The Royal Borough of Kingston Corporate Plan 2019 - 2023

MAKING KINGSTON BETTER, TOGETHER

1 MAKING KINGSTON BETTER, TOGETHER 01 THE ROYAL BOROUGH OF KINGSTON CORPORATE PLAN 2019 - 2023 Introduction by the Leader of the Council 02 About the Royal Borough of Kingston 03 About ‘Making Kingston Better, Together’ - INTRODUCTION BY THE The Royal Borough of Kingston Corporate LEADER OF THE COUNCIL Plan 2019 - 2023 01 I am very proud Kingston is a great place to most. But we must also get the It sets out timescales and 04 live, work, study and visit. We universal services that everyone performance data - which will to live in Kingston be published every year - so Kingston 2023 - Our vision for have fantastic heritage and uses right, not accepting when that everyone can track how the Borough and the Council cultural assets; world class things are wrong but learning Borough and education through our schools, from mistakes and striving to we are doing. It does not I know most college and university; we’re improve. We must do all this include everything we do - it is amongst the safest boroughs within ever decreasing budgets, a framework within which we 05 residents feel the in London; we have well-loved which means making tough will operate. Underneath will sit What we want to achieve - Our strategic same. We are a parks and outdoor spaces; and but fair decisions. detailed action plans to help us outcomes and priorities to 2023 exceptional volunteers and achieve our ambitions. community and community groups. This Corporate Plan sets out together we look our priorities and is the basis on Over the next four years we 06 As a council, we always aim which we will make decisions. want to make Kingston even to maintain the best and make better, together with partners Appendix: Kingston’s financial challenge after each other. improvements where it’s It is drawn from our Liberal but - most importantly - with needed - whether that relates Democrat manifesto at the residents. to purely council services or 2018 elections and lays out a 07 where we work with partners. path for running the council Corporate Plan technical annex: Delivering our vision and and working with partners - outcomes - Priority activities and key performance indicators Our primary aim is always to public, private and voluntary CONTENTS protect and help those adults sector - over the next four years. and children that need us

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GETTING THE FINANCES These are decisions we do We will focus on redesigning LOOKING AFTER ELDERLY, The council fully supports Cambridge Road is our biggest RIGHT not take lightly and we do and transforming services YOUNG AND PEOPLE WITH individuals to reach their full regeneration scheme, which all we can to create more to deliver them differently DISABILITIES potential and enhance their plans to deliver nearly 2,000 The first priority is to move opportunities to generate and efficiently, with a greater quality of life. homes including many more the council onto a secure and income by being more emphasis on self-service and Whilst the majority of Kingston’s council homes than previously sustainable financial footing. commercial in our approach community-based support, residents are able to go about Most residents are in good planned. Years of Government austerity and provide value for money. whilst not leaving behind their lives with minimal support health but mental health mean that the council is facing those who need more from the council, there are problems can affect everyone We have made a promise to significant financial challenges. DEMOCRATIC, TRANSPARENT traditional methods. other, more vulnerable residents and need to be taken more listen to those living on the AND LISTENING who need more intensive, seriously. estate and will work with them In 2010, the council received We’ll look to introduce targeted support. on how it will be developed. £66m from Government. By We want to be known as a new ways for residents We have already introduced We are committed to holding 2018 that had been cut to council that is an exemplar to participate in decision Nearly 75% of the council’s Councillor mental health a resident ballot on the zero. In addition, demand for for community engagement. making, like open democracy budget is spent helping champions on each of our regeneration plans, which is services - particularly adults We are far from that at the platforms and Citizens’ children and adults who need strategic committees and the first step in making sure and children’s social care and moment but in this new era for Assemblies. us most. It is through working we are part of the London that happens. special educational needs the council, we are focusing on with service users and carers Thrive initiative. We want and disabilities (SEND) - is strengthening the relationship that we will be able to provide to go further by raising But growth cannot just be increasing as a consequence between the council and the best care - with quality awareness, with improved links about homes and physical of our growing population, the community - residents, prevention services, regular to arts, combating loneliness infrastructure - it includes people living longer, and the businesses, students, voluntary care package reviews and campaigns and helping A NEW APPROACH TO We are making clear to Our Local Plan, which will a focus on education, skills increasing complexity of care. and community groups. community support. schools. PLANNING AND PROVIDING anyone wishing to build new be developed over the next and jobs so that residents THE NEW HOMES AND homes in Kingston that we two to three years, will be can benefit from a growing As a council, we’re now Kingston has a vibrant and INFRASTRUCTURE WE NEED expect them to truly involve key in making these changes economy. Growth also creates reliant on locally generated engaged voluntary sector our communities in co-design permanent in Kingston. We opportunities to promote arts, revenue to pay for local which creates opportunities We have changed the way the and provide a clear focus on are also taking a different leisure, culture and heritage services - council tax, business to maximise community council approaches providing the benefits for residents. approach to providing new - activities that improve the rates, commercial income participation. new homes and development homes on the Cambridge quality of life for everyone. from property, and fees and across the borough, putting We are also robustly Road Estate, which places charges. This has meant that, We want to ‘hardwire’ effective the community at the heart challenging the Mayor of residents at the heart of the in 2019, we have had to ask engagement into our decision- of the process - whether London on the high targets plans. residents to pay a little bit making - involving residents in development happens for new housing across more through council tax for the design of local services and on council-owned sites or Kingston borough and the services they, and others the things that affect them. through private developers. ensuring that necessary in our community, receive. infrastructure is also forthcoming.

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AIR SAFE TO BREATHE CREATING A CARING TOUGH, BUT FAIR COMMUNITY We know that residents are We know it is hard for some concerned about pollution Sometimes it is not the residents to understand and and air quality and this is a council that is best placed to accept some of the tough priority where we will take help people. We have some decisions we will have to action. wonderful voluntary and make over the next few years community organisations and that we can’t please We will invest in supporting across the borough - everyone all the time. We sustainable transport through helping our environment; need to rebuild trust in the the delivery of the £32 supporting our older residents; council services. million Go Cycle scheme to keeping young people safe; encourage more people to entertaining us all. We aim to demonstrate cycle rather than use motor openness, honesty, vehicles. We will review our approach to transparency, a listening grants and commissioning so approach and true We will work with the Greater that these organisations that engagement on the services Cllr Liz Green, London Authority and private help us meet our priorities are we provide, including Liberal Democrat providers to deliver more supported to ‘do what they admitting mistakes and electric vehicle charging do best’ rather than jumping learning from them. This is Leader of Kingston Council points across the borough; through hoops. a culture change for many plant 2,000 trees in our within the council and it will A CLEAN, GREEN To support this, we have We are also determined to streets and parks; do more We want to celebrate our not happen overnight, but we AND SAFE BOROUGH invested in more Community support residents to recycle to encourage people to stop generous volunteers and cannot change ‘what’ we do Rangers so we can respond more at home and ‘on the go’. engine idling; review our encourage more local unless we change ‘how’ we Residents rightly expect to more quickly to local issues. Our recycling rate is already parking services and consult people and businesses to do it. live in an attractive, well- one of the highest in London on introducing 20mph speed get involved. We will use our maintained borough and we We will also seek to reduce at 49% of household waste limits across the borough’s Neighbourhood Managers The council will need to make are committed to keeping the single use plastics by recycled, but working together residential roads which is to help guide organisations tough but fair decisions over streets clean and maintaining introducing public water we can get to over 50%. intended to improve safety who put on wonderful public the next few years and we will our parks and open spaces. fountains and challenge our and traffic flow. community events and make use the vision and outcomes contractors when they fall the process easier to navigate. set out in this Corporate Plan short of the standards we to guide our approach. expect.

