item no. 9.1 report of: chief executive contact officer: r
TRANSCRIPT
ITEM NO. 9.1
Report of: Chief Executive Contact Officer: R. Lamond Telephone No: 01543 464598 Portfolio Leader Corporate
Improvement Key Decision: No
Report Track: Scrutiny Committee 6/10/14
SCRUTINY
6th OCTOBER 2014
QUARTER 1 PERFORMANCE REPORT 2014/15
1 Purpose of Report
1.1 The purpose of this report is, in accordance with Scrutiny Committee’s Terms
of Reference, to advise Members on the progress of the Council during Quarter One 2014/15 in respect of the Priority Outcomes as set out in the Corporate Plan 2011-14 and the supporting Priority Delivery Plans (PDPs) for 2014/15.
2 Recommendations
That Scrutiny
2.1 Note the performance information and the case studies relating to PDPs as detailed at Appendices 1-8
2.2 Notes the actions and indicators which are rated Red or Amber and the associated commentary/remedial action proposed by the Lead Officer, and determines whether any further information or explanation is required to assist Members in their Scrutiny function.
2.3 Note the General Fund financial performance against budget for the first Quarter at Appendix 9.
3 Key Issues and Reasons for Recommendation
3.1 Information for performance actions, indicators and case studies 2014/15 is included for relevant items in Appendices 1 to 8. The overall rankings for each Portfolio area are detailed in Section 5 below, indicating that 84.6% of targets have been achieved during the first quarter of 2014/15. The recommendations reflect that this performance and any subsequent rescheduling are noted.
ITEM NO. 9.2
4 Relationship to Corporate Priorities
4.1 This report supports the Council’s Corporate Priorities as follows:
The indicators and actions contribute individually to the Council’s Priority Outcomes as set out in the Corporate Plan 2011-14 and each of the Priority Delivery Plans for 2014/15.
5 Report Detail
5.1 The Council’s Priority Delivery Plans (PDPs) for 2014/15 were approved by Cabinet on 30th January 2014. To reflect the Priority Outcomes set out in the Council’s Corporate Plan 2011-14, individual PDPs have been developed for 2014/15 for each of the 4 priorities, namely:
• People – Active and Healthy Lifestyles.
• Place – Improved Living Environment.
• Prosperity – Economic Resilience.
• Transformation – Changing the way services are provided to ensure value for money
It was agreed by members that these plans would be subdivided into Cabinet Portfolio Delivery Plans, namely:
• Corporate Improvement
• Crime and Partnerships
• Culture and Sport
• Economic Development and Planning
• Environment
• Health and Wellbeing
• Housing
• Town Centres
5.2 This section of the report summarises the ratings for the relevant actions and indicators in the PDPs during Quarter one 2014/15. The actions and indicators, described in further detail in each of the annexes, are rated using the Red Amber Green system as below.
ITEM NO. 9.3
RED
AMBER
GREEN
The action failed to meet the target
for the stated quarter
The action has made some
progress towards achieving target.
The action has achieved target for the stated
quarter
5.3 From a total of 78 actions and indicators reported in the first Quarter, 66 (84.6%) have been rated Green. The overall total for all indicators and actions reported in Quarter 1 across all eight Cabinet Portfolios is illustrated in the table below.
ACTIONS
RED AMBER GREEN NO
RATING
Corporate
Improvement 4
100%
0
0%
0
0%
0
0%
Crime and
Partnerships
0
0%
0
0%
1
100%
0
0%
Culture and
Sport
2
15.4%
0
0%
11
84.6%
0
0%
Economic
Development
and Planning
0
0%
0
0%
0
0%
0
0%
Environment 0
0%
1
14.3%
6
85.7%
0
0%
Health and
Wellbeing
0
0%
0
0%
2
100%
0
0%
Housing 0
0%
0
0%
6
100%
0
0%
Town Centres 0
0%
0
0%
2
100%
0
0%
TOTAL RATINGS
IN ALL PDPS FOR
QUARTER 1
6
16.7%
1
5.6%
28
77.7%
0
0%
ITEM NO. 9.4
The Table below shows the combined ratings for Quarter 1.
