barnet council - environment planning & regeneration performance report q2 2011-12

8/3/2019 Barnet Council - Environment Planning & Regeneration Performance Report q2 2011-12

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1. Overview

1.1 Summary rating for this service

Revenuebudget actual

variance000[1]

Capital actualvariance 000

Corporate Plan

performance

rating

HR rating Key projectrating

GF 1802

HRA -

GF (605)

HRA (858)4 -4.5 -3

1.2 Top achievements, issues and actions

Top 3 achievements Top 3 issues Top 3 actions needed

Installation of 9 Waste Electronic and Electrical Equipment(WEEE) recycling banks in the borough, provided as partof our work with the North London Waste Authority

Evaluation of the latest Carriageway andFootway condition survey has revealed anextensive backlog of maintenancerequirement which requires an investment ofsome 19M annually for the next 5 years inorder to reduce the building backlog. Clearlythis is going to be a real challenge at a timewhen funding is scarce.

Prepare a more detailed Business Case forCarriageway and Footway investment, includingconsidering options and consequences of fundingunavailability.

During September 517 enforcement visits were made to

126 schools and a total of 182 Penalty Charge Noticesissued.

Signing up to the North London Waste

Authority (NLWA) Inter-Authority Agreement(IAA), and reaching a decision on futurewaste collection arrangements for refuse,organics and dry recycling by April 2012,taking into account the current Recycling

IAA decision from Cabinet, followed discussion anddecision on future waste collection arrangements,linked with the One Barnet programme, theprocurement of future recycling services if relevant,and the outcomes from the Improving Recycling

Environment, Planning and Regeneration performance overview


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Services Contract (expires Oct 2013) and ifrelevant starting the necessary procurementwork.

Project with Impower.Successful bid for Mayors Outer London Fund (Round

One) for Chipping Barnet Town Centre with 416kallocated to be spent by March 2012 on town centreimprovements.

Income pressures across EPR budgets,

particularly parking contraventions and buslanes.

Following the implementation of a recruitment freeze

further actions to be identified to clampdown onexpenses and supplies.

1.3 Key correlations & interdependencies

Environment, Planning and Regeneration (EPR) brings together key services for delivery of the Councils plans for growth andsupporting infrastructure in Barnet and ensuring that Barnet keeps moving and remains safe, including Planning, Transport, Wasteand Regeneration, Environmental Health and Community Safety.

EPR services are being transformed through the One Barnet Programme, which includes the outsourcing of Development andRegulatory Services (DRS) and Parking, along with an options appraisal to see if the Housing Service should be outsourced ortransferred to Barnet Homes. These have correlations and interdependencies with other projects including the New ServiceOrganisation, Customer Services Organisation and the setting up of a Local Authority Trading Company to include Barnet Homes

and delivery of some adult social services.

Important projects in relation to EPR services being taken forward with corporate support due to their cross-cutting nature whichincludes reviews of Leisure Services and Community Safety.


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2. Budget

2.1 RevenueEnvironment, Planning & Regeneration

Original

BudgetBudget V1

Forecast

2011/12Variation

%

Variation

of

RevisedBudget

000 000 000 000

Land Charges (960) (960) (956) 4 Variance takes into account a 57k drawdown on

an earmarked contingency which was created to

address an anticipated income shortfall arising

from changes in economic climate and housing

market.

0.4%

Environmental Health/ Cem & Crem 1,199 1,199 1,260 61 Pest control income below target and running cost

pressures within cem & crem.

5.1%

Planning 471 534 677 143 Overspend due to establishment pressures and a

higher than budgeted running costs including legal

costs for anticipated planning appeal cases.

Forecast assumes 88k drawdown from centralincome contingency to cover anticipated planning

fees shortfall.

26.8%

Strategy (Planning & Housing) 580 580 622 42 Staffing pressure as a result of project slippage. 7.2%

Building Control (320) (430) (631) (201) Favourable variance due to staff and running cost

savings. Forecast also assumes 355k drawdown

from central income contingency to mitigate

income shortfall arising from the tough economic

climate.

-46.7%

Housing 1,614 1,613 1,300 (313) Rental income pressures on Nightly Purchase,

Private Sector Leasing and Barbara Langston

House due to move to charging at LHA rates has

previously been flagged and will be covered

through appropriate contingency and reserves. Thereported variance relates to a likely underspend

on the LBB allocation of the Sub Regional base

budget. This is also offsetting pressures within

Homechoice.

