Subject:
2023/24 year-end performance and target setting for
2024/25
Date of meeting: 18 July 2024
Report
of:
Cabinet Member for Adult Social Care, Public Health and Service
Transformation
Contact Officer: Name: Rima
Desai
Phone: 01273 291268
Email: rima.desai@brighton-hove.gov.uk
Name: Luke Hamblin
Email: luke.hamblin@brighton-hove.gov.uk
Ward(s) affected: All
Key Decision: No
For general release
1.1
Our vision is to deliver a better Brighton & Hove for
all where everyone can thrive as part of a healthy, fair and
inclusive City and this report provides information on the
council’s progress towards this vision.
1.2
Our vision is set out in our Council Plan under 4
outcomes:
·
A city to be proud of which is accessible, clean and
sustainable and with a flourishing local economy
·
A fair and inclusive city which is accessible, safe and
welcoming
·
A healthy city where people thrive where children are safe,
no one is left behind and people are supported to live independent
fulfilling lives
·
A responsive council with well-run services
1.3
The information in the report outlines the progress made
against the delivery of each of these outcomes and highlights both
the areas where progress has been made and the areas where
improvement is needed. It also includes a proposed set of key
performance indicators (KPIs) and their targets for 2024/25, which
will help focus our work in particular on areas where improvements
are needed.
1.4
The report is a key part of council’s Performance
Management Framework (PMF) which underpins our statutory duty
towards continuous improvement.
1.5
The PMF directly supports the Council Plan Outcome 4: A
responsive council with well-run services – Good governance
and financial resilience.
1.6
The Annual Complaints and Service Improvement report
directly supports the Council Plan Outcome 2: A fair and inclusive
city – Homes for everyone.
2.
Recommendations
2.1
Cabinet notes the progress made in relation to delivering
the Council Plan in 2023/24 as outlined in section 3 and with full
details in appendix 1.
2.2
Cabinet approves the recommended Corporate KPI set and the
proposed targets these KPIs for 2024/25 as detailed in section
4.
2.3
Cabinet notes the report in line with the requirement of
Housing Ombudsman’s Complaint Handling Code as detailed in
section 5 and with full details in appendix 2.
3.
Year-end performance report for
2023/24
3.1
The overarching document which sets out the outcomes which
the council aims to deliver is
Brighton &
Hove City Council’s Council Plan 2023 -
2027.
3.2
Progress towards delivery of the Council Plan outcomes is
evidenced by the Corporate KPI results, delivery of the Directorate
Plan actions (which are linked to the Council Plan commitments) and
updates in relation to other elements of our Performance Management
Framework.
Our commitment to an
accessible, clean and sustainable city means we sent less than 0.6%
of waste to landfill last year and the number of missed kerbside
refuse and recycling collections reported continues to fall
annually. 94.1% of the city’s streets inspected were clean
and free from litter and this is improving. However, the overall
volume of residual waste produced by city residents is increasing
and the amount of recycling is declining. Clear, and regular
communication with customers on what can be recycled in each bin to
minimise waste is a top priority for 2024. When combined with
reducing missed bin collections, our aim is to drive up recycling
in the coming year.
Providing
a good customer experience is a key aim for City Services. Whilst
we strive to deliver a good standard of service to residents,
visitors, businesses and other service users, the levels of
customer satisfaction with our services can vary. It is positive
that we have seen an overall reduction in complaints across our
high-volume services, including 34% (102) fewer complaints in
Parking and 14% (55) fewer in CityClean, but our customer
satisfaction scores remain below the council average. In 2024/25 we
will focus on improving access to service information, improving
online reporting and application processes, and modernising the way
services are delivered through better use of technology, to drive
up customer satisfaction.
Investing
in the city to make it a place where people want to live, work and
visit is a key priority for the council. Our planning service is
high-performing with 93% of applications over a 24-month period
being agreed within set timeframes and a low percentage of
decisions overturned at appeal. We also repaired almost 3,000
defects on our road network, including potholes, larger patches and
resetting raised covers but a road condition survey has found that
more than 20km of A, B and C roads still require structural
maintenance. Taking a data-led, whole lifecycle approach to
managing the condition of our highway will reduce cost, carbon, and
the need for ongoing maintenance, which is a priority for 2024/25.
However, this will require a greater level of investment in the
planned maintenance programme.
We
have made strides in improving the city’s sport and leisure
facilities as part of our 10-year Sports Facilities Investment
Plan, opening four 3G all-weather pitches and a new soft play at
Withdean Sports Complex and securing £0.397m in government
funding to help keep our swimming pools open. As a result, the
number of attendances at indoor council-owned sports facilities
exceeded 2022/23 levels by almost 100,000.
Our
focus on regeneration and investing in community assets saw
construction of the Hove Beach Park begin in 2023. A public vote
named the new seafront area, demonstrating how the council listens
and responds.
We
continued to invest in the city and our communities, local
businesses, and people and skills by launching a £750,000
Brighton & Hove Shared Prosperity Fund grant programme and
awarding over 130 grants to improve pride in place and increase
life chances.