6 Implications
6.1 Financial
There are no direct financial implications arising from the report.
The financial management of the PDPs is standard in accordance with Financial Regulations and any measure to address a performance shortfall as reflected in a PDP report will require compensatory savings to be identified in
INDICATORS
RED AMBER GREEN NO
RATING
Corporate
Improvement 0
0%
1
25%
2
50%
1
25%
Crime and
Partnerships
0
0%
0
0%
2
100%
0
0%
Culture and
Sport
0
0%
0
0%
6
100%
0
0%
Economic
Development
and Planning
0
0%
1
20%
4
80%
0
0%
Environment 0
0%
0
0%
11
91.6%
1
8.4%
Health and
Wellbeing
0
0%
0
0%
2
100%
0
0%
Housing 1
10%
0
0%
9
90%
0
0%
Town Centres 0
0%
0
0%
2
100%
0
0%
TOTAL RATINGS
IN ALL PDPS FOR
QUARTER 1
1
2.3%
2
4.7%
38
88.3%
2
4.7%
RED AMBER GREEN NO
RATING
Total Ratings
7
8.9%
3
3.9%
66
84.6%
2
2.6%
ITEM NO. 9.5
the current year and be referred to the Delivering Change Process for additional resources in future years.
6.2 Legal
None.
6.3 Human Resources
None.
6.4 Section 17 (Crime Prevention)
Direct actions which the Council is taking with regard to Section 17 (Crime Prevention) are detailed in the annexed PDP performance reports.
6.5 Human Rights Act
None.
6.6 Data Protection
None.
6.7 Risk Management
The strategic risks relating to the delivery of the Corporate Plan and PDPs have been identified and are included in the Strategic Risk Register, which is monitored and managed by Leadership Team and is reported to the Audit & Governance Committee.
6.8 Equality & Diversity
The Performance Reporting process by which the actions and indicators established by the Council to achieve its Priority Outcomes has been the subject of an Equality Impact Assessment, and in conclusion most considerations within the assessment are not applicable. However those items that have been identified as relevant are considered to be of neutral impact, and therefore the outcome of the assessment is that no change to the process is required.
6.9 Best Value
The Council’s Corporate Plan 2011-2014 and the Priority Delivery Plans 2014/15 include targeted actions which will contribute to promoting community engagement and Best Value within the District.
ITEM NO. 9.6
7 Appendices to the Report
Appendix 1
Performance information for the Corporate Improvement Delivery Plan
Appendix 2
Performance information for the Crime and Partnerships Delivery Plan
Appendix 3
Performance information for the Culture and Sport Delivery Plan
Appendix 4
Performance information for the Economic Development and Planning Delivery Plan
Appendix 5
Performance information for the Environment Delivery Plan
Appendix 6
Performance information for the Health and Wellbeing Delivery Plan
Appendix 7
Performance information for the Housing Delivery Plan
Appendix 8 Appendix 9
Performance information for the Town Centres Delivery Plan Financial Summary
Previous Consideration
Background Papers Corporate Plan 2011/14 Report to Council, 6th April 2011
Priority Delivery Plans 2014/15 Report to Cabinet, 30th January 2014
Performance Reporting Process Equality Impact Assessment, July 2012
ITEM NO. 9.7
APPENDIX 1
What we said we’d achieve in 2014/15
Priority Outcome: Transformation – Changing
the way services are provided to ensure value
for money
Corporate Improvement
Quarter 1
How are we doing so far?
We said we would: Improve public service delivery through
encouraging greater collaboration, closer working with partners
and breaking down silos (both internal and external) By:
Development of a partnership concordat
The concordat is currently on hold pending the appointment of
a new Chief Executive at Staffordshire County Council.
Development of an action plan to support the delivery of this As above, the action plan is currently on hold
Office Accommodation – support the move of Partners into
CCDC Civic Centre
Accommodation moves have been delayed whilst awaiting a
formal decision from Police & Crime Commissioner. Having
received formal notice that the Police will not be moving into
the Civic Centre, discussions are progressing with other
interested partners.
