project and key indicator scorecard full year 2013/14 ... · k4 open spaces managed for...

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Project and Key Indicator scorecard – Full year 2013/14 results:

Basingstoke and Deane Borough Council Performance Management

Portfolio Holder

Q1 Total

Q2 Total

Q3 Total

Q4 Total

Economic

Improving economic vitality

P1 Impact of Basingstoke Town Centre Programme – Top of the Town

T Reid

P2 Regeneration of Basing View J Izett

Increasing skills and employment

P3 ESIMeC action plan

C Osselton

K1 NEET figures within the Borough

C Osselton Annual indicator.

Getting connected

P4 Junction 6 improvement work R

Jayawardena

K2 Broadband coverage across the Borough

R Jayawardena

Annual indicator. Urban area

Environmental

Planning policies that safeguard local distinctiveness

P5 Development of Neighbourhood Plans

M Ruffell

Protecting our environment

K3 Reduction in CO2 emissions

H Eachus 2012/13 results

Annual indicator. 2013/14 Results due in Q1 report

K4 Open spaces managed for biodiversity

H Eachus Annual indicator.

K5 Increase in recycled household waste H Eachus

K6 Contamination rate of recycled household waste

H Eachus

K7 Clean streets – reduction in litter

H Eachus

Social

Creating neighbourhoods where people feel safe and want to live

P6 Manydown development

J Izett

K8 Reduction of crime in the borough

R Jayawardena

Annual indicator.

K9 New homes delivered in the year

M Ruffell / T Reid

Annual indicators Total new

homes

Afford -able homes

K10 Homelessness T Reid

Maintaining a reputation for quality arts and leisure

P7 Development of the Leisure Park J Izett

K11 Customer satisfaction with council funded leisure facilities and key events

C Osselton B/Stoke Festival

Anvil Arts

Sports facilities

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Supporting active, healthy and involved communities

P8 Community plans and local decision making initiative

C Osselton

K12 Visits to council-funded sports facilities C Osselton Annual indicator.

Organisational

Operational effectiveness

K13 Customer satisfaction with the service provided by the council

H Eachus

K14 Customer Complaints

H Eachus

K15 Staff turnover rates (%)

C Sanders

K16 % workdays lost per quarter to sickness absence

C Sanders

K17 Debt collection rates (%) J Izett

K18 Treasury management J Izett Annual indicator.

K19 Annual audit J Izett 2012/13 results

Annual indicator. 2013/14 results due

in Q2 report

K20 Planning Development M Ruffell

Key Key projects/programmes have a reference number prefaced with a “P”

The “RAG” status for the project applies the following approach: indicators as appropriate:

1. Green: on target. Work in progress or complete in line with project plan

2. Amber: Work in progress but with some deviation to the project plan activities or schedule.

3. Red. Project has significant deviations to the project plan activities or schedule and/or there are significant risks associated with the project.

Corporate key performance indicators have a reference number prefaced with a “K”

The “RAG” status for the key indicators applies one of the following approaches to individual indicators as appropriate:

4. Green: on target (< 1% variance to target)/over achieved; Amber: =>1% and <10% variance on target; Red: =>10% variance on target

5. Green = 2+ periods improved trend/ Amber = stable or 1 period improved or 1 period downward trend/ Red = 2+ periods downward/reduced trend

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Year end 2013/14 - Project and Key Indicator result details:

Improving economic vitality

Project/ Activity P1. Impact of Basingstoke Town Centre Programme - Top of Town

RAG status

Description Renew Basingstoke's Top of Town area including utilisation of the High Street innovation fund.

Current status; milestones, key deliverables

Programme approved by Cabinet in May 2013

Town Centre Summit with stakeholders held in July 2013

UIS appointed as expert consultants to work with council and stakeholders to develop the concept for the future

Town centre forum steering group meeting regularly from February 2014;

Top of the Town Working Group meeting every 6 weeks;

Town Centre Summit planned for early summer;

Two stakeholder workshops held in Q3

Vision for the Future - Concept masterplan approved by cabinet 18.3;

strategic development options under consideration;

short -term marketing continues including pilot events, focus on social media;

web site developer being procured;

business support pilot launched with Retail Revival;

shop front grants scheme launch in April;

Environmental improvement decision taken - bins, benches & planters to complete by autumn;

discussions with market operators underway;

Identified risks None

Planned completion date

2017

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Project/Activity P2. Regeneration of Basing View RAG status

Description Regenerate Basing View to establish a 21st century business destination, creating new commercial and retail space.


Annual Business Plan approved in Q1 by BVEC. Focus on implementation of Business Plan objectives

o Design development of public realm works

o Assisting Muse with scheme specific initiatives

o Working with Muse on strategic studies

First phase approval submitted by Muse in Q2. Approved by BDBC in August.

BV branding approved in Q2

Exchange of conditional contracts with JLP/Muse achieved in Q3

Sale of Gresley Road completed in Q3. Also planning permission for scheme confirmed enabling Network Rail to start construction.

Resolution to grant planning for new store for sites C/F on 12th March. Muse due to report on outcome of construction tender. Target to go unconditional in Q1 14/15.

Enabling works instructed in Q4 following tender of Poison Inn demolition works.

Gresley Road bridge installed within Q4.

Public Realm: Highways works tendering completed and within budget.