Visitors
to the city have continued to rise with numbers exceeding those in
2021 and almost reaching pre-Covid levels. They brought with them
£1.27bn of tourism value, representing a 45% increase on the
previous year, showing the importance of our role, through Visit
Brighton, in marketing the city as a destination of choice for
leisure and business.
We
continued to expand the city’s electric vehicle charging
infrastructure by installing 100 lamp post chargers an 20 fast
chargers, securing £2.865m in Local Electric Vehicle
Infrastructure funding to further frown the network by 1,650
chargers over the next three years. This is an important
contribution to the council’s ambition to reach net zero by
2030 and is accompanied by a range of sustainable transport
measures. One key measure is increasing bus use through the
implementation of our Bus Service Improvement Plan. However, a
critical factor influencing travel behaviour is bus services
running on time. Last year only 72% of bus services were running on
time, which is considerably lower than the 95% target set
nationally by the Traffic Commissioner. This is caused by staff
shortages, congestion and roadworks across the city and is a key
area for improvement.
Reducing
carbon emissions in the city remains central to improving air
quality. We monitor three of the most polluted travel corridors in
the city. Whilst levels of nitrogen dioxide (NO2) at the three
locations are falling annually, all of them remain higher than the
target set out in our Air Quality Action Plan to reach by 2027.
Lewes Road is above the national air quality standard. A continued
focus on working with bus operators and introducing newly funded
electric buses on Lewes Road, as well as schemes such as Red
Routes, should contribute to
further NO2 reductions in the coming year.
Hearing
and understanding diverse residents’ views, experiences and
needs is central to organisational development and improvement, to
robust decision making and high-quality service provision.
With
the aim of providing anti-racist, inclusive and accessible services
for all as standard, 2023/2024 was the first year of the
council’s new Anti-Racism Strategy and new Accessible City
Strategy, with services across the council identifying the actions
needed to start progressing their five-year strategic
priorities.
We
have developed a new process for undertaking Equality Impact
Assessments (EIA) that enables the council to embed equality,
diversity and inclusion in its mindset, policies and practices.
Bite-sized learning as standard in each of the council’s four
Directorate Equality Delivery Groups and daily learning and
development opportunities are provided to respond to customer
feedback.
Services
across the council continue to engage with residents through a
range of lived experience groups and forums, from the Disability
Panel, the Anti-Racism Community Advisory Group, the Learning
Disability Partnership, Autism Steering Group, Tenant Disability
Network and the Disabled Car Users Group to name but a few.
Alongside improving our collaboration with communities, the council
committed to improving its capture and use of data. To this end the
council has introduced an equality data standard so that all
services recognise the baseline information they should be
collecting.
A
range of service improvements have been made such as continual
improvements to the accessibility of the council’s website,
three new additional Changing Places toilets in the city, provision
of information on all foodbanks now available in the main language
used across the city and a new Dementia and Age Friendly toolkit
for businesses.
In
2023/24 we delivered a successful final year of the Communities
Fund with 102 different community groups representing the
city’s distinct communities. Additionally, we
successful completed the penultimate year of the Third Sector
Commission 2020-2025 which saw an investment of £1.9m in a
wide range of community and voluntary sector partnerships delivery
on the city’s challenges, from debt and welfare advice,
through to support and services for our residents facing greatest
disadvantages and barriers to services and
opportunities.
We
remain steadfast in our commitment to be a welcoming city where
everyone can thrive, including those seeking sanctuary. We
delivered another successful year of the Homes of Ukraine
programme, currently supporting 281 Ukraine refugees and 190 hosts
with a range of services from supporting children into education,
mental health support, employment, English learning and community
and well-being activities delivered by the council, grant-funded
projects, and our partners.
Through
the council’s participation in the government resettlement
schemes 9 households of 45 people were welcomed and settled into
the city between this and last summer. Voices in Exile, the
council’s contracted provider of casework support continues
to provide an excellent service to existing and newly arriving
resettled refugees, working alongside and with the tremendous
efforts of the many other refugee and asylum seeker voluntary
sector organisations in the city. And to assist refugees settling
into the city with the interminable challenges of the local housing
market and prevent homelessness the council launched a new private
rented access scheme for refugees. Furthermore, our Libraries
Services secured Libraries of Sanctuary Status.
Good
quality housing and infrastructure has a key role to play in
improving quality of life, boosting the economy, and making the
city a place where people are proud to live. By March 2023 2,814
homes were under construction in the city, with 1,169 new homes
having received planning consent in 2022/23. In 2023/24 the council
delivered a further 286 affordable homes.
In
March 2024 the average Standard Assessment Procedure (SAP) rating
of the Councils housing stock was 74.1 keep the council on track to
achieve an average Energy Performance Certificate (EPC) rating of B
by 2030. The council is continuing to invest in building and fire
safety to meet our new duties under the Building Safety Act 2022
and Fire Safety (England) Regulations 2022.
11,708
(97.2%) of the 12,046 dwellings tested meet the Decent Homes
standard, 0.9% higher than the Housemark benchmark results for
2022/23 (latest available data).