-19.4%

Regeneration Service 16 41 (215) (256) Underspend represents an increase in income

from regeneration buybacks .

-624.4%

Management and performance 73 563 1,460 897 Underlying establishment pressure. Directorate is

holding posts vacant to minimise the

establishment pressures wherever possible.

159.3%

Highways Inspection/Maintenance 2,155 1,867 3,173 1,306 Overspend relates to significantly reduced

professional fee income from capital schemes, the

requirement to meet contractual obligations on

planned maintenance, inflationary pressures oncertain contracts and lower crossover fees

resulting from fewer footway schemes.

70.0%

Highways income budgets incl. NRSWA (589) (927) (818) 109 Overspend due to unachievable income for

rechargeable works for crossovers, due to

economic downturn.

11.8%

Greenspaces 4,229 4,859 5,065 206 Overspend due to underlying establishment

pressures in Parks and Open Spaces, higher than

budgeted fuel charges, and the repairs and

grounds maintenance costs for King George

Playing Field.

4.2%

Cleansing 4,486 4,402 4,242 (160) Under spend relates to the review of planned

overtime and the tight control of agency spend,and also a hold on the purchasing of new

equipment. Some additional cost from higher fuel

charge.

-3.6%

Refuse (domestic and trade waste) 3,558 3,365 3,283 (82) Trade Waste underspend due to higher sales

income arising from fees increase and new

business. Overspend in Domestic refuse due to

use of agency staff and higher fuel costs.

-2.4%

Parking (1,164) (1,348) (1,037) 311 Overspend relates to the shortfall in Off Street

parking income, due to adverse economic

23.1%

Description

Variations

Comments


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Housing Revenue Account

Original

BudgetBudget V1

Forecast

2011/12Variation

%

Variationof

Revised

Budget

Housing Revenue Account 000 000 000 000

LBB Retained 1,632 1,632 1,690 58 Realignment of establishment between GF and

HRA.

3.6%

HRA Regeneration 1,091 1,091 906 (185) Anticipated recovery of consultants costs from

developers.

-17.0%

HRA Other Income and Expenditure (net) (5,118) (5,118) (5,613) (495) Improved dwelling rent forecast based on second

quarters control accounts.

-9.7%

Support Service recharges 576 576 725 149 Based on 10-11 actuals. 25.9%

Interest on Balances (40) (40) (80) (40) Based on 10/11 actuals and the forecasted HRA

financial performance.

-100.0%

HRA Surplus/Deficit for the year 1,859 1,859 2,372 513 Total HRA surplus to be transferred to balance

sheet.

27.6%

Total - - - - 0.0%

CommentsDescription

Variations


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2.2 Capital2011/12 Latest

Approved

Budget

Additions/

Deletions

recommended

to NovemberCRC

Slippage /

Accelerated

Spend

recommendedto November

CRC

2011/12 Budget

(including

November

CRC)

Variance from

Approved

Budget

% slippage

of 2011/12

Approved

Budget

000 000 000 000 000 %

Housing Association Programme 956 (956) 14 14 (942) 1%

General Fund Regeneration 1,504 14 (154) 1,364 (140) -10%

Disabled Facilities Projects 1,741 - - 1,741 - 0%

Housing Management System 291 - (291) 0 (291) -100%

Other Projects859 1,744 - 2,603 1,744 0%

Recycling Schemes 94 - - 94 - 0%

Closed Circuit Television in Town Centres 510 - (427) 84 (427) -84%

Other Environment & Transport Schemes 1,310 39 - 1,348 39 0%

Highways Schemes 13,408 (157) (431) 12,819 (588) -3%

Environment, Planning & Regeneration 20,672 683 (1,288) 20,067 (605) -6%

HRA Capital 22,229 942 (1,800) 21,371 (858) -8%

3. Key projects

There are no Environment Planning and Regeneration key projects reporting red in quarter 2 2011/12


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4. Performance

CPINO Indicator description PeriodCovered Numerator andDenominator

Previous

relevantoutturn Target Outturn TargetVariance DoTVariance Benchmarking

1009Number of homelessnessacceptances

Apr 11-Sep 11 N/A 124 150 130 13.3% n/a

Ranked 16 out of 33(12/33 per 1000households). (Q12011/12) CLG.

