1. NI 195 AND PERFORMANCE MANAGEMENT Brian Johnson Director of Strategic Projects Hugh Thornton Strategic Projects Manager ENCAMS

2. SCOPE OF PRESENTATION Background to development of NI 195 Changes from BVPI 199 to NI 195 NI 195 and Performance Management

3. BACKGROUND (1) Lifting the Burdens Task Force – July 2006 White Paper ‘Strong and Prosperous Communities’ October 2006 Working Neighbourhood Areas – November 2007

4. BACKGROUND (2) Local Area Agreement Process Comprehensive Area Assessment – Nov 2007 National Indicator Set (198) – Nov 2007 Creating Strong, Safe and Prosperous Communities – Nov 2007

5. BACKGROUND (3) LEQ Seminars – feedback from LAs Summer 2007 BVPI 199 to be replaced by NI 195 and NI 196 – Sept 2007 DCLG Consultation – Nov-Dec 2007 DCLG Technical Guidance – Feb/March 2008

6. CHANGES FOR NI 195 (1) NI 195 will have four elements: - Litter - Detritus - Graffiti - Flyposting It will measure the % of sites not reaching an adequate standard.

7. CHANGES FOR NI 195 (2) Intermediate Grades retained: - important management information - support through www.localenvironmentskills.org New B – Grade: - weighting amended from 1.0 to 0.5 - recognise where standards are just a little below standard

8. CHANGES FOR NI 195 (3) Housing Land Uses amended – three new classes High, Medium and Low Obstruction Based mainly on potential obstruction by on-street parked vehicles New definitions for Medium and Low Obstruction Housing

9. CHANGES FOR NI 195 (4) Primary and Secondary Retail and Commercial Areas relabelled: - ‘Primary’ becomes ‘Main’ - ‘Secondary’ becomes ‘Other’ Definitions are unchanged

10. CHANGES FOR NI 195 (5) Advice on margins of error associated with NI 195 at local authority level Advice (on separate website) by end of March 2008 on use of NI 195 for sub-district surveys BVPI 199 website open until April 2009

11. CHANGES FOR NI 195 (6) Online database to streamline data input and analysis, and Government returns Support via Skills Development website – www.localenvironmentskills.org Briefing for Elected Members

12. CHANGES FOR NI 195 (7) More emphasis on data reliability and robustness Importance of regular training Importance of quality assurance processes Promotion of independent/external scrutiny, and working with neighbouring LAs

16. HIGHER PERFORMANCE MANAGEMENT WHY BOTHER? Challenges are increasingly multi-stranded: –Local Strategic partnerships –Local Area Agreements / Multi-Area Agreements –Comprehensive Area Assessments –Sustainable Communities All require the integrated management of social, economic and physical environmental targets

17. SETTING TARGETS USING NI 195 (1) NI 195 – some useful characteristics Deals with issues relevant to most people’s lives Grades related to customer perspective Reliable methods and units of measurement Contains spatial definitions (Standard Land Uses) Tells where, and how bad problems are. Supplies basic management information.

18. SETTING TARGETS USING NI 195 (2) Conversion of BV 199 to NI 195 - will be lower than BV 199 Baseline needs to take into account three aspects: - 2006/7 BV 199 returns - BV 89 score - Extended LEQSE data Standardised baselines being calculated for LAAs using Extended LEQSE data

19. BASIC PRINCIPLE OF IMPROVEMENT

20. HIGH PERFORMING MADRID How a city moved from being Europe’s dirtiest Capital to probably the cleanest Used LEQS derived data over 12 years Set phased strategy Set targets for each stage Applied the ‘Basic Principle of Improvement’ Persevered

21. USE OF LEQS IN MADRID

22. THREE-STAGE IMPROVEMENT PROCESS STAGE 1 - Improvements Within Cleansing Contract Managers’ Skills - Routine Monitoring - Staff Development - Right Equipment, Right Place, Right Time STAGE 2 - Engaging With Others Waste & Recycling - Highways - Building Control - Police - Targeted Businesses - Targeted Community Sectors STAGE 3 - Renewing Infrastructure Maintainable Designs for Highways and Open Spaces - LEQ seen as a key element of economic success

23. localenvironmentskills.org Five skills challenges: 1.Systematic monitoring and management 2.Development and maintenance of effective strategy 3.Enabling tactical responsiveness through skilling and empowering frontline staff 4.Knowing your (ever-changing) customer 5.Effective communication with and engagement of your customers

24. VLPMF PARTNER AUTHORITIES LGA sponsored, ENCAMS led, many partners, incl. APSE & Cabe Space Allerdale – South Workington NMA Lancaster – Poulton NMA Sheffield – Walkley / Walkley Bank Southwark – Nunhead

25. ANY QUESTIONS? brian.johnson@encams.org hugh.thornton@encams.org