9. Appendix
Strategic Outcome & Service Delivery Measures
Priority: Local Economy
Strategic Outcome Measures
We will measure performance by monitoring:
- City Growth Data.
- Total spend on Culture and Heritage.
- Vacant Shops rate.
- Publication of City Centre Strategy.
We will define success by:
- Improvements in street cleansing, reducing litter and removing graffiti.
- Excellent food hygiene and safety ratings for food, beverage and hospitality outlets publishing results and promoting good practice.
- Effective licensing of night-time and hospitality economy to maximum safety and enjoyment for all.
- Well-regulated and successful street trading and markets.
- Ensuring events and celebrations in the city are well-run and safe through our work on the Safety Advisory Group.
- Safe, accessible and sustainable licenced taxi services across the city.
Priority: People
We will measure performance by monitoring:
- Health inequalities data from Public Health Devon.
- Activity levels amongst adults in priority neighbourhoods as reported in the Local Active Live Survey
- Exeter as a safe place to live, evidenced in the annual LGA Residents Survey.
- Exeter as a welcoming, inclusive city, evidenced in the annual LGA Residents Survey.
- Annual report on outputs from the Sport England Place Partnership.
- Quarterly performance reports from Wellbeing Exeter.
- Annual report on the delivery of the Community Safety Partnership Action Plan.
We will define success by:
- More people reporting that they are feeling safe in the city during the day and at night, particularly those from priority neighbourhoods and communities.
- More inactive people in our priority neighbourhoods becoming active.
- Year on year increase in residents taking up Exeter Leisure membership and use of leisure centres.
- Greater understanding about the impacts of ward grants on inclusion and community cohesion.
- More people using the Green Circle for leisure and active travel with increases in use by people in priority neighbourhoods and communities.
Priority: Homes
Strategic Outcome Measures
We will measure performance by monitoring:
- Milestones towards the Exeter Plan target of delivering 5,500 additional new homes by 2041.
- Milestones towards delivering the affordable housing targets on brownfield sites.
- Agreements with Homes England and the County Combined authority on the Devon and Torbay Strategic Housing Pipeline.
Service Delivery Measures
We will define success by:
- The successful delivery of Liveable Exeter sites.
- Reductions in the number of people in temporary accommodation Increases in the number of social housing units.
- Improvements in tenant satisfaction rates.
- Retrofitting our council houses to reduce carbon emissions and energy bills.
- Effective monitoring of Houses in Multiple Occupation aimed at improving the quality of homes.
- Improving access to disabled facilities and warm home grants for those in greatest need.
- Improvements in the planning application system and process.
- Improvements in the building regulations system and process.
- Increases in the number of affordable homes given planning permission.
- Reductions in the number of people living in fuel poverty.
Priority: Sustainable Environment
Strategic Outcome Measures
We will measure performance by monitoring:
- Increase in renewable energy sources available for the city.
- Year on year reductions on greenhouse gas emissions for the city.
- Milestones towards the delivery of a new District Heat Network in the city.
- Adoption of an electric vehicle strategy for the city.
Service Delivery Measures
We will define success by:
- Reduced carbon emissions from council buildings and services.
- More Energy efficient council homes.
- Increased use of renewal energy.
- Decarbonisation of Leisure facilities.
- New Materials Reclamation Facility with reduced emissions.
- Increases in recycling rates.
- Rolling out of food waste collection city-wide
A Well-Run Council
Strategic Outcome Measures
We will measure performance by monitoring:
- Key Performance Indicators set out in Directorate and service business plans.
- Income and expenditure plans and taking early action to understand and mitigate variances.
- The partnership register to ensure partnerships achieve shared ambitions, use innovative delivery models and unlock investment.
- Asset maintenance programme to improve value for money income potential and to maximise their longevity.
- Staff wellbeing through regular staff surveys to ensure our health and wellbeing offer is meeting their needs.
- Staff and Member training and development plans to develop the capability of our Members and staff to ensure they are highly motivated, value driven, well trained, supported with agile working practices and technologies.
- Incidents and policy and procedure on health and safety at work to ensure all staff are aware of its significance for their roles and responsibilities.
- Implementation of our Data Strategy to manage and secure data and information and ensure that we are open and transparent and diligent in how we care for resident data.
- The delivery of the Strata Services Solutions Ltd* Business Plan to ensure effective and efficient management and modernisation of our information, communications and technology assets.
*Strata Services Solutions Ltd is a council-owned company providing information technology and digital transformation services
Service Delivery Measures
We will define success by:
- Successful management and mitigation of risks set out in the Corporate Risk Register.
- Financial Statements and Value for Money reports published with an unqualified opinion from External Auditors.
- Collection of the money owed to the council and payments to creditors undertaken in line with good practise including ensuring invoices are paid within 30 days.
- Recovery of overpaid Housing Benefits; sundry debt collection; council tax and business rates collection achieving best quartile performance against comparator councils.
- Elections delivered in accordance with legislation and without legal challenge.
- Council and committee papers published five clear days before meetings.
- Positive staff recruitment and retention rates and best quartile sickness absence
- Reports on emergencies and disruptive incidents demonstrating our capability and resilience in our responses.