1002

Number of new dwellings

completed on the regenerationestates

Apr 11-Sep 11 N/A 0 175 162 7.4%

N/A

Local indicator

1003Number of new dwellingsstarted on the regenerationestates

Apr 11-Sep 11 N/A 0 39 0 100.0%

N/A

Local indicator

1001

% of new homes grantedplanning permission on major

applications required to meetlevel 4 for the Code forSustainable Homes

Apr 11-Sep 11 1/9 0.0% 50.0% 11.1% 77.8%

N/A

Local indicator

1004Number of short-term nightlypurchased temporaryaccommodation

Sep 11 N/A 204 250 218 12.8% 6.9%

Ranked 24 out of 33(23/33 per 1000households). Londonaverage 156 (Q12011/12) CLG.

1005% of planning permissionsgranted for family homes

Apr 11-Sep 11 294/448 68.6% 65.0% 65.6% 1.0% 4.4%

Local indicator

1006% Improved satisfaction ofcouncil tenants

Reporting in quarter 4 2011/12. Target is 76%


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CPINO Indicator description

PeriodCovered

Numerator andDenominator

Previousrelevantoutturn Target Outturn

TargetVariance

DoTVariance Benchmarking

1007

Number of private sectorhomes with improvedinsulation and/or heatingachieved through grants,advice and compliance asnecessary

Jul 11-Sep 11 N/A 14 15 17 13.3% 21.4%

Local indicator

1008

% customer satisfactionmeasured through a customersatisfaction survey of users ofthe Planning Service

Reporting in quarter 4 2011/12. Target is 63%

4001Number of kgs of residualhousehold waste per

household

Apr 11-Jun 11 24909.91/138450 730.4 730 719.7 1.4%

1.5%

Ranked 18th out of 22London Boroughs(Waste DataFlow as at17/10/2011)

4002% of household waste sent forreuse, recycling andcomposting

Apr 11-Jun 11 13826.04/38735.95 36.0% 36.7% 35.70% 2.8% 0.9%

Ranked 10th out of 22London Boroughs(Waste DataFlow as at17/10/2011)

4005% intervention level pot holedefects rectified within 48hours

Jul 11-Sep 11 341/429 57.8% 75.0% 79.5% 6.0% 37.5%

Local Indicator

4006% of intervention level potholes rectified within 28 days Jul 11-Sep 11 402/429 89.3% 95.0% 93.7% 1.4%

4.9%

Local Indicator


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CPI 4001 - Kgs waste per household

150.00

155.00

160.00

165.00

170.00

175.00

180.00

185.00

190.00

195.00

200.00

Q120

08/09

Q220

08/09

Q320

08/09

Q420

08/09

Q120

09/10

Q220

09/10

Q320

09/10

Q420

09/10

Q120

10/11

Q220

10/11

Q320

10/11

Q420

10/11

Q120

11/12

Tonne

CPI 4002 - % recycling, composting and reuse

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

Q120

08/09

Q220

08/09

Q320

08/09

Q420

08/09

Q120

09/10

Q220

09/10

Q320

09/10

Q420

09/10

Q120

10/11

Q220

10/11

Q320

10/11

Q420

10/11

Q120

11/12

Percentage

CPI 4002 - Percentage of household waste sent for reuse, recycling and composting (CPI 4002)

The graph above shows the performance for the last thirteen quarters of % of household waste sent for recycling, composting andreuse, with quarter 1 data of the last four years highlighted. Q1 performance in 11/12 (35.69%) is slightly lower than Q1 performance in10/11 (36.03%), and the actual tonnage collected for recycling is lower Q1 11/12 13,826 tonnes, Q1 10/11 14,162 tonnes. Some of thedecrease in tonnage could be attributable to the cessation of the neighbourhood skip service and the general lightweighting of goods.The target for Q1 11/12 is 36.73% and this has not been achieved. The impact of not hitting this target is the continuing cost of highwaste disposal. Overall it can be seen that performance has generally remained between 29 and 35% over the past three years. Weare currently considering future ways of providing the waste services that have the potential to change this performance, taking intoaccount other authorities' experiences. We have also recently started working on a waste behaviour change project with impower.

The impact of not meeting the targets can also be viewed from a finance perspective. For each additional tonne of dry material

recycled Barnet receives 50% of the material income which is approximately 33.11 per tonne. Barnet pays North London Waste


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Authority for the disposal of household waste, for 2011/12 Barnet paid 8.3 million. If waste was diverted from disposal to recycling orcomposting we would need to pay less to NLWA.