Lighting works delayed owing to technical issue between contractor and PFI provider. Resolution anticipated during Qtr1 14/15, but installation timing to be reviewed once outcome known.

Muse have submitted occupier proposals, decision awaited.

Greenfit: Retro-fit study commenced in Qtr 4, second workstream re energy production tendered in Qtr4.

The crossborder event focusing on accreditation and certification took place in February 2014.

Identified risks


15 year plan

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Increasing skills and employment

Project/Activity P3. ESIMeC action plan RAG status

Description Deliver the ESIMeC action plan, providing a range of skills initiatives in partnership with Business and educational organisations


Basingstoke Jobs and Careers Fair took place in Feb 2013.

Second careers fair held Sept 2013. Delivered in partnership with JCP, QMC, BCoT, Basingstoke Consortium and Discovery Centre.

Employment and Skills Zone steering group set up

Engineering+ project end July 2013

ESIMeC delivery phase started Dec 2013.

ESIMeC and Engineering+ action plans merged with Basingstoke Skills and Employment Zone action plan in Q3

Engineering+ final report submitted and approved in Q3

To date, two transnational events have taken place.

The kick off meeting in Paris at the end of January focused on finalising the project's work plan.

A thematic transnational event took place in Sabadell in March. The event focused on governance and stakeholder engagement. It also included a mini peer review of Basingstoke's LAP. Some key action points were identified and are being addressed currently.

New funding and programme agreed, to run until April 2015. Focus will be on employee skills development

Identified risks


April 2015

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K1 NEET figures within the Borough Target Previous year

position Current year

position RAG

K1.1 Reduction in NEET figure within the Borough <=268 268 285

K1.2

Number (%) of total population in the 16-18 age range (within the Borough)

None 3.61% 3.56%

K1.3 Number (%) of NEETS as a percentage of the total population aged 16-18 (within the Borough)

<=4.41% 4.41%* 4.76%

NB above target is guideline only to show performance and/or improvement against previous years

Comment on results

The number of NEETs has increased by 17 since the same period last year. At the same time the % of the population aged 16-18 has decreased creating a larger increase in real terms. The ‘Your Big Say’ survey highlighted that there is a lack of clarity about the training opportunities that exist and how to access them following the demise of Connections which might account for the slight increase in NEETs. To help to address this issue the council is refreshing the Youth Strategy and action plan. Enterprise M3 is also looking at this issue and is working on a project to improve careers advice and guidance for young people.

Identified issues

The annual average is calculated as an average of figures from November, December and January for each year. This is done to avoid the annual peak which is seen at the change of the academic year.

Due to a change in the way that young people are counted the figures from April 2011 onwards are not directly comparable to those before that date. This is because:

A) The parameters for defining age changed from actual age to academic age; B) The parameter for defining area changed from where people were schooled to

their home postcode.

However, as the number of NEETs is larger or smaller dependent on population size, it is recommended that the percentage of people aged 16 to 18 who are NEET is also monitored alongside the raw data.

It is also recommended that the number of young people who are NEET is monitored as a percentage of total population aged 16-18 to indicate how significant the numbers of NEETs are. The percentage of the population aged between 16 and 18 who were NEET in 2012/13 was 4.41 %. The percentage for 2013/14 was 4.76 %.

Proposed actions

To also record the percentage NEET figure

Work with Basingstoke Consortium, BCoT and QMC and Basingstoke Skills Zone to promote NEET programmes

Look at signposting as part of the Youth Strategy

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Getting connected

Project/Activity P4. Junction six improvement work RAG status

Description Working in partnership with HCC and the Highways agency ensure delivery of road improvements at M3 junction 6 and Black Dam


Air quality monitoring for Air Quality Assessment competed in Q2

Pinch Point Programme Board meeting took place in Sept. Discussions on-going

Amended design now presented to HCC, BDBC and Parish Councils. Scheme cost is now £10m

Vegetation clearance work completed in Q3

Neighbour notification to local properties went out in February 2014.

Work progressing with Property on Landownership matters.

Portfolio Holder report being drafted to release committed funds to the project.

Main works to begin June 2014.

Identified risks Timeframe for delivery is tight but currently nothing to suggest that the project cannot be delivered within this.


2017

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K2 Broadband coverage across the Borough Target Previous year


position RAG

K2.1 Improvement (%) in overall broadband coverage - rural area

N/A pending info from

HCC Information not yet available from HCC

Results due from Sept ‘14

K2.2.1 Total broadband coverage - rural area Turgis Green, HCC program

begins

pending info from HCC

Information not yet available from HCC

Results due from Sept ‘14

K2.2 Improvement (%) in overall broadband coverage - urban area

2.10% 4.60% 3.90%

K2.2.1 Total broadband coverage - urban area 84.50% 82.40% 86.30%

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Comment on results

All figures are approximates.

K2.1 Improvement (%) in overall broadband coverage - rural area. Figures will be available from HCC, starting July 2014 on a 3 month rolling basis, once deployment works have been completed at the end of each phase. Time scales for areas are likely to shift to ensure best value for money/maximum coverage, figures will not be available until the works have been completed.

Each phase lasts six months and will overlap each other by three months. Once complete the improvements will deliver superfast broadband to a minimum of 90% of premises across Hampshire with the remaining 10% having a minimum of 2mbps. Our borough benefits throughout the programme, but has the lion’s share of the deployment happening in phase one, commencing Jan 2014. It should also be noted that the HCC’s broadband programme is separate to the work being carried out under Openreach’s National Roll out.

