How the council works

Our service standards

We are measured against standards established nationally through Regulators and Regulatory Bodies these include –

Complaints handling

The Local Government and Social Care Ombudsman (LGSCO) and the Housing Ombudsman Service (HOS) have established aligned Complaint handling codes which have been implemented with effect from 1 April 2024.

A complaint is “an expression of dissatisfaction, however made, about the standard of service, actions or lack of action by the Council, its own staff, or those acting on its behalf, affecting an individual, a resident or group of individuals or residents".

An expression of dissatisfaction in a survey is not a complaint. A complaint is not considered in the following circumstances -

• the issue giving rise to the complaint occurred over 12 months ago
• the complaint relates to a matter that has previously been considered under the complaints policy
• legal proceedings have been started by the complainant, that is a claim has been filed at court

The standards we work to when handling complaints are set out below.

Accessibility standards

• C1 The Council must make it easy for everyone to complain by providing different channels through which they can make a complaint
• C1 The Council must consider their duties under the Equality Act 2010 and anticipate the needs and reasonable adjustments of anyone who may need to access the complaints process

Procedural standard

• C2.1 Complaints procedures should have two stages to ensure complaints are properly considered without undue delay. When a complaint is logged at Stage 1 or escalated to Stage 2
  • For Housing Complaints only - the Council must set out their understanding of the complaint and the outcomes the resident is seeking
• C2.2 Complaints must be -
  • dealt with on their merits, acting independently, and with an open mind
  • provide the customer with a fair chance to set out their position
  • take measures to address any actual or perceived conflict of interest
  • consider all relevant information and evidence carefully

Timeliness standards

• C3.1 The Council must issue a full response to stage 1 complaints within 10 working days of acknowledging the Complaint
• C3.2  While extension of this period is permitted, any extension must be no more than 10 working days without good reason, and the reason(s) must be clearly explained to the resident
• C3.3 Requests for stage 2 must be acknowledged, within five working days of the escalation request being received
• C3.4 The Council must issue a final response to the stage 2 within 20 working days of the complaint being acknowledged

Intelligence standards

• C4 The Council must use complaints as a source of intelligence to identify issues and introduce positive changes in service delivery. Accountability and transparency are also integral to a positive complaint handling culture. The Council must report back on wider learning and improvements from complaints to stakeholders, such as residents’ panels, staff and relevant committees

Accountability standard

• C5 The Executive will receive regular information on complaints that provides insight on the complaint handling performance. This person must have access to suitable information and staff to perform this role and report on their findings. The Directors and the Executive (or equivalent) must receive -
  • regular updates on the volume, categories and outcomes of complaints, alongside complaint handling performance
  • regular reviews of issues and trends arising from complaint handling
  • regular updates on the outcomes of the Ombudsman’s investigations and progress made in complying with orders related to severe maladministration findings
  • the annual complaints performance and service improvement report

Cultural standard

• C6 The Council need to have a collaborative and co-operative approach towards resolving complaints, working with colleagues across teams and departments. Taking collective responsibility for any shortfalls identified through complaints, rather than blaming others and act within the professional standards for engaging with complaints as set by any relevant professional body

Governance Standard

• C7 The Council must produce an annual complaints performance and service improvement report for scrutiny and challenge, which must include the annual self-assessment against this Code to ensure their complaint handling policy remains in line with its requirements

Customer Programme Digital First Programme

The 4 mandatory Key Performance Indicators through which to measure the impact of the Customer Programme are -

• cost per transaction
• user satisfaction
• completion rate
• digital take-up

In addition the service is required to meet the accessibility standards.

Information Governance and Cyber Security

The Information Commissioner requires that the local authority respond to Freedom of Information Requests and Subject Access requests within a set number of days. In addition, the Council is required to undertake Data Protection Impact Assessments upon how it manages data.

Finally there is a requirement to self-report upon Data Breaches and Cyber incidents. The governance for this process is the responsibility of the Senior Information Risk Officer of the Council, cross Council representatives on the Information Governance Group and the Audit Committee.

