.

Finance

DEP 003 Cost of street cleansing per head of population

Annual

Aim to minimise

Jennifer Shepherd

The cost of street cleansing per head of the residents of Maidstone is an indicator to show any changes in the cost of street cleansing.

Learning & Development

WCN 005 Residual Waste per household (kg) (NI 191) (NEW)

Quarterly

Aim to minimise

Jennifer Shepherd

In line with the position of waste reduction at the top of the waste hierarchy, the Council wishes to see a year on year reduction in the amount of residual waste (through a combination of less overall waste and more reuse, recycling and composting of the waste that households produce). Local authorities have an important role to play in assisting their residents to reduce waste (as well as encouraging sorting of waste for recycling, re-use, home composting and other forms of home treatment of waste).

Learning & Development

CMP 001 Percentage CO2 reduction from local authority operations

Annual

Aim to maximise

John Newington

The public sector is in a key position to lead on CO2 emissions reduction by setting a behavioural and strategic example to the private sector and the communities they serve. The aim of this indicator is to measure the progress made by MBC to reduce CO2 emissions from the relevant buildings and transport used to deliver its functions and to encourage them to demonstrate leadership on tackling climate change.

Learning & Development

OUT 004.04 Carbon Management Plan

Bi-annual

N/A

John Newington

Deliver the Carbon Management Plan to ensure that the Council reduces it’s carbon footprint by 3% per annum. Reduce the Council’s carbon footprint and improve the use of other natural resources whilst ensuring the Council is planning to adapt to Climate Change.

Customer

HSG 004 Average time taken to process and notify applicants on housing register

Quarterly

Aim to minimise

John Littlemore

Average time taken to process and notify housing register applicants per month, is measured using the date the application is processed, minus the date the application is received.  A letter of notification is automatically sent on date of processing the production of which is included in this indicator.  Only working days are counted.

Customer

INT 001 Percentage of the Borough covered by Broadband

Annual

Aim to maximise

Dave Lindsay

A broadband internet connection is increasingly viewed as a vital utility at work and home – the electricity of the 21st century. A largely deregulated market means that broadband services are competitively priced. However, it also makes the provision of these services a commercial decision by Internet Service Providers (ISPs), often favouring the denser urban areas.

Process

R&B 004 Average time taken to process new benefit claims and changes of circumstances

Quarterly

Aim to minimise

Steve McGinnes

HB/CTB of £19bn is paid to over 5 million low income households. Delays in the administration of these benefits can impact on some of the most vulnerable people in our society by:

·      Leading to rent arrears and evictions

·      Preventing access to housing because landlords are reluctant to rent to HB customers

·      Acting as a deterrent to people moving off benefits into work because of the disruption to their claim

Process

HSG 005 Number of households presented from becoming homeless through intervention

Quarterly

Aim to maximise

John Littlemore

To measure the effectiveness of housing advice in preventing homelessness or the threat of homelessness.  Under section 179(1) of the Housing Act 1996 part VII, as amended by the Housing Act 2002, housing authorities have a duty to ensure that advice and information about homelessness and prevention of homelessness are available free of charge to anyone in their district.

Finance

LVE 007 Gap between median wage of employee (residents) and the median wage of employees (workplace) (salary differences)

Annual

Aim to minimise

John Foster

Proxy indicator measure for increases in standard of living but also a measure of economic competitiveness with knowledge driven industries requiring higher skilled labour force and able to pay higher wages. Resident based wage levels in Maidstone are higher than the workplace based levels suggesting lower skilled and lower wage level local economy.

Learning & Development

CDP 003 Percentage of residents participating in neighbourhood planning as a percentage of the ward population

Annual

Aim to maximise

Sarah Robson

Resident participation is important for successful neighbourhood planning. This indicator assesses what percentage of the ward population have been involved and participated in the process.

Learning & Development

Community Development Strategy

Bi-annual

N/A

Sarah Robson

Establish a social return on investment model for the delivery of the Community Development Strategy to identify how and ensure that our community development services add value.

Customer

COM 001 Percentage of residents satisfied with the way the Council runs it’s services

Biennial

Aim to maximise

Roger Adley

MBC recognises that the quality of place remains a priority to residents and can influence how satisfied people are with their local area as a place to live. These indicators will provide MBC with an indication of local satisfaction which will help them identify and make improvements to the borough and to how services are delivered.