Challenges
remain in our housing repairs service, with 46% of routine repairs
completed within 28 calendar days in 2023/24, as work continues to
reduce the backlog of non-urgent repairs. Completion of repairs
reported between 1st April 2023 and 31st
March 2024 is slightly higher at 58%. Customer satisfaction remains
high with 91% of customers of Housing Repairs indicating the level
of service they received was ‘fairly good’ or
‘very good’.
There
will be a focus of customer experience in Housing Needs services in
2024/25 to improve upon their result of 20% of customers indicating
‘fairly good’ or ‘very good’ level of
service in 2023/24. 482 out of 737 (65.4%) homelessness prevention
cases were closed with a successful outcome in 2023/24, 8% higher
than the core cities average in 2021/22 (latest available
data).
There
are now more households in temporary accommodation nationally than
ever before with a 10% increase across all local authorities in
England in the year to 30th September 2023. This places
significant pressure on our Housing Needs service and by March 2024
1,770 households were in temporary accommodation, an additional 55
households, increasing from 1,715 in March 2023.
We
saw 0.56% decline in the percentage of rent collected from current
council owned homes during 2023/24 and the impact of Universal
Credit (UC) on tenants’ income remains a challenge. At the
end of March 2024, 30% of households are known to be in receipt of
UC, and of that group, 57% have their rent paid directly to us
because they are in arrears and of these 14% are in significant
arrears.
Partnership
and system working is critical to delivering health and care
outcomes across the city. After launching the ‘Let’s
Get Moving’ Physical Activity Strategy, it is great to
celebrate that Brighton and Hove is one of the top two most active
areas in England with over 80% of adults classified as active and
the lowest percentage of inactive adults (10.9%) of all local
authority areas nationally. We’ve also launched our
coproduced Adult Autism Strategy this year and we have been
building our place-based partnerships and Integrated Community
Teams. We’ve seen positive outcomes from our Admission
Prevention Team, that operates out of the Royal Sussex County
Hospital A&E department, in diverting people away from A&E
who do not have clinical needs, and from our Changing Futures
multi-disciplinary team supporting people with multiple compound
needs. By increasing our reablement offer, we have seen more people
gain increasing independence that they may not have had otherwise.
This year we have also recommissioned our home care services and,
by working with our providers, we have managed to see significant
improvements in the service already.
There are
significant health and wellbeing challenges in the city and many
communities who are more vulnerable – exacerbated by the
cost-of-living crisis. The city has high levels of
homelessness, drug related deaths and deaths by suicide. It has a
high prevalence of mental health need in both children and young
people and adults. There is increasing demand for adult social care
in younger adults and we’ve seen an increase in the
complexity of care and increasing market costs, which has added
additional pressures to a budget where we need to find more savings
year on year. Our partners are facing similar challenges, so we are
working closely with the NHS and the voluntary sector to improve
the lives of local people, supporting them to live healthier for
longer and make sure they have access to the best possible services
when they need them.
Our priorities
continue to be focusing on prevention, advancing health equity and
reducing inequality, commissioning effective public health services
and developing strategies to support residents’ health and
wellbeing. We are focused on support and development of the adult
social care market and preparing for the new regulatory inspections
by the Care Quality Commission on Adult Social Care, which will
support us to keep improving the services for people with care and
support needs, and the whole population of the
city.
Families,
Children and Learning Services are a heavily inspected and
regulated part of council delivery and therefore it was wonderful
when our children’s social care and early help services were
inspected in March 2024 and received an Outstanding judgement. This
aligns with the Grade One judgement we got for our Special
Educational Needs and Disability and Alternative Provision
inspection in March 2023 and the Outstanding result awarded for our
Youth Justice Service in 2021. We are proud of our continued strong
take up of early years places for 2 year olds, being 13% above the
national average. This means some of our most vulnerable children
in the city can access the right support and development
opportunities.
Supporting
children at risk of disadvantage throughout their education and
especially as the reach the end of their secondary education
remains a high priority and an area of challenge. Effective
implementation of the Strategy to tackle educational disadvantage
is a key tool in this important area. We continue to see an
increase in the complexity of need within our social care cases
which results in even more pressure upon available suitable
placements. We are also seeing a significant increase in requests
and needs for Education, Health and Care Plan and whilst we are
still performing above national average for response times, we need
to continue to respond to those increasing requests.
The
transformation of our Family Hubs and the work we are engaged with
in response to the care review all supports the focus on prevention
and stable support for our children, young people and
families.
Our
ambition to be a well-run and responsive council, supports the
delivery of the rest of the council plan, ensuring that we are
using our resources in the most efficient way, responding to
feedback from residents and customers and working together as One
Council to serve the city and hold ourselves to account for
delivering a better Brighton and Hove for all. In working towards
this we have much to celebrate and have seen an improvement across
the board of 6% in customer satisfaction and a 17% improvement in
how accessible our customers feel our services are. This has
followed a focus on improving the clarity of our face-to-face offer
and making changes to our Ways of Working match the needs of our
customers, and an increase in the numbers of staff in council
buildings.
We
know that to serve our customers effectively, it is vital we have a
healthy, engaged, and happy workforce. We have seen improvements in
our staff survey results, improvements in our workforce profile
making us more representative of the City we service and have
strengthened our approach to partnership working with our Trade
Unions. We have implemented the recommendations of the KC report
which ensures we are addressing issues which have previously
adversely impacted the council’s ability to provide an
effective, efficient waste and recycling service.
