Agenda item

Matt Wagner, Interim Chief Analyst; and Simon Jones, Corporate Director for Growth, Environment &Transport were in attendance for this item

1.Mr Wagner presented the Performance Dashboard. The update represented the final report for the 2024/25 financial year and incorporated proposals for Key Performance Indicators (KPIs) and targets for the current financial year. The cover paper was on pages 45–46 of the report pack, followed by a detailed performance dashboard.

2.In March, performance across the 17 monitored Key Performance Indicators (KPI) were as follows: 13 KPIs had been rated Green, indicating performance was at or above target.3 KPIs were rated Amber, this indicated they would not meet target but had remained above the floor standard and 1 KPI had been rated Red, which had fallen below the floor standard.

3. Highways service demand which had been measured by new inquiries and ongoing works would close the year below expected levels. This followed after a period of elevated activity that occurred earlier in the year.

4. The volume of waste taken to Household Waste Recycling Centres (HWRC) continued to increase with the amount of total waste (Inc Doorstep collections by district and borough councils) having remained towards the higher end of expectations.

5.Several proposed changes to the reporting KPIs included:

(a)  Update the target and floor standard for DT01, which measured the percentage of public inquiries for highways maintenance reported online.

(b)  It was recommended that KPI (HT14) – Priority inquiries completed within 20 working days or member inquiries – be removed from the committee's performance monitoring framework. The responsibility for this KPI now lay with the Deputy Chief Executive's Department, which would not be represented at the Environment and Transport committee. As such, continued oversight of this indicator by this committee was no longer appropriate

(c)  The targeted KPIs for EW2, which had encompassed greenhouse gas emissions from KCC estate services and traded companies, would now reduce emissions in line with the projected reductions across the wider KCC estate.

6. Members asked a range of questions about how future policy changes might impact KPIs. Officers responded that the KPIs and their associated targets had been developed before the new administration took office. It was acknowledged that any key decisions that could potentially shift the policy direction of the organisation be examined carefully and understood. Officers added that if such decisions were made, there would be a need to return to the committee to clarify any implications for future performance and KPIs.

7.Members highlighted that KPI (WM06) for household waste had continued to increase in tandem with the KPI (WM07) for the amount of waste that had found its way to the incinerator and being converted to energy. Members queried what actions had been taken at a county wide level to address the current increase and additional costs.

8.  The need to work collaboratively and focus on the key areas of recycling were further expanded upon.It was discussed that every county, district, and borough council in the country would receive funding this year through the ExtendedProducer Responsibility (EPR) process. The major legislative changes that were implemented required companies that produced their own packaging to cover the cost of collection and disposal of their manufactured packaging.

9.The County Council was set to receive approximately £13 million this year. The previous administration had not allocated this funding directly into the budget. Instead, it had been placed into a ring-fenced reservethat would commit £1 million to behaviour change initiatives. One example of the use of funding was the rollout of bin stickers across the county. This had seen a 10–20% increase in the amount of food waste being correctly separated. The behaviour change programme would be working closely with district and borough colleagues and looked to explore further opportunities for action.

10. In response to required clarification raised on KPI (HD1) reported potholes repaired in 28 days (96%) and the definition of a repaired pothole. Mr Loosemore clarified that the report (96%) referred to the potholes that had been repaired within the timeframe of 28 days. Mr Loosemore suggested that a much more detailed analysis on how data was collected, and the operational process be collated and presented to Members at a later date to allow greater clarification on the matter.

11. In response to Members’ queries about the removal of KPIs WM02 and WM04 it was confirmed that KCC was under no contractual obligation to supply wood for energy.

12. Mr Loosemore acknowledged Members’ observations on the KPI trend of planned maintenance vs reactive maintenance and highlighted that the publication of the forward works program was time sensitive. Mr Loosemore noted that the KPIs did not always encompass a true reflection of the service as a whole and he would look to show in greater detail how the highway service was performing from a broader perspective.

13. Member queried the potential viability of removing the booking system currently employed at waste recycling centres. Mr Wimble noted that he had raised similar conversations when he had become incumbent to the role of Cabinet Member for environment. The Cabinet Member explained that the booking system had proved to be an efficient way of booking a slot, had prevented any mass attendance and allowed the workflow to move more productively at sites and prevent any harassment to staff due to delays.

14. Further questions were received on KCC’s direct investment in waste recycling plants, Officers responded that KCC had contracted out all of its recycling process to a materials two recycling facilities.

RESOLVED to note the performance dashboard