Q3 2014-15 Operational Performance Report 2014-15... · 2012/13 -58.5% 2013/14 -62% The Credit...

PERFORMANCE SCRUTINY COMMITTEE 18 FEBRUARY 2015

SUBJECT: Q3 2014-2015 OPERATIONAL PERFORMANCE REPORT

REPORT BY: CHIEF EXECUTIVE AND TOWN CLERK

LEAD OFFICER: PAT JUKES, PRINCIPAL POLICY OFFICER

1. Purpose of Report

1.1 To present to Performance Scrutiny Committee a summary of the operational performance position for Quarter 3 of the financial year 2014/15 (from October to December).

1.2 Regular monitoring of the Council’s operational performance is a key component of the Local Performance Management Framework. This report covers key service performance measures identified by Members and CMT as of strategic importance.

A separate reporting framework has been developed to monitor service projects in the Strategic Plan delivery plan.

1.3 The report is in the following format:

Executive Summary – highlighting key points of note Background – recent changes to the report Operational performance overview – issues and successes Detailed table of data of the 70 agreed measures (Appendix A)

2. Executive Summary

2.1 The report includes four corporate measures – sickness; Towards Financial Sustainability income and savings; corporate complaints and employee FTE headcount, vacancies & turnover

2.2 Key Headlines from the Corporate Measures Include:

The number of sickness days lost for Q3 alone stands at 3.31 days per FTE, cumulatively this is 9.93 days per FTE year to date, which is 2.24 days higher than at the same point last year. Note that the key issue here is long term sickness which is 2.32 days up on last year, whilst short term is actually slightly down. CMT requested special action at each DMT to ensure that long term sickness is being handled at individual level appropriately (section 4.16)

The apprentices sickness figures is a little higher - at an average of 10.33 days taken per FTE – however a much higher proportion of this is short term sickness – 7.03 days per FTE

The total amount secured through the Towards Financial Sustainability savings and income programme reached £1,764,810 at the end of Q3 (section 4.17)

The number of FTE employees has decreased by 5 FTE’s at the end of Q3 to 590.94 FTE employees, plus 30.41 apprentices, (section 4.18)

In Q3 the average time across all directorates to respond to formal complaints was 11.7 days, leading to a year to date average of 9.4 days (section 4.19)

There have been two ombudsman complaints upheld and one Housing ombudsman complaint made this quarter

2.3 Positive Highlights this Quarter

236 apprenticeships supported this year – over 50% increase on 2013/14 26 affordable homes completed in Q3 – 27.7% of all new builds There are just 3.1% of council homes deemed as not ‘decent homes’ level Rent collection improved to 97.53% YTD, dropping rent arrears to 3.39% Customer calls were answered in an average of 67 seconds, a 20 second

improvement on same period last year 65% reduction in the level of outstanding benefit assessments to just 694 in

comparison to the same point in 2013/14 84% reduction in the level of outstanding Revenues items to 126 in

comparison to the same point in 2013/14

2.4 Areas of Concern this Quarter

Planning applications are now taking 79.68 days on average to determine (7% increase on last quarter)

The cumulative homelessness figure at Q3 (248) is the same as the full year outturn for 2013/14 and nearly 33% higher than at Q3 last year (167 homeless)

Housing voids - time taken to re-let properties has increased to 34.73 days. Note that there is an action plan in place at the request of CMT, which may have a time lag before the actions take effect

Food Safety team completed 90.1% of controls planned, a 3.2% reduction on those completed last quarter. (58 inspections outstanding). Whilst this shows as a small decline – it is important to note that performance is still at 90% which is far higher then the 78.6% achieved this time last year

Drop in PP&ASB satisfaction with complaint handling from 88.93% to 78.5% - as raw data was very low (just 3), this is not considered significant at this point

2.5 Areas to Keep a Watchful Eye on

2.6 Housing Maintenance/Servitor

Due to the introduction of Servitor, the new replacement for Depot Master - and some of the outstanding issues still being resolved from its installation – we are unable to produce Housing Maintenance performance figures again this quarter.

The latest indications are that we should be in a position to resume the billing process by mid February, thus billing Q2 by the end of February, Q3 by the end of March and Q4 by accounts close down. It must be noted that there is still a significant level of financial risk around this aspect – which is covered in more detail in the Q3 financial report.

As soon as the billing system works effectively the team will turn their attention to performance measurements, and currently the expectation is that Q2 and Q3 backdata will be supplied by the end of March, with Q4 data on target for the end of April

3. Background

3.1 2011 marked the end of reporting performance against a set of indicators prescribed by national government. From that point the onus was placed on local authorities to select appropriate sets of performance indicators to report locally.

The requirement to be externally audited each year remains in place and re affirms the necessity to have a performance framework covering all service areas to meet the ‘Transparency Agenda’ and also to demonstrate value for money.

3.2 The Information Management and Performance System (IMPS) has been used to collate performance measurement for all services since 2010. However the detailed level of information available was not helpful in facilitating a clear focus on those key measures which indicate the health of our most strategic services.