• D1 respond to 90% of Freedom of Information requests (FOI) within 20 days of receipt, subject to any legitimate extension of deadlines to consider public interest tests 
• D2 respond to 90% of Subject Access requests within 30 days of receipt, subject to any legitimate extension of deadlines for large or complex requests
• D3 undertake Data Protection Impact Assessments of the impact of its processes upon the data of citizens
• D4 report upon Data Breaches to its Information Governance Group and as necessary account to the Information Commissioner
• D5.1 comply with the requirements of its annual Public Service Network (PSN) review
• D5.2 ensure that the Technological Platforms and Software it uses are subject to Cyber Security Assessment and the risks of implementation assessed and determined prior to Go-Live
• D6 pursue the What Good Looks Like transformation framework to promote digital integration with the Health and Care System
• D7 the Senior Information Risk Officer person must have access to suitable information and staff to perform their role and report on their findings. The Directors and the Council must receive regular information on Information Governance that provides insight on performance -
  • regular updates on the volume, categories and outcomes of requests, alongside handling performance
  • regular reviews of issues and trends arising from request handling
  • regular updates on the outcomes of the Information Commissioner investigations and progress made in complying with orders related to findings
  • the annual performance and service improvement report

You can access our Customer Feedback Statistics.

The provision and facilitation of the provision of Housing in the city

The provision and facilitation of the provision of Housing in the city

Housing provided by the Local Authority is subject to the Four Consumer Standards against which the Council is assessed by the Housing Regulator.  As referenced above the Housing Ombudsman also reviews Transparency within Council processes in relation to Housing Management.  The Consumer Standards are –

• H1.1 Ensure that tenant’s homes, as a minimum, meet and maintain the Government Decent Homes Guidance, and continue to exceed that standard where built with public funding to a higher standard
• H1.2 Provide a cost-effective repairs and maintenance service to homes and communal areas that –
  • responds to the needs of, and offers choices to tenants
  • completes repairs and improvements right first time
  • meets all applicable statutory requirements relating to the health and safety of occupants
• H1.3 Ensure a prudent, planned approach to repairs and maintenance of homes and communal areas which delivers value for money
• H1.4 Co-operate with relevant organisations to provide an adaptations service that meets tenants’ needs
• H1.5 Self-report any non-compliance to the regulator and ensure that tenants are aware of the reasons for non-compliance and the plan and timescale for resolution
• H1.6 All higher risk buildings comply with the requirements of the Building Act 2022 in terms of fire safety
• H1.7 Damp and Mould identified is fixed within strict time limits
• H2.1 Tenants must be treated with fairness and respect and information, communication and choices in relation to the consumer standards must recognise the diverse and additional support needs of tenants supported by an approach to complaint management that is clear, simple and accessible.  This will be facilitated through accessible, relevant and timely information about –
  • how tenants can access services
  • the standards of housing services tenants can expect
  • performance against the standards
  • the service choices available to tenants and associated costs
  • progress upon repairs
  • available mechanism for the provision of feedback
  • the responsibilities of tenant and provider
  • the opportunities for tenant involvement and scrutiny
• H2.2  - Tenants must be offered a wide range of opportunities to influence and be involved in –
  • the formulation of housing-related policies and strategic priorities
  • decision making in relation to how housing-related services are delivered
  • scrutiny of the landlord’s performance
  • commissioning of repair and maintenance services
  • agreeing local offers for service delivery
• H2.3 Tenants must be supported to develop involvement and empowerment through –
  • tenant capacity building
  • support for the formation of tenant panels/groups
  • the provision of timely and relevant information to support scrutiny of the landlord
  • opportunities to influence the scope of local offers for service delivery
  • every three years consulting tenants upon the best way of involving tenants in governance and scrutiny
  • where appropriate, the exercise of the Right to Manage
• H3.1 Develop and publish a policy in consultation with tenants for maintaining and improving the neighbourhoods and communal areas associated with provided homes clean and safe, and maintain the same to this standard in partnership with tenants and other providers
• H3.2 Develop and publish the role that the local authority will play in co-operating with community partners to help promote social, environmental and economic well-being and assess progress
• H3.3 Publish a policy upon how the authority will work in partnership with other agencies to prevent and tackle anti-social behaviour in the neighbourhoods where the Council owns homes, and demonstrate –
  • that tenants are made aware of their responsibilities and rights
  • strong leadership, commitment and accountability in preventing and tackling ASB
  • focus upon preventative measures tailored towards the needs of tenants and their families
  • prompt, appropriate and decisive problem solving action being taken to deal with ASB before it escalates
  • all tenants and residents can easily report ASB, are kept informed about the status of their case and where responsibility rests
  • support is provided to victims and witnesses
• H4.1 Homes are let in a fair, transparent and efficient way, taking into account the needs and aspirations of potential tenants/tenants, demonstrating, how use of the housing –
  • achieves best outcomes with the available housing
  • is compatible with its purpose
  • contributes to the strategic objectives within the Housing Strategy and delivers sustainable communities
  • includes clear processes for applications, decision-making and appeals
  • offers opportunities for mutual exchange of tenancies via an internet portal
• H4.2 Tenancies offered are compatible with –
  • the purpose of the accommodation
  • the needs of individual households
  • the sustainability of the community
  • the efficient use of housing stock
  • are let through agreements in relation to occupation that meet all applicable statutory and legal requirements
• H4.3 Allocation is delivered in accordance with clearly articulated policies, with support and advice to potential tenants and undertaken –
  • in cooperation with other registered landlords through common housing registers, common allocations policies and local lettings policies so as to –
    • ensure that under-occupation and over occupation is managed effectively
    • minimise the time that properties are empty between lettings
    • address accessibility in terms of support needs, including for those for whom English is not their first language and those who have difficulties with written English
• H4.4 Data in relation to tenant satisfaction performance measures must be –
  • collected and sent to the regulator within the timeframe set by the regulator
  • be accurate
  • be reliable
  • be valid and transparent
  • be published annually