CPI 4006 - % of intervention level potholes rectified within 28 days

Managing the PEP programmes concurrently with responsive / customer complaint lead reports slightly affected the outcome ofresults. We expect to meet next quarter targets subject to the impact of winter. We are reviewing our process with the contractor andwill adopt new measures to continue improvement.

CPI 4007 Anticipated parking income levels in each quarter of the year

Special Parking Account income for the first two quarters was 6.0 million against an expected level of 6.2m, a shortfall of 177,425or 2.9%. Within that period, the income for the second quarter was 3.1 million which represented an increase of 96,121 or 3.2% onthe first quarter.

The reasons for the shortfall are a reduced take-up of Permits and Visitor Vouchers, a reduction in the number of contraventions beingobserved in Bus Lanes, and an upgrade to the Notice Processing System which has led to delays in taking recovery action in somecases. The first two of these are fixed and gone, but it is intended to initiate action on the recovery process to accelerate the collectionof income.

It is anticipated that this action will result in revenue on the SPA being brought in line with the budget by the end of the third quarter(9.3m) and maintained at that level through to the year end (12.4m).

CPI 4008 Number of roads in the programme improved

11 out of the identified 20 high priority roads in the current programme have been improved, so that they are in good condition for easy

and safe flow of traffic. The remaining 9 are on target to be improved by end of the financial year.


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5. Human Resources

Performance Indicator Period

covered

Target Amber

criteria

Q2

Actual(No.)

Q2 Actual

% of total

Q2 (numerator/denominator)

Target

Variance

Q1

DoT

Council

average

Benchmarking

Attendance

Average number ofabsence days peremployee (Rolling year)

Oct 10 -Sept 11

6 6 - 6.5 8.5 N/A 8422/989 -41.7%

12.4%

8.1

9 days(CIPFA, All Members

& other UnitaryAuthorities 2010)

Average number ofabsence days peremployee this quarter(target is seasonallyadjusted)

July 11 -Sept 11

1.44 >1.44 -1.55

2.0 N/A 1678/839 -38.9%

11.1%

1.8

2.25 days

(CIPFA, All Members& other Unitary

Authorities 2010)

% managers submitting amonthly absence return

July 11 -Sept 11

100% >90% 79 78.2% 79/101 21.8% 3.2%

55.9%N/A : measure

applicable to LBB only

Performance Review

% objectives set foreligible staff only

July 11 -Sept 11

100% >90% 749 88.7% 749/844 11.3%

5.3%

84.1%N/A : measure


% mid year performancereviews undertaken foreligible staff only (to bereported in Q3)

July 11 -Sept 11

100% >90% Available for Quarter 3 2011/2012

84%(CIPFA, All Members


Cost

Variance of total paybill tobudget

July 11 -Sept 11

7,573,157 +/-5% 7,407,973 -2.2% 7407973/7573157 -2.2% 106.6%

-4.7%N/A : measure


Management Indicator Period covered Q2Actual(No.)

Q2 Actual% of total

Q2(numerator/

denominator)DoTQ1 outturn % Councilaverage Benchmarking

Diversity data

Percentage of top 5%earners that are female

As at 30 September 2011 13 25.5% 13/51 23.5%

50.9%

Women in leadershipposts 37%

(CIPFA, All Members& other Unitary

Authorities 2010)


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Number of BMEemployees as % of totalemployees

As at 30 September 2011 232 27.8% 232/836 2.4%

32.8%

Black and MinorityEthnic local population

33.1% (State of theBorough June 2011)

Number of declareddisabled staff as % of totalemployees

As at 30 September 2011 11 1.2% 11/900 74..3%

1.7%

5.1%(CIPFA, All Members


Employee Relations

High Risk - EmployeeRelations cases as % oftotal cases

As at 30 September 2011 5 10.2% 5/49 66.7%

12.5%N/A : measure


ESTABLISHMENT OCCUPANCY OTHER

Permanent Fixed Term Vacant TOTAL Permanent Fixed TermAgency /Interim

TOTAL Variance Consultants Casual

Planning Environment andRegeneration

773.16 47.8 129.5 950.46 790.85 53.89 171.00 1015.74 65.28 16 86.00

% managers submitting a monthly absence return increased by 5% but still below intended targets. Lists will be complied for ADs

to follow up with relevant managers along with timed reminders to prompt for submission of returns.