3.3 In 2013 agreement was reached between the Corporate Management Team and Performance Scrutiny Committee on a set of 70 measures that are now defined as the key operational performance measures to be monitored and scrutinised.

3.4 From Q1 2014/15 focus will be placed on these measures for reporting, although data for the remaining measures will still be captured and available in the IMPS system for Officer, Portfolio Holder and Committee use.

3.5 Appendix A contains the data for this quarter's appropriate set of measures from the total 70 measures. This is shown by individual directorate grouping – with annual and quarterly measures split separately

4. Operational Performance Overview

4.1 ACHIEVEMENTS THIS QUARTER

Energy Savings in Broadgate Car Park

Works to save energy have continued at a number of City of Lincoln car parks, including the Broadgate site. The tables below show the impressive on-going savings driven through the implementation of LED lights, sensors and light-sensitive fittings in this site. Additional planned improvements in Broadgate’s three stairwells in the last quarter of the year will further enhance cost savings and assist in lowering energy usage too.

Broadgate Annual Electricity Costs:

2010/11 £30,2202011/12 £23,219 -23.2%2012/13 £16,951 -43.9%2013/14 £15,296 -49.4%

Broadgate Annual reductions in energy usage

2010/11 Baseline2011/12 -42.5%2012/13 -58.5%2013/14 -62%

The Credit Union has Moved into City Hall

The Lincolnshire Credit Union’s new base at City Hall was officially opened on Friday, 17th October, giving people access to even more services under one roof.

Lincolnshire Credit Union is a financial cooperative owned and controlled by its members. It aims to provide access to reasonably priced financial services to people living or working within the boundaries of the county.

The move was a direct result of the Lincoln Against Poverty Conference held in February last year, where a number of partners considered how to help people who are struggling to make ends meet in the short to medium term.

The City Council is Recognised as a Top 100 Apprenticeship Employer

The City of Lincoln Council has been recognised in the prestigious Top 100 Apprenticeship Employers list which recognises excellence in businesses that employ apprentices.

Following a tough selection process the most exceptional apprenticeship employers were put forward to feature in the list, which shows the breadth of employers who now offer apprenticeships.

The city council was selected by a panel of judges from the employment and skills arena for their exceptional contribution to apprenticeships.

Rod Achieves a Second Award

Rod Williamson, City Services Team Leader, was runner up in November’s British Parking Association’s Ernest Davies Award with his articles - Back to the parking future and Parking – At the heart of the city.

It’s not the first award for Rod who won the award for Advanced Parking Knowledge at last year’s ceremony for his comedic article ‘Magna Parka’.

Lincoln is now Officially Twinned with Nanchang

A landmark formal sister city agreement was signed in March 2014, with the official

twinning agreement signed on 21st October. This will bring additional employment and spending power to the city.

The City of Lincoln Council agreed to twin with Nanchang following an approach by Nanchang City Council and the University of Lincoln, which has an important strategic and business relationship with its counterpart in China.

Aside from the wider benefits of collaboration, attracting students from China is an important element of the University's business plan and also for Lincoln College.

In addition Lincoln College has a contract with the Kingdom of Saudi Arabia to prove educational facilities to the value of £250k – another instance of the growing importance of Lincoln as a centre of international further education

4.2 Key Positive Points to Note this Quarter Include:

4.3 Work Based Learning

In this quarter there has was an increase in the number of people the City of Lincoln Council are supporting to undertake an apprenticeship internally and externally. Compared to the previous year there was an increase of 73 with 210 apprentices supported this year. In addition there were 3 corporate learners plus a range of other apprenticeships delivered by First College and Lincoln College. These are:

AAT(6) , IT, (1) Level 4 (6) Business administration Level 5 (6) Leadership and Management Craft (4)

4.4 Affordable Housing

94 new homes have been built over the last 3 quarters, 26 of which have been affordable homes. Note - there was no ‘front loading’ of affordable homes in the larger sites and this does mean that the % of affordable homes delivered overall is still higher than last year at 27.7%.

The build rate has been very low throughout this year, with only 56 homes commenced this year. However, the number of housing applications has increased over the last 6 months so it is hoped that commencements will follow this trend. There are very few affordable homes currently under construction.

4.5 Percentage of Council Property at ‘Non Decent ‘ Standard

The percentage of council properties that are not currently reaching the ‘decent homes’ standard has dropped to just 3.1% - significantly lower than the 7.97% outturn in Q3 last year.

It is worth noting that in addition there are a further 72 homes whose tenants are currently refusing to allow improvement works to be carried out

4.6 Rent Collection and Arrears

Following concern on rising rent arrears last quarter, an action plan was started to address the issue. The current position is much improved with a cumulative collection rate of 97.53%, significantly higher than Q2, and also above the internal target. This means that arrears as a % of rent due has dropped by 0.68% to 3.39%. However, whilst this does appear to be positive news, it must be remembered that there are two “rent free” weeks in this period, which can affect the overall figures as people in arrears should continue to pay during this time. The true effect will come through in Q4

4.7 Average Time to Answer Calls to Customer Services

The average time taken to answer customer services calls in Q3 was 67 seconds, which is 20 seconds quicker than the equivalent period last year. This is marginally longer than the 57 seconds taken in Q2, which is partly due to the loss of two members of staff (who have since been replaced).