Adult Social Care

The Council’s Adult Social Care Services are assessed by the Care Quality Commission withing the framework of the Standards identified by the Commission and set out below –

• A1.1 The effectiveness of care is maximised through assessment and review of health, care, wellbeing and communication needs to provide co-ordinated care and support working well together to provide support
• A1.2 Health and wellbeing is managed so as to maximise independence, choice and control, live healthier lives and reduce future needs for care and support, through the individual having access to information and advice upon how to be as well as possible (physically, mentally and emotionally) and supported to plan ahead for important changes in life that are anticipated
• A1.3 Information about people who are most likely to experience inequality is sought out and listened to and support and treatment tailored in response so that the individual feels that he/she/they have the care and support that enables them to live as they want to, seen as a unique person with skills, strengths and goals
• A2.1 The diverse needs of people and local communities are understood, so care is joined-up, co-ordinated and flexible with everyone working well together to provide choice and continuity
• A2.2 The duty to collaborate and work in partnership is understood so that services and partners co-ordinate care and support and work well together seamlessly with the individual to deliver improvement
• A3 Partners work together with people to establish and maintain safe systems of care in which safety is managed, monitored and assured  so that when people move between different services there is a plan for what happens next and who will do what with practical arrangements in place to ensure that continuity of care is maintained and the individual feels safe and supported to manage any risks

Childrens Social Care

Children’s Services are assessed within the framework established by OFSTED and set out below –

