h mundry, h patel, m smith...r bowden (chair), c mitchell (deputy chair) j guthrie, t higgins, r...

To: Cabinet

Councillors: R Bowden (Chair), C Mitchell (Deputy Chair) J Guthrie, T Higgins, R Knowles, M McLaughlin, H Mundry, H Patel, M Smith

Cabinet

Date: 14 September 2020 Time: 18:00 Venue: This meeting will take place remotely in accordance with the Coronavirus

Act 2020 - Section 78

Members of the public can view this meeting by visiting www.warrington.gov.uk/committees

Contact - Christine Oliver, Democratic & Member Services, Tel: 01925 442104, Email: [email protected]

AGENDA

Part 1

Items during the consideration of which the meeting is expected to be open to members of the public (including the press) subject to any statutory right of exclusion.

1. Code of Conduct – Declarations of InterestRelevant Authorities (Disclosable Pecuniary Interests) Regulations2012.Members are reminded of their responsibility to declare anydisclosable pecuniary or non-pecuniary interest which they have inany item of business on the agenda no later than when the item isreached.

3. Cabinet Decisions - Forward Plan 11 – 20

2. Minutes

Minutes of the the Cabinet meeting held on 13 July 2020.

5 - 10

Professor Steven Broomhead Chief Executive

Town Hall Sankey Street

Warrington WA1 1UH

1

http://www.warrington.gov.uk/committees

mailto:[email protected]

Report of the Director of Law and Governance.

4. Capital Programme 2019-2020 – Outturn (Forward Plan No 068/19)

Report of Councillor C Mitchell, Deputy Leader and Cabinet Member,Corporate Resources.

21 - 26

5. Capital Programme 2020-2021 – Quarter 1 (Forward Plan No077/19)


27 - 64

6. Budget Monitoring 2020-2021 – Quarter 1 (Forward Plan No076/19)


65 -74

7. Annual Risk and Insurance Report 2019-2020 (Forward Plan NoNKD-078/20)


75 - 94

8. Covid 19 – Procurement Arrangements (Forward Plan No 075/19)


95 - 102

9. Final Corporate Strategy 2020-2024 (Forward Plan No 087/19)

Report of Leader of the Council, Councillor R Bowden.

103 - 140

10. Performance Report – Quarter 1 2020-2020

Report of Councillor H Patel, Cabinet Member, Transformation.

141 - 166

11. Omega Local Highways Phase 2b – Construction Contract Award(Forward Plan No 080/19)

Report of Councillor H Mundry, Cabinet Member, Transportation,Highways and Public Realm.

167 - 178

2

Part 2

Items of a “confidential or other special nature” during which it is likely that the meeting will not be open to the public and press as there would be a disclosure of exempt information as defined in Section 100I of the Local Government Act 1972.

The following information comprises the formal notice under Paragraph 5(4) of the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 that a decision has been taken to hold this part of the meeting in private. Information is also provided against each item heading about the reasons for holding this part of the meeting in private, any representations received and the response to those representations.

12. Omega Local Highways Phase 2b – Construction Contract Award(Forward Plan No 080/19)

Report of Councillor H Mundry, Cabinet Member, Transportation,Highways and Public Realm.

Reasons for Considering in Private:

Exempt Information – Category 3 Schedule 12A, Local GovernmentAct 1972.

Representations Received:

Nil.

Response to Representations:

Nil.

3

Agenda Item 2

Minutes issued on Thursday 16 July 2020. Call in expires midnight on Monday 20 July 2020. Decisions can be implemented from Tuesday 21 July 2020.

Minutes of the Meeting of the Cabinet – 13 July 2020 Please note that the Cabinet meeting took place remotely in accordance with Section 78 of the Local Authorities (Coronavirus) (Flexibility of Local Authority Meetings) (England) Regulations 2020 relating to Covid-19 pandemic Present: Cabinet Members: Councillor: Leader R Bowden Deputy Leader /Corporate Resources C Mitchell Children’s Services M Smith Environment and Public Protection J Guthrie Leisure and Community T Higgins Statutory Health and Adult Social Care R Knowles Transportation, Highways and Public Realm H Mundry Transformation H Patel CAB 204 Apologies Cllr M McLaughlin - Housing, Public Health and Wellbeing. CAB 205 Code of Conduct – Declaration of Interest Professor S Broomhead declared an interest in the Together Energy Update Reports as a Director of the Company (Items 212 and 216) and as such was not present for the discussion nor the vote. CAB 206 Minutes Decision: That the minutes of the meeting of the Cabinet meeting held on 15 June 2020 were received and signed as a correct record by the Leader of the Council. CAB 207 Cabinet Decisions – Forward Plan Cabinet considered a report of the Director of Law and Governance to the Council on the contents of the Cabinet Decisions - Forward Plan covering the period 1 September 2020 – 31 December 2020. Decision: The report was received and noted. Reason for Decision – The report was submitted for information and comment.

5

Agenda Item 2


CAB 208 Budget Monitoring 2019-2020 – Quarter 4 (Forward Plan No 067/19) Cabinet considered a report of Councillor C Mitchell, Deputy Leader and Cabinet Member, Corporate Resources, which updated Cabinet on the forecast financial position for the 2019/20 financial year as at the end of March 2020. The report also highlighted the outcome on delivering the 2019/20 Medium Term Financial Plan (MTFP) savings targets. The report provided the most up-to-date outturn position for the Council for 2019/20 and remains subject to change upon review by Grant Thornton as part of their external audit examination of the 2019/20 financial statements. The audit and signing off by Members of the 2019/20 Statement of Accounts was to be completed by no later than 30 November 2020. Any material change to the outturn position will be reported to Members at the December 2020 meeting of the Cabinet. Members would be aware that the 2017/18 and 2018/19 Statement of Accounts were not yet finalised. Although the draft accounts were presented in June 2018 and June 2019 respectively the external auditor had not concluded their work. If there were changes required to the draft accounts, this may have a follow through effect on the 2019/20 financial statements. Due to COVID-19 the dates for the approval of accounts have been rolled forward by three months, the new dates for the 2019/20 accounts are: • Unaudited accounts across Great Britain by 31 August 2020 to be signed off by the Section

151 Officer; • Audited accounts for England and Wales published by 30 November 2020; • In England no common 10 day inspection period but will still need to follow the order of the

Accounts and Audit Regulations 2015 with regard to inspection period which must follow the confirmation of the Accounts by the Section 151 Officer.

Decision – That Cabinet: (i) Noted the draft outturn after use of reserves and appropriations as at Quarter 4 of

£0.295m (0.3%) overspend.

(ii) Noted the outcome on delivery of MTFP savings targets as at Quarter 4.

(iii) Noted the changes to the sign off dates for the 2019/20 Statement of Accounts due to the COVID-19 pandemic.

6

Agenda Item 2


Reason for Decision – This report is a provisional outturn. After appropriations and agreed use of reserves, the outturn position for the financial year 2019/20 is an overspend of £0.295m (0.3%). The 2019/20 draft Statement of Accounts is to be signed by the Director of Corporate Services by the deadline of 31 August 2020, however, there may still be additional transactions to the accounts with final agreement by External Audit and signing off by Members no later than the 30 November 2020. If there are any material changes from the current position these will be reported to Cabinet at the December 2020 meeting. It is important for Members to have a detailed view of the current budget position and pressures to enable Members to play a full part in the decision making process and the implications that it brings, to ensure that the Council continues to deliver a balanced budget.

CAB 209 2021-2025 Pre-Budget Outlook Report Cabinet considered a report of Councillor C Mitchell, Deputy Leader and Cabinet Member, Corporate Resources, which presented Cabinet with an overview of the estimated level of budget savings required to balance the budget over the four year period 2021/22 to 2024/25 and the assumptions used to estimate Warrington Borough Council’s financial position over this period.

It noted the additional challenges the Council was managing in 2020/21 arising from the COVID-19 pandemic. Additional costs and loss of income in 2020/21 would impact on the 2021/22 budget. This would be covered in more detail in a report to Cabinet in September. It also noted additional challenges the Council was likely to face in setting the 2021/22 budget. Decision – That Cabinet noted the present position and challenges faced on the delivery of a balanced budget over the four year period 2021/22 to 2024/25.

Reason for Decision – It is important for Cabinet to have a detailed view of the budget position and pressures to enable Members to play a full part in the decision making process and the implications that it brings, to ensure that the Council continues to deliver a balanced budget. CAB 210 Covid 19 – Procurement Arrangements (Forward Plan No 074/19) CAB 214 Refers CAB 211 Year to Date Non Treasury Investment Performance Report (Forward Plan No 081/19) CAB 215 Refers

7

Agenda Item 2


CAB 212 Together Energy Update (Forward Plan No 082/19) Professor S Broomhead declared an interest in the Together Energy Update Reports as a Director of the Company (Items 212 and 216) and as such was not present for the discussion nor the vote. CAB 216 Refers CAB 213 Exclusion of the Public (including the press)

Decision: That members of the public (including the press) be excluded from the meeting by reason of the confidential nature of the following items of business to be transacted being within Schedule 12A Local Government Act 1972 (Rule 10 of the Access to Information Procedure Rules) and the public interest in disclosing the information is outweighed by the need to keep the information confidential. CAB 214 Covid 19 – Procurement Arrangements (Forward Plan No 074/19) Cabinet considered a report Councillor C Mitchell, Deputy Leader and Cabinet Member, Corporate Resources, which informed Cabinet of officer decisions in relation to the award and/or modification of contracts in relation to the impact of COVID-19 and the business continuity of council services. It also informed Cabinet of decisions made by officers to modify and award contracts as necessary to ensure the operation of council services in accordance with the Public Contract Regulations 2015 and the Cabinet Office Policy Procurement Notes 01/20 and 02/20. Decision – That Cabinet: (i) Supported and approved the actions taken, as set out in section 4 of the Part 2 report;

(ii) Delegated responsibility to the Deputy Chief Executive and Director of Corporate Services

(Section 151 Officer) and the Director of Law and Governance (Monitoring Officer) to negotiate, finalise and enter all documents require to give effect to all of the matters contained in the Part 2 report following consultation with the relevant portfolio holder.

Reason for Decision – To ensure that the actions taken to ensure the ongoing operation of Council services during the COVID-19 emergency are reported back to, and approved by Cabinet as set out in the Cabinet report of 6 April 2020.

8

Agenda Item 2


CAB 215 Year to Date Non Treasury Investment Performance Report (Forward Plan No 081/19) Cabinet considered a report Councillor C Mitchell, Deputy Leader and Cabinet Member, Corporate Resources, which updated Cabinet on the Year to Date performance of the material schemes that make up the Council’s Non Treasury Investment portfolio. Decision – That Cabinet: (i) Noted the report.

(ii) Approved the potential change in loan structure as set out in section 8 of the Part 2 report,

and authorise the Deputy Chief Executive and Director of Corporate Services (Section 151 Officer) and the Director of Law and Governance (Monitoring Officer) to agree the structure, negotiate and finalise all relevant documents in respect of the battery loan as set out in section 8 of the Part 2 report.

Reason for Decision – To update Cabinet on the performance of the Council’s material Non Treasury Investments. CAB 216 Together Energy Update (Forward Plan No 082/19) Professor S Broomhead declared an interest in the Together Energy Update Reports as a Director of the Company (Items 212 and 216) and as such was not present for the discussion nor the vote. Cabinet considered a report Councillor C Mitchell, Deputy Leader and Cabinet Member, Corporate Resources, which updated Cabinet on the potential change of energy supplier for Together Energy away from its current supplier to an alternative one. To allow the purchase of electricity and gas purchasing, shipping, balancing and consolidating all energy supply functions into one contract. This would also support any potential acquisition opportunities to grow the customer base. Decision – That Cabinet: (i) Gave shareholder consent for Together Energy to proceed with the matters set out at

section 8.6 and section 10 of the Part 2 report and for Together Energy to enter into all relevant agreements;

(ii) Subject to compliance with State aid requirements, approved:-

9

Agenda Item 2


a. a Council Parent Company Guarantee in respect of Together Energy to allow the switch of suppliers as set out in the Part 2 report;

b. an increase in the SLOC to Together Energy;

(iii) Delegated to the Section 151 Officer and Monitoring Officer, in consultation with the Cabinet Member for Corporate Resources, responsibility to:- a. negotiate and finalise the terms of, and to complete and enter all documents as

required to give effect to all of the above recommendations; b. increase the SLOC level in the future if required.

(iv) Noted and approved the principle of any required amendments to Together Energy’s

Business Plan as a result of the proposed customer acquisitions as set out in section 10 of the Part 2 report.

Reason for Decision – To update Cabinet on the potential of Together Energy to move energy suppliers and of potential acquisition opportunities that currently exist.

Signed…………………………………… Dated……………………………………..

10

Agenda Item 3

WARRINGTON BOROUGH COUNCIL

CABINET – 14 September 2020 Report of:

Director of Law and Governance

Executive Director: Steven Broomhead, Chief Executive

Senior Responsible Officer:

Sharon Parker, Democratic Services Manager (Statutory Scrutiny Officer)

Contact Details: Email Address: [email protected]

Telephone: 01925 442161

Key Decision No.

N/A

Ward Members:

All

TITLE OF REPORT: CABINET DECISIONS - FORWARD PLAN 1. PURPOSE 1.1 To consider the current Cabinet Decisions Forward Plan covering the period 1

October 2020 – 31 January 2021. 2. CONFIDENTIAL OR EXEMPT 2.1 The report is not confidential or exempt. 3. INTRODUCTION AND BACKGROUND 3.1 Key Decisions are cabinet decisions of the authority which are decisions of the

Cabinet or an Officer under delegated powers which are likely to –

• Result in Warrington Borough Council incurring expenditure, making savings or vireing £250,000 or more having regard to the Local Authority budget for the service or functions to which the decision relates, or

• Be significant in terms of its effects on communities living or working within

Warrington Borough Council’s area comprising two or more Wards. 3.2 To comply with the legislation 'Local Authorities (Executive Arrangements) (Meetings

and Access to Information) (England) Regulations 2012', the Council is required –

(1) to give 28 days’ notice of key decisions.

11


Agenda Item 3

(2) to publish a notice of its intention to discuss confidential or exempt items at

least 28 days in advance of the meeting; and

(3) to publish a further notice at least five clear days’ before a private meeting which must include a statement of the reasons for the meeting to be held in private, details of any representations received and a statement of its response to any such representations.

4. THE REPORT 4.1 The current Cabinet Decisions - Forward Plan is attached at Appendix A. 4.2 The following amendments/changes to the Forward Plan are reported for information:

NEW ITEMS – 14 September 2020 087/19 Corporate Strategy 2020-2024 (with a focus on one year

priorities, COVID 19 recovery with a review in 2021 088/19 Property Investment (1) 089/19 Property Investment (2) 090/19 Property Investment (3) 091/19 Property Investment (4) 092/19 Property Investment (5) 094/19 Property Investment (6) UPDATES – 14 September 2020 075/19 Update on the Covid 19 Procurement Arrangements – award/

modification of contracts – item amended from a Part 2 to a Part 1 report. REASON – item amended because there is no requirement for a confidential report on this occasion.

083/19 Chester Road Cycleway Project – Construction Contract Award – item moved from 14 September to 9 November 2020 Cabinet meeting. REASON – item deferred to enable the completion of the detailed design and tender package. This aspect of the works was to be undertaken by external consultant – unfortunately due to Covid 19 various members of the consultant staff were furloughed.

084/19 Trans Pennine Trail (TPT) upgrade – Construction Contract Awards – item moved from 14 September to 12 October 2020 Cabinet meeting. REASON – item deferred due to the completion of ecology and horticulturist assessment associated with the detailed design and tender process. This aspect of the works was to be undertaken by external consultant – unfortunately due to Covid 19 various members of the consultant staff were

12

Agenda Item 3

furloughed. 088/19 Property Investment (1) – item deferred from 14 September

to 12 October 2020 Cabinet meeting. REASON – item deferred as further commercial negotiations are required.

089/19 Property Investment (2) – item withdrawn from the forward plan. REASON – item deleted as the investment is no longer commercially viable.


091/19 Property Investment (4) - item withdrawn from the forward plan. REASON – item deleted as the investment is no longer commercially viable.

092/19 Property Investment (5) – item deferred from 14 September to 12 October 2020 Cabinet meeting. REASON - item deferred as further commercial negotiations are required.


NEW ITEMS – 12 October 2020 095/19 Property Investment (7) 096/19 Property Investment (8) 097/19 Property Investment (9) 098/19 Property Investment (10) 100/19 Changes to financial assessments for Adults Social Care. 101/19 Green Homes Grant 102/19 Town Deal Bid UPDATES – 12 October 2020 096/19 Property Investment (8) – item removed from the forward

plan. REASON: item deleted as the investment is no longer viable.

NEW ITEMS – 9 November 2020 093/19 Solar Investment. 099/19 Warrington Home Improvement Agency: Collaborative

Agreement with Warrington Housing Association 103/19 Statement of Community Involvement.

5. FINANCIAL CONSIDERATIONS 5.1 None.

13

Agenda Item 3

6. RISK ASSESSMENT 6.1 N/A. 7. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 7.1 There are no specific equalities issues in relation to the content of this report. 8. CONSULTATION 8.1 N/A. 9. REASONS FOR RECOMMENDATION 9.1 The report is submitted for information and comment. 10. RECOMMENDATION 10.1 That Cabinet receives the contents of the Cabinet Decisions - Forward Plan and make

comments as appropriate. 11. BACKGROUND PAPERS

Papers held within Democratic and Member Services about items for inclusion and changes to the Forward Plan.

Contact for Background Papers:

Name E-mail Telephone Christine Oliver [email protected] 01925 442104

14


Updated 4 September 2020

CABINET DECISIONS – FORWARD PLAN

1 September 2020 – 31 December 2020

Report of the Director of Law and Governance This is formal notice under the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 of Key Decisions due to be taken by the Authority and that those parts of the Cabinet meeting identified in this Forward Plan will be held in private because the agenda and reports for the meeting will contain confidential or exempt information as defined in the Regulations. Contact Information: Democratic & Member Services Town Hall Warrington WA1 1UH Email: [email protected] Tel: 01925 442104

15


What is the Forward Plan? The Forward Plan contains all the key decisions the Council expects to take over the next four months. It will be refreshed regularly and will give at least 28 days’ notice of any Key Decisions and, if applicable, the Cabinet’s intention to discuss an item in private and the reason for this. What is a Key Decision? Key Decisions are Executive decisions of the authority which are decisions of the Cabinet or an Officer under delegated powers which are likely to –

• Result in Warrington Borough Council incurring expenditure or the making of savings of £250,000 or more, having regard to the Local Authority budget for the service or function to which the decision relates, or

• Be significant in terms of its effects on communities living or working within Warrington Borough Council’s area comprising two or more Wards.

For information, the Forward Plan also includes some other matters expected to come before the Cabinet or that the Cabinet is likely to recommend to full Council whether or not they may give rise to Key Decisions. What does the Forward Plan tell me? The Plan gives information about:

• what key decisions are to be made in the next four months;

• the matter in respect of which the decision is to be made;

• who will make the key decisions;

• when those key decisions are likely to be made;

• what documents will be considered;

• who you can contact for further information. Who takes Key Decisions? Under the Authority’s Constitution, Key Decisions are taken by the Cabinet or individual officers acting under delegated powers. Most Key Decisions are taken at public meetings of the Cabinet. Cabinet meets once a month on a Monday at 6.00 pm (except August) at the Town Hall, Warrington. Further Information and Representations about items proposed to be heard in Private Names of contact officers are included in the Plan and can be reached via (01925) 442104. If you are unsure, please contact Democratic & Member Services on the same number and staff there will be able to assist you. If you wish to make representations about an item proposed to be heard in private, you should contact Democratic and Member Services by no later than six clear working days before the meeting. The areas of responsibility of the nine members of the Cabinet are:

Councillor R Bowden Leader Councillor C Mitchell Deputy Leader / Corporate resources Councillor J Guthrie Environment and Public Protection Councillor T Higgins Leisure and Community Councillor R Knowles Statutory Health and Adult Social Care Councillor M McLaughlin Housing, Public Health and Well-being Councillor H Mundry Transportation, Highways and Public Realm Councillor H Patel Transformation Councillor M Smith Children’s Services

16

Last forward plan entry No. 103/19 If you have any questions about any of the items listed please contact Christine Oliver on 01925 442104.

Decision Reference Number

Date added to the Forward Plan

Item £s to be spent/saved /vired

Statement of Reason why the item of business is private

Wards Affected Lead Cabinet Member

List of Policy/Reference Documents

Directorate and Contact for Further

Information

Key Decision

(Y/N)

Key Decisions –12 October 2020 079/19 15/05/2020 Update on the Covid 19

Procurement Arrangements – award/modification of contracts

>£250k *Part 2 confidential (see note below)

All *Cabinet (see above) Councillor C Mitchell Deputy Leader and Cabinet Member,

Corporate Resources

Corporate Resources Phill O’Connor Tel: 01925 443095 Philo’[email protected]

Yes

084/19 16/06/2020 Trans Pennine Trail (TPT) upgrade - Construction Contract Award

>£250k *Part 2 confidential (see note below)

Latchford West Latchford East

*Cabinet (see above) Councillor H Mundry

Transportation, Highways and Public

Realm

Environment and Transport John Nichol Tel: 01925 443867 [email protected]

Yes

088/19 23/07/2020 Property Investment (1) >£250k *Part 2 confidential (see note below)

All *Cabinet (see above) Councillor C Mitchell

Deputy Leader/Corporate

Resources

Growth Stewart Brown Tel: 01925 442850 [email protected]

Yes




Resources


Yes




Resources


Yes




Resources


Yes



Growth Stewart Brown

Yes

17












Resources

Tel: 01925 442850 [email protected]

100/19 21/08/2020 Changes to financial assessments for Adults Social Care

>£250k saving N/A All Cabinet (see above) Councillor R Knowles Statutory Health and

Adult Social Care

Families and Wellbeing Cath Jones Tel: 01925 444251 [email protected]

Yes

101/19 27/08/2020 Green Homes Grant N/A All *Cabinet (see above) Councillor M McLaughlin

Housing, Public Health and Wellbeing

Families and Wellbeing Dr Thara Raj Tel: 01925 443967 [email protected]

Yes

102/19 27/08/2020 Town Deal Bid >£250k N/A All *Cabinet (see above) Councillor R Bowden

Leader

Growth Stephen Fitzsimons Tel: 01925 443036 [email protected]

Yes

Non Key Decisions – 12 October 2020 Nil

Information Items – 12 October 2020 Nil.

Key Decisions – 9 November 2020 083/19 16/06/2020 Chester Road Cycleway Project –

Construction Contract Award >£250k *Part 2 confidential (see note

below) Latchford West

Fairfield & Howley

*Cabinet (see above) Councillor H Mundry

Transportation, Highways and Public

Realm

Environment and Transport John Nichol Tel: 01925 443867 [email protected]

Yes

093/19 07/08/2020 Solar Investment >£250k *Part 2 confidential (see note below)

All Cabinet (see above) Councillor C Mitchell Deputy Leader and Cabinet Member,

Corporate Resources

Council’s Green Energy Strategy (approved 2019) Climate Emergency Declaration June 2019

Corporate Resources Danny Mather Tel: 01925442344 [email protected]

Yes

099/19 19/08/2020 Warrington Home Improvement Agency: Collaborative Agreement with Warrington Housing Association

£196,000 Adult Social Care £50,000 Housing options per year financial commitment

*Part 2 confidential (see note below)

All Cabinet (see above) Councillor R Knowles Statutory Health and

Adult Social Care

Draft Collaboration Agreement

Families and Wellbeing Frank Pacey Tel: 01925 443571 [email protected]

Yes

18















103/19 28/08/2020 Statement of Community Involvement

>£250k N/A All Cabinet (see above) Councillor J Guthrie

Environment and Public Protection

Growth Michael Bell Tel: 01925 442795 [email protected]

Yes

Non Key Decisions – 9 November 2020 Nil

Information Items – 9 November 2020 Nil.

Key Decisions – 14 December 2020 085/19 03/07/2020 Budget Monitoring 2020-2021 –

Quarter 2 N/A All *Cabinet (see above)

Councillor C Mitchell Deputy

Leader/Corporate Resources

Corporate Services Lynton Green Tel: 01925 443925 [email protected]

Yes

086/19 03/07/2020 Capital Programme 2020-2021 – Quarter 2

N/A All *Cabinet (see above) Councillor C Mitchell


Resources

Corporate Services Lynton Green Tel: 01925 443925 [email protected]

Yes

Non Key Decisions – 14 December 2020 Nil

Information Items – 14 December 2020 03/07/2020 Performance Report – Quarter 2

2020-2021 N/A All *Cabinet (see above)

Councillor H Patel Transformation

Corporate Service Gareth Hopkins Tel: 01925 443932 [email protected]

No

03/07/2020 Strategic Risk Environment Q2 2020-2021

N/A All *Cabinet (see above) Councillor C Mitchell


Resources

Corporate Services Jean Gleave Tel: 01925 442354 [email protected]

No

Key Decisions – 11 January 2021 Nil

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Non Key Decisions – 11 January 2021 Nil

Information Items – 11 January 2021 Nil

*Note: Part 2 confidential Exempt Information – Schedule 12A, Local Government Act 1972: It is likely, in view of the nature of the business to be transacted or the nature of the proceedings, that if members of the public were present during that item, confidential information would be disclosed to them in breach of the obligation of confidence.

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Agenda Item 4

WARRINGTON BOROUGH COUNCIL CABINET – 14 September 2020 Report of Cabinet Member:

Councillor C Mitchell, Deputy Leader and Cabinet Member, Corporate Resources

Executive Director:

Lynton Green, Deputy Chief Executive & Director of Corporate Services


Danny Mather, Head of Corporate Finance

Contact Details:

Email Address: [email protected]

Telephone: 01925 443925

Key Decision No. 068/19 Ward Members:

All

TITLE OF REPORT: CAPITAL PROGRAMME 2019/20 OUTTURN 1. PURPOSE 1.1 To update the Cabinet on the 2019/20 outturn position for the Council’s Capital

Programme, seek approval for new schemes to be added to the programme and provide updates on major schemes.

2. CONFIDENTIAL OR EXEMPT 2.1 The report is not confidential or exempt. 3. INTRODUCTION AND BACKGROUND 3.1 The original capital budget for 2019/20 was approved by the Council at £404.298m

on 25 February 2019. During the year the budget has been revised and re-phased with a Quarter 3 capital budget of £519.822m being approved by Cabinet in March 2020. The major variance was re-phasing budgets to later years of which £17.706m occurred in Quarter 3.

3.2 During Quarter 4 following advice from the Council’s Treasury Advisors (Link Asset

Services) a technical accounting reclassification of the Council’s commercial investment portfolio took place. The assets moved from Investment Properties to Long-term Investments on the Council’s Balance Sheet. Capital expenditure for

21


Agenda Item 4

2019/20 was estimated at £359.896m, which is £159.926m lower than the Quarter 3 agreed budget due to this technical accounting change.

3.3 A number of improvements have been made to the financial and project monitoring

systems surrounding the whole capital programme during 2019/20 and it is pleasing to note that this additional support has ensured no significant overspends have occurred on any projects during 2019/20. The close scrutiny by the officer Capital Investment Planning Group (CIPG) has ensured that issues have been addressed early and no unexpected issues have arisen. Re-profiling of expenditure has been done across years to better match our current programme, and whilst it is ambitious it is very closely controlled and monitored to avoid incurring additional costs on revenue. The revised capital programme will be reported to members as part of Quarter 1 monitoring in September 2020.

3.4 Capital expenditure of £218.437m was incurred in 2019/20 on a number of key

capital projects. A good delivery rate of 61% (67% 2018/19) against budget was achieved and this increases to 90% (82% 2018/19) for non Invest to Save schemes. Some of the main highlights included:

Primary Schools – Total Spend £1.206m

Secondary Schools – Total Spend £2.267m

Great Sankey High School Expansion - £1.980m

Customer & Business Transformation – Total Spend £2.924m Customer & Business Transformation - £1.897m ICT - £1.027m

Environment & Transportation – Total Spend £46.966m

Cenotaph Riverbank Stabilisation - £1.309m Centre Park Link - £5.129m Highways Maintenance Investment - £5.318m Road Maintenance - £1.387m Omega Local Highways Phase 3 - £1.048m Parks & Open Spaces - £1.052m Refuse Collection Vehicle Replacements - £3.050m Walton Estate - £1.226m Warrington East Phase 2 - £4.368m Warrington East Phase 3 - £5.622m Warrington West Station - £5.970m Western Link - £2.279m

Invest to Save – Total Spend £38.553m

Time Square Project - £38.197m Street Lighting - £0.356m

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Agenda Item 4

Invest for Income or Return – Total Spend £107.369m

Birchwood Park - £11.178m Loans to Housing Associations - £27.000m Solar Farm Projects - £45.007m Together Energy - £22.447m

4. 2019/20 CAPITAL EXPENDITURE 4.1 The table below summarises the 2019/20 capital programme budget variances.

Capital Programme

2019/20Quarter 4

Budget£m

2019/20Capital

Outturn£m

2019/20Variance

£m

% Spent

Families & Wellbeing 11.102 8.031 3.071- 72%Corporate Services 5.164 5.887 0.723 114%Environment & Transport 51.284 46.966 4.319- 92%Growth 13.192 11.631 1.561- 88%2019/20 Capital Programme (excluding Invest to Save) 80.742 72.514 8.228- 90%Invest to Save 36.673 38.553 1.880 105%Invest for Income or Return 242.481 107.369 135.112- 44%2019/20 Invest to Save Programme 279.154 145.923 133.231- 52%Total 2019/20 Capital Programme 359.896 218.437 141.459- 61% 4.2 As can be seen from the above there was a variation between forecast capital

expenditure and the final outturn. The majority of the expenditure will, however, be re-profiled into 2020/21 together with the financing and does not therefore present any financial issues for the Council to address.

4.3 The variation of £141.459m between the approved capital programme and the final

outturn position primarily relates to an underspend on the Invest to Save Programme. Due to the innovative and partnership nature of this programme it is difficult to forecast future expenditure with great accuracy. The Invest to Save programme encompasses targeted expenditure which either generates a long term reduction in specific service delivery costs or generates additional revenue to support and sustain existing schemes and services. From Quarter 1, the Invest to Save programme will be described in greater detail, showing separately those schemes which fall into the invest to save category and those which fall into the wider category of generating other financial benefits.

4.4 The major scheme underspent on the Invest to Save Programme is Loans to Housing

Associations (£105.500m). Other schemes that slipped in 2019/20 were Solar Farm Projects (£18.361m), Loan to Local Enterprise Partnership (£10.000m) and Street Lighting Energy Carbon and Asset Improvement (£3.944m).

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Agenda Item 4

5. FINANCING OF CAPITAL EXPENDITURE 5.1 The table below summarises the funding of the 2019/20 capital programme. The

Council had a fully funded capital programme for 2019/20. There are no funding implications from the 2019/20 capital programme that will affect the 2020/21 – 2022/23 capital programme, which remains fully funded. All underspends in 2019/20 will be re-profiled into future years budgets that will be presented to the Cabinet for approval in September 2020 when the new Quarter 1 revised budget is approved.

Capital Programme Funding

2019/20Quarter 4

Budget£m

2019/20Capital

Outturn£m

2019/20Variance

£m Unsupported Borrowing - Corporate 45.783 39.917 5.866- Unsupported Borrowing - Invest to Save 279.146 145.922 133.224- Capital Grants and Reserves 19.023 15.938 3.085- Capital Receipts 4.295 4.820 0.525 Revenue Funding 0.298 0.354 0.056 External Funding 11.351 11.486 0.135 2019/20 Capital Programme Funding 359.896 218.437 141.459-

6. MAJOR SCHEME UPDATES Great Sankey Neighbourhood Hub 6.1 The hub is now complete at a cost of £20.65m, within the budget of £20.8m and the

Council’s overall funding of all relevant aspects of the project is now £16.531m. 6.2 There is still a risk that this contract will enter formal dispute and any award against

the Council has the potential to increase the outturn costs and legal advice is being sought in this respect.

Time Square 6.3 Time Square is now complete. We have agreed leases with Gravity for the former

market building and they are currently fitting out and expecting to open in late Autumn and we have agreed Heads of Terms with another operator under delegated authority for 1 Dolmans Lane. We continue to receive more interest from additional occupiers in the other units and we are in early negotiations with two further occupiers.

6.4 The work required to make an effective transition between the two offices is now

underway and this and the new ways of working are progressing well. Loans to Housing Associations 6.5 The Council continued its loans programme to Housing Associations in 2019/20 to

promote House Building and to generate an investment return to the Council. The loans programme is operating very successfully. At 31/03/20 the Council had loan

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Agenda Item 4

facilities in place with 15 Housing Associations of £427.5m with £142.2m drawn down to date. It is estimated the Council’s loans programme has contributed to the building of 1,200 Affordable Homes in Warrington and the surrounding region. One of the most recent schemes is the award winning Cabinet works development on the Wirral.

Solar Farms 6.6 The Council took ownership of its York Solar Farm in December 2019. With

continuing good weather the generation from the York Solar Farm is ahead of expectations.

6.7 Hull Solar Farm which will supply the Council with green electricity from April 2021 is

due for completion in Autumn 2020. The project completion is 6 months behind schedule due to bad weather in the first quarter of the year and Covid-19.

Housing Company 6.8 The Local Housing Companies were incorporated in February 2019. The companies

(named ‘Incrementum’) have three officers of the Council as Directors, and an inaugural Board Meeting was held in April 2019.

6.9 The first two housing schemes at Sycamore Lane and Chatfield Drive, comprising 161

townhouses and apartments powered by green energy, were approved at the Development Management Committee on 8 July 2020. The schemes are now fully designed and are intended to start on site in September, with the first properties being handed over in April 2021. The final completion date for both schemes is May 2022.

6.10 The first two housing schemes have attracted an Accelerated Construction grant of

£2.2m from Homes England. 6.11 A competitive selection process to nominate a company to undertake the marketing,

management and maintenance of the properties is due to commence shortly. 6.12 The Housing Company is exploring the potential to develop a further 460 properties

on a further four sites in the Borough. It is expected that the Business Plans for the first of these new sites, comprising approximately 100 independent living units, will be presented to Cabinet in early 2021.

Together Energy 6.13 Cabinet approved the purchase of a 50% share in Together Energy, a national supply

company, in September 2019. The aim of the partnership is to reduce fuel poverty in Warrington, and the neighbouring residents, and to purchase 100% green energy in line with the Council’s emergency climate resolution and green energy policy.

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Agenda Item 4

7. NEW SCHEMES SINCE DECEMBER 7.1 Since Quarter 3 the following scheme(s) have been incorporated into the 2019/20

programme under the Chief Executives and Deputy Chief Executive & Director of Corporate Services delegated powers.

1 Pyramid Roof Repairs 0.059 - 0.059

0.059 - 0.059

No. of Bids

Capital Bid Description (New Bids 2019-22)

Total£m

External Funding

£m

Total Borrowing

£m

8. FINANCIAL CONSIDERATIONS 8.1 Dealt with in the body of the report and the risk registers of individual schemes. 9. RISK ASSESSMENT 9.1 Risk assessments are undertaken as part of the evaluation of all capital schemes. 10. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 10.1 There are no equality or diversity issues associated with this report. 11. CONSULTATION 11.1 Consultation takes place on a scheme by scheme basis. 12. REASONS FOR RECOMMENDATION 12.1 To ensure that key information on the Capital Programme is noted by the Cabinet. 13. RECOMMENDATION 13.1 Cabinet is recommended to:

(i) Note this report.

(ii) Endorse the schemes approved by the Deputy Chief Executive & Director of Corporate Services and Chief Executive under delegated powers (section 7).

14. BACKGROUND PAPERS Capital Programme Model Contacts for Background Papers: Danny Mather ([email protected]; 01925 442344

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Agenda Item 5

WARRINGTON BOROUGH COUNCIL

CABINET – 14 September 2020

Report of Cabinet Member:


Executive Director: Lynton Green, Deputy Chief Executive & Director of Corporate Services


Danny Mather, Head of Corporate Finance


Telephone: 01925 443925

Key Decision No. 077/19

Ward Members: All

TITLE OF REPORT: CAPITAL PROGRAMME MONITORING 2020/21 – QUARTER 1 (APRIL – JUNE)

1. PURPOSE

1.1 This report provides the current position and progress of the 2020/21 Capital Investment Programme and it’s financing as at 30 June 2020. It takes into account both financial and scheme progress monitoring undertaken with service area project officers. To aid Members understanding the programmes been split into the following categories: • Borrowing Projects [Revenue Cost to the Council]• Grant/Contribution/Capital Receipts Projects [No Revenue Cost to the Council]• Invest to Save Projects [No Revenue Costs to the Council – a return is generated]

2. CONFIDENTIAL OR EXEMPT

2.1 The report is not confidential or exempt.

3. INTRODUCTION AND BACKGROUND

3.1 A summary of the Quarter 1 capital monitoring position is given in the table below. Appendix 1 provides a full breakdown of the programme on a scheme by scheme basis.

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Agenda Item 5

Capital Programme

2020/21Approved

(MTFP)£m

2020/21Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21Variance

£m

% Spent

Families & Wellbeing 9.346 14.683 0.761 5.616 8.306- 43%Corporate Services 5.566 5.728 0.711 0.033 4.984- 13%Environment & Transport 59.036 56.145 4.390 25.611 26.144- 53%Growth 7.049 9.699 0.709 2.034 6.957- 28%2019/20 Capital Programme (excluding Invest to Save)

80.997 86.256 6.572 33.294 - 46.391 46%

Invest to Save 7.188 5.308 0.983 2.902 1.422- 73%Invest for Income or Return 868.678 278.305 6.572 - 271.734- 2%2019/20 Invest to Save Programme 875.866 283.613 7.555 2.902 273.156- 4%2019/20 Total Capital Programme 956.863 369.869 14.126 36.196 319.547- 14%

3.2 In setting the Council’s 2020/21 – 2022/23 Capital Programme, the Council incorporated an ambitious set of schemes including £875.866m of Invest to Save schemes. Due to the size of the Invest to Save programme, if any slippage takes place in year this distorts the percentage spend and shows low level spend against budget. The above table differentiates the programme between the capital programme, both excluding and including invest to save schemes, which should give greater accountability.

3.3 The table shows committed spend for the capital programme, excluding ‘Invest to Save’ schemes, as 46% for Q1 this compares to 51% for Q1 last year. Including ‘Invest to Save’ schemes the committed spend reduces to 14%, which has slightly reduced from the comparable Q1 figure from last year of 31%. Please note that commitments included in the committed spend may relate to multi-year commitments thereby distorting the in-year comparisons.

3.4 The graphs below the % and spend including commitments at Q1 on a year by year basis.

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Agenda Item 5

3.5 All S106 projects (fully financed by S106 monies) that are currently in the capital programme are detailed in Appendix 2. S106 monies received have to be spent as per the S106 agreement and within timeframes to avoid returning the monies plus interest.

3.6 Variances from budgets to actual expenditure at Directorate levels are:

• Families & Wellbeing – currently showing 57% underspend against budget,this shows a high level of spend and total scheme commitments and thatschemes are progressing well in Quarter 1.

• Corporate Services – currently showing 87% underspend against budget, thisis due to low level of spend and total scheme commitments in Quarter 1particularly in relation to the Corporate Redundancy Costs, which is anunknown cost until the end of the financial year and also the Transformationprogramme that’s dealt with in detail below. Major scheme update detailedbelow:

o Warrington 20:20 Transformation Programme – some deliverablesplanned for 2020 have been impacted by COVID pandemic – re-planningundertaken and new priority roadmap developed 2020-21.

Remaining tasks for HR work stream reviewed and final tasks nowunderway. Contact Centre workstream re-started last month, focussing onremaining Waste processes (‘Missed Bin’ and ‘Waste Enquiry’) due tolaunch in July & August. Next tranche of processes in developmentincludes Regulatory Services, Traffic and Highway processes, due tolaunch during autumn/winter 2020.

Work underway for Birth Registrations on Registrars workstream, tolaunch later this month, remaining processes are deferred until later in2020. Revenue & Benefits upgrade in spring 2020 deferred until later in2020. First new module to be launched in August, timescales forremaining process to be planned in autumn 2020. Planning underway forComplaints, aiming to deliver in autumn 2020, FOIs and SARs processesdeferred to 2021. Families and Wellbeing (excluding Public Protection)currently paused, and now looking to include in the programme in early2021.

• Environment & Transport – currently showing 47% underspend againstbudget, this shows a high level of spend and total scheme commitments andthat schemes are progressing well at Quarter 1. There has also been severalnew projects added for 2020/21. Major scheme updates detailed below:

o Western Link – A Detailed Design partner has now been appointed. Thefirst stage of this design commission will culminate in submission of aplanning application for the scheme, currently programmed for May

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Agenda Item 5

2021.Surveys and site investigations to inform the detailed design process are ongoing.

Scheme funding and progression remains subject to the approval of a full major scheme business case, which will be scrutinised by the Department for Transport (DfT).

o Depot Amalgamation – Project on hold pending decision on site locationand configuration.

• Growth – currently showing 72% underspend against budget, this is due tolow level of spend and total scheme commitments in Quarter 1. Majorscheme updates detailed below:

o Great Sankey Hub – The hub is now complete at a cost of £20.65m, withinthe budget of £20.8m and the Council’s overall funding of all relevantaspects of the project is now £16.531m.

There is still a risk that this contract will enter formal dispute and anyaward against the Council has the potential to increase the outturn costsand legal advice is being sought in this respect.

o Bewsey & Dallam Hub – Project is now on site and nearing completion –expected in Sept 2020. Project is currently within budget.

The project has experienced delay due to Covid 19 but the contractor hasmaintained steady progress throughout to minimise the impact.

o Time Square – Time Square is now complete. We have agreed leases withGravity for the former market building and they are currently fitting outand expecting to open in late Autumn and we have agreed Heads ofTerms with another operator under delegated authority for 1 DolmansLane. We continue to receive more interest from additional occupiers inthe other units and we are in early negotiations with two furtheroccupiers.

The work required to make an effective transition between the twooffices is now underway and this and the new ways of working areprogressing well.

• Invest to Save Programme – currently showing 96% under-spend againstQuarter 1 budget. Updates on major invest to save schemes are:

o Housing Company – The Local Housing Companies were incorporated inFebruary 2019. The companies (named ‘Incrementum’) have three officersof the Council as Directors.