It is worth noting that this year on year drop was achieved despite an increase of almost 2000 calls compared to Q3 last year

4.8 Revenues Administration

The council tax collection rate is 0.36% above that achieved in the same period last year. In addition, although the business tax collection rate at first appears to be lower than last year – this has been affected by the change to 12 month instalments, so under re-calculation this is also above year to date target by 1.28%.

There has been extensive work within the team to reduce the number of outstanding customer changes, resulting in a drop from the equivalent period last year when there were 761 outstanding cases to just 126 at the end of December. This is an even bigger achievement when you consider that there had been a temporary increase in Q2 leading to 953 cases outstanding at that point.

4.9 Housing Benefits

There has been a strong focus on reducing outstanding benefit assessments as requested by CMT, resulting in a significant reduction in outstanding cases – dropping 65% from 1967 (same period last year) to 694. This work has also supported the drive to decrease housing rent arrears as there is a link between the two in many cases.

The focus has not as yet impacted on other key measures around average processing times due to the older work which was processed – although these times should start to reduce as the team aims to maintain a more up-to-date work position. Quality held steady at 79% correct. During this time an additional 1836 new benefit claims were received which is in line with current trends.

4.10 Areas of Concern this Quarter Include:

4.11 Time Taken to Determine Planning Applications

End to end times taken to determine planning applications, remain relatively consistent compared to previous quarters at 79.68 days; however there is a small 7% increase this quarter, which is due to a maternity cover post being vacated in advance of the contract expiry. This impact has been offset to a degree due to the Christmas period being generally slower for the construction industry, resulting in a slight reduction in application numbers compared to Q2 (drop of 19 to 154).

Work on an action plan requested by CMT is still ongoing, as is the commencement of a Post Implementation Review (PIR) of the overall Planning restructure. The preferred aim is to achieve somewhere in the region of 55+ days to determine a planning application, which has been achieved in previous years.

4.12 Homelessness

The trend of an increased number of Homelessness applications began in January 2012 and although there was a significant decrease in applications in December 2014 (as expected over the Christmas period), the overall upward trend continues.

The cumulative homelessness figure at Q3 (248) is the same as the full year outturn for last year and nearly 33% higher than at Q3 last year (167 homeless)

Effort continues to be made to prevent homelessness with 563 cases of possible homelessness prevented through the advice system provided.

CMT has already requested an action plan to mitigate the effects as far as possible; this has been underway for some months now. As part of it - four additional council properties are now in use for accommodation, we are working with LEAP to spot purchase accommodation for young people for short periods and we have employed a Private Housing Liaison Officer on a temporary contract who will ‘recruit’ private landlords to work with us on this issue.

4.13 Housing Voids and Rent Loss from Void Situations

It is disappointing to see that the re-let time for general needs stock has risen again in Q3 from 30.8 days to 34.73 days, however ongoing agreed actions have being made to reduce this void period as we move forward.

There are steps within the voids process that have an effect on the overall void times. One of these actions being the electrical checks. A previous concern had been raised regarding the delay at the end of the void process where the property is ready to let but has not had an electrical check. However this has now been

addressed and changes to this process should reflect in January's figures.

As should be expected, when accommodation is left void a little longer, the rent loss increases. In Q3 there is an increase from 1.03% to 1.09% rent lost against the budgeted amount, however as the internal target is set at 1.1%, this is still within expectations. Exact financial figures are not available currently due to the lack of Servitor data, but these are expected to be available for the year end.

4.14 Food and Health SafetyThere has been a slight (3.2%) reduction in the percentage of controls that should have been completed by this point in the year. The number of inspections outstanding at the end of December was 58. Of these there was 1 evening economy red food business; 17 were amber (10 new businesses and 1 evening economy); 40 were green (2 evening economy).

As usual at this time of year there were a couple of negative seasonal impacts on resource levels. Firstly, all the team are assigned to work for the duration of the Lincoln Christmas Market and secondly the festive period limits the number of inspection days available.

However it is also worth noting that these results are still significantly above those achieved at the same period last year when the controls achieved were just 78.6%. The high level of premises compliant with Food Safety standards – 97% shows that resource is being targeted correctly.

A Food Safety Officer has been appointed to the vacant post and is presently undergoing a competency assessment. It is envisaged that after 3 months of supervisory activities that they will be able to undertake all necessary duties.

4.15 Satisfaction of Complaints Handled by the PP&ASB TeamSatisfaction rates this quarter present as 78.5%, which is down on the previous quarter (88.93%) and outside of normal performance levels.

The overall service figure is adversely affected this quarter by a particularly low return rate in relation to Anti-Social Behaviour complaints with only three received this quarter, two were satisfied and one was not, leaving the figure for ASB alone at 63% satisfied. When this is taken out of the overall service performance figure the service is achieving 84% satisfaction, which is in line with normal performance levels.