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Residents of Kingston are That said, Kingston compares generally in good health, with favourably to London and 86% self-reporting their health as England on this and against being good or better. Like much a range of health and lifestyle of the country, obesity levels are indicators, including life- a concern - 53% of the borough’s expectancy. adults are classed as overweight 86% or obese2. 2 Public Health England 2016/17 ABOUT THE ROYAL of Kingston residents 2018 self-report their health 02 BOROUGH OF KINGSTON 179,600 as being good or better. Like the rest of In 2018 we had 179,600 Whilst people living longer residents and this is projected is something to celebrate, London, Kingston’s to increase to 202,000 Kingston’s growing population population is by 2030 (+22,400; +12%) - particularly the number of and to 228,500 by 2050 younger and older people who 2030 53 growing. (+48,900; +27% against 2018). tend to require more social Kingston is home to a higher care support - puts increasing 202,000 proportion of older residents pressure on a range of services, (aged 65+) compared with particularly social care and London. housing. SELF REPORTED HEALTH PER 100 PERSONS This age group is projected 2050 to grow from 24,300 in 2018 Source: ONS 2011 Census 33 to 32,000 in 2030, an increase 228,500 of 32%1, whilst the number of young people (aged 0-19) is set to increase from 43,600 in 2018 to 47,300 over the same period (+8%). 10

TOTAL POPULATION PROJECTED TO 2050 01 03 1 Greater London Authority 2016 Housing-led population projections Source: GLA 2016 Housing led population projections Very bad health Bad health Fair health Good health Very good health

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Kingston ranks as the second The Index of Multiple Three of Kingston’s 98 small least deprived local authority Deprivation ranks every small areas - within the Norbiton, in London and is 143rd out area in England from 1 (most Berrylands and Beverly wards Kingston’s education outcomes are strong, with the of 152 authorities in England. deprived area) to 32,844 (least - fall within the top 30% for borough consistently ranking among the best local Nonetheless, there are pockets deprived area). deprivation in the country. of relative deprivation. authorities nationally for educational attainment at both GCSE and A-Level. 40 35 30 90% 90% 90% 25 80% 80% 80% 20 70% 70% 70% 15 60% 60% 60% 10 50% 50% 50% 5 40% 40% 40% 0 30% 30% 30% k y y y y w w th on est ent r ne ro rt

Br 20% 20% 20% Ealing omle ulham Bexle oydon Barnet Sutton ondon Enfield Har Me wisham Thames Thames Br Camden eenwich Cr Hack Islington illingdon Havering Lambeth Haringe Newham Le Hounslo 10% 10% 10% Redbridge H estminster Southwar Gr andswor y of L W wer Hamlets W altham Fo Cit To 0% 0% 0% W ing & Dagenham Total Male Female Kingston England Kingston England ensington & Chelsea Bark K ingston upon upon Thames upon Thames K ichmond upon Hammersmith & F R Kingston upon Thames London England

DEPRIVATION SCORE - COMPARISON WITH LONDON BOROUGHS % OF 16-64 YEAR OLDS ECONOMICALLY ACTIVE GCSE ATTAINMENT A-LEVEL ATTAINMENT Source: DCLG 2015 Source: ONS Annual population survey (June 2018) Source: DfE 2015/16 Source: DfE 2015/16

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1200 1100 1000 900 800 700 600 Kingston is one of the 500 400 300 200 100 SAFEST 0 boroughs in London. s k y y y y e w w th on est ent r ne ro rt Br Ealing omle ulham Bexle oydon Barnet Sutton ondon Enfield Har Me wisham Thames Thames Br Camden eenwich Cr Hack Islington illingdon Havering Lambet h Haringe Newham Le Hounslo Redbridg H estminster Southwar Gr andswor of L W wer Hamlet W altham Fo Ci ty To W ing & Dagenham ensington & Chelsea Bark K ingston upon K ichmond upon Kingston is one of the safest For more information about Hammersmith & F R boroughs in London, with the borough visit data.kingston. crime rates - including anti- gov.uk Joint Strategic Needs social behaviour, violence Assessment (JSNA): data. and sexual offences - kingston.gov.uk/jsna/ TOTAL CRIME RATE COMPARISON ACROSS LONDON (SEPT 2017 - AUG 2018) significantly lower than the Source: data.police.uk London average.

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HOW WE WILL MEASURE OUR PROGRESS

We will monitor progress in two ways. Firstly, by being clear about our priority ABOUT ‘MAKING KINGSTON BETTER, TOGETHER’ activities, when we expect these to be delivered and - THE ROYAL BOROUGH OF KINGSTON CORPORATE monitoring our progress against those delivery plans. PLAN 2019 - 2023 Secondly, through a set of Key 03 Performance Indicators (KPIs). sets out priority activities that Underneath the Corporate Each council directorate ‘Making Kingston WHAT’S IN THE CORPORATE These are the performance we will focus on delivering Plan sit a range of core council will also develop a set of PLAN - OUR VISIONS, targets we will aim to meet Better, Together’ over the next four years. These strategies which provide priorities each year which STRATEGIC OUTCOMES, across a range of policy areas. AND PRIORITY ACTIVITIES are the key priorities which further detail of our activities they are focused on delivering - the 2019 - 2023 will help us to achieve our in particular service areas, and which capture other A number of KPIs have been vision. Each priority includes such as: important activities not set Corporate Plan The Corporate Plan articulates set against each of our an expected delivery date, so out in the Corporate Plan. our vision for the borough strategic outcomes. These - is the council’s that residents can hold us to Customer Access Strategy and for the council to 2023, • are four year KPIs which set a account. Through the development of most important together with our most target of where we want to be the Corporate Plan, we have important strategic outcomes • Digital Strategy by 2023, and - in most cases - The intention of ‘Making consulted with residents, CORPORATE PLAN ANNUAL The Annual Review will be both strategic that we’ll strive to achieve against which progress will be Kingston Better, Together’ is partners and with staff on our REVIEW retrospective and forward- over the next four years. • Health and Well-being tracked on an annual basis. document. not to capture everything we Strategy vision and strategic outcomes. looking - it will provide a self- do as a council. It is a high- The feedback we’ve received Each year, the Corporate Plan assessment of our performance It also sets out our objective Our performance against level strategic document has been used to shape the priority activities and KPIs will against our priority activities for what we want the council • Children and Young these targets will be which provides a framework final document. be reviewed and updated via a and KPIs of the previous year as to be and how we will People Strategy reported publicly to council for the decisions we take - Corporate Plan Annual Review. well as refreshing our priorities change in order to deliver committees. Although this is how we prioritise and how we and KPIs for the year ahead. our outcomes. • Economic Growth and a four year Corporate Plan, it allocate the resources we have The Annual Review will be Development Strategy is a ‘live’ document which will available to achieve these reported to the council’s Against each of our strategic be updated every year with priorities. Finance and Contract outcomes, the Corporate Plan revised priority activities to Management Committee reflect changing needs and and to Full Council, alongside refreshed KPI targets. the annual budget.