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Agenda Item 5

Detailed planning permissions for the first two schemes on the former school sites at Sycamore Lane and Chatfield Drive (comprising 161 new houses and apartments) were granted on 8 July 2020, subject to the signing of s106 agreements. Sales agreements for the two sites are being drafted, and these agreements and the s106 agreements are anticipated to be signed shortly. Negotiations on the Build Contracts for both schemes are now well advanced, and these are estimated to be signed in mid-August. This being the case, work on both sites is due to commence in November 2020, with the first houses being handed over in April 2021 and the sites completed by May 2022.

Feasibility assessments are underway on a further five sites in the Borough with the potential for 460 no homes. Three of the schemes are investigating the viability of elderly independent living accommodation.

o Corporate Loans Programme – The Council’s loans programme continuesto operate well to policy and budget. Full update position is reported tothe Audit and Corporate Governance Committee on a quarterly basis.

Approval is sought to extend two Housing Association Loans that areshortly to expire. The One Housing (Citystyle Living) loan which expires on31 October 2020 of which a further 12 month extension is being sought.Together with the Warrington Housing Association loan which expires inJanuary 2021 of which a further 5 year extension is being sought.

o York Solar Farm – With continuing good weather the generation from theYork solar farm is ahead of expectations. The Power Purchase Agreement(PPA) with Statkraft has been signed and work is continuing on theimplementation of the equipment for the optimisation to begin, fulloptimisation expected by mid-August.

o Hull Solar Farm – severe weather conditions plus the Covid 19 pandemichas caused severe delays to the construction timetable for the Hull solararm. Construction is now due for completion at the end of July with testingand commissioning ongoing until expected completion and hand over mid-September. The PPA for the solar farm selection process is close to aconclusion, the PPA covering the management of the solar farm theoptimisation of the future battery storage and the sleeving process forWBC to get its energy requirements from the Hull Solar Farm.

At May’s Cabinet meeting approval was given for further investment in theHull solar farm and for the investment in a hybrid solar farm in Cirencester.The Hull investment is for the addition of 21mW of battery storage. Workis due to commence on this in the autumn with an anticipated completionin spring 2021.

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Agenda Item 5

o Cirencester Hybrid Solar Farm – The council first considered thedevelopment of the solar farm in Cirencester in March 2018 however dueto issues with the site, specifically the grid connection, the project was puton hold. With developments in grid connectivity technology theCirencester project has now become viable as a 24mW solar farm now alsowith the addition of 20mW of battery storage. The council will bedevelopment funding this project in association with Abundance Finance.The funding structure has now been agreed with Gridserve with financialclose expected by the end of August. The project is expected to begin inSeptember with a May 2021 completion date.

o Birchwood Park – In December 2019, the Cabinet approved the funding fordevelopment of an 94,000 sq ft unit on plot 722 (the site of a temporarycar park at Birchwood Park) and the funding for development of a newmulti-story car park (MSCP) on a site immediately to the south. The costsof this project included £6.94 million for plot 722 and £13.249 million forthe new MSCP.

This funding and the development project is subject to Element(Warrington Fire/Exova) agreeing and committing to a pre-let of the unit722. The deadline for Element to make this legal commitment is October2020. It is understood that the Element requirement also includes anadditional unit of around 25,000 sq ft in size to take alongside Unit 722. Itwas envisaged that one of the now completed five units on Quadrantphase 2 would be appropriate for Element. However, both the delay inElement making their commitment and the market interest from otherparties in these five new units (two are already let) has led to considerationthat holding one of these units empty for Element while 722 is built (over12 months) is not best value if it can be let to another party with rent beingpaid.

Since the impact of Covid-19 earlier this year, car parking requirement on Birchwood Park has seen a fall in demand. As such, it is no longer immediately necessary to replace the car parking lost when plot 722 is developed for Element. Hence there is no longer an immediate requirement for the new MSCP on the site to the immediate south. This consideration will be reviewed as the impact of Covid-19 eases into the future.

As such, if Element does wish to legally commit to both plot 722 and another 25,000 sq ft unit, and the Quadrant Phase 2 units are already let or will be income producing within 6 months, it is proposed to: • Build a new unit for Element on Quadrant phase 3 at Birchwood Park

(an adjacent site) at a cost of £2.8 million to let to Element for 10 yearsat a rent of £160k pa.

• Not proceed with the new MSCP and fund the above £2.8 million fromthe approved costs for the MSCP.

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Agenda Item 5

• If market demand is strong enough, consider building out all 3 units ofQuadrant phase 3 at a cost of £6.325 million.

There are no cost implications as this proposal will utilise £13.249 million funding identified to build the new MSCP no longer immediately required.

3.7 The Medium Term Financial Plan (MTFP) 2020/21 Capital Budget agreed by Full Council in February 2020 was £956.863m. Capital expenditure in 2020/21 is currently estimated at £369.869m, which is £586.994m lower than the MTFP agreed budget. The changes to the budget are detailed in Appendix 3 and are summarised as follows:-

Changes to Capital Programme £mMTFP Approved Budget 956.863 Budget Changes:2019/20 under/over spends 99.084 Re-profil ing budgets 3.226 New Projects (grant/contributions) 4.371 New Projects (unsupported borrowing) 0.445 Re-phasing to latter years 114.827- Removal of Project/Budget (saving) 2.248- Removal of Budget - Commercial Properties 577.045- Current Projected Expenditure (Quarter 1) 369.869

3.8 During Quarter 4 2019/20 a reclassification of Investment Properties to Commercial Property Investments took place and therefore the budgets have been removed from the capital programme.

4. COVID-19 PANDEMIC

4.1 Covid-19 will have an impact on the delivery of the 2020/21 Capital Programme. This will vary on a scheme by scheme basis. Slippage of several months on the Hull Solar Farm and Housing Company has taken place. The financial return on the Time Square development will reduce and a budget pressure will need to be built into the MTFP for this. This is due to reduced income caused by the pandemic and a forecast delay in attracting due business caused by the economic uncertainty of Covid-19.

5. STATUS OF 2020/21 PROJECTS

5.1 There are currently 224 schemes in the capital programme. All schemes have been reviewed into the following categories to identify the level of projected expenditure in 2020/21:-

• Already complete - £1.342m• Schemes on site/underway - £336.092m• Schemes Programmed in year - £23.933m• Not yet programmed - £8.503m

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Agenda Item 5

5.2 The first three categories give a good indication of the level of confirmed expenditure that will be undertaken during the year. Appendix 4 provides an analysis of schemes not yet programmed.

5.3 Regular monitoring is being undertaken to ensure schemes are delivered in accordance with current planned timescales.

6. CHANGES TO CURRENT CAPITAL INVESTMENT PROGRAMME

6.1 Projected expenditure for the year is £369.869m and is £586.994m lower than the MTFP budget. The table below gives a comparison of the current programme compared to the original programme approved in February 2020 and the Q1 budget.

Capital Programme

2020/21Approved

(MTFP)£m

2020/21Quarter 1

Budget£m

Families & Wellbeing 9.346 14.683 Corporate Services 5.566 5.728 Environment & Transport 59.036 56.145 Growth 7.049 9.699 Invest to Save Programme 875.866 283.613 2019/20 Capital Programme 956.863 369.869

6.2 The reasons for the decrease in budget are summarised in Appendix 3.

7. VARIANCES TO THE PROGRAMME IN EXCESS OF £100K

7.1 Variances to the Capital Programme in excess of £100k on a scheme by scheme basis are set out in Appendix 5 for noting.

8. FINANCING OF THE CAPITAL PROGRAMME

8.1 At Quarter 1 the Council has a fully funded capital programme, which is summarised in the table below:

Capital Programme Funding

2020/21Approved

(MTFP)£m

2020/21Quarter 1

Budget£m

Unsupported Borrowing - Corporate 47.176 42.343 Unsupported Borrowing - Invest to Save 875.866 283.613 Capital Grants and Reserves 16.051 26.287 Capital Receipts 4.459 4.695 Revenue Funding 0.002 0.069 External Funding 13.309 12.863 2019/20 Capital Programme Funding 956.863 369.869

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Agenda Item 5

9. CAPITAL RECEIPTS FORECAST

9.1 Capital Receipts form an important element of the financing of the capital programme. The table below summarises the capital receipts position at the end of Quarter 1.

CAPITAL RECEIPTS FORECAST(Net Receipts after deductions) 2020/21 2021/22 2022/23 2023/24 Future

Receipts£m £m £m £m £m

Council Capital Receipts Brought Forward 0.024 4.628 1.503 0.678 0.425 Potential Future Year ReceiptsLease Surrender Bladen House 0.300 - - - - Miscellaneous PSPIc Review Disposals 0.200 0.050 - - - MRR & MTFP Adjustment 10.221 - - - - Garven Place/Bank House 0.275 - - - - Foxwood former school site - 0.800 - - - Sycamore Lane former school site - 2.750 - - - Corporate Property Review Phase 1 - Chester Road - - - - 2.000 Former Bewsey Old School - - - - 0.500 School Brow disposal - - - - 1.500 Grappenhall Hall former school site - - - - 3.000 GGHT/Torus HRA Transfer - VAT shelter 0.590 0.300 0.300 0.300 0.600 GGHT/Torus Future Right to Buy Sales 1.837 1.000 1.000 1.000 6.500 TOTAL Council Capital Receipts Available 13.447 9.528 2.803 1.978 14.525 Planned Use of Council Capital ReceiptsFamilies & Wellbeing 0.121 - - - - Corporate Services 4.326 2.000 2.000 1.553 - Environment & Transport - 2.025 0.125 - - Growth 0.372 - - - - MTFP Allocation 4.000 4.000 - - - TOTAL Capital Receipts Usage 8.819 8.025 2.125 1.553 - TOTAL Council Capital Receipts Carried Forward 4.628 1.503 0.678 0.425 14.525

Forecast Capital Receipts

10. PROPOSED NEW BIDS 2020/21 – 2022/23

10.1 During the period Capital Investment Planning Group (CIPG) have received several bids for new schemes to be added to the 2020/21 – 2022/23 programme. Appendix 6 provides a summary of projects totalling £1.366m that is recommended to Cabinet for insertion into the 2020/21 capital programme.

10.2 There is no additional funding pressure from bids 1 to 4 for the capital programme as the proposed budgets are covered by reallocation of existing budgets.

10.3 Members need to be aware that in agreeing these projects there will be additional yearly borrowing costs to the Council of £61k when the schemes are completed, which will need to be built into the MTFP borrowing costs.

11. FOSTER CARER LOAN SCHEME

11.1 During the past 18 months a small number of Foster Carer Loans have been given by the Council funded from with the Families and Wellbeing Budget. These loans have been in the region of £80k per loan and have gone towards extensions to Foster

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Agenda Item 5

Carer homes to enable them to foster more Children and have reduced the need for residential care.

11.2 It is now proposed to set up a formal Foster Care Loan system funded corporately from borrowing. The total scheme will be capped at £2m and it is estimated that this will fund in the region 25 loans. All the loans will be secured and borrowing costs met by the Foster Carer. Any increase in the cap will require Cabinet approval. Individual loans will be delegated to senior officers for approval.

12. FEASIBILITY PROJECTS

12.1 Appendix 7 provides a summary of all feasibility projects totalling £2.927m. This also shows the breakdown of funding identified and the borrowing element that will be requested when the project is considered for insertion into the capital programme.

12.2 Members need to be aware that the cost of the feasibility projects will become a revenue cost in the future, if capital projects do not materialise. This would then need to be picked up by the MTFP as a pressure.

13. WIRRAL METHODIST HOUSING ASSOCIATION LOAN

13.1 During the outbreak of the Covid-19 the Council received a requested from Wirral Methodist Housing Association to extend its £3m loan facility for a further 5 years that was previously agreed by the Executive Board at its meeting of 16 March 2015. The extension of the loan was approved by the Section 151 Officer under delegated powers by completing an Officer Decision notice is consultation with the Deputy Leader.

14. FINANCIAL CONSIDERATIONS

14.1 Dealt with in the body of the report and the risk registers of individual schemes.

15. RISK ASSESSMENT

15.1 The major risks facing the capital programme include multiple funding streams, planning, procurement, delivery of the programme, capacity, supplier and inflation risks.

16. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT

16.1 These are fully integrated into the Capital Programme.

17. CONSULTATION

17.1 All capital programme project officers, CIPG and SMT are consulted on the monitoring of the capital programme.

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Agenda Item 5

18. REASONS FOR RECOMMENDATION

18.1 To ensure effective corporate governance procedures are in place for the management of the capital programme.

19. RECOMMENDATION

19.1 Cabinet is recommended to:

(i) Note the monitoring report.

(ii) Approve amendments to the 2020/21 capital programme.

(iii) Approve Foster Care Loans facility up to £2m as detailed in section 11 of thisreport.

(iv) Approve the individual loan decisions for Foster Care Loans to be delegated tothe Section 151 Officer and Director of Children’s Services.

(v) Approve the changes to the Birchwood Park development contained withinsection 3.6.

(vi) Endorse the decision of the Section 151 Officer to extend the WirralMethodist Housing Association Loan (section 13).

(vii) Agree new schemes be added to the capital programme contained withinsection 10 of this report and the associated borrowing costs.

(viii) Approve a 12 month extension to the One Housing (Citystyle Living) loan anddelegate to the Section 151 Officer and Monitoring Officer responsibility foragreeing the terms in consultation with the Deputy Leader.

(ix) Approve a five year extension to the Warrington Housing Association loan anddelegate to the Section 151 Officer and Monitoring Officer responsibility foragreeing the terms following consultation with the Deputy Leader and CabinetMember, Corporate Resources.

20. BACKGROUND PAPERS

Capital Programme Model

Contacts for Background Papers:

Name E-mail Telephone Danny Mather [email protected] 01925 442344

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Agenda Item 5

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Agenda Item 5 Appendix 1

Detailed Budget Monitoring (by Project Funding Type)

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m

2021/22 Forecast Budget

£m


£m

2023/24+ Forecast Budget

£m

Project Description Progress

1 Community Equipment 0.470 - - 0.470- - - - Equipment purchase to keep people safe, well and as independent as possible in their own homes, provided on loan to Warrington residents.

On going project - to cover equipment/telecare overspend.

2 CCTV Procurement 0.108 0.050 0.078 0.021 - - - To deliver quality CCTV systems within l icenced vehicles to safeguard both drivers and passengers.

Installation have virtually now been completed. We have one invoice to pay and a small number of vehicles to complete once the drivers who are shielding can make their vehicles available.

3 Network Improvement Programme 0.068 - 0.003 0.065- - - -

This project is a remaining code from the original ICT Modernisation Programme from 2010/11. The projects identified had on-going requirements to maintenance the momentum of the initial investment in modernising the Council 's systems such as Network Improvement Programme and Aruba HRP. Once these projects are completed, this project will be closed and superseded by ICT & Print Service Infrastructure P.00510.

Network Services Improvement Programme has no additional spend other than outstanding commitments for building work raised since 2017/18. Aruba HRP project was completed in 2019/20 and 40k is forecast to be required in 2023 for a further refresh. A need for 30 Aruba APs has been highlighted in 2020/21 so 5k has been required to be brought forward from the 40k therefore only 35k will be required in 2023.

4 End User Computing - Management Systems & Technologies

0.559 0.125 0.030 0.404- - - -

Continuing the support of management systems to enable the provision of all hardware as well as upgrading, replacing, and rationalising hardware and software within the 'End User Computing Environment (EUCE) to provide a consistent platform currently based on Windows 10 and Office 2013 together with associated productivity tools.

The deployment of kit to the new offices will be a big workstream in 2020/21. Surplus laptops are going back into stock for reallocation so the stock is sti l l being util ised. The cycle of replacing out of warranty kit wil l continue and a new capital bid will be submitted for the next 5 year cycle. Originally forecast this year was for the number of Deployment Technicians to be reduced to 2 however due to COVID19 and the delay on the move to the new office, all 4 technicians will be required for the rest of the year. This capital money is also being used for Stock as replacing out of warranty or broken Kit, so stock levels have to be maintained to ensure the continuity of Service for all ICT items.

5 ICT & Print Service 0.648 0.122 0.000 0.526- - - -

Investment into the Council 's ICT & Print Service Infrastructure. - Replace hardware which is coming out of support. - Upgrade or replace software which is aging and going out of support. - Increase capacity to meet our evolving business need and growth and to address specific risks that are known to date.

Multiple projects have been completed using this capital funding and a new 5 year forward plan is currently in the pipeline for 2021 and beyond. The remaining projects to be completed may be affected by COVID19 but are currently being forecasted to begin this year. The Software Asset Management and Civica Enterprise projects have already been completed in Q1.

Borrowing Projects [Revenue Cost to the Council] In Year Budget Monitoring - Quarter 1 Future Year Forecasts Narrative Updates

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Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


6 Town Hall Audio Visual Equipment 0.071 - - 0.071- - - -

To provide the Council with an audio visual system that will give it the facil ities not only to ensure that attendees are provided with facil ities that allow for the effective running of the meetings but also to allow the Council to meet the expectations of a very social media aware public. Moreover, it allows the Council to provide direct communication with the public, showing important debates and decision-making in full.

Phase one was completed on 3 February with the new microphones operational. Feedback has been positive. The second phase is the installation of the audio equipment and webcasting. A significant amount of work has been carried out by officers across a number of disciplines in reviewing the project plan and the contract from the start of the project over two years ago. (NB there are no officers left in the Council that started the project originally). This is now reaching a conclusion. The company have been asked to review the specification to include for portable audio visual screens and making use of the existing hearing loop system. Because of the time delay the original costs have increased and the revised quote is an additional £5k. Colleagues have asked the company to demonstrate the changes in cost, we are awaiting further clarification. In addition to this we will need to factor in a heritage application. Colleagues are drawing up the revisions to the plan that will aid the application. It is thought that the heritage application will cost approximately £3.5k. Finally builders works costs are estimated for the running of the cabling in the skirting boards at £3k.

7 Committee Management System 0.056 - - 0.056- - - - A new committee management system to replace the existing CMIS product.

A decision was taken by senior management to revert back to CMIS. This was based on no viable alternative at the moment and the fact that there are significant elections in 2020 so we needed a fully operational system. We are currently bulk uploading information to CMIS and anticipate that the information will be available to the public in early March. We will continue to investigate alternative systems.

8 Capitalisation of Potholes 0.556 - - 0.556- 0.500 0.500 - Capitalisation of Pothole expenditure. Works progressing financial year end adjustment.

9 Highways Maintenance Investment 4.683 0.620 0.649 3.414- 2.109 - - Additional road maintenance resurfacing and asset improvement works across the Borough.

This has two programmes running Footways (25 Schemes) and Unclassified Roads (43 Schemes) and A Class and other strategic roads (10 Schemes). Both programmes are on target by March 2020.

10Warrington Bus Interchange Refurbishment 0.227 0.001 0.047 0.179- - - -

Major refurbishment of the Bus Interchange to bring the facil ity back to a satisfactory condition and to maximise compliance to Health & Safety requirements for staff and other users.

New turnstiles on order c£19K, roofing work subject to weather profile (waterproofing needs periods of dry weather) may be close to the end of 2018/19. Benches to be confirmed ASAP (c.£10K). Lighting project being scoped.

11 Daten Avenue Birchwood Path Cycle Improvement

0.180 0.002 - 0.178- - - - Daten Avenue Birchwood Path Cycle Improvement. Detailed design near complete. Expected start in Autumn 2020

12 Longbarn Park to College Place Path Cycle Improvement

0.180 0.002 - 0.178- - - - Longbarn Park to College Place Path Cycle Improvement.

Detailed design in hand. Aiming for start in Autumn 2020/21.

13Warrington Allotments Improvement Programme 0.019 0.003 0.005 0.011- - - -

Update allotments with improved water/toilet facil ities and infrastructure.

Toilet facil ities installed across all sites. Water supply infrastructure upgraded across priority sites. Improvements planned for 2020.

14 Alexander Park Developments Phase 1 - Play Area Phase 2 - Pavil ion

0.028 - 0.001 0.027- - - - Refurbish the existing children’s play area and enhance facil ities within the site.

Completion winter 2020.

15 Victoria Park Bowling Pavil ion Extension

0.009 - - 0.009- - - - Second phase of Minor Parks Investments. Redesign of existing facil ities.

Project completed July 2020, Retention to be paid


40

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


16 Volunteer Support & Quick Win Projects

0.012 - 0.002 0.010- 0.016 - - Second phase of Minor Parks Investments. Parkland enhancements in partnership with friends groups.

Schemes agreed with Portfolio holder. Completion summer 2021.

17 Lymm Dam Site Infrastructure Refurbishment

0.012 0.005 0.002 0.005- 0.035 - - Upgrading of easy access trail and infrastructure . Completion autumn 2021.

18Birchwood Forest Park Ranger & Sports Changing Building Refurbishment 0.067 0.001 0.032 0.034- - - -

Second phase of Minor Parks Investments. Redesign of building facil ities. Completion March 2021.

19 Lymm Dam WC 0.027 0.000 0.017 0.010- - - - To provide new accessible WC facil ities on the former public toilet site. Once installed the unit will be managed by the Parish Council.

Awaiting planning consent - completion autumn 2020.

20 St Elphins Park Pavil ion Refurbishment 0.095 - 0.001 0.094- - - - Re-design and upgrade the pavil ions at St Elphins Park. Completion summer 2020.

21 Western Link Blight Claims 1.000 0.001 - 0.999- 1.000 5.497 - Blight claims incurred as a direct result of the now confirmed route of the Western Link.

Six claims have now been accepted and properties at Baronet Mews acquired. Further claim from Baronet Mews currently being considered. Upon receipt further claims will be reviewed by the Project Team.

22

Omega Local Highways Phase 3 - Lingley Green Avenue/Whittle Avenue/Burtonwood Road Junction Improvements

4.350 0.149 0.536 3.665- 1.363 - - A series of highway improvements to key junctions around the Omega site.

Initial stage of works (Phase 3a) is now fully complete on site and delivered under budget. Phase 3b construction contract award approved at Cabinet in May 2019, site works to commenced January 2020 following advance statutory undertakers diversions.

23Springfield Street Public Realm Improvements 0.014 - 0.012 0.002- - - -

Improve both vehicular and pedestrian l inkages and facil ities allowing for increased legibil ity within the Cultural Quarter of the borough.

Project now complete.

24 Stadium Quarter Improvements 1.027 0.005 0.025 0.998- 0.050 - -

Improve the surrounding road network Tanners Lane, Dallam Lane, Winwick Street etc. are required to support the revised Masterplan and to create a gateway to the town centre for all highway users.

Design works underway to support Stadium Quarter masterplan, construction l ikely to commence Q2 2020/21.

25 Community Recycling Centres Infrastructure Investment

0.197 - 0.027 0.170- - - - Works to improve Community Recycling Centre (CRC) sites at Woolston and Gatewarth.

Project now complete

26Walton Hall High/Low Ropes Concession 0.010 - - 0.010- - - -

The supply/installation/operation of a high/low ropes activity course at Walton Hall & Gardens. To cover one off capital contribution to the scheme.

Planning application lodged by the operator Jungle Parcs. Works to start on site in late 2019, subject to planning permission.

27 Cenotaph Riverbank Stabil isation 0.094 - 0.000 0.094- - - -

Structurally improve the supporting river bank and wall that is situated to the rear surrounding the Cenotaph. Also look to upgrade the surrounding public realm in the immediate vicinity of the Cenotaph as necessary.

Construction works substantially complete. Final account with contractor settled. Delivered under budget and on programme

28Warrington Borough Council Combined Control Room 0.102 0.007 0.044 0.050- - - -

Co-locate two existing control rooms that manage the Town Centre CCTV and the Urban Traffic Management Control which are currently located at different sites into one location, enabling benefits to be realised from a closer working relationship.

Combined Control Centre building works complete, CCTV fit out and security infrastructure investment at the Town Hall is underway. Project to be complete in late 2019.

29 Travellers transit site 1.611 - 0.006 1.605- 0.303 - - Travellers transit site facil ity to ensure other sites are not misused.

Awaiting decision on site.

30Vehicle & Plant asset replacement programme (Environmental Operations) 0.355 - - 0.355- - - -

Replace fleet assets which are operating beyond their specified economic l ife which are no longer fit for purpose.

Work in hand to full value of project with delivery in Q1 & Q2 of 2020/21.

31 Refuse Collection Vehicle Replacements 0.610 0.000- 0.356 0.254- - - -

Supply and delivery of new Refuse Collection Vehicles to replace those which are operating beyond their economical asset l ife and are no longer fit for purpose to run an efficient operation.

6 vehicles delivered to value of £1m fy 18/19. 6 vehicles delivered to value £1m April 2019. 6 vehicles delivered to value £1.1m September 2019. 6 vehicle orders placed to a value of £1.2m for delivery April 2020. Orders in progress with expected delivery September 2020 which will complete the project to full project value.


41

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


32Grounds Maintenance Plant Equipment Replacement 0.650 - - 0.650- - - -

The supply and delivery of new grounds maintenance plant and equipment assets, inclusive of tractors and associated storage containers.

Project in progress defining detailed specifications and undertaking procurement activity. Orders being placed and subject to manufacturer leadtimes.

33 Parr Hall Ventilation Tower Repairs 0.057 0.001 0.000 0.055- - - - Essential repair and decoration to the ventilation tower at Parr Hall, which is a Grade II l isting, therefore Listed Building Consent is needed.

Works due on site in 2019/20, retention to be held, currently forecasting a small underspend, but to be held as a contingency until works completed.

34 Woodleigh Hot Water Heater 0.021 - - 0.021- - - - Replace essential plant and machinery at operational buildings - elderly care homes.

Work completed in 2019/20s, with u/spend to be moved to fund other works in the maintenance capital programme.

35 Padgate House Boiler 0.113 - - 0.113- - - - Replace essential plant and machinery at operational buildings - elderly care homes.

Planned to be on site in summer 2020. Some fee charges this year only.

36 East Annexe Dril l Hall Roofing 0.199 - 0.012 0.187- 0.030 - - East Annexe Dril l Hall Roof repair. New project 2019/20.

37New Electric Sub-station Town Hall Complex 0.221 - 0.003 0.218- 0.074 - -

To replace the Legh Street sub-station and construct a new (single) sub station, which will provide new electricity supply cables to the various buildings.

New project 2019/20.

38 Pyramid Roof Repairs 0.001 - - 0.001- - - - Pyramid Roof Repairs.

39 Town Hall Golden Gates Refurbishment & Repair

0.007 0.002 0.027 0.021 - - - Refurbishment and repair of the Town Hall Golden Gates.

Project completed successfully. Retentions due in 2020/21.

40West & East Annexe - Structural Investigation Works 0.021 - - 0.021- - - - West & East Annexe - Structural Investigation Works.

Trial hole and structural engineer costs only. Further remedial works and costs to be identified and funded separately.

41 Town Hall Fire Alarm System 0.055 - - 0.055- - - - Town Hall complex Fire Alarm.

Partial completion in 2019/20, with further works and payments in 2020/21 and retention held beyond that. Combined with Various Civic Build - Fire Alarm Systems as a single Project.

42Town Hall Golden Gates Additional Work 0.133 0.001 0.001 0.131- - - -

To i l luminate the refurbished gates, replacing the old ineffective fail ing uplighters and to address the condition of the pavement in front of the gates.

Work due on site in Autumn / Winter 2019. Retention due in 2020/21.

43 NTH/Quattro Demolition 0.700 0.006 0.004 0.690- 0.038 - - Demolition of New Town House/Quattro for future regeneration site.

Demolition due in 2020/21 following full vacation of NTH / Quattro.

44Maintenance Investment Estates Land (Roads and Footpaths) 0.062 - - 0.062- 0.045 - -

Required to bring roads up to an adoptable standard. To prolong the l ife of the assets and reduce the risk from third party claims.

Committed costs to a number of secondary non-adopted estates to support H&S and insurance claim mitigation.

45 Golden Square Improvements 0.522 - - 0.522- - - - Capital contribution for the building improvement works associated on a Golden Square unit to let to bring into use.

Works approaching completion on site - no payment due from WBC until works completed - forecast payment in 2019/20.

46 Bewsey & Dallam Hub 2.188 0.598 1.482 0.108- 0.080 - -

Construction of a new neighbourhood hub with sports and community facil ities to help regenerate two adjoining communities that have the highest deprivation scores in Warrington.

Construction has commenced on site and is proceeding in an orderly fashion. Slight delay due to weather.

47 Warrington Waterfront - Western Link (acquisition of land)

0.090 0.006 - 0.084- - - - Acquisition of land for Warrington Waterfront West Link.

Some remaining works in relation to the release of restrictive covenants remains.

48 Warrington Youth Zone 2.929 - - 2.929- 0.300 - -

It has been agreed by Executive Board that Warrington Borough Council wil l work with the charity On Side and Warrington Youth Club in progressing a Youth Zone within the Stadium Quarter of the town. A site of up to 3,200 Square Metres will be provided by Warrington Borough Council adjacent to the University Technical College for this development.

Plans and designs are currently being drawn up which are expected to follow the design, height and massing expectations for the Stadium Quarter as provided by the first phases of the development, with the UTC and the Base.

49Stadium Quarter Highway & Infrastructure Improvement Works 0.349 0.012 - 0.337- - - -

Land Acquisitions, Relocations, Design and Infrastructure Delivery Works to improve safety and enable the wider development of the Stadium Quarter.

Land has been acquired to enable the road widening of Dallam Lane, design work is progressing and relocations are moving forward to allow for public realm and road improvements to the Stadium Quarter area.


42

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


50 Regeneration Acquisition - Causeway 0.583 0.003 - 0.581- - - - To acquire property in Warrington for regeneration purposes.

Property has been acquired and plans are now progressing to develop a regeneration scheme on the site

51 Warrington Public Libraries Improvement Programme

0.712 - 0.017 0.695- - - - Library building refurbishment and reconfiguration programme.

Surveys been undertaken on all l ibraries in scope. Relevant business cases for reconfiguration being developed. Stockton Heath works complete. Refurb works to go out to tender for Penketh and Padgate. Culcheth l ibrary development plans currently being reviewed - potential rebuild option being considered. Boiler replacement works underway at a number of l ibraries.

52 Depot Amalgamation 2.065 - - 2.065- 9.894 0.125 - Works to identify and construct new operational depot for WBC.

Project on hold pending decision on site location and configuration.

53 Various Sites - Structural & Chimney Works

0.005 - - 0.005- - - - Various sites: structural repairs to make chimneys safe.

Partial completion forecast within 2019/20.

54 Birchwood Tennis Centre - Roof 0.024 - - 0.024- - - - Birchwood Tennis Centre re-roofing.Work was completed in previous years, with u/spend to be moved to fund other works in the maintenance capital programme.

55 Museum - Roof 0.464 - - 0.464- - - - Museum re-roofing. Planned to be on site in summer 2020.

56 Various Civic Build - Fire Alarm Systems 0.194 - - 0.194- - - - Various civic buildings: replacing wireless fire alarms with wired systems.

Partial completion in 2019/20, with further works and payments in 2020/21 and retention held beyond that. Combined with Town Hall Fire Alarm System as a single Project.

57 St Werburghs Boiler & Heating System 0.041 0.001 - 0.041- - - - Replace essential plant and machinery at operational buildings - the training centre.

Works to be completed in 2019/20 with a retention value due in 2020/21.

58 Orford Youth Base - Boiler 0.018 - 0.001 0.017- - - - Replace essential plant and machinery at operational buildings .

Works due on site in 2019/20, retention to be held, currently forecasting a small underspend, but to be held as a contingency until works completed.

59 Various Changing Rooms - Showers 0.065 - - 0.065- - - - Replace essential plant and machinery at operational buildings.

Planned to be on site in summer 2020.

60 Birchwood Tennis Ctr - Water Heater 0.013 - - 0.013- - - - Replace essential plant and machinery at operational buildings.

Planned to be on site in summer 2020.

61 St Kaths - Windows 0.013 0.014 - 0.001 - - - Window replacement project. Currently scheduled to complete and pay for the works in 2019/20.

62 Orford Jub Hub - Exit Doors 0.010 - - 0.010- - - - Door replacement project.Work completed in 2019/20s, with u/spend to be moved to fund other works in the maintenance capital programme.

63 Hood Lane Rec - Emergency Lighting 0.004 - - 0.004- - - - Emergency l ighting works.Work completed in 2019/20s, with u/spend to be moved to fund other works in the maintenance capital programme.

64 Walton Crematorium Building Works 0.094 - - 0.094- - - - Works to address significant roof and damp related issues to prolong the useful l ife of the building.

Full spend of Budget with Costs/Tender August 2019.

65 Crosfields Club - Roof Drainage 0.005 - - 0.005- - - - Roof and drainage works.Work completed in 2019/20, with retention due in 20/21 and u/spend to be moved to fund other works in the maintenance capital programme.

66Replacement of ICS Case Management for Children's Social Work 0.021 - - 0.021- - - -

Replace current ICS system with a system that is flexible, able to respond to changing needs and high usabil ity.

Costs expected 2019/20 for specialist build change.

67 Installation of CCTV Cameras in Springfield Street & Winmarleigh Street

0.026 - 0.013 0.014- - - -

Installation of CCTV surveil lance in current 'black-spot' areas of the Town Centre. Match funding has been made available by the Town Centre Business Improvement District (BID).

Both cameras to be installed w/c 27th July

68 Centre Park Link 9.276 2.737 6.128 0.411- 0.250 - - Centre Park Link new bridge and highways scheme. Project has now started on site and progressing well, to be complete and open to traffic in late 2020.


43

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


69 Warrington West Station 0.921 0.444- 0.174 1.191- - - - Construction of a new railway station and car park in West Warrington.

Station opened 15th December 2019. Defect correction period ongoing ti l l mid August 2020. Handover to NwR ongoing. Some paperwork sti l l remaining.

70 Birchwood Pinch Point 0.015 - 0.002 0.013- - - - Junctions improvements in Birchwood.

Scheme complete. Budget retained for 3 year monitoring which would take place after the WEP2 & WEP3 schemes are completed. All commitments can be closed.

71 ITB Smaller LST Scheme 0.702 - - 0.702- - - - Funding available to support LTP Capital Programme and Priority Infrastructure Projects.

Committed to Warrington West Station, Burtonwood to Omega shared use path and aid smaller scheme delivery as part of the LTP Capital Programme.

72 Multi-modal Model 0.145 0.011 0.068 0.066- - - - Development of a Multi-model transport model for the borough.

Increase in spend due to additional tasks on Local Plan and LTP4. Require in year budget of c£75k though there will be income from the Local Plans budget and also third party income.

73 Omega to Burtonwood Accessibil ity Improvements

1.442 0.074 0.617 0.751- 0.035 - - Delivery of a new shared use path between Burtonwood and Omega

Construction started on 15/07/20. Completion scheduled for November 2020

74 Chester Road Cycle Route 0.835 0.003 0.049 0.783- - - - Chester Road Cycle Route. Detailed design near complete. Aiming for Autumn 2020/21 start of construction.

75 Trans Pennine Trail Upgrade 0.726 0.004 - 0.722- - - - Trans Pennine Trail (TPT) upgrade between Knutsford Road and Chester Road.

Detailed design in hand. Aiming for start in Autumn 2020/21.

76 Warrington West Cycle Accessibil ity 0.342 0.011 0.018 0.313- - - - Cycle improvements between Sankey for Penketh and Warrington West Station.

Scheme is under development pending ongoing discussions with Network Rail. Expected start late 2020/21

77 Victoria Park Improvement 0.020 0.000 0.008 0.012- 0.394 - - Athletics Arena floodlight replacement to LED standard columns, refurbishment of arena grandstand, public toilets and operational storage space.

Floodlight replacement completed. Arena design brief agreed for delivery spring and summer 2020. Completion of all project elements winter 2020.

78 Sankey Valley Park Improvement 0.010 - - 0.010- 0.250 - - Woodland management, signage refurbishment and extension to Stanners Pool community angling facil ity.

Woodland management 85% completed, Stanners Pool extension brief developed and agreed with angling group and portfolio member. Awaiting Environment Agency confirmation to proceed. Completion autumn 2020.

79 Dallam/Bewsey Regeneration Programme

0.001 - - 0.001- - - - Tree management and infrastructure improvements within parkland as part of community initiative.

Completion December 2020

80 Oakwood Avenue Park Refurbishment 0.076 - 0.007 0.069- - - - Park refurbishment. Phase 1 play area completed. Phase 2 fence l ine and parkland improvements completion March 2021.

81 Birchwood Forest Park Skate Area & Bike Pump Track

0.002 - 0.007 0.005 - - - Skate and bike track improvements. Project completion 2020

82 Longbarn Park Refurbishment 0.013 0.000 0.000 0.013- - - - Play area and woodland improvements. Completion March 2021.83 Enfield Park Refurbishment 0.043 - 0.005 0.038- - - - Play area and woodland improvements. Completion March 2021.

84 Mee Brow Play Area Refurbishment 0.004 0.006 0.003 0.005 - - - Play are and infrastructure improvements. Play area completed skatepark and pitch improvements planned Completion spring 2020.

85 Birchwood Brook Footpath 0.003 - - 0.003- - - - Network development. Completion winter 2019.

86 Shaw Street Recreation Ground Uplift 0.009 - - 0.009- - 0.030 - Second phase of Minor Parks Investments. Parkland enhancements.

Completion March 2022.

87 Culcheth Vil lage Green Play Area Uplift 0.004 0.000 - 0.004- - 0.030 - Second phase of Minor Parks Investments. Partial refurbishment of facil ities.

Completion March 2022.


44

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


88 Whitecross Park Play Area 0.026 - 0.004 0.022- - - - Project completed. Retention to be paid

89 Causeway Park 0.006 - 0.006 0.000- - - - Project completed. Retention to be paid

90 Old Hall Park Refurbishment 0.048 0.010 0.011 0.027- - - - Completion March 2021.

91 Rixton Clay Pits Footpath Upgrade PROW to PFA

0.003 - - 0.003- - 0.027 - Completion March 2022.

92 Parkfields Park Enhancement 0.007 0.000 - 0.007- - - - Develop the Friends of Parkfields Park and contribute to the future management of the park to raise grounds maintenance standards.

Project underway completion 2020.

93Flood Risk (contribution to Environment Agency scheme) 0.486 - 0.002 0.484- 0.325 - -

WBC contributing to the Mersey Flood defence project. Overall project value is of the order of 28mill ion with an outcome that over 2000 properties and businesses will have increased protection from flooding from the Mersey in Warrington.

Construction works now substantially complete, payment plan agreed and being drawn down.

94 Western Link Pre construction 6.950 0.680 12.081 5.811 9.873 9.277 4.044

Pre construction works associated with brining forward the Western Link project through various statutory processes, resulting in the submission of a final business case to DfT to secure all scheme funding approvals - provisionally in late 2022/early 2023.

A Detailed Design partner has now been appointed. The first stage of this design commission will culminate in submission of a planning application for the scheme, currently programmed for May 2021.Surveys and site investigations to inform the detailed design process are ongoing. Scheme funding and progression remains subject to the approval of a full major scheme business case, which will be scrutinised by the Department for Transport (DfT).

95 Warrington East Phase 2 0.448 0.002 0.009 0.437- - - - Delivery of four junction improvements along the A574 Birchwood Way Corridor.

Officially opened on 14.10.19 - minor landscaping works remaining, once soils dried out in Spring.

96 Warrington East Phase 3 (NPIF) 0.190 0.006 0.757 0.572 - - - Duall ing of A574 Birchwood Way between Moss Gate and M62J11 junctions.

Officially opened on 13.01.20 - minor landscaping works remaining, once soils dried out in Spring.

97Omega Local Highways Phase 1 - Lingley Green Avenue/Omega Boulevard Junction Improvements

2.517 0.127 1.750 0.639- 0.723 - - Junction improvements at Lingley Green Avenue/Omega Boulevard (LGF3 scheme).

Procurement exercise completed December 19. Cabinet approval January 2020. Scheme programmed to be on site in mid-2020 for 9-12 months duration.

98 Omega Local Highways Phase 2A - Burtonwood Road/Kingswood Road

0.091 0.001 - 0.090- - - - Major improvements at signalised junctions of Burtonwood Road/Kingswood Road.

Works now complete, delivered under budget.

99Omega Local Highways Phase 2B - Lingley Green Avenue/A57 Liverpool Road Junction Improvements

1.818 0.042 0.061 1.714- 0.035 - - Major improvements at signalised junction located at Lingley Green Avenue/ A57 Liverpool Road, l inked to providing capacity to adjacent developments.

Uncontested Highways CPO now implemented and awaiting full draw down of land. Diversion of statutory undertakers plant is ongoing. Scheme on site in early 2020 for a period of 6 months.

100 Grey to Green Highways Improvements 0.079 0.000 0.027 0.052- - - - Phase 2 - To support the environmental improvements that will see an improvement in roads, footpaths and public realm in Bewsey & Dallam area.

Project now complete.

101 Victoria Park Regeneration Phase 2 - New Sports Facil ities

0.049 - 0.015 0.034- - - - New changing room, playing pitch and grandstand at Victoria Park for community use.

Project now complete

102 Walton Estate (Heritage Lottery Fund) 0.781 - 0.084 0.697- - - -

Restoration and regeneration works to the Walton Estate, including the indoor riding school, heritage yard, stable block and glasshouses to enable a subsequent education and events programme.

Project now complete apart from minor remedial works. Partners are now in occupation of the facil ity. Official launch event planned for 10.10.2019.

The third phase of Minor Parks Investments consists of a series of projects to develop, refurbish and improve facil ities within identified parks. Projects include play area development, building asset refurbishment, infrastructure improvements and initiatives to support the Councils growing number of volunteers who make a positive contribution to improving parkland facil ities for the benefit of the wider community.


45

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


103 Parsonage Way Playing Field 0.150 0.003 0.001 0.147- - - -

Working in partnership with Great Sankey Parish Council develop proposals to improve the current public open space at Parsonage Way for the local community, including installation of a new children's play area, new footway l ink, improved drainage, new boundary fencing and access and various landscaping improvements.

Planning application submitted for new boundary wall, procurement of construction works ongoing. Due to be on site late 2019 subject to planning consent.

104 Risley Moss Tower Plus 0.453 - - 0.453- - - -

The third phase of Minor Parks Investments consists of a series of projects to develop, refurbish and improve facil ities within identified parks. Projects include play area development, building asset refurbishment, infrastructure improvements and initiatives to support the Councils growing number of volunteers who make a positive contribution to improving parkland facil ities for the benefit of the wider community.

Planning consent granted, detailed design substantially complete, procurement of construction contract ongoing. Works on site early 2020.

105 Great Sankey Neighbourhood Hub 0.767- 0.018 0.036 0.821 - - - New build and refurbishment at Great Sankey Hub.Project complete. Note that there is an ongoing dispute with contractor that may result in an additional budget requirement.