K2.2 The improvement (%) in overall broadband coverage and total broadband coverage for the urban area. The improvement (%) in overall broadband coverage and total broadband coverage for the urban areas has come through the upgrading of 7 cabinets due to BDBC’s lobbying work and through Openreach’s in-fill works.

Identified issues

As above.

Proposed actions

Continue to work with Openreach on the national roll out plans, HCC with the rural broadband programme and Enterprise M3 with its broadband improvement work to deliver superfast broadband across the borough.

For each deployment phase of HCC’s programme, maps are being produced to show what will be covered and there is a high level map for the entire county available now. Each phase’s map will only be released in the month’s running up to its start under the terms of the nondisclosure agreement with Openreach. Anyone wishing to be informed on their area should register on HCC’s website. The map for phase one and two is now available however it is worth noting that HCC have put on the following caveat ‘In some postcode areas the current plans will cover some but not all of the premises’. The map can be found via the following link: http://documents.hants.gov.uk/broadband/2013-09HampshirePhase1Map-Copy.pdf

A more accurate checking facility will be available in June 2014. HCC is undergoing 1 of only 3 national pilots looking at improving the 90% to 95%, more information will be available in the autumn.

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http://documents.hants.gov.uk/broadband/2013-09HampshirePhase1Map-Copy.pdf

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Planning policies that safeguard local distinctiveness

Project/Activity P5. Support the development of Neighbourhood plans

RAG status

Description Working with Parish Councils and community groups to support the development of Neighbourhood Plans


Funding received to support the development of Neighbourhood Plans.

10 Applications are now confirmed. The parishes that have designated areas are:

o Bramley

o Kingsclere

o Oakley & Deane

o Overton

o Sherborne St John

o Sherfield on Loddon

o St Mary Bourne

o Whitchuch town

o East Woodhay

o Wotton St Lawrence

A further application for 'Community Right to Build' in the Highclere Parish has now been received, for the Penwood area and is being considered.

Identified risks


2017

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Protecting our environment

K3 Reduction in CO2 emissions Target Previous

year position

Current year position

RAG

K3.1 Reduction (%) of CO2 emissions from our own operations by 2016 (from 2012 baseline)

15% 11% 2013/14 results due

in July

K3.2 Achievement (%) of CO2 emissions target N/A 73% 2013/14 results due

in July

Comment on results

Progress towards this target is higher than expected for 12/13 – in part this is due to improved electricity metering in council buildings, which is a key action within the Carbon Management Study.

Identified issues

Better monitoring through improvements in the accuracy of metering initiated has identified the 11% improvement. With these measures now in place it will be challenging to achieve the remaining part of the 15% target by 2015.

Proposed actions

Those as set out in the Carbon Management Study.

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K4 Open spaces managed for biodiversity Target Previous

year position


RAG

K4.1 Increase in the amount of council open spaces managed for biodiversity interest

+1 ha 29 ha 32.5 ha

NB above target is guideline only to show performance and/or improvement against previous years

Comment on results

An additional 3.5 ha of land at the Par 3 golf centre is now maintained on a twice a year cut and collect regime with efforts being made to attract wild flora.

Identified issues

No identified issues from annual results.

Proposed actions

To retain a target of 1ha increase for 2014/15 (the increase in 2013/14 was very much a “one-off “opportunity)

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K5 Increase in recycled household waste Target Previous full year position

Provisional YTD

position at end of Q4

RAG

K5.1 Percentage household waste recycled (split by dry, garden waste & glass)

30.00% 25.74% 25.21% -15.97%

K5.1.1 Increase (%) in household waste recycled: Dry recyclable in green bin

16.12% 15.43%

K5.1.2 Percentage household waste recycled: Garden waste 2.68% 2.86%

K5.1.3 Percentage household waste recycled: Glass box 6.95% 6.93%

K5.1.4 Percentage household waste recycled at bank sites across the borough

NYA NYA

K5.1.5 Increase (%) in household waste recycled (year on year) 1.92% -0.53%

K5.2 Kg of waste per household (monthly average per quarter)

55.13 51.48

NB The waste management results remain provisional until June of the following year. Both year-to-date (YTD) and individual quarter results remain subject to change throughout the year.

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Comment on results

Quarter 4 results are far less favourable than quarter 3 with a drop in the overall recycling rate to 23.86% making a year to date result of 25.2%. An overall drop of 0.53%

The main reason for this decrease is the rise in litter from 2088 tonnes in 2012/13 compared to 3105 tonnes during 2013/14. Had the amount of litter stayed the same as last year, the recycling rate would be 25.7%

Naturally there was a drop in Garden waste due to the break in the service. Other than this other weights remained relatively static other than fly-tipping which rose by 30 tonnes.

Identified issues

Work is being done by manufacturers to ‘lightweight’ more packaging which in turn reduces the weight of tins, cans, plastic bottles, glass bottles and the amount of cardboard we collect.

We are reviewing the tonnages collected at bring banks to see if we can identify what materials have seen an increase and are doing further work to understand the sources of contamination.

From information provided by the Materials Recovery Facility we are also aware that there has been an increase in recycling being tied up in bags and then put in the bin which is then rejected. We are looking to promote that this is not required and to put the material directly into the bin.