In
23/24 the Council ensured that prudent and responsible budget
management, saw an underspend that has provided some flexibility of
spend to support residents with the Cost-of-Living crisis, whilst
keeping back funds to provide greater resilience against what
continues to be a difficult financial situation.
We
continue to have challenges with our financial sustainability, and
this will be a feature of the work we will do over the coming
months to set a budget for 25/26, and a longer-term financial plan
to put the council on a firmer footing. We have particular
challenges to address in some areas, such as improving our customer
service in the council tax service and will continue to strive for
improvements in our digital, data and technology governance to
fully support service transformation. In addition, we continue to
prioritise actions on our journey to strengthen governance controls
to improve from ‘partial assurance’ to
‘reasonable assurance’ in our internal audit
rating.
4.
Corporate Key Performance Indicators Target
Setting for 2024-25
5.1
5.2
5.3
5.4
4.1
The list of Corporate KPIs and their targets for 2023/24
were set in July 2023 by Strategy, Finance & City Regeneration
Committee. A consistent approach to target setting has been adopted
across the organisation taking account of comparative information
where available.
4.2
The corporate KPI set for 2024/25, and the proposed
targets, are detailed in the below tables linked to the relevant
Council Plan outcome.
Outcome 1: A city to be proud of
|
Ref
|
Measure
|
CLT lead
|
2023/24 Result
|
2024/25 Target
|
Target Rationale
|
2024/25
Amber Value
|
Amber Value Rationale
|
|
1.1
|
% of major
development applications decided within agreed
timeframes
|
Donna
Chisholm
|
95%
GREEN
|
88.6%
|
Statistical
neighbour average
|
80.0%
|
Amber value
significantly above national target of 60% and provides a
reasonable stretch target
|
|
1.2
|
% of non-major
development applications decided within agreed
timeframes
|
Donna
Chisholm
|
93.46%
GREEN
|
85.1%
|
Statistical
neighbour average
|
80.0%
|
Amber value
significantly above national target of 60% and provides a
reasonable stretch target
|
|
1.3
|
% major planning
application decisions that are overturned at appeal
|
Donna
Chisholm
|
1.67%
GREEN
|
0.8%
|
Statistical
neighbour average
|
5.0%
|
Halfway between
national target (10%) - plus small number of appeals can make this
fluctuate heavily based on one or two negative results
|
|
1.4
|
% non-major
planning application decisions that are overturned at
appeal
|
Donna
Chisholm
|
0.77%
GREEN
|
0.9%
|
Statistical
neighbour average
|
5.0%
|
Halfway between
national target (10%) - plus this can also fluctuate heavily based
on a few negative results
|
|
1.5
|
% change in the
number of Jobs
|
Donna
Chisholm
|
4.3%
GREEN
|
2.2%
|
Latest national
rate - reflect the wider macro-economic conditions
|
1.60%
|
Greater Brighton
City Region average - local functional economic area
|
|
1.6
|
Number of
visitors to Brighton and Hove
|
Donna
Chisholm
|
1,470,000
GREEN
|
11,470,000
|
Tourism has
increased to pre-pandemic levels and this is now hoped to stabilise
in light of the cost of living crisis.
|
10,896,500
|
Amber set to 5%
below green value. Tourism is increasing albeit not to pre-pandemic
levels due to the lack of international visitors.
|
|
1.7
|
Number of
attendances at council owned indoor sports facilities
|
Donna
Chisholm
|
1,569,970
GREEN
|
1,569,970
|
Target set at
2023/24 outturn
|
1,412,973
|
Amber value set
at 10% of 2023/24 result
|
|
1.8
|
% of household
waste sent for reuse, recycling and composting [Corporate -
council]
|
Donna
Chisholm
|
27.4%
RED
(Q3 data)
|
33.2%
|
Comparator
Average
|
29.5%
|
Amber value set
to go no lower than 2022/23 outturn performance level
|
|
1.9
|
Residual
household waste per household [Corporate - city]
|
Donna
Chisholm
|
566.05
RED
(Q3 data)
|
531
|
Comparator
Average
|
541
|
Target set at
2022/23
|
|
1.10
|
Missed kerbside
refuse or recycling collections per 100,000 collections reported
[Corporate - council]
|
Donna
Chisholm
|
586
AMBER
|
512
|
Achieve 2020/21
performance level. Data quality had improved regarding missed
collections by this point and the 2020/21 result reflected true
performance. Actions in place should support this
improvement.
|
615
|
20% from
target
|
|
1.11
|
% of streets
inspected which are found to have widespread or heavy levels of
litter [Corporate - council]
|
Donna
Chisholm
|
5.9%
AMBER
|
4.85%
|
Target to
maintain 2022/23 outturn performance levels.
|
5.8%
|
20% from
target
|
|
1.12
|
Greenhouse gas
emissions [Corporate - city]
|
Donna
Chisholm
|
811,600
AMBER
(2021)
|
666,200
|
The Tyndall
Centre calculated that BHCC needs to cut its carbon emissions by
12.7% per year starting in 2020 to contribute its fair share to the
Paris accord to keep global temperatures within 1.5C of
pre-industrial temperatures.