106 Orford Park Sports vil lage 0.004 0.001 0.006 0.003 - - -

This spend takes into account the building programme being 4 months behind on delivery due to settlement issues. These are now resolved and works are now progressing on the revised programme. Building handover scheduled for 30th April 2012.

Building was handed over in 2012. Latent defects are being addressed. Final certification, payments and external body grant issues all due to be resolved in 2020.

107 Broomfields Leisure Centre Artificial Grass Pitch

0.515 0.046 0.445 0.024- - - -

Upgrade of Broomfields Leisure Centre Artificial Grass Pitch (AGP) to a competitive quality 3G pitch and associated drainage issues. Football Foundation providing 70% match funding.

It is now confirmed works are to start on 16 March 2020 to allow for completion of the football season and the majority of the winter PE curriculum. Delay to start has been caused by the needs for a ESFA application for disposal of school land (around the perimeter of the slightly expanded pitch), which DfE has now approved. Final revised total project cost is £490,121.12.

58.566 5.077 25.815 27.674- 27.722 15.486 4.044 Total Borrowing Projects


46

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


108 Corporate Redundancy Costs 2.000 - - 2.000- 2.000 2.000 1.553 To fund redundancy and actuarial costs via Capital Receipts.

Allocated at year end when the full costs are known.

109 Warrington 20:20 Transformation Programme

2.326 0.464 - 1.862- - - - Warrington 20:20 - Transformation Programme.

Some deliverables planned for 2020 have been impacted by COVID pandemic – re-planning undertaken and new priority roadmap developed 2020-21. Remaining tasks for HR work stream reviewed and final tasks now underway. Contact Centre workstream re-started last month, focussing on remaining Waste processes (‘Missed Bin’ and ‘Waste Enquiry’) due to launch in July & August. Next tranche of processes in development includes Regulatory Services, Traffic and Highway processes, due to launch during autumn/winter 2020. Work underway for Birth Registrations on Registrars workstream, to launch later this month, remaining processes are deferred until later in 2020. Revenue & Benefits upgrade in spring 2020 deferred until later in 2020. First new module to be launched in August, timescales for remaining process to be planned in autumn 2020. Planning underway for Complaints, aiming to deliver in autumn 2020, FOIs and SARs processes deferred to 2021. Families and Wellbeing (excluding Public Protection) currently paused, and now looking to include in the programme in early 2021.

110 Property Review Disposals 0.014 - - 0.014- - - - Marketing and sell ing property costs - all should be recoverable from property sales capital receipts.

PSPlc partnership progressing land sales - some up front disposal costs/fees/feasibil ity. Additional sales at Bewsey Dallam and Gemini involving "up front" costs.

111 Town Centre Digital Hub 0.019 - - 0.019- - - - Refurbishment of the top floor of the Pyramid in order to establish a Digital Hub for entrepreneurs.

Investment has been made in physical infrastructure only to enhance the appeal of the building for potential Digital tenants. £130k of £134K had been paid directly to contractors so far, however this was gross. Net spend is £120k so sti l l some left to util ise.

112 Adult Services - Better Care Fund (BCF) 0.285 0.040 0.082 0.163- - - - Delivering the Better Care Fund at a local level. 9 Ceil ing track hoists, 20 Stair l ifts and 1 ramp

113 Children's Ramps & Hoists - Better Care Fund (BCF)

0.020 - - 0.020- - - - Delivering the Better Care Fund at a local level. 1 Ceil ing track hoist.

114 Additional primary places - St Phil l ips 0.355 0.009 0.016 0.331- - - - Increase school places at St Phil l ips. Project to be completed 2020/21.

115 Additional primary places - Barrowhall Primary

0.023 - 0.003 0.020- - - - Increase school places at Barrowhall. Project in discussion regarding outstanding works

116 School Priority Maintenance Programme

0.003 - - 0.003- - - - School Priority Maintenance Programme. Project ongoing

117 Alderman Bolton Primary - Heating 0.013 - - 0.013- - - - Project transferred to 17/18 - Heating issues. Retention to be paid 20/21

118 Dallam Primary - External Improvements

0.036 - 0.018 0.019- - - - Playground & ground works. Retention to be paid 20/21

119 Ravenbank Primary - Heating 0.001- 0.002 0.002 0.005 - - - Heating works Retention to be paid 20/21120 Culcheth Primary - Roof Works 0.015 - 0.017 0.002 - - - Roof works. Retention to be paid 20/21121 Croft Primary - Roof Works 0.023 0.004 0.014 0.004- - - - Roof works. Retention to be paid 20/21122 Brook Acre Primary - Heating - 0.003 0.002 0.005 - - - Heating works. Retention to be paid 20/21123 The Cobbs Infant - Heating & Pipework 0.001- - 0.003 0.004 - - - Heating works. Retention to be paid 20/21

124 Additional primary places Grappenhall Heyes

3.264 - - 3.264- 0.075 - - To provide additional pupil primary places in the area of south Warrington.

Works to be started to 19/20.

125 Grappenhall Heyes - New Roofing 0.003- 0.006 0.015 0.024 - - - New roofing. Works to be started to 19/20.

126 Oughtrington Primary - replacement roof

0.105 - 0.031 0.073- - - - Roof works. Works to be started to 19/20.

Grant/Contribution/Receipts Projects[No Revenue Cost to the Council] In Year Budget Monitoring - Quarter 1 Future Year Forecasts Narrative Updates

47

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


127 Twiss Green Primary - replacement roof 0.106 - 0.017 0.089- - - - Roof works. Works to be started to 19/20.

128 Newchurch Primary - replacement roof 0.044 0.000 0.017 0.026- - - - Roof works. Works to be started to 19/20.129 The Cobbs Infant - Flat Roof 0.221 - - 0.221- 0.010 - - Flat roof works. Works to start 20/21.130 Oughtrington Primary - Electrics 0.200 - - 0.200- 0.007 - - Electrics works. Works to start 20/21.131 The Cobbs Infant - Electrics 0.217 - - 0.217- 0.010 - - Electrics works. Works to start 20/21.132 Appleton Thorn - Flat Roof 0.121 - - 0.121- 0.010 - - Flat roof works. Works to start 20/21.133 Meadowside Primary - Heating 0.050 - - 0.050- - - - Heating Works. Works to be completed 20/21.134 Stockton Heath Primary - Roof repairs 0.014 - - 0.014- - - - Roof repairs Works to start 19/20.

135 Devolved Formula Capital - Primary Schools

0.033 0.018 - 0.015- - - - DFC funding for Primary Schools - grant is split over all Primary Schools.

On going project.

136 Meadowside CP - Toilet Provision & Kitchen Improvement

0.517 - - 0.517- - - - Toilet & Kitchen works Works to start 20/21.

137 St Barnabas CE - Extension to Nursery 0.149 0.038 - 0.111- - - - Extension to Nursery Works to start 20/21.138 Bridgewater High - Extension 4.900 0.336 5.084 0.520 - - - Extension works. Project to start 19/20.139 S106 Culcheth High 0.048 0.044 - 0.004- - - - S106 Culcheth High. Waiting on school to confirm.

140 Devolved Formula Capital - Secondary Schools

0.065 - - 0.065- - - - DFC funding for Secondary Schools - grant is split over all Secondary Schools.

On going project.

141 ASD - Free School 0.100 - - 0.100- - - - Demolition of existing building Works to start 20/21.

142 Devolved Formula Capital - Special Schools

0.013 - - 0.013- - - - DFC funding for Special Schools - grant is split over all Special Schools.

On going project.

143 SEND - Oakwood CP KS1 0.079 - 0.017 0.062- - - - SEND provisions - Oakwood CP KS1. On site. Retention to be paid 20/21.

144 SEND - Secondary SEMH Designated Provision

0.250 - - 0.250- - - - KS3 initially / KS4 later Project to be confirmed

145 SEND - Post 19 Offer 0.200 - - 0.200- - - - Adult Social care plus education Project to be confirmed146 SEND - Post 1 vocational offer (WLV) 0.060 - - 0.060- - - - Development of Woolston Learning Vil lage Project to be confirmed

147 SEND - Sandy Lane Nursery 0.054 - - 0.054- - - - Sensory room and additional places in Rainbow room Project to be confirmed

148 Children's Residences Maintenance Works

0.001- - - 0.001 0.019 - - Additional cost at St Kath's & Social Services Properties.

Project on going.

149 Children Centres Works 0.323 - - 0.323- - - - Contributions to various works in Children Centres. Project on going.150 Healthy Pupil Capital - Kitchens 0.058 - 0.017 0.041- - - - Kitchen works. Various schools. Works to start 19/20.

151Schools Capital Works (revenue to capital contributions) 0.017 0.017 - 0.000 - - -

Any invoices over £2k that relate to capitalised works. Income is received from schools to offset expenditure to nil balance.

On going project.

152Disabled adaptations to private housing (BCF) 1.534 0.157 0.000 1.377- - - -

Funding of mandatory disabled facil ities grants to enable disabled people to remain in their homes and access basic facil ities.

Slow start due to COVID 19 although expect the budget to be spent

153 Private housing - renewal assistance 0.032 0.032 - 0.000 - - -

Financial assistance in the form of grants and loans to assist owner occupiers and landlords of tenanted properties [with below market rents] to carry out essential repairs to remove category 1 hazards [under the Health & Safety Hazard Rating System - HHSRS] or to meet the Decent Homes Standard and other functions included in the Council 's Housing Renewals Policy.

Project on-going.

154 Culcheth Bungalows 0.118 0.004 0.182 0.069 - - -

2 purpose built bungalows one as directed by Court of Protection and second for people with learning disabil ity as part of the Demand Management initiative.

Contractor stopped work due to COVID 19. Work has resumed and a revised programme is being produced

155 Supported Housing Project 0.423 - - 0.423- - - - To acquire and adapt properties for those with a learning disabil ity.

Acquisition of properties and contractor on site carrying out works. Successful grant funding bid to NHS.


48

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


156 Air Quality 0.004 - - 0.004- - - - Three Schemes:- Low emission study , AQ equipment, Freight Eco stars.

All schemes now completed. Underspend remains for other air quality work.

157 Road Maintenance 1.355 0.004 0.039 1.311- - - - Current programme of 7 schemes complete.

158 Bridge Maintenance 0.378 0.013- 0.097 0.294- - - - Works progressing and programmed to year end.

159 Traffic Signals - Maintenance 0.229 0.005 0.095 0.129- - - - Currently 1 x traffic signal junction renewal planned at London Rd/Lyons Ln. Expect budget to be fully spent.

160 Bus Stop - Maintenance 0.007 0.001 - 0.007- - - - Additional stops for upgrade identified and being scoped.

161 Street Lighting Structural Works 0.447 0.009- 0.005 0.452- - - - Works progressing and commence on site for completion March 2021.

162 Footpath & Cycleway - maintenance 0.228 - 0.001 0.226- - - -

A package of footway improvement schemes outside 12 Primary Schools has been approved for delivery before March 2020, 5 Complete and remainder will be completed this financial year.

163 Pothole Action & Flood Resil ience Fund 0.101 0.007- - 0.108- - - - Pothole Action and Flood Resil ience Grant awarded by Department for Transport (DfT).

Works on site and have been ordered through Mayrise.

164 Highways Maintenance Efficiency/Incentive

0.009 - - 0.009- - - - Highways Maintenance Efficiency Top Up Grant awarded by DfT.

Works progressing financial year end adjustment.

165 S278 Walton Locks 0.012 - - 0.012- - - - Remedial works to be completed by WBC. This relates to third party payment for works to be completed in 2020.

166 Chapelford Street Lighting Works (commuted sum)

0.059 - - 0.059- - - -

Remedial works on Chapelford - work needed to bring the infrastructure up to an adoptable standard. Street l ighting element is to replace l ighting columns, lanterns and bollards.

This relates to third party payment for works to be completed in 2020.

167 Chapelford Highways Works (commuted sum)

0.132 0.000 0.047 0.085- - - -

Remedial works on Chapelford - work needed to bring the infrastructure up to an adoptable standard. Works undertaken in various phases over the previous 3 years.

Remaining balance to be used towards the maintenance and upgrade of several assets associated with the new train station.

168Briarswood Remedial Works - Highways 0.069 - - 0.069- - - -

Briarswood remedial works - highways. Bond allocation following the demise of the developer.

£96k bond allocation following the demise of the developer. £26k allocated to street l ighting improvements with the remainder £70k available for Highway improvements. Highway remedial works identified and expected to be delivered in 19/20. It is not expected that the full budget allocation will be required.

169Briarswood Remedial Works - Street Lighting 0.024 - - 0.024- - - -

Briarswood remedial works - street l ighting element. Bond allocation following the demise of the developer.

This relates to third party payment for works to be completed in 2020.

170 Watercourse Improvement Works 0.111 0.003 0.418 0.310 - - - Watercourse Improvement Works - including Poulton North Flood Risk Management.

Funding application to be submitted to EA this week. Works programmed for construction August 2020.

171Penketh/Whittle Brook Flood Risk Management 0.420 - - 0.420- - - -

Environment Agency led scheme to provide a 1 in 75 year standard of protection (SoP) by install ing and strengthening flood defences between Penketh Brook and Whittle Brook, located in the Penketh and Cuerdley ward of Warrington.

Works by the EA are ongoing with a planning pre-application lodged. Site works are due to commence in Spring 2020. Scheme delayed - awaiting update.

172 Maintenance Incentive Fund 2019/20 0.201 0.021 0.043 0.136- - - - Maintenance Incentive Fund Allocation 2019/20.

5No. Schemes now agreed by Portfolio Holder for delivery. Will be delivered before year end. Northwich Road and Main Lane were cancelled at request of Dave Vasey and these were substituted with other projects including Woolston Hub Car park, TPT Improvements, Chester Road & Heath Lane flood scheme. Delivery this financial year.

173 Knutsford Road Highway Drainage 0.160 - 0.125 0.035- - - - Knutsford Road Highway Drainage.174 DfT Challenge Fund Schemes 2019/20 2.976 - 0.297 2.679- - - - DfT Challenge Fund Schemes 2019/20.

Asset Management focuses on our proposals for maintaining the physical transport assets which make up our transport networks. The local highway network and associated infrastructure forms the largest capital asset for many local authorities and includes roads, footways, cycleways, bridges, street l ighting, traffic signals, bus stops, street furniture and signs. Asset Management is the process by which we seek to ensure an optimal allocation of resources towards the management, operation, preservation and enhancement of infrastructure in order to meet current and future needs. Budgets will be spent with works progressing in the final quarter.


49

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


175 Omega Burtonwood Vil lage Traffic Management

0.125 0.000 0.019 0.106- - - -

To implement a comprehensive traffic management scheme through the vil lage of Burtonwood to deter through traffic and manage speeds along certain sections of highway where there is a known problem.

Works completed in October 2019.

176 S106 Omega (HGV Order) 0.024 - - 0.024- - - -

Officers are currently progressing a TRO ('HGV' order) within the Burtonwood area, in accordance with the agreement. Works to be completed within next 6 months.

Signs and TRO in place.

177 S106 Saxon Park 0.086 0.041 - 0.044- - - - Construction/reinstatement of PROW following development of Phase 2.

Part scheme complete - Legal difficulties encountered that are hindering full completion. Schemes identified for remaining funds and are currently being developed.

178 S106 Birchwood Shopping Centre 0.004 - - 0.004- - - -

Provision of 2 pedestrian crossings on Dewhurst Road, one to serve as a l ink between the Development and the station, and the other near to the junction with Benson Road.

Works completed. Remaining fees to be used towards re-lining carriageway markings in vicinity of new pedestrian crossings.

179 S106 Farrell Street South 0.298 0.001 - 0.297- - - - Pedestrian l inks to and from Kingsway Bridge. Potential measures identified - investigatory work underway for delivery in 2020/21

180 S106 Eagle Ottawa 0.035 - - 0.035- - - -

The introduction of junction protection (doubled yellow lines) parking restrictions at the junction of the proposed site access and Thelwall Lane and at the junction of Nook Lane and Thelwall Lane.The introduction of a 20 mph speed restriction, traffic calming measures and street l ighting improvements on Nook Lane between its junctions with Thelwall Lane and Gaskell Avenue.

Works cannot progress due to overly prescriptive wording of agreement and design changes to development layout. Options being explored, delivery expected 2020/21

181 S106 Land Adjacent Farmers Arms 0.001 - - 0.001- - - - Various highway improvements within a two mile radius of the site.

Scheme complete.

182 S106 Walton Locks 0.012 - - 0.012- - - - Infrastructure improvements. PROW improvements within vicinity of site. Scheme to be delivered in 2020/21

183 S106 Common Lane Pedestrian Crossing 0.028 0.000 - 0.028- - - - Provision of controlled pedestrian crossing on Common Lane, Culcheth.

Scheduled for delivery in 2020/21

184 S106 Tanyard Farm TRO 0.005 - - 0.005- - - - New TRO to regulate parking on the highway as a result of residential development

Work issued to Traffic Management Team. Delivery expected 20/21

185 Cycling Improvements 0.199 0.049 0.064 0.086- - - -

On track for full spend. Includes several cycling and walking projects such as the new Arley Road footpath access to school, Hilden Road path widening and the New Cut.

186 Pedestrian Improvements: PRoW 0.078 0.001 - 0.077- - - - On track.

187 General Accessibil ity Improvements 0.025- 0.008 0.006 0.038 - - - On track for full spend with a full programme of new drop kerb crossings and footpaths.

188 Cycle Training - Bikeabil ity 0.018 0.001 0.011 0.005- - - -

Cycle training is funded by a government grant and is delivered in schools. The basic Level 1 and 2 is for 9/10 year olds and more advanced Level 3 for 11-13 year olds. There are now also various other modules catering for younger children and more strategic outcomes such as rides and transition to high school.

This budget is supported by a government grant claimed in arrears. It is on target for full spend but if it sl ips we will simply not claim for the full grant.

Active Travel focuses on providing for walking and cycling as the main modes for making day-to-day journeys but also includes equestrianism and Public Rights of Way which are more l ikely to be related to leisure purposes. We have grouped these modes together as users are often seeking similar characteristics in their choice of routes; attractive l ightly trafficked and/or lower speed roads, facil ities to help them safely use busier roads, or traffic free off-road routes.


50

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


189 Travel Planning and Marketing 0.041 0.018 0.003 0.020- - - -

Smarter Choices focuses on decisions people make about their journeys including if they need to travel, when and where, and mode of transport used. The aim is to change individuals travel behaviour and encourage them to make more sustainable choices such as Active Travel, Public Transport or sustainable Motorised Travel such as car-sharing. Smarter Choices involves marketing and promotion of travel options.

This budget is on track to fully spent.

190 Bus Priority Schemes 0.055 - 0.033 0.022- - - - Scheme to install Bus Lane Enforcement on Academy St. Expect budget to be fully spent.

191 Bus Stop Enhancements 0.014 0.000 - 0.013- - - -

.£8.5k will be used to scope out further bus priority improvements on Wilderspool Causeway and at Parker / Sankey St. Replacement screens for Real Time Passenger Information now also programmed.

192 New Bus Priority Measures 0.095 0.001 - 0.094- - - -

Further work has been progressed including additional bus lanes in Legh Street and Wilderspool Causeway Northbound. A commission has just been made to progress options on Wilderspool Causeway Southbound and work is ongoing for Academy Way

193 Parking Strategy 0.012 0.008 0.051 0.047 - - -

Managing Motorised Travel includes routes and facil ities used by private motorised passenger modes such as cars and motorcycles and the transportation of freight goods by road, rail or water. The Parking Strategy work is now complete and work is in hand on the implementation of the strategy and procurement of a new Parking Services Contract.

Initial survey work and consultant fees for the upgrade of the Forge car park - full scheme to be implemented via a CIPG bid. Expect budget to be fully spent.

194 Safer Routes to Schools 0.078 0.002 - 0.076- - - -

The Safety and Security covers infrastructure improvements to Safer Routes to school to encourage more walking and cycling on the school journey; changes to the highway environment to design out road traffic coll isions as part of the Local Safety Schemes Programme; introduction of facil ities' to aid pedestrian movements and remove barriers to accessibil ity; changes to highway arrangements as part to the Traffic Management Minor Works programme to assist in the safe and efficient passage of all road users; and delivering the council 's commitment of introducing 20mph speed limits in the majority of residential roads in Warrington to promote wider travel options through providing a more attractive environment for pedestrians and cyclists. A dedicated Schools Improvement programme will also be established as a result of an increase in the number of traffic related issues around schools.

Most of the schemes within the programme are aimed at easing school time congestion and consequently making the route to school for children as pedestrians, as safe as possible. Hence most of the schemes within the programme will result in the provision of parking restrictions to regulate traffic in the vicinity of schools. The measures implemented are supported by 12 months of education and enforcement to encourage changes in travel modes and parking practices. The programme has been running for 3 years with the schools with the greatest known issues prioritised. Several schools have needed detailed investigations and complex solutions which has resulted in schemes carrying forward from the previous years Safer Routes to Schools programme. One particularly large scheme completed this year was Alderman Bolton one way provision and parking bay management.

Public Transport covers all forms of passenger transport services which are available for use by the general public as opposed to private transport modes such as car, motorcycle or bicycle. Forms of public transport currently available in Warrington include express coach, local bus and rail services and taxi/private hire vehicles. Notable projects include study work to inform the upgrade of the Real-Time Passenger Information System and the delivery of a successful bid to DfT's Access for all fund for l ifts at Birchwood Station.


51

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


195 Road Safety - Local Safety Schemes 0.209 0.055 0.137 0.017- - - -

Schemes already completed this year - Rushgreen Road, Lymm Camera Van Hardstanding and police box markings at various locations across the Borough, Broseley Lane Traffic Calming, Investigation works for traffic calming scheme on Thelwall Lane, Delph Lane, Capesthorne Road Adjustments to Traffic Calming to be delivered 2020/21, Area Traffic Calming for Smith Drive and surrounding roads due Feb 2020.

196 Traffic Management - Minor Works 0.280 0.011 0.076 0.193- - - -

Completed Works in this area are - Quarry Lane South (snagging works required before payment made), Sankey Green Island Markings, Hood Lane North junction adjustment, East View one way reversal, Mustard Lane Zebra Crossing; A further scheme to be completed by March is London Road, Stockton Heath Right Turn Lane Alterations, Ongoing works include Omega Signing Strategy, Traffic Regulation Order Consolidation and the Borough Wide Signing Strategy

197 Pedestrian Improvements: (Crossings) 0.049 0.001 0.024 0.024- - - - Completion of zebra crossing schemes at Church Road, Lymm, Orford Green and Hilden Road (the latter started in 2018/19 financial year).

198 Traffic Signal Enhancements 0.004 - 0.000 0.004- - - - This project code has now been combined into P.00222.

199 UTMC Development 0.033 0.000- 0.002 0.031- - - -

Ongoing scheme to migrate legacy systems to hosted systems to improve robustness/reliabil ity through expansion of existing WiFi network. Expect budget to be fully spent.

200 Network Management Plan 0.147 0.004 0.003 0.141- - - -

Currently 3 x pedestrian traffic signal renewal schemes are planned at Liverpool Rd/Nr Stocks Ln, Cromwell Ave/Nr Old Hall Rd and Insall Rd/Nr Valiant Cl. Also planning to upgrade several junction controllers that are at risk due to the lack of maintenance spares available and could be beyond repair should they fail . Expect budget to be fully spent.

201 Monitoring & Strategic Studies 0.051 0.063 0.236 0.247 - - -

The funding is being used for a number of projects including: Local Sustainable Transport Fund Bid Development, Transport Modelling, LTP Monitoring, LTP programme development, Cross Boundary Transport strategy development & studies.

Programme of study and research on track for full spend. Main projects are supporting cross boundary projects and LTP4 development. Following LTP4 approved, 3 main studies are currently being commissioned, namely Last Mile study, LCWIP and Mass Transit/Bus Priority. Match funding has been secured from C&W Local Enterprise Partnership and CIPG programme.

202 Freight 0.019 - - 0.019- - - - Deliver early actions from Draft LTP4Consultant support currently being commissioned following approval of LTP4 for delivery of freight initiatives in 2020.

203 Cleaner Fuels 0.023 0.011 0.022 0.009 - - - Deliver early actions from Draft LTP4

Consultants have been commissioned following approval of LTP4. Study work is underway, including engagement with internal stakeholders to develop EV Strategy.

204 Local Transport COVID Restart - 0.030 0.026 0.056 - - - Local Transport COVID Restart.

205 Westbrook Way Shared Use Path 0.195 0.001 - 0.194- - - - Footpath scheme on Westbrook Way. Project funded from HCA income and S106 income (Delta Crescent). Aiming to start in late 2020/21.

The Network Management theme sets out how we propose to make best use of the existing highway network and fulfi l our Network Management Duty. This duty established under the Traffic Management Act (2004) is to “secure the expeditious movement of traffic on the highway network, and to facil itate the same on other authorities’ networks”. Maximising highway network efficiency for different users (Active Travel, Motorised or Public Transport) forms a key part of Network Management.

The Safety and Security covers infrastructure improvements to Safer Routes to school to encourage more walking and cycling on the school journey; changes to the highway environment to design out road traffic coll isions as part of the Local Safety Schemes Programme; introduction of facil ities' to aid pedestrian movements and remove barriers to accessibil ity; changes to highway arrangements as part to the Traffic Management Minor Works programme to assist in the safe and efficient passage of all road users; and delivering the council 's commitment of introducing 20mph speed limits in the majority of residential roads in Warrington to promote wider travel options through providing a more attractive environment for pedestrians and cyclists. A dedicated Schools Improvement programme will also be established as a result of an increase in the number of traffic related issues around schools.


52

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


206 ERGE Consultancy Fees (Holding Code) - - 0.054 0.054 - - - ERGE Consultancy Fees (holding code) - to be cleared down to individual project codes.

N/A - cost cleared down to applicable project.

207 Freshwater Close Play Area 0.001 - - 0.001- - - - Play area refurbishment. Completion summer 2020.

208 Risley & Rixton 0.003 0.004 0.001 0.002 - - - High Level Stewardship and habitat development.Completion of specific projects dependant upon individual funding allocations on an annual basis. Current scheme ends 31.03.2021.

209 Bruche S106 - Various Parks/Areas 0.013 - - 0.013- - - - Greenspace projects across Bruche, Woolston & Larkfield and Ecology Parks.

Project completion winter 2020

210 Westy Park - G J Greenalls 0.055 - 0.001 0.054- - - - Construction of 2 open age sports pitches, outdoor gym facil ity and footpath network.

Gym completed, footpath construction underway, pitch construction completed September 2019. Infrastructure elements to be completed summer 2020. PLEASE CHECK SPEND TO DATE AS MAJORITY OF PROJECT ELEMENTS ARE COMPLETED

211 S106 Gatewarth 104 (Omega Bericote Land)

0.074 0.000 - 0.074- - - - Gatewarth habitat improvements. Delivery of habitat improvements winter 2020

212 S106 Wildlife Habitat Improvements (Carbon)

- 0.002 - 0.002 - - - Match funding for Carbon Landscape Project. Completion winter 2022. GRANT FUNDING WILL BALANCE OUT EXPENDITURE AT YEAR END.

213 S106 Gatewarth 300 (Omega South Zone 7)

- 0.001 - 0.001 0.128 - - Gatewarth habitat improvements. Completion 2022.

214 Revive Projects 0.012- 0.001 0.004 0.017 - - - Revive Projects. Annual completion of relevant works.27.690 1.495 7.477 18.718- 2.259 2.000 1.553 Total Grant/Contribution/Receipts Projects


Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


215 Shared Ownership Mortgages (Local Authority Partnership Purchase)

1.000 - - 1.000- - - -

Extend the LAMS scheme into shared ownership mortgages, this allows joint mortgages given were an individual would own 70% of the property and the Council 30%.

Report forecast to go to Cabinet.

216 Loans to Housing Associations 200.000 6.000 - 194.000- 200.000 145.822 - The Council provides loans to Registered Social Landlords to stimulate housing regeneration.

The Council 's loan portfolio to Housing Associations is performing well and all operating with there financial and legal covenant.

217 Loan to Walton Lea 0.035 - - 0.035- - - - Loan to Walton Lea. In progress.

218 Loan to Local Enterprise Partnership 10.000 - - 10.000- - - -

Loan to Local Enterprise Partnership (LEP) for Enterprise Zone (EZ) investment projects. Cheshire East and Chester West Council 's are also implementing corresponding loan agreements.

In progress.

219 Solar Farm Projects 35.539 0.055 - 35.484- - - -

To build 2 Solar Farms in York and Hull. With the Hull Solar Farm electricity being used to power the Council, which will make the Council the first fully green energy supplied Council.

Currently both on site. York expected to complete November 2019 and Hull expected to complete December 2019.

220Street Lighting Energy, Carbon & Asset Improvement 7.272 0.057 0.106 7.109- - - -

Replacement of street l ighting units and lanterns. The project aims to mitigate future energy price increases and improve the overall age profile .

Initial project Scope progressing well for completion in 2020 for main roads and more complex junctions requiring coordination with Highways England regarding Traffic Management. Project scope extension agreed by Director of Environment and Transport and Portfolio Holder for completion in 2021/22. Project remains within budget.

Invest to Save Projects[No Revenue Cost to the Council - a return is generated]

In Year Budget Monitoring - Quarter 1 Future Year Forecasts Narrative Updates

53

Agenda Item 5

Project Ref.

Project Description

2020/21 Quarter 1

Budget£m

2020/21Spend at

Quarter 1£m

Total Commitments

£m

2020/21 Variance

£m


£m


£m


£m


221 Solar Photovoltaic (PV) - Plastic Omnium

0.085 0.029 - 0.056- - - - Installation of Solar Photovoltaic (PV) at Plastic Omnium.

Project substantially complete.

222 Birchwood Park 10.498 0.013 - 10.485- 11.370 - - Birchwood Park investment to generate revenue income.

On-going.

223 Time Square Project 1.964- 0.925 2.797 5.686 - - -

Council to provide funding for the Regeneration of the Bridge Street Quarter site including provision of family leisure facil ities (Cinema, restaurants), New Market Hall, New WBC Office Block, large scale public realm of the site and Bridge Street down to Mersey Street.

Construction complete. Due to take ownership of offices in Feb 2020, market in March 2020.Cinema and Botanist open Dec 2019.Some defect rectification on multi-story car park.

224 Housing Companies 21.148 0.475 - 20.673- 9.620 28.272 -

Housing Companies ('Incrementum') incorporated in February 2019 to create a long-term revenue stream for the Council through the construction and leasing of new housing.

Planning permissions granted subject to s106s for the first two housing schemes at Foxwood and Sycamore Lane (162 new homes in total) on 8 July 2020. NEC4 Build Contracts and associated documents now being negotiated for an expected start on site in September 2020; final handover of all units expected April 2022. each scheme has a bespoke green energy system providing cheap and clean energy to tenants.

283.613 7.555 2.902 273.156- 220.990 174.094 -

Total Capital Programme 369.869 14.126 36.195 319.548- 250.971 191.580 5.597

Total Invest to Save Projects

Invest to Save Projects[No Revenue Cost to the Council - a return is generated]

In Year Budget Monitoring - Quarter 1 Future Year Forecasts Narrative Updates

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Appendix 2 All S106 Capital Projects

Project Description

2020/21Quarter 1

Budget£m


£m


£m


£m S106 Culcheth High 0.048 - - - S106 Omega (HGV Order) 0.024 - - - S106 Saxon Park 0.086 - - - S106 Birchwood Shopping Centre 0.004 - - - S106 Farrell Street South 0.298 - - - S106 Eagle Ottawa 0.035 - - - S106 Land Adjacent Farmers Arms 0.001 - - - S106 Walton Locks 0.012 - - - S106 Common Lane Pedestrian Crossing 0.028 - - - S106 Tanyard Farm TRO 0.005 - - - Bruche S106 - Various Parks/Areas 0.013 - - - S106 Gatewarth 104 (Omega Bericote Land) 0.074 - - - S106 Gatewarth 300 (Omega South Zone 7) - 0.128 - - All S106 Projects (fully financed by S106 monies) 0.629 0.128 - -

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Appendix 3 Changes to Capital Programme Budget (by Directorate)

MTFP Approved Budget 956.863 Budget changes:Families & Wellbeing2019/20 under/over spends 1.987 Re-profil ing budgets 2.155 New Projects (grant/contributions) 1.230 Meadowside CP - Toilet Provision & Kitchen Improvement 0.517 St Barnabas CE - Extension to Nursery 0.149 SEND - Secondary SEMH Designated Provision 0.250 SEND - Post 19 Offer 0.200 SEND - Post 1 vocational offer (WLV) 0.060 SEND - Sandy Lane Nursery 0.054 New Projects (unsupported borrowing) - Re-phasing to latter years - Removal of Project/Budget (saving) 0.035- Oakwood Community Centre Refurbishment - Toilets & Flooring 0.003-S106 Ruskin Avenue 0.032-Corporate Services2019/20 under/over spends 0.529- Re-profil ing budgets 0.691 New Projects (grant/contributions) - New Projects (unsupported borrowing) - Re-phasing to latter years - Removal of Project/Budget (saving) - Environment & Transport2019/20 under/over spends 3.511 Re-profil ing budgets 0.380 New Projects (grant/contributions) 3.141 Knutsford Road Highway Drainage 0.160 DfT Challenge Fund Schemes 2019/20 2.976 S106 Tanyard Farm TRO 0.005 New Projects (unsupported borrowing) 0.386 Installation of CCTV Cameras in Springfield Street & Winmarleigh Street

0.026

Daten Avenue Birchwood Path Cycle Improvement 0.180 Longbarn Park to College Place Path Cycle Improvement 0.180 Re-phasing to latter years 9.327- Removal of Project/Budget (saving) 0.982- Warrington East Phase 2 0.414-Warrington East Phase 3 0.568-Growth2019/20 under/over spends 2.598 Re-profil ing budgets - New Projects (grant/contributions) - New Projects (unsupported borrowing) 0.059 Pyramid Roof Repairs 0.059 Re-phasing to latter years - Removal of Project/Budget (saving) 0.007- Hatters Row Shopping Centre Lift Replacement 0.007-

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Invest to Save Programme2019/20 under/over spends 91.516 Re-profil ing budgets - New Projects (grant/contributions) - New Projects (unsupported borrowing) - Re-phasing to latter years 105.500- Removal of Project/Budget (saving) 1.224- Solar Photovoltaic (PV) - Hermes 1.224-Removal of Budget - Commercial Properties 577.045- Strategic Property Investment Programme 577.045- Total Budget Adjustments 586.994- 2019/20 Quarter 1 Budget 369.869

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Appendix 4 Projects Not Yet Programmed

Project Description

2020/21Quarter 1

Budget£m


£m


£m


£m Corporate Redundancy Costs 2.000 2.000 2.000 1.553 Committee Management System 0.056 - - - Corporate Services 2.056 2.000 2.000 1.553 Depot Amalgamation 2.065 9.894 0.125 - Risley Moss Tower Plus 0.453 - - Environment & Transport 2.518 9.894 0.125 - Warrington Youth Zone 2.929 - - - Growth 2.929 - - - Shared Ownership Mortgages (Local Authority Partnership Purchase)

1.000 - - -

Invest to Save 1.000 - - - Total projects not yet programmed 8.503 11.894 2.125 1.553

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Appendix 5 Variances to the Programme (in excess of £100k)

Major Project Variances (over £100k) MTFP - Q1

Variance£m

Comments

Adult Services - Better Care Fund (BCF) 0.285 Under/over spend from 2019/20 & re-profil ing budget - grant allocation for 2020/21

Community Equipment 0.230- Under/over spend from 2019/20Additional primary places - St Phil l ips 0.225 Under/over spend from 2019/20Meadowside CP - Toilet Provision & Kitchen Improvement 0.517 New Project - fully funded by capital grantSt Barnabas CE - Extension to Nursery 0.149 New Project - fully funded by capital grantBridgewater High - Extension 1.500 Under/over spend from 2019/20ASD - Free School 0.100 New Project - fully funded by capital grantSEND - Secondary SEMH Designated Provision 0.250 New Project - fully funded by capital grantSEND - Post 19 Offer 0.200 New Project - fully funded by capital grant

Disabled adaptations to private housing (BCF) 1.534 Under/over spend from 2019/20 & re-profil ing budget - grant allocation for 2020/21

Culcheth Bungalows 0.118 Under/over spend from 2019/20Supported Housing Project 0.224- Under/over spend from 2019/20Families & Wellbeing Major Variances 4.424 Warrington 20:20 Transformation Programme 0.103 Under/over spend from 2019/20ICT & Print Service 0.108- Under/over spend from 2019/20Corporate Services Major Variances 0.005- Traffic Signals - Maintenance 0.108 Under/over spend from 2019/20Pothole Action & Flood Resil ience Fund 0.101 Under/over spend from 2019/20 & re-profil ing budgetChapelford Highways Works (commuted sum) 0.132 Under/over spend from 2019/20Highways Maintenance Investment 0.317- Under/over spend from 2019/20Watercourse Improvement Works 0.111 Under/over spend from 2019/20Maintenance Incentive Fund 2019/20 0.201 Under/over spend from 2019/20Knutsford Road Highway Drainage 0.160 New Project - grant allocation for 2020/21DfT Challenge Fund Schemes 2019/20 2.976 New Project - grant allocation for 2019/20Warrington Bus Interchange Refurbishment 0.227 Under/over spend from 2019/20Omega Burtonwood Vil lage Traffic Management 0.125 Under/over spend from 2019/20Centre Park Link 0.576 Under/over spend from 2019/20Warrington West Station 0.921 Under/over spend from 2019/20 & re-profil ing budgetMulti-modal Model 0.145 Under/over spend from 2019/20Warrington West Cycle Accessibil ity 0.342 Under/over spend from 2019/20 & re-profil ing budgetDaten Avenue Birchwood Path Cycle Improvement 0.180 New Project - reallocation of existing budgetLongbarn Park to College Place Path Cycle Improvement 0.180 New Project - reallocation of existing budgetVictoria Park Improvement 0.411- Under/over spend from 2019/20 & re-phasing to latter yearsSankey Valley Park Improvement 0.250- Under/over spend from 2019/20 & re-phasing to latter yearsS106 Gatewarth 300 (Omega South Zone 7) 0.128- Under/over spend from 2019/20 & re-phasing to latter yearsBirchwood Forest Park Ranger & Sports Changing Building Refurbishment

0.125- Under/over spend from 2019/20

Flood Risk (contribution to Environment Agency scheme) 0.186 Under/over spend from 2019/20Western Link Blight Claims 6.322- Under/over spend from 2019/20 & re-phasing to latter yearsWestern Link Pre construction 1.420- Under/over spend from 2019/20 & re-phasing to latter yearsWarrington East Phase 2 0.208- Under/over spend from 2019/20 & removal of budget (saving)Warrington East Phase 3 1.161- Under/over spend from 2019/20 & removal of budget (saving)Omega Local Highways Phase 1 - Lingley Green Avenue/Omega Boulevard Junction Improvements

2.452- Under/over spend from 2019/20 & re-profil ing budget

Omega Local Highways Phase 2B - Lingley Green Avenue/A57 Liverpool Road Junction Improvements

0.359 Under/over spend from 2019/20

Omega Local Highways Phase 3 - Lingley Green Avenue/Whittle Avenue/Burtonwood Road Junction Improvements


Stadium Quarter Improvements 0.113 Under/over spend from 2019/20Community Recycling Centres Infrastructure Investment 0.162 Under/over spend from 2019/20Walton Estate (Heritage Lottery Fund) 0.781 Under/over spend from 2019/20 & re-profil ing budgetDepot Amalgamation 0.100 Under/over spend from 2019/20Risley Moss Tower Plus 0.453 Under/over spend from 2019/20Vehicle & Plant asset replacement programme (Environmental Operations)


Refuse Collection Vehicle Replacements 0.721- Under/over spend from 2019/20Grounds Maintenance Plant Equipment Replacement 0.650 Under/over spend from 2019/20Environment & Transport Major Variances 3.519-

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Major Project Variances (over £100k) MTFP - Q1

Variance£m

Comments

Padgate House Boiler 0.109 Under/over spend from 2019/20New Electric Sub-station Town Hall Complex 0.179- Under/over spend from 2019/20Town Hall Golden Gates Additional Work 0.123 Under/over spend from 2019/20Golden Square Improvements 0.522 Under/over spend from 2019/20Bewsey & Dallam Hub 0.938 Under/over spend from 2019/20Great Sankey Neighbourhood Hub 0.767- Under/over spend from 2019/20Stadium Quarter Highway & Infrastructure Improvement Works 0.349 Under/over spend from 2019/20Regeneration Acquisition - Causeway 0.583 Under/over spend from 2019/20Broomfields Leisure Centre Artificial Grass Pitch 0.515 Under/over spend from 2019/20Growth Major Variances 2.193 Loan to Local Enterprise Partnership 10.000 Under/over spend from 2019/20Solar Farm Projects 18.361 Under/over spend from 2019/20Street Lighting Energy, Carbon & Asset Improvement 3.944 Under/over spend from 2019/20Strategic Property Investment Programme 620.000- Removal of budget - Commercial PropertiesBirchwood Park 0.498 Under/over spend from 2019/20Time Square Project 5.824- Under/over spend from 2019/20Housing Companies 0.648 Under/over spend from 2019/20Invest to Save Major Variances 592.373- Total Major Variances (over 100k) 589.281-

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Appendix 6 Proposed New Bids 2020/21 – 2022/23

No Funding Pressure

2020/21£m

2021/22£m

2022/23£m

1 Reallocation of Existing Budget:Combined Control Centre

0.050 - - 0.050 - 0.050

2 Reallocation of Existing Budget:Walton Conservatory HLF

0.192 - - 0.192 - 0.192

3Reallocation of Existing Budget:Daten Avenue Birchwood Path Cycle Improvement

0.180 - - 0.180 - 0.180

4Reallocation of Existing Budget:Longbarn Park to College Place Path Cycle Improvement

0.180 - - 0.180 - 0.180

No Funding Pressure 0.602 - - 0.602 - 0.602

Additional Funding Pressure

2020/21£m

2021/22£m

2022/23£m

5 Refurbishment of The Forge Car Park 0.736 - - 0.736 - 0.736 6 Viola Beach Memorial 0.028 - - 0.028 - 0.028

Additional Funding Pressure 0.764 - - 0.764 - 0.764

Total Capital Bids 1.366 - - 1.366 - 1.366

No. of Bids


Capital Funding Required Total£m

External Funding

£m

Total Borrowing

£m

No. of Bids


Capital Funding Required Total£m

External Funding

£m

Total Borrowing

£m

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Appendix 7 Feasibility Projects

Feasibility - excluding Invest to Save

Project Description

Total Feasibility

Budget£m

External Funding

Received£m

Total Feasibility Borrowing

£m

Project Costs Identified

£m

External Funding

Identified£m

Capital Receipts

£m

Capital Programme Borrowing

£m

Estimated Annual

Borrowing Costs£m

The Stadium Quarter, Warrington (Phase 2) 0.175 - 0.175 - - - - - Risley Moss 0.010 - 0.010 0.535 0.260 - 0.275 0.022 Walton Estate Strategic Infrastructure 0.089 - 0.089 - - - - - South East Urban Extension 0.135 - 0.135 - - - - - Sankey Canal (HLF Bid) 0.070 - 0.070 - - - - - HIF Town Centre Electricity Upgrade 0.260 0.100 0.160 - - - - - Town Centre Masterplan 0.175 - 0.175 - - - - - Relocation of Bus Depot (Southern Gateway) 0.361 - 0.361 - - - - - RFL 2021 Victoria Park Pitch 0.097 - 0.097 1.127 0.600 - 0.527 0.042 Garden Suburb 0.165 - 0.165 0.165 0.165 - - - Last Mile - Town Centre Transport Masterplan (Phases 1 & 2) 0.250 0.200 0.050 - - - - - LCWIP (Phases 1 & 2) 0.200 0.200 - - - - - - Northern Powerhouse Rail 0.060 0.030 0.030 - - - - - N/S Connectivity MSC Crossing 0.150 0.050 0.100 - - - - - Mass Transit/Bus Priority 0.100 0.050 0.050 - - - - - South Warrington Motorway Junction 0.150 0.080 0.070 - - - - - A49 N Pinchpoints 0.100 0.100 - - - - - - DfT Pinchpoint Programme 0.100 0.010 0.090 - - - - - Bus Strategy 0.020 - 0.020 - - - - - Bewsey & Dallam Residential Development 0.040 - 0.040 - - - - - Woolston Park Sports Pitch Flood Risk Assessment 0.050 - 0.050 - - - - - Total - excluding Invest to Save 2.757 0.820 1.937 1.827 1.025 - 0.802 0.064

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Feasibility - Invest to Save

Project Description

Total Feasibility

Budget£m

External Funding

Received£m

Total Feasibility Borrowing

£m

Project Costs Identified

£m

External Funding

Identified£m

Capital Receipts

£m

Capital Programme Borrowing

£m

Estimated Annual

Borrowing Costs£m

INVEST TO SAVE - John Street Multi Storey Car Park 0.120 - 0.120 14.032 - - 14.032 1.123 INVEST TO SAVE - Solar Farm Development 0.050 - 0.050 - - - - - Total - Invest to Save 0.170 - 0.170 14.032 - - 14.032 1.123

Total Feasibility Projects 2.927 0.820 2.107 15.859 1.025 - 14.834 1.187

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WARRINGTON BOROUGH COUNCIL Cabinet – 14 September 2020 Report of Cabinet Member:


Chief Executive: Director:

Professor Steven Broomhead, Chief Executive Lynton Green, Director of Corporate Services


Claire Harris, Deputy Director, Corporate Services - Finance

Contact Details:


Telephone: 01925 442766

Key Decision No.