Telephone surveys commissioned for ASB complaints to generate further satisfaction data next quarter.

4.16 Corporate Measures – Cumulative Sickness Indicators – to Q2

Following a request from Senior Officers and Members, the core data reported from Q2 will exclude apprentices – although a summary is also provided in the commentary which shows the overall picture relating to apprentice sickness.

Whilst the values are not strictly comparable with previous years – due to the comparatively small number of apprentices there is only 0.06 days difference

between the two figures in Q3 data, with the total days lost per FTE excluding Apprentices being 3.25 and the average including apprentices at 3.31 days lost.

The number of sickness days lost for Q3 alone stands at 3.31 days per FTE, cumulatively this is 9.95 days per FTE year to date, which is 2.26 days higher than at the same point last year.

Short Term Sickness

Cumulative short term sickness at Q3 (i.e. sickness lower than 15 days) stands at 3.18 days per FTE, this is 0.12 days less than in the same period last year.

The main cause of short term sickness in Q3 was Infections (248 days lost in total (233 days lost not including apprentices))

Long Term Sickness

As indicated in the charts above, long term sickness (i.e. sickness over 14 days) for Q3 stands at 6.75 days per FTE, this is 2.32 days per FTE greater than the same time last year. CMT has already requested special action to be taken at each DMT to ensure that long term sickness is being handled at individual level appropriately.

In addition, CMT noted that there is a review of the sickness policy currently underway – when that review is rolled out, it will be accompanied with training for Managers and Team leaders on how to effectively use the sickness process.

The main cause of long term sickness in Q3 was muscular skeletal (314 days lost in total, the figure remains the same excluding apprentices.).

Turnover Effects on Sickness

During Q3 16 employees (including 2 apprentices) have left the Council and they contributed 10 days absence to the above figures, the figure remains the same excluding apprentices.

Apprentices Sickness – Cumulative to Q3

Cumulative sickness to Q3

Short term days lost

Long term days lost

total days lost

Average Number of FTE

Short term days lost per FTE

Long term days lost per FTE

Total days lost per FTE

Apprentice sickness 215 101 316 30.6 7.03 3.30 10.33

The table above shows that for long term sickness is at 3.30 days per FTE, but there is a significant level of short term sickness at 7.03 days per FTE.

Some activities have already been completed to address apprentice sickness:

A revised section in the induction process, for all new apprentices Placement supervisors asked to take greater levels of responsibility for

the monitoring of sickness. Sickness is high on the internal risk register monitored carefully

Ongoing actions include:

A ‘health in the workplace’ session with the Healthy Lifestyles team - initially as a one off to all current apprentices to raise awareness and understanding of the impact of absence on the business and on an individual’s progress.

Plans are in place to access literature/e-learning for handouts and training sessions to ensure short term sickness causes are also addressed from a pastoral angle they result in long term sickness.

4.17 Corporate Measures – Towards Financial Sustainability

Savings targetCumulative savings target

Savings achieved cumulative

Savings outstanding

2013/14 £1,000,000 £1,000,000 £1,046,930 -£46,9302014/15 £1,000,000 £2,000,000 £717,880 £235,1902015/16 £500,000 £2,500,000 2016/17 £500,000 £3,000,000

Total savings achieved in programme £1,764,810

As part of the Towards Financial Sustainability programme, the 2 year cumulative savings and additional income figure at the end of Q3 has achieved £1,764,810 towards the £2m target for 2014/15.

The shortfall is primarily due to the re-profiling of the savings made in the renegotiated contract for the Yarborough Leisure. A release of the contingency budget for the loss on income due to asset sales will cover most of the gap, leaving just £9,810 to find.

A full programme of new projects has been developed and is currently progressing through the Towards Financial Sustainability Board.

4.18 Corporate Measures – Employees (FTE, Vacancies and Turnover)

The significant drop in the CX headcount from Q2 reflects the request to report data without apprentices.

The total number of FTE employees has decreased slightly since Q2. At the end of Q2 the figure excluding apprentices was 595.94 FTE employees, the equivalent is now 590.94, a reduction of 5 FTE’s overall. Note these are occupied posts – the figure does not include vacancies

As of the end of Q3 there were 74.14 (non apprentice) vacancies. However, it must be noted that a number of these are short term (e.g. Maternity leave vacancies) and some of the 74.14 are being covered by either agencies or temporary staff. CMT have requested a full review on these for the next quarter at directorate level.

The percentage of employee turnover for Q3 was 2.14% (excluding apprentices).

4.19 Corporate Complaints – Cumulative to Q3

In total there were 114 formal complaints received in Q3, bringing the year to date total to 346. The average time across all directorates to respond to them this quarter was 11.7 days, leading to a year to date average of 9.4 days to respond.

There were 2 ombudsman complaints decided in Q3 and 2 ombudsman decisions upheld (Both LGO). The number of Local Housing Ombudsman (LHO) complaints decided is a new measure relating to the housing complaints. In the first two quarters of 2014/15, there were no complaints decided for this measure but in Q3 there was one, giving a YTD total of one.