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We have a clear vision about In achieving this vision, the type of council we want to we will focus on: be and the how we will strive to put the needs of residents Getting the basics right; at the heart of what we do, as providing value for money KINGSTON 2023: OUR VISION FOR we ‘hardwire’ effective resident local services; embracing new engagement and involvement technology in service design THE BOROUGH AND THE COUNCIL into our decision making. and delivery; and ensuring that decisions are inclusive and to 04 the benefit of our vibrant and OUR VISION FOR THE BOROUGH OUR VISION FOR THE COUNCIL diverse communities. We have an ambitious vision To achieve this, we Kingston Council will be financially for the Royal Borough of Kingston will be a vibrant, diverse and are committed to Kingston, which we are inclusive borough, where residents are changing the culture and environmentally sustainable, determined to work with of the organisation and residents, businesses and active, empowered, engaged and able involving staff in this working transparently and collectively local strategic partners process. This is a core part across the public, private to remain independent and resilient. of our transformation as in the best interests of Kingston’s and voluntary sectors to a council, enabling us achieve. to become a more agile, residents, partners and businesses. responsive and forward looking organisation where everyone knows their roles and responsibilities and staff feel respected and valued in their job.

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• Work with communities • Make it easier for residents to develop Kingston’s and businesses to reduce, new Local Plan which will reuse and recycle more guide and manage future and dispose of their waste development to 2041, efficiently; and keep the ensuring high quality, borough’s streets clean. WHAT WE WANT TO ACHIEVE: good design, supporting infrastructure, and • Protect Kingston’s parks, OUR STRATEGIC OUTCOMES affordable housing. green open spaces, and biodiversity, for current and AND PRIORITIES TO 2023 • Ensure that all development future generations to enjoy, schemes are well designed and for its benefits for our 05 in character with the area, health and well-being. Against each strategic Over the next four OUR OUTCOMES creating a sense of pride outcome, we have set out a and place. Invest in sustainable years to 2023, number of priority activities • transport - including that we will focus on Actively manage our cycling and electric we will focus delivering in order to help • • Work with local residents property portfolio to drive vehicle charging - to achieve our vision and our on achieving to bring forward the up value, increase income reduce reliance on high strategic outcomes. OUTCOME three strategic redevelopment of the where desirable and polluting vehicles to Cambridge Road Estate in improve services for our tackle air pollution, with These outcomes and outcomes which Norbiton, increasing the residents. a fair approach to traffic priorities don’t aim to number of social rented • Invest in the borough’s enforcement designed to are linked to our capture everything we do - 01 essential infrastructure homes and providing new Make best use of our keep the borough moving. rather, they are intended as • replacement homes, open Housing Revenue Account to support our growing vision and set out a framework to guide the A sustainable approach to spaces and new community assets and resources, population - schools; decisions we take and how what we want to facilities for existing maximise our income and health, community and we allocate the resources new homes, development and residents. spending wisely to provide leisure facilities; roads and achieve for the we have available. modern, high quality transport - with developers paying their fair share. borough. infrastructure which benefits • Make effective use of services and support for our council-owned land to tenants and leaseholders our communities, in a well deliver as many truly and enable us to develop affordable homes as new council homes. maintained borough. possible across the borough.

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• Helping to provide young • Empowering people to people with the best start maintain good mental OUTCOME in life, through effective health and well-being with early years support to those access to information, advice who need it. and guidance on local activities and services that 02 • Ensure all children and will enable them to lead young people receive a active and healthy lifestyles. high standard of education A safe borough which locally, with a focus on supporting those with celebrates our diverse and special educational needs vibrant communities, with • Do more to understand to be educated alongside views on the borough, the their peers and in their local priorities shaped through council, and local services, local school. communicate effectively, participatory democracy. in plain English and act on • Effective school place feedback. planning, ensuring that the borough has enough • Kingston’s communities are prevent and respond to • Create the environment for for money and the delivery schools and school places places where residents feel national, regional and thriving local businesses of our strategic outcomes, to support a growing safe and the fear of crime is local emergencies. across a range of sectors with an emphasis on • Children and adult social population. low, with a zero-tolerance across the borough. celebrating volunteering. OUTCOME care services which champion resilience and approach to domestic • People of all ages and • Accessible and integrated violence and hate crime and backgrounds share our • Work with local partners • Maximise civic engagement independence; focus on health and social care action against anti-social vision for Kingston as and neighbouring through participatory strengths; and support services, with partners behaviour. a diverse, tolerant and boroughs to support democracy projects, including 03 people of all ages to live the providing effective care welcoming borough. people to develop the Citizens Assemblies and most happy, healthy and and an approach which • Review and strengthen skills they need to enter open democracy platforms. Healthy, independent and independent life possible. enables people to live the council’s approach to • A borough which employment. independently within their emergency planning and celebrates culture, • Strengthen the role of resilient residents with • Effective, targeted support local community. business continuity locally heritage and diversity • Review the council’s Neighbourhood Committees to our most vulnerable and with other London with vibrant community approach to voluntary and to enhance local decision effective support to those residents to enable them boroughs as part of new events for local people, community sector grants making, with greater flexibility to fulfil their potential and statutory arrangements to businesses and visitors to and commissioning to to respond to local issues. who need it most. improve the quality of their enjoy. focus on improving value lives.