076/19

Ward Members:

All

TITLE OF REPORT: BUDGET MONITORING 2020/21 – QUARTER 1

1. PURPOSE OF THE REPORT

1.1 In February 2020 the Council approved a budget for 2020/21 of £139.983m which included savings targets of £14.1m.

1.2 The purpose of this report is to provide Cabinet Members with a forecast financial

position for the year ending March 2021 and progress against the savings targets of £14.1m included within the current year budget.


2.1 The report is not confidential or exempt.

3. 2020/21 BUDGET

3.1 In February 2020 the Council approved a budget for 2020/21 of £139.983m which included savings targets of £14.1m.

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3.2 Since 2010/11 the Council has achieved over £159m of savings as a result of reduced funding levels from Government. Over the current four year budget cycle it is required to achieve a further £43m.

3.3 Since the budget was approved some changes have been made to the allocation of

budgets. The revised budget is shown in para 4.3. 3.4 Included within the 2020/21 budget were funded pressures of £21.1m. This was

to cover increasing demand, legislative changes and a continued reduction in income. However, subsequent to the production of the 2020/21 budget the country has been subject to lockdown measures as a result of the COVID-19 pandemic. This has presented additional costs and loss of income substantially in excess of that provided for in the 2020/21 budget. These challenges are being continuously monitored via internal arrangements and financial returns are submitted to Government on a monthly basis.

3.5 The Council does have historical, well established and robust financial

management procedures in place to monitor budgets and mitigate forecast overspends. This has been very successful in the past as an early warning indicator to identify where savings are at risk of not being achieved. In 2020/21 rigorous management and monitoring of the financial position will continue to ensure that all proposals are on track and the Outcome Based Budgeting (OBB) Board continues to oversee the delivery of savings.

4. 2020/21 FINANCIAL FORECAST

4.1 At the end of Quarter 1 the financial forecast outturn for 2020/21 is an overspend of £29.9m. This position arises largely from measures required in responding to the COVID-19 pandemic. The forecast for the same period last year was an overspend of £6.0m.

4.2 The ability to achieve a balanced budget in the current year is increasingly difficult

with current levels of funding available. Due to COVID-19, the Council is facing significant extra demand and pressures already in year that are proving challenging to manage and will require additional Government funding to sustain. Therefore, at this stage a pragmatic approach to reporting the forecast has been taken with Directors working to identify mitigating savings and cost reduction proposals to offset the overspend. Any mitigations or changes to current proposals would follow the OBB process and formal approval routes as required. The forecast position by Directorate is shown in Table 1 overleaf.

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Table 1: Forecast Revenue Outturn 2020/21

Directorate

2020/21Budget

£000

2020/21Full YearForecast

£000

2020/21Q1

StructuralVarianceto Budget

£000

2020/21Q1

COVID-19Varianceto Budget

£000

2020/21Q1

TotalVarianceto Budget

£000

2020/21Q1

TotalVarianceto Budget

%

2020/21Q1

Total Direction of

Variance

Families & Wellbeing - Executive 229 229 0 0 0 0.00 BalancedFamilies & Wellbeing - Adults 44,397 49,673 -1,846 7,122 5,276 11.88 OverspendFamilies & Wellbeing - Children 29,232 32,457 1,361 1,864 3,225 11.03 OverspendFamilies & Wellbeing - Educ & Early Help 11,497 11,852 -452 807 355 3.09 OverspendFamilies & Wellbeing - Public Health 1,505 2,072 14 553 567 37.67 OverspendFamilies & Wellbeing - Better Care Fund 19,395 19,395 0 0 0 0.00 BalancedEnvironment & Transport 21,609 25,920 -167 4,478 4,311 19.95 OverspendGrowth 10,107 11,685 365 1,213 1,578 15.61 OverspendCorporate Services 6,062 6,592 -128 658 530 8.74 OverspendCorporate Finance & Cross Cutting -3,004 11,010 914 13,100 14,014 466.51 OverspendTOTAL 141,029 170,885 61 29,795 29,856 21.17 Overspend

4.3 The above represents the Directorates net core budget position and does not include a budget forecast overspend across Dedicated Schools Grant (DSG) of £1,832K. DSG is a ring fenced grant, so any overspend must be carried forward into the following financial year.

5. 2020/21 SAVINGS FORECAST

5.1 At the start of the year the annual savings target to meet the 2020/21 budget gap was £14.1m. These savings are grouped by theme. Each theme is led by a Director and savings progress is monitored monthly by the Outcomes Based Budgeting Board. Savings progress to date has been substantially affected by the COVID-19 pandemic and this is reflected in the table below.

5.2 Table 2 shows expected performance to date against savings targets. Appendix 1

shows expected performance to date by directorate and scheme. Performance is RAG rated (Red, Amber, Green), with those rated as Red being the least likely to be achieved. There is a high level of confidence in achieving those rated as Green.

Table 2: Forecast Savings Achievement 2020/21

ALL THEMESApproved

MTFP£000

ExpectedSavings

£000

NonAchievable

£000

FinancialRED£000

FinancialAMBER

£000

FinancialGREEN

£000

2020/21 Target (current year) 14,129 3,451 10,678 10,678 1,652 1,799

Percentage of Approved MTFP 25% 75% 75% 12% 13%

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5.3 Within the current year, £10.7m is anticipated to be unachievable as stated. The Outcomes Base Budgeting (OBB) Board reviews this information on a monthly basis and is working with officers to ensure that alternative savings are brought forward to ensure the Authority can achieve a balanced budget by the year end.

6. DIRECTORATE SUMMARIES

6.1 The forecast outturn by Directorate is summarised in more detail below:

Corporate Services 6.1.1 Corporate Services Directorate is forecasting a £530k overspend as at Quarter 1.

This position includes the impact of COVID-19 (£658k overspend) and if this was excluded the adjusted base budget position would be a £128k underspend. The Benefits and Exchequer service has incurred significant costs and loss of income due to COVID-19. Additional overtime has been undertaken (£70k) and income projections are down in Registrars (£50k) and in recovery of Court costs (£120k). The ICT service has similarly incurred additional costs and loss of income due to COVID-19 with a projected overspend of £263k.

6.1.2 The MTFP 2020/21 saving target for the Directorate is £75k, of which £50k (67%) is

forecast to be achieved.

Corporate Finance & Cross Cutting 6.1.3 Corporate Finance Directorate is forecasting a £14,014k overspend as at Quarter 1.

This position includes £13,100k of additional costs or lost income as a direct result of COVID-19.

6.1.4 The MTFP 2020/21 saving target for the Directorate is £9,819k, of which £1,904k

(19.4%) is forecast to be achieved.

Families and Wellbeing 6.1.5 Families and Wellbeing Directorate is forecasting a net core budget overspend of

£9,423k as at Quarter 1. This figure does not include a budget forecast overspend across Dedicated Schools Grant (DSG) of £1,832k. DSG is a ring fenced grant, so any overspend must be carried forward into the following financial year.

6.1.6 All sections across the Directorate have incurred additional costs and lost income

as a result of the COVID-19 pandemic. Adult Social Care is forecasting a net overspend of £5,276k, largely attributable to the additional costs of COVID-19 (£7,122k overspend) and an underspend in Care Purchase (£1,482k). Children Services is forecasting a net overspend of £3,225k, predominately within the Children in Care and Children in Need divisions. Some £1,864k of this overspend is due to the additional costs of COVID-19. Excluding the DSG overspend of £1,832k, Education and Early Help are forecasting a net core budget overspend of £355k,

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mainly in relation to the school meals service and additional costs of COVID-19. Public Health is forecasting a net overspend of £567k.

6.1.7 The Better Care Fund (BCF) is forecasting a balanced position. The BCF is a pooled

budget with the Clinical Commissioning Group (CCG). The revenue element of the fund is reporting a net nil position, which is reliant upon the CCG agreeing the funding required in respect of increased costs of joint funded packages. The Council has already transferred its share of the required resource to the BCF.

6.1.8 The MTFP 2020/21 saving target for the Directorate is £3,625k, of which £1,347k

(37%) is forecast to be achieved.

Environment and Transport 6.1.9 After a drawdown of £26k from reserves, Environment and Transport Directorate

is forecasting a £4,311k overspend as at Quarter 1. The forecast overspend includes additional costs related to COVID-19 of £4,478k which if deducted gives a £167k underspend. The main areas of COVID-19 related overspend are within Operation and Commercial Services (£2,806k), Transport for Warrington (£1,615k) and Building Control Services (£51k).

6.1.10 The MTFP 2020/21 saving target for the Directorate is £610K, of which £150k

(25%) is forecast to be achieved.

Growth 6.1.11 Growth Directorate is forecasting an initial overspend of £2,293k as at Quarter 1.

This forecast overspend includes additional costs related to COVID-19 of £1,213k which if deducted gives a £1,080k overspend. This non-COVID-19 related overspend (£1,080k) includes the costs for delivering the Local Plan (£340k), the cost of continuing to operate NTH/Quattro (£688k) and planning appeal costs (£75k). There is potential for these items to be met in full or in part from reserves which would reduce the non-COVID-19 related overspend to £365k and the forecast overall overspend to £1,578k. The main areas of COVID-19 related overspend are within Development Management (£724k), Property & Estate Management (£355k) and Strategic Partnerships and Commissioning (£106k).

7. RESERVES POSITION 7.1 The Council has a robust reserves position to ensure its financial position is

sustainable and any unforeseen items of expenditure do not impact on day to day service delivery. Some of these reserves are earmarked and can only be used for specific purposes e.g. Insurance Fund, joint Youth Offending Service, Local Land Charges. The full reserves position is monitored by and reported to the Audit and Corporate Governance Committee on an annual basis within the Statement of Accounts. A detailed biannual review is undertaken of all reserves at Quarter 2.

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7.2 The Council are required to maintain a strategic reserve of between 3%-5% of its annual budget for unpredicted items of expenditure e.g. natural disasters. It is anticipated that the Council will be within this tolerance during 2020/21 as the reserve is around 3.4%.

7.3 The inability to progress 2020/21 savings, additional costs and lost income as an

outcome of the COVID-19 pandemic is having significant impact on the achievement of current budget plans. The overspend forecast at the end of Quarter 1 is £29.9m. The Council currently has reserves which could be diverted to meet a one off COVID-19 related overspend, however further Government funding will be needed before the end of the current financial year to avoid depleting all available reserves. Depletion of reserves would leave the Council in a difficult financial position and could put future year’s budget plans at significant risk unless reserves could be re-established.

7.4 The Council’s additional MTFP reserve was established following the anticipation

of severe funding cuts arising from the Government’s Comprehensive Spending Review 2010, announced in 2009. The reserve has been used as a smoothing mechanism to manage sudden funding reductions or to enable savings proposals to be developed that would later allow the reserve to be replenished. The reserve also provides for pump-priming invest to save/cost avoid projects and viability costs for longer term transformational savings to enable them to achieve longer term savings. The value of the MTFP reserve at the end of Quarter 1 is £4.8m. If the Council uses reserves to prop up non-achievement of savings it would reduce the amount of reserves available for transformational change and invest to save projects needed to deliver a longer-term sustainable budget.

7.5 The value of earmarked reserves that can only be used for a specific purpose as at

Quarter 1 total £49m. The highest value reserves within the earmarked reserves category are the Insurance Fund, Loans and Investments, Investment Property Risk and Business Rates Smoothing reserves.

7.6 As in previous years a biannual review of reserves will be undertaken and a full list

of reserves and their forecast year end position will be reported in the Quarter 2 budget monitoring report to Cabinet in December.

8. FINANCIAL CONSIDERATIONS 8.1 This is a financial report that updates members on the current year budget

position as at Quarter 1 2020/21. 9. RISK ASSESSMENT 9.1 There are currently significant risks associated with being able to report a balanced

budget and ensure the Council’s long term financial position is sustainable. This is reflected in the Strategic Risk Register, reference SRR18 and SSR24, and is

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monitored on a quarterly basis. These risks and the financial risks associated with COVID-19 are reported to SLT and Cabinet.

9.2 In preparing the MTFP for 2020/21, savings proposals put forward were risk

assessed as to their viability for achievement during 2020/21 and presented to the Cabinet for challenge and scrutiny as part of the OBB process.

9.3 The anticipated non-achievement of savings this year will have an impact on the

use of reserves if these are not able to be mitigated via other means. Using reserves to balance the Council’s budget should only be considered as a short-term solution, and will be avoided wherever possible. Where reserves are being used to offset savings that are being delayed, it is expected that these savings will be fully achievable in the following year.

9.4 Effective governance processes are in place in monitoring the financial impacts of

changes to the MTFP e.g. the budget statement, changes in legislation, and the expected NNDR baseline changes. These processes also extend to savings achieved as part of OBB which are overseen by the OBB Programme Board.

10. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 10.1 All Outcomes Based Budget and Service Challenge proposals were subject to an

Equality Impact Assessment, and this is also reviewed as part of any formal consultation and implementation process for any savings projects. Any changes that emerge from the original proposals as a result of OBB are also subject to Equality Impact Assessments.

11. CONSULTATION

11.1 Relevant consultation was undertaken with statutory bodies as part of the 2020/21 Outcomes Based Budget process. Any statutory changes resulting from the OBB process will be formally consulted on.

12. REASONS FOR RECOMMENDATION

12.1 The Council is currently forecasting an overspend of £29.9m. 12.2 Historically a prudent forecast is reported at Quarter 1 due to the uncertain nature

of some expenditure which may or may not come to fruition as the year progresses. A pragmatic approach is taken in reporting a ‘worst case scenario’ to enable Directors to work up a full range of mitigating savings to ensure a balanced budget can be reported at the end of the year. However it must be noted that if Directorates are unable to mitigate the extent of the savings in year, this may result in service cuts.

12.3 It is important for Members to have a detailed view of the current budget position

and pressures to enable them to play a full part in the decision making process and

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the implications that brings, to ensure a balanced budget can be reported at the end of the year.

13. RECOMMENDATION

13.1 Cabinet is recommended to:

(i) Note the forecast outturn as at Quarter 1 of £29.9m overspend.

(ii) Note the impact of COVID-19 on the 2020/21 budget and the intention to continue to review other budgets, including those areas where savings have been delayed, and the possible need to use reserves to balance the budget.

(iii) Note that a full review of reserves will be undertaken and reported to Cabinet at Quarter 2.

(iv) Note the progress on delivery of savings targets as at Quarter 1.

(v) Note that Directors will continue to look at ways to bring spend back into line with the approved budget.


2020/21 Budget approved at Council on 24 February 2020.

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Appendix 1: Performance of Savings by Directorate and Scheme

CORPORATE SERVICES DIRECTORATE 2020-21 SAVINGS

2020-2021 Savings Description Scheme

RAG Ratings

2020-21 Target Savings

Financial RAG

Ratings

Actuals To Date

Annual Savings Forecast

Savings Achieved

Via Original

Methods

Savings Achieved Via Alternative

Methods

Forecast Shortfall

All out elections - reversal of pressure in 2019/20 (£50k) G 50 G 0 50 50 0 0Reduce cost to Authority of training through increasing income and reducing external spend

G 25 R 0 0 0 0 25

Total Corporate Services Directorate 75 0 50 50 0 25

CORPORATE FINANCE DIRECTORATE 2020-21 SAVINGS


RAG Ratings


Financial RAG

Ratings

Actuals To Date


Savings Achieved

Via Original

Methods


Methods

Forecast Shortfall

Strategic Investment G 8,050 A 0 1,100 1,100 0 6,950Solar Farm G 865 R 0 0 0 0 865Causeway Park - leases G 444 G 0 444 444 0 0Local Authority Energy Company G 360 G 0 360 360 0 0Housing Company G 100 R 0 0 0 0 100Total Corporate Finance Directorate 9,819 0 1,904 1,904 0 7,915

FAMILIES & WELLBEING DIRECTORATE 2020-21 SAVINGS


RAG Ratings


Financial RAG

Ratings

Actuals To Date


Savings Achieved

Via Original

Methods


Methods

Forecast Shortfall

Senior Management Restructure G 180 G 0 180 180 0 0Total Executive - FWB1 180 0 180 180 0 0Demand Management Reviews G 1,250 A 0 450 450 0 800Income maximisation - changes to financial assessment G 524 R 0 0 0 0 524Contract efficiencies G 500 G 0 500 500 0 0Assistive Technology and Telecare Project G 300 R 0 0 0 0 300Service redesign / restructure programme G 250 A 0 39 39 0 211Out of Borough Placements Project G 180 A 0 51 51 0 129Total Adult Social Care - FWB2 3,004 0 1,040 1,040 0 1,964Mockingbird Project G 156 R 0 0 0 0 156Residential homes staffing restructure G 105 R 0 0 0 0 105Safeguarding & Quality Assurance Service Review G 50 G 0 50 50 0 0Families First OOH Service reduction of support G 45 R 0 0 0 0 45Play & Sensory Centre Staff Review G 35 G 0 35 35 0 0Families First Performance Officer G 30 G 0 30 30 0 0Participation Officer Staff Review G 20 A 0 12 12 0 8Total Children Social Care - FWB3 441 0 127 127 0 314Total Families and Wellbeing Directorate 3,625 0 1,347 1,347 0 2,278

ENVIRONMENT & TRANSPORT DIRECTORATE 2020-21 SAVINGS


RAG Ratings


Financial RAG

Ratings

Actuals To Date


Savings Achieved

Via Original

Methods


Methods

Forecast Shortfall

Bus Lane Enforcement on current sites G 400 R 0 0 0 0 400Increase Green Waste Charges above inflation G 150 G 0 150 150 0 0Bus Lane Enforcement on new sites G 60 R 0 0 0 0 60Total Environment and Transport Directorate 610 0 150 150 0 460

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Executive Director: Lynton Green, Deputy Chief Executive and Director of Corporate Services


Jean Gleave, Head of Internal Audit, Risk and Insurance


Telephone: 01925 442354

Key Decision No. NKD-078/20

Ward Members:

All

TITLE OF REPORT: ANNUAL RISK AND INSURANCE REPORT 2019/20

1. PURPOSE 1.1 The report provides an overview of the Council’s strategic risk management and

insurance activity for the financial year 2019/20. 2. CONFIDENTIAL OR EXEMPT 2.1 The report is not confidential or exempt. 3. INTRODUCTION AND BACKGROUND 3.1 The risk and insurance service supports projects, directorates and senior managers to

maintain appropriate risk management arrangements and ensures that insurance cover is in place to protect the Council from the risk of financial loss arising from its responsibilities as an employer, an owner and occupier of property, a highways authority and a provider of public services.

3.2 The service also facilitates the reporting process, to ensure that directorate

management teams, the senior leadership team (SLT) and Cabinet have appropriate oversight of strategic risks and associated control arrangements.

3.3 At Q4, Cabinet received an update on the Council’s response to the Covid-19 pandemic

from a risk management perspective. The risk of pandemic was formally recognised as a strategic risk by the Council during 2016/17 and the score relating to this risk was

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increased following the SMT review of the Strategic Risk Register during 2017/18. Led by the Director of Public Health, a significant amount of work had been undertaken to prepare for pandemic flu; this preparatory work was adapted to respond to the current pandemic. Although Covid-19 is unprecedented in its impact, the value of this preparatory work in enabling the Council to react to the UK Government’s requirements has been borne out in the Council’s swift response.

3.4 Internal preparations to respond to the pandemic began in January 2020, taking Public

Health advice on the situation as it developed across the world. The Council mobilised and responded rapidly internally, forming an internal COVID-19 response group, which met weekly. The Council also participated in weekly / twice weekly strategic coordinating group meetings across Cheshire. Incidents that occurred during 2019/20 had prepared the Council for denial of premises and increased home working ICT requirements. Work was undertaken, with minimum interruption, in mid-March to increase home working capacity from an average of around 200 per day to at least 1,500 home workers

3.5 At the time of writing this report (July 2020), the UK continues to respond to the

pandemic. National restrictions have begun to ease, although local conditions have been re-imposed for parts of the country, and the Council is now focusing on recovery. In practice some of the emergency responses are being stood down or transitioned into ongoing service arrangements and robust plans are being put into place to respond to further outbreaks. The report should therefore be considered in this context.

3.6 Risks to the Council’s financial stability as recognised by SRR 18 continue to be

assessed. Cabinet is aware of the significant financial challenges facing the Council in respect of the response to Covid-19 and the impact on service delivery in terms of both increased costs and lost income. This is likely to have a significant impact in the financial year 2020/21 and an impact on budget setting and sustainability in the medium term. The Authority is continually assessing these risks against current and future financial sustainability.

4. STRATEGIC RISK MANAGEMENT 4.1 Strategic risks are those which have the potential to impact on the Council’s

achievement of its corporate pledges and strategic objectives. The strategic risk register therefore provides an overview of the most important risks facing the Council. Operational registers are also maintained at directorate, service and project level.

4.2 Systems of risk management typically include reference to risk tolerance and risk

appetite. Risk tolerance identifies those risks which organisations are able to accept and manage, and those which are deemed unacceptable. Risk appetite can be thought of as the amount of risk an organisation is willing to pursue or be exposed to, in pursuit of its strategic and organisational objectives.

4.3 By virtue of its statutory responsibilities for public services and associated functions

the Council often has limited choice in whether or not to accept or tolerate risk. Clearly

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there are some types of risks where the Council’s tolerance will be extremely low, or risk averse, for example, those that could impact the safety of service users, employees, members or the general public. However, it is not possible to articulate the Council’s appetite for every form of risk it may encounter or to predetermine which risks are acceptable or not acceptable.

4.4 The Council’s Policy and Strategy for risk management aims to inform and strengthen

the decision making process, by ensuring that:

• Risks, as well as benefits and opportunities, are always considered, identified and reported.

• Risks are assessed and recorded consistently. • Proposals which are likely to involve higher or more challenging levels of risk, are

subject to a robust and detailed risk appraisal process. • Risks which are likely to impact the achievement of one or more corporate

objectives or to carry significant financial implications are escalated to SLT and Cabinet for review and approval.

• Exposure to risks for which the Council’s tolerance is low is minimised.

4.5 The Council adopts a consistent approach to the assessment of risk, taking account of the potential impact of each risk, as well as the likelihood that the risk will materialise. This allows risks to be scored, ranked, and compared. Whilst not an exact science, the ranking of risks provides an indication of the Council’s tolerance, as summarised below in Figure 1 below.

Figure 1

4.6 The strategic risk register for Q4 2019/20, reviewed by Cabinet in June 2020, is

provided as Appendix 1 to this report. Figure 2 presents an overview of the Council’s

Acceptable•Limited impact and/or likelihood of occurrence•No additional controls or treatments required

Manageable•Some impact and/or possible likelihood of occurrence•Control or treat within usual arrangements

Significant•More serious impact and/or probable likelihood of occurrence•Will require specific control measures and reporting arrangements

Major•Most serious impact and/or probable likelihood of occurrence•Will require specific control measures and reporting arrangements

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strategic risk profile and specifically, the number of risks recorded against each ranking, at the end of 2019/20.

Figure 2

4.7 The most highly rated risks for 2019/20 are summarised in Figure 3 below. Detailed

control strategies are in place to manage each of these risks and progress is monitored closely by SLT and Cabinet. At the end of Q4, SRR 9, the risk of a pandemic outbreak, was rated at 25 to reflect the materialisation of this risk. Review at Q1 has reduced the overall rating to 20, recognising progress made in responding to the initial outbreak and preparing for any further outbreaks. Figure 3

ASSESSMENT SCORE

SEVERE 5 1 4 1

SERIOUS 4 7 10 1

MODERATE 3 1

MINOR 2 1

TRIVIAL 1

RARE UNLIKELY POSSIBLE PROBABLE ALMOST CERTAIN

1 2 3 4 5

IMPACT

RISK ASSESSMENT

ASSESSMENT

SCORE

LIKELIHOOD

• Additional duties imposed by Homelessness Reduction Act 2018• Limited supply of affordable housing

SRR 6Homelessness

• Additional pressure on key services• Impact on Council and other key partners and service providers

SRR 9Pandemic Outbreak

• Constantly changing cyber security landscape• Increasing frequency of attacks

SRR 15Cyber Incident

• Increasing demand for services• Loss of central government funding• Response to pandemic

SRR 18 Financial Position

• Managing a complex and diverse organisation• Managing relationships with key partners and suppliers

SRR 21 Corporate Governance

• Management of the Council's strategic investment portfolio• Effectiveness of governance and oversight arrangements

SRR 24Strategic Invesments

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4.8 A review of changes to the strategic risk register over the course of the year, together with other intelligence including performance and finance reports to Cabinet, provides an indication of the effectiveness of the Council’s risk management arrangements.

4.9 The strategic risk register recognises service specific pressures across adults’ and

children’s social care and education (SRR 1a, 1b, 1c, 2, 5); homelessness (SRR 6); downturn in the economy (SRR 10); workforce (SRR 19); and managing change and new legislative requirements (SRR 20). These are all critical services and risk areas which have all been affected by, and are key to the response to, the pandemic. By already recognising and focusing on the key challenges in these services, the Council has strengthened its capacity to maintain essential service delivery and protect vulnerable communities in the face of the pandemic. The Council’s risk management focus has also enabled key support functions, including emergency planning; finance; HR; legal; ICT, and health and safety, to understand and respond effectively to the needs of front line services.

4.10 Risks associated with monitoring and governance of the Council’s strategic investment

portfolio were escalated to the strategic risk register (SRR 24) during 2019/20. As the portfolio has grown, strengthened arrangements have been put in place, supplemented by external expertise. SLT and Cabinet agreed that the importance of commercial activity to the Council’s overall financial position and the need to ensure these arrangements remain effective, merited further strategic oversight. PWC has recently been engaged to undertake an independent review of commercial governance arrangements, which should provide assurance and assist in identifying further opportunities for improvement.

4.11 The risk relating to tackling health inequalities (SRR 7) was redefined with reference to

various determinants of health, to assist directorate management teams to focus on risks and issues relevant to their areas of responsibility:

• Public Health and Social Care (SRR 7a): improving the provision of and access to

preventative and early intervention services. • Growth (SRR 7b): enabling inclusive growth through the development of

affordable homes, community facilities and local employment opportunities. • Environment and Transport (SRR 7c): tackling environmental challenges to public

health including air quality, waste, congestion and planning. • Corporate Services (SRR 7d): addressing in work poverty through procurement

measures such as social value and promoting the Council as an exemplar employer through the Workplace Wellbeing Charter and Disability Confident.

4.12 Risks relating to safeguarding and adverse inspections (SRR 3a, 3b, 4a and 4b) were de-

escalated to directorate level and the responsible directors during 2019/20. SLT and Cabinet recognised that although these risks could be significant, there are strong and effective risk management arrangements in place, lessening the need for strategic oversight at this time.

4.13 Excluding the above changes, two thirds of the risks recognised at the end of 2018/19

have remained stable during 2019/20. Various external factors, which have been

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reported to Cabinet over the course of the year, have increased the assessment of risks relating to the demand for adult social care (SRR 1a); the challenge of maintaining high standards of educational performance in the face of ongoing reforms (SRR 5); pandemic outbreak (SRR 9); and the potential for a significant information governance breach (SRR 16).

4.14 Measures to increase local capacity together with strengthened financial controls have

improved the assessment of risks associated with overspending against the high needs budget (SRR 1c). Implementation of some measures has been impacted by the Covid-19 pandemic but will resume during 2020/21.

4.15 A summarised comparison of the strategic risk registers for 2018/19 and 2019/20 is

presented in Figure 4 below. Figure 4

5. INSURANCE ACTIVITY 5.1 The Council contracts with Salford City Council to manage insurance and compensation

claims on its behalf. In agreement with our liability and motor insurers, the Council has delegated authority to Salford to settle claims valued up to £25,000. In practice, any settlements are agreed in consultation with the risk and insurance service.

5.2 Claims with an estimated total cost of more than £25,000 and claims not covered by

this agreement continue to be managed directly by insurers. Specifically, claims involving serious injuries; claims alleging libel, slander or error by officers in the performance of statutory duties; claims for losses resulting from professional negligence in the provision of services to third parties; and medical malpractice claims are not covered by the arrangement with Salford and are handled directly by insurers.

0

5

10

15

20

25

SRR

1aSR

R 1b

SRR

1cSR

R 2

SRR

3aSR

R 3b

SRR

4aSR

R 4b

SRR

5SR

R 6

SRR

7aSR

R 7b

SRR

7cSR

R 7d

SRR

9SR

R 10

SRR

11SR

R 12

SRR

13SR

R 14

SRR

15SR

R 16

SRR

17SR

R 18

SRR

19SR

R 20

SRR

21SR

R 22

SRR

23SR

R 24

Strategic Risk Register2018/19 to 2019/20

Q4 2018/19 Q4 2019/20

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5.3 Insurance claims activity for the period April 2019 to March 2020 is summarised in Figure 5 below. Should the Council be found liable for the totality of the outstanding caseload, insurers would meet costs over the excess for the relevant policies, currently estimated at £1.545 million. The balance of £2.636 million would fall to the Council and is provided for within the Council’s insurance fund.

Figure 5 Insurance Claims Activity 2019/20 Number of

Claims Cost Estimates

£’000 Outstanding caseload at 1 April 2019 255 3,188 Claims opened during 2019/20 334 1,767 Claims closed during 2019/20 -294 -963 Revaluations of outstanding claims 189 Outstanding caseload at 31 March 2020 255 4,181

5.4 As shown by Figure 6, the number of new claims reported in 2019/20 was slightly

higher than the levels reported for the previous three years but not significantly so, and remained much lower than the levels we experienced prior to 2015/16.

Figure 6

5.5 Whilst it is not possible to be definitive about the reasons behind this trend, we believe

that it is likely to be attributable to:

• Our proactive approach to risk management, which monitors claim activity and reports any developing trends or areas of concern to directorates and SLT for consideration and action.

0

100

200

300

400

500

600

A P R M A Y J U N J U L A U G S E P O C T N O V D E C J A N F E B M A R

CUMMULATIVE NUMBER OF NEW CLAIMS REPORTED PER MONTH

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

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• The Council’s significant investment in highways maintenance, together with effective policies and practices for highways inspections and complaints.

• Our robust approach to the investigation and management of claims, particularly where fraud is suspected.

• External reforms which mean that low value personal injury claims are becoming less attractive to claims management companies and solicitors.

5.6 The caseload continues to be dominated by highways related public liability claims as

illustrated by Figure 7 below. Figure 7 also shows a sharp increase in the value of non-highways public liability claims, which largely accounts for the increase in the overall value of the caseload reported in Figure 5. Over the past couple of years we have seen an increase in the number of individual high value, complex claims, for example those alleging a breach of human rights on the part of the Council. We work closely with insurers to ensure that any such claims are thoroughly investigated and challenged, and to date we have not made any significant settlements.

Figure 7

5.7 Insurers have worked effectively to provide the Council with support and advice on a

wide variety of issues during the pandemic and imposition of UK Government restrictions. This has included adaptations to cover to reflect changes to service provision, advice on the closing of properties and support for schools facing cancellation of school trips. This support is continuing as restrictions are lifted and we are facing new challenges including the provision of Covid secure schools, offices and service establishments.

£0

£500,000

£1,000,000

£1,500,000

£2,000,000

£2,500,000

£3,000,000

0

20

40

60

80

100

120

Employer's Liability Property Public Liability -Highways

Public Liability -Other

Motor

Open Claims 31 March 2018 to 31 March 2020By Volume and Value

Number of Claims March 2018 Number of Claims March 2019 Number of Claims March 2020

Value of Claims March 2018 Value of Claims March 2019 Value of Claims March 2020

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6. FINANCIAL CONSIDERATIONS 6.1 Where there are high-level financial implications associated with particular risks these

will be recognised in the impact scoring for that risk. For example, a significant breach of information governance or health and safety requirements could result in the Council being fined by the Information Commissioner’s Office or the Health and Safety Executive.

6.2 The Council maintains provisions and reserves to meet the future excess costs of

insurance claims. Funds of £4.6 million, including an actuarial estimate of £2.1 million for claims which have been incurred but not yet reported to us, have been set aside. The levels of reserves and provisions is reviewed annually and subject to periodic independent actuarial assessment.

6.3 The Council also maintains reserves and provisions of around £0.5 million to meet the

cost of claims lodged against the Council’s former insurer, Municipal Mutual Insurance (MMI), which is now insolvent. Claims are currently being paid by MMI at a rate of 75%, with the Council required to contribute the remaining 25%.

6.4 In recent years the Council has accepted higher excess levels on its employer’s liability,

public liability and motor policies to secure reductions in premium costs. A robust approach to the investigation of claims is therefore critical to ensuring the Council maintains effective control over claim settlements for which it is primarily responsible.

6.5 It is difficult however, to make year on year comparisons in claims related costs, partly

because of genuine variability in the claims profile and because the higher excess levels apply to a differing proportion of claims each year. In addition, a focus on claim settlement costs does not take account of other risk management costs, such as policy premiums and claims handling costs. Figure 8 therefore provides a Total Cost of Risk Analysis which demonstrates that although the proportion of costs funded by the Council is increasing, costs are reducing overall.

Figure 8

Total Cost of Risk Analysis 2016/17 £’000

2017/18 £’000

2018/19 £’000

2019/20 £’000

Insurance Premiums 960.2 915.5 994.2 998.3 Claims Handling Costs 167.3 135.0 115.0 119.7 Brokerage 12.5 12.5 12.5 12.5 Council Funded Claims Costs 298.8 601.3 457.9 208.9 Insurer Funded Claims Costs 729.3 283.1 262.1 130.3 Total Cost of Risk 2,168.1 1,947.4 1,841.7 1469.7 Funded by Council 66.4% 85.5% 85.8% 91.1%

6.6 We continue to adopt a robust approach to the investigation of spurious and suspect

claims and Salford’s expertise has been particularly beneficial in this respect. Of the 294 claims closed in 2019/20:

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• 230 were closed without settlement or cost, producing notional savings of just over £996,000.

• 12 public liability claims were specifically investigated for fraud, resulting in notional savings of over £100,000

6.7 Notional savings represent the difference between the amount which could have been

paid to settle the claim (settlements plus costs) and the actual costs incurred in investigation.

6.8 In July 2019, with support from Weightmans Solicitors, the Council was successful in

securing a finding of fundamental dishonesty against a claimant who alleged injuries resulting from a tripping incident. The claimant discontinued after the Council defended the claim, but the Court allowed the Council to proceed with its application for a finding of fundamental dishonesty. After finding in the Council’s favour, the Court also removed the claimant’s costs protection and ordered him to pay costs of £10,000 to the Council. Since then, two further findings of fundamental dishonesty have been secured against highway tripping claimants, together with findings of conspiracy against one of the claimants and an individual who supplied photographic evidence to facilitate the claims.

6.9 The two claimants brought highway tripping claims against the Council following

alleged accidents in 2015. The Council disputed the claims on the basis that they were fundamentally dishonest. The claims were discontinued but as in earlier cases, the court allowed the Council to bring counter actions against the claimants, which resulted in a finding of fundamental dishonesty against each claimant.

6.10 Unusually, the circumstances of these claims also created the opportunity for the

Council to bring a claim for conspiracy against one of the claimants and the photographer of the alleged accident location in both claims. Whilst the case against the photographer was confined to this one claim, our intelligence confirms that this photographer has been involved in other highway tripping claims brought against the Council in recent years.

6.11 The court found that the actions of the photographer and the claimant amounted to

an unlawful conspiracy to injure the council. The claimant knew his claim was false and the photographer was prepared to facilitate the claim by misrepresenting the photographs and his supporting evidence. The findings of fundamental dishonesty against the two claimants were welcome and warranted. However, the stand out aspect of these claims was in the less common conspiracy claim against the photographer as a fraudulent third party conspirator. The judgements, which were handed down in February 2020, will allow the Council to pursue costs from both the claimants and the photographer. This action has been delayed by the Covid-19 pandemic but will be pursued as soon as it is feasible to do so.

7. RISK ASSESSMENT 7.1 The Council must ensure that it has appropriate risk management arrangements in

place in order to manage its risks and maintain a sound system of internal control.

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Failure to manage risks effectively can in some circumstances lead to an increase in insurance claims. Insurance cover is in place to manage the financial impact of this but as noted above, the Council now carries higher levels of excess on its employer’s liability, public liability and motor policies.

8. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 8.1 The matters discussed in this report do not give rise to any specific equality and

diversity implications. 9. CONSULTATION 9.1 N/A. 10. REASONS FOR RECOMMENDATION 10.1 To ensure that the Council maintains an effective framework of internal control and

continues to manage its key risks, and to ensure the continued review of the Council’s strategic risks.

10.2 To assist the Council in meeting its statutory responsibility to review the effectiveness

of its systems of internal control and prepare an annual governance statement. 11. RECOMMENDATION 11.1 Cabinet is recommended to note the annual review of risk management and insurance

activity for 2019/20. 12. BACKGROUND PAPERS

(i) The Strategic Risk Register (ii) Risk Management Reports to SLT, Cabinet and the Audit and Corporate Governance

Committee (iii) Analysis of claim data extracted from LACHS (may contain sensitive and/or

confidential information which will require redaction before release) Contact for Background Papers:

Name E-mail Telephone Alison Weir

Risk and Insurance Manager [email protected] 01925 442613

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86

APPENDIX 1

Existing Treatment / Controls Planned Treatment / Controls (to be implemented during 2020/21)

Contingency Plans

(arrangements you already have in place to reduce the likelihood and/or impact of the potential risk)

(arrangements you plan to put in place to reduce the likelihood and/or impact of the potential risk)

(arrangements which can be put into place if the risk was to materialise now)

SRR 1a CJ

Cat

herin

e Jo

nes The Council is unable to manage the

demand for adults social care services resulting in additional financial pressures.

12 4 4 12 16#

Adults Tranformation Board - Prevent, Reduce Delay - monitoring of targeted projects to manage demand. First Response Service - manage demand at the Front Door. Monthly Contracts Board - oversight of all contracts and takes account of such issues as risk, market resilience etc. Warrington Together - Frailty Hub at WHH established to target elderly frail service demand.

In year 3 the Adult Social Care Transformation Programme is continuing to impact positively on the financial position, through both cashable savings and cost avoidance. A targeted approach to annual reviews has been agreed for 19/20 and the resource needs identified. Comprehensive data analysis to support the targeting of reviews is in place. An in-house training offer on strength based approaches has been developed and launched, commencing in July 2019 and a comprehensive resource area has been developed within Winnie. My Life Warrington promotion and development work continues and an increase in signposting at the front door has been evidenced. An Assistive Technology Strategy has been agreed with a strong focus on self-serve and prevention, an event will be hosted in July to share the strategy with partners. Review of overnight support in LD Supported Accommodation has commenced and project team and plan established. The programme to address short-medium term issues in Learning Disability accommodation in borough continues and a programme of house purchases and adaptations continues. Engagement events with the market on the refreshed ASC Market Position Statement have taken place in June. Workstreams under Warrington Together continue to support demand management. Frailty Hub continues extended from 4 days to 5 days from January 2019. 24 hour Rapid Intervention Service went live Feb 2019 and supports people to return home from Frailty Hub and avoid admission to Hospital. Second Integrated Community Hub went live 6th Jan 2020 with social work team co-locating with district nurses with roll out planned for a further 2 hubs during 2020. Review of IMC provision commenced June 19 and Rapid Community Response Service due to go live Jan 2020 to support people to remain at home in a crisis where possible. Re-tender of Domiciliary Care Framework under development for Spring 2020 to shape delivery model to improve demand management across the borough. Consultation on Safeguarding and Quality Assurance service to commence mid July - aims to more effectively manage increased referrals from care sector. Integrated Hospital Discharge Team co-located from June 19 to manage hospital referrals more effectively.Winter planning is underway with colleagues from the CCG and Acute/Community Health and system wide priorities for investment agreed for 19/20 to promote and maintain independence and support individuals to stay at home, avoiding admissions to hospital and 24 hour care. COVID19 has placed signficiant pressures on adult social care in Q4. Several workstreams in place to manage this and BAU has been truncated to accommocate the additional demand.