• CH1.1 Children, young people and families are offered help when needs and/or concerns are first identified. The early help improves the child’s situation and supports sustainable progress. The interface between early help and statutory work is clearly and effectively differentiated
• CH2.1 Professionals identify children and young people in need of help and protection. They make appropriate referrals to children’s social care and are able to access social work expertise and advice. There is a timely and effective response to referrals, including out of normal office hours. 1 Professionals understand thresholds. This leads to children and families receiving effective, proportionate and timely interventions, which improve their situation
• CH3.1 Children and families experience child protection enquiries that are thorough and lead to timely action, which reduces the risk of harm to children
• CH3.2 Allegations of abuse, mistreatment or poor practice by professionals and carers are taken seriously. Steps are taken to protect children and young people and the management of allegations against staff is robust and effective
• CH3.2 Allegations of abuse, mistreatment or poor practice by professionals and carers are taken seriously.  Steps are taken to protect children and young people and the management of allegations against staff is robust and effective
• CH3.3 Assessments and plans are dynamic and change in the light of emerging issues and risks.  Assessments (including early help assessments) are timely and proportionate to risk.  They are informed by research and by the historical context and significant events for each child. They result in direct help for families where needed and are focused on achieving sustainable progress for children.  Help given to families is proportionate to the level of need. Information sharing between agencies and professionals is timely, specific, effective and lawful
• CH3.4 Children in need of help and/or protection have a plan setting out how they will be helped and how their needs are going to be met and how risk will be reduced within the timescales appropriate for the child.  Where families refuse to engage, clear contingency plans are in place. These are based on the assessment of need and risks to the child.  Action is taken to avoid drift and delay.  Plans and decisions are reviewed.  Alternative decisive action is taken where the circumstances for children do not change and the help provided does not meet their needs or the risk of harm or actual harm remains or intensifies
• CH3.5 Children and young people are protected through effective multi-agency arrangements.  Key participants attend multi-agency meetings. These meetings are effective forums for timely information-sharing, planning, decision-making and monitoring.  Actions happen within agreed timescales and the help and protection provided reduce risk and meet need
• CH4 Decisions are made by suitably qualified and experienced social workers and managers. Actions are clearly recorded. Systematic and high quality management oversight of frontline practice drive child-centred plans and actions within the timescales appropriate for the child. Effective and timely planning, support and decision-making takes place during pre-proceedings work
• CH5.1 Children, young people and families benefit from stable and meaningful relationships with social workers. They are consistently seen and seen alone by social workers where it is in the best interests of the child. Practice is based on understanding each child’s day-to-day lived experience. Children are safer as a result of the help they receive
• CH5.2 Children and young people are listened to. Practice focuses on their needs and experiences and is influenced by their wishes and feelings. Children, young people and families have timely access to, and use the services of, an advocate, feedback from children and their families about the effectiveness of the help care or support they receive informs practice and service development
• CH6.1 Neglect, sexual abuse, physical abuse and emotional abuse are effectively identified and responded to. Children and young people who live in households, where at least one parent or carer misuses substances or suffers from mental ill-health or where there is domestic violence, are helped and protected
• CH6.2 Social workers recognise the factors that can make children more vulnerable and tailor their interventions appropriately. This includes (but not exhaustively) disabled children, children who are privately fostered, children not attending school, vulnerable adolescents and children at risk of radicalisation or exploitation or becoming involved in gangs
• CH6.3 Children and young people who are missing from home, care or full-timeschool education (including those who are excluded from school) and those at risk of exploitation and trafficking receive well-coordinated responses that reduce the harm or risk of harm to them. For those who are missing or often missing, there is a clear plan of urgent action in place to protect them and to reduce the risk of harm or further harm
• CH7.1 Children and young people become looked after in a timely manner and in their best interests; decisions that children should be in care are based on clear, effective, comprehensive and risk-based assessments, involving where appropriate other professionals working with the family
• CH7.2 Where it is not possible for children to return home, suitable and timely plans for permanence are made for them to live away from the family home
• CH7.3 Where the plan for a child is to return home, there is purposeful work undertaken with the family so that it is safe for the child to return. Further care episodes are avoided unless they are provided as a part of an appropriate plan of support
• CH7.4 The wishes and feelings of children, and those of their parents, are clearly set out in timely and authoritative assessments and applications to court. Assessments of family members as potential carers are carried out promptly to a good standard
• CH7.5 Children’s care plans comprehensively address their needs and experiences, including the need for timely permanence. Children’s plans are robustly and independently reviewed with the involvement, as appropriate, of parents, carers, residential staff and other adults who know them. Plans for their futures continue to be appropriate and ambitious
• CH8.1 Children are seen regularly and seen alone by their social worker and children understand what is happening to them. Children have positive and stable relationships with professionals and carers who are committed to protecting them and promoting their welfare
• CH8.2 Children in care and care leavers are helped to understand their rights, entitlements and responsibilities. They know how to give feedback or complain and understand what has happened as a result of their complaint. Their complaints are treated seriously and are responded to clearly. Urgent action is taken and services improve where necessary. Children and young people have access to an advocate and independent visitor when needed. Care leavers are well-informed about access to their records, assistance to find employment, training and financial support
• CH8.3 The local authority celebrates the achievements of children in care and care leavers. It shows it is ambitious for their futures
• CH8.4 Children in care and care leavers are well represented by a Children in Care Council or similar body which is regularly consulted on how to improve the support for these children and young people
• CH9.1 Children in care and care leavers are protected or helped to keep themselves safe from bullying, homophobic behaviour and other forms of discrimination
• CH9.2 Any risks associated with children and care leavers offending, misusing drugs or alcohol, going missing or being sexually exploited or exploited in any other way are known well by the adults who care for them. Children receive help to reduce the risk of harm or actual harm. Children and care leavers are safe and feel safe. They are helped to understand how they can keep themselves safe
• CH10.1 Children in care and care leavers are in good physical and mental health, or are being helped to improve their health. Their health needs are identified and met
• CH10.2 Care leavers have access to and understand their full health history
• CH11.1 Children and young people make good educational progress at school or other provision since being in care. They receive the same support from their carers as they would from a good parent
• CH11.2 Children and young people who do not attend school have prompt access to suitable good-quality registered alternative provision. There is regular review of their progress. Urgent action is taken if children are missing from education or if their attendance reduces
• CH11.3 Children and young people enjoy what they do and have access to a range of social, educational and recreational opportunities. Adult carers have suitable delegated authority to make prompt decisions about children’s day-to-day lives