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HOW WE WILL ACHIEVE OUR COMMITMENT TO Our Corporate Plan is all Having ‘due regard’ means To advance equality of Fostering good relations OUR STRATEGIC OUTCOMES FAIRNESS AND EQUALITY inclusive and the council is consciously thinking about opportunity involves involves tackling prejudice - A CHANGING COUNCIL FOR ALL RESIDENTS bound by the Public Sector these three aims when considering the need and promoting understanding Equality Duty. making decisions. to remove or minimise between people who share a In order to achieve our The council demonstrates its disadvantage suffered by protected characteristic strategic outcomes, the moral and legal obligations The General Duty means This means that people due to their protected and others. council is going through towards fairness and equality the council must have due consideration of equality characteristics, meet the ambitious change. £ to the residents, service regard for the need to: issues must influence the needs of these people users, employees and visitors decisions reached by the and encourage people to Not only are we transforming through the implementation • Eliminate discrimination, public bodies, such as how participate in public life how we deliver services Kingston Council will be financially of Equality Act 2010 and Public harassment, victimisation they act as employers, how where participation is low and striving to engage Sector Equality Duty in our day and any other conduct policies are developed, from people within the residents and businesses and environmentally sustainable, to day activities. prohibited by the Act. evaluated and reviewed, protected characteristics. more effectively, we are also working transparently and how services are designed, transforming how we operate The Equality Act 2010 • Advance equality of delivered and evaluated as an organisation and how collectively in the best interests of strengthens the discrimination opportunity between and how services are we work with our local law and introduces the persons who share commissioned and procured partners. Kingston’s residents, partners and concept of protected a relevant protected from others. • ‘Hardwire’ effective • An open and transparent characteristics under characteristic and persons It is through this businesses. communications, council, with accessible legislation regardless of: who do not share it. transformation that we consultation and data and decisions age, disability, gender will deliver our strategic engagement into the which are subject to reassignment, marriage or • Foster good relations outcomes, enabling us • Taking responsibility and • Develop a framework council’s decision-making, public debate and civil partnership, pregnancy between persons who to become: doing what’s necessary that maximises social with services which are scrutiny. or maternity, race, religion share a relevant protected to put the council on value from all third party designed with residents. or beliefs, sex and sexual characteristic and persons a sustainable financial relationships to benefit • Value, respect and orientation. who do not share it. footing. Kingston communities • Improve the way residents reward our staff, listen to and businesses. can access services by their ideas and concerns, • Reshaping commissioning embracing new technology; provide a ‘golden thread’ and contract management • An approach to investing in customer on how they are helping to deliver more effective organisational development services; and making it us to achieve our outcomes using the same that drives transformation easier for residents to book ambitions. or less resources, including and delivers the culture things, report activities and through a corporate change we want - ensuring access services on online, framework and approach. our workforce reflects our whilst providing alternatives community. for those unable to do so.

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WHERE WE SPEND IT

The vast majority of the council’s net spend (nearly £87m; 65%) goes on our ‘people’ services - children’s services (£32m) and adult social care and community APPENDIX: KINGSTON’S RBK’s SOURCES OF INCOME % (2018/19) housing (£55m). FINANCIAL CHALLENGE Of the rest, we spend £29m through our Corporate and Specific Grants - 3.6% 06 Commercial Directorate £ WHERE OUR MONEY people living longer, and the apply to discretionary Business Rates - 20.9% which includes some of our COMES FROM increasing complexity of care. services, with increases biggest contracts with external likely in order to pay for Collection Fund Surplus - 0.7% providers in relation to services All councils have faced This means that, apart from services we all use and Council Tax - 74.8% such as waste management, significant budget cuts from one-off specific grants those to support to our street cleaning, parking, 60 central Government since received from Government, most vulnerable. green spaces and facilities 2010 but Kingston’s financial Kingston is reliant on locally management. situation is particularly generated revenue to pay for challenging. local services - council tax, a The communities budget 40 proportion of business rates, includes, amongst other The revenue grant we used commercial income, specific things, spending on public RBK’s SOURCES OF INCOME £ (2018/19) to receive from Government grants and fees and charges. health (£10m); highways; has now gone completely, environmental health; 20 reduced from £66m in 2010 This will require us to look community safety; registrars to zero by 2017/18. at the level of contribution and bereavement services; Specific Grants - £4,467 residents make to funding customer services and ICT. In addition, demand for local services through the The Growth Directorate spend Business Rates - £25,701 0 services - particularly council tax they pay, as well includes planning, property adults and children’s social as other opportunities to Collection Fund Surplus - £861 rates, repairs and maintenance care - is continuing to generate income by being and for other corporate Council Tax - £92,086 increase as a consequence more commercial and services, the largest spend is Adults Achieving Chief Communities Corporate and Growth Financing of capital of our growing population, reviewing the charges we housing benefit (£65m). for Children Executives Commercial spend, contributions to reserves and other corporate costs 24 25 MAKING KINGSTON BETTER, TOGETHER THE ROYAL BOROUGH OF KINGSTON CORPORATE PLAN 2019 - 2023

OUR SAVINGS PLANS - MEDIUM TERM FINANCE STRATEGY MEETING THE CHALLENGE The scale of the challenge We will engage, consult and voluntary sectors to join up Our MTFS Transformation - KINGSTON’S MTFS means that the council will co-design so that we can services through greater Programme sets the Councils have a legal duty to set a balanced budget each year. Alongside setting the detail of the council’s budget Savings of this scale will TRANSFORMATION not be able to deliver fully understand what can be co-location and integration, framework through which we on an annual basis, Kingston also has a Medium Term Financial Strategy (MTFS) which sets our budget planning require the council to PROGRAMME everything we have done changed and celebrate our creating better services for are approaching the financial cycle over a four year period so that we can plan ahead and avoid short-term decision making. In 2018/19, the look at every area of the before and we will need community and all it does. residents and generating challenge, with a focus on council’s budget included savings of £22m. budget and every service The financial challenges residents to take on more efficiencies for the council cross-cutting themes: to determine where we face - and the changing responsibility for themselves As we confront the challenges through a more efficient use Over the next four years through to 2022/23, the required annual savings are as follows: efficiencies can be made expectations of residents - and their community. ahead, we will work with of buildings, staff and and how services can be mean that we can’t continue our local strategic partners resources. delivered differently. with the status quo. Whilst this will create across the public, private and challenges, it can also be an 2019/20 2020/21 2021/22 2022/23 The council will need to Our focus is on redesigning opportunity to build and £000s £000s £000s £000s take some tough decisions and transforming local strengthen our community to remain financially services to deliver them working collectively. sustainable over the next differently and efficiently, with EXPENDITURE: few years. a greater emphasis - where appropriate - on increased use Base Budget 129,998 134,500 138,134 145,474 The single biggest financial of technology to allow people risk facing our finances to better self-serve and on Adjustments to Base Budget 2,122 396 415 0 is the over-spend in community-based support. special educational needs services. We recognise that while Inflation 3,747 3,821 3,891 4,047 Kingston has some of the The council has most digitally enabled Growth 7,182 4,135 4,747 4,978 developed a Recovery residents in the country not Plan and established an everyone is able to get online, Contributions to reserves 3,550 0 0 0 independently chaired so we will continue to ensure Education Commission to alternative provision for those explore these issues with who can’t access services Savings -12,099 -4,718 -1,713 -459 all relevant stakeholders digitally. and focus on how we get CHALLENGEC G Gross Budget requirement 134,500 138,134 145,474 154,040 the best for children and young people from the We will engage, consult and co-design so that we can resources we have. fully understand what can be changed and celebrate our Table showing total budget and savings from 2018/19 to 2022/23 community and all it does.

