Demonstrating the impact of change Wednesday 12 July 2017 Debbie - - PowerPoint PPT Presentation

Demonstrating the impact

• f change

Wednesday 12 July 2017 Debbie Johns, Head of Performance Networks

UK local government spending as a share of GDP: current spending, already below the 1979-2014 minimum, is projected to go on falling to 2020

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What is the evidence saying?

Refuse collection

1.60% 6.50% 8.10% 21% 32.30% 19.40% 11.30% Decrease by more than 20% Decrease by up to 20% Decrease by up to 15% Decrease by up to 10% Decrease by up to 5% Increase by up to 5% Increase by up to 10% 0% 10% 20% 30% 40%

What is your expectation of the level of funding in your service budget in the coming five years?

£59.76 £59.30 £62.14 £62.14 £63.29 £58 £59 £60 £61 £62 £63 £64 11/12 12/13 13/14 14/15 15/16

PI 01c Cost of refuse collection service per household (excluding landfill tax & waste disposal)

Average

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Street cleansing

12.8% 5.1% 2.6% 46.2% 23.1% 7.7% 2.6% Decrease by more than 20% Decrease by up to 20% Decrease by up to 15% Decrease by up to 10% Decrease by up to 5% Increase by up to 5% Increase by up to 10% 0% 10% 20% 30% 40% 50%

What is your expectation of the level of funding in your service budget in the coming five years?

£37.04 £31.33 £32.98 £31.55 £30.53 £30 £31 £32 £33 £34 £35 £36 £37 £38 11/12 12/13 13/14 14/15 15/16

PI 03 Cost of cleansing service per household (including CEC)

Parks, open spaces and horticultural services

5.4% 1.4% 18.9% 23.0% 17.6% 16.2% 17.6% 0% 5% 10% 15% 20% 25% Increase by up to 5% Increase by up to 10% Decrease by up to 5% Decrease by up to 10% Decrease by up to 15% Decrease by up to 20% Decrease by more than 20%

What is your expectation of the level of funding in your service budget in the coming five years?

£5,957 £5,492 £5,910 £5,458 £5,455

£5,200 £5,300 £5,400 £5,500 £5,600 £5,700 £5,800 £5,900 £6,000 Yr 14 Yr 15 Yr 16 Yr 17 Yr 18

PI 02 Cost of service per hectare of maintained land (including CEC) Average

Transport operations and vehicle maintenance

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Refuse 24.17% 25.01% 25.37% 24.19% 27.11% 27.13% 23.16% Parks 14.15% 14.18% 14.93% 13.81% 15.55% 14.66% 13.21% Street cleansing 20.12% 20.15% 19.88% 19.17% 19.98% 21.73% 20.56% Building maintenance 4.84% 5.05% 5.73% 5.35% 5.85% 5.23% 5.02% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

Transport costs as a percentage of total costs

Refuse Parks Street cleansing Building maintenance

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Productivity and quality indicators

Refuse collection

190.89 180.96 178.97 181.66 177.29 175 180 185 190 195 11/12 12/13 13/14 14/15 15/16

PI 03f Kg of domestic waste recycled per head of population

Average 212.11 157.25 150.55 138.29 106.60 80 100 120 140 160 180 200 220 240 11/12 12/13 13/14 14/15 15/16

PI 32a Kg of residual household waste landfilled per annum per head of population (Unitary authorities only)

Average

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Expectations

22.70% 25.00% 28.30% 28.80% 28.80% 31.70% 36.40% 36.70% 53.30% 56.10% 59.10% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Increases in recycling other materials Reductions in collection frequency Fewer vehicles Growth in shared services Health and safety compliance Fewer staff Increased utilisation of vehicles Decrease in residual waste and reductions in landfill Round rationalisation Growth in education and enforcement Growth in commercial/trade waste

Street cleansing

0.49% 0.51% 0.38% 0.57% 0.87% 0.3% 0.4% 0.5% 0.6% 0.7% 0.8% 0.9% 11/12 12/13 13/14 14/15 15/16

PI 40 Percentage of street cleansing budget allocated to education/publicity

71.3% 73.6% 70.7% 68.2% 72.9% 62% 64% 66% 68% 70% 72% 74% 76% 11/12 12/13 13/14 14/15 15/16