• CH12.1 Children and young people are safe and settled where they live. They move only in line with care plans, when they are at risk of harm or are being harmed. They do not live anywhere that fails to meet their needs. They are able to live with their brothers and sisters when this is in their best interests, including when they are adopted. Children and young people have appropriate, carefully assessed and supported contact with family, friends and other people who are important to them
• CH12.2 Children and care leavers who live away from their ‘home’ local authority have access to education and health services that meet their needs as soon as they move outside of their ‘home’ area. Placing local authorities notify the ‘receiving’ local authority that a child is moving to their area promptly and ensure that services are in place to meet the child’s needs before the child moves
• CH12.3 There is a sufficiently wide range and choice of placements available to meet the needs of children in care
• CH12.4 Effective recruitment, assessment, training and support of carers (including, as appropriate, foster carers, adopters, special guardians and residential staff) ensure that children and young people receive high-quality, safe and stable care that meets their diverse needs
• CH12.5 All agencies and professionals work together effectively to reduce any unnecessary delay in receiving support and achieving permanence for children
• CH12.6 Children are effectively prepared for, and carefully matched with, a permanent placement. Their wishes and feelings influence the decisions about where they live. Children are helped to develop secure, primary attachments with the adults caring for them. They are helped to understand their life histories, experiences and identities
• CH12.7 The accessibility, style and clarity of case records enhance the understanding that children in care and care leavers have about their histories and experiences
• CH12.8 Adoption is considered carefully and promptly for all children who are unable to return home or to their birth families and who need a permanent alternative home; this includes good use of concurrent and parallel planning, the Adoption Register and Fostering for Adoption
• CH12.9 Fostering and adoption panels, and the respective decision-makers, ensure that children are effectively matched with families. Local authorities have arrangements in place to ensure consistently good practice and receive regular feedback on the effectiveness of the work of panels
• CH12.10 Children who are adopted, their adoptive families, their birth relatives and adopted adults are informed, and are aware of, their entitlement to receive an assessment of their adoption support needs. When support is needed, it is provided quickly, effectively and leads to improved circumstances for the children, young people, families and carers involved
• CH13.1 Care leavers have timely, effective pathway plans (including transition planning for children in care with learning difficulties and/or disabilities).These plans address all young people’s needs. Reviews of plans for care leavers are robust and involve all key people, including the young person, who understands their pathway plan and contributes to its development. Plans for their future continue to be appropriate, as well as ambitious
• CH13.2 Care leavers develop the skills and confidence they need to maximise their chances of successful maturity to adulthood, including parenthood. Care leavers have trusted relationships with carers and staff from the local authority and develop supportive relationships within the community, including with family and friends. They receive the right level of practical, emotional and financial support until they are at least 21 and, where necessary, until they are 25
  • Care leavers move towards independence at a pace that is right for them. Young people are encouraged to remain in care until their 18th birthday when this is in their best interest. They can remain living with their carers beyond their 18th birthday or, if more appropriate, receive ongoing support to live in permanent and affordable accommodation that fully meets their needs
  • Care leavers have good education and employment opportunities, including work experience and apprenticeships. They are encouraged and supported to continue their education and training, including those aged 21 to 24 years. Care leavers are progressing well and achieving their full potential through either being in further and higher education or in their chosen career/occupation
  • Care leavers have accommodation that best meets their needs and helps them to develop their independence skills safely. Risks of tenancy breakdown are identified and addressed; alternative plans are put in place promptly when necessary. Houses in multiple occupation (HMO) are only used when it is a young person’s preferred option and it can demonstrably be shown to be in their best interests
  • Care leavers are provided with all key documents they need to begin their lives as young adults, such as national insurance numbers, birth certificates and passports
• CH14.1 The leadership of the council, including the chief executive, lead member (and other members) and the Director of Children’s Services (DCS) recognise and prioritise the needs of children and this is reflected in corporate decision-making, action and active attendance at key committees and boards
• CH14.2 The chief executive and lead member are well informed and hold the DCS and their leadership team to account for the quality of practice and the challenges in the local area. This is exemplified through accurate assessments of practice that drive improvement
• CH14.3 Strategic leaders ensure that relationships with key partners including the health community, the police, schools, Cafcass and the family courts provide a helpful and effective context for social workers and practitioners to work effectively with children and families
• CH14.4 The local authority is an active, strong and committed corporate parent – in line with the corporate parenting principles. There is a corporate sense of responsibility for children in care and care leavers and the chief executive leads a local authority that recognises and prioritises the needs of children in all aspects e.g. housing, career opportunities, education and learning
• CH15.1 The local authority has a track record of responding appropriately, effectively and quickly to areas for development, service deficiencies or new demands and shows resilience to new challenges. The local authority’s self-evaluation of practice is accurate
• CH15.2 The local authority has detailed and relevant knowledge of its local communities, including children in care and care leavers and uses this knowledge effectively to meet their needs. Leaders identify the vulnerable groups in their local areas, their needs and ensure that there is an effective response for these groups of children. Commissioned and in-house services have sufficient capacity and meet the needs of local children, young people and families in need of help, care and protection
• CH15.3 The local authority can demonstrate evidence of practice that is informed and sustainably improved by feedback, research and intelligence about the quality of services. The experiences of children, young people and families who use them are important, including learning from their complaints and from successful or disrupted placements or adoption breakdown
• CH16.1 The local authority, through performance management and monitoring, has an accurate and systematically updated understanding of its effectiveness and uses this to drive improvement
• CH16.2 Management oversight of practice, including practice scrutiny by senior managers, is established, systematic and used clearly to improve the quality of decisions and the provision of help to children and young people
• CH17.1 Careful monitoring of workloads and oversight of the impact of wider systems on working conditions for practitioners ensures that they have the capacity and ability to develop meaningful relationships with children and families. The impact of any systems change is well-managed with a sustained focus on the experience of children and families
• CH17.2 The local authority social care workforce is sufficient, suitably qualified and accredited to deliver high-quality services to children and their families. Managers and practitioners are experienced, effectively trained and supervised and the quality of their practice improves the lives of vulnerable children, young people and families. There is effective organisational support for the training and professional development of social workers and managers. Leaders and managers have created an environment where good social work can flourish and this is evident in the overall quality and impact of social work