|
732,600
|
The Greater
Brighton Energy Plan 2020 outlines a series of actions to reduce
carbon dioxide emissions. These actions are expected to result in
cuts in carbon emissions which are used to estimate an amber
value.
|
|
1.13
|
The energy
efficiency rating of local authority owned homes (based on Standard
Assessment Procedure 2009) [Corporate - city]
|
Martin
Reid
|
74.1%
GREEN
|
77.2
|
Trajectory
towards reaching Band A by 2030/31
|
72.8
|
Trajectory
towards meeting Band B reaching by 2030/31
|
|
1.14
|
% of principal
roads requiring structural maintenance [Corporate -
council]
|
Donna
Chisholm
|
18.32%
(11.4km of roads)
TREND
|
18.32%
(11.4km)
|
Target is based
on maintaining 2023/24 performance, although this will be
challenging with current resources
|
20.50%
|
Expected
performance based on current resources being deployed and road
conditions on A roads is 19%. 1.5% additional tolerance built into
this take account of assumptions built into the modelling software
and unforeseen circumstances (such as severe weather).
|
|
1.15
|
% of
non-principal roads requiring structural maintenance [Corporate -
council]
|
Donna
Chisholm
|
14.96 (10km
of roads)
TREND
|
14.96
(10km)
|
Target is based
on maintaining 2023/24 performance, although this will be
challenging with current resources
|
20.50%
|
There are more B
& C roads at risk of structural failure. Expected performance
based on current resources being deployed and road conditions on B
and C roads is 19%. 1.5% additional tolerance built into this take
account of assumptions built into the modelling software and
unforeseen circumstances (such as severe weather).
|
|
1.16
|
% of unclassified
roads requiring structural maintenance [Corporate -
council]
|
Donna
Chisholm
|
7.89% (38km
of roads)
TREND
|
7.89% (38km
roads)
|
Target is based
on maintaining 2023/24 performance, although this will be
challenging with current resources
|
9.67%
|
Expected
performance based on current resources being deployed and road
conditions on unclassified roads is 8.17%. 1.5% additional
tolerance built into this take account of assumptions built into
the modelling software and unforseen circumstances (such as severe
weather).
|
|
1.17
|
% of bus services
running on time [Corporate - city]
|
Donna
Chisholm
|
72.48%
RED
|
95%
|
95% target set
nationally by the Traffic Commissioner
|
75%
|
Stat Neighbour
average
|
|
1.18
|
Nitrogen Dioxide
levels in Brighton and Hove (µg/m3 – micrograms per
cubic meter) Lewes Road [Corporate - city]
|
Donna
Chisholm
|
40.1
RED
|
36.7
|
Trajectory to
achieve the WHO 30 µ/m3 interim target for 2026 would
be:
24/25 - 36.7
25/26 - 33.3
26/27 - 30.0
|
40.0
|
40 µg/m3 is
the national legal limit for Nitrogen Dioxide levels
|
|
1.19
|
Nitrogen Dioxide
levels in Brighton and Hove (µg/m3 – micrograms per
cubic meter) Wellington Road, Portslade [Corporate -
city]
|
Donna
Chisholm
|
33.2
AMBER
|
32.1
|
Trajectory to
achieve the WHO 30 µ/m3 interim target for 2026 would
be:
24/25 - 32.1
25/26 - 31.1
26/27 - 30.0
|
33.7
|
5% from target as
performance is below 40 µg/m3 - the national legal limit for
Nitrogen Dioxide levels.
|
|
1.20
|
Nitrogen Dioxide
levels in Brighton and Hove (µg/m3 – micrograms per
cubic meter) North Street [Corporate - city)
|
Donna
Chisholm
|
35.2
AMBER
|
33.5
|
Trajectory to
achieve the WHO 30 µ/m3 interim target for 2026 would
be:
24/25 - 33.5
25/26 - 31.8
26/27 - 30.0
|
35.2
|
5% from target as
performance is below 40 µg/m3 - the national legal limit for
Nitrogen Dioxide levels.
|
Outcome 2: A fair and inclusive city
|
Ref
|
Measure
|
CLT lead
|
2023/24 Result
|
2024/25 Target
|
Target Rationale
|
2024/25
Amber Value
|
Amber Value Rationale
|
|
2.1
|
% of routine
council housing repairs completed on time [Corporate -
council]
|
Martin
Reid
|
46.38%
RED
|
70.0%
|
Continue to
work towards pre pandemic levels and tackle the back-log in
repairs
|
58.0%
|
Halfway between
current performance and target. Performance continues to be
impacted by the backlog of jobs, resulting from the
pandemic.
|
|
2.2
|
% of council
owned homes that meet the government's Decent Homes standard
[Corporate - council]
|
Martin
Reid
|
97.2%
RED
|
100.00%
|
All homes
to meet the decent homes standard.
|
96.30%
|
Housemark
median
|
|
2.3
|
% of Houses in
Multiple Occupation (HMOs) where all special conditions have been
met [Corporate - council]
|
Martin
Reid
|
45%
NEW
|
55%
|
Based on
licencing 50 HMOs, targeted for the team to achieve
|
50.00%
|
5% point
tolerance from target
|
|
2.4
|
% of new homes
delivered against the number of homes required (rolling 3-year
result) [Corporate - city]
|
Donna
Chisholm
|
130%
GREEN
|
95.0%
|
National
target without penalties.