Depending on how the demand presents and for which group of service users - contingency includes: Prioritising and risk assessing need, use of local, regional and national Market options, multi-agency review of provision etc. utilise Warrington Together Programme, Provider Market Engagement Events, establishing new provider forums that seek to understand market pressures better and work with skills for care regarding external market workforce planning. With regard to COVI19 Care Act Easements will be applied if statutory requirements cannot be met.

SRR 1b AA

Aman

da A

mes

bury The Council is unable to manage the

increasing demand for children's social care services, resulting in additional financial pressures and potentially unmanaged reductions in service provision.

12 3 4 12 121

Children's Services continue to oversee our responses to children with proactive activities to manage, prioritise and track fluctuations and changes in identified need effectively.- multi agency single point of contact for early help and statutory social work in our MASH ensures children and families receive the right support at the right time- Edge of care work continues to be a priority and work has began to plan for the introduction of No Wrong Door into Warrington- Foster4 collaboration continues to see increases in internal fostering provision. - Systemic practice implementation is underway and we are seeing an impact of this on demand

A number of controls are planned for 2020/21;

- a second cohort of staff will engage in training with centre for systemic social work as we scale embedding of our practice model 'systemic practice'

- launch our 'Mockingbird' family based fostering programme which has been delayed due to Covid 19

- full launch of no wrong door, delayed due to Covid 19

- roll out a new payment scheme for our foster carers to support us to attract and retain more foster carers locally into Warrington.

Depending on how the demand presents and for which group of service users - contingency includes: Prioritising and risk assessing need, use of local, regional and national Market options, multi-agency review of provision etc.

SRR 1c

PW

Paul

a W

orth

ingt

on The Council is unable to manage the demand on the high needs budget leading to a considerable overspend.

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Clear financial approval process in place, The DCO for St Helens is now working across Warrington as well to add much needed capacity, Post 19 capacity has been added at Willow Green to reduce the reliance on external placements, there is a Post 19 working group established, the special schools funding review has started (but is paused temporarily due to Covid-19) The high needs budget is a standard item on the SEND review Board and SEND partnership Board, the ESFA agreed a reduction in places at New Horizons which gives funding for 10 places back to the LA.

The review of special schools funding is to continue, a CIC is being developed with the Puddle Project to support our SEN children, a review of the DP funding model to introduce consistency across the DPs, Warpacc Working Together Conference with the LA had to be postponed due to Covid-19 - this is a good process for setting out our SEND strategy and financial challenges, cntinue to work with the RSC and DfE on flexiblities in the statutory processes to manage demand and expectation, explore flexibilities within the Direct Payment model in light of Covic-19 impact , the annoucement process for the ASD Free School has been put on hold due to Covid-19.

Place numbers in our designated provisions would be increased. The Free School is due to open in 2021 and we are already identifying children to take up these places rather than go out of Borough.

STRATEGIC RISK REGISTER - 2019/20 QUARTER 4Control StrategyRisk AssessmentReference / Ownership

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SRR 2 CJ

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nes The local social care market,

particularly services for adults, becomes unstable, leading to difficulties in meeting assessed need.

16 4 4 12 16#

This is a national issue and we monitor closely the fluctuations and changes in need and capacity of the local markets for domiciliary, residential, nursing, supported living and other services. Monitoring takes place at least weekly and in some areas daily. Multiagency Teleconference arrangements daily/weekly depending on pressures. There are a number of fora established including providers and partners to review and monitor how sufficiency and quality is maintained in key areas. When markets show signs of stress or difficulty there are efforts to provide support, incentives and re commissioning to reduce pressure. Significant uplift in rates for domiciiary care providers to stabilise the market. Increased availabillity of EMI Nursing Dementia plus placements which has been a particular area where capacity has been low.

Contracts Board Meetings Monthly - regular reviews of sufficiency and quality in the social care sector working closely with partners and providers to create more sustainable arrangements. Safeguarding and Quality Assurance team work closely with contracts and commissioning to proactively identify and support providers who require improvement. Improving the Quality of Care action plan drafted. Refreshed Market Position Statement drafted to give providers a full assessment of our market needs allowing them to plan and develop services more proactively where we have gaps or shortages. Review and refresh of Better Care Fund governance and monitoring arrangements to ensure available resources maximised.

Depending on which sector is unstable affecting which group/s of service users - contingency includes: Prioritising and risk assessing need, use of local, regional and national Market options, multi-agency review of provision, price review etc.

SRR 5

PW

Paul

a W

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on Ongoing educational reforms, including academisation and the national formula funding review, could impact on the Council's ability to support Warrington's schools and maintain high standards of educational performance.

9 3 4 12 121

There is a daily teleconference with Education senior leads to shape the response to Covid-19, this is informed by a daily survey which goes out to all of our schools to identify the key issues and then supplemented by a daily brief which goes out to all schools. We have excellent working relationships with all our academies.

An Education Partnership Board will be established once we are out of the current Covid-19 lockdown - the membership is being shaped - this will drive our major education strategies. A model to suport virtual transitions for children and young people is being developed in response to the recent OfQual guidance depending on what happens after lock down. A daily teleconference has been established for child care providers to develop a robust funding response to support them. Working parties of key school leaders and LA staff are working on curriculum models, transition models etc to support children and young people's high standards of educational performance (where possible) during and post lock down

If the school improvement grant decreased even further we would need to reduce Education to deliver only the key statutoy functions - this would impact on our Education offer in Warrington.

SRR 6

EO'M

Dav

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y Legislative changes are operational from 3rd April 2018 and place additional demands on the Council to manage homelessness. Reduced number of affordable homes being built in the town outstripped by right to buy, welfare reform, and low turnover of social housing.

20 5 4 20 201

New duties for relief and prevention of homelessness have been operational from April 2018 under the Homelessness Reduction Act. We have implemented changes to the housing allocations policy. We have increased the numbers of temporary accommodation, including New Start for rough sleepers and working with RSLs. New Start is a package of support and accommodation for former rough sleepers.

Successful bid for government funding for Somewhere Safe to Stay hub pilot and specialist support. The Homelessness & Rough Sleeping Strategy 2020 to 2025 has been approved by Cabinet.

The new duties have resulted in queueing up in temporary accommodation and increasing numbers of families and individuals to whom we owe a duty. The Severe Weather Emergency Protocol arrangements have been put in place, with further reliance on emergency bed and breakfast provision where that can be accessed.

SRR 7a

EO'M

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ra The Council, working with its partners, is unable to reduce health inequalities across Warrington due to reduced capacity in prevention services.

12 4 4 16 161

All partners have committed to play their part in reducing health inequalities. The health and wellbeing strategy 2019-23 aims to close the gap in life expectancy between the most and least deprived communities in the borough. Delivery of the HWB Strategy is monitored by the JSNA group and reported to the HWB Board. The corporate strategy aims to close the gap in the employment rate between those with a long-term health condition and the overall employment rate, to close the gap in the employment rate between those with a learning disability and the overall employment rate in Warrington, and to close the gap in comparison to the average for the north west.

Public health and Prevention Services Delivery plans 2019/20 continue to consider disadvantaged groups and have put in place targeted KPIs for services and contracts, particularly in central area.

The Public Health and Prevention Strategic plan 2020-25 will be developed following the Spending review 2019. In developing the plan, working arrangements across prevention services will be reviewed to ensure that the services are maximising capacity of shrinking teams and working in the most efficient way. Will continue to focus further on income generation to increasing bidding capacity and support to community groups and third sector partners in attracting resource into Warrington, and to incorporate health outcomes into these bids. Will continue to work with CCG, NHSE, and primary care networks to enhance social prescribing from pooled and/or NHS funding. Will continue to target the work of the Warrington Wellbeing service to the more disadvantaged areas and to specific cohorts of patients and social care clients. Will utilise the findings from the comprehensive evaluation of Warrington Wellbeing to ensure the service operates in the optimum way.

Will utilise findings from the Internal Audit on Health Inequalities to help further inform and develop plans to address wider determinants of health in the most effective and cross-cutting way.

The gap in employment rates for those with long term condition or disability does not reflect the strong economy of Warrington and is leaving people behind.Further support activities in community centres, including support to get into employment, training, or other positive outcome from Central Neighbourhood Renewal Area. Need to enhance work with parish councils in the most deprived areas outside of Central. Work with the NHS as the largest employer to deliver health enhancing environment through Warrington Together and the NHS CQUINs.The ESF projects should be monitored and enhanced. Poverty reduction initiatives to be considered, including food, holiday activities, budget boosting, cooperatives and credit union membership. Business engagement to introduce physical and mental wellbeing initiatives, including health kiosk and Active travel.

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SRR 7b SP

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rk The Council, working with its partners, is unable to reduce health inequalities across Warrington due to local residents not able to access the opportunities in the borough.

12 4 4 16 161

Influence the affordable housing pipeline. Influence WBC housing companies to design and build homes for older people to release family homes and provide sufficient access to transport to reduce dependency on car parking. Work with public health services to incorporate Health by Design into the Local Plan and associate policies - design of housing for homes for life, location and design of extracare and supported accommodation. Health in Business events, hosted through the Business Exchange. Influence business and cooperative solutions to relieve poverty. Work with FWB to deliver the health and skills elements of the Local Industrial Strategy, inclusive growth programme, and the ongoing ESF programme for careers and jobs for local people. Utilise opportunities highlighted within the central area masterplan and the town centre masterplan.

i) The provision of green space within the town centre masterplan. ii) Delivery of new community facilities such as Bewsey Dallam Hub. iii) Delivery of the Warrington Youth Zone.

SRR 7c DB

Dav

e Bo

yer The Council, working with its

partners, is unable to reduce health inequalities across Warrington due to environmental factors that exacerbate ill health.

12 4 4 16 161

Work with public health services to develop and adopt supplementary planning documents e.g. for environmental protection to include green corridors cycling/footpaths, the right trees for air pollution and shade, Hot food takeaways thresholds, and cumulative impacts assessed for planning and licensing decisions. Deliver the contribution to the air quality action plan and Active Warrington through active travel and the LTP.

Fornightly meetings with Environmental Protection, Arboriculture and Highways established to discuss application based issues including green corridors and air quality. Established working group with Policy and interested parties to discuss Town Centre SPD - guide to design and minimising envrionmental factors in new build, conversions and chnage of use proposals.

SRR 7d

GH

Gar

eth

Hop

kins The Council, working with its

partners, is unable to reduce health inequalities across Warrington due to in-work poverty or lack of support in the workplace.

12 4 4 16 161

Health and Wellbeing initiatives will benefit businesses for increased productivity as a result of lower absence rates.As an exemplar, enhance the mental health elements of the Workplace Wellbeing Charter and deliver initiatives to accredit the council as a Disability Confident Employer (Level 2). Talent management and opporunities for career progression. Consider developing a Warrington jobs portal; potentially linked to the LEP Growth Hub. Enhance social value in procurement.

SRR 9

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e Warrington experiences a Pandemic outbreak (such as Flu or Corona Virus) which creates significant additional pressure on key services at the same time as limiting our ability to respond to those pressures.

20 5 5 16 25#

On 11th March, the World Health Organisation declared a global pandemic of a new corona virus (SARS-CoV-2, the virus that causes COVID-19). The first confirmed case in Warrington was on 11th March. The number of cases has continued to increase locally, regionally and nationally. National mitigation measures are in place, the full impact of which is not yet known.

Prior to this pandemic, critical service level flu pandemic plans across the organisation had been reviewed by each Directorate (supported by Directorate BC leads), workshops had been delivered across HoS to raise awareness of Pandemic impact. The Corporate Flu Plan, Directorate and Corporate Business Continuity profiles were revised during 2018. The Integrated Pandemic Flu Plan for health social care and education that was in place in Warrington provided a very good starting point for responding to the issue locally, however many of the planning assumptions that are inherent in pandemic flu planning needed to be refined and adjusted for Covid 19 due to differences in how we understand the new virus to be transmitted. The work undertaken on business continuity planning, both internally within the Council and with our partners and providers has meant that we have very quickly been able to step down non-essential services in order to focus work where it is needed in responding to Covid 19.

On the WHO declaration of a pandemic, a Major Incident was also declared. This meant that the WBC Major Emergency Plan (MEP) was invoked. Response structures outlined within the MEP underpin the response to the pandemic and the management of implications for WBC implications. Cheshire Resilience Forum has a Flu Pandemic response plan which reflects the multi-agency response structures outlined within the MEP. The Health, social care and education integrated flu plan for Warrington supported the initial system-wide coordination. A System Assurance group across Halton and Warrington has been established to ensure a coordinated and effective response across the local health and social care system, and an internal WBC Covid Coordination group also meets weekly to ensure SLT have full oversight of teh response. The Council continues to follow the advice from UK Government and the NHS regarding the pandemic and regular briefings are being issued to all staff and members.

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SRR 10 SP

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n Warrington experiences a significant downturn in the economy, which could impact the Council in various ways, including: - increasing the demand for and cost of services to support vulnerable people - detrimental impacts for the performance of the commercial estate; - reducing the availability and/or increasing the cost of raw materials, component parts and other resources which in turn could affect the delivery of the Council's major regeneration and infrastructure projects.

12 3 4 12 121

Accountancy and Property officers regularly monitor the current performance of the commercial estate and report any major variations as part of the budget monitoring process. Commercial tenants impacted by covid19 are seeking rent holidays or reductions. Council as landlord is seeking to clarify and negotiate with tenants, requesting direct evidence of covid19 impact and seeking govt funding support.The performance of the Birchwood Park estate and delivery of key regeneration projects is closely monitored by programme specific boards. This is particularly important in covid19 crisis as only 84% of rent due was collected at BP for the March rent quarter against >99% normally. The OBB managing demand workstream working alongside traditional management systems will look to mitigate any potential impact of increased demand for services.Greater focus on financial checks and ongoing due diligence as part of the pre-procurement process, particularly for large regeneration projects and schemes.

A strategic property investment officer group has been established to oversee management of the commercial estate. This is supported by external consultants CBRE engaged to provide property specific advice on the investment portfolio and an internal senior officer quarterly investment perfromance meeting. The Council as landlord is seeking to clarify and negotiate with tenants, requesting direct evidence of covid19 impact and seeking govt funding support.Officers are aware of the impact of the Carillion liquidation and the potential effect upon main and sub contractors supporting the wider regeneration programme. A company/contractor risk register has been established and is monitored and updated regularly to identify potential/emerging concerns. Where necessary, officers will work with contractors to ensure security of service provision and if necessary to introduce specific contingency plans.

Service/project specific contingency plans are introduced wherever concerns are identified.

SRR 11 SP

Mic

hael

Bel

l The Council receives a successful legal challenge to the Local Plan which could result in a Plan being imposed.

20 2 5 10 101

A formal Corporate Governance structure and project planning approach for the Local Plan was introduced in Q3 2017/18, overseen by a new Local Plan Board comprising senior officers from across the Council. A Member Forum has also been established to facilitate ongoing liaison.Barristers have been appointed to provide legal opinion prior to each key stage of the Plan making process and the Council is engaging with the Planning Inspectorate, MHCLG and Homes England to identify and address any potential issues.A detailed project plan, risk register and issues log has been established to ensure that the Local Plan Board can assess risks and agree mitigations.

Following approval of the draft Plan for consultation, the Council undertook a series of detailed public consultation events at the Halliwell Jones Stadium. The outcome of these consultations is being used to update the Plan, prior to its submission for Examination in Public by an independent inspector. Legal opinion will continue to inform each stage of the process and formal Cabinet and Council approval will be sought to proceed.

The main risk for legal challenge is following the adoption of the Local Plan. The Local Plan Board will therefore maintain a detailed risk register and develop contingency plans well ahead of the adoption of the Local Plan.

SRR 12 DB

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d Warrington experiences a major incident, which creates significant additional pressure on key services at the same time as limiting our ability to respond to those pressures.

16 4 4 16 161

The ongoing response to COVID-19 has had a significant impact on the organisation and has resulted in a change to normal ways of working. Focus has been maintained on delivery of critical services , consequence management issues are signifianct and diverse. Business Continuity plans have been revised and implemented in response, flexibility and adapting to circumstances is key and there is evidence that the Council is able to do this. The Council has well tested, maintained plans in place and all risk specific plans are reviewed in line with statutory requirements. Resilience of the organisation to support and sustain a protracted response is undoubtedly enhanced due to tiers 1-4 of the organisation being trained in specific roles linked to out of hours response arrangements. Training and exercising continues each year to build resilience and maintain competency and awareness of response arrangements. Whilst the Council's preparedness to respond to Major Incidents is at a higher level than in previous years every Major Incident is unique in circumstance and as a result consequence management will have different levels of demand subject to the type and severity of the incident. The score remains the same as per previous quarters whilst current in the incident response phase. However, subject to lessons learned, it is likely that this will be able to be reduced in future given that the pandemic is a test of WCS with a protracted timeframe unlikely to be met in any other incident type (unless another infectious disease).

Alternative ways of working due to Covid has demonstrated that wider groups of staff, not ordinarily involved as emergency volunteers are willing and do offer support in times of real crisis. Further campaigns after covid will look to engage additional volunteers.

The Major Emergency Plan and risk specific plans such as Flu Pandemic and Excess Deaths are all currently invoked as part of the Covid response, response is in line with the plans any changes will be implemented post response phase once the debrief has been undertaken.

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SRR 13 SP

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rk The Council's flagship regeneration project, Time Square, is not delivered to time, budget or specification.

16 4 4 16 161

The regeneration scheme is run as a controlled programme by experienced personnel, with a number of subgroups addressing specific work streams of the programme all reporting to the Programme Board.The programme maintains a risk register which is updated quarterly. The minutes and risk register are shared with Risk and Corporate Governance, CIPG and SMT. Internal audit has an open and standing invitation to attend the programme board and do so on a regular basis.The construction is now practically complete which reduces risk and remains on programme.There is some budget pressure as a result of the management of the handover between construction and operations, particularly around ICT and this is being assessed.

The multi-storey car park opened in November but still has some defects which we are currently dealing with through the contract. The programme group continues to monitor risks and identify mitigation measures as required.

There is a risk that failure to secure restaurant operators would result in a significant revenue pressure for the Council and this is currently being compounded by the delay to occupation of the Council offices due to Covid 19 and the reticence of operators to enter into new contracts. Despite this there is a pipeline of restaurant operators with whom the Council are preparing heads of terms ahead of Cabinet approval.

We currently monitor this situation through the Time Square Programme Board and the establishment of a specific group to look at lettings and restaurant engagement. The risk is being managed through the engagement of appropriate agents and regular review of the process of negotiations with potential operators.

The contingency plan whereby both WBC staff and Warrington Market could remain in existing locations should the scheme be delayed has now been activated with additional cost and delay to occupation.The financial impacts from the failure to let space is being recorded. There are no further contingency plans.

SRR 14 SP

Stev

e Pa

rk The Great Sankey Hub project was taken over by the Council from Livewire in Summer 2017. Having taken on this responsibility, the Council is unable to deliver the project to time, budget or specification.

16 5 2 10 101

The Hub is now open and in use.The project will remain under the control of Warrington & Co until commercial completion.

The project is now complete but will remain on the register until commercial completion.

The project is now complete but will remain on the register until commercial completion.

SRR 15 LG

Hea

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Ber

ry The Council experiences a major cyber incident.

16 4 5 20 201

Security Incident Event Management System (Logarithm) alerts to potential threats from both external and internal sources and is configured to assist with PSN/PCI DSS standards.PSN compliance with Code of Connection, verified by annual review, including password cracking tests and penetration testing.Quarterly external penetration testing undertaken by CREST/CHECK approved third party.Quarterly penetration testing for compliance with PCI DSS undertaken by approved third party.ISO 27001 accreditation in place for ICT service and primary locations. Three year certification, verified by annual site survey and three day recertification visit.NCSC best practice guidance is reviewed and considered when procedures, services and systems are designed and implemented.The ICT Services engages with the Cyber Information Sharing Partnership (CISP) and receives alerts/notifications via this forum.

Our existing technical treatment and controls are deemed appropriate. They have so far withstood the cyber-attacks we have been subject to and we are constantly looking at new and changing guidance with relevant authorities to understand new attack types and protection measures available: both preventative and detection/defensive. On-going improvement opportunities are identified and implemented, such as:- Further training and communications to raise awareness of cyber risks and control measures- Strengthened reporting arrangements into SMT and the ICT portfolio holder- Tightened controls over the commissioning and procurement of technology.

Following lessons learned from incidents in 2019, ICT has advised that BC plans need to consider more carefully how services will be delivered if technology services are unavilable for more than a trivial amount of time.

Business Continuity and Data Recovery Plans.

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SRR 16 LG

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ar The Council experiences a significant breach of information governance through failing to maintain compliance with the General Data Protection Regulations (GDPR) and the Data Protection Act (DPA) 2018.

12 5 3 12 15#

Numbers of reportable to the ICO breaches remain low and the ICO have closed all breaches without action or penalty due to the mitigating controls in place such as encrypted laptops and mandatory data protection training. The use of distribution groups in Outlook also contributes to reducing the numbers of data breaches by preventing them from going to other individuals. The eLearning course has been replaced by a course specifically for the Data Protection Act 2018. GDPR and DPA 2018 are now business as usual activities and working groups/specific subject groups/supplementary training are delivered as and when required. There has been in increase in the complexity of subject access requests and complaints about the use of individual’s data which now have

an impact on the IG team resources as they support the directorates receiving these. The IG team are continuing to deliver working groups, specialist subject training sessions such as SAR and FOI specifics. Continued compliance with the DPA and other legislation such as the FOIA is still mandatory including meeting statutory response deadlines and adhering to the corporate processes that are in place to manage any requests. There is a risk that workload pressures may impact on the Council's continued compliance with the legislation and legislative timescales.

To reduce the risk, we will have face to face meetings with colleagues who need to complete a DPIA and will then pick up other IG requirements at that stage, we will continue to deliver working groups, specialist subject training sessions such as SAR and FOI specifics and attend team meetings where demand requires. There are formal documented processes for dealing with all requests for information and where there are any variations to the legislation or requirements, this is communicated out. There are formal established reporting procedures for data breaches and for the evaluation of any incidents. The IG team provide support, advice and guidance to all staff on handling IG requests and requests for information.

Full incident reporting process in place in the event of a breach of the GDPR/DPA including scoring to ensure that we can report within the required 72 hours. IG team prioritise work where there is an urgency or high risk such as dealing with requests for sharing information related to Covid- 19

SRR 17 SB

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d The Council experiences a significant breach of health and safety requirements which could result in serious injuries or deaths of employees, members, service users or members of the public.Such a breach would result in action on the part of the regulator (HSE) and potentially claims for compensation also.

12 3 4 12 121

The Health & Safety Policy is reviewed annually in line with H&S requirements. The policy outlines roles and responsibilities at all levels of the organisation in addition to key roles (ie Premise Manager). The policy is based on the Health & Safety management arrangements (HSG65) if Officers assume their delegated responsibilities and ensure that adequate arrangements are in place at a service level, the organisation should be assured that arrangements are adequate to comply with H&S law / regulation. The ultimate duties of the Chief Executive will be continued to be delivered through the principles of delegation and on the basis of managers managing H&S risks. Standard Operating Procedures (SOPs) and Guidance Notes (GNs) support managers to consider risks and ensure arrangements are in place to comply with relevant legislation / regulations. Whilst assurance through audits indicates compliance with areas tested, not all services / buildings within the Council are audited - there is a reliance on learning from audits being shared and monitored through Directorate H&S committees. As this learning is embedded, this reduces the likelihood of a breach, however, in the event of a breach the impact could be considerable (subject to the nature and the level of breach identified) in terms of legal, financial and reputational impact. All final audit reports are shared through Directorate committees in addition to a "common themes" action tracker to support shared learning and implementation of improvement recommendations across all service areas. There is evidence to suggest an improving picture but in there is also still evidence that learning from audits still needs to be embedded more widely and for this reason, until assurance is evident at Directorate and Central H&S Committees, the score remains the same.

The Team undertake the Competent Adviser role to all LA Maintained Schools / education establishments where the Council is the employer and has a statutory duty to provide access to competent H&S advice. The Team also offer the service via a SLA to all schools (including Academies) where the Council are not the employer. Schools are audited on an annual basis. Subject to the assurance level, detailed on site audits are undertaken where necessary. Reports are provided to the Head / Governors. Directorate audit reports are provided to the service manager and ultimately the Executive Director (final version). Audit outcomes are monitored through Directorate and Central H&S committees, actions arising are shared across service areas to maximise learning and enhance H&S management systems across the Directorates. In addition, all audits related to schools where a limited or minimal assurance opinion is provided will be discussed at the Director for Education, Early Help & SEND SMG to determine further actions and support as necessary.

The Team undertake the Competent Adviser role to all LA Maintained Schools / education establishments where the Council is the employer and has a statutory duty to provide access to competent H&S advice. The Team also offer the service via a SLA to all schools (including Academies) where the Council are not the employer. Schools are audited on an annual basis. Subject to the assurance level, detailed on site audits are undertaken where necessary. Reports are provided to the Head / Governors. Directorate audit reports are provided to the service manager and ultimately the Executive Director (final version). Audit outcomes are monitored through Directorate and Central H&S committees, actions arising are shared across service areas to maximise learning and enhance H&S management systems across the Directorates. Any specific actions arising from HSE investigation will be implemented by the service with the support of the CSRT where necessary.

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SRR 18 LG

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arris The Council's financial position

becomes unstable because of a failure to deliver the planned transformation programme (demand management, commercialisation and digitalisation).

15 4 5 20 201

The Authority is currently facing significant financial challenges in respect of the response to Covid 19 and the impact on service delivery in terms of both increased costs and lost income. This is likely to have a significant impact in the financial year 2020/21 and an impact on budget setting and sustainability in the medium term. The Authority is continually assessing these risks against current and future financial sustainability.The Council monitors its financial position on a monthly basis at Outcomes Based Budgeting (OBB) Board and monthly to SMT. Cabinet receive formal reports on a quarterly basis. Delivery projects and savings targets are monitored through these formal routes and also in more detail at the project level through monthly programme meetings.

Budget setting for 2020/21 is further weighted towards commercial activity and use of reserves rather than significantly increased savings targets which increases risk in both the likelihood and impact of failure across any part of the strategy. Robust reserves are required to support a diverse and wide ranging commercial portfolio and strong governance is required to manage and monitor a large commercial portfolio. Future central government funding plans remain uncertain and unknown, providing no assurance on future funding direction. This represents a significant challenge to sustainable and robust financial planning.Robust monthly monitoring will continue via Outcomes Based Budgeting Board and Senior Management Team and a new Senior Management Team review of commercial projects is planned to commence from January 2020.

Senior Management Team keeps the level of risk, reserves and expenditure under close scrutiny on a monthly basis.

SRR 19

GH

SMT The Council is unable to maintain a

sufficiently skilled and stable workforce. To include specific consideration of the impact of Brexit and the potential loss of staff in services either directly provided by the Council or where there is a close level of interaction/inter-dependence with the Council, such as health care or construction.

12 3 4 12 121

SMT monitors recruitment and retention on a monthly basis via a standard report.DMTs have added this risk to directorate registers and undertake service specific monintoring and review.The Council has a specific recruitment and retention strategy for Children's Social Workers and a number of policies and programmes (i.e. Market Supplement Policy, Training and Development programme) which are used across the workforce.

Renewed L&D prospectus and focus on use of the Apprenticeship Levy. Corporate Services DMT to hold regular discussions on turnover and recruitment.FWB DMT - Dedicated task in Adults to be established January 2019 to co-ordinate sustainable focused recruitment approach across the sector.E&T reviewing temporary staffing levels within Waste and Street Services to minimise agency spend.

Agency Staff Framework.External recruitment agencies.FWB commissioners to check that providers are preparing for no-deal Brexit.

SRR 20

MC

SMT The Council faces legal challenge

and/or claims for compensation because of a failure to provide services or manage organisational change in accordance with requirements or new legislation/regulation.

12 3 4 12 121

Each Directorate understands requirements for statutory services. Programme of transformation underpinned by the OBB programme. FWB robust approach to complaints, including early engagement with legal services and risk and insurance, to consider complex cases and attempt to resolve complaints at an early stage.Formal governance arrangements, including Programme Boards, in place for major programmes.

Transformation work to take into account protection of any statutory services. Risk and Insurance will engage with all directorates to support the proactive handling of complaints.FWB putting regular Legal Gateway MDT meetings in place.

Legal/Insurance services to respond to legal challenge and/or claims for compensation.

SRR 21

MC

SMT The Council experiences a failure in

its corporate governance arrangements. To include consideration of partnership governance and contract management arrangements, governing the Council's relationships with key partners and suppliers.

20 4 5 20 201

Corporate Governance Framework in place, comprising: Code of Corporate Governance; Codes of Conduct; Constitution; Financial Procedures; Contract Procedure Rules; Scheme of Delegation; Anti-Fraud, Corruption and Bribery Policies; Risk Management Policy and Procedures.

All policies are subject to regular review and update.

Training to be provided via middle management forum and leadership development forum on financial regulations, contract regulations, council policies.Finance to provide training and support to senior managers through DMTs.Regulations and policies to be enforced through disciplinary action as appropriate. MO to conduct a review of governance arrangements including the decision making process and the use of delegated powers.

Urgent authorisation process in place as part of financial regulations, with retrospective authorisation process set out.

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APPENDIX 1


Contingency Plans





Impa

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Risk Description

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SRR 22 SB SMT Impact of BREXIT for the Council

and for Warrington:Potential skills shortages.Relocation of key businesses and employers.Reduction in investor confidence.Uncertainty regarding UK funding to replace loss of structural funds (Shared Prosperity Fund).Uncertainty regarding rights of non UK EU citizens (residency, employment, benefits and access to public services).Increased demand for Council services. Impact on Council and local supply chains for goods and services.Transitional arrangements from EU to UK legislation, regulations and powers.

16 4 4 16 161

The Impact of BREXIT and the associated consequence management implications as we move through the transition period towards reaching future trade deals remains unclear. Operation Yellow Hammer has been stood down and weekly Resilience Forum teleconferences have ceased. The Chief Executive remains the nominated Brexit Lead Officer and will receive any information on an ongoing basis through the existing networks established through Yellow Hammer. The internal Brexit Advisory Group will remain in shadow form and will be convened when required once any impact to the operation of Council services or the local business community becomes clearer.Liaison will continue with local service providers (Social Care, Third Sector, key partners and wider local businesses) to ascertain any impact as we move beyond 31 January.

Continue to monitor developments and undertake Warrington specific impact assessments as details emerge shared through the Brexit Advisory Group chaired by the Chief Executive to be convened when required.Risk assess contracts and supply chains and implement mitigation plans as necessary.Continue to enage with major suppliers, contractors and employers.

Major Emergency Plan is the Council's plan that would be invoked to respond to any emergency. Other plans (and national plans) are in place and may be invoked subject to the particular circumstances. All critical services have business continuity plans in place

SRR 23

GH

Vick

y R

oe Resources to support the transition to the new Council offices are insufficient, impacting on our ability to deliver transition to time, budget and requirements.

16 4 4 16 161

Following activation of the MEP and critical service BCPs, the office transition project has been suspended for the time being and office based staff are now working from home wherever possible.New Project Manager resourced from Business Intelligence Team and attending overall TSQ Programme Board.Head of Finance providing support to Ground Floor workstream.Project Board monitoring performance against budget and project plan.

Resource planning exercise to be undertaken upon completion of programme plan.Full review of project risks to be undertaken.As timescales for handover of new offices approach, some risks relating to handover have increased in likelihood and a detailed handover plan is in development.

If key deadlines missed, staff would remain in existing locations.If budget is at risk of overspend, requirements will be reviewed to identify opportunities for savings/value engineering.

SRR 24 (NEW FOR Q3)

LG

Cla

ire H

arris The Council lacks the expertise to

undertake effective monitoring of the performance and risk of the Council's strategic investment portfolio and other commercial investments. Corporate governance arrangements for commercial investments are not sufficiently robust.

12 4 5 20 201

Scrutiny of the strategic investment portfolio is quarterly via the Birchwood Park Advisory Panel and an internal Property Investment Group who oversee and review performance of Birchwood Park and all other investment properties. The Corporate Loans Group undertakes quarterly review of information regarding Redwood Bank and the wider commercial loan portfolio. Both place some reliance on external expertise and the wider regulatory framework within which these investment sit to support the review process. The internal Property Investment Group undertakes pre acquisition review, analysis and due diligence. During the quarter, two new and significant projects have been added to the portfolio which will be monitored and reviewed under the same framework however the breadth of activities has widened thereby increasing risk in the short term while the process for new activities beds in.

During Quarter 3, the Authority has acquired the first completed solar farm and a 50% shareholding in Together Energy. The increase in risk score relates to the lack of current processes in place to manage and monitor the new acquisitions at officer level.Controls for the portfolio prior to Quarter 3 remain unchanged but require strengthening in the light of the increasing size and diversity of commercial activity.Engagement of expert advisors remains in place to assess ongoing performance of strategic investments.Engagement of expert advisors has been utilised to undertake an independent review of balance sheet resilience and risk. Training is planned for Redwood Bank where officers may have gaps in expertise to ensure both officer knowledge and external expertise are complementary and effective in their oversight of this part of the portfolio.

There is currently no indication that a contingency plan is required. Exit strategies are considered at every stage, evaluation of the Authority's reserve levels is undertaken at least bi annually to ensure adequacy against the Authority's risk profile at any point in time.

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Director:

Lynton Green, Director of Corporate Services/ Deputy Chief Executive


Phill O’Connor –Service Manager Procurement

Contact Details:

Email Address: philo’[email protected]

Telephone: 01925 443905


All

TITLE OF REPORT: COVID 19 – PROCUREMENT ARRANGEMENTS 1. PURPOSE 1.1 To inform Cabinet of officer decisions in relation to the award and/or modification of

contracts in relation to the impact of COVID-19 and the business continuity of council services.

1.2 To inform Cabinet of decisions made by officers to modify and award contracts as necessary to ensure the operation of council services in accordance with the Public Contract Regulations 2015 and the Cabinet Office Policy Procurement Notes 01/20 and 02/20.

2. CONFIDENTIAL OR EXEMPT 2.1 The report is not confidential or exempt. 3. INTRODUCTION AND BACKGROUND 3.1 COVID-19 has had an unprecedented impact on all aspects of the Council’s

operations and the ability of suppliers of goods, services and works to fulfil requirements. The Council had a number of tenders planned to take place over the

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next few months COVID -19 means that neither the Council or the market is in a position to undertake tenders. To meet urgent needs in relation to Covid-19.

3.2 The Cabinet Office issued Procurement Policy Note 01/20 “Responding to COVID-19”

on 18 March 2020 (PPN 01/20) giving guidance that contracting authorities may have to procure goods, works and services with extreme urgency and advised on methods that could be used to do this and still comply with the Public Contract Regulations 2015.

3.3 The Cabinet Office issued Procurement Policy Note 02/20 “Supplier relief due to

COVID-19” (PPN 02/20) on 20 March 2020. This sets out guidance and information for public bodies on payment of suppliers to ensure service continuity during and after the COVID-19 outbreak. This guidance endeavours to ensure that contractors are paid on appropriate terms to ensure ongoing provision and payments to ensure business continuity.

3.4 A report was approved by Cabinet at the meeting of 6 April in which delegated

authority was given to award and modify contracts, as well as approve measures under PPN 02/20 and the Temporary Framework, above the thresholds for key decisions and for expenditure in relation to COVID-19 provisions to ensure the operation of the Council’s services. As below

To delegate authority until 30 September 2020 for any Director, the Chief Executive and the Director of Corporate Services (s.151 Officer) (or such officers as they shall nominate for reasons of business continuity) in Consultation with the relevant Portfolio holder or the Council Leader to: a. Direct award or modify contracts pursuant to sections 4.1 – 4.8 of the Part

2 report; and/or b. Ensure service continuity pursuant to sections 4.9 – 4.11 of the Part 2

report; and/or c. Implement aid measures pursuant to sections 4.12 – 4.14 of the Part 2

report;

Subject to all actions taken under such delegation be recorded by way of Officer Decision Notice and reported to the next available Cabinet meeting.

3.5 This report details those actions taken since the approval was given to date. 3.6 The Cabinet Office published PPN 14/20 “Recovery and Transition from COVID-19” on

4th June 2020. This guidance requires the council to have in place plans by at the latest October 2020 for all contracts to return to normal provision and to make amendments to contracts to facilitate changes that will be needed due to provisions required to deal with ongoing COVID-19 requirements. The guidance also encourages contracting bodies to reduce the support given to contracted providers by the end of October 2020. Officers are currently reviewing all contracts to ensure that these measures are in place and to review contracts to ensure ongoing

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provisions, where still required, can take place. In some circumstances demand for the services has significantly declined or stopped altogether and new methods of provisions have been put in place.

4. ACTIONS TAKEN 4.1 Since the last report to Cabinet in July 2020 no new contracts have been awarded in

relation to COVID-19 within the provisions made at the Cabinet Meeting of 6 April 2020.

5. LEGAL CONSIDERATIONS 5.1 There are a number of options available to the Council in dealing with contract and

procurement issues that have arisen as a result under COVID-19.

Public Contract Regulations 2015 and Cabinet Office Procurement Policy Note – PPN 01/20

5.2 Under the Public Contract Regulations 2015 there are a number of grounds that allow

the Council to make direct awards and also modify contracts during their term. There has also been a Procurement Policy Notes published by the Cabinet Office – PPN 01/20 – Responding to COVID-19.

5.3 Reg. 32 (2)(c) allows Local Authorities to direct award contracts where:-

“insofar as is strictly necessary where, for reasons of extreme urgency brought about by events unforeseeable by the contracting authority, the time limits for the open or restricted procedures or competitive procedures with negotiation cannot be complied with.”

5.4 This exemption can only be used in the most extreme circumstances and the reasons

of urgency must not be in any way attributable to the Council, this cannot be used where the Council had not properly planned its procurement activities.

5.5 PPN 01/20 recognises that these grounds for urgency apply in the case of COVID-19,

however it does confirm that where wishing to rely on this exemption, Local Authorities must be able to demonstrate all of the below criteria: (1) There are genuine reasons for extreme urgency

In this case it can only due to the need to respond to the COVID-19 consequences immediately and that the Council is reacting to a current situation that is a genuine emergency - not planning for one.

(2) The events that have led to the need for extreme urgency were unforeseeable

In this case PPN 01/20 states that the COVID-19 situation is so novel that the consequences are not something could have been predicted.

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(3) It is impossible to comply with the usual timescales in the PCRs For example, there is no time to run an accelerated procurement under the open or restricted procedures or competitive procedures with negotiation; nor is there time to place a call off contract under an existing commercial agreement such as a framework or dynamic purchasing system.

(4) The situation is not attributable to the contracting authority, This is a key consideration and the urgency cannot be in any way brought about by the Council’s actions. Delaying or failing to do something in time does not make a situation qualify as extremely urgent, unforeseeable or not attributable to the Council.

5.6 PPN 01/20 also goes on to confirm that when Local Authorities rely upon the Reg.

32(c) justification, they should keep a written justification of the points set out a 4.4.1 – 4.4.4. Officers are therefore being required to document each decision taken under the delegations proposed by this report by way of an Officer Decision Notice.

5.7 Local Authorities also have powers under Reg. 72 to modify a contract during its term and the most applicable modifications in the current circumstances are: (1) Reg. 72(1)(c)

This allows for contracts to be modified without a new procurement procedure where all of the below are satisfied: - the need for modification has been brought about by circumstances which a

diligent contracting authority could not have foreseen; - the modification does not alter the overall nature of the contract; - any increase in price does not exceed 50% of the value of the original contract

or framework agreement.

(2) Reg. 72(1)(e) This allows for a modification where the modifications are not substantial.

(3) Reg. 72(1)(f)

This allows for a modification where the value is below the relevant EU threshold and is no more than 10% of the initial contract value.

5.8 PPN 01/20 confirms again that written justifications should be maintained where relying on any Reg.72 modification and that such modifications should be limited to only what is absolutely necessary. Officers are therefore required to document each decision taken by way of an Officer Decision Notice. Cabinet Office Procurement Policy Note – PPN 02/20 - Supplier relief due to COVID-19

5.9 This PPN sets out that Local Authorities should act to ensure service continuity during

and after the COVID-19, outbreak and to ensure suppliers at risk are in a position to resume normal contract delivery once the outbreak is over.

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5.10 Broadly, local authorities should:-

(1) Urgently review their contract portfolio and inform suppliers who they believe are at risk that they will continue to be paid as normal (even if service delivery is disrupted or temporarily suspended) until at least the end of June.

(2) Put in place the most appropriate payment measures to support supplier cash flow; this might include a range of approaches such as forward ordering, payment in advance/prepayment, interim payments and payment on order (not receipt).

(3) If the contract involves payment by results then payment should be on the basis of previous invoices, for example the average monthly payment over the previous three months.

(4) To qualify, suppliers should agree to act on an open book basis and make cost data available to the Council during this period and they should continue to pay employees and flow down funding to their subcontractors.

(5) The Council should also ensure invoices submitted by suppliers are paid

immediately on receipt (reconciliation can take place in slower time) in order to maintain cash flow in the supply chain and protect jobs.

5.11 It is proposed that where any such arrangements are made under PPN 02/20,

whether they fall within the Reg. 32 or Reg. 72 or not, that such decisions are delegated to officers as set out in the report and again, Officers are required to document each decision taken by way of an Officer Decision Notice.

State aid - Temporary Framework to support the economy in the context of the COVID-19 outbreak

5.12 As well as existing State aid exemptions, the final measure available to the Council is

under the “Temporary Framework to support the economy in the context of the COVID-19 outbreak” (“the Framework”). This was adopted by the European Commission and enables Member States to ensure that sufficient liquidity remains available to businesses of all types and to preserve the continuity of economic activity during and after the COVID-19 outbreak.

5.13 In this context it would allow the Council to grant five types of aid: 5.13.1 Direct grants, selective tax advantages and advance payments

Grants of up to €800,000 to a company to address its urgent liquidity needs.

5.13.2 State guarantees for loans taken by companies from banks Guarantees to ensure banks keep providing loans to the customers who need them.