% objectives set for eligible staff only has increased significantly by 28.5% from last quarter to 88.7%. Management action will betaken to investigate the shortfall. HR will be asked to produce a list which will be sent to ADs for follow up with the relevant managersto ensure all staff performance reviews are conducted and recorded.

Average number of absence days per employee (rolling year) has decreased slightly from 9.7 days to 8.5 days this quarter, but still

short of the 6 day target. Higher level of sickness is expected due to the higher proportion of staff share compared to the overall andthe nature of the front line roles. Nevertheless, the directorate is successfully applying closer and more stringent management actionto address sickness levels.

Number of high risk Employee Relations cases continued on an increasing trend from since Q4 last year. It has increased from 3 to5 in the last quarter. Progress on each case is under close scrutiny by management with support from HR.


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6. Risk Overview and risks rated 12 and above

The following is the 5 X 5 matrix heat map highlighting the number of risks at a Directorate Level and where they are currently rated:

IMPACT

1 2 3 4 5Score: Negligible Minor Moderate Major Catastrophic

5 Almost Certain 0 0 0 0 0

4 Likely 0 1 1 4 1

3 Possible 0 1 5 2 0

2 Unlikely 0 0 4 0 0

P

ROBABILITY

1 Rare 0 0 0 0 0

The following risk register lists those risks rated as 12 and above:

Risk Current AssessmentImpact Probability Rating Control Actions RiskStatus TargetDate(Priority)

Target AssessmentImpact Probability Rating

PH0008 FinancialA reduction in the supply of privaterented sector properties available tohouseholds who receive housingbenefit due to changes proposed toLocal Housing Allowance.

Major4

Likely4

High16

Seek borough protocols on incentivespaid to landlords

Implemented (100% complete)Work with local Landlords throughlandlords forum

Implemented (100% complete)

Targeting of Discretionary HousingBenefit Payments

Treat 02/05/2011(high)

-

-

Moderate3

Likely4

Mediumhigh12

Waste, PFI and Private Sector Housing availability are longer-term risks and current officer action will mitigate these andother risks pending decision by Members. These have all beenescalated to corporate level. Assistant Directors are confidentthat current actions are addressing these risks pendingdecision by Members, through to 2012/13. Other risks aremitigated by managing the financial position of various budgets

and additional mitigating actions. This is being donemonthly/quarterly with Action Plans in place. These are alsomanaged effectively and discussed at SMT meetings, atinternal project management boards, and managed at quarterlySMB meetings for escalation where appropriate.


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Risk Current AssessmentImpact Probability Rating

Control Actions RiskStatus

TargetDate(Priority)


In Progress (75% complete)

Review leased stockEffective (100% complete)

That consideration is given to sourcingleased units outside of Barnet to increasesupply

In Progress (80% complete)Review of General Fund rents to ensurethat income is maximised for the Council


Review provision of nightly purchasedaccommodation to ensure costs furtherreduced.

Implemented (100% complete)Amend approval process for acquiringprivate sector leases


-

01/11/2011(normal)

-

-

-

PH0010 ReputationalFunding availability is affecting the

housing market both in terms ofpublic sector funding to supportdelivery and access to mortgageborrowing. As a result the housingmarket has stagnated.

Moderate3

Likely4

MediumHigh

12

Preparation of reports for Regen BoardImplemented (100% complete)

Submission of infrastructure delivery planand completion of draft communityinfrastructure levy tariff

In Progress (95% complete)Appointment of partner for Dollis Valleyregeneration project

In Progress (90% complete)The Limited Liability Partnership, knownas the Inglis Consortium, has now been

set up and will go unconditional inSeptemberIn Progress (90% complete)

Procurement for a development partner isunderway and, subject to authorisation,an appointment will be made end Sept.2011

In Progress (90% complete)2 new controls have been added: review

of regen business plans and the sourcingof external funding

Treat -

30/11/2011(normal)

30/12/2011(normal)

31/12/2011(normal)

30/10/2011(normal)

-

(normal)

Moderate3

Unlikely2

MediumLow

6


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Risk Current AssessmentImpact Probability Rating

Control Actions RiskStatus

TargetDate(Priority)



ET0039 FinancialParking income falls belowanticipated levels/costs exceedbudget.