Housing Delivery Action Plan. Measured by the Housing Delivery Test
which is an annual measurement of housing delivery in the area of
relevant plan-making authorities.
|
90.0%
|
Early warning for
falling below the less than 85% which would require a Housing
Delivery Action Plan and less than 75% which would require
presumption in favour of development.
|
|
2.5
|
No. of additional
affordable homes delivered by the council (new build, acquisitions
& conversions) [Corporate - council]
|
Martin
Reid
|
286
AMBER
|
78
|
Based on
targets for home purchase and current known scheme completion
dates.
|
59
|
Threshold to take
account of scheme risks (25% of target)
|
|
2.6
|
% of homelessness
prevention cases closed with a successful prevention outcome
[Corporate - council]
|
Martin
Reid
|
65.40%
GREEN
|
55.00%
|
Core Cities
Average - However, this is expected to be achieved over a 2-year
period, 50% by end-of 2023/24 and 55% for end-of 2024/25. This
approach also allows for how the percentage of prevention cases
closed with a successful prevention outcome will be effected by an
increase in the proportion of cases presenting during the prevent
duty stage
|
45.00%
|
10%-point
tolerance from target
|
|
2.7
|
% of homelessness
cases presenting during the prevention duty stage [Corporate -
council]
|
Martin
Reid
|
39.73%
AMBER
|
50.00%
|
A
progression target working over a 2-year period, aiming for 45% by
end-of 2023/24 and 50% for end-of 2024/25.This target is
challenging.
|
40.00%
|
Core Cities
Average
|
|
2.8
|
Total number of
households in temporary accommodation [Corporate -
council]
|
Martin
Reid
|
1,770
RED
|
1,770
|
Maintain
current performance in light of unprecedented increasing demand.
During 2023/24 BHCC increase has not been in line with increases
seen in other high demand LAs.
|
1,870
|
100 household
tolerance, reflects risks and challenges
|
|
2.9
|
% of rent
collected from current tenants of council owned homes [Corporate -
council]
|
Martin
Reid
|
93.46%
RED
|
95.36%
|
2020/21 to
2022/3 BHCC 3 year average
|
94.90%
|
Peer group
median
|
|
2.10
|
Number of
verified rough sleepers [Corporate - city]
|
Martin
Reid
|
35
TREND
|
TREND
|
Trend - the
ultimate ambition is to eliminate rough sleeping, but this is a
significant challenge. There are a complex range of issues that
contribute to rough sleeping that are outside of the council's
control. This measure reflects demand on rough sleeping
services.
|
TREND
|
Trend
|
Outcome 3: A city that helps people to thrive
|
Ref
|
Measure
|
CLT lead
|
2023/24 Result
|
2024/25 Target
|
Target Rationale
|
2024/25
Amber Value
|
Amber Value Rationale
|
|
3.1
|
Number of
children in care [Corporate - council]
|
Deb
Austin
|
355
TREND
|
TREND
|
Trend as
demand led which is impacted by court decision making
|
TREND
|
Trend
|
|
3.2
|
% of children and
families engaged with Family Hub services where a positive change
is recorded [Corporate - council]
|
Deb
Austin
|
91%
NEW
|
91%
|
2023/24
performance
|
81%
|
10% point
tolerance. Below this would indicate a concerning drop
performance
|
|
3.3
|
% of
Strengthening Family Assessments completed in 45 days [Corporate -
council]
|
Deb
Austin
|
85.5
GREEN
|
84.5%
|
2023
National Average
|
78%
|
2023 Stat
Neighbour Average
|
|
3.4
|
% of schools are
judged good or outstanding by Ofsted (Corporate -
Council)
|
Deb
Austin
|
89.4%
AMBER
|
90.9%
|
National
average (latest available)
|
88.6%
|
Above the bottom
quartile of all LAs (latest available)
|
|
3.5
|
The average
Attainment 8 score for all pupils in state-funded schools at the
end of Key Stage 4 [Corporate - Council]
|
Deb
Austin
|
47.8
GREEN
|
44.7
|
National
average (latest available)
|
44.0
|
Above the bottom
quartile of all LAs (latest available)
|
|
3.6
|
The average
Attainment 8 score for disadvantaged children in state-funded
schools at the end of Key Stage 4 [Corporate - Council]
|
Deb
Austin
|
32.5
AMBER
|
35.1
|
National
average (latest available)
|
32.4
|
Above the bottom
quartile of all LAs (latest available)
|
|
3.7
|
% of all pupils
attending state funded schools achieving the ‘expected
standard’ in reading, writing and maths at the end of Key
Stage 2 [Corporate - council]
|
Deb
Austin
|
60%
GREEN
|
60.0%
|
National
average (latest available)
|
57.0%
|
Above the bottom
quartile of all LAs (latest available)
|
|
3.8
|
% of eligible two
year olds taking up early education places [Corporate -
council]
|
Deb
Austin
|
87%
GREEN
|
87%
|
Maintain
current performance
|
73.9%
|
England average
Jan 2022
|
|
3.9
|
16 and 17
year-olds who are not in education, employment or training (NEET)
or whose NEET status is not known [Corporate - council]
|
Deb
Austin
|
5%
GREEN
|
5.4%
|
National
result (Mar 23)
|
6.2%
|
15% below
target
|
|
3.10
|
% of Education,
Health & Care Plans (EHCPs) issued within 20 weeks including
exceptions [Corporate - council]
|
Deb
Austin
|
73.05%
GREEN
|
57.1%
|
Statistical
Neighbour Average
|
45.8%
|
South East
average
|
|
3.11
|
% of people with
a learning disability in paid employment [Corporate -
council]
|
Steve
Hook
|
8.85%
GREEN
|
6.6%
|
SE and
CIPFA result (currently 2022/23)
|
4.6%
|
2% point less
than target
|
|
3.12
|
Number of adults
in structured treatment for drugs and alcohol harms [Corporate -
council]
|
Steve
Hook
|
2,728
AMBER
|
2,832
|
Targeted
increase agreed with Office for Health Improvement and Disparities
(OHID) to support national targets to increase adults in
treatment.