26 27 THE ROYAL BOROUGH OF KINGSTON CORPORATE PLAN 2019 - 2023 TRANSFORMATION DESCRIPTION THEME

Maximising income generated and collected from our existing property portfolio and reducing our property related operating costs through a focused asset management plan. Maximising Our Assets Ensuring our property estate is used effectively to support the council’s corporate priorities, co-locate services with partners where CORPORATE PLAN TECHNICAL appropriate and be more flexible in how and where we work and deliver services from. APPENDIX: DELIVERING OUR Adults - Improving the lives of older people, people with disabilities and also those with mental health needs. Supporting people to OUTCOMES - PRIORITY ACTIVITIES remain independent, or to remain as independent as practicable given their circumstances or condition. For those people who do need our assistance, to ensure that we get best value for money from the services we commission to help them do so. Maximising AND KEY PERFORMANCE INDICATORS Independence 0 Children - Delivering the best outcomes for children, young people and their families in Kingston. The focus of transformation effort is on 7 maximising the resilience and independence with which families in Kingston operate by promoting existing strengths and working as a Whilst it is This technical annex sets collective with the council and providing services in borough rather than rely on more expensive placements away from their families. out some of our priority crucial to set an activities and key performance indicators mapped against Engage, interact and improve the quality of life for Kingston’s residents through digital innovation and better use of technology, focussing ambitious vision each strategic outcome. Digital Transformation in the short term on improving the way we work using digital technology and delivering a better website with greater functionality to allow people to access services online. and outcomes It is not intended to cover for the borough everything the council does. Enterprising Borough Maximising opportunities for commercial approaches throughout the borough. The technical annex will and the council, be reviewed and updated Smarter Ensuring that Kingston is getting the best outcomes when we buy goods and services and that it’s done in the most efficient, smart it is equally annually. Commissioning, way, providing staff with the tools, skills and processes to maximise the outcomes from all our contracts and partnerships. Shaping and Better Contracting managing markets to get the most out of our commercial approach. important to be clear about Service Transformation Transforming the way we organise and deliver services, focusing on effective outcomes for communities. what we will

Resilient Communities Healthy, resilient and connected communities which help to shape local services. do to deliver them and how An efficient and well run council which has the tools to deliver effective outcomes, with support services focussed on enabling frontline Every Penny Counts service delivery by adding strategic value and minimising transactional activity. Internal processes are effective and efficient - digital by we will measure design and promoting internal self service. progress.

28 29 MAKING KINGSTON BETTER, TOGETHER 1 PRIORITY ACTIVITIES Strategic outcome 1: A sustainable approach to new homes, development and 1 infrastructure which benefits our communities, in a well maintained borough Priority Deliverable Delivered by Seek to ensure all new buildings have the highest level of energy efficiency with carbon PRIORITY ACTIVITIES Ensure that all development schemes are Ongoing well designed in their context and the offsetting during construction. character of the area, creating a sense of Priority Deliverable Delivered by pride and place. Design codes prepared alongside the Local Plan March 2022

Work with local residents to bring Work with existing residents, the local community and development partner to bring forward Invest in new commercial property and invest in new property projects, to create additional May 2021 forward the redevelopment of the a comprehensive plan for the Cambridge Road Estate regeneration, with independent advice December 2019 income to support the regeneration of local areas. Cambridge Road Estate, increasing the available to residents. number of social rented homes and With public sector partners, identify opportunities where our property and land can be shared providing new replacement homes, Ongoing Hold a fair resident ballot at the Cambridge Road Estate that enshrines best practice Actively manage our property portfolio and re-developed to reduce our overheads and improve customer outcomes and services. open spaces and new community techniques and guidance in engagement and consultation to apply December 2019 to drive up value, increase income where facilities for existing residents. to other RBK major regeneration opportunity sites. desirable and improve services for our Review the council’s operational property estate and its management to reduce costs and residents. ensure that the way in which it is used supports the council’s priorities. The review will also December 2019 Undertake feasibility and agree a regeneration programme of RBK owned sites and June 2020 look at the energy efficiency of operational assets. opportunities with support of the Mayor to deliver new homes, especially affordable.

Make effective use of council-owned Review the community element of the property estate to create a sustainable approach and Develop and deliver council affordable homes programme with the support December 2019 land to deliver as many affordable homes April 2023 maximise social value outcomes. of the Mayor to help meet local needs. as possible across the borough.

December 2020 Build 1,000 new homes by 2022 (first home)

Work with communities to develop Wide public engagement in the future growth and development of the borough; Phase 1 December 2019 Kingston’s new Local Plan which will issues and options consultation. guide and manage future development to 2041, ensuring high quality, good design, supporting infrastructure, and Adoption of a new Local Plan March 2022 affordable housing. 30 1 31 1 PRIORITY ACTIVITIES 1 PRIORITY ACTIVITIES

Priority Deliverable Delivered by Priority Deliverable Delivered by

Develop a new HRA Business Plan and Financial Strategy for the Housing Revenue Account Plant 2,000 trees across the borough by 2022, with 500 planted in 2018/19. April 2022 December 2019 which reflects the recent changes to funding. Protect Kingston’s parks, green open Complete the Parks Improvement Programme, undertaking various activities in parks and spaces, and biodiversity, for current and March 2021 Design and implement a new asset management strategy which will ensure our existing open spaces across the borough. Make best use of our Housing Revenue December 2019 future generations to enjoy, and for its homes are safely maintained, improved and developed. Account assets and resources, maximise benefits for our health and well-being. our income and spend wisely, to provide Recommission the Green Spaces Service with a focus on maintaining parks and green spaces March 2021 modern, high quality services and Deliver a programme of new council homes supported by GLA grant funding, working in as a borough asset and improving Kingston’s biodiversity. March 2023 support for our tenants and leaseholders partnership with both the public and private sector. and enable us to develop new council homes. Schemes to improve transport networks delivered as part of the next Local Implementation Develop a new Housing Strategy which sets out the council’s vision, aims and priorities March 2021 Programme 3 year delivery plan 2019 - 2021. for housing over the next five years. The Strategy will include all housing in the borough; March 2020 privately owned housing, council housing, specialist housing for older people and student accommodation. Work with health partners to assess demand for GPs, dentists and health facilities. December 2019 Invest in the borough’s essential Provide 1 public drinking fountain in the Ancient Market and 3 more across the borough, and infrastructure to support our growing Produce updates to the council’s school place planning strategy - published June 2017 - every encourage a culture of refillable bottles, to promote health, reduce litter and cut the use of February 2020 population - schools; health, community June 2019 Make it easier for residents and 2 years, setting out progress against delivery and any changes to anticipated demand. plastic. and leisure facilities; roads and transport businesses to reduce, reuse and recycle - with developers paying their fair share. more, dispose of their waste efficiently; Deliver a new ‘Recycling on the Go’ system. September 2019 Develop a Kingston Leisure Asset Strategy and proposals for the future of council funded and keep the borough’s streets clean. March 2020 leisure centres. Develop, plan and campaign around the council’s commitment to reduce plastic waste. December 2019 Work with partners to develop a new 10-15 year strategy that ensures the resilience and vitality October 2019 of Kingston town centre, to deliver a more diverse and sustainable economy.

32 33 1 PRIORITY ACTIVITIES 1 KEY PERFORMANCE INDICATORS

Priority Deliverable Delivered by Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target

Refresh the Kingston Air Quality Action Plan with the community through participatory democracy Total housing units delivered (Target figures set by January 2020 and develop a wider Air Quality Strategy which articulates Kingston’s approach to improving air quality. the Core Strategy 2012. Higher targets are expected 502 (2017/18) 643 643 2,572 (4 year total) following the adoption of the new London Plan during Introduce more than 100 new electric charging points across the borough. April 2022 the period covered by the Corporate Plan).