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5.13.3 Subsidised public loans to companies

The grant loans with favourable interest rates to companies. These loans can help businesses cover immediate working capital and investment needs.

5.13.4 Safeguards for banks that channel State aid to the real economy

Some Member States plan to build on banks' existing lending capacities, and use them as a channel for support to businesses – in particular to small and medium-sized companies.

5.13.5 Short-term export credit insurance

Allows for short-term export credit insurance to be provided by the State where needed.

Cabinet Office Procurement Policy Note – PPN 04/20 – Recovery and Transition from COVID-19

5.14 This PPN sets out information and guidance for public bodies for their suppliers to

ensure service continuity during the current COVID-19 outbreak and updates and builds on the provisions contained in PPN 02/20.

5.15 In brief local authorities:

5.15.1 Review their contract portfolio, including where they are providing contracting relief due to COVI-19 and, if appropriate to maintain delivery of critical services, continue or commence measures in line with PPN 02/20

5.15.2 Work in partnership with their suppliers and develop transition plans to exit from any relief as soon as reasonably possible. This should include agreeing contract variations if operational requirements change significantly

5.15.3 Work in partnership with their suppliers, openly and pragmatically , during

this transition to ensure contracts are still relevant and sustainable and deliver value for money over the medium to long term

5.15.4 Continue to pay suppliers as quickly as possible on receipt of invoices or in

accordance with pre-agreed milestone dates, to maintain cash flow and protect jobs.

5.16 As with the other matters discussed in the legal section it is requested that Officers,

in consultation with the Portfolio Holder/Leader have the ability to negotiation and approve such measures.

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6. FINANCIAL CONSIDERATIONS 6.1 Existing budgets are in place to deal with current contract arrangements, additional

funding required to deal with cost increases due to the COVID-19 will be recorded appropriately to seek reimbursement from central government.

7. RISK ASSESSMENT 7.1 Risk assessments will be carried out for each individual action to be taken in

addressing procurements in relation to the COVID-19 Provisions. 7.2 The operational risks to the Council of delays in decision making impact on the

impact of operational services and impede the ability of officers to address business continuity in the response to the COVID-19.

8. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 8.1 Equality and Diversity/Equality Impact assessments will be carried out for each

individual action to be taken in addressing procurements in relation to the COVID-19 Provisions.

9. CONSULTATION 9.1 Not applicable. 10. REASONS FOR RECOMMENDATION 10.1 To ensure ongoing operation of Council services and allow for aid within the local

borough to be granted if required, during the COVID-19 emergency. 11. RECOMMENDATION 11.1 Cabinet is recommended to note the provisions of PPN 04/20 and the work officers

are undertaking to ensure the operation of council business in relation to COVI-19 12. BACKGROUND PAPERS

Cabinet Office Procurement Policy Note 01/20 “Responding to COVID-19” March 2020 Cabinet Office Procurement Policy Note 02/20 “Supplier relief due to COVID-19 March 2020 Cabinet Office Procurement Policy Note 04/20 “Recovery and Transition from COVID-19” June 2020

Contacts for Background Papers:

Name E-mail Telephone Phill O’Connor Philo’[email protected] 01925 443905

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WARRINGTON BOROUGH COUNCIL CABINET – 14 September 2020 Report of Cabinet Member: Chief Executive

Leader of the Council, Councillor R Bowden Professor Steven Broomhead

Senior Responsible Officers:

Gareth Hopkins, Deputy Director – Corporate Services Amanda Juggins, Deputy Head of Business Intelligence


Telephone: 01925 443932

Key Decision

087/19

Ward Members: All

TITLE OF REPORT: FINAL CORPORATE STRATEGY 2020-2024 1. PURPOSE 1.1 To seek Cabinet approval of the final published version of the Council’s Corporate

Strategy. 2. CONFIDENTIAL OR EXEMPT 2.1 The report is not confidential or exempt. 3. BACKGROUND 3.1 The Council’s Corporate Strategy (2018-2020) expired this year. Following the Local

Government Association Corporate Peer Review it was agreed that a new strategy for the Council would be developed along with meaningful priorities, milestones and measures to ensure its successful delivery.

4. DEVELOPING OUR NEW STRATEGY 4.1 The process for the development of a new strategy began with an LGA facilitated

workshop with Cabinet members in December 2019. This was quickly followed by a separate session with the Chief Executive and the Senior Leadership Team, where the outputs of this workshop were considered, and a focus on the delivery of these were discussed.

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4.2 A very positive final workshop was then held at the end of January, again facilitated by the LGA, with Cabinet and Senior Officers present to undertake further work which has resulted in a new set of pledges, priorities and values which will form the Council’s Corporate Strategy. Since then SLT have continued to develop the strategy and adapted it to reflect on the COVID 19 pandemic and its impact on our communities and services.

4.3 In light of the pandemic the main activities and focus in this strategy looks at the next 12

months with a strong focus on COVID 19 recovery. A review of the new strategy will be undertaken in 2021 to consider achievement of the priorities set out and progress with COVID 19 recovery. At this stage it will be proposed that SLT and Cabinet will explore longer term priorities for the period to 2024.

4.4 It should be noted there are a number of new and existing strategies and plans that closely

align with the corporate strategy and have also been taken account of in developing this new strategy. These include but are not limited to the Local Transport Plan, draft Local Plan, Health and Wellbeing Strategy, Central Area Masterplan, Equality, Diversity and Inclusion strategy and regional/sub-regional plans.

5. STRATEGY CONTENT AND DELIVERY 5.1 In March 2020 Cabinet approved a one page draft strategy, including pledges and

priorities, and a set of common values. Cabinet approved the adoption of these. 5.2 Appendix 1 is the final public facing strategy document, including an introductory section

from the Leader and Chief Executive.

5.3 The strategy document sets out our pledges, priorities, activities to demonstrate what we will do and when and key performance measures. It has been agreed that all of these must demonstrate a clear council offer, be sustainable and explain the council’s role in delivering them, recognising that there will be co-delivery with partners and communities for a number of them. The council has had to reflect on delivery and the impact of COVID 19, including funding implications. Some targets will take the full four years (and longer) to achieve, and will use our existing performance management framework to track their delivery on a quarterly basis with Cabinet.

5.4 In addition, there will a number of new or refreshed strategies and plans that will be

aligned to the corporate strategy and will be developed/refreshed and implemented quickly after the strategy is agreed. These include the Medium Term Financial Plan, an Organisational Development and Workforce plan, and our Communication strategy.

6. FINANCIAL CONSIDERATIONS 6.1 There are no direct financial implication from the development of a new Corporate

Strategy, however we will be aligning our Medium Term Financial Plan and Outcome Based Budgeting process to the Strategy and all strategic financial decisions taken will make reference to our new pledges and priorities. There is also the financial impact of COVID 19, which is particularly uncertain due to the lack of Government funding, which we continue to have to manage on a short term basis.

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7. RISK ASSESSMENT 7.1 The Council’s Strategic Risk Register has been cross referenced to the new strategy to

ensure that any barriers to delivery of our priorities have been considered and mitigated as far as possible.

8. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 8.1 An Equality Impact Assessment has been carried out. 9. CONSULTATION 9.1 Regular discussions are held with partners and stakeholders regarding delivery of our

priorities. These include conversations with all Elected Members (including the Organisation Improvement and Development Policy Committee), partner organisations, schools, the Business Community. Trade Unions and our staff.

9.2 The Council is also committed to undertaking a Residents Survey and will explore the

options around this in 2021. 10. REASONS FOR RECOMMENDATION

10.1 To ensure that the Council is in a position to adopt a new Council Strategy and continues with its track record of delivery for the people of Warrington.

11. RECOMMENDATION 11.1 Cabinet is recommended to:

(i) Note the new Corporate Strategy for the period 2020-24, with a particular focus on the next 12 months and our COVID 19 recovery.

(ii) Agree the new Corporate Strategy and refer it to the 21 September 2020

Council meeting for approval.

(iii) Receive an update on progress against delivery of the strategy by April 2021.

12. BACKGROUND PAPERS Corporate Strategy 2018-20 One page strategy document

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Our Corporate Strategy 2020-2024 1

Our Corporate Strategy 2020 - 2024

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ForewordOur Corporate Strategy 2020-2024 will be our guiding document that will steer us through recovery from the coronavirus pandemic, whilst also equipping us with the tools to enhance our reputation as a key player in the North West for all who live, work, visit and do business here.

The council is and always has been a driving force behind Warrington’s success, and our priority as an organisation is to help Warrington thrive, whilst also ensuring those who are at most risk, or most vulnerable, get the help and support they need – in the right place, at the right time.

Coronavirus has posed huge challenges for councils across the country, so we have made the decision that although our Corporate Strategy is a four-year vision, we will review this after 12 months. This is to ensure that any further responses to the pandemic are central to our plans to continue to provide support to our residents, businesses and partners.

Warrington is not a place that has stood still in recent years and has made big steps in becoming a town known for its thriving, resilient communities and a strong economy that supports local jobs. This, against a backdrop of a decade of crippling austerity cuts, shows just how far we have come as an organisation. And, although there will be some big challenges to overcome in the future – particularly as a result of the coronavirus pandemic - it is my commitment that I will do all I can, with the support of our administration, to deliver upon our strategy and bold vision for Warrington.

Leader of the Council, Cllr Russ Bowden

Our Corporate Strategy 2020-2014 is the agreed ‘deal’ between the council’s elected members and officers. Through our strategy, we will work in partnership with our local politicians to provide support for our communities, businesses and partners to ensure that Warrington continues to thrive.

The joint response of our members and officers throughout the coronavirus pandemic has been incredibly positive despite its clear challenges. We need to harness this enthusiasm and relentless commitment to doing our best for the people of Warrington, ensuring that we continue this dedicated approach to our communities by delivering against our new Corporate Strategy.

There is a great deal to be optimistic about in Warrington. We are a proud and bustling town with values of humility and hard work at our core. The council is no different in this respect and we are dedicated to providing the best service we possibly can despite the twin challenges of austerity and the coronavirus pandemic and their longer-term impacts. I am confident however that through the delivery of our Corporate Strategy 2020-2024, we will be able to make further improvements for our citizens and businesses.

Chief Executive, Professor Steven Broomhead

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Our residents live healthy, happy and independent lives

• People are healthy, safe and well

• People have opportunities to thrive

• High quality education and youth facilities

• Early intervention to prevent long-term health conditions arising

• Residents feel part of their community

Everyone benefits from our thriving economy

• A place where businesses invest and thrive

• A place that provides opportunity for all

• Invest in and provide access to the right skills and education

• Sustainable employment opportunities

• The right sustainable economy for the future

Communities are safe, strong and our most vulnerable are protected

• A safe place

• Empowered, resilient and independent communities – people take responsibility for their area

• Safeguard our children and adults and protect our most vulnerable

• A place of culture, sport, wellbeing and lifelong learning • Delivery of our equality objectives

• Actively support our residents, businesses and communities impacted by coronavirus

Our town is clean, green and vibrant

• Reduce the impacts of climate change

• Improve air quality

• Manage waste effectively

• Make best use of green spaces and natural resources

• Clean streets and public places

• Sustainable transport and travel

Crosscutting themes: sustainability, reducing inequalities & COVID 19 recovery

Our values:• Open, honest and accountable – listen to and learn from our communities, do what we said we would• Treating people fairly & equally – respect our customers and each other, challenge discrimination and inequality• Spending money wisely – be financially sustainable, looking for different and better ways of delivering key services• Working in partnership – build relationships and work collaboratively with others to maximise our strengths and resources• Forward thinking – open to change, new challenges and innovative ways of doing things• Working with and engaging communities – encourage and empower people to build their own strengths and abilities, encouraging residents to take pride in their area

Our Corporate Strategy 2020 - 2024 - at a glance Our pledges and priorities

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Pledge: Our residents live healthy, happy and independent lives Priority: People are healthy, safe and well

What we will do and when?We will:

• Increase life expectancy (will be impacted by COVID-19)

• Promote good health, management of health, healthy choices and physical activity

• Reduce obesity levels at year 6

• Minimise the harm of tobacco on communities through the delivery of the Warrington Tobacco Control Plan

• Commission a number of large Public Health services, including drugs and alcohol services and new healthy child programme 0-25 years PH commissioned services

• Implement the routine provision of pre-exposure prophylaxis (PrEP) to reduce the risks of HIV transmission

• Ensure there is a clear service pathway for our most vulnerable residents including Safe and Well Service, adult social care and other commissioned providers

• Develop an exit strategy from Safe and Well to a redeveloped Warrington Wellbeing that builds on learning from COVID-19 and social prescribing developments

Measures of success

• Life expectancy – annual figures

• Prevalence of children at age 11 who are a healthy weight

• Bi-annual data from the Sport England ‘Active Lives’ shows levels of participation and activity at local level

• Public Health Outcomes Framework (PHOF) Locals Tobacco Control Profiles of detailed local smoking data

• Design of specifications and tender packs. New Services commissioned as appropriate

• Service designed and implemented with the Integrated Sexual Health Service. Provision is live by Autumn 2020.

• Exit strategy developed with clear plan for moving forward including performance measures

COVID-19Recovery

4

Cabinet Member

Cllr McLaughlin

Cllr McLaughlin

Cllr McLaughlin

SLT Member

Thara Raj

Thara Raj

Thara Raj

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Priority: People are healthy, safe and well


• Support Warrington Wellbeing to continue to deliver its work supporting refugees and other commissioned services eg dementia and high intensity users

• Maximise the opportunities to deliver an integrated Public Health Prevention Model to better address the causes of poor health and inequality including housing, neighbourhoods and public protection

• Protect our residents, particularly the vulnerable, from scams, doorstep crime and unsafe products

• Work with our partners to ensure that people have access to food that is safe and fit for purpose

• Promote wellbeing by tackling environmental crime, nuisance and harm to amenity

• Enable all residents to be more physically active through access to high quality sports and leisure infrastructure and open spaces for recreation

• Invest In playing facilities for grassroots sports to increase participation

• Support local leisure services to be operational in line with government guidelines as soon as possible

• Deliver projects within the Central Area Masterplan which support active travel, leisure and physical activity in accessible green spaces and quality neighbourhoods

• Support the implementation of the Transport Plan (LTP4) and related objectives in the Neighbourhood Masterplan

Measures of success

• Outcomes measures from Warrington Wellbeing quarterly reporting

• Inclusion of joint strategic priorities within the Public Health Plan

• 100% Inspection of high rated premises

• Number of outstanding lower risk inspections

• Number of fly tipping and side waste complaints by quarter

• Number of formal actions against rogue traders by quarter

• Increased participation levels• Lifestyles survey• Sport England Active Lives survey

• Delivery of the LTP4

COVID-19 Recovery

Cabinet Member

Cllr McLaughlin

Cllr McLaughlin/Cllr Guthrie

Cllr Higgins

Cllr Higgins/ Cllr Mundry

SLT Member

Thara Raj

Thara Raj/ David Boyer

David Boyer/Steve Park

David Boyer

111




• Encourage sustainable transport modes and development in sustainable locations

• Build on our response to the coronavirus pandemic to further develop our approach to assessment and care management in adult social care, which focuses on individuals’ strengths, support networks, and available technology to maximise independence and wellbeing

• Review the leadership, governance arrangements and priorities to deliver integrated health and social care services in the town, building on the learning from our response to the coronavirus pandemic and maximising the resources available to make a real difference to health and wellbeing outcomes.

• Review and redesign our intermediate tier and hospital discharge services to ensure integrated sustainable and sufficient services, which promote health and wellbeing in the community

• Deliver the new rapid community response service (RCRS) in line with the national accelerator site requirements. Scope demand for discharge to assess and implement new model of care and support

Measures of success

• Take up of active travel options• Delivery of 1st/final mile project• Delivery of additional cycle ways

• Launch of the new approach by March 2021

• Increase in individuals utilising Direct Payments to arrange alternative support arrangements

• Refreshed vision and established arrangements for the integration of provision and commissioning of health and social care

• Report and implementation plan agreed for bed based Intermediate Care provision in the Town• Integrated staffing model for community based intermediate care services developed and agreed with partners• Monitor DToC levels - Better Care Fund (BCF) measure• Re-abling eligible hospital discharge patients to live independently at home

• RCRS Dashboard developed and national targets met• ‘Discharge to assess’ arrangements embedded to enable good planning for individuals longer term support

COVID-19Recovery

4

4

Cabinet Member

Cllr Mundry

Cllr Knowles

Cllr Knowles

Cllr Knowles

Cllr Knowles

SLT Member

David Boyer

Cath Jones

Cath Jones

Cath Jones

Cath Jones

112




• Children in care and care leavers receive robust health services and assessment to ensure their health needs are met

Measures of success

• Take up of health passport• Health assessments completed• Strength and Difficulties Questionnaire (SDQs)

COVID-19Recovery

Cabinet Member

Cllr Smith

SLT Member

Amanda Amesbury

Priority: People have opportunities to thriveWhat we will do and when?We will:• Focus on school readiness in early years to ensure all children are ready to attend school, with a focus on those in deprived areas

• Continue to support the delivery and development of the Central Neighbourhood Renewal Area Masterplan

• Work with partners to get people into sustainable employment

• Deliver an expanded programme of learning disability and mental health support and accommodation through:

- Completing the existing medium term capital programme of open market house purchases and adaptations

- Launch the housing position statement for complex needs - Develop a proposal and obtain approval for a new build project to provide the future provision on the scale required

Measures of success

• % uptake of the 2/2.5 year mandated review by Health Visitors

• The Central 6 Masterplan Delivery Board will meet at least four times a year• Performance management framework will be established to support the delivery of the Masterplan

• Joint action plan in place by Dec 2020

• Completion of existing capital programme and impact reporting by March 2021

• Housing Position Statement published and launched late summer/autumn 2020

• New Build at scale outline proposal for supported accommodation approved by 31st March 2021• Adults supported to live In their own home or with their family

COVID-19Recovery

Cabinet Member

Cllr Smith

Cllr Higgins

Cllr Knowles

SLT Member

Paula Worthington

Steve Park

Cath Jones

113


Priority: People have opportunities to thriveWhat we will do and when?We will:• Develop a joint proposal with CCG and key stakeholders for an NHS capital bid to build specialist provision for those with complex needs, who need short and long term support

• Deliver a Local Offer for 19-25 year olds for learning, respite, and independent skills developed by July 2021 as a pilot basis for further expansion

• Ensure children in care are supported to prepare for independence

• Increase the number and quality of early help assessments (EHAs) being completed by all partners (including schools and health providers)

• Transform partnership working across the troubled families agenda to ensure that families are identified and supported appropriately with a whole family plan

• Continue to embed the graded care profile 2 (GCP2) and evaluate the impact of the training

• Deliver the Restore pilot

• Review the speech, language and communication pathway with a view to establishing an integrated pathway in line with the expectations of the government to reduce the word gap

• Support families so that children at the age of 4 are ‘school ready’ and have the skills they need to thrive regardless of where they live

Measures of success

• Joint proposal developed and submitted by 31 March 2021

• Reduction in the numbers of young adults in 52/38 week residential placements with planned destinations for September 21 out of borough

• % Care leavers in Education, Employment and Training (EET) age 19

• Increase number of EHA completed by partners

• Proportion considered to be judged as good/outstanding in audits increases

• Establish data sharing protocols in place to extract outcomes

• Ensure that cases with a feature of Neglect have a GCP2 completed and on file

• Increased number of staff trained in GCP2 across the workforce

• A reduction of children going into care from birth of mothers that have had children previously removed

• Close the gap in communication skills in the EYFS between disadvantaged pupils and their peers

• Proportion of children achieving a Good Level of Development (GLD) in the EYFS

COVID-19Recovery

Cabinet Member

Cllr Knowles

Cllr Knowles

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

SLT Member

Cath Jones

Cath Jones

Amanda Amesbury

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

114


Priority: People have opportunities to thriveWhat we will do and when?We will:• Improve the quality and timeliness of Education, Health and Care Plans so that they support improved outcome for children and young people with SEND

• Ensure that the families of children and young people with SEND who have high packages of support and or considered to be the most vulnerable have access to the help and support they need during the COVID-19 restrictions

• Improve the personalisation of care for children and young people with SEND to improve the choice and control

• Ensure that young people with special educational needs and/or disabilities experience a positive transition to adulthood in line with the legislative framework set out in SEND Code of Practice, Care Act and NICE Guidelines

• Review the approach to direct payments in line with national guidance and best practice

• Deliver mental health support teams in schools to improve the emotional health and wellbeing of children and young people

• Implement the new neurodevelopment pathway in the early help front door

• Embed trauma informed approaches in schools using the common adverse childhood experiences (ACES) to ensure that schools and professionals can recognise and appropriately support children and young people that have experienced trauma and neglect

Measures of success

• Increase the number of new EHC Plans issued within statutory timescales in conjunction with EHA and social care assessments

• Risk assessments are in place for all children and young people with SEND not attending school during the outbreak

• Schools are in regular contact with the families of pupils not attending school

• Support plans are in place for the most vulnerable pupils not attending school

• Improve the take up of personal budgets by children and young people with SEND

• Number of transition assessments

• Number of mental capacity assessments

• Agreed operational principles, guidelines and processes to develop a disability matrix model and resource allocation system in line with the threshold of need document

• Number of referrals

• Take-up of training places by Warrington school staff

COVID-19Recovery

Cabinet MemberCllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

SLT Member

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

115


Priority: People have opportunities to thriveWhat we will do and when?We will:• Invest in an independent travel training offer so that children and young people are able to independently access education, training and social opportunities

• Develop the post 16 offer so that children and young people with SEND are prepared for adulthood

• Review current local offer for children with disabilities and develop a council-wide approach

• Maximise the impact of the central area masterplan by working with key partners to support young people across central Warrington to develop confidence and find positive outlets for socialising, creativity and skills

Measures of success

• Increase the number of pupils accessing the ITT offer

• Reduce the spend on the home to school transport budget

• Increase the proportion of young people with SEND meeting the PFA outcomes: - Engaging in EET opportunities - Accessing annual health checks - Living independently or in support accommodation.

• Contributing to the community

• Development of framework to ensure children with disabilities are receiving the right level of support

• Anti-social behaviour/ NEETs data• Young people accessing further education, apprenticeships• Feedback from youth council, WAYV• Engagement with and outcomes from specific programmes

COVID-19Recovery


Cllr Smith

Cllr Smith

Cllr Higgins/ Cllr Smith

SLT Member

Paula Worthington

Paula Worthington

Amanda Amesbury/

Paula Worthington

Steve Park/ Paula

Worthington

116


Priority: High quality education and youth facilitiesWhat we will do and when?We will:• Encourage and support the take-up of free early years places for disadvantaged pupils so that children’s progress is not impaired by the lockdown restrictions

• Ensure that the early years sector is financially sustainable in the long term and is able to meet the needs of children living in Warrington

• Ensure that there are sufficient high quality early years and school places in Warrington

• Ensure that every child has a school place and the majority are offered their first preference

• Settings and schools establish effective recovery plans which support the safe reintegration of children following the easement of restrictions during the COVID-19 outbreak • Create and embed a new strategic oversight function for school improvement to drive the quality of education provision and improved outcomes for all children and young people

• Encourage the attendance of children of key workers, vulnerable learners and other key groups in line with government expectations during the COVID-19 outbreak

• Promote social mobility by closing the attainment gap between specific vulnerable groups and their peers across all the key stages

Measures of success

• Maintain the take-up of two-year funded places from the early years sector

• Safely increase the number of early years places available to meet the demand from parents/carers

• Increase the number of setting/school places for children with SEND

• Increase the number of mainstream setting/ school places in the wards where demand is rising - Improve the quality of settings/schools as judged by OFSTED

• Proportion of children offered their first primary and secondary school preference • Increase the number of pupils attending school safely in line with government expectations

• Establish and embed Education Partnership Board

• Proportion of settings and schools judged as good or outstanding

• Academic attainment of pupils

• Increase the number of pupils attending school safely in line with government expectations

• Reduce the attainment gap between specific vulnerable groups and their peers across all the key stages

COVID-19Recovery

4

4


Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

SLT Member

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

117


Priority: High quality education and youth facilitiesWhat we will do and when?We will:• Ensure that schools are inclusive and have in place a graduated and differentiated curriculum offer for all pupils, in particular for those with SEND

• Support schools so that pupils eligible for a free school meals (FSM) have access to a voucher or a meal in line with the government’s response to COVID-19

• Review the school meals service to ensure that it is financially sustainable in the long term and schools continue to buy into the Service

• Review the use of CAPITA across education services and establish the information management / digital requirements for the service which support good planning and effective delivery of services

• Reduce the council’s dependency on the independent sector to meet the needs of children and young people with special educational needs and/or disabilities by ensuring robust oversight of the commissioning arrangements from the independent sector

• Develop the local options available for children and young people with special educational needs and/or disabilities, including opening the Autism Spectrum Disorder (ASD) free school and increasing specialist placement options

• Ensure that there is suitable post-16 education provision is in place which improves independence and leads to employment

Measures of success

• Increase the number of schools awarded the Committed to Inclusion kite-mark

• Reduce the number of moves made for pupils with Education, Health and Care (EHC) plan at SEND Panel

• Take up of FSM• Number of vouchers issued as part of the COVID-19 response• Number of food parcels provided to families

• Reduce the overspend on the school meals budget

• Options appraisal with recommendations around the most effective information management system

• Reduce the number of pupils attending out of area independent schools

• Reduce spend in the high needs budget

• Open the Autism Spectrum Disorder (ASD) Free School

• Reduce the spend on independent placements

• Reduce the level of young people not in education, employment and training (NEET) at 16 and 17 years• Improve the attainment at Level 2 and Level 3 at 19 years for those young people at greatest risk of not achieving in line with their peers

COVID-19Recovery

4


Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

SLT Member

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

118


Priority: High quality education and youth facilitiesWhat we will do and when?We will:• Promote the educational progress and outcomes of children in care

• Ensure that the virtual headteacher and virtual school have the capacity and resources to meet the statutory expectations to promote the education achievements of children in care and previously looked after children

• Establish effective transition arrangements across all key stages from the early years to post 19 education which support children and young people to safely move to their new setting/school/college/university in September 2020

• Develop the local offer for young people with learning disabilities (LDs) and/or autism post-19

• Deliver a high quality youth offer as part of the wider holistic early help service in line with the proposed statutory guidance on youth work

• Work in partnership with the Youth Zone to ensure that it meets the need of young people living in Warrington

• Improve the quality of the participation offer for children in care and other vulnerable groups such as children and young people with SEND and families involved in court proceedings

Measures of success

• Proportion of children in care with a PEP in place• Quality of Personal Education Plan (PEP)

• Proportion of previously looked after children with a pathway plan

• Participation in learning across all key stages from September 2020 in line with government expectations

• A robust quality supported internship offer in place

• Increase the take up of youth services• Increase the number of Early Help Assessments (EHAs) completed by Youth Worker to work whole family to sustain change

• Early Help, Youth services and young people to be represented as part of the planning to build robust relationships with the Youth Zone leads to provide a universal and targeted off to young people

• Establish the participation officer for children in care• Review the Oi Listen offer being delivered in mainstream schools for pupils with SEND• Increase the take-up of advocacy support for young people with SEND• Increase the take-up of the advocacy support offer for families in proceedings• Develop a citizen’s forum for children’s safeguarding

COVID-19Recovery


Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

SLT Member

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

Paula Worthington

119


Priority: Early intervention to prevent long-term conditions arisingWhat we will do and when?We will:• Develop governance arrangements for living and ageing well and prevention, linked to the frailty programme to deliver the priorities within the Health and Wellbeing Strategy

• Develop a whole-system model to improve health and wellbeing through connecting people with their communities and ensuring all citizens understand their role and make their contribution

• Participate in regional long-term screening and early intervention programmes to maximise reach and impact

• Re-commission the local NHS Health Check programme to ensure it has better links with local health improvement and lifestyle services

• Work with health and social care partners to embed a population health and preventative approach

• Implement targeted licensing policies and approaches, based on local need, which tackle gambling and alcohol harm

• Protect the elderly from falling victim to doorstep crime so that they can continue to feel safe to live in their own home

• Ensure quality place-making, including delivery of key aims within the Central Area masterplan relating to quality neighbourhoods and housing, safer, greener streets and a strong mix of services and community-led activity in a range of community hubs

Measures of success

• Governance arrangements established by July 2020

• Programme and approach developed for Health and Wellbeing Board to endorse

• Local data is provided via evaluation reports and long term outcome via Public Health Outcomes Framework (PHOF)

• Revised specification and programme / Number of NHS Checks completed

• Self-harm attendance and admission. Outcomes data from Child and Adolescent Mental Health Services (CAMHS) services, kooth online mental health support, etc

• Air quality • Schemes delivered• Figures for community activity within community hubs• Residents surveys & annual public review of central masterplan

COVID-19Recovery

Cabinet Member

Cllr Knowles

Cllr Knowles

Cllr McLaughlin

Cllr McLaughlin

Cllr McLaughlin

Cllr Guthrie

Cllr Higgins

SLT Member

Cath Jones

Cath Jones

Thara Raj

Thara Raj

Thara Raj

Thara Raj

Steve Park

120


Priority: Residents feel part of their communityWhat we will do and when?We will:• Reopen our community centres’ health and wellbeing service

• Provide people with a safe and clean environment that promotes health and community cohesion

• Involve residents in decisions that impact upon them (development)

• Maximise opportunities to involve residents in delivery of key projects, particularly within the Central masterplan programme

• Maximise opportunities arising from the Rugby League World Cup 2021 and other large events in the town to recruit and engage volunteers from all sectors of the community

Measures of success

• All 17 centres open and operating

• Income and expenditure balanced and as a collective net nil

• All centres delivering an inclusive programme of activity that supports local needs and reflects key Public Health priorities

• Areas of potentially contaminated land cleaned up to an appropriate standard under planning • To deliver the Air Quality Management Plan • Number of side waste and fly tipping cases by quarter• 80% of cases resolved within 10 weeks

• Residents’ survey response• Numbers engaging with project delivery• Numbers of volunteers recruited

• Numbers continuing to volunteer post event breakdown of community make-up of volunteers

COVID-19Recovery

Cabinet Member

Cllr Higgins

Cllr Guthrie

Cllr Higgins

SLT MemberThara Raj

Thara Raj/ David Boyer

Steve Park/All

121


What we will do and when?We will:• Promote positive mental wellbeing in the workplace

• Tackle those businesses who deliberately seek not to comply and work to promote a fair and responsible trading environment

• Deliver offices and work spaces attractive to significant employers within the town centre

• Deliver a town centre that encourages private sector investment and employment

• Encouraging a workforce to live and work in Warrington which is attractive to investors and employers

• Attract new companies to Warrington whilst supporting our existing companies

• Facilitate networking & business development

Measures of success

• Staff Survey feedback

• Absence sickness levels related to mental health

• Number of cases under investigation and formal interventions

• Business survival rates• New start-ups, scale ups, retention• Affordable work spaces

• A range of advice and support available for business wanting to invest

• Events held and good level of attendance

COVID-19Recovery

Cabinet Member

Cllr McLaughlin

Cllr Bowden

Cllr Bowden/ Cllr Mitchell

SLT Member

Gareth Hopkins

Steve Park

Steve Park

Pledge: Everyone benefits from our thriving economy Priority: A place where businesses invest and thrive

122


Priority: A place that provides opportunity for allWhat we will do and when?We will:• Ensure there are sufficient new homes and good quality affordable homes to meet local needs

Support the local economy and provide opportunities for our residents by: • Getting people into local jobs • Helping those furthest from the labour market • Tackling low pay • Supporting diversity and equality of workforce

• Increasing the delivery of new homes to meet the needs of our residents, including those in need of affordable homes; young people looking to buy their first home; and provision of accessible housing for older people and those with disabilities

• Deliver on the Central masterplan ambition to encourage local entrepreneurs and community interest companies to locate in community hubs to improve access to training, and employment opportunities for local people

• Establish and build on strong connections between private business and the voluntary/community sector to maximise opportunities to benefit local people through skills exchange and CSR programmes

• Deliver the Connect Yourself pilot for young people and adults with LD and/or Autism and prepare them for independence across the PFA Outcomes Framework – Employment, Independent Living, Community Inclusion and Good Health

Measures of success

• Number of new build homes completed

• Number of new build affordable homes completed

• Journey First

• DWP figures

• Average earnings

• Delivery of Housing Target and Town Centre Masterplan developments

• Numbers of small organisations located in hubs

• Number of community level start-ups

• Numbers of businesses signed up to be part of community programmes

• Number of local people accessing skills, training or other opportunities via CSR programmes

• Number of young people accessing advocacy support as part of the Project• Number completing Independent Travel Training as part of the Project• Number supported to improve outcomes

COVID-19Recovery

Cabinet Member

Cllr Bowden

Cllr Bowden

Cllr Bowden

Cllr Higgins

Cllr Bowden

Cllr McLaughlin

Cllr Smith

SLT MemberSteve Park

Steve Park

Steve Park

Steve Park

Steve Park

Paula Worthington

123


Priority: A place that provides opportunity for allWhat we will do and when?We will:• Work with local businesses to improve the opportunities available in Warrington for young people with SEND, adults with LD and/or Autism and people with mental health needs to engage in meaningful employment

• Grow our education and employment opportunities and aspirations for our children in care and care leavers including work with local businesses

Measures of success

• Increase the numbers of young people with SEND in apprenticeships, internships and supported employment• Increase the number of adults with LD in paid employment

• Care leavers aged 19-21 in education, employment, or training (%)

• Number of internship and apprenticeship schemes in place

COVID-19Recovery


Cllr Smith

SLT Member

Paula Worthington

Amanda Amesbury

Priority: Invest in and provide access to the right skills and educationWhat we will do and when?We will:• Match people to skills and jobs• Tackle inequality across town, ensuring all of our communities have access to employment• Support apprenticeships• Support adults with learning disabilities (LD) and mental health (MH) in paid employment• Develop and deliver supported employment offer and skills development• Generate more employment opportunities in the borough for those with additional needs• Offer career inspiration at primary school level and secondary

• Ensure employer needs are being met by the education pathways being delivered by schools and post 16 providers in Warrington

Measures of success

• Employment figures

• Attainment figures

• Learning Disability and Mental Health Employment

• Proportion of labour imported into the borough to meet the needs of the local businesses• Increase the number of disadvantage young people entering into Higher Education (HE) and Level 4 provision

COVID-19Recovery

Cabinet Member

Cllr Bowden/Cllr Knowles

Cllr Smith


Cath Jones

Paula Worthington

124


Priority: Invest in and provide access to the right skills and educationWhat we will do and when?We will:• Implement the Journey First Project, including the recruitment and training of staff to provide support to young people and adults into employment

• Work with the LEP and Skills Commission to develop a range of opportunities which support people into apprenticeships, internships, supported employment and paid employment

Measures of success

• Increase the employment rate in Warrington

• Increase the number of people participating in apprenticeships, internships, supported employment and paid employment

COVID-19Recovery


Cllr Smith

SLT Member

Paula Worthington

Paula Worthington

Priority: Sustainable employment opportunitiesWhat we will do and when?We will:• Match the vision and needs of Warrington with the borough’s jobs and businesses• Work with LEP and schools to increase skills to meet local labour market needs• Advocate and support delivery of the Social Mobility agenda• Support employment and work opportunities for our most vulnerable residents through supported employment forum

• Work with responsible businesses to help them achieve high levels of compliance, which will stimulate new market opportunities • Support a diverse and evenly spread economy with economic risk spread across sectors

Measures of success

• Provide local training offer to meet the local business needs• Increase the number of local businesses being inclusive and socially mobile• Decrease SEND unemployment rates

• Number of advisory interventions by quarter

• Annual economic output indicators

COVID-19Recovery


Cllr Bowden

SLT Member

Paula Worthington

Steve Park

Steve Park

125


Priority: The right sustainable economy for the futureWhat we will do and when?We will:• Work with the Local Growth Hub and BEIS to promote Better Business for All and to work to create an environmentally and economically sustainable future. • Maximise digital technologies and future working practices• Invest in future technologies (e.g. hydrogen) whilst moving away from historical ones (e.g. gas and coal)• Adopt disruptive technologies such as robotics, big data and artificial intelligence• Grow the cultural and creative sector in Warrington, developing a thriving cultural economy

• Sustain critical care services through ongoing recovery following COVID-19. Support the care sector to recover from the pandemic, maintain quality provision and minimise provider failure

• Undertake a resilience and recovery review of all commissioned services in the light of changing needs and circumstances of individuals and the services and support they may need• Undertake postponed Review of Adult Social Care Contracting and Commissioning (LGA), and deliver action plan

• Undertake recommissioning activity of Adult Social Care Services that were postponed due to the Pandemic

• Review of the Market Position Statement to reflect the changed position following the Pandemic.

Measures of success

• Deliver the NW Strategic Partnership with BEIS

• Delivery of the Care Home Resilience Plan• Percentage of registered providers/care homes meeting CQC standards in Adult Services

• Successful delivery of targeted recovery and financial support scheme• Review of Contracts and Commissioning by LGA by October 2020

• Revised recommissioning plan for postponed activity developed and implemented

• Refresh of Market Position Statement by 31 December 2020

COVID-19Recovery

Cabinet Member

Cllr Bowden

Cllr Bowden

Cllr McLaughlin

Cllr Knowles

Cllr Knowles

Cllr Knowles

Cllr Knowles


Cath Jones

Cath Jones

Cath Jones

Cath Jones

126


What we will do and when?We will:• Continue to support the delivery of the Warrington Community Safety Partnership Plan

• Contribute to a reduction in crime and anti-social behaviour (ASB)

• Encourage reporting of domestic abuse and hate crime, and monitor associated trends

• Work with partners to ensure we have robust multi agency arrangements in place to deal with ASB, particularly those involving young people

• Co-ordinate and prioritise a partnership response to serious and organised crime/county lines

• Contribute to and support the delivery of the Warrington’s Knife Crime action plan

• Maximise opportunities to engage with local communities to promote community safety awareness

• Ensure we have emergency response arrangements in place to meet the duties as laid out in the Civil Contingencies Act 2004

• Deliver our targeted Domestic Abuse strategy, in partnership with Adults Safeguarding and the wider multi-agency Partnership, to improve the lives of victims (adults and children) and reduce the risk of repeated abuse

Measures of success

• Reduced crime, ASB, Domestic Abuse, hate crime

• Repeat rate domestic abuse crimes

• People feel safe

• Overall crime and ASB measures monitored through the Community Safety Partnership (CSP) and Partnership Tactical Group

• Plans in place, tested and maintained within statutory deadlines

• Internal and External training and exercising programmes in place throughout the year

• % percentage of repeat victims/perpetrators • % of children receiving social work intervention in relation to domestic abuse

COVID-19Recovery

Cabinet Member

Cllr Guthrie

Cllr Smith

Cllr Guthrie

SLT Member

Paula Worthington/

Amanda Amesbury

Amanda Amesbury

Pledge: Communities are safe, strong and our most vulnerable are protected Priority: A safe place

127


Priority: Empowered, resilient and independent communities – people take responsibility for their areaWhat we will do and when?We will:• Provide tools and support so local people can take action• Promote community respect • Work with voluntary sector to ensure strategic priorities are aligned to the needs of local communities and to deliver joint action• Work alongside communities and other key partners to deliver key elements of the central masterplan, including developing friends of groups for local parks, community clean up days and community growing spaces

Measures of success

• Numbers of friends groups• Numbers of thriving community growing spaces• Clean up days delivered• Residents survey

COVID-19Recovery

Cabinet Member

Cllr Higgins/Cllr McLaughlin

SLT Member

Steve Park/ David Boyer

Priority: Safeguard our children and adults and protect our most vulnerableWhat we will do and when?We will:• Support early years professionals by delivering CPD in the protective factors of good physical, mental and emotional wellbeing

• Embed prevention across older people’s services, including the frailty programme, to ensure it has a central role in all provision

• Ensure there is a clear service pathways for our most vulnerable residents including, Safe and Well Service, adult social care and other commissioned providers

• Commission and lead the Domestic Homicide review (DHR) process, where criteria has been met to inform multi- agency learning and influence changes through systemic practice

Measures of success

• Number of online training resources and participation figures

• Include prevention and early intervention approaches within service specifications and re-tenders

• Individual report issued relevant to each DHR, completion of actions monitored via quarterly CSP meetings

COVID-19Recovery


Cllr Guthrie

SLT MemberAmanda

Amesbury/Paula

Worthington

Paula Worthington

128


Priority: Safeguard our children and adults and protect our most vulnerableWhat we will do and when?We will:• Deliver county lines workshops to high schools and explore the development of a primary school drama

• Lead and co-ordinate arrangements for Channel to protect vulnerable people from being drawn into Terrorism

• Safely reduce the numbers of children in care, ensuring children only enter care when they need to do so

• Innovate our approach to contextual safeguarding for those children who are at risk of exploitation

• Develop our outreach programme for children on the edge of care, building on the work of the Orford Edge of Care Hub (opened in the COVID-19 pandemic period) and providing foundations for No Wrong Door model

• Continue to develop our internal children’s residential provision, to ensure children’s care is of high quality with a relentless focus on meeting needs and driving improved outcomes (linking to the implementation of No Wrong Door model)

• Ensure children in care are in placements that are right for them, close to home and their school, so to minimise disruption and aid chances of successful reunification with their families or alternative positive permanence

• Develop a more dynamic and flexible approach to fostering and grow an offer of wrap around support for our carers (i.e. through implementation of Mockingbird programme). Enhance our edge of care offer and short break offer to Children with Disabilities and step down. Always focus on permanency and matching of children to ensure stability of placement

Measures of success

• No of sessions available/no delivered

• Monthly panel meetings held. Intervention providers or appropriate pathways identified unique to each case and circumstance

• Rate of children in care

• Contextual Safeguarding scorecard

• Numbers accessing outreach support

• Children not entering care

• Ofsted judgements

• % children placed within 20 miles of home

• Children in Foster Placement 12m+ who are Long Term Matched

• Number of mockingbird constellations in place

COVID-19Recovery

Cabinet Member

Cllr Guthrie

Cllr Guthrie

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

Cllr Smith

SLT Member

Paula Worthington

Amanda Amesbury

Amanda Amesbury

Amanda Amesbury

Amanda Amesbury

Amanda Amesbury

Amanda Amesbury

Amanda Amesbury

129


Priority: Safeguard our children and adults and protect our most vulnerableWhat we will do and when?We will:• Transform our corporate parenting approach based on the cornerstone – “would this be good enough for my child?”