Proposed actions

Project Integra is currently exploring if the range of recyclable materials collected across Hampshire could be increased. In addition work continues internally to identify additional ways to increase our recycling rate.

Projects for dealing with contamination and encouraging participation in recycling are within the Joint Client Team’s Work Programme for the next year.

The schools competition looks to increase knowledge of what can be recycled amongst families. The aim is to increase the capture of recycling and reduce contamination. The Joint Waste Client Team is also working with the Operations Team to identify areas where education work is required to reduce fly-tipping and litter across the Borough.

We are continuing to work with other council’s across Hampshire, as well as with manufacturers and even local shops, to develop ways to reduce waste.

We need to make recycling something everyone embraces as part of day-to-day life, not something they see as forced upon them by the council.

In addition to leaflets, direct mail, road-shows, bin hangers, media campaigns, advertising, social media and websites, we’re also working with resident’s magazines and community groups to educate and inform residents about recycling.

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K6 Contamination rate of recycled household

waste Target

Previous full year position

Provisional YTD

position at end of Q4

RAG

K6.1 Contamination rate of recycled waste 10.00% 14.01% 12.70% 26.98%

K6.2 Comparison of contamination rate of recycled waste

across Hampshire (cover 13 councils) 7th 10th 3rd

Comment on results

Contamination Rate is higher than the target currently but over the last year has greatly reduced.

Identified issues

Contamination Rate is reducing due to residents beginning to understand what can be recycled.

Proposed actions Contamination Rate is monitored monthly and we are undertaking materials analysis to try and find where our high contaminators are within the Borough. This work will enable more targeted education campaigns to take place

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NB The waste management results remain provisional until June of the following year. Both year-to-date (YTD) and individual quarter results remain subject to change throughout the year.

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K7 Clean streets Target Previous position

Current position

RAG

K7.1 Reduction (%) in litter reports made by the public -5.00% 2.41% -18.75%

K7.2 Reduction (Year on year (YoY)) in litter reports made by the public

289 170 247.00

K7.3

Impact of "deep clean" programme (% reduction in REMS requests logged two months prior to .vs. two month after deep clean). - 6 monthly programme; results available in Q3 2013/14 and Q1 2014/15

N/A None -19.18%

Comment on results

Reduction in litter reports

Q4 results show that during 2013/14 there was a 19% reduction in litter reports compared to the previous year (against a target of -5%).

Q3 on average the number of customer requests for action after the first three ‘Deep Cleans’ is lower than prior to the programme. This is in line with expectations and hopefully reflects the impact of the ‘Deep Clean’ programme. The first results show a 19.18% reduction in REMS requests logged two months prior to .vs. two month after deep clean.-

Identified issues

No identified issues from Q4 or annual results.

Proposed actions

To set a target of a 10% reduction in litter reports for 2014/15.

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Creating neighbourhoods where people feel safe and want to live

Project/Activity P6. Manydown development RAG status

Description As landowner, develop a vision for and achieve exemplar development of Manydown land.


2014/15 targets achieved

Beyond Green appointed I April 2013 for Visioning work. URS appointed in March 2013 for Masterplanning work.

Two Manydown MAP workshops held in Q1

Pre-Submission local Plan published by BDBC Aug in 2013. Following which Beyond Green and URS issued a first draft of their reports for consideration by the landowners. The reports were considered by EPP OSCOM and MEC in Sept 2013

A MAP workshop and site visit were held during Q2 as well as landowner meetings with the Manydown Development Company, Worting Landowners and the M3 LEP.

Final draft of vision and master-planning went to Manydown OSCom on 24 March and Manydown Executive Committee on 8 April for approval.

Local plan is to go out for re-consultation on 25 April with 3,400 homes allocated at Manydown.

We now have all the evidence for the Local Plan IEP as per the draft Local Plan that was consulted on but not the re-consulted Local Plan. Therefore there could be some additional work to complete the EIP evidence in 2014/15.

MAP site visit to Poundbury took place on 6 February.

Completed draft MoU with Worting landowners for consideration who want to delay proceeding with the MoU until after the re-consultation on the Local Plan.

Actively engaging with Manydown Development Company. Met twice in October and November and again in February; meetings included the Portfolio Holders.

Identified risks


2017

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K8 Level of crime in the borough Target Previous year


position RAG

K8.1 Reduction (%) in the level of crime in the borough 3% -20.50% -4%

Comment on results

The reduction in level of crime achieved in 2013/14 is 4%. This exceeds the target of 3% (taken from PCC target of 12% over 4 years). Figures are collated from police records.

Identified issues

Priorities for the Community Safety Partnership are identified in the 2013/14 Strategic Assessment currently being collated.

Proposed actions

The Partnership Plan for 2014/15, informed by the 2013/14 data, is being developed and will be finalised following a practitioners Away Day in May 2014 where joint action to address the issues will be agreed.

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K9 New homes delivered in the year Target Previous position

Current position

RAG

K9.1 Total number of new homes delivered in the year (gross)

748 693.00 303.00

K9.2 Total number of new affordable homes (net) 300 45.00 77

NB K9.2 target is as outlined in the Housing and Homelessness Strategy 2013-18; to deliver “at least 300 new affordable (net) homes per annum by the end of the strategy period”.