Complete the Go Cycle programme to deliver traffic-free cycle routes and a range of complementary measures to get Total affordable housing units delivered (Delivery measured against the target set by the Core Strategy people cycling, reducing emissions and air pollution, reducing congestion and increasing levels of daily exercise and April 2022 37 (2017/18) 133 133 532 (4 year total) activity. (2012), Policy DM15. Target will be reviewed as part of Invest in the development of a new Local Plan). sustainable transport - Work with Transport for London to encourage the adoption of Eden Street as a ‘Clean Bus Zone’, with only low emissions September including cycling, Number of residents engaged in estate regeneration buses operating on routes through the street. 2020 20 140 800 25% increase walking and linked to CRE. electric vehicle charging points - Number of homes delivered as % of number of homes Increase in the number of publicly available bike parking spaces in the borough. Ongoing 59% (Apr 2018) 45% 75% to reduce reliance required over rolling 3 year period. on high polluting Increase the number of children receiving bikeability training - 1,400 per annum at levels 1 and 2 (subject to funding). Ongoing vehicles to tackle Percentage of household waste sent for reuse, 48.3% 48.3% 50% 51% air pollution, with recycling and composting. a fair approach to Review the council’s approach to managing the borough’s road network to minimise disruption from planned July 2019 traffic enforcement and reactive road repairs and maintenance, with more effective working with utilities companies. designed to keep the borough In line with TfL’s Healthy Streets agenda, encourage residents to take advantage of the existing good opportunities for moving. walking and cycling, while seeking to improve the public transport connections and access to key centres via sustainable April 2021 means.

Deliver a fair and sustainable parking service and undertake a parking review designed to deliver a parking policy that December promotes environmental sustainability, air quality and fairness. 2019

Develop a new energy strategy aimed at helping residents and businesses to cut their energy bills and reduce their carbon March 2021 emissions.

34 35 MAKING KINGSTON BETTER, TOGETHER 2 PRIORITY ACTIVITIES Strategic outcome 2: A safe borough with diverse and vibrant communities 2 which help to shape local priorities through participatory democracy Priority Deliverable Delivered by PRIORITY ACTIVITIES People of all ages and backgrounds integrate well and share our vision Assess progress against Annual Equality Objectives and Community Cohesion Action Plan and March 2020 for Kingston as a diverse, tolerant and update annually. and annually Priority Deliverable Delivered by welcoming borough.

Consult on proposals to introduce 20 mph speed limits on all residential roads across the Work with the VCS to put on an annual event to celebrate Kingston’s volunteers and showcase December 2019 September 2019 borough. the benefits of volunteering.

Protect and support survivors of domestic abuse, including enhancing the provision available March 2020 Review and refresh the process for organising community events, to make it more streamlined for survivors with complex needs. and ongoing and easier to navigate for community groups with support by Neighbourhood and July 2019 Community Managers. Kingston’s communities are places where residents feel safe and the fear of crime Enter into a London Crime Prevention Fund Grant Agreement with the Mayor’s Office of March 2019 A borough which celebrates culture, is low, with a zero-tolerance approach Policing and Crime for 2019/21 to contribute to funding Safer Kingston priorities. Encourage community schemes such as Kids Play Out. Ongoing heritage and diversity with vibrant to domestic abuse and hate crime and community events for local people, action against anti-social behaviour. Successfully deliver a programme to support the live music scene in Kingston, using funding Review and assess the impact of our multi-agency Knife Crime Plan with partners. December 2019 businesses and visitors to enjoy. March 2020 from the GLA as part of the London borough of Culture Programme. Work to strengthen participation in the work of the local Safer Neighbourhood Board. Ongoing Develop options for the future refurbishment of Kingston Museum. December 2019 A refreshed Safer Kingston Partnership Plan for 2020/23, approved by Community Engagement June 2020 Committee and Full Council, at the same time increasing synergies with the Youth Justice Plan. Review of Kingston library services. March 2020

Consider feasibility of introducing a borough lottery. March 2021 Review and strengthen the council’s Report to Community Engagement Committee on the outcomes of the Emergency Planning July 2019 approach to emergency planning and and Business Continuity Review. business continuity locally and with other London boroughs as part of new statutory arrangements to prevent and Set up an cross-directorate Task & Finish Group to oversee contingency planning for the January 2019 respond to national, regional and local impacts of Brexit, liaising with central government, other London boroughs and local strategic (T&FG set up) emergencies. partners. and ongoing 36 2 37 2 PRIORITY ACTIVITIES 2 PRIORITY ACTIVITIES

Priority Deliverable Delivered by Priority Deliverable Delivered by

Develop and agree a programme that will support local business to thrive. Which will include: April 2020 Complete the Neighbourhoods Review with proposals to strengthen the role of Neighbourhood Committees, for agreement at Full Council and proposals successfully May 2019 Establish a cross party member working group to support local business. Sept 2019 implemented. • Strengthen the role of Neighbourhood Committees to enhance local, Recruit 2 additional Neighbourhood Managers - bringing the total to 4 (one for each • A review of the council’s commissioning framework to ensure it maximises support to local community-based decision making, with February 2019 Neighbourhood) to provide greater support to Neighbourhood Committees and key point business and enables SMEs to be part of the commissioning process, with support to the April 2020 greater flexibility to respond to local (complete) Create the environment for thriving of contact between the council and our Neighbourhoods. Kingston Pound. issues. local businesses across a range of sectors across the borough. Work with existing council suppliers to ensure they maximise the use of local business in Recruit 4 additional Neighbourhood Rangers - bringing the total to 8 - to respond to local December 2018 • April 2020 supply chains. issues raised by residents. (complete)

Establish a Citizen’s Assembly focusing on air quality and producing a Kingston Citizens’ Clean • Look to achieve a social enterprise borough status. June 2020 Maximise civic engagement through September 2019 participatory democracy projects, Air Plan. including Citizens Assemblies and open • Delivering flexible and affordable workspace for small business. April 2020 democracy platforms. Develop an Open Democracy Programme. December 2020

As part of the South London Partnership, identify local skills priorities for Kingston via the SLP Skills & Employment Board and feed back to the Mayor of London ahead of the devolution of October 2019 Carry out an annual Residents Survey and publish results on the council’s website. Annually Work with local partners and adult skills budgets to the GLA. Seek to understand views on the neighbouring boroughs to support Ongoing to borough, the council, and local services, Hold Let’s Talk... community engagement themed events at locations across the borough. people to develop the skills they March 2023 need to enter employment. Develop options for the future of the Kingston Adult Education Service, designed to support communicate effectively and in plain people to develop the right skills to remain independent and maximise employment September 2019 English and act on feedback. opportunities. July 2019 Update the council website to ensure all public consultations easily accessible. and ongoing Review the council’s approach to Complete a cross-cutting review of the council’s approach to VCS grants and commissioning. December 2019 voluntary and community sector grants and commissioning to focus on improving value for money and the Develop a ‘Kingston Community Partnership Contract’ which articulates the relationship delivery of our strategic outcomes, March 2020 with an emphasis on celebrating between RBK and the VCS. volunteering. 2 39 THE ROYAL BOROUGH OF KINGSTON CORPORATE PLAN 2019 - 2023 2 KEY PERFORMANCE INDICATORS Strategic outcome 3: Healthy, independent and resilient Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target 3 residents, with effective support to those who need it most % of respondents that say they are concerned about To be established To be established PRIORITY ACTIVITIES crime (annual residents survey Q13)