The LGO Ombudsman has upheld or partially upheld the complainants’ case for:

1. A complaint to DOR (Revenues and Benefits Shared Service) where the outcome has been the award of a compensation payment to redress the loss of earnings and expenses unnecessarily incurred by the customer. A summons was incorrectly issued and sent to the customer. It was subsequently cancelled without informing the customer who suffered stress and material loss in order to attend court.

2. A complaint to DHCS (Tenancy management) where the Ombudsman found that a complaint of noise nuisance was not handled effectively. The customer was not properly notified about the outcome of the investigation.

4.20 Appendix A

This shows the detailed list of up to 70 measures agreed by CMT and PSC to represent the key aspects of strategic services, with annual and quarterly measures split separately

5. Organisational Impacts

5.1 Finance (including whole life costs where applicable) – None.

5.2 Legal Implications including Procurement Rules - None.

5.3 Equality, Diversity & Human Rights – Not applicable.

6. Risk Implications – Not applicable

7. Recommendation

7.1 Members are asked to:

a) Comment on the achievements, issues and future concerns noted this quarter

b) Highlight any area where they would like to look at performance in more detail at a future meeting

c) Refer the report to Executive to ensure relevant portfolio holders are placing a local focus on those highlighted areas showing deteriorating performance

Key Decision NoDo the Exempt Information Categories Apply?

No

Call in and Urgency: NoHow many appendices does the report contain? One – Appendix AList of Background Papers: NoneLead Officer: Pat Jukes, Principal Policy Officer: Telephone 873657

CX Annual Strategic Measures – Q3

Service Area Type Measure Unit Collection

High / Low is Good

2012/2013 2013/2014 2014/2015 Status 2014/15 Commentary

CX Annual Measures

Work Based Learning

Performance WBL 5 - Percentage of apprentices completing on time % A3 High is

good 98.00% 98.00% 96.00%100% completers finished on time. Figures affected by 4 leavers during programme

Work Based Learning

Performance

WBL 6 - Number of people COLC supporting to undertake an apprenticeship (internal and external)

Number A3 High is good 134 137 210

Plus 3 corporate learners plus a range of other apprenticeships delivered by First College and Lincoln College AAT(6) , IT, (1)Level 4 (6) Business administration Level 5 (6) Leadership and Management Craft (4)

Work Based Learning

Performance

WBL 7 - Percentage of apprentices moving into Education, Employment or Training

% A3 High is good 98.00% 96.00% 96.00%

78 used the ATA model 9 not known - leaver or completers

Work Based Learning

Satisfaction WBL 8 - Employer satisfaction with the scheme % A3 High is

good 88.00% 88.00% 89.00%Excellent feedback. Suggestions for development and changes received

Appendix A

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DDES Quarterly Strategic Measures – Q3 2014/15 (Oct to Dec)

Service Area Type Measure Unit

Cumulative or Quarterly

High / Low is Good

Trend - Quarterly or Seasonal

Q3/13/14 Q4/13/14 Q1/14/15 Q2/14/15 Q3/14/15 Status Commentary

DDES Quarterly Measures

Recreation Services

Performance

RES 17 - Total number of users of our Health & Recreation facilities per quarter

Number QuarterlyHigh is good

Seasonal 221,805 215,662 210,700 180,330

Not Set Q3 Data quality under verification

Affordable Housing

Performance

AH 4 - Cumulative number of affordable homes delivered to date this year

Number Cumulative

High is good

Seasonal 9 9 4 24 26

2 further affordable homes have been completed. Both are s106 units.

Affordable Housing

Performance

AH 5 - Affordable homes delivered as a percentage of new properties built this year (cumulative)

% QuarterlyHigh is good

Seasonal 5.1% 4.0% 33.3% 34.8% 27.7%

94 new homes have been built over the last 3 quarters, 26 of which have been affordable homes. Commencements have been very low throughout this year, just 56 homes this year so far. The number of housing applications has increased over the last 6 months so it is hoped that commencements will follow this trend. There are very few affordable homes currently under construction.

Food and Health & Safety Enforcement

Performance

FHS 4 - Percentage of premises fully or broadly compliant with Food Health & Safety


Quarterly 95.6% 94.7% 96.3% 96.9% 97.0%

The City has 1053 food businesses registered; of that 28 business have a food hygiene rating of 2 or below. These are businesses that require improvement and are not considered to be compliant with food safety legislation. Since






























inspection Quarter 1 of this year the number of non compliant businesses has fallen by 28%.The targeting of resources at those businesses that present the greatest risk to public health has been instrumental in reducing the above figure.


Performance

FHS 5 - Average time from actual date of inspection to achieving compliance

Days QuarterlyLow is good

Quarterly 15.60 16.80 13.20 10.40 9.10

Improvement in the end to end time continues. However, this measure relates to premises that have undergone an inspection and not those that are overdue awaiting an inspection. A feature of the system is that reactive work demands are prioritised before the programmed inspections and whilst Officers focus on the businesses as they inspect them to ensure compliance this can impact on the number of inspections that still need to be programmed.