Office Accommodation – development of combined reception
service for all organisations operating from CCDC civic centre
As above, the combined reception service has been on hold
pending the PCC decision. Plans are now being developed to
review reception facilities in line with accommodation partners.
ITEM NO. 9.8
APPENDIX 1
As Performance Measures:
Percentage of inbound calls answered by the Contact Centre
Annual Target: 90%
Q1 outturn = 92.6%
Reception footfall
NB This measure is being recorded during 2014/15 to establish a
benchmark for future years, and therefore does not include an
annual target.
The average daily footfall for Customer Services in the Civic
Reception is 160.7 visits.
NO
RATING
We said we would: Improving the image and perception of the
Council as a service provider and as an organisation to work for By:
Roll-out of the Council’s revised values across the organisation
The Values have been finalised by Leadership Team but need
to be approved by Cabinet before they can be rolled out
across the Council. This will be done in Quarter 2
As Performance Measures
Increase in Social Media followers Twitter followers: 4919 on 30/06/2014, an increase of 6.88% from
previous quarter and 39.6% on baseline (31st March 2013)
Facebook followers: 1120 on 30/06/2014, an increase of 3.89%
on previous quarter and 14.75% on baseline (31st March 2013)
Positive Media Coverage
69.08% of the media coverage was positive in this quarter. This
is a decrease from the previous quarter (80.18% positive media)
however there is no increase in negative coverage (this
accounts for 0.4% of coverage during quarter 1). The number of
negative articles is exactly the same as the previous quarter (1)
however there has been an increase in the number of neutral
articles which thereby decreases the percentage of positive
articles as an percentage of overall coverage.
ITEM NO. 9.9
APPENDIX 2
What we said we’d achieve in 2014/15
Priority Outcome: Place – Improved Living
Environment
Crime and Partnerships
Quarter 1
How are we doing so far?
We said we would: Lead the delivery of the Community Safety
Partnership outcome ‘increasing assurance within the community
By:
Communicate the outcomes of community safety projects to
assure the community -Spring project
World Cup Anti-Domestic Abuse Campaign To link in with this year’s FIFA World Cup, the LSP has been running a campaign surrounding domestic abuse, led by the Partnership Team. The primary aim of the campaign was to achieve an increase in the number of perpetrators/potential perpetrators of domestic abuse in the District who approached ‘Respect’ for support to help change their behaviour compared to the same period in 2013. Respect is an organisation who offer advice, information and support to help perpetrators stop being violent and abusive towards their partners. The secondary aim of the campaign was to achieve a 10% increase in the number of signatories to the National Real Man Pledge. This pledge states that Real Men don't hit, hurt, abuse or control the ones they love. Wolverhampton Wanderers FC and Hednesford Town FC supported the campaign and players from both teams featured heavily in the artwork in an attempt to increase interest and exposure. The campaign ran from 6th June to 18th July and used several promotional streams in order to deliver the message. This included beer mats, snap bands, wrist bands and posters which were displayed in licensed premises and GPs surgeries around the district, stickers which were applied to takeaway boxes and the use of plasma
ITEM NO. 9.10
APPENDIX 2
screen messages in public settings. A large outdoor banner was also on view in Cannock Town Centre. In addition, the campaign received a press release and a section on the Council’s website whilst specifically targeted Facebook and Twitter updates were posted on a daily basis, the largest of which reached an audience of 104,298 people. A full evaluation of the campaign is scheduled for September.
As Performance Measures:
Percentage of people who feel safe in their local area during
the day – Target 98%
Wave 14 Feeling the Difference results = 98%
Percentage of people who feel safe in their local area after
dark – Target 80%
Wave 14 Feeling the Difference results = 77%
There hasn’t been another round of Feeling the Difference since
the last reporting period so the figure provided relates to the
most recent survey available.
ITEM NO. 9.11
APPENDIX 3
What we said we’d achieve in 2014/15
Priority Outcome: People – Active and Healthy
Lifestyles
Culture and Sport
Quarter 1
How are we doing so far?
