Annex 2

Corporate Performance Report – Key Focus

Thanet District Council

 

The council has 37 key focuses that relate to the performance measures of the council. The chart below* shows the balance of key focuses against the council’s corporate priorities and values

 

*The numbers in this chart will not add up to 37 as some key focuses will cover a number of different corporate priorities and values.

 

Team

Focus

Due

A clean and Welcoming environment

Supporting Neighbourhoods

Promoting Inward investment and job creation

Delivering value for Money

Supporting the work force

Promoting Open Communications

Financial Services

Deliver a balanced budget for 2017-2021

2017 Q1

ü

ü

ü

ü

ü

Financial Services

Ensure the HRA and other strategic Business Plans are on a sound financial basis

31-Mar-17

ü

ü

Housing Services

Empty Homes: Directing resources towards bringing more empty homes back into use.

On-going

ü

ü

ü

Housing Services

Improving housing conditions across the district, with a particular focus on areas with high levels of deprivation and poor housing conditions.

On-going

ü

ü

Housing Services

Working with residents and landlords to improve the standard of housing management.

On-going

ü

ü

Housing Services

Develop new HRA Business Plan for the coming period.

2017

ü

ü

Housing Services

Working with East Kent Housing to ensure the provision of a high quality, cost effective service to residents.

On-going

ü

ü

Housing Services

Preventing Homelessness - providing a comprehensive housing options service that focuses on early intervention to support vulnerable households into suitable accommodation. Mitigating the need for temporary or emergency accommodation is an essential part of this.

On-going

ü

Housing Services

Reviewing the services provided by the Housing options team to ensure that they are able to respond to the increasing number of households at risk of losing their home.

2017

ü

ü

Housing Services

Improving the operational efficiency of the housing service, through the use of technology and flexible working

2018

ü

ü

ü

Waste and Street Cleansing

Strive to continually improve the standard of service, adopting a “right first time” approach in order to reduce missed bins and increase efficiencies by reducing dependency on resources allocated to failure demand.

2017 Q1

ü

ü

ü

Waste and Street Cleansing

Obtain maximum benefit from procurement programmes to reduce capital outlay in fleet (and other) purchasing

2016 Q4

ü

Waste and Street Cleansing

Optimise the waste collection rounds to realise efficiencies.

2017 Q1

ü

Waste and Street Cleansing

Develop innovative recycling and waste solutions within high density urban areas.

2017 Q2

ü

ü

Waste and Street Cleansing

Develop innovative recycling and waste solutions within high density urban areas.

2017 Q1

ü

ü

Waste and Street Cleansing

Explore all opportunities to increase participation in recycling

2017 Q2

ü

Waste and Street Cleansing

Implement robust measures to reduce contamination of dry recyclates by both residents and by crews NB: Current contamination rate is 12% (Average 8 RCV’s full each month)

2017 Q2

ü

Waste and Street Cleansing

·         Increase the proportion of recycling to waste to meet both regional and national targets NB: National / EU target is to achieve 50% recycling rate by 2020       TDC Rate is currently 32% Failure to achieve the target will result in financial penalties·         Explore all opportunities to Increase participation

2017 Q2

ü

Waste and Street Cleansing

Develop educational programmes for schools to encourage children to lead on recycling initiatives at home and at school

2017 Q2

ü

Waste and Street Cleansing

Meet and maintain the Environment Agency TEEP Test in relation to the quality of recyclate collected.

2016Q3

ü

Waste and Street Cleansing

·         Explore opportunities to innovate and improve street cleansing for better outcomes, improve public perception and reducing costs.

2017 Q2

ü

ü

Waste and Street Cleansing

·         Actively reduce customer complaints by adopting a right first time attitude, and ensuring that frequency and quality are constantly monitored and poor performance challenged.

2017 Q1

ü

ü

Civil Enforcement Parking

Investigating new handheld technology equipment for the Civil Enforcement Officers . 

2017

ü

Street scene Enforcement

Implementation of CCTV system upgrade, and an options appraisal of CCTV provision going forward

Q1/2017

ü

Street scene Enforcement

Better integration, analysis, use of deployable resources and an intelligence-led approach to enforcement activities.

Q2/2017

ü

Street scene Enforcement

Update street scene enforcement protocols to support effective prioritisation of action and in order to keep up with any changes in legislation including a new enforcement and investigation policy and procedure. 

Q2/2017

ü

Street scene Enforcement

Integrate Operation Cleansweep with Margate Taskforce Streetweek operations to avoid duplication and better focus resources.

Q1/2017

ü

Street scene Enforcement

Increase enforcement activity actions, such as notices, warnings, penalty notices and prosecutions

Q1/2017

ü

Street scene Enforcement

Coordinated safety, education and enforcement initiatives

Q2/2017

ü

Street scene Enforcement

Introduction of an internal enforcement education and skills programme

Q3/2017

ü

Maritime Operations

To increase the port’s visibility within the sector.

Mar-20

ü

ü

Maritime Operations

To work towards achieving 5 stars in the Gold Anchor scheme.

Mar-18

ü

ü

ü

ü

Growth and Development

Determination of around 1300 Planning Applications p.a. including the following sites of strategic significance:
Birchington and Westgate
Manston
Westwood
Manston Green·         The Lido and Rendezvous·         Airport

Ongoing

ü

ü

ü

Growth and Development

Responding to major consultations on applications determined by other bodies such as:
The Richborough connection to be determined by the Planning Inspector under NSIP
Thanet Wind Farm extension to be determined by the Planning Inspector under NSIP

RC – 2017; TWF - 2019

ü

ü

ü

Growth and Development

Responding to major consultations on applications determined by other bodies such as: Thanet Parkway likely to be determined by KCC

Ongoing

ü

ü

ü

Growth and Development

Provide clear and consistent pre-application advice to add value to planning proposals and provide certainty to attract inward investment

Ongoing

ü

ü

Information Governance

Improve response rates to all IG requests

2017 Q2

ü

ü