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Comment on results

New Homes Delivered (comments unchanged from Q3 report):

The net number of new dwellings completed in the period was 303 homes, with 242 (net) dwellings completed on large sites (sites of 10 or more units) and 61 units completed on small sites. This was against a target of 748 dwellings per annum set by the Borough Council.

New Affordable Homes delivered:

The Council has not achieved its annual affordable housing target during 2013/14. This downturn had been forecast at the start of the Council’s new Housing and Homelessness Strategy period (2013-18), although it is anticipated that delivery levels may return to target level towards the end of the strategy timeframe.

The 2013/14 results illustrate the total number of but also pinpoints that, because of the regeneration of Freemantle/Taverner/ Westray currently under way, the net figure for 2013/2014 shows the demolition of 49 dwellings but development will not produce new units until 2014/2015. The loss of units overall will be 90 but with 190 homes delivered by the completion of the project in 2016.

Identified issues


This downward trend in housing delivery is likely to continue whilst no new local plan is in place and existing permissions for housing continue to be built out.


The results are due to a combination of issues:

A downturn in all new housing delivery (which is the primary source of all new affordable housing delivery within the borough),

Changes to the Government’s affordable housing funding regime and framework from 2011/12 onwards and

The broader economic downturn factors which impact new development.

It should be noted that there is considerably more development and planning activity in 2014 which should account for an increased supply of new affordable homes in 2015

onwards.

Proposed actions


Moving forward with the Local Plan,

Adopting a positive approach to planning applications which help bolster the supply of housing,

Locally derived housing figure of 748 was reviewed and agreed at Full Council on 27th March 2014


Continued promotion of potential use of the council’s Affordable Housing Reserve with partners. This has delivered 21 homes in 2013/ 2104 with Sentinel.

Increased emphasis on pursuing alternative initiatives to ameliorate the immediate negative impact of downturn in new delivery (such as homelessness).

On-going high level discussions with Registered Providers to encourage and stimulate their development activities.

Confirmation that use of council land or other resources will be considered to maximise supply identified as a strategic aim within the new Housing and Homelessness Strategy 2013-18.

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K10 Homelessness Target Previous position

Current position

RAG

K10.1 Number of homeless households place into B&B during the year (total)

<=38 41 57

K10.1a Number of homeless households placed into B&B during the year (due to exceptional circumstances e.g. widespread flooding)

15

K10.1.1 Number of nights spent in B&B per quarter (includes those place during quarter and those already in B&B when quarter begins)

<=653 1207 1495

K10.1.1a Number of nights spent in B&B per quarter (due to exceptional circumstances e.g. widespread flooding)

311

K10.2 Number of homeless households place into B&B during the year (where unintentionally homeless &/or vulnerable)

<= 14 13 16

K10.2a

Number of homeless households placed into B&B during the year (where unintentionally homeless &/or vulnerable due to exceptional circumstances e.g. widespread flooding)

15

NB above targets are guideline only to show performance and/or improvement against previous years

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Comment on results

The number of new placements into B&B has increased dramatically this quarter, primarily due to the floods at Buckskin (these amounted to 15 additional placements in B&B and 311 additional days). Without these figures we would have seen more people going into B&B than the last quarter, but the total amount of nights B&B provided would have fallen significantly; as expected following the number of B&B placements last quarter where it proved challenging to secure them alternative accommodation.

Identified issues

The primary causes of homelessness (excluding the flooding) remain unchanged. A combination of a downturn in supply of vacancies in both the social and private sector, as well as an increase in homelessness caseloads (rising from under 1000 cases in 2011/12 to a forecast of over 1700cases for 2013/14.

Proposed actions

Homeless prevention remains a primary statutory function of the council and is included in the first tranche of commissioning projects. The council remains committed to following innovative solutions and responses to prevent homelessness. Officer discussions with Registered Providers on the provision of more temporary accommodation are making very good progress although final agreement has not been reached. Particular attention is currently being given to increasing the range and level of temporary accommodation, as well as enhancing the financial incentives offered to private landlords to enable low income households to access the private rented sector.

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Maintaining a reputation for quality arts and leisure

Project/Activity P7. Development of the Leisure Park RAG status

Description Investigate and secure a development partner for the Leisure Park


Cabinet Report on the way forward submitted in Oct 2013

Property and legal advisors procured in Q1

MAP meetings held in Q1, including meeting June 2013, to discussed proposed development opportunity brief.

Expressions of interest and outline proposals received in Q2

Legal advisors appointed in Sept 2013

Evaluation of first stage bids completed in Q3 and reported to SMB.

Stage 2 “Dialogue phase” commenced on target

Report to SMB following final bid submissions; process completed on schedule.

Agreed to carry out an officer Gateway review and then a bid presentation involving Members will be carried out after the election (May 2014) with reporting through committee system thereafter as considered appropriate.