|
2,549
|
10%
tolerance
|
|
3.13
|
The proportion of
physically active adults [Corporate - city]
|
Steve
Hook
|
80.4%
GREEN
|
74.3%
|
Brighton
& Hove 3 year average (Latest previous)
|
70.9%
|
Stat neighbour
average
|
|
3.14
|
% of people aged
18+ who smoke [Corporate - city]
|
Steve
Hook
|
12.8%
GREEN
|
11.7%
|
There is a
national ambition to get to below 5% smoking prevalence by 2030.
The target value is the trajectory to get to this target
|
17.2%
|
Upper confidence
limit of the latest BHCC result (currently 2022)
|
|
3.15
|
Adults in receipt
of community support as a proportion of all adults in receipt of a
long-term service [Corporate - council]
|
Steve
Hook
|
69.71%
AMBER
|
70.00%
|
Green value
based on SE benchmark value as relates to more local and
partnership working within local area
|
65%
|
Amber rationale:
Set at 5% below target value
|
|
3.16
|
% of social care
clients receiving direct payments [Corporate - council]
|
Steve
Hook
|
24.09%
AMBER
|
24.1%
|
Maintain
2023/24 Performance
|
21.40%
|
set at CIPFA
Value
|
Outcome 4: A responsive council with well-run
services
|
Ref
|
Measure
|
CLT lead
|
2023/24 Result
|
2024/25 Target
|
Target Rationale
|
2024/25
Amber Value
|
Amber Value Rationale
|
|
4.1
|
Average number of
working days / shifts lost per Full Time Equivalent (FTE) due to
sickness absence (not including schools)
[Corporate - council]
|
Ken
Simpson
|
11.56%
AMBER
|
10.90
|
The target
is set in line with a combination of the CIPFA and Unitary
authority 2021/22 average results
|
11.56
|
2023/24 year end
result
|
|
4.2
|
Staff who declare
that they have a disability as a % of the total workforce who
declare whether they have a disability (not including schools)
[Corporate - council]
|
Ken
Simpson
|
9.10%
RED
|
11.7%
|
The target
is based on the percentage of economically active residents within
the local community as per the 2021 Census.
|
9.4%
|
20% below
target
|
|
4.3
|
Staff who declare
themselves as BME (excludes White Irish and White Other) as a % of
the total workforce who declare their ethnicity (not including
schools) [Corporate - council]
|
Ken
Simpson
|
10.8%
AMBER
|
12.1%
|
The target
is based on the percentage of economically active residents within
the local community, as per the 2021 Census.
|
9.7%
|
20% below
target
|
|
4.4
|
Staff who declare
themselves as White Other as a % of the total workforce who declare
their ethnicity (not including schools) [Corporate -
council]
|
Ken
Simpson
|
9%
RED
|
13.1%
|
The target
is based on the percentage of economically active residents within
the local community, as per the 2021 Census.
|
10.5%
|
20% below
target
|
|
4.5
|
% of high
priority audit actions recommended by Internal Audit that have
reached their due date for completion and have been implemented by
services. [Corporate - council]
|
Nigel
Manvell
|
100%
NEW
|
95.0%
|
Value greed
with the Audit and Standards Committee and set across the Orbis
partnership of Internal Audit Services. Can benchmark this with
ESCC and SCC.
|
90.0%
|
Value greed with
the Audit and Standards Committee and set across the Orbis
partnership of Internal Audit Services
|
5.
Annual complaints and service improvement report
for the Housing Management service
5.1
A total of 775 stage 1 complaints were received in 2023/24,
with 55% being either upheld or partially upheld. 83% of stage 1
complaints were responded to within the target of 10 working
days.
5.2
13% of stage 1 complaints were escalated to stage 2, with
49% being responded to within the target of 20 working days.