We said we would: Manage and monitor the delivery of the culture and leisure services contract
By:
Manage and monitor the delivery of the WLCT contract through
monthly contract meetings and quarterly performance reports. 3 monthly Contract Meetings have been held during Quarter 1
Produce performance reports WLCT continue to produce monthly performance scorecards to track progress against key indicators and Q1 Performance is on track to be reported to Cabinet in September 2014.
Provide activities targeted at: WLCT continue to provide activities for the following groups:-
(a) Those with health needs
(b) Older People
(c) Young People
As Performance Measures:
Number of Default Notices Issued
No Default Notices have been issued during the first Quarter
Level of WLCT investment in facilities and services There is no contracted investment required this year although WLCT are looking to make additional investment into new fitness equipment at Chase Leisure Centre during Q2, subject to a robust business case.
ITEM NO. 9.12
APPENDIX 3
Number of attendances at targeted activities for those with
Health Needs The number of attendances to activities for those with health needs during the first quarter is 2,240 against a target of 2,000
Number of attendances at targeted activities for the over 60’s
The number of attendances to activities for over 60’s during the first quarter is 174 against a target of 150
Number of attendances at targeted activities under 18’s
The number of attendances to activities for under 18’s during the first quarter is 5,481 against a target of 4,000
% increase in annual attendances at all culture and leisure
facilities and services During Q1 the number of attendances at culture and leisure facilities and services is running at 12% against an annual target of 1%.
We said we would: Encourage investment in sporting and cultural
facilities
To develop a community sport and recreation hub at the former
Stadium Site:
a)To explore and establish funding resource to support the
capital development
A Masterplan for the site is on track to be considered by Cabinet in Quarter 2 (July) and work continues on developing funding strategy to support the development.
To develop proposals for 2nd full size ATP in the district
(Hednesford)
a) To explore and establish funding sources to support capital development
Work continues on developing funding strategy to support the scheme and the securing of planning consent for the intended development may open up other funding opportunities.
ITEM NO. 9.13
APPENDIX 3
b)To identify suitable site An alternative site has been identified for the facilities. An offer to acquire the preferred site and the Heads of Terms have been agreed in principle, subject to planning consent for the development of the site as intended.
c) to prepare and submit planning application
An Architect/Consultant has been appointed and design works commenced in April to prepare and submit a planning application for the site. Planning Application is on track to be submitted by the end of Q2 as planned
To develop new mining gallery at the museum:
To complete development and open to the public
The mining gallery was completed and opened to the public in April with the formal opening taking place towards the end of Quarter 1 (June) as planned.
We said we would: To develop provision of burial space within the district
To develop Stile Cop Cemetery (Phase 2):
a) To commence development
Other than some minor preparatory works being completed on site, the start of the development has been delayed. The main reasons for the delay are as follows:
� The development of the specification for the capital works has taken longer to complete than estimated following additional access requirement required by the Highways Department.
� Officer’s have also been required to undertake work on the HLF Hednesford Park Project and other projects.
A remedial plan with the revised key milestones are set out below:
� Specification for the works to be issued – Q2 � Tender, Evaluation and Appointment – Q3 � Start on site (weather permitting) – Q4
ITEM NO. 9.14
APPENDIX 3
To progress the provision of additional burial space south of
AONB
a) To identify a suitable site
A possible suitable site has been identified and drainage and other suitability tests are currently continuing to establish the feasibility of this site.
b) To submit planning application The submission of the planning application has been delayed as a result of the continued testing. Ongoing discussions to secure the site are continuing Revised key milestones are set out below:
� Submission of Planning Application – Q3 � Planning consent – Q4 � Secure site 2015-16
We said we would: To maintain quality of managed parks provision
To maintain Green Flag accreditation for 4 parks within the
District:
a) Implement Parks Management Plans Management Plans continue to be developed and implemented throughout 2014-15 (taking into account any feedback and findings resulting from Green Flag Inspections)
b) Undergo independent inspections and assessment
Ravenhill Park has been inspected during the first quarter, with
the results expected during the second quarter.