Identified risks


2014

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K11 Customer satisfaction with council funded

leisure facilities & events Target

Previous year position


RAG

K11.1 Customer satisfaction with Anvil Arts

K11.1.1 Anvil Arts makes a positive contribution to Basingstoke's image (agree or strongly agree)

88.10%

K11.1.2 Satisfaction with the whole experience provided by Anvil Arts (good or very good)

95.00%

K11.2 Customer satisfaction with the major council funded sports facilities (Aquadrome, Tadley pool, Golf Centre and Tennis Centre) - % very & fairly satisfied

85% 95.00% 89%

K11.3 Customer satisfaction with Basingstoke Festival N/A Not previously

measured 93.00%

K11.3.1 Number (%) who think that the Festival is something Basingstoke can be proud of

77.00% 96.20%

K11.3.2 Number (%) who would recommend the event(s) they attended

Not measured 91.40%

K11.3.3 Number (%) who were satisfied overall with the Basingstoke Festival (total of "very" and "somewhat" satisfied)

Not measured 91.40%

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Comment on results

Anvil Arts

The Anvil Arts participated in the Audience Agency customer satisfaction survey pilot as a method of collecting customer feedback. These results have been received and further work is required to understand them and how well they can be deemed as representative of the overall Anvil Arts audience. In addition to the customer satisfaction survey, Anvil Arts were recently awarded a Certificate of Excellence 2013 by Trip Advisor having achieved 94.8% excellent or very good reviews (based on a total of 96 reviews).

Council funded sports facilities

The satisfaction level for 2013/14 is above target of 85%. While this is marginally lower than last year, the result is considered to give a more representative view as it is the average of 3 customer surveys conducted over the course of the year across the sites whereas last year it was one year end survey. At 89%, the result still shows a high level of overall satisfaction with key facilities.

Basingstoke Festival

The survey results for the Festival are very pleasing, particularly with the limited resources available to develop and deliver the programme. In addition, there has been a significant percentage increase in people responding to the feedback survey, although the actual numbers responding remain small (from 110 to 184 year on year). This indicates a greater awareness and recognition of the festival. The response rate increase may also be due to the fact that we were able to offer prizes as part of the process. This was possible with the increased desire of local businesses to be associated with the festival brand and target the festival audience.

The use of social media has also demonstrated a positive response to the festival and we used this medium to encourage participation in the survey. However, as we were only able to manage an online survey this year, encouraged via Facebook updates, we believe this will have excluded sections of the community.

In addition, the business survey has now been initiated with results due back for this, along with a compilation of all the results, by the end of Q3.

Identified issues

Anvil Arts

None at this time


The greater level of engagement with customers has shown that the vast majority of customers are content with the facilities; analysis of the feedback shows the main issue of dissatisfaction is the time taken to effect repairs and maintenance works.


Growing the festival to be regionally or nationally significant will mean needing to attract more resources.

Proposed actions

Anvil Arts

Confirm with Anvil Arts whether the satisfaction survey pilot is to continue. If it does continue can we establish data from the different venues and if it doesn’t continue what performance measures Anvil Arts need to put in place for themselves.


An action plan has been agreed with the operators for improving the response rate when repairs and maintenance issues have been identified.


Review the final, consolidated results, once received, to understand further areas for improvement for consideration by the Council.

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Supporting active, healthy and involved communities

Project/Activity P8. Community plans and local decision making initiative

RAG status

Description Encourage communities to prepare community plans and launch a pilot scheme for local level decision making


Community Plans: Key milestones:

South Ham Direct - progressing actions including community groups using plan as evidence in grant applications.

Marnel and Merton (part of Popley) – draft vision and action plan out for consultation (Closes 11th April). Launch after election.

Popley East – agreement for Popley Islands and Popley Shakespeare areas to work together, and jointly with the community associations covering the area. Action plan being drafted for consultation after election.

Local Level Decision Making:

The pilot Neighbourhood Partnership met once during Q4. Grant scheme implemented, involving community participation.

Identified risks


2014

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K12 Visits to council-funded sports facilities Target Previous year


position RAG

K12.1 Increase (%) in the number of visits to council-funded sports facilities (includes facilities in 17.2 and council core funded facilities)

1,754,641 1,737,268 1,678,972

Comment on results

At the time of completion, the data from the core funded organisations had not been received. The year to date attendance is therefore marginally below the annual target. However the trend of attendances at the facilities yet to provide their information indicates that the total year end figure will exceed the 1% improvement target of over 1.75m visits.

Identified issues

Most facilities are not yet at capacity and greater footfall is clearly a success in participation and financial terms. However there are occasions where increasing attendances generates a risk of reducing the quality of the customer experience, particularly at peak times where the number of participants reach industry accepted comfort levels.

Proposed actions

At an operational level, the operators are assessing capacity issues as part of reviewing programming and marketing. At a strategic level, an audit of facility needs and participation rates is being undertaken with the Leisure and Recreation Needs Assessment which will inform recommendations for provision through the local plan and swimming strategy work.

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Operational effectiveness

K13 Customer satisfaction with the service

provided by the council Target

Previous Qtr.

position

Current Qtr. position

RAG

K13.1

Customer satisfaction feedback through Exit Surveys 95.00% 99.58% 98.26%

Comment on results

The results reflect the exit surveys completed January to March 2014. A total of 91 surveys have been completed of 90 individual visits by residents who visited BDBC. The surveys are completed randomly but the areas visited were:

Area

# of people surveyed

# of surveys per area

90

Corporate reception 2

To attend a meeting/supplier /contractor 1

Housing/Housing Benefit 45

Council tax 13

Payments 22

Duty Planning 8

Feedback on wait time from the exit surveys shows that 71% (+13% on Nov to Dec. results) were seen within 20 minutes, of which 64% (=10%) were seen within 10 minutes.