• Embed systemic practice and rollout training to partners

• Continue to support the needs of the vulnerable people in our communities

• Deliver the Adult Social Care Recovery Planning post COVID-19

• Undertake a review of the ‘impact’ of the pandemic on our most vulnerable residents and develop a plan to support their needs

Measures of success

• Corporate parenting board reporting

• Evaluation of the practice model• Number of staff systemically trained

• Percentage of people who remain out of statutory services after 8 months following the end of Mental Health Outreach Intervention

• Recovery Plan developed by August- September 2020 for implementation

COVID-19Recovery


Cllr Smith

Cllr Knowles

Cllr Knowles

SLT MemberAmanda

Amesbury

Amanda Amesbury

Cath Jones

Cath Jones

130


Priority: A place of culture, sport, wellbeing and lifelong learningWhat we will do and when?We will:• Deliver the objectives in the Public Libraries Strategy and maintain a high quality and accessible public library offer that provides a valuable community service and makes a positive difference to the lives of our residents.

• Deliver the agreed actions within the Active Warrington Strategy, to improve health and wellbeing of the community

• Maximise the promotion of sport and physical activity, promoting community based provision and inclusive activity offers

• Progress the priority improvements set out in the Playing Pitch Strategy • Grow a high quality, relevant, well-attended programme of arts, culture and heritage in venues and public spaces across the borough, which is inclusive and accessible

• Enhance Warrington’s visitor experience through major sporting, cultural and community events and attractions, such as the Rugby League World Cup 2021, Tour of Britain and Warrington Contemporary Arts Festival

Measures of success

• Library membership / Visitor numbers / Attendance at library activities and groups.• User numbers of leisure centres and outdoor recreation.

• Sports facility and Playing Pitch assessments• Number of teams / clubs active in Warrington

• Number and variety of cultural events and audience numbers

• Visitor / attendance numbers

• Participants in events

COVID-19Recovery

Cabinet Member

Cllr Higgins

Cllr McLaughlin

SLT Member

Steve Park

David Boyer

Priority: Delivery of our equality objectivesWhat we will do and when?We will:

• Deliver our equality objectives

• Complete an equality impact assessment for major council decisions

Measures of success

• Objectives delivered• Continued equality monitoring• Regularly update and publish Public sector equality Duty• Complete Equality Impact Assessments

COVID-19Recovery

Cabinet Member

Cllr Patel

SLT Member

Steven Broomhead/

Gareth Hopkins

131


Priority: Actively support our residents, businesses and communities impacted by COVID 19What we will do and when?We will:• Assess: - public health - economic impact - Labour redeployment plan - Pro-active approach in supporting businesses and investment

• Continue to provide advice and support internally and externally as new evidence and guidance emerges

• Establish and refine effective reporting mechanisms to monitor the spread and impact of the virus locally

• Lead the development of a local Testing and Tracing service which will aim to reduce the community spread of COVID-19. We will target local hotspots of transmission and focus on reducing the consequences of outbreaks in complex settings and within vulnerable populations, such as care homes, special schools and homeless hostels

• Develop and review service offer to the shielding and vulnerable population as part of recovery planning and the assessment of ongoing needs

• Deliver remote health and wellbeing support to most vulnerable or isolated

• Conduct a rapid review and reassessment of health need and core priorities as the first step in refocussing plans to address the on-going implications of living with COVID-19

• Work with commissioned services to develop business recovery and continuity plans. Ensure that public health services operate effectively and are COVID-19 secure

Measures of success

• Number of workers finding alternative jobs

• COVID-19 monitoring reports and dashboards available

• TT system in operation and routine monitoring available

• Data from shielding calls and service activity data within Safe and Well

• Rapid review of core priorities

• Plans developed

• Review conducted/ service implemented

COVID-19Recovery

4

Cabinet Member

All

SLT Member

All

132


Priority: Actively support our residents, businesses and communities impacted by COVID 19What we will do and when?We will:

• Review the operation of the detox and rehab framework during COVID-19 and assess the sustainability of providers. Implement the new alcohol step down model with appropriate approved providers

• Assess the impact of COVID-19 on population wellbeing and promote positive mental wellbeing messages and services across all settings

• Conduct suicide surveillance, especially in relation to the impact of COVID-19, activate community response plans as relevant

• Review and develop the MECC approach, including the MECC conversations training, in light of COVID-19 to ensure the messages are appropriate and current

• Review social prescribing and in collaboration with primary care networks build on the collaborative work with the third sector that has started during COVID-19

• Maintain a strong focus on screening and immunisation programmes to ensure people attend screening appointments and receive vaccinations

• Work to minimise the impact of COVID-19 on life expectancy and inequalities

• The Financial Inclusion Team will continue to offer support to clients relation to employment, benefits, Universal Credit applications and any new and emerging household income issues associated with the economy and Covid-19

Measures of success

• Base line figure of number of clients will established depending on post covid-19 impact

COVID-19Recovery

4

Cabinet Member

All

SLT Member

All

133


Priority: Actively support our residents, businesses and communities impacted by COVID 19What we will do and when?We will:

• We will work with the businesses to support them in reopening, developing new safe working practices and alternative ways of operating

• We will work to protect vulnerable people from falling victim of COVID-19 related crime and to respond to intelligence on product safety around PPE and cleaning products

• We will deal with increases in complaints of nuisance, environmental crime and ASB, as people spend more time at home, in a proportionate way

• We will work with volunteer groups to ensure that those that need to continue to shield or who have complex needs have access to safe food

• Undertake an assessment of the impact on the wider range of preventative services commissioned and identify where additional support may be required to sustain organisations and services

Measures of success

• COVID-19 response plan in place for Public Protection June 2020

• To be included in Recovery Plan August- September 2020

COVID-19Recovery

4

Cabinet Member

All

Cllr Knowles

SLT Member

All

Catherine Jones

134



• Reduce carbon emissions• Deliver our climate change plan• Ensure we have a green fleet

• Continue to develop the footpath / cycleway network through parkland to provide safe and accessible routes for walking and cycling

• Continue to work within parks and green spaces to improve air quality, biodiversity and reduce the effects of climate change through partnership initiatives (e.g. The Carbon Landscape Project)

Measures of success

• Percentage of mobile fleet vehicles that are rated at Euro 6 or better for exhaust emissions• Number of litres of petrol fuel consumed for mobile fleet • Number of litres of diesel fuel consumed for mobile fleet

COVID-19Recovery

Cabinet Member

Cllr Guthrie

SLT Member

David Boyer

Pledge: Our town is clean, green and vibrant Priority: Reduce the impacts of climate change

What we will do and when?We will:• Deliver our air quality plan

• We will look to seize the opportunities created by the increase in walking and cycling and decrease in car use to maintain the improvements in air quality

• We will continue to deliver our Air Quality Management Plan and to pursue opportunities within the delivery of our transport and development plans

• Reduce number of fossil fuel vehicles using Town Centre

Measures of success

• Delivery of Air Quality Management Plan

• Reduced number of fossil fuel vehicles using Town Centre

COVID-19Recovery

Cabinet Member

Cllr Guthrie

SLT Member

David Boyer

Priority: Improve air quality

135


What we will do and when?We will:• Reduce levels of household residual waste

• Prove infrastructure, information, incentives for people and businesses to reduce their waste

• Increase recycling levels

• Work to tackle the causes of fly tipping and side waste

Measures of success

• Residual household waste per household

• Percentage of household waste sent for reuse, recycling and composting

• Recycling levels

COVID-19Recovery

Cabinet Member

Cllr Guthrie

SLT Member

David Boyer

Priority: Manage waste effectively

What we will do and when?We will:• Develop our ‘Parks and Greenspace Strategic Plan 2020-2025’

• Continue to develop our borough’s parks and greenspaces to be accessible, well maintained, safe and appealing to visit, have fun and improve people’s health and wellbeing

• Continue to develop the footpath / cycleway network through parkland to provide safe and accessible routes for walking and cycling

• Promote our green spaces for culture, leisure and mental wellbeing

• Deliver the ambitions set out in the Central masterplan to create safe, attractive and diverse spaces that people want to use for leisure, sport and active travel

• We will continue seize opportunities to bring brownfield sites back into beneficial and safe use

• We will take action to tackle pollution and to protect our green spaces and natural resources

Measures of success

• Increase in number of visitors to our destination parks (Walton Hall and Gardens, Victoria Park)

• Number of events / activities taking place in our green spaces

• Users satisfaction Record amount of green space delivered per housing unit delivered

COVID-19Recovery

Cabinet Member

Cllr Higgins

SLT Member

David Boyer

Steve Park

Priority: Make best use of green spaces and natural resources

136


What we will do and when?We will:• Involve communities and businesses on cleaning streets and public places

• Volunteers within Parks and in local areas to positively contribute to our communities and take pride in our borough

• Review routine and seasonal cleansing schedules to ensure our borough is clean, tidy and well maintained

• We will work with the Business Improvement District to promote the use of public places and buildings and to introduce regulatory policies that promote their use as part of a vibrant economy

Measures of success

• Cleanliness of Roads

• Highway verges, trees & shrubs maintained

• The area of contaminated land brought back to an appropriate standard under the planning system

• Purple Flag status

COVID-19Recovery

Cabinet Member

Cllr Mundry

SLT Member

David Boyer

Priority: Clean streets and public places

137


What we will do and when?We will:• Redevelop the town centre traffic system to be sympathetic to cyclists and pedestrians

• Make our local transport system attractive and affordable to travel into and across the town

• Develop and deliver COVID-19 local Transport Restart plan to support walking, cycling and travel by public transport during the recovery phase

• Produce the first and last mile transport masterplan to support access to and within the town centre

• Increase in cycling in Warrington

• Deliver Phase 1 of Local Cycle and Walking Improvement Plan

• Compete Bus Priority/Mass Transit Study to develop short, medium and long term measure to support travel by public transport

• Support roll out of low emission vehicles in Warrington

• Deliver the annual Bikeability Cycle Training core programme in schools funded by the Bikeability grant

• Continue to engage with schools to support efforts to encourage active travel to school and reduce school run journeys made by car

• Continue to engage with businesses to help implement their travel plans and deliver travel planning activities to enable and encourage commuting by sustainable modes

• Design and launch a Town Centre Travel Plan to enable and encourage sustainable travel to reduce the need to make journeys by car

Measures of success

• National Travel Survey data.• Passenger numbers across modes of public transport

• Short (weeks) and medium term (months) measures planned and installed in key locations across the borough

• Study complete and concept designs agreed for key locations

• Change in cycling activity at representative number of monitoring sites measured annually

• Design work and strategic outline business case developed for 3 key corridors into Warrington town centre

• Complete Stage 1 with bus priority concept designs and programme agreed

• Study competed• Percentage of core courses per quarter • Number of schools supported per quarter

• Number of businesses supported per quarter

• Town Centre Travel Plan to be launched by the end of 2020

COVID-19Recovery

Cabinet Member

Cllr Mundry/Cllr Guthrie

SLT Member

David Boyer/Steve Park/Thara Raj

Priority: Support sustainable transport and travel

138


Delivering our strategyThe council is ambitious and this strategy demonstrates how it aims to continually improve and develop. To support the delivery of our ambitions the organisation will focus on the following areas:

Citizen focus

Our commitment to continually improve requires the redesigning of services and exploring new ways of working. We will work will colleagues and citizens to explore what works best.

Developing our people, attracting and retaining the right talent

We aim to improve recruitment and retention, whilst developing our workforce. We will create a new learning and development strategy with a focus on a bespoke development programme.

Our workforce

As a key employer in the town we are proud of our staff and care about their wellbeing. We want our staff to feel supported and valued, and to have greater control over when and where they work to carry out their roles in the most productive way possible.

Strong financial management

We will continue to manage our finances to achieve the best possible outcomes, that residents value the most. We will strive to increase income from commercial and traded services. We will plan ahead carefully, investing where we will get clear results and impacts, whilst exploring new approaches and reducing waste. We will make financial decisions when we need to, based on the best possible evidence.

A digital council

We will continue to digitally transform, ensuring the council benefits from modern digital developments. We will improve how we use data and information, to improve our services.

Maximise procurement benefits

Work with key partners to maximise the benefit of social value procurement and commissioning practices to support the local economy and provide opportunities for local people in our community.

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Councillor H Patel, Cabinet Member, Transformation

Chief Executive: Director:

Professor Steven Broomhead, Chief Executive Lynton Green, Director of Corporate Services/Deputy Chief Executive


Amanda Juggins, Deputy Head of Business Intelligence


Telephone: 01925 443207

Key Decision

N/A

Ward Members: All

TITLE OF REPORT: PERFORMANCE REPORT - QUARTER 1 2020-2021 1. PURPOSE 1.1 The Corporate Strategy 2020-2024 sets out the vison and priorities for Warrington.

There are four pledges:

• Our residents live healthy, happy & independent lives • Everyone benefits from our thriving economy • Communities are safe, strong & our most vulnerable are protected • Our town is clean, green & vibrant

1.2 Supporting these pledges are cross cutting themes: sustainability, reducing inequalities &

COVID 19 recovery. 1.3 The strategy also sets out how the council will work to deliver its vision and pledges

(delivering our strategy). 1.4 A set of key performance indicators has been developed by the Senior Leadership Team (SLT)

for 2020-21 to reflect their priorities for the year. SLT will also report any additional performance issues causing concern.

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1.5 This report aims to demonstrate what we are achieving against the targets and pledges in the corporate strategy, so we have included specific reference to our stated intentions.

1.6 Scrutiny Committee have agreed in 2019 to use performance information as a basis to identify

areas for further scrutiny as part of their work programme. 1.7 We will publicise the contents of this report on our website, in accordance with our stated aim

of being open and transparent.


2.1 The report is not confidential or exempt. 3. OVERVIEW OF DELIVERY OF THE CORPORATE STRATEGY 3.1 Details of performance against the council’s key performance indicators and projects can be

found within the scorecard in Appendix 1. The scorecard provides details of performance against expected targets/progress for quarter 1 (April to June 2020) and includes a summary of trend information.

3.2 The tables below provide a progress update against the corporate strategy pledges and

priorities for quarter 1. 3.3 The council has been working hard to support our residents, businesses and communities

impacted by COVID 19. Together with key partners we continue to monitor the situation, responding to advice and implementing the necessary actions. Our priorities for the year have been amended to reflect the current positions and to ensure we can operate as many services as normally possible. This situation will have an impact on meeting some of the targets we set ourselves.

3.4 Pledge: Our residents live healthy, happy & independent lives

Priority: People are healthy, safe and well The COVID pandemic will have impacted directly on life expectancy. Further work is required to understand the longer-term and indirect impact on life expectancy, and on inequalities. Work is needed to ensure that addressing inequalities and prioritising prevention are a key focus. As recovery planning gets underway, work is planned to undertake a rapid review of to ensure that activity, messages and resources are targeted in the most effective way. The council is reviewing its commissioning of some large Public Health services. For the 0-25 years’ service, Public Health held a Healthy Child Programme Partner Engagement Workshop in March 2020. Due to COVID 19, no further work was undertaken in quarter 1. Discussions are underway regarding the potential of extending the timeline of the procurement of this service For the drug and alcohol services, the current contract expires 30th September 2020 after 5 years and the provider has already been advised of a 1 year extension until September 2021, in line with the criteria of the contract. Initial discussions have been held with NHS England (NHSE) around the

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future of the prison contract in the new model and whether NHSE wish to procure that in a different way. The Safe and Well service is developing an exit strategy to move the service back to Warrington Wellbeing, building on the learning from COVID 19. All Safe and Well clients are being contacted to assess their ongoing needs. As staff from other teams return to their own jobs, Safe and Well clients will be reallocated to Wellbeing Service staff and Safe and Well will become another specialism under the Wellbeing Service. The findings of the evaluation report and the need for ever more mental wellbeing support due to COVID 19 will be the delivery focus of the Wellbeing Service. Proposals have been developed for an integrated prevention model within Public Health and actions have been integrated in the wider service plan. A new Director of Public Health Thara Raj has been appointed and started work in August. Work was undertaken to develop an integrated Public Health Plan and a light touch set of shared priorities and indicators was produced. However due to COVID the focus of this work has shifted into service recovery and how prevention opportunities can be embedded across all services to address health inequalities and risks associated with poor COVID outcomes. In addition the whole Public Health service is now focused on prevention and control of COVID and reducing the likelihood of outbreaks or additional waves. The First and Last Mile Project’s aim is to providing high quality and fit for purpose sustainable transport infrastructure to make walking, cycling and public transport the obvious way to get to, from and through Warrington town centre. A First and Last Mile study is underway, with a draft masterplan for the town centre now developed following internal stakeholder consultation. The second phase of work is progressing and will develop a draft concept of designs for internal streets within the town centre as well as the main strategic routes. A number of key strategic cycle routes are on site or in the final stages of design and tendering. The Omega to Burtonwood Cycleway is currently under construction, with further schemes along Chester road (from Gainsborugh road to bridge street) and Trans Pennine Trail (TPT) (London road to Knutsford road) in final design stages. In addition, a number of Emergency Active Travel measures are in development as part of the COVID Transport Restart work stream. The council is committed to investing in playing facilities for grassroots sports and to support this the Playing Pitch Strategy has been updated. The Third Generation Artificial Rugby League pitch development proceeds in August 2020 as part of the Rugby League World Cup Legacy. Work is also progressing to scope the potential for other improvements within parkland. The council aims to provide high quality open spaces and during the pandemic it has maintained service delivery to sustain standards and access to parkland. Visitor numbers have grown significantly, highlighting the value of Warrington’s Parks and Green Spaces. A wide range of activities currently take place across Warrington’s parkland sites for residents to enjoy. Priority: People have opportunities to thrive A council priority is to deliver an expansion programme for learning disability and mental health support and accommodation to meet current and future needs. The launch of the housing position statement has been delayed and is now scheduled to be September. A session with providers will follow this. Work has continued where possible on the development of Housing Options and the

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enhanced support tender which concluded at the end of July. Tenders have now been marked and a recommendation report has been sent to the delegated authority for approval by mid-August. A local offer for 19-25 year olds for learning, respite and independent skills is in development. Two bungalows have been purchased through the capital programme and the specification for adaptations is complete. The council is identifying individuals for the programme starting in July 2021. The council’s post 19 project is underway and the cohort of young people has been identified and the post 19 assessment team has been established. A respite/shared care resource dedicated to transition has been secured. There has been a reduction in residential education placements. For post 16 school places the number has remained static with 83 placed out of borough this year. The council is developing a joint proposal with Clinical Commissioning Group (CCG) commissioners for an NHS Capital Bid to build specialist short and long term provision for those with complex needs. Due to COVID 19 there has been a pause in progress, however this remains a priority following the closure of Radcliffe Meadows. The council Is working closely with key partners to support young people across the central area of the town to develop confidence and positive outlets for socialising, creativity and skills. The first meeting of the Central Masterplan Delivery Group was delayed due to COVID 19. However, a meeting was held virtually to update on live projects and propose work streams for initiation. Warrington Youth Club and Children's Social Care are both core members of the delivery group. Priority: High quality education and youth facilities Children are defined as having reached a Good Level of Development (GLD) at the end of the Early Years Foundation Stage (EYFS) if they have achieved at least the expected level in: the early learning goals in the prime areas of learning (personal, social and emotional development; physical development; and communication and language). Nationally 71.8% of children achieved GLD, with Warrington being above the national average at 73.6%. Nationally girls continue to do better than boys, but boys are improving at a faster rate. In Warrington the gender gap is 11.9 percentage points. Warrington’s gender gap has increased slightly since 2018 when it was 11.6 percentage points. Warrington's disadvantage gap has seen a decrease by 7.4 percentage points, with our disadvantage gap currently at 13.6%. Boys struggle more with lower starting points/lack of school readiness, but there are strategies in place to narrow gaps between cohorts:

• Speech, Language & Communication pathway - system led pathway to identify those with a delay and those with a Disorder. Focused work to reduce the word gap.

• School Readiness – system led approach to understanding what parents view on School readiness. Feedback from questionnaires show that locally, most parents feel school readiness should start at 3 years of age.

• School readiness working group will analyse parent’s response and work collaboratively to influence parents to understand that school readiness starts much earlier, as early as the anti-natal stage. Research Evidence based programmes that can be offered at all stages between birth and 5 to improve outcomes for children, with a focus on gender, disadvantaged and Special Educational Needs and Disability (SEND) inequalities.

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• Issues were in numbers and reading: working with the EYFS hubs, maths hubs and literacy leads to improve approaches globally.

• Work with the Education Endowment Foundation (EEF) on reading strategies and improving reading from EYFS throughout school.

The School Meals Service had been challenged with delivering a breakeven budget this year, however with the impact of COVID 19 this is now not possible. The service continued to operate during lockdown to provide lunches for vulnerable children and the children of key workers free of charge. We have requested that academy schools support the service by contributing their free school meal funding to use for the months April to July to help the council cover expenses. The cost of school meals was increased last autumn from £2.30 to £2.40 per meal for parents who pay for their children’s meals. Free school meals should be charged at £2.40 per meal. A proposal was agreed to increase the cost to £2.40 for free school meals in maintained schools. A proposal is needed to ensure that academy schools are also paying fairly from their free school meals funding in line with the maintained schools. If agreed, this should bring in further additional income this financial year. There has been a lot of work done to mitigate the overspend and further strategies are being implemented whoever possible. A reduction in the council’s dependency on the independent sector to meet the needs of children and young people with special education needs is a key priority. To reduce the number of pupils attending out of area independent schools, the council has approved a new Special Free School. This provides an in borough provision and the identification of these children and young people is underway. Priority: Early intervention to delay long-term health conditions arising Our Public Health service participates in regional long term screening and early intervention programmes. Due to COVID 19 adaptions were made to the screening programmes and some programmes were delayed. Up until this point health screening programmes were operating as normal, however data is not yet available. The NHS Health Check Programme was suspended in quarter 1 due to COVID 19. All commissioning and developmental work is also paused. The programme will hopefully be re-launched shortly. However the planned activities around the long-term development of the programme will have to be considered as part of wider priorities and as part of COVID 19 recovery planning. Priority: Residents feel part of their community The work of the local suicide prevention group continues to promote universal messages on mental wellbeing and self-management, to minimise population mental health risk. There is a particular focus on the impact of COVID 19. Work is also ongoing to enable people to recognise mental health problems in themselves and others (accessing services as appropriate) and to challenge stigma and discrimination in relation to mental health problems. Cheshire and Merseyside have also recently been awarded Suicide Safer Communities accreditation.

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The Council has stated the process of updating its 'Statement of Community Involvement' (SCI), setting out how the Council will engage with the community on all planning related matters. It is intended to complete the update of the SCI by the end of the calendar year. Work is ongoing with both the Rugby League World Cup 2021 team and with Warrington Voluntary Action (WVA) to develop a volunteer recruitment and support package. WVA are seeking funding for an ongoing volunteer support programme, which will further support other large events. COVID 19 has introduced new people to volunteering, including, for example Town Centre ambassadors for the town centre. 3.5 Pledge: Everyone benefits from our thriving economy

Priority: A place where businesses invest and thrive The council has worked closely with our businesses, partners and the Business Improvement District (BID) to ensure that our town centre is prepared and ready to slowly open up again now that lockdown restrictions are being lifted. Economic recovery will be a slow process but we have put in place a series of measures to support people back into traditionally high-footfall shopping areas. There has been the introduction of a range of one-way systems throughout the town centre with clear signage urging people to keep their distance and to, wherever possible, stay left. This signage will flow through the town centre, with a concerted effort on ensuring there is suitable signage throughout Golden Square and other main shopping areas. This ‘keep your distance’ signage has been extend to green spaces and parks to encourage the continued sensible use of our public areas. COVID 19 initially had a negative effect on the inward investment environment as companies were unable to view buildings and reluctant to make long term decisions. However, when restrictions were lifted, some exciting projects emerged including a 1,000 person food distribution opportunity for Omega. Some sectors such as Distribution prospered during the pandemic and added significantly to their local headcounts. The Business Exchange continued to operate virtually during COVID 19 with many members grateful for the opportunity to network and share ideas. Renewals were adversely affected by 20% as some companies unfortunately did not survive the period of closure. The successful delivery and positive reception of Time Square is proving to be a catalyst to the interest being shown in businesses considering the Town Centre as a viable place to live and work. A significant number of new developments are being brought forward to deliver Town Centre residential units. This will in turn make the Town Centre more attractive to commercial investment. Priority: A place that provides opportunity for all With higher unemployment as a result of COVID 19 the council is assisting companies and employees with redundancy support and is working with the Local Enterprise Partnership (LEP) and partners to better co-ordinate. The young and disadvantaged are likely to find it harder to secure work and ‘Journey First’ and the government's traineeships will be very important in the months ahead. Warrington's Gross Value Added (GVA) is often the highest in the North of England at just under £40,000. However, there are still some lower paid jobs and workers in areas like the Central 6 wards

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who are earning them. The ambition is for higher value jobs in areas such as Advanced Engineering and Information and Communications Technology to be created. Warrington's new Local Plan will confirm the level of housing and employment development that the Borough will need to accommodate over the period to 2037. The Council is currently undertaking work on ensuring the infrastructure required to support the development proposals set out in the Local Plan is capable of being delivered. Following completion of this work the Local Plan will proceed to Full Council prior to submission to the Secretary of State for independent examination. Warrington Borough Council is leading by example by dedicating resources to support young people with special education needs and disabilities into apprenticeships and supported employment. This has resulted in a change in its own policy on recruitment and available opportunities for internships for SEND and vulnerable people. This is also being promoted to large employers across Warrington which has already experienced an increase in the available supported internships in the last 12 months. We still have low numbers of people with SEND in apprenticeships however the new financial support grant for employers may help more engagement of people into employment via this pathway. This will continue to be promoted to employers. We will also be able to offer job coach support to residents and employers in the next six months as part of the Journey First contract. Priority: Invest in and provide access to the right skills and education The council works closely with schools and post 16 providers to ensure employer needs are being met by the education pathways. Both Warrington colleges support this agenda by being fully inclusive and accepting students from disadvantaged backgrounds with lower grades (who would not be accepted into a selective provider). This enables them to complete a quality level 3 programme (including A levels) and achieving good results. The March 2020 Level 3 published results shows a 4% point increase in attainment of those on free school meals (indicator of disadvantage) in Warrington, reporting better than the North West average for the first time in six years. Priestley College has been awarded a programme of support from Oxford University to help increase higher education entry for our disadvantaged residents. Better grades and the promotion of higher education as a good option for disadvantaged residents, will hopefully support this agenda further over the next year. We are also promoting other level 4 pathways, such as apprenticeships. The Journey First Project supports young people and adults who need help to find work, training or further education. Warrington and Cheshire authorities make a successful bit for European Funding to bolster social intervention work across the three authority areas. The funding comes in two separate tranches and the contract has recently been signed. The focus of this project is to support our most vulnerable residents into employment and help keep them in employment. Recruitment to this project is scheduled over the next three months. Delivery is scheduled to start in October 2020. Priority: The right sustainable economy for the future The council has committed to undertake a review of commissioned Adult Social Care Services and to revise the recommissions plan. All paused tenders and procurement processes have now been reviewed. The restarting and or completion of tenders takes account of changes to requirements as a result of COVID 19 and a revised schedule for tenders has been completed. Tenders that

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were close to completion covering Homelessness and Enhanced Housing are planned to be concluded August 2020. 3.6 Pledge: Communities are safe, strong & our most vulnerable are protected

Priority: A safe place

The Community Safety Partnership plan 2020/21 has been refreshed and agreed by all partners to contain the key priorities the partnership will concentrate on during 2020. Over the coming months, youth projects to divert away from Anti-Social Behaviour (ASB) that have been on hold due to COVID 19 are now being considered as to how best to implement in line with COVID guidelines as lockdown eases. Youth ASB has been relatively stable during the lockdown period, however, it is now steadily beginning to rise. There are a number of hotspots within the Borough that are being considered at PTAC for wider multi-agency problem solving. There has been an increasing number of ASB cases related to neighbour disputes which has involved dealing with a range of agencies, a future report will be submitted to SLT to explain the councils tools and powers to address ASB and to agree a way forward in terms of how cases can be managed.

The council has a Major Emergency Plan which is the underpinning response plan to any incident. In addition, there are risk specific plans (i.e. Flooding, Control of Major Accident Hazards (COMAH), Pipeline) that require review and testing within statutory timeframes. All plans have been reviewed and tested within timeframes so the council remains compliant. In addition, in response to COVID 19 all Business Continuity Plans, Directorate Profiles and the Corporate Profile listing all critical services were reviewed at the outset of the response to COVID. The response to this pandemic has worked well, in line with the councils plans therefore whilst there will undoubtedly be some learning and adaptations to the plans in the main the plans have facilitated a response which has been fit for purpose and flexible. A review of Business Continuity templates and associated guidance is ongoing, Senior Leadership Team have agreed that BC plans should be revisited and updated where necessary in September 2020 in advance of any potential further waves of COVID outbreaks.

The council works closely with the voluntary sector to ensure the needs of local communities are met. The impact of COVID 19 means that priorities are being re-assessed. However, the council has good voluntary sector engagement in a number of key workstreams, including the Central Masterplan and Town Deal bid. Warrington Voluntary Action (WVA) continue to support the Third Sector Hub, which provides Voluntary Sector representation across a large number of strategic and operational forums.

Priority: Safeguard our children and adults and protect our most vulnerable The Children’s Social Care (CSC) Annual Report on Contextual Safeguarding for 2019-20 has been completed. This year’s report includes a broader review of our approach to contextual safeguarding across the whole borough. As part of this CSC have tried to capture the whole spectrum of work currently being undertaken across the partnership. An action plan has been developed on areas we think should be considered a priority for CSC and other actions we might want to consider across the partnership. This report will be used to support the development of our wider contextual safeguarding strategy. In addition to this our new contextual safeguarding lead started in post in June 2020. CSC are confident progress is being made in implementing our strategy at a much

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Agenda Item 10

greater pace. CSC are aiming to hold a wider partnership event in September with a view to launching a new strategy partnership wide in October 2020. The Orford Youth Hub opened as a response to COVID 19 and has been quite successful. 20 young people have accessed the outreach hub. The majority of the children are not in care. With the use of the hub and wider support such as the short breaks we have managed to avoid care for all of the children who were not in local authority care at the time of the referral. At least six children were expected to be on a pathway of local authority care within weeks before the intervention and others were moving towards the same plans. We also prevented a step up from Foster Care to Residential Care in one case. We are now in the process at considering how we embed our learning from this project and continue to work positively with our colleagues from the Youth Service. All council children's homes have an Ofsted rating of Good or Outstanding. In line with the agreed redesign of residential services, Ross Close became a 3 bed long term home in February 2020. Yates Close will convert to a 2 bed supported accommodation provision in August 2020. In a response to COVID 19 we have also opened St Kath's as our new short break provision and we are in the process of registering the provision with Ofsted. Due to COVID 19 all Department for Education (DfE) innovation projects were placed on hold. This included 'No Wrong Door'. It has now been agreed to progress 'virtually' and our 'Discovery' phase has commenced. Our Edge of Care offer continues to be developed and more focused, although this has been a challenge during the last four months. A proposal has been developed in relation to short break care for children with disabilities and is being progressed via our governance processes. As of the 30th June 46% of children in foster care were permanently matched to their carer. Legal permanence for children remains our highest priority. Priority: A place of culture, sport, wellbeing and lifelong learning All major sporting and cultural events planned for 2020 have been postponed till 2021 due to COVID 19. However, there are some town centre based cultural and heritage activities planned for VJ Day and Heritage Open Day. The Contemporary Arts Festival will be limited in scope this year, although the Open Exhibition competition will still take place. Planning for RLWC 2021 is well underway, with Papua New Guinea confirmed as Warrington's host nation. Due to COVID 19 all libraries were closed between March and July. LiveWire are now implementing a phased re-opening programme. They have also increased opportunities for virtual engagement in the service, enhanced the home visit and loan box service and introduced Click and Collect. Priority: Delivery of our equality objectives The council Strategic Equality Group (SEG), chaired by the Chief Executive, meets every quarter. One of its equality objectives is to provide opportunities to improve life chances this includes economic prosperity for disadvantaged communities. National research to date indicates that some people are more likely to be negatively affected by the post COVID effects on the economy. Such groups include young people, some Black and ethnic minority communities and disabled people. The SEG is reviewing its delivery plan to take account of those groups most effected and ways in which the council can support. This will be discussed at the September meeting and will be an agenda item at future meetings.

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Agenda Item 10

Priority: Actively support our residents, businesses and communities impacted by COVID 19 Outbreak Plans will be implemented in all large businesses based in Warrington, these are workplaces most likely to employ low-paid workers. Work with neighbourhood team in recovery phase will focus on supporting residents to economically and financially recover. COVID surveillance, reporting and monitoring is in place on a number of levels. The daily surveillance report contains key indicators to monitor recent infection trends. Broader dashboards and briefings are provided weekly to the council’s senior managers and across the Cheshire Resilience Forum footprint. These reports provide the strategic intelligence required for decision-making as well as surveillance. At the end of March the council and partners in the third sector rapidly established a Safe & Well service to support people who had been impacted by COVID 19. They have called over 9000 people on the NHS Shielded list and distributed leaflets across the town to ensure that anyone who needed support knew where to go. Nearly 2000 people were supported to access food, medicines or receive reassurance calls. 75% was support to access food. The Core Public Health team continue to provide advice and guidance to help managers and providers interpret and act on national guidance. The Public Protection Team has worked with the Safe and Well Team and other volunteer groups to ensure that people have access to food. They have engaged with businesses and advised them on compliance and new operating practices. They have managed the increase in complaints and protected the vulnerable from scams and door step crime. The response plan is dynamic and is being adjusted as the restrictions ease across multiple sectors. The service is working on social distancing and outbreak planning. The Financial Inclusion Team were redeployed to support the council's Safe & Well service as part of the COVID 19 response. Caseworkers have supported individuals and families experiencing economic pressure and hardship and a full evaluation of this activity will be produced in due course. A priority has been to ensure that 'preventive' services have remained accessible and linked, for example, to the 'safe and well' offer. All have continued to be funded and most have continued to be open, offering support online, via telephone or through 1:1 socially distanced support. A noted gap that has become clearer is for those that are socially isolated and also support for carers. Carers in particular have carried considerable additional responsibilities during lockdown and though the pause in some services. In addition to the recovery Plan the council will be investigating commissioning additional services targeted at these areas.

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Agenda Item 10

3.7 Pledge: Our town is clean, green & vibrant

Priority: Improve air quality Air quality improved during the lockdown. The Air Quality Management Plan has been adopted and is being kept under review and an Air Quality Programme Board is in place. Defra Grant funding has been obtained for an electric taxi study. Air quality actions have been integrated with the emerging local plan and transport plan. An air quality assessment for Defra during quarter 2 is in preparation. Priority: Manage waste effectively A priority for environment services has been continuing the full waste collection service across all three waste streams. The waste service has:

• Collected 10.5% more residual waste than the same period in 2019/20 • Collected 18% more recylate waste than the same period in 2019/20 • Collected 13% more green waste than the same period in 2019/20

To ensure that the kerbside collection service could continue, we temporarily redeployed colleagues to support. We have also ensured social distancing during collections by having two bin crew in the cab, with another member of the crew following in one of our small fleet of vans/cars. Priority: Make best use of green spaces and natural resources 141,900 m2 of contaminated land was brought back into beneficial use during quarter 1, the total since 2015 is now 2,610,724. This equates to an area over 300 football pitches and represents 6.8% of all known brownfield land in the borough. This has been delivered via the Development Control regime. The council continues to deliver actions to bring brownfield land back into beneficial use, to protect the natural and built environment from harm to amenity from illegal development and to improve air quality. Priority: Clean streets and public places During quarter 1 the Highway Asset Management team have continued to provide services through the flexibility and commitment of all staff during this difficult time, whilst providing support to other service areas. They have walked and inspected over 1000km of highways and completing 1740 highways safety repairs. This quarter has also seen 500km of highways swept and over 5000 gullies cleansed with 350 street lighting issues reported and fixed. The 1st and 2nd weed control treatments have also been completed. Street Works Permits continue to be coordinated and Inspected to ensure coordination of works on the authority’s network. 310 electrical surveys completed, in addition to Column, lantern and sign post replacements. Priority: Sustainable transport and travel A number of interim measures were implemented in May/June in response to the need to support social distancing and promote active travel modes. This has included measures in the town centre, Stockton Heath and Lymm and includes measures on existing pedestrian and cycle routes to maximise the available width through further clearance of vegetation. A successful bid

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Agenda Item 10

was made to Department for Transport (DfT) for Tranche 1 Emergency Active Travel funding, to support this initial work. A second funding opportunity is available through DfT for further measures (Tranche 2), including making some permanent changes to support active travel modes in the future. A bid for schemes to this Tranche 2 funding is in development. A draft Town Centre travel plan is in development and will be subject to both internal and then external stakeholder consultation in the coming months. It will seek to promote a less car dependant town centre for residents, employees and visitors and will complement the Town Centre Masterplan and First and Last mile project. 3.8 Delivering our strategy

Workforce The council is very proud of our entire workforce for the way they have responded to COVID 19 emergency and what they have delivered for Warrington. Our front line workers continued to safely delivery services to our residents. Some employees have moved to work from home (we now have 1,500 people working regularly at home for most of their work, compared to a couple of dozen in early March). We worked with our Trade Unions to provide unprecedented support to our staff, to help them continue their work. All of our key decisions have been made jointly and with our workforce at heart. Key achievements during quarter 1 include:

• We created a whole organisation redeployment register to match roles with staff. For a number of roles we had more volunteers than were needed. Over 50 staff have been formally redeployed

• We introduced new daily HR reporting to ensure we had a full strategic overview and undertook a staff survey to be able to provide additional support

• We have protected our clinically vulnerable and extremely clinically vulnerable staff throughout the emergency

• We introduced an extraordinary attendance policy and took other joint policy decisions to support staff

• Hundreds of other staff had to reorganise their roles to concentrate their work on supporting the council’s response

• We created a COVID 19 toolkit to ensure staff had support, particularly around their working from home needs needs and health and wellbeing

Digital The council increased our home working capacity from an average of around 200 per day to handle at least 1,500 home workers was one of the more straightforward tasks. Some of our key achievements during this period have been:

• Upgraded a number of applications to improve their performance for staff working from home

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Agenda Item 10

• Ensured that full telephone and video conferring facilities were available to all staff working from home

• Moved to a fully digitised postal service for the whole organisation • Set up a COVID 19 secure operation to provide laptops and other IT equipment to staff to

support continued home working • Re-purposed part of our print service to support operations including the production of

patterns to support PPE production • Introduced Microsoft Teams at pace for part of the organisation to support the broadcast

of Cabinet and Committee meetings • Supported the delivery of a programme to deliver over 400 laptops to children who

needed them • Supported virtual court hearing attendance for parents and lawyers to enable critical child

safeguarding cases to continue • Briefings to schools delivered via video over YouTube in place of usual conferences

Finance Cabinet will receive separate reports regarding the financial impact of COVID 19, both on our in-year position and on the Council’s Medium Term Financial Plan.

4. FINANCIAL CONSIDERATIONS

4.1 A detailed report on Revenue and Capital spend is presented separately to the Cabinet. 5. RISK ASSESSMENT 5.1 The council’s risk management arrangements are embedded and working well within the

Directorates and a separate report on strategic risks is provided to the Cabinet on a six monthly basis.

6. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 6.1 Equality and diversity implications are assessed in relation to each aspect of policy and its

delivery within directorates. As this is a composite report, a further impact assessment is not necessary.

7. CONSULTATION 7.1 Consultation with key stakeholders has been undertaken in relation to the council’s strategy

and plans. 8. REASONS FOR RECOMMENDATIONS

8.1 To ensure that Cabinet members are aware of the council’s performance position as at quarter 1 2020-19 in relation to delivery of the Corporate Strategy.

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Agenda Item 10


(i) Note the quarter 1 2020-21 performance position.

(ii) Note that the relevant Cabinet Members will continue to liaise with their Directors

to discuss specific performance issues.

10. BACKGROUND PAPERS Corporate Strategy 2020-2024. Contact for background papers:

Name E-mail Telephone Amanda Juggins, Deputy Head of Business Intelligence

[email protected] 01925 443207

154


Appendix 1

Produced by Business Intelligence

Council Performance Scorecard

Quarter 1 2020/21

Agenda Item 10

155

Percentage of registered providers meeting CQC standards in Adult Services

Pledge: Everyone benefits from our thriving economy

18-19

(Q4)Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target

% of Adult Social Care Providers compliant with CQC standards 74% 84% 86% n/a 88% 75%

% of Residential Adult Social Care Providers compliant with CQC standards 73% 83% 83% n/a 88% 75%

(ADASS July 2020) % of Beds Rated 'Good' or Outstanding n/a 76% 75%

% of community based adult social care providers compliant with CQC standards 78% 87% 92% n/a 89% 75%

Percentage of older people who were independent 91 days after discharge following re-ablement (BCF measure)

Pledge: Our residents live healthy, happy & independent lives18-19

(Q4)Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Target

(quarterly)

84% 86.1% 85.6% 88% 78.5% 81.1% 85.0%

18-19


647.5 177.5 331.8 388.3 625.0 42.9 694.4

Service Measures

During quarter 1, there were 212 instances of Reablement provided to older people following discharge from hospital. Over 81% of cases (172)

were successfully reabled and continued to live at home independently or with homecare support. There were 40 cases where an alternative

outcome occurred such as a further hospital admission or the need for 24 hour care.

The quarter 1 figure is 3.9% below target. The number of deaths following reablement this quarter rose from 17 in quarter 4 to 26 in quarter 1.

The average from quarter 1 to quarter 3 2019/20 (prior to COVID) was 12. This increase may be due to COVID 19 however this quarter cannot be

confirmed without access to cause of death information. The number of service users admitted to hospital within 91 days was 10 compared to an

average of 6 in quarter 1 to intermediate quarter 3 19/20. Again potentially due to COVID 19 or the increase in acuity of those being referred to

Intermediate Care Team from the Hospital setting. Reporting has been improved upon this month with the introduction of Brampton and

Woodleigh data to the return.

Council Strategy Performance Scorecard

2020/21

During quarter 1, 63 out of 75 (88%) Adult Social Care providers (at the end of June) were rated by CQC as good or outstanding, which is higher/better than the target of 75%. This is also higher/better than the England Average of 84%.

44 out of 52 residential homes (88%) were also rated in the same way, again over the target of 75% (higher than both the England and North West Average of 83%). As 24 hour care providers vary in size/capacity, ADASS publish additional data on how care homes

standards are reflected in the total volumes of beds, and as at July 2020 76% of the total beds in Warrington were rated 'good' or 'outstanding'.