Fire Risk Assessments up to date 100% (2017/18) 100% 100% 100% Priority Deliverable Delivered by

Gas Safety Certification up to date 100% (2017/18) 100% 100% 100% Deliver a number of change programmes jointly with NHS partners and other stakeholders that progress integration between health, social care and housing services which bring Children and adult social care services Ongoing together initiatives that enable our residents to live independent, healthier lives specified in % food business rated 3 or above 75% 75% 75% 75% which champion resilience and independence; focus on strengths; and the Health and Social care Plan. support people of all ages to live the Number of residents who volunteer regularly (once a N/A - 159 (Q1 N/A 1,000 2,000 most happy healthy, independent live Work with local employers to expand the range of local traineeships and apprenticeships month or more) or Resident volunteer registrations 2018/19) possible. available to young people - particularly those leaving care or with disabilities - to improve the September 2019 local post-16 education offer. 7.5 per 1,000 Domestic Violence offences population (rolling Decreasing trend Decreasing trend Decreasing trend Open a new dementia care home, to provide the best possible care for our elderly residents year Nov 18) October 2020 needing this specialist service.

2.1 per 1,000 Develop and operate a local residential children’s home to meet the requirements of children Sexual violence offences population (rolling Decreasing trend Decreasing trend Decreasing trend January 2020 and young people with higher-level care needs. year Nov 18) Effective, targeted support to our most vulnerable residents to enable them to Increase the range of local, supported accommodation to meet the needs of young people Library visits 558,942 (2017/18) 565,000 570,500 580,137 October 2019 fulfil their potential and improve the who are in care and leaving care. quality of their lives. % of major suppliers’ sub-contracted spend within To be baselined Prevent homelessness through early intervention and provision of advice on accommodation March 2020 borough - suppliers with Kingston postcodes rights and housing options. and ongoing

Continue to maintain and develop a multi agency approach to reduce rough sleeping through March 2020 the provision of outreach and accommodation services. and ongoing

40 41 3 PRIORITY ACTIVITIES 3 PRIORITY ACTIVITIES

Priority Deliverable Delivered by Priority Deliverable Delivered by

Effective, targeted support to our most Work with the ESFA to enable the opening of GEMS Surbiton Primary school. September 2021 vulnerable residents to enable them to Maximise residents independence by developing and using new technology enabled care March 2020 Effective school place planning, ensuring fulfil their potential and improve the services (TECS). and ongoing that the borough has enough schools and school places to support a growing quality of their lives. Work with the ESFA to enable the opening of a special free school (subject to application is population. September 2022 approved). Helping to provide children with the best Develop the local offer to provide integrated support for young families delivered through start in life, through effective early years March 2020 centres and targeted outreach work in local communities. Accessible and integrated health and Develop and implement a Digital Inclusion Action Plan to provide support for people to access support to those who need it. December 2019 social care services with partners, services online whilst continuing to offer an offline alternative to those who need it. providing effective care and an Working with young people to deliver Review youth services by listening to the views of young people and co-producing services approach which enables people to Work with health partners to produce a Health & Care Plan for Kingston which will also form the best services possible in a clear and April 2021 with them. live independently within their local the basis of the joint response to the NHS Long Term Plan, focusing on opportunities to September 2019 joined up way. community. improve health, well-being and independence in Kingston.

Ensuring all children and young people Recruit at least 20 Time to Change champions to use their experience of mental health March 2020 receive a high standard of education problems to change the way people think and act about mental health. locally with a focus on supporting those Establish new specialist resource provisions to create more local school places for children with September 2022 with special educational needs to be special educational needs and disabilities. Support at least 10 businesses in the borough to sign the Time to Change Employers Pledge to educated alongside peers and in local March 2020 mainstream schools. tackle mental health stigma in the workplace. Empowering people to maintain good mental health and well-being with Consult on proposals to expand Burlington Infant and Burlington Junior Schools from Sign up RBK to the Public Health England prevention concordat for better mental health in Spring 2019 access to information, advice and September 2022 and 2025 respectively. order to to create resilient communities, support prevention activity and to prevent mental March 2020 guidance on local activities and services Effective school place planning, ensuring health problems and promote good mental health. that the borough has enough schools that will enable them to lead active and Support the Diocese of Southwark’s application to establish a Church of England voluntary- and school places to support a growing Spring 2019 healthy lifestyles. aided secondary school. Support 5 councillors to be mental health champions as part of the Mental Health Foundation population. March 2020 mental health challenge. Refresh the Council’s School Place Planning Strategy. Spring 2020 Deliver mental health first aid training courses for those working with young people, and for March 2020 those working with adults, developing a train-the-trainer model. and ongoing

42 43 3 KEY PERFORMANCE INDICATORS 3 KEY PERFORMANCE INDICATORS

Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target

The number of delayed transfer of care from hospital 378 based on 17/18 Target set nationally Target set nationally 183 The average progress score per pupil in reading (KS2) +0.7 (2017/18) +0.8 (0.1 increase) Not yet forecast Not yet forecast to social care performance for 19/20 by NHS England

Number of people in care homes aged 65+ exc LD 271 (snapshot 31.3.18) 267 248 Not yet forecast The average progress score per pupil in writing (KS2) -0.3 (2017/18) 0.0 (0.3 increase) Not yet forecast Not yet forecast

Adult safeguarding cases closed with risks reduced or The average progress score per pupil in mathematics 17/18 85% 89% to date 91% Not yet forecast +0.8 (2017/18) +0.9 (0.1 increase) Not yet forecast Not yet forecast removed (%) (KS2)

Percentage of care leavers (19 - 21 year olds) who The average progress 8 score per pupil (KS4) +0.5 (2017/18) +0.6 (0.1 increase) Not yet forecast Not yet forecast are in contact with the local authority and who are 64% (2017/18) 60% 62% Not yet forecast engaged in education, training and employment The proportion of schools judged at good or better 94% (2017/18) 98% Not yet forecast Not yet forecast by Ofsted The number of looked after children 128 (2017/18) 122 (forecast) 126 (forecast) Not yet forecast

Not yet forecast Percentage of statutory EHCPs completed within 20 The % of looked after children placed 20+ miles from 75% (2017/18) 75% 80% 2020/21 = 85% 22% (2017/18) 20% 18% Not yet forecast weeks (excluding exceptions) home 2021/22 = 90%

Progress scores should be compared to the national average of 0.0. A positive score indicates that pupils make stronger progress from their different starting points Households living in Temporary Accommodation 709 872 872 n/a than their peers nationally, whilst a negative value will indicate weaker progress.