Work to implement the new appointments system is underway. The system upgrade has now been completed and work has started with the third part supplier. The proposal is to offer time slots during the week in which appointments can be booked for Licensing and Benefits, with a small pilot running for Local Tax.

Identified issues

None

Proposed actions

On-going analysis to run to continue to assess the results of the new approach to identify any further areas for improvement.

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K14 Customer Complaints Target Previous position

Current position

RAG

K14.1 Total complaints received (year to date) 552 386 522 136.00

K14.1.1 Total complaints received (year on year) 581 522 -59.00

K14.1.2 Total % change year on year 5% reduction

(of 581) -5.62% -10.15%

K14.2 Number of complaints not responded to within 10 working days (YTD)

0 20 30 10.00

K14.2.1 Number of complaints not responded to within 10 working days (year on year)

0 20 30 10.00

K14.2.2 % customer complaints responded to within 10 working days (year on year)

100.00% 96.56% 94.25% -2.30%

NB above targets are guideline only to show performance and/or improvement against previous years

N.B. Data on earlier years not available as a comparison due to organisational restructure in April 2012

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Comment on results

The overall volume of complaints has decreased year on year.

All areas except one (and reported since 2012/13) show a decrease in complaints. The one exception received a single complaint in both years.

The trend continues to reflect that the highest volumes of complaints received are in the areas that have the highest level of direct contact with residents

Identified issues

The level of complaints responded to outside the 10 day SLA increased again in Q4 and the results also show an overall increase year on year. The areas being reported as having late responses are:

Commissioning x 1

Residents Services x 2

Resources x 3

Waste Management x 4

Proposed actions

Increased management focus on the prompt resolution of all complaints.

Reintroduce Complaints as a standard agenda item at the Head of Service one-to-one meetings

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K15 Staff turnover rates (%) Target Previous position

Current position

RAG

K15.1 % total staff turnover (all reasons) N/A 10.16% 3.86%

K15.2 % Staff turnover due to voluntary resignation N/A 4.22% 1.35%

Comment on results

The turnover rates for 2013/14 are below the level for the previous two years. Historically, the turnover rates for Basingstoke and Deane are consistently below the national turnover rates, which is a positive indicator for the council as high turnover is widely believed to have a negative impact on business performance

Identified issues

None

Proposed actions

None

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K16 % workdays lost per quarter to sickness

absence Target

Previous year position


RAG

K16.1 Overall < 3.07% 3.68% 2.73%

Comment on results

The overall sickness absence level for 2013/14 is below the council target of eight days and shows a significant improvement on the outturn results for the last two years. This is a consequence of the council’s renewed focus on positive and proactive management of sickness absence by all managers and HR which has included:

A mid-year appraisal objective for all managers and officers in HR to manage attendance proactively in their business/team and take steps to ensure that the average absence rate for the business unit/team for 2013/14 is below the council target of 8 days/or maintained at current lower levels.

Meetings with staff when they have lost 2% or more of available time due to sickness or had two separate occurrences of absence in six months.

Ensuring that quality “return to work” interviews are held in a timely way and recorded thoroughly.

Identified issues

Historically, sickness absence during the winter months is higher than in the first two quarters. However, as a result of the renewed focus, absence rates for Q3 and Q4 were actually lower this year than they were for Q1 and Q2.

Proposed actions

It is essential that the focus on proactive and positive management of sickness absence is sustained with a view to continuous improvement. The HR team is facilitating a discussion with the Senior Management Group on 19 May to agree how this will be achieved. Already agreed is a continuation of the appraisal objective for all managers and officers in HR to manage attendance proactively in their business/team and take steps to ensure that the average absence rate for the business unit/team for 2014/15 is below the council target or maintained at current lower levels

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K17 Debt collection rates (%) Target Previous position

Current position

RAG

K17.1 Debt Collection rates (%) by end of next quarter- Sundry

90.00% 98.67% 96.28% 6.98%

K17.2 Debt Collection rates (%) by end of next quarter - Property

95.00% 98.96% 99.25% 4.47%

K17.3 Collection rates (% of annual amount due) - Council Tax

98.50% 83.70% 98.53% 0.03%

K17.4 Collection rates (% of annual amount due) - Business tax (NDR)

99.20% 87.20% 98.61% -0.59%

K17.5 Aged debt outstanding (91+ days) - Total NA £ 4,795,745.00 £ 4,203,908.00 -£

591,837.00

K17.5.1 Aged debt outstanding (91+ days) - Sundry NA £ 161,200.00 £ 188,200.00 £

27,000.00

K17.5.2 Aged debt outstanding (91+ days) - Commuted/S106 NA £ 28,245.00 £ 41,300.00 £

13,055.00

K17.5.3 Aged debt outstanding (91+ days) - Property NA £ 504,700.00 £ 430,700.00 -£

74,000.00

K17.5.4 Aged debt outstanding (91+ days) - Council Tax NA £ 1,975,900.00 £ 1,766,715.00 -£

209,185.00

K17.5.5 Aged debt outstanding (91+ days) - Business Tax NA £ 2,125,700.00 £ 1,776,993.00 -£

348,707.00

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Comment on results

The results from quarter 4 and the overall results for the year are good and show an improvement on last year with Council Tax collection rate the highest since 2007/2008 and Business Rate collection also showing an increase from last year. The Local Tax team’s service plan includes actions to further improve collection during 2014/15.