5.3
The top three areas of complaint in 2023/24 were in
relation to the condition of property (Repairs, maintenance &
improvement) (82%), anti-social behaviour (3.4%) and staff conduct
(2.8%)
5.4
The Housing Ombudsman findings for 2022/23 show that in 20%
of cases investigated maladministration was found, 12% better than
the national average, and 13% where a service failure was found,
11% better than the national average.
5.5
We
have made a number of service improvements through learning from
the complaints we received, including:
·
Improving clarity
for leaseholders through a review and revision of internal
processes relating to formal leaseholder consultation
requirements.
·
Improving
understanding for our residents by providing clearer policies and
procedures relating to pet ownership.
·
Formalising a
more holistic approach to debt management for vulnerable tenants
within our reviewed and updated rent arrears
policy.
·
Ensuring we are
prioritising people with known vulnerabilities through changes to
our contractor’s processes, including a daily review of cases
marked as having no heating or hot water.
·
Clarifying the
anti-social behaviour case review documents and procedures for our
residents to ensure a more robust, responsive and accessible
service.
·
Improving fire
safety through a review of mobility scooter storage at all
properties with particular focus on seniors housing
schemes.
·
Improving living
conditions for tenants by increasing service capacity to tackle
damp and mould
6.1
Appendix 1 provides the supporting information to section 3
and further details on council performance.
6.2
The council has a statutory requirement to produce and
publish an Annual Complaints and Service Improvement report for the
Housing Management service and the response from the governing
body, in line with the Social Housing Regulation Act
2023.
7.
Community engagement and consultation
7.1
This is an internal performance reporting mechanism and as
such no engagement or consultation has been undertaken in this
regard.
7.2
The Annual Complaints and Service Improvements report for
Housing Management will be published on the council website. It
will also be shared with residents at Housing Area Panel and
summarised in the Autumn edition of Homing In.
8.
Conclusion
8.1
The council believes it has a robust Performance Management
Framework as evidenced by this report to meet the challenges of
delivering the Council Plan in the financial context that local
authorities are now working in.
9.
Financial implications
9.1
There are no financial implications arising directly from
the recommendations of the report, however, addressing performance
and risk issues can have financial consequences for services which
will be considered by the relevant directorate in managing its
overall budget position. This is reflected in regular Targeted
Budget Management forecasts and reports. Where performance is
sub-optimal, despite planned actions having been implemented, the
financial implications for the improvement of services may need to
be considered for inclusion in future years’ budget setting
processes and the Medium-Term Financial Strategy. More generally,
poor performance and/or a lack of robust actions to treat
identified risks can result in poor value for money or financial
loss to the authority.
Name of finance officer consulted: Nigel Manvell
Date consulted: 26 June 2024
10.1
The framework described here and the actions reported on
are a key part of
the arrangements put in place by the council to ensure that
it meets its
general duty (pursuant to section 3 of the Local Government
Act 1999) to
ensure continuous improvement in the exercise of its
functions.
10.2
No other direct legal implications have been
identified.
Name of lawyer consulted: Victoria Simpson
Date consulted: 26 June 2024
11.
Equalities implications
11.1
Being a fair and inclusive council is one of the four
outcomes of the Council Plan as outlined above. There are also
Corporate KPIs directly reflecting workforce profiles for groups
with protected characteristics.
12.
Sustainability implications
12.1
Sustainability related KPI measures are included within
this report. These relate to:
·
% of household waste sent for reuse, recycling and
composting
·
% of municipal waste landfilled
·
% of bus services running on time
·
Greenhouse gas
emissions
·
Nitrogen Dioxide levels in Brighton and Hove (μg/m3 -
micrograms per cubic meter): Lewes Road, North Street and
Wellington Road
·
The energy efficiency rating of local authority owned
homes
12.2
We have strategic risks linked to Net Zero and adaptation
and mitigation of climate change.
13.
Other Implications
Social Value and procurement
implications
13.1
We are committed to working with suppliers who share our
values and align their own vision with our priorities, ensuring
each commissioning and procurement exercise we undertake includes
an element of social value to create a positive impact on our local
economy, environment and communities. We do this by agreeing social
value action plans with contractors and monitoring social value
outcomes, alongside other key performance indicators, at contract
performance meetings.
Through building social value outcomes into key contracts
our suppliers are delivering workplace apprenticeships, trainee
placement days, and work experience programmes in the city. Some
are committed to employing significant numbers of their workforce
locally and from particular groups such as ex forces or the
homeless community, and are working towards becoming accredited as
age and dementia-friendly employers. Others are training their
staff, who are out on the city’s streets, to be
CPR-certified; donating funds and equipment to charities and
schools in the city; sharing industry-specific training and
knowledge free of charge; and giving staff time, skills and labour
to make physical improvements across the city. No further
significant implications arising from this report.
Crime & disorder implications:
13.2
No further significant implications arising from this
report.
Public health implications:
13.3
A number of KPIs are monitored by the council’s
Public Health service that are included in this report. They
are:
·
Number of adults in structured treatment for drugs and
alcohol harms
·
The proportion of physically active adults
·
% of people aged 18+ who smoke
Supporting Documentation
1.
Appendices
1.
Year-end performance report for 2023/24
2.
Annual complaints and service improvements report for the
Housing Management service