Major4

Possible3

MediumHigh12

Full review of SPA income andexpenditure

Implemented (100% complete)P&D Machine repair and removal

Withdrawn (0% complete)

Signs and lines investment analysisImplemented (100% complete)

CEO Planned OvertimeIn Progress (100% complete)

Fees and charges reviewImplemented (100% complete)

Income improvementWithdrawn (50% complete)

Free bays - Existing free bays to be

converted to paid for parking afterrelevant consultation

Implemented (100% complete)Introduce charging in 7 off street carparksas identified through RIO.

In progress (0% complete)Reorganisation Project

Implemented (100% complete)Maintain PCN activity at the required

level.In Progress (0% complete)

Generate parking income from permittedparking on the street.

In Progress (0% complete)Issue permits and visitors' vouchers togenerate income.


Treat -

-

-

-

-

-

-

31/12/2011(normal)

31/03/2012(normal)

31/03/2012(normal)

31/03/2012(normal)

Major4

Unlikely2

MediumHigh

8


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7. Corporate Plan improvement initiatives

Corporate Priority &Strategic Objective

Top Project/ Topimprovement

initiative

Quarter 2 milestone/s Status Commentary Quarter 3milestone/s

Better Services with LessMoney

Create a more customer-centriccouncil that enables customersto efficiently achieve the desiredoutcomes

Strategic Investmentin Crematorium andCemetery Service

Crematorium and CemeteryService restructureimplemented andinvestment plans in placeby 30 September 2011

Workinitiated/Partially

achieved

1. Crematorium and CemeteryService restructure awaitingevaluation from Human Resources.2. Approval for essential work oncapital spend was agreed by CRCon 27 Sept. Any further investmentis to be determined following theoutcome of the first stage of theDRS competitive dialogue process(which is a separate project)

Crematorium andCemetery Servicerestructureimplemented

Sharing opportunities, sharingresponsibilities

Ensure that effective andefficient housing advice andassistance is provided toresidents in housing need

Implementation andmonitoring ofCouncil's newHousing AllocationsPolicy to help those inhousing need toaccess housing.

Prepare for evaluation to becarried out in Q3

Achieved

Interim evaluation carried out inQ2. Full evaluation to be completedin Q3. Report of evaluation toCabinet in Q4

Carry out evaluation ofAllocations Scheme.


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Successful London Suburb

Ensure a planning framework isin place to protect, enhance and

deliver consolidated growth inBarnet

Progress the LocalDevelopmentFramework (LDF)

Submission of CoreStrategy and DevelopmentManagement Policies inAugust 2011 to Planning

Inspectorate

Achieved

Core Strategy submitted in Augustand Development ManagementPolicies submitted to PlanningInspectorate in September.

Examination in Public starts 6December 2011. Preparationsunderway

Examination in Publicinto Core Strategy andDevelopmentManagement Policies

(DPDs)


Create an environment in whichbusiness and enterprise canflourish

1. Engage with localbusinesses

2. Develop plans tohelp people intoemployment

Business forumsestablished in Edgware,Chipping Barnet andGolders Green

Achieved

1 Business forums established inEdgware, Chipping Barnet andGolders Green. Chipping BarnetTown Centre successful in Mayor'souter London fund (416k). Biddingfor round 2 for Edgware,Cricklewood & North Finchley Town

Centres underway. Setting up NorthFinchley Business Forum on 10October 2011. 2. (i) Employmentand training strategies for GrahamePark and Stonegrove are ongoing.Success in gaining 400,000match funding for the WorkfinderProject (200,000 from EuropeanSocial Fund and 200,000 from

Section 106 Employment &Training). (ii) Continuingnegotiations for the development ofthe West Hendon Employment andTraining strategy

Complete developmentof Employment andtraining strategies forWest Hendon,Grahame Park andStonegrove


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Create an environment in whichbusiness and enterprise can

flourish

Develop PlanningFrameworks topromote improvementand manage new

development in keytown centres

Complete consultation onTown Centre strategies forFinchley Church End andEdgware and planning

frameworks for key sites inChipping Barnet TownCentre

Workinitiated/Partially

achieved

Work continuing on developing drafttown centre strategies for FinchleyChurch End & Edgware andplanning frameworks for key sites in