ITEM NO. 9.15
APPENDIX 4
What we said we’d achieve in 2014/15
Priority Outcome: Prosperity – Economic
Resilience
Economic Development and Planning
Quarter 1
How are we doing so far?
We said we would: Increase the employability of the District’s
workforce.
As Performance Measures:
Reduce youth unemployment (18 – 24 year olds) to the County
rate by 2017.
At the end of Q1 (June 2014 data) 3.7% of the local population
aged between 18 and 24 (310 young people) were claiming
JSA. At the end of Q1 in 2013 – 14 (June 2013 data) 6.8% (550
young people) were in receipt of JSA. These figures compare to
County rates of 2.8% (2,025 young people) in June 2014, and
4.8% (3,435 young people) in June 2013. Therefore, over the last
12 months the decline in the youth unemployment rate within
Cannock Chase District has been greater than that for
Staffordshire as a whole.
NB – This measure is to be reviewed by the Economic
Development & Planning Policy Development Committee.
Increase in the Employment Rate of the District’s residents (with
the aim of closing the gap with the regional and GB rates by
2017).
This measure is based upon increasing the employment rate for
the District with the long term aim of matching the Regional
and National (GB) rates. The most recent data (April 2013 –
March 2014) indicates a local rate of 69.0% compared to a
regional figure of 69.3% and a national rate of 71.7%. However,
this data is obtained via the Annual Population Survey which
suffers from low confidence levels when presented at District
level. Therefore, the reliability (approx 8% either side) of the
data is low and should be treated with caution. Applying a 12
month average to partially address the data reliability issue,
gives a local rate of 69.8% compared to a regional rate of
69.1% and a national rate of 71.4%.
ITEM NO. 9.16
APPENDIX 4
We said we would: Facilitate economic growth through job
creation.
As Performance Measures
To secure (through either completion or commencement of
construction) at least 20,000sq m of new commercial floorspace
within the District from April 2013 to March 2015
This measure equates to 2,500 sq m per quarter. At the end of
June 2014, floorspace totaling 8,355 sq m was either completed
or under construction through a number of schemes across the
District since April 2013. Therefore, this target is not currently
being achieved. However, a number of schemes are due to
commence which will ensure that the target will be achieved
by the end of March 2015.
We said we would: Increase the economic, social and
environmental prosperity of the District through sustainable
development.
As Performance Measures
To ensure that at least 70% of major planning applications are
determined within 13 weeks (measured over a two year period).
The national indicator is 60%.
The latest published decision making statistics for the District
show that 100% of major planning applications (2 major
applications) were determined in the Quarter Jan-March 2014.
One of these in less than 13 weeks, and one with an agreed
extension over 13 weeks.
For Quarter Apr-June 2014, 100% (2 major applications) were
determined in less than 13 weeks.
Over a 2 year period over 90% of major applications were
determined within 13 weeks.
To exceed national targets for the quality of decision making on
major planning applications by ensuring that in at least 50% of
planning appeals on all major planning applications, the
Council’s decision to refuse is upheld (measured over a two
year period).
ITEM NO. 9.17
APPENDIX 4
Achieved. Over the last two years no major planning
applications have been refused, and therefore no appeals
have been lodged with the Planning Inspectorate on the
refusal of major planning applications. Thus reflecting the
Council’s positive approach by working proactively with
applicants prior to the submission of planning applications.
ITEM NO. 9.18
APPENDIX 5
What we said we’d achieve in 2014/15
Priority Outcome: Place – Improved Living
Environment
Environment
Quarter 1
How are we doing so far?
We said we would: Provide waste collection services which
encourage recycling By:
Review the options for the future delivery of waste collection
services with effect from 1 April 2015.
Actions so to date/in progress:
• Completion of draft copy of the Staffordshire Waste
Partnership’s Action Plan in relation to Cannock Chase
• Review of the Council’s current waste procedures in
order to inform the Council’s new Waste Policy
Implement the 2014-15 Promotion Programme to increase
recycling and reduce residual waste.