Performance

FHS 6 - Percentage of official controls that should have been completed and have been in that time period (cumulative data)


Quarterly 78.60% 80.70% 92.00% 93.30% 90.10%

Number of inspections outstanding was 58. Of which 1 evening economy red food business, 17 are yellow (10 are new businesses and 1 evening economy) 40 are green (2 evening economy). Couple of notable issues that always impact performance at this time of year. Firstly, all the team are assigned to work for the duration of the Lincoln Christmas Market and secondly the festive period limits the number of inspection days available. A Food Safety Officer, has been appointed to the vacant post and is presently undergoing competency assessment, it is envisaged that after 3 months of supervisory activities that he will be able to undertake all necessary duties to post with limited supervision.

Development Management

Performance

DM 11 - End to end time to determine a planning

Days QuarterlyLow is good

Quarterly 129.06 74.07 74.44 74.24 79.68

End to end times remain relatively consistent as per the previous 4 quarters, with a slight increase due to a maternity cover post being























(Planning) application (Days)

vacated in advance of the contract expiry. This impact has been offset to a degree due to the Christmas period being generally slower for the construction industry, resulting in a slight reduction in application numbers.

Development Management (Planning)

Performance

DM 13 - Number of live planning applications open

Number QuarterlyLow is good

Quarterly 182 139 142 173 154

The total number of open cases is within the range that is typical with the current level of resource, with a slight dip due to the reduction in submitted applications during the Christmas period.

(Planning) Performance

DM 16 - Percentage of applications approved


Quarterly 96% 96% 97% 90% 91%

This percentage remains very high due to the work of officers in negotiating a good outcome.

(Planning) Satisfaction

DM 20 - Number of planning appeals allowed

Number QuarterlyLow is good

Quarterly 0 1 0 0 1 1 Upheld and 1 Dismissed

(Planning) Performance

DM 8 - Number of applications in the quarter


Quarterly 122 132 135 148 146

DDES Annual Strategic Measures – Q3

Service Area Type Measure Unit CollectionHigh / Low is Good


DDES Annual Measures

Sport & Leisure Satisfaction

SP10 - The standard of service provided by Yarborough Leisure Centre (as per citizens panel)

% A3 High is good 72.72% 78.20% N/A

Note that the data is currently under verification, and should be available for Q4

Sport & Leisure Satisfaction

SP11 - The standard of service provided by Birchwood Leisure Centre (as per citizens panel)

% A3 High is good 57.53% 64.60% N/A

Note that the data is currently under verification, and should be available for Q4




























DHCS Quarterly Strategic Measures – Q3 2014/15 (Oct to Dec)

Service Area Type Measure UnitCumulative or Quarterly

High / Low is Good


Q3/13/14

Q4/13/14

Q1/14/15

Q2/14/15

Q3/14/15 Status Commentary

DHCS Quarterly Measures

Housing Investment Performance

HI 4 - Percentage of council properties that are not at the 'Decent Homes' standard (excluding refusals)

% Cumulative Low is good Seasonal 7.97% 1.87% 7.73% 6.71% 3.10%


HI 6 - Number of properties 'not decent' as a result of tenants refusal to allow work (excluding referrals)

Number Quarterly Low is good Seasonal 74 73 120 98 72


HI 7 - Percentage of dwellings with a valid gas safety certificate

% CumulativeHigh is good

Quarterly 99.80% 99.90% 100.00% 99.90%

CCTV Performance

CCTV 6 - Total number of incidents handled by CCTV operators


Quarterly 2,896 2,821 3,418 3,352 3,682 YTD 10452 compared to 9275 last year

Control Centre Performance

CC 5 - Percentage of calls answered within 60 seconds


Quarterly 97.29% 97.33% 97.25% 97.54% 97.83%
































Waste & Recycling Performance

WM 5 - Percentage of waste recycled or composted


Seasonal 44.60% 40.94% 38.02% 45.58% 42.81%

This is the quarter 2 figure, breakdown is % of waste recycled 22.59% and % of waste composted is 20.22%

Rent Collection Performance

RC 3 - Rent collected as a proportion of rent owed


Quarterly 105.77% 101.31% 96.15% 95.94% 97.53%

The cumulative collection rate since the start of the financial year went up to 97.53% compared to 95.94 at the end of Quarter 2 and now exceeds target.

Rent Collection Performance

RC 4 - Current tenant arrears as a percentage of the annual rent debit

% Cumulative Low is good Quarterly 3.19% 3.36% 3.80% 4.07% 3.39%

Parking Services Performance

PS 6 - Overall percentage utilisation of all car parks (P8)


Seasonal 51.55% 61.00% 60.00% 61.00% 71.00%A good increase - Christmas Shoppers have no doubt contributed to this figure.