Customer

Percentage of residents satisfied with key services:

WCN 003 Doorstep recycling

WCN 004 Refuse collection

PKS 003 Maidstone Leisure Centre

PKS 002 Parks and open spaces

DEP 004 Street cleanliness

Biennial

Aim to maximise

Jennifer Shepherd & Jason Taylor

Customer

R&B 009 Percentage of customers satisfied with benefits service

Annual

Aim to maximise

Steve McGinnes

The indicator is intended to gage the level of customer satisfaction with how the benefit service operates. 

Process

COM 007 Percentage of residents that feel that the Council keeps them well informed about the services and benefits it provides.

Biennial

Aim to maximise

Roger Adley

One of MBC’s key roles is to provide advice, therefore it is important to ensure that residents and customers can easily access and understand the information that we provide. These indicators demonstrate the levels of satisfaction with of our communications.  

Process

CTC 001 Average wait time for calls (against a target of 50 seconds)

Quarterly

Aim to minimise

Sandra Marchant

This indicator is the average wait time a customer telephoning the Contact Centre has to wait before being answered by a Customer Service Advisor.

Process

CTC 002 Percentage of customers to the Gateway seen within 20 minutes

Quarterly

Aim to maximise

Sandra Marchant

This indicator is the percentage of visitors to the Gateway responded to within 20 minutes by a Customer Service Advisor. The aim is to keep customers wait times to a minimum and to improve access to Council services.

Finance

Percentage of residents agreeing that the Council provides value for money (Residents Survey) (NEW)

Biennial

Aim to maximise

Paul Riley & Roger Adley

This indicator measures the extent to which resident is feel that the Council is providing value for money. The Council has a duty provide services that are cost efficient.

Learning & Development

C&S 002 Percentage of those making complaints satisfied with how their complaint was handled

Quarterly

Aim to maximise

Angela Woodhouse

The indicator is intended to gage the level of customer satisfaction with the complaints process. 

Element

Indicator

Frequency

Good Performance

Responsible Officer

Rationale

Customer

WCN 006 Number of missed bins per 100,000 collections

Quarterly

Aim to minimise

Jennifer Shepherd

This indicator monitors the performance of the contractor and ensures that the service delivers quality and that changes are communicated properly to residents. 

Customer

DCV 009 Percentage of decisions taken under delegation

Quarterly

Aim to maximise

Rob Jarman

This is the percentage of planning decision that have been undertaken by Officers without going through Planning Committee.

Process

R&B 006 Percentage of Council tax collected

Quarterly

Aim to maximise

Steve McGinnes

These two indicators monitor the collection of Council Tax and NDNR against the target, the collection of which is a key local authority function.

Process

R&B 005 Percentage of business rates collected

Quarterly

Aim to maximise

Steve McGinnes

Finance

R&B 007 Value of fraud identified (Housing benefits) (Efficiency)

Quarterly

Aim to maximise

Steve McGinnes

To demonstrate the efficiency of the Revenues and Benefits team in identifying fraud.

Finance

BIM 002 Percentage of financial transactions not carried out on-line or by direct debit/standing order

Quarterly

Aim to minimise

Georgia Hawkes

This is a test of value for money.  Payments made on-line or by direct debit, standing order or direct credit cost the Council much less to process than payments made over the phone or cash or cheques sent in the post or deposited at the payment kiosks.

Learning & Development

CTC 004 Percentage of customer contact that is avoidable (NI 14).

Quarterly

Aim to minimise

Sandra Marchant

This indicator measures the percentage of contact with the Council that is deemed avoidable i.e could be obtained through another channel, for example phone calls regarding information that is available on the website. 

Learning & Development

HRO 001 Working Days Lost Due to Sickness Absence (rolling year) (BV 12)

Quarterly

Aim to minimise

Dena Smart

To monitor the level of sickness absence in local authorities.

Learning & Development

Corporate Improvement Plan

Biannual

N/A

Georgia Hawkes

Deliver the actions set out in the Corporate Improvement Plan. Actions are derived from various sources including external and efficiency reviews.