The Policy and Performance Review Board of Richmond upon Thames Council met on Thursday 16 July 2026 to review the work of the Council's communications team and to examine the Council's key performance indicators (KPIs). The Board provided feedback on the communications team's approach, discussed the effectiveness of various communication channels, and noted progress on corporate plan actions and performance against KPIs.

Council Communications Strategy

The Board received an overview of the Council's communications team's activities over the past year. The team highlighted a significant increase in communications activity, with growth in e-newsletter subscriptions and media coverage. The presentation detailed the team's structure and future focus areas. Councillors engaged in a detailed discussion about the effectiveness of different social media channels, including Facebook and Nextdoor, and how comments and feedback are managed. The contract with communications organisation Westco was confirmed to be in its first year of a two-year extension, running until December 2027. Councillors also discussed the use of X (formerly Twitter), acknowledging a decline in usage but noting its effectiveness for emergency communications. The Board expressed a desire for more structured feedback loops from residents and for communications to be disseminated through a wider group of councillors and residents' groups, including the use of WhatsApp. The work of Film Richmond, which sits within the communications team, was also discussed, highlighting its role in promoting the borough and managing its reputation. The Board agreed to a recommendation to provide feedback on the work of the Council's communications team and to identify areas for further discussion, including a future paper on the Council's website and correspondence.

Performance Management and Key Performance Indicators (KPIs)

The Board reviewed the Council's Key Performance Indicators (KPIs) and performance management approach. It was noted that the Council has a large number of KPIs, and a key recommendation from a previous meeting was to reduce this number to improve clarity and focus. The ongoing review of KPIs aims to ensure they reflect commitments made to residents and statutory frameworks. Discussions also touched upon the government's proposed Local Outcomes Framework, which aims to provide a tool for comparing council performance against statistical neighbours, though its launch date remains uncertain.

Several specific KPIs were discussed:

• Tree Planting: The tree planting season runs from October to spring, with planting normally concluded by the end of March. The Council's contractor is responsible for the aftercare of newly planted trees, with watering cycles adjusted in response to weather conditions. Residents are encouraged to support young trees through initiatives like the watering champions app.
• Customer Centre Satisfaction: The Board noted a disparity in satisfaction rates between telephone, web chat, and email services. While digital channels generally achieve higher satisfaction scores due to their use for straightforward inquiries, telephone channels handle more complex and emotive issues. The Council's customer services team applies consistent processes across all channels, with monthly quality assurance reviews. Dissatisfaction is often linked to the outcome rather than the service quality.
• On-Street Cycle Parking: The target for adding on-street cycle parking spaces in 2025-26 was 400, but only 216 were delivered. This shortfall was attributed to prioritising bike hangers and cargo bike parking, which have a higher unit cost. The indicator is being reviewed to better reflect performance.
• Nursing Home Admissions: The indicator for nursing home admissions was red, with values above target and a negative direction of travel. While demographic changes are factored into target setting, the actual demand is influenced by various factors, including frailty, hospital discharge patterns, and the complexity of individual cases. The average age of admission to care has increased, suggesting residents are being supported to live independently for longer.
• Families' First Interventions: The KPI for the percentage of families' first interventions closing to a positive outcome was also red. This was attributed to both data recording issues and capacity problems within the team, particularly due to sickness. The team is working to ensure more initial and final scalings are completed to improve data accuracy and outcomes.
• Transport and Air Quality KPIs: Several KPIs in this area were red, with a weaker direction of travel. The air quality indicators were described as long-term aspirational targets, and the Council is considering phased targets for future corporate performance targets. The indicator for proximity to the strategic cycle network is anticipated to be removed as it is not considered a reliable measure of cycling suitability.
• Affordable Housing Completions: The target for affordable housing completions was not met, primarily due to delays in the Ham Close project caused by legal discussions over a substation. The Council has a target of 5,500 new homes over 10 years, including up to 500 affordable homes in five years. The underperformance is seen as a timing issue rather than a reduction in overall delivery.

The Board also discussed the process for setting new KPIs, which will involve reviewing the current set, considering commitments in the new corporate plan, and incorporating indicators used for external inspections. The importance of having a tighter set of KPIs to provide clear line of sight on council performance was emphasised.

Work Programme

The Board reviewed its work programme for upcoming meetings in October and March. Items confirmed for inclusion are: prioritisation of care experienced people in the housing allocation scheme, the attainment gap between disadvantaged and non-disadvantaged children and young people, an update on weeding trials, and an update on artificial intelligence. A future paper on the Council's website and correspondence was also added to the work programme. The Board noted the departure of Liz Gant as Vice Chair due to her new role as Vice Chair of the Environment Committee.