PI 39 Community / customer surveys undertaken satisfaction levels

7.1% 6.1% 5.2% 4.8% 4.7% 0% 1% 2% 3% 4% 5% 6% 7% 8% 11/12 12/13 13/14 14/15 15/16

PI 37a NI 195 percentage of sites that fall below grade B (England only - full inspections)

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Parks, open spaces and horticultural services

9.10 9.37 9.24 9.69 10.77 8.4 8.9 9.4 9.9 10.4 10.9 Yr 14 Yr 15 Yr 16 Yr 17 Yr 18

PI 12 Number of hectares maintained per FTE front line employee Average 49.17% 49.35% 47.89% 46.77% 46.82%

46.0% 46.5% 47.0% 47.5% 48.0% 48.5% 49.0% 49.5% 50.0% Yr 14 Yr 15 Yr 16 Yr 17 Yr 18

PI 23 Output specification Average 80.69% 79.72% 81.28% 80.27% 81.04%

79.0% 79.5% 80.0% 80.5% 81.0% 81.5% 82.0% Yr 14 Yr 15 Yr 16 Yr 17 Yr 18

PI 38 Community/customer surveys undertaken Average

Where do you see future decreases in work for the service?

Where do you see future decreases in work for the service? Reduced maintenance or frequency of maintenance of grounds 81.5% Bedding, floral displays, regional shows, ornamental grass cutting, bowling greens, high amenity areas 81.5% Reduction in service or standards 78.5% Transfer of assets 40.0% Fewer parks and facilities 35.4% Achievement in awards 35.4% Landscaping and country parks 30.8% Sports provision 30.8% New development projects/capital investment schemes e.g. play area refurbishment 30.8% Ranger service 29.2% Parks development activity 27.7% Litter picking 26.2% Cemeteries and closed churchyards 20.0%

Where do you see growth for the service

• ver the next 12 months?

Where do you see growth for the service over the next 12 months? Community involvement/engagement 67.2% Partnership working with other public bodies 62.7% Sharing services with other local authorities 50.7% Conservation and management of climate change 22.4% Events in parks 43.3% Offering a maintenance service to external organisations/private work 37.3% Offering a maintenance service to other local authorities 28.4% Additional open space from housing developments 46.3% Children's play 22.4% Capital projects (e.g. section 106) 34.3% Allotments/community gardens 23.9% Nursery production 6.0% Training 17.9%

Land Audit Management System (LAMS)

Land Audit Management System (LAMS)

• A consistent quality audit of grounds maintenance

standards

• Trigger for immediate intervention at local level
• Data source for comparative Performance Indicators at

national level (real time & annual)

• Balance against cost & productivity PIs
• Simple to undertake & administer
• Will contribute to annual performance awards

Benefits of the LAMS initiative

• A simple and effective performance measuring system
• LAMS can be a useful tool for senior managers who have to

justify green space and street scene budgets

• Marketing tool when applying for new contract work

(tenders often scored against cost and quality)

• A great way to publicise the work the council does in

maintaining the local environment to residents and businesses

• Be able to sue LAMS to measure the quality of your own

localities and at the same time benchmark with other local authorities

Land Audit Management System (LAMS)

LAMS requirements and local options:

Local National

Frequency of inspections set locally Bi-monthly data input timetable must be met Number of inspections (transects) per period/annum Agreed minimum requirement of 10 inspections per area per period Intervention levels / times Grading standards using Guidance Manual

National picture 2016-17

55 incidents 9 incidents 8 incidents 2 incidents Range from 65% to 100%

Do the public trust us to deliver?

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Trust in decision making?

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Trust in service delivery?

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Is enough of your tax spent?

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Have services declined?

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Who is to blame for a decline in services?

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Our survey said

• Waste and recycling and parks had the highest satisfaction scores
• The public have seen a decline in local services but..
• Don't fully relate that easily to central government cuts ‘Its the

council’

• Victims of our own success?
• Public satisfaction is high but...
• Public are starting to see the impact of austerity
• APSE will continue to provide intelligence on front line services

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Contact details

Debbie Johns, Head of Performance Networks

Email: djohns@apse.org.uk Mobile: 07834 334193

Association for Public Service Excellence 2nd floor Washbrook House, Lancastrian Office Centre, Talbot Road, Old Trafford, Manchester M32 0FP. telephone: 0161 772 1810 fax: 0161 772 1811 web:www.apse.org.uk