Education

Hull City Council deliver services to Children with Special Educational Needs through a local area partnership with the NHS Humber and North Yorkshire Integrated Care Board and judgements are made upon the effectiveness of the partnership by OFSTED within the Standards articulated below.

At the local level the Council work closely with the Humber Teaching NHS Foundation Trust to design and deliver the Humber Youth Recovery and Wellbeing College and with the Multi Academy Trusts through the Hull Learning Partnership. The majority of schools in the city are managed by Multi Academy Trusts and their performance information can be found online.

• E1.1 Needs are identified accurately and assessed in a timely and effective way
• E1.2 Children, young people and their families participate in decision making about their individual plans and support
• E1.3 Children and young people receive the right help at the right time
• E1.4 Children and young people are well prepared for their next steps, and achieve strong outcomes
• E1.5 Children and young people are valued, visible and included in their communities
• E2.1 Leaders are ambitious for children and young people with SEND
• E2.2 Leaders actively engage and work with children, young people and families;
• E2.3 Leaders have an accurate, shared understanding of the needs of children and young people in their area;
• E2.4 Leaders commission services and provision to meet the needs and aspirations of children, including those in alternative provision
• E2.5 Leaders evaluate services and make improvements
• E2.6 Leaders create an environment in which effective practice and multi-agency working can flourish

Street Scene – Waste Management and Sustainability Pathway Performance

Achievement of the Waste Management Plan for England, January 2021.

Measures to be taken to ensure that -

• at least 50% by weight of waste from households is prepared for re-use or recycled
• at least 70% by weight of non-hazardous construction and demolition waste that is not naturally occurring material falling within the description of code 17 05 04 in the List of Wastes is subjected to material recovery

Planning

Compliance with the Improving Planning Performance Criteria - 

Financial performance

The assessment of Best value is determined by a judgement arising from the following seven themes -

• Continuous improvement
• Leadership
• Governance
• Culture
• Use of resources
• Service Delivery
• Partnerships and community engagement

Performance

The performance of the Council  in delivering services can be understood through reports upon Service Performance received on a regular basis by the Council’s Scrutiny Commissions.

The Council’s detailed budget is published online and in year updates upon the Council’s performance against budget is reported to Cabinet quarterly.

The annual statement of accounts are available to download.

External review of Council performance

The outcome of external inspections of service can be accessed through the links below -

• Children’s Services and Special Educational Needs (SEND)
• Adult Social Care
• District auditors report
• Housing Regulator