Quarter 4 finished with the Local Tax team taking the first committals to court in over 13 years. Of the 5 cases that went to court , 1 paid in full, 2 were adjourned (but ordered to pay monthly until new court date) 1 was declared bankrupt and a committal was secured on the remaining case resulting in a 35 day (suspended) prison sentence. These were all cases where previously there had been no contact from the customer for a number of years. A regular process is now being put in place to enable approximately 5 cases each month to go to court for committal.

The on-going debt recovery focus and actions have contributed to the reduction in the value of outstanding aged debt particularly business rates debt over 91 days.

The percentage collection rate for sundry debt in quarter 4 is lower than normal. This is due to 4 invoices being raised late in the previous quarter to different companies totalling over £150k which were still outstanding at the end of March. 3 of the 4 invoices have now been paid.

Identified issues

The profiling for the Business Rates performance data throughout the year appears to be incorrect and will be re-adjusted during 14/15.

Process will be established to enable 5 committals a month to be taken to court for those customers wilfully refusing to pay council tax and business rates.

Proposed actions

Re-align the profiling for Business Rates projected collection rates.

Setup a confirmed process for committals with the aim to considerably reduce aged debt.

All other remedies are being actively pursued across the Local Tax service focusing on accounts where customers are choosing not to pay.

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K18 Treasury management Target Previous position

Current position

RAG

K18.1 Average portfolio return 2.30% 2.14% 2.07% -10%

against target

Comment on results

The provisional outturn return is 2.07% compared to target of 2.3%. The continued low interest rate environment and low Gilt yields have meant that very little new longer term investment has been undertaken. As a consequence there is a forecast shortfall of £314,000 as investments are being made in the shorter term (yielding 0.6%) rather than the longer term rate of 1.5% assumed in the budget. Although below target, the return is still more than twice the national average for local authorities.

Identified issues

A new strategy has been approved but will not be in place before the start of the new financial year and the interest rate environment remains challenging.

Proposed actions

Implement the new strategy for 2014/15.

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K19 Annual audit Target Previous

year position


RAG

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K19.1 Achievement of a clean annual audit opinion Unqualified

opinion Unqualified

Opinion 2013/14 results due in year-end report

Comment on results

It is not possible to forecast the outcome because in is dependent on an external inspection that will take place during July and August 2014.

Identified issues

Last years’ audit report had 1 minor recommendation relating to the members’ related party disclosure process.

Proposed actions

The recommendation will be implemented as part of the closure of accounts for 2013/14.

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K20 Planning Development Target Previous position

Current position

RAG

K20.1 Major planning applications determined (%) within the statutory timelines, excluding any separate Planning Performance Agreements

72.00% 43.89% 49.58% -31.13%

K20.1.1 Total number Major planning applications determined, excluding any separate Planning Performance Agreements

23 29

K20.2 Minor planning applications determined (%) within the statutory timelines, excluding any separate Planning Performance Agreements

75.00% 46.24% 48.74% -35.01%

K20.2.1 Total number Minor planning applications determined, excluding any separate Planning Performance Agreements

215 279

K20.3 Other planning applications determined (%) within the statutory timelines, excluding any separate Planning Performance Agreements

90.00% 71.44% 72.99% -18.90%

K20.3.1 Total number Other planning applications determined, excluding any separate Planning Performance Agreements

827 1055

K20.4 Number of planning appeals allowed (lost) as % of overall planning appeals decided

33.00% 36.82% 37.34% 13.14%

K20.4.1 Total number of planning appeals decided 28 46

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Comment on results

The performance on the determination of Major, Minor and Other planning applications remain below target. However, specific measures have been put in place to enable the team to focus on determining planning applications and the performance is improving month by month. Of particular note is that performance has improved on all three types of applications from Q3. “Other” applications in particular have improved significantly since the start of the year to being back to over 80% determined within time. This has been achieved while progress has been made in reducing the backlog of applications which impacts on the performance figures.

Minor applications continue to be significantly below performance targets due to the nature of the applications often being subject to s106 agreements and/or referral to Development Control Committee.

Large scale major applications continue to be a key area of work for the team with no sign of this changing while the council does not have a Local Plan in place and is not able to demonstrate a 5 year housing supply and defending the council’s position at appeal where these are refused.

New resources approved by SLT and SMB in December 2013 have only just resulted in filled posts. Performance for Q4 has improved despite a number of key posts within the approved structure being vacant and accordingly it is anticipated that performance will continue to improve now that those posts have been filled.

Identified issues

Backlog of work due to move to new case management system and service pressures, number of large scale major applications and focus on large scale public inquiries. This is being carefully monitored on a weekly basis by the Planning and Development Manager and Team Leaders.

Discussions have been held with the Leader and Portfolio Holder in relation to

continuing to improve planning performance.

Proposed actions

In addition to the points set out previously in the comments:

Focused use of identified savings for maintaining continued improvement in planning performance;

Planning for flexibility in resourcing to meet anticipated peaks in service demands;

Regular updates to Head of Service and Corporate Director on resourcing.

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Full implementation of active management of case officers through new structure, smaller teams with better direction from Principal Planning Officers.

Further work through the Customer Service Strategy Group meetings to improve self-service (including comments online), better use of the Contact Centre.

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