Chipping Barnet Town Centre.Progress is at a lower rate thanexpected. Consultation on TownCentre strategies for FinchleyChurch End & Edgware andplanning frameworks for key sites inChipping Barnet Town Centre arenow due to go out to consultation bythe end of Q3 and adopted by the

end of Q4

Planning Frameworksadopted for ChippingBarnet, Edgware andFinchley Church End

by December 2011


Support the development of theBig Society in Barnet

Pilot winter grittingscheme with schoolsand residents' groupsthat empower thecommunity to makeimmediatesurroundings safeduring adverse

weather conditions

Engage with WardMembers in the chosenlocation to identify suitablevolunteers (two roads andindividuals as CommunityKeepers)

Workinitiated/partially

achieved

The process of identifying furtherschools is currently being done andwill be finalised in the first part ofQuarter 3. Ward Members havebeen contacted but as yet no furtherCommunity Keepers have beenidentified. Three roads and threeschools have been identified and

are currently taking part in theScheme.

Roll out to newlyidentified participants


Support the development of theBig Society in Barnet

Transfer themanagement of allallotment and bowlssites from the councilto the community byworking with usergroups to develop a

management model

No milestone for quarter 2

N/A

N/A Start consultation onbowls management


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Support the development of the

Big Society in Barnet

Use the Pledgebankplatform to initiatecommunity efforts inpartnership with the

Council.

End of Qtr 2- Report onoutcome Pledge 1 (pledgeresponses and outcomes).Launch Pledge 2

Workinitiated/mostly

achieved

The group have been successful intheir application for funding from theCommunity Spaces Grant Fundenabling them to make

improvements to their local playarea in Lyttelton Playing Fields.Following this further fund raisingefforts have been sought bothindividually and through the BIFFAAward Scheme.Pledge 2 is in the process of beinglaunched and involves residentsacting as 'recycling champions' in

their community using freeresources provided by the Waste &Sustainability Team. Successful'champions' will be rewarded withan Eco-Friendly goodie bag.

Report on outcomePledge 2 (pledgeresponses andoutcomes). Launch

Pledge 3


Support the development of the

Big Society in Barnet

Work with residentsin litter hot spot areasto develop an "Adopta Street" collaborative

working model withthe council

Review pilot

Achieved

Agreement obtained to Ravensdaleas pilot. Further Comms andactivity continuing through Quarter2 and 3. Extent of pilot being jointly

determined with the Residents'Association based on the extent ofworks and what they are preparedto do, this might also change overtime. Residents' satisfactioncurrently awaited from RavensdaleResidents' Association

Role out to 4 remainingareas

A successful London suburb


Work with Police andneighbouring

Boroughs to pilot aninitiative tacklingstreet drinking inCricklewood. Ifsuccessful roll out toother problem areas

Monitor action plan

Workinitiated/mostly

achieved

The Tri Borough CricklewoodImprovement Project has put

forward a bid to support initiatives totackle anti-social behaviour. Theirpriorities are through concentratingon prostitution, including the cardingof phone boxes, street drinking anddrug dealing. Action plans for NorthFinchley and Golders Green havebeen developed and are beingactioned and monitored quarterly

for assessment at the end of theyear. All the Action Plans look at

Monitor action plans


22/22

22

Enviro-crime, CRMS (CustomerRelationship Management),establishment and monitoring of avoluntary arrangement with off

licenses regarding the sale of highstrength beers and lager,establishing or monitoring thealcohol free zone through alcoholseizures and alcohol relatedarrests, attendance at a jointpolice/council meeting listening tocommunity concerns and reportingback, improvement of compliance of

street trading, monitoring of LBBenforcement and a PerceptionSurvey at the end of the year.

A successful London Suburb


Run a pilot to de-clutter street furniturein one town centre toassist its impact(funded by TFL)

No milestone for quartertwo

N/A

N/A Nothing to bemonitored (Deliver atown centre pilot March2012)

A successful London suburb

Keep traffic moving

Target resources inareas of most impactin town centres.Monitor levels ofcoverage of towncentres by civil

enforcement officersto ensure it isadequate to meet thepeculiar challengesunique to specificareas

Review monitoring toestablish suitability andeffectiveness

Work

initiated/partiallyachieved

It is not yet clear what anappropriate level of enforcementshould be, and delays in upgradingthe notice processing system havehindered analysis. PayPoint is notyet in use but will go live on 17

October 2011.

Review monitoring toestablish suitability andeffectiveness

barnet council - environment planning & regeneration performance report q2 2011-12

Documents