During this quarter it is worth noting that the CQC have not been inspecting services and WBC's Quality Monitoring service have not been able to visit in the same way to monitor improvements due to COVID 19 restrictions.

65+ Permanent Admissions to Residential & Nursing Care Homes per 100,000 Population (BCF measure)

Pledge: Communities are safe, strong & our most vulnerable are protected

2019/20

The quarter 1 rate of 42.9 per 100,000 equates to 17 admissions between April and June 2020 (8 Residential and 9 Nursing). Performance is

currently on target however please note that the monthly monitoring of this measure is adjusted each month to allow for the back loading of

packages on the Mosaic system so values can change.

The number of permanent admissions in quarter 1 will be affected by the temporary NHS funding arrangements supporting hospital discharge. At

the end of June there were 75 people in these temporary arrangements, some of which will become longer term permanent placements in

residential/nursing provision when the temporary funding ends.

The full year target is 270 admissions (rate 694.4).

69

20 0 0 0 0 0 0 0 0

0

10

20

30

40

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Monthly Count of 65+ Admissions

20/21 Monthly Admissions 20/21 "Target" Admissions

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

Q1 18/19 Q2 18/19 Q3 18/19 Q4 18/19 Q1 19/20 Q2 19/20 Q3 19/20 Q4 19/20 Q1 20/21

% of older people who were independent 91 days after discharge following re-ablement

Warrington Target

156

2020/212019/20

Number of people awaiting a package of domiciliary care for more than 10 days

Pledge: Our residents live healthy, happy & independent lives

18-19

(Q4)Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target (quarterly)

6 2 17 23 8 4 85.0%

18-19

(Q4)Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Target

(quarterly)

315 307 312 314 316 310 Trend

18-19


200 309 896 269 382 1377 168 (56 nights per month)

In quarter 1 there has been a total of 1377 household nights in Bed & Breakfast accommodation. The number of nights in Bed & Breakfast

accommodation during 2019/20 totalled 1856, in comparison the 2020/21 quarter 1 figure of 1377. This represents nearly 75% of the total for the

previous financial year.

The individual monthly figures for 2020/21 are as follow: April 288, May 478 and June 611. It should be noted that these figures do not include

those that have been moved to the Travelodge Hotel during the quarter 1 period.

This is an area that has been impacted by COVID 19. The requirement for additional accommodation has been sought to support rough sleepers

as well as adjustments being made to existing placements to enable self-isolation and support social distancing. This has resulted in longer stays in

temporary accommodation and an increase in the volume of people requiring support. In addition, Housing Providers ceased letting property

during lockdown which has caused longer stays in council temporary accommodation, resulting in additional and longer use of B&B.

Number of household nights in Bed & Breakfast (B&B)

Pledge: Communities are safe, strong and our most vulnerable are protected

This measure is reported as an end of month snapshot.

The quarter 1 position was taken as of Monday 29th June and showed 4 people had been waiting more than 10 days for a package of domiciliary

care. Each monthly snapshot post February 2020 has been below the target of 13 people.

Over recent months an increase has been seen in our providers capacity and also an additional agency has signed up to our framework price.

Unfortunately issues and delays are still experienced with packages in the outlining areas of the town but this is being taken into account when

discussions re-start with regards to the new domiciliary care tender.

Volume of adult social care service users in receipt of a direct payment

Pledge: Our residents live healthy, happy & independent lives

At the end of quarter 1, there were 310 adults and older people in receipt of a Direct Payment.

A Direct Payment allows service users who have been assessed as needing social care services the opportunity to choose and buy the services they

need for themselves. As an organisation our priority in 2020/21 is to increase the use of direct payments to further develop our approach to

assessment and care management in Adult Social Care, as well as building on the community resilience and support shown during the

Coronavirus Pandemic to maximise independence and wellbeing in those that need social care support.

In quarter 1, 86% of those in receipt of a direct payment were aged between 18 and 64 years old, 14% were aged 65 years and over. This age

trend has been seen consistently over the last couple of years.

13

23

17

24

14

23

8

19

8

24 4

0

5

10

15

20

25

30

Number of people awaiting more than 10 days for a dom care package (Month End SNAPSHOT)

4188

180

420

217259

13068 71 65 67

250288

478

611

0

100

200

300

400

500

600

700

Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20

Number of household nights in Bed & Breakfast accommodations (in month)

0

100

200

300

400

Q1 18/19 Q2 18/19 Q3 18/19 Q4 18/19 Q1 19/20 Q2 19/20 Q3 19/20 Q4 19/20 Q1 20/21

Volume of ASC Direct Payment Recipients: Age Breakdown

18-64 65+

157

2020/212019/20

Proportion of children achieving a Good Level of Development (GLD) at Foundation Stage EYFS

(with a focus on gender difference in results)

Pledge: Our residents live healthy, happy & independent lives 2017 2018

2019

(latest

data

available)

Target

% all children 71% 73% 73.6% 74%

% boys 64.7% 67.2% 67.9% 74%

% girls 77.7% 78.8% 79.8% 74%

18-19 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target

187 84 132 118 220 91 169

18-19


87.4 83.1 84.3 82.5 81.6 83.6 78

Rate of Early Help Assessments (EHA) per 10,000 (cumulative)


Rate of Children in Care per 10,000


In quarter 1, 103 Early Help Assessments (EHAs) were completed which is a projected rate of 91 per 10,000. This represents 222 young people.

This is a decrease from last quarter. However, due to COVID 19, which led to schools closing, health partners focused on other priorities and

practitioners were redeployed. As a result this decrease was expected. 90 Early Help Assessments were completed by the Early Help division.

Since the start of the pandemic the Early Help Support Team have continued to offer support to our partners via telephone and online support.

The Early Help Support Team were able to continue to support partners and Early Help staff in the completion on Early Help Assessments by being

more creative in how support was offered and provided direct work tools to those who were unable to undertake observational visits to gather

information. Although the number of completed Early Help Assessments has decreased it is positive that assessments have still been undertaken

with families in what has been difficult circumstances.

Children are defined as having reached a good level of development at the end of the EYFS if they have achieved at least the expected level in: the

early learning goals in the prime areas of learning (personal, social and emotional development; physical development; and communication and

language)

Nationally 71.8% of children achieved GLD with Warrington being above the national average at 73.6%. Nationally girls continue to do better than

boys, but boys are improving at a faster rate. In Warrington the gender gap is 11.9 percentage points. Warrington’s gender gap has increased

slightly since 2018 when it was 11.6 percentage points. Warrington's disadvantage gap has seen a decrease by 7.4 percentage points, with our

disadvantage gap currently at 13.6%.

Boys struggle more with lower starting points/lack of school readiness, but there are strategies in place to narrow gaps between cohorts. These

include Speech, Language and Communication pathway, school readiness, working with EYFS, maths and literacy hubs and reading strategies

(Education Endowment Foundation).

187

84

132 118

220

91

Q4 18/19 Q1 19/20 Q2 19/20 Q3 19/20 Q4 19/20 Q1 19/20

Rate of early help assessments per 10,000

Rate of early help assessments per 10,000 (projected to year-end) Target

158

2020/212019/20

There is a steady decline in the number of children in care. The numbers as of the 31st March 2019 were 385, this reduced to 365 at the end of

December 2019 and fell to 363 at the end of March 2020. Numbers have increased to 372 at 30th June 2020. The rates of children in care per

10,000 has increased from 81.6 at the end of Q4 last year to 83.6 per 10,000 in quarter 1. There is still a significant gap with National (65) &

Statistical Neighbour rates (65). We are below/better than the North West average of 87.

Prior to COVID 19 we had turned the curve and numbers entering care were lower than the numbers being discharged. This was due to both a

robust pre-proceedings process and a focus on the Discharge of Care Orders. Unfortunately, due to COVID 19 we have seen less throughput of

work. This has been signified by the number of admissions into care being higher than the number of discharges, in the main due to less final

hearings taking place. As the COVID 19 restrictions are lifted we expect this to change but it may take several months to regain pace. We now

have a number of cases with planned court hearings and anticipate an increase in number of Discharge of Care Orders to Special Guardianship

Order (SGO) or No Order. A locum solicitor has been appointed and continues to focus on this area of work. An additional SGO worker was also

appointed to further push this work through. This should see a further decrease in our Child in Care population.

87.4 83.1 84.3 82.5 81.6 83.6

18-19(Q4)

19-20Q1

19-20Q2

19-20Q3

19-20Q4

20-21Q1

20-21Q2

20-21Q3

20-21Q4

Rate of Children in Care per 10,000

Rate of Children in Care per 10,000 Target

159

2020/212019/20

18-19 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target

47% 44% 54% 58% 53% 59% Trend

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target

16 17 14 16 15 Trend

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target

251 132 Trend

With quarter 1 2020/21 being the period of full lockdown, there have been a 48% reduction in missing incidents.

The service are working closely with Cheshire Police to review children who go missing to ensure there is effective oversight of children known to

either or both agencies.

A partnership event is planned for later in the year to consider our approach and strategy to supporting this vulnerable group of children.

Number of missing incidents as reported missing to Cheshire Police increased each quarter

Pledge: Communities are safe, strong & our most vulnerable are protected.

Percentage of domestic abuse incidents involving victims who have previously been a victim during the last 12 months


Average social worker caseloads - Children


The average caseload at the end of June was 15, based on 1214 open cases and 82 social workers.

Caseloads remain stable and low compared to benchmark authorities. As we strive for excellence it is important to maintain low caseloads to

allow our social workers to demonstrate outstanding practice.

The data for this indicator is provided by the Police. During quarter 1 there were 816 domestic abuse crimes. 477 of these crimes involved a victim

who had been a victim in the last 12 months (58.5%).

The governance of the domestic abuse strategy has been reviewed and amended in quarter 4. The Warrington Domestic Abuse Partnership has

been placed with the Domestic Abuse Steering Group which will report to Community Safety Partnership. The Domestic Abuse Steering Group is

reviewing the strategy for tackling domestic abuse in Warrington and will include consideration to a perpetrator programme which is not

currently available. A new lead Domestic Abuse Partnership Manager has now been appointed, due to start in August 2020 and will sit within the

Warrington Safeguarding Partnership (WSP) and take the lead on developing the Strategy and perpetrator programme.

The percentage of repeat victims was at its highest in March compared to all other months. There were 133 repeat victims out of 216 crimes

(62%). The reported number of domestic abuse crimes however, fell in March. This was the lowest number of domestic abuse crimes reported in

any month of 2019-20, and the low denominator means that the percentage for March’s repeat victims is higher than normal (62%). Since the

COVID 19 lockdown was activated the reduction in the number of reported incidents consequently impacts on the percentage of repeats. There is

a comprehensive WSP domestic abuse response to COVID 19 in place including an extensive awareness campaign and weekly meetings are held

with the Police and Pan-Cheshire colleagues to continually review the reported crimes. As at end of March the Police were reporting a reduction

in domestic abuse crimes across the whole of Cheshire, although these appear to have increased over the first quarter.

16 1714

16 15

19-20Q1

19-20Q2

19-20Q3

19-20Q4

20-21Q1

Average caseloads - Children's Social Care

34%44%

54%58%

53%59%

18-19(Q4)

19-20Q1

19-20Q2

19-20Q3

19-20Q4

20-21Q1

% of domestic abuse incidents involving victims who have

previously been a victim during the last 12 months

% of DA incidents repeat victim Trend

778913

987

779 816

19-20Q1

19-20Q2

19-20Q3

19-20Q4

20-21Q1

No. of domestic abuse incidents

QUARTER 1 2020

APRIL 40 incidents involving 28 children

MAY 37 incidents involving 28 children.

JUNE 55 incidents involving 42 children.

Total 132 incidents

160

2020/212019/20

18-19


Green Green Green Green Green Green Green

Household waste

Pledge: Our town is clean, green and vibrant18-19


Residual household waste per household (kgs) 132.8 126.3 124.2 122.4 125.0 135.0 138.75

Percentage of household waste sent for reuse, recycling and composting 38.9% 50.5% 51.7% 45.7% 39.0% 49.0% 50.0%

Residual household waste per household (kgs): Quarter 1 (135kgs) is an estimated figure as there is a delay in auditing the data

through Wastedataflow. The COVID 19 pandemic resulted in the temporary suspension of some waste management services and

on-going restrictions to how some of the services are provided. Changes to working and social activities during the pandemic will

have an effect on the type and quantities of waste/recyclates generated by residents. The full impact of these factors is not

currently understood and could have an impact on this performance measure.

Percentage of household waste sent for reuse, recycling and composting: Quarter 1 (49%) is an estimated figure as there is a

delay in auditing the data through Wastedataflow. As with residual household waste COVID 19 has impacted on activates, services

provides and could have an impact on performance.

18-19


Green Green Green Green Green Green Green

Corporate Projects : Parks & Open Spaces

Pledge: Our town is clean, green and vibrant

Service delivery has been maintained throughout COVID 19 pandemic, to sustain standards and access to parkland. Visitor numbers have grown significantly including our destination parks such as Victoria Park and Walton Hall and Gardens, highlighting the value of

Warrington's Parks and Green Spaces. A wide range of activities currently takes place across Warrington's parkland sites. The Greenway network development initiative progressing to provide safe and accessible routes for walking and cycling.

COVID 19 did result in all major sporting and cultural events planned for 2020 being postponed until 2021. Initiatives progressing for restart in 2021 and events focussed around the Rugby League World Cup 2021. Playing Pitch Strategy updated and used as a reference

point for grant funding and investment. Third Generation Artificial Rugby League pitch development to proceed in August 2020 as part of the Rugby League World Cup Legacy. Work progressing to scope potential for other improvements within parkland to increase

participation in grassroots sports in Warrington.

Corporate Projects : Transport Infrastructure

Pledge: Our town is clean, green and vibrant

First and Last Mile: First and Last Mile study is ongoing, with a draft masterplan for the town centre now developed following internal stakeholder consultation. The second phase of work is also now underway to develop draft concept designs for internal streets within

the town centre as well as the main strategic routes.

Local Cycle and Walking Improvement Plan: A number of key strategic cycle routes are onsite or in the final stages of design and tendering. The Omega to Burtonwood Cycleway is currently under construction, with further schemes along Chester road (from Gainsborugh

road to Bridge street) and Trans Pennine Trail (London road to Knutsford road) in final design stages. In addition, a number of Emergency Active Travel measures are in development as part of the COVID Transport Restart work stream. Local Cycle and Walking

Improvement Plan study is now underway with three corridor studies prioritised for A49 (N), A57 (W) and A5060 Knutsford Road. Design concepts and outline business case work is expected to be complete by early 2021.

Sustainable Transport: Mass Transit/Bus Priority study was commissioned in early July. A review of existing bus delay hotspots is being carried out in parallel with a longer term look at Mass Transit opportunities over a 20 year horizon. The study will result in a revised

long term strategy and a series of 'quick win' (0-5 years) schemes for bus priority measures. A draft Town Centre travel plan is in development and will be subject to both internal and then external stakeholder consultation in the coming months. It will seek to promote a

less car dependant town centre for residents, employees and visitors and will complement the Town Centre Masterplan and First and Last mile project.

COVID Transport Restart: A number of interim measures were implemented in May/June in response to the need to support social distancing and promote active travel modes. This has included measures in the town centre, Stockton Heath and Lymm and will include

measures on existing pedestrian and cycle routes to maximise the available width through further clearance of vegetation. A successful bid was made to Department for Transport for Tranche 1 Emergency Active Travel funding, to support this initial work. A second

funding opportunity is available through Department for Transport for further measures (Tranche 2), including making some permanent changes to support active travel modes in the future. A bid for schemes to this Tranche 2 funding is in development.

0

25

50

75

100

125

150

18/19Q1

18/19Q2

18/19Q3

18/19Q4

19/20Q1

19/20Q2

19/20Q3

19/20Q4

20/21Q1

Household waste (per household)

Outturn Target

0%

10%

20%

30%

40%

50%

60%

18/19Q1

18/19Q2

18/19Q3

18/19Q4

19/20Q1

19/20Q2

19/20Q3

19/20Q4

20/21Q1

% of household waste sent for reuse, recycling and composting

Outturn Target

161

2020/212019/20

Economic Performance


18-19


Trend Trend Trend Trend Trend Trend Trend

Business Investment


18-19


Green GreenNew

The economic dashboard is updated on a quarterly basis (some measures are quarterly and some are annual) and focuses on four themed areas; Business, Economy, Education and Employment. There have been 8 updates recently in the following areas:

Economy - the percentage of economically active people in Warrington is 84.4% of the population, higher than both the North West and England averages. Of those economically inactive 18.0% are categorised as those 'wanting a job'. This is lower than both comparators

(North West 18.1% and England 20.9%). The economically inactive who do not want a job (this can includes students, short and long term sick and the retired) is 82.0%, higher than both comparators (North West 81.9% and England 79.1%). In terms of the economically

inactive Warrington has 3,600 wanting a job and 16,600 who do not want a job, a total of 20,300 who are economically inactive (figures round).

Employment - as at June 2020, Warrington had 6,855 people claiming out of work benefits, which equates to 5.2% of the working age population. This is a lower percentage than the North West (7.1%) and England (6.3%). Warrington has had a lower proportion of

claimants than both comparators since April 2019. The percentage of the population in employment has increased to 52.0% (as at March 2020) and is higher than at the same period last year (48.5%). The main areas of employment in Warrington are Professional,

Associate professional & Technical and Managers, directors & senior officials, these represent over 50% of all employees. Warrington has a total of 109,100 people in employment.

Population Estimates - The ONS have provided an updated population estimate for Warrington, with the mid-2019 estimate at 210,000 – an increase of approximately 450 from the previous year. This increase is 0.2% between 2018 and 2019, and is a lower percentage

increase compared with the North West and England. The data is currently only at Warrington level with lower level data available in October.

COVID 19 initially had a negative effect on the inward investment environment as companies were unable to view buildings and reluctant to make long term decisions. However, when restrictions were lifted, some exciting projects emerged including a 1,000 person food

distribution opportunity for Omega. Some sectors such as Distribution prospered during the pandemic and added significantly to their local headcounts. The Business Exchange continued to operate virtually during lockdown with many members grateful for the

opportunity to network and share ideas. Renewals were adversely affected by 20% as some companies did not survive the period of closure. The Warrington & Co website continues to provide a platform for agents to display their vacant properties and potential investors

to seek support. Leads are also received from the Local Enterprise Partnership's Business Growth Hub page. The Evolutive database continues to be utilised for company interaction and property enquiries.

The successful delivery and positive reception of Time Square is proving to be a catalyst to the interest being shown in businesses considering the Town Centre as a viable place to live and work. A significant number of new developments are being brought forward to

deliver Town Centre residential units. This will in turn make the Town Centre more attractive to commercial investment.

162

2020/212019/20

The average customer telephone wait time

Delivering our strategy

18-19


291 328 445 428 189 191 300

Complaints - volume and timeliness


17-18


Corporate Services: 77.70% 73.68% 78.94% 78.43% 77.92% 71.42% 82.40%

E&T: 70.24% 60.00% 61.19% 61.76% 74.10% 87.50% 71.83%

Growth: 70.24% 0.00% 50.00% 50.00% 35.29% 0.00% 71.83%

Adult Services: 76.53% 94.44% 78.04% 70.00% 70.12% 50.00% 83.30%

Children's Services: 82.02% 84.62% 68.42% 76.19% 76.47% 70.00% 82.73%

Public Health: 76.53% 94.44% 78.04% 70.00% 70.12% 100% 83.30%

WBC: 75.30% 74.11% 69.89% 70.92% 72.82% 70.83% 76.42%

Customer

2019/20 2020/21

The wait time during quarter 1 is under target with an average of 191 seconds (3 minutes, 11 seconds), which is a very slight increase from quarter

4 (189 seconds) but a 137 second decrease from quarter 1 last year (328 seconds). The Contact Centre has taken 94% of COVID 19 related calls and

helped train volunteers and redeployed staff.

Call volumes are higher due to priority calls for customers with higher supported needs during the pandemic, taking Social Care First response

calls and also fronting the emergency contact related shielding calls.

The Contact Centre has maintained an outstanding performance throughout COVID 19. Work also continues on the transition to New Council

Office project and continued work on Warrington 20:20.

WBC: There have been 57 all stages complaints at quarter 1 (Apr - Jun), 70.83% of valid* complaints were responded to within timescale, which is

lower/worse than the target of 76.42%. All complaints are from members of the public (100%). The majority of complaints relate to Adult Social

Care Provision.

Corporate Services: There have been 8 all stages complaints at quarter 1 (Apr -Jun), 71.42% of valid* complaints were responded to within

timescale, which is lower/worse than the target of 82.4%. All complaints are from members of the public (100%) and mostly relate to Council Tax.

Environment & Transport: There have been 16 all stages complaints at quarter 1, (Apr - Jun). 87.50% of valid* complaints were responded to

within timescales, which is higher/better than the target of 71.83%. All complaints are from members of the public (100%). The majority of

complaints are related to highways and environment.

Growth: There have been 2 all stages complaints at quarter 1, (Apr - Jun). 0% of valid* complaints were responded to within timescales, which is

lower/worse than the target of 71.83%. All complaints are from members of the public (100%).

Adult Services: There have been 14 all stages complaints at quarter 1, (Apr - Jun). 50% of valid* complaints were responded to within timescales,

which is lower/worse than the target of 83.30%. All complaints are from members of the public (100%). The majority of complaints relate to Adult

Social Care Provision.

Children’s Services: There have been 13 all stages complaints at quarter 1, (Apr - Jun). 70% of valid* complaints were responded to within

timescales, which is lower/worse than the target of 82.73%. All complaints are from members of the public (100%) and mostly relate to Children in

Need.

Public Health: There have been 3 all stages complaints at quarter 1, (Apr - Jun). 100% of valid* complaints were responded to within timescales,

which is higher/better than the target of 83.30% All complaints are from members of the public (100%) and mostly relate to Housing.

393

566

256291

328

445 428

189 191

0

100

200

300

400

500

600

Q1

18

/19

Q2

18

/19

Q3

18

/19

Q4

18

/19

Q1

19

/20

Q2

19

/20

Q3

19

/20

Q4

19

/20

Q1

20

/21

Telephony - Average Speed of Answers

Actual

Target

0%

20%

40%

60%

80%

100%

CorporateServices

E&T Growth AdultServices

ChildrensServices

Public Health WBC

Complaints Responded to Within Timescale (%)

Corporate Services E&T Growth Adult Services

Childrens Services Public Health WBC

163

2020/212019/20

Average Days lost per FTE to Sickness Absence


18-19


Corporate Services: 8.85 9.24 8.63 8.65 8.75 9.23

E&T: 15.87 16.38 15.80 15.82 14.98 14.20

Growth: 15.87 11.57 12.00 9.03 8.13 7.93

ASC: 12.43 13.88 15.31 16.22 16.69 21.52

CS: 12.43 13.88 15.31 16.22 16.69 16.74

PH: 12.43 13.88 15.31 16.22 16.69 10.16

WBC: 12.48 13.33 13.84 14.23 14.29 14.05 12.00

2019/20 2020/21

Trend

Sickness figures include COVID related absence.

WBC: The average days lost to absence at the end of the quarter was 14.05 per person. This was an increase from 13.44 in the previous year.

70% was as a result of long term absence.

The directorate breakdown for the average days lost to absence at the end of the quarter is:

Corporate Services: 9.23 days per person. This is a decrease from 9.26 in the previous year. 58% was as a result of long term absence.

Environment & Transport (E&T): 14.20 days per person. This was a decrease from 16.38 in the previous year. 70% was as a result of long term

absence.

Growth: 7.93 days per person. This was a decrease from 11.57 in the previous year. 60% was as a result of long term absence.

Adult Services: 21.52 days per person. This was an increase from 18.76 in the previous year. 73% was as a result of long term absence.

Public Health: 10.16 days per person. This was an increase from 9.78 in the previous year. 67% was as a result of long term absence.

Children’s Services: 16.74 days per person. This was an increase from 11.83 in the previous year. 77% was as a result of long term absence.

People

0

5

10

15

20

25

CorporateServices

E&T Growth ASC CS PH WBC

Average days lost per FTE to sickness absence

164

2020/212019/20

Agency spend as a % of total salary


18-19


Corporate Services: 0.99% 0.84% 1.08% 0.95% 0.89% 0.91%

E&T: 3.96% 0.38% 2.38% 2.75% 2.77% 1.11%

Growth: 3.96% 4.87% 10.99% 9.98% 9.71% 1.23%

ASC: 2.73% 1.24% 2.48% 2.70% 2.52% 0.17%

CS: 2.73% 1.24% 2.48% 2.70% 2.52% 5.69%

PH: 2.73% 1.24% 2.48% 2.70% 2.52% 0.56%

WBC: 2.7% 1.0% 2.18% 2.40% 2.30% 1.24% 3.3%

Increasing percentage of Apprenticeship Levy used


18-19


50.0% 46.0% N/A 47.0% 55.0% 49.0% Trend

At the end of quarter 1, 49% of the levy was spent. 6% was spent by schools and 20% was in Families & Wellbeing.

All quarter 1 figures relate to April - May.

WBC: The quarter 1 outturn is 1.24%. At present the figure is below the target of 3.3%.

The directorate breakdown is:

Corporate Services: The quarter 1 outturn is 0.91%. At present the figure is below target .

Environment & Transport (E&T): The quarter 1 outturn is 1.11%. At present the figure is below the corporate target.

Growth: The quarter 1 outturn is 1.23%. At present the figure is below the corporate target .

Adult Services: The quarter 1 outturn is 0.17%. At present the figure is below the corporate target.

Public Health: The quarter 1 outturn is 0.56%. At present the figure is below the corporate.

Children’s Services: The quarter 4 outturn is 5.69%. At present the figure is below the corporate target.

Trend

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Q1

18

/19

Q2

18

/19

Q3

18

/19

Q4

18

/19

Q1

19

/20

Q2

19

/20

Q3

19

/20

Q4

19

/20

Q1

20

/21

High percentage of Apprenticeship Levy used

Corporate

0

1

2

3

4

5

6

CorporateServices

E&T Growth ASC CS PH WBC

Agency spend as % total salary

165

2020/212019/20

Number of FOIs and response times (Directorate & Corporate)

Delivering our strategy18-19 (Q4) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target

Corporate Services: 94.6% 86.7% 88.2% 87.8% 85.4% 87.0%

E&T: 69.0% 60.6% 70.5% 65.0% 62.2% 76.9%

Growth: 69.0% 62.5% 83.3% 78.8% 80.4% 83.3%

Adult Services: 92.6% 85.1% 87.2% 84.9% 76.9% 88.9%

Public Health: 92.6% 85.1% 87.2% 84.9% 88.5% 100.0%

Children's Services: 97.6% 90.6% 88.2% 87.3% 88.2% 87.9%

WBC: 90.6% 80.4% 84.0% 81.6% 80.5% 87.2%

WBC: 87.2% of FOIs have been responded to within timescale during the period April to June 2020. Since April we have received 234 FOI requests.

This is lower than previous quarter (338) and this is lower than quarter 1 last year (313).

The directorate breakdown is:

Corporate Services: 87% of FOIs were answered within timescales during the period April to June 2020, corporate services received 65 FOI

requests during quarter 1, which is lower than the previous quarter (86) and lower than quarter 1 last year (90).

Environment & Transport (E&T): 76.9% of FOIs were answered within timescales during the period April to June 2020, E&T received 41 FOI

requests during quarter 1 which is lower than the previous quarter (82) and lower than quarter 1 last year (80).

Growth: 83.3% of FOIs were answered within timescale during the period April to June 2020, Growth received 9 requests during the quarter 1

which is lower than the previous quarter (23) and higher than quarter 1 last year (7).

Adult Services: 88.9% of FOIs were answered within timescales during the period April to June 2020, Adult services received 17 requests during

the quarter 1 which is lower than the previous quarter (20) and lower than quarter 1 last year (76).

Public Health: 100% of FOIs were answered within timescales during the period April to June 2020, Public Health received 36 requests during the

quarter 1 which is lower than the previous quarter (66) and lower than quarter 1 last year (76).

Children’s Services: 87.9% of FOIs answered within timescales during the period April to June 2020, Children's Services received 66 requests

during the quarter 1 which is higher than the previous quarter (63) and higher than quarter 1 last year (64).

The complexity of FOI's continue to be an issue which is increasing the time spent collating responses.

2020/21

95%

Governance

2019/20

0%

20%

40%

60%

80%

100%

CorporateServices

E&T Growth Adult Services ChildrensServices

Public Health WBC

FOI's Responded to in Within Timescale (%)

Corporate Services E&T Growth Adult Services Childrens Services Public Health WBC

166

Agenda Item 11


Councillor H Mundry, Cabinet Member, Transportation, Highways and Public Realm

Director:

David Boyer, Environment and Transport


Alan Dickin, Transport Planning and Development Control Manager

Contact Details:


Telephone: 01925 442685


Councillors J Hart, D Price and T Williams – Great Sankey North & Whittle Hall Councillors L Dirir, G Fellows and D Keane – Penketh & Cuerdley

TITLE OF REPORT: OMEGA LOCAL HIGHWAYS PHASE 2B – CONSTRUCTION CONTRACT

AWARD

1. PURPOSE 1.1 To update Cabinet Members on the progress to date in delivering this investment in

the highway network to the west of the borough.

1.2 To set out the sources of the funding for the project. 1.3 To seek authority to award the construction contract for the Omega Local Highways

Phase 2B project. 1.4 To advise Members of the outcome of the recent procurement exercise undertaken

for the construction contract. 1.5 To recommend and seek approval for acceptance of the tender for the construction

works believed to offer best value for this work to be undertaken and to enter in to the construction contract.

167


Agenda Item 11

2. CONFIDENTIAL OR EXEMPT 2.1 Part 2 of the report (agenda item 12) is to be considered as a Part 2 item being

exempt by virtue of category 3 Local Government Act 1972, schedule 12A. 3. INTRODUCTION AND BACKGROUND 3.1 Omega Local Highway Phase 2B is a highway improvement to a key junction on the

highway network serving West Warrington, located at the junction of the A57 Liverpool Road with Lingley Green Avenue.

3.2 The Phase 2B scheme forms one part of the wider strategy for investment in the highways infrastructure in the West of Warrington and supports development sites that are now well established in the area. A report to April 2018 Executive Board set out the wider programme for this investment in highways and transportation infrastructure, its funding make up, together with approving an enabling budget to fund pre construction stages.

3.3 The project centres around the enlargement of an existing traffic signal controlled junction to provide additional capacity to the highway network. The proposals also include improvements to the existing pedestrian and cyclist facilities at this location. Please see Appendix A for the final scheme layout plan.

3.4 A public consultation on the proposals was undertaken in early 2018 the results of which are contained in Section 9 of this report.

3.5 The scheme is fully aligned with the transport strategy set out in Local Transport Plan

4, with the aims of the scheme fully supporting the following strategy objectives:

• Reduce Traffic Congestion • Develop a resilient and efficient transport network that supports the town’s

growth • Provide people with a choice about how they travel for each journey • Encourage healthier lifestyles by increasing day to day activity • Improve safety for all highway users

3.6 The improvements also play an important role in supporting the boroughs economic

growth, as evidenced by the significant scheme funding in place from Cheshire and Warrington Local Enterprise Partnership in the form of an award of Local Growth Fund monies and DfT National Productivity Investment Funding. Table 1 below outlines the projected economic benefits that the programme of Omega Local Highways investments will help to deliver:

168

Agenda Item 11

Table 1: Economic benefits

Investment Scheme will support the delivery of:

Omega Local Highways

Over 1,500 new homes at Omega, Lingley Mere and adjacent development sites Over 12,000 new jobs at Omega as well as supporting access to existing employment. The remaining commercial development within Omega, Lingley Mere and Gemini Retail sites. Increased resilience, reliability and hence journey time improvements of the highway network specifically around West Warrington. Reduced pedestrian and cyclist severance between the emerging Omega residential sites and the surrounding communities.

3.7 In addition to the economic benefits listed above, it is anticipated that the council

would benefit from increased council tax and business rate returns as a result of the significantly improved transport network stimulating development and investment in the area.

3.8 The funding for the project is set out in Section 7 of this report. 4. SCHEME DEVELOPMENT AND PROGRAMME

4.1 Following the approval of the report to the Executive Board in April 2018 Officers have delivered all of the required stages to reach the point of a construction contract award, notably:

• Further model testing to optimise the scheme benefits with re-design of proposed alignments to remove the need to divert services and hence generate a cost saving.

• Initial design informing a public consultation process and obtaining a Certificate of Lawful Development.

• Detailed design.

• Promoting a Highways Compulsory Purchase Order process for the project to enable all necessary land and rights assembly, which was concluded in January 2020 with all interests acquired via this and negotiation.

• Co-ordinating and delivering a series of advance statutory undertakers diversions.

169

Agenda Item 11

• Procurement of the main construction contract as set out in this and the associated Part 2 agenda item, alongside other non-key decision works required to successfully deliver the project on site.

4.2 A summary of the key milestones contained within the project are detailed in Table 2.

Table2: Summary of Key Milestones

Activity / Task / Description Key Milestones Advance statutory undertaker’s diversions

May - October 2020

Cabinet – approval to award

14 September 2020 *

Main contract award

September 2020

Main contractor mobilisation to site commences

October 2020

Construction commences

October 2020 (duration circa 18-20 weeks)

Practical completion

March 2021

* Note: A report was submitted and approved by Cabinet in January 2020 relating to this scheme, due to the COVID 19 pandemic, the contract was never officially awarded and the validation period has now expired. This report supersedes the January report (decision reference no. CAB 127).

5. PROCUREMENT AND LEGAL 5.1 A tender was progressed through The Chest via a select list as the procurement route

for these works.

5.2 The tender was advertised on The Chest and contractors were invited to tender against the detailed design specification via a mini competition process. A total of six compliant tender prices were received.

5.3 Received tenders were evaluated against the ability of the contractors to meet the stringent quality specifications. Those tenders in compliance with these requirements were then evaluated in terms of a 60% quality/40% price split. Details of the priced tenders are provided in the Part Two report.

5.3 It is proposed to appoint the highest scored tender following the price/quality split

evaluation (Tenderer C) to carry out the construction the works.

5.4 Further procurement has been undertaken to secure preferred suppliers for other elements of the construction work (including traffic signals and street lighting), however all of these fall under the £250k Cabinet threshold for approval.

170

Agenda Item 11

6. FINANCIAL CONSIDERATIONS 6.1 Total costs for the project are as highlighted in Table 3.

Table 3: Scheme cost breakdown

Activity Associated Costs (rounded to nearest £1000)

Surveys, Consultations & Initial Design £ 62,000 Construction £ 1,040,000 Statutory Undertaker plant diversions £ 415,000 Property acquisitions £ 262,000 WBC Professional Fees £ 140,000 Miscellaneous £ 15,000 Risk Allowance £ 416,000

TOTAL: £ 2,350,000 6.2 Therefore the estimated cost to complete all of the scheme works inclusive of a risk

allowance for the construction phase is £ 2.350m. 6.3 Previously, all of the funding for these improvement works was secured via a report

to the Executive Board in April 2018 and has been placed in the Council’s capital programme and hence is included in the Medium Term Financial Plan. This funding package is shown in Table 4 below;

Table 4: Scheme funding breakdown

Activity Funding (£) DfT National Productivity Investment Fund

£ 1,270,000

WBC Capital Programme £ 1,080,000

TOTAL £ 2,350,000 Since April 2018, additional funding has been sourced from the Cheshire and Warrington LEP as part of a wider West Warrington Package of works. The updated funding package is broken down in Table 5 below. Table 5: New Scheme funding breakdown

Activity Funding (£) DfT National Productivity Investment Fund

£ 1,270,000

Local Enterprise Partnership £985,000 WBC Capital Programme £ 95,000

TOTAL £ 2,350,000

171

Agenda Item 11

6.4 As such noting the projected total out turn costs shown in Table 3 and budget

secured as set out in Table 5, it is proposed to move to awarding the construction contract and commissioning all of the necessary advance enabling works and remaining statutory undertakers diversions required to successfully deliver the project.

7. RISK ASSESSMENT 7.1 A risk assessment has been carried out and risks have been built into the quantified

budget cost. Risks of this construction project have been minimised by the programming of the works to manage the constraints of other construction projects progressing throughout the area, including known ongoing works linked to the development of the Omega site itself. Programming of the construction works will be managed to minimise disruption to the local community.

7.2 The total value of risk allowance for the project’s remaining advance works, statutory

undertaker’s diversions and subsequent main construction phase is £416k. 8. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 8.1 This project will enhance the street scene, improve pedestrian facilities and

contribute towards addressing one of the key congestion hot spots within the borough as set out in the Council’s Local Transport Plan.

8.2 An Equality Impact Assessment is not required in this instance. 9. CONSULTATION 9.1 Proposals for junction improvements at Liverpool Road/Lingley Green Avenue were

consulted on in February and March 2018. 9.2 The consultation was promoted to the general public via several channels including; a

targeted information leaflet drop to residents in the vicinity of the proposed improvements and email to stakeholders including ward councillors, government and non-government agencies. In addition to the dissemination of information described above, three drop-in exhibition style events were held where Council officers were available to answer questions. The results of this consultation were as follows:

• 55 members of the public attended the events that were held in Lingley Mere

Food Hall and the Tim Parry Community Centre. The majority of people who attended the events were in support of the improvements.

• A feedback form was made available both online and in paper format to obtain formal responses from consultees- 78% of respondents were in support of the scheme.

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Agenda Item 11

A copy of the consultation report is available online in the following location: https://www.warrington.gov.uk/omega-local-highways

9.3 Scheme notifications will be undertaken throughout the construction phase with

scheme boards and advance works notifications being displayed to inform the travelling public of the progress of the works and any forthcoming traffic management restrictions.

9.4 Similarly, and has worked effectively on other similar transportation projects, the

project team will be responsible for regularly updating all registered stakeholders via a variety of mediums including email, letter and media releases where appropriate.

10. REASONS FOR RECOMMENDATION 10.1 Contract Procedure Rule CR60 requires Cabinet to approve tenders greater than

£250,000. The values associated with the various levels of funding, agreements and contract awards for which approval is sought is above this figure.


(i) Note the proposed scope and timescales to deliver the project. (ii) Approve the funding package and the overall budget for the scheme. (iii) Give delegated approval to the Director of Environment and Transport,

following consultation with the Director of Corporate Services and Director of Law and Governance and Monitoring Officer to the Council and the Cabinet Member, Transportation, Highways and Public Realm to award and enter the construction contract for the Omega Local Highways Phase 2b project to Tenderer C, as outlined in the report contained in the Part 2 agenda.

(iv) Authorise the Director of Law and Governance to enter into all necessary

documents to complete all aspects of the matter in accordance with the above delegations and the proposals contained in the Part 2 report.


Priority Transport Infrastructure, West Warrington Programme – Update and Enabling Works Funding, Executive Board Report – April 2018

Contact for Background Papers:

Name E-mail Telephone Lindsey MacDonald [email protected] 01925 442317

173

https://www.warrington.gov.uk/omega-local-highways


Agenda Item 11

174

Agenda Item 11

APPENDIX A

OMEGA LOCAL HIGHWAYS PHASE 2b

LAYOUT

175

Agenda Item 11

176

*

*

*

*

*

*

*

*

*

*

*

*

*

*

Scales

e-mail

Drawing No.

Date:Revision DetailsRevn. Chk byRev by

Phase / Revision

AutoCAD File Ref:

Project

Drawing Title

Drawn by

Approved by Telephone

Fax Sheet ofDate 01925 44

NOTES

01925 44

T17-022-100-01- GA.dwg

New Town House, Buttermarket Street, Warrington WA1 2NH

Environment and Transport Directorate

Omega Local Highways

Phase 2B

General Arrangement

T17-022-100-01 T/A

1:500 @ A1

1 1

Laura Andrews

Paul Lawrenson

Nov 2019

[email protected]

2833

3255

Ó Crown copyright and database right

Ordnance Survey 100022848.

2019.

KEY

1. Do not scale from this drawing.

2. All dimensions are in metres unless stated otherwise.

3. This drawing is to be read in conjunction with all relevant drawings and

specifications.

4. All setting out to be agreed with the Overseeing Organisation.

PROPOSED FLEXIBLE PAVEMENT

PROPOSED FLEXIBLE FOOTWAY/ SHARED USE FOOTWAY- CYCLEWAY

450 x 450 x 70mm PRECAST CONCRETE TACTILE PAVING (BLISTER-

COLOUR RED)

400 x 400 x 50mm PRECAST CONCRETE HAZARD WARNING CORDUROY

PAVING

PROPOSED HFSD BUFFER STRIP (WIDTH VARIES)

PROPOSED GLASDON REBOUND BOLLARD

PROPOSED TRAFFIC SIGN

PROPOSED PEDESTRIAN GUARDRAIL

TYPE 4S 100mm DIA. DUCTING

400 x 400 x 50mm PRECAST CONCRETE TRAMLINE PAVING

PROPOSED FOOTWAY/ CYCLEWAY BOLLARD

*

DRAWPIT INSPECTION CHAMBER (600mm X 600mm)

PAVEMENT JOINT BOX AND CARRIAGEWAY LOOP BOX

TRAFFIC SIGNAL CONTROLLER AND FEEDER PILLAR

STRAIGHT SIGNAL POLE WITH A RS115 NAL UNIT

PJB

CLB

LOOPS



SWAN NECK SIGNAL POLE WITH A RS115 NAL UNIT

STUB SIGNAL POLE WITH A RS115 NAL UNIT

PRECAST CONCRETE KERBING

PROPOSED PRECAST CONCRETE EDGING

PROPOSED PRECAST CONCRETE DOUBLE KERBING ARRANGEMENT

PROPOSED PEDESTRIAN DETERENT PAVING

GRASS VERGE

Use of the Information is at your own risk and are provided on an "AS IS" and

"AS AVAILABLE" basis without any representation or endorsement made and

without warranty of any kind whether express or implied, including but not

limited to the implied warranties of satisfactory quality, fitness for a particular

purpose, non-infringement, compatibility, security and accuracy.

The Information provided by Warrington Borough Council (“the Council”) is for

use by the recipient only, unless otherwise confirmed in writing by the Council.

To the extent permitted by law, the Council will not be liable for any indirect or

consequential loss or damage whatsoever (including without limitation loss of

business, opportunity, data, profits) arising out of or in connection with the use,

sharing with third parties or re-production of the Information provided.

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177

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Trigger Pond

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45

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17

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68

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31

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5

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16

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38

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58

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posts

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The

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(PH)

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Nursery

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HILARY CLOSE

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18.6m

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PYECROFT

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CLOSE

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Mast

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SHANKLIN CLOSE

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6a

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