Actions so to date/in progress:
• Carried out leafleting of properties and discussions with
residents in areas of high contamination of dry recycling
and garden and food waste
• Promote the provision of additional dry recycling
capacity to residents
As Performance Measures:
Number of reported missed bin collections:-
• Green bin - Target Average 30/week – Achieved 16/week
• Blue bin - Target Average 15/week – Achieved 6/week
• Brown bin - Target Average 30/week – Achieved 11/week
ITEM NO. 9.19
APPENDIX 5
Dry recycling per household
Target 240 kg per annum
• Performance to date = 64.4 kg
Green waste composting per household
Target 220 kg per annum
• Performance to date = 84.5 kg
Residual waste per household
Target 420 kg per annum
• Performance to date = 108.1 kg
% of household waste recycled
Target = 55.9%
• Performance to date = 57.94%
We said we would: Provide street cleansing services
As Performance Measures:
% of street cleaning which meets the Council’s service standard
Target = 90%
• Performance to date = 96%
% of service requests undertaken within required timescales.
• Collect “road kill” (1 working day).
• Collect syringes (1 working day).
• Cleanse dog fouling (2 working days).
• Remove fly-tipping (3 working days)standard
Target = 95% Performance to Date = All 100%
ITEM NO. 9.20
APPENDIX 5
We said we would: Respond to Environmental Protection
service requests, investigate complaints and take appropriate
action.
As Performance Measures:
Initial response to 95% of service requests within required
timescale.
96% of all service requests responded to within required
timescales
We said we would: Monitor air quality.
Declare the second AQMA by 31st May 2014.
Report on declaration to 21st August Cabinet meeting, then
declaration on 1st September.
Complete a progress report on air quality in the District.
Submitted April 2014
We said we would: Deliver programmed Environmental
Enforcement Actions.
Report on outcomes from 2013/14 Environmental Enforcement
Action Plan.
Due to be reported to Environment PDC in October 2014
As Performance Measures:
Number of required actions in Environmental Enforcement
Action Plan completed.
20 ongoing actions addressed.
ITEM NO. 9.21
APPENDIX 5
We said we would: Manage the Council’s Car Parks
Evaluate the 2013-14 Winter Gritting Programme
• Evaluation reported to Cabinet 17th April 2014
We said we would: Contribute to ensuring good standards of buildings and making safe dangerous structures.
As Performance Measures:
Average number of interventions to ensure building regulation
compliance per project plan assessment or individual site visit
Target maximum 0.7
This is an annual one off target measured in quarter 3
% of reported dangerous structures that are assessed and
course of action determined within 2 whole working days
following receipt of notification
Target 80%
Performance 100%
% of full plans applications that are assessed within 15 working
days of receipt
Target 75%
Performance 95%
We said we would: Improve Countryside Provision
Manage and deliver the High Level Stewardship Plans
High Level Stewardship Plans continue to be managed and
delivered in accordance with agreed
ITEM NO. 9.22
APPENDIX 6
What we said we’d achieve in 2014/15
Priority Outcome: People – Active and Healthy
Lifestyles
Health and Wellbeing
Quarter 1
How are we doing so far?
We said we would: Liaise with various bodies and agencies to
tackle health inequalities across the District
By:
Deliver the Cannock Chase DC actions contained in the Public
Health District Delivery Plan in order to tackle health inequalities
in the District.
Required actions are being delivered.
We said we would: Manage the Public Mortuary and Coroners
Court facilities on behalf of the County Council.
By:
Public mortuary and Coroners Court facilities to be managed in
accordance with the SLA. Performance assessed at monthly
governance meetings.
The mortuary continues to be managed in line with a revised
and updated SLA agreed in 2014.
We said we would: Enforce food hygiene / health and safety
legislation using a risk based approach.
As Performance Measures:
Number of health & safety interventions undertaken in
accordance with national priorities and local intelligence.
17 interventions undertaken during first quarter.
ITEM NO. 9.23
APPENDIX 6
We said we would: Update the Chase Community Partnership
Alcohol Strategy.
As Performance Measures:
Alcohol Strategy action plan to be reviewed quarterly and
updated at end of year