Homelessness Preventions (via housing options) 597 (2017/18) 450 450 n/a

No of Mental Health First Aid Courses delivered (adults New KPI 6 (3 adults, 3 young) and young people)

44 45 MAKING KINGSTON BETTER, TOGETHER PRIORITY ACTIVITIES Changing council objective: Kingston council will be financially and environmentally sustainable, £ working transparently and collectively in the best interests of Kingston’s residents, partners and businesses Priority Deliverable Delivered by

Developing organisational development PRIORITY ACTIVITIES Develop a organisational development strategy that provides staff with the tools and support that drives transformation and deliver to do their job and transform services, development programme that nurtures and grows April 2020 the culture change we want - ensuring talent and staff engagement process that is inclusive and empowering. Priority Deliverable Delivered by our workforces reflects our community.

Set a balanced budget for 2019/20 and sustainable MTFS to 2022/23 March annually Create a register of local community, residential, business and voluntary groups that will be December 2019 consulted as of right on matters of local interest and service provision. Taking responsibility and doing what’s necessary to put the council on a Carry out a full review of Fees & Charges March 2020 ‘Hardwiring’ effective communications, sustainable financial footing. consultation and engagement into the Implement a Residents’ Engagement and Consultation Hub (REACH) to serve as a vehicle April 2020 Completion of organisational restructure at all tiers April 2019 council’s decision-making, with services through which the council will consult with local interest groups. which are designed with our residents.

Develop a Commissioning, Procurement and Contract management framework that ensures Develop a Community Engagement Strategy to articulate the council’s vision and approach to July 2019 consistent best practice across all council’s commissioning activity, delivers best value and March 2020 community engagement and some of the practical tools it will use to improve. Reshaping commissioning and improved outcomes for Kingston’s communities. contract management to deliver more Implement the new Digital Customer platform to improve the ability for people to report faults effective outcomes using the same or Deliver £1.5m savings through our Smarter Commissioning - Better Contracting programme. April 2023 September 2019 or issues, book appointments and pay for things online. less resources including a corporate framework and approach. Develop a framework that maximises commercial opportunities for the Council and Improve the way residents can access Review and refresh the most visited pages on the council’s website to improve clarity of encourages enterprise with a programme of activity to deliver new or alternative delivery January 2020 services by embracing new technology; July 2019 and information and services available and work with services to improve best practice in web models. investing in customer services; and ongoing making it easier for residents to book design across teams. things, report activities and access Achieve London Living wage Accreditation September 2019 Develop a framework that maximises services on online, whilst continuing to Review all support services to ensure they are focussed on enabling frontline service delivery, Rolling social value from all third party provide alternatives for those that who maximise digitalisation and transformation. programme relationships to benefit Kingston Ensure social value criteria are part of every commissioning process and that we identify the are unable to do so. December 2019 communities and businesses. key outcomes for RBK - the ‘social value ask’. Engaged in the delivery of the Internet of Things pilot as part of the South London Partnership March 2020 work.

46 47 PRIORITY ACTIVITIES KEY PERFORMANCE INDICATORS

Priority Deliverable Delivered by Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target

Undertake Smart Place projects to look at smart use of technology to include Domestic General Fund Revenue delivered within 1% of budget -2.74% (2017/18) +/-1% +/-1% +/-1% Improve the way residents can access March 2020 Violence and Air Quality. services by embracing new technology; investing in customer services; and % Housing rent arrears collection 4.3% (Mar 2018) 3.6% 3.6% (Mar 2019) making it easier for residents to book Improve the broadband capacity in the borough though market intervention, social housing March 2021 things, report activities and access fibre, bid for superfast broadband and maximising wi-fi / small cell / 5G. % Commercial rent collection 93.3% (estimate) n/a TBC TBC services on online, whilst continuing to provide alternatives for those that who Review the council’s data centre arrangements to improve resilience and security for the Council Tax collected (QRC) % Current year 98.5% (2017/18) 98.5% 98.5% are unable to do so. March 2021 council. NNDR (business rates) collected (QRC) % Current year 97.5% (2017/18) 97.5% 97.5% June 2018 Introduce a Scrutiny Panel to empower residents to challenge council decisions. (complete) Average general needs void turnaround time (HRA) 23 days (2017/18) 23 days 23 days

Strengthen the council’s approach to performance and risk management and produce June 2019 % of third party spend with contracted suppliers 61.35% (Q3 18/19) n/a 70% 80% An open and transparent council, with quarterly budget, performance and risk management reports to Committee. and ongoing accessible data and decisions which are % of third party spend with SMEs (against 30% 62.89% (Q3 18/19) n/a 63.5% 65% subject to public debate and scrutiny. Ensure that the speed and quality of decisions on planning applications protects the council’s government target) Ongoing right to determine planning applications. % of third party spend within borough - suppliers with 12.02% (Q3 18/19) n/a 12.5% 20% Improve the quality of Kingston’s Open Data Portal to increase the amount of service and Kingston postcodes March 2020 financial data published to improve transparency of the council and assist resident scrutiny.

Value, respect and reward our staff, listen to their ideas and concerns, provide a Agree a mechanism for measuring the employee experience and engagement and building April 2019 ‘golden thread’ on how they are helping opportunities for employee input and involvement into the way we work. us to achieve our ambitious aims.

48 £ 49 KEY PERFORMANCE INDICATORS KEY PERFORMANCE INDICATORS

Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target Performance Measure Baseline 2018/19 Target 2019/20 Target 2022/23 Target

Average call waiting times to contact via phone Workforce demographics % of top 5% earners: Less than 10 mins Less than 5 mins Less than 5 mins Less than 5 mins through Customer Contact Centre • Female • 61.7% (London median 51%) • Disability • 7.5% (London median 4%) Online enquiries received v enquiries via phone 20% online 50% online 50% online 70% online • Ethnicity - BAME • 7.5% (London median 17%) Complaints & FOI resolved within agreed timescales 50% 70% 80% 95% • Average age of workforce • 45 (London average 46)

Process planning applications for major development >80% * 'subject to 98.2% (Sept 2018) >80% within the statutory target, or any agreed extension national Gvt change

Process planning applications for non-major development within the statutory target, or any 87.1% (Sept 2017) >70% >70% agreed extension.

Secure a 5 year supply of land for housing 2.9 years (Q2 2018/19) >5 years >5 years development

Pay gender gap (median hourly rate - a positive value denotes the percentage that men are paid more than 5.2% (Mar 2017) 5% 5% 5% women)

6.1 days per employee Sickness absence (corporate + London average) (London Median 8.2 6.1 days 6.1 days 6.1 days 2017/18)

50 1£ 51 GET INVOLVED

We are focusing on strengthening the relationship between the council and the community and want to involve you in the design of local services and the things that affect you most. We are looking at doing this in new ways and would welcome your views. If you’re interested in getting involved please let us know at kingston.gov.uk/getinvolved

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