Parking Services Performance

PS 7 - Number of off street charged parking spaces


Seasonal 2,618 2,593 2,599 2,599 Not Set

Allotments Performance

AM 8 - Percentage occupancy of allotment plots


Seasonal 86.35% 86.23% 84.50% 84.16% 83.73%

83.73% of allotment plots were let at the end of quarter 3. There were a total of 1137 allotment plots. 68 of these are currently classified as unlettable (for example, due to flooding problems). Of the remaining 1069, 952 were tenanted. This amounts to 89.1% of lettable plots.Throughout the quarter, on average 84.36% of plots were tenanted at any time. If the plots classed as unlettable are removed, 89.7% of lettable plots were let at any time.The service continues to make every effort to respond to plot requests speedily;


























however some sites remain less popular than others, meaning that there are a number of sites with some empty plots for which there is currently no waiting list.

Public Protection and Anti-Social Behaviour Team

Performance

AB 4 - Number of service requests for Public Protection and ASB


Seasonal 889 1,000 1,113 1,076 750 This is a seasonal measure – and compared to last Q3 is just slightly down

Public Protection and Anti-Social Behaviour Team

Satisfaction

AB 5 - Satisfaction of complainants relating to how the complaint was handled


Quarterly 93.14% 77.40% 88.00% 88.93% 78.5%

Satisfaction rates this quarter present as 78.5%, which is down on the previous quarter and outside of normal performance levels. The overall service figure is adversely affected this quarter by a particularly low return rate in relation to Anti-Social Behaviour complaints with only three received this quarter, two were satisfied and one was not, leaving the figure for ASB alone at 63% satisfied. When this is taken out of the overall service performance figure the service is achieving 84% satisfaction, which is in line with normal performance levels. Telephone surveys commissioned for ASB complaints to generate further satisfaction data next quarter.

Housing Solutions Performance

HS 3 - The number of people currently on the housing waiting list

Number Cumulative Low is good Quarterly 2,710 2,779 2,794 2,795 2,827

The number of live applications on the waiting list has risen by 32 since the last quarter.

Housing Solutions Performance

HS 4 - The number of Homelessness applications

Number Cumulative Low is good Seasonal 167 248 91 179 248

The trend of an increased number of Homelessness applications began in January 2014 and although





















taken within the Housing team

there was a significant decrease in applications in December (as expected due to the Christmas period), the overall upward trend continues.

Housing Voids Cost

HV 3 - Average cost of empty home repairs

£ Quarterly Low is good Quarterly 4,044 3,519 Not Set Awaiting data from Servitor

Housing Voids Performance

HV 4 - The average re-let time for general needs housing (excluding major works)

Days Cumulative Low is good Quarterly 35.36 32.84 24.35 30.80 34.73

It is disappointing to see that the re-let time for general needs stock has risen, however ongoing agreed actions have being made to reduce this void period. There are steps within the voids process that have an effect on the overall void times. One of these actions being the electrical checks. A previous concern had been raised regarding the delay at the end of the void process where the property is ready to let but has not had an electrical check. However this has now been addressed and changes to this process should reflect in January's figures.

Housing Voids Performance

HV 7 - Percentage of rent lost through dwelling being vacant

% Cumulative Low is good Quarterly 1.46% 1.28% 0.90% 1.03% 1.09%

Although the % of rent lost has slightly worsened since Q2, the internal target is set at 1.1%. and thus it is still within expectations

Housing Maintenance Performance

HM 3 - Percentage of reactive repairs completed within target time


Quarterly 95.68% 95.35% 94.69% 94.63% 95.03%


HM 4 - Percentage of repairs fixed first


Quarterly 66.68% 66.50% 84.70% Not SetNo data currently available. Unable to obtain data following implementation of

























time Servitor as the report used is no longer available to obtain, the project team are currently working on what reports are built within Business Objects.


HM 5 - Appointments kept as a percentage of appointments made


Quarterly 85.00% 85.80% 88.61% 85.90% Not Set

No data currently available. There is an on going issue which Housing Systems are aware of and a call has been logged with our supplier (Xmbrace). CMS requested an update and will re visit figure upon completion of fix.

DHCS Annual Strategic Measures – Q3

Lean Area Lean Type Measure Unit CollectionHigh / Low is Good


DHCS Annual Measures

Waste & Recycling Satisfaction WM 6 - Satisfaction with

refuse service % A3 High is good 94.30% 93.29% 95.10%

95.1% of Citizens Panel respondents reported being very or fairly satisfied with the refuse collection service. This echoes the relatively low number of complaints.

Waste & Recycling Satisfaction WM 7 - Satisfaction with

recycling service % A3 High is good 95.70% 92.88% 94.80%

94.8% of Citizens Panel respondents reported being very or fairly satisfied with kerbside recycling services, echoing the relatively low number of complaints about this service.

Street Cleansing Satisfaction

SC 8 - % satisfaction that public land and public highways are kept clear of litter and refuse

% A3 High is good 84.19% 85.90% 86.53%

86.53% of Citizens Panel respondents reported being very or fairly satisfied with the cleanliness of highways and open spaces. This echoes the relatively low number of complaints in this area.

Grounds Maintenance (incl. Open Spaces)

SatisfactionGM 6 - Satisfaction levels of parks and open spaces

% A3 High is good 84.90% 89.50% 88.90%

88.9% of Citizens Panel respondents reported being very or fairly satisfied with parks and open spaces provision across the city.



















DOR Quarterly Strategic Measures – Q3 2014/15 (Oct to Dec)

Service Area Type Measure UnitCumulative or Quarterly

High / Low is Good


Q3/13/14 Q4/13/14 Q1/14/15 Q2/14/15 Q3/14/15 Status Commentary

DOR Quarterly Measures

Procurement Services Cost

PRO 3 - Value for money achieved - the amount saved after fees have been paid

£ CumulativeHigh is good

Seasonal 60,585 842,756 19,400 19,400 19,400

Level of guaranteed savings as of Q1, although strong indications this will increase substantially

Customer Services Performance

CS 4 - Number of face to face enquiries

Number Quarterly Low is good Seasonal 9,108 10,522 10,093 9,798 8,378

A drop on last quarter and the same quarter last year. Both November and December showed a drop in customers, this is the same time as Benefits completed their outstanding back log work.


CS 5 - Number of telephone enquiries answered

Number Quarterly Low is good Seasonal 30,772 35,629 39,657 34,882 32,668

This is lower than the previous quarter but higher than the same period last year. We have seen a drop in face to face enquiries but not in telephone enquiries, which is still the most popular method of contact.


CS 6 - Number of users logged into the self service system MyInfo this quarter


Seasonal 2,607 3,620 2,925 2,424 2,499


CS 8 - Average time taken to answer a call to customer

Seconds Quarterly Low is

good Seasonal 87 58 61 57 67This is an increase of the previous quarters, we have recently lost 2




















services members of staff, and we are currently in the process of recruiting and training their replacements.

Human Resources Performance HU 4 - Number of

grievances Number Quarterly Low is good Quarterly 1 2 1 1

Human Resources Performance HU 5 - Number of

disciplinaries Number Quarterly Low is good Quarterly 5 4 2 1 4

Accountancy PerformanceACC 8 - Average return on investment portfolio

Number CumulativeHigh is good

Seasonal 0.55% 0.64% 0.49% 0.51% 0.61%

Forecast rate has improved due to fixed rate deposits with local authorities for longer maturity periods, giving an enhanced yield with little increase in risk

Accountancy PerformanceACC 9 - Average interest rate on external borrowing


Seasonal 4.24% 4.24% 4.24% 4.25% 4.25%

Consistent with previous quarters as no new borrowing undertaken and below target rate of 4.75%.

Revenues Administration Performance

REV 4 - Council Tax - in year collection rate for Lincoln


Seasonal 79.18% 96.56% 27.19% 52.98% 79.54% Collection is 0.36% above 13/14 Q3


REV 5 - Business Tax - in year collection rate for Lincoln


Seasonal 89.25% 99.31% 34.47% 58.16% 84.14%

Below 13/14 collection by 5.11% (2,211,382,45) - however adjustment for 12 month instalment - new target is 82.86% so collection is above target by 1.28%


REV 6 - Level of outstanding customer changes in the Revenues team

Number Quarterly Low is good Seasonal 761 683 434 953 126

Significant reduction due to work undertaken during December to reduce outstanding customer levels

Housing Benefit Administration

Performance

BE 4a - Average (YTD) days to process new housing benefit claims from date received

Days Cumulative Low is good Quarterly 24.31 28.33 28.62 30.80 28.64































Performance

BE 5a - Average (YTD) days to process housing benefit claim changes of circumstances from date received

Days Quarterly Low is good Quarterly 19.13 6.97 10.33 12.17 11.67


Performance

BE 6 - Number of Housing Benefits / Council Tax support customers awaiting assessment

Number Cumulative Low is good Seasonal 1,967 2,396 1,883 1,915 694

Successful focus on significantly reducing outstanding work in Q3.


Performance

BE 7 - Percentage of risk-based quality checks made where Benefit entitlement is correct


Quarterly 77% 77% 82% 79% 79%

Risk-based quality checks performance continues to improve year-on-year.


Performance

BE 8 - The number of new benefit claims year to date (Housing Benefits / Council Tax Support)

Number Cumulative Low is good Seasonal 1,663 3,518 5,354 Not

Set 2425 HB and 2929 CTR

DOR Annual Strategic Measures – Q3

Service Area Type Measure Unit CollectionHigh / Low is Good


DOR Annual Measures

Democratic Services Performance

DEM 4 - Percentage of properties with citizens on the electoral register as of 1st December each year

% A3 High is good 97.00% 97.55% Not

Set

Legislation has gone through parliament and the next register will not be published until 16th February 2015




























Q3 2014-15 Operational Performance Report 2014-15... · 2012/13 -58.5% 2013/14 -62% The Credit...

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Transcript of Q3 2014-15 Operational Performance Report 2014-15... · 2012/13 -58.5% 2013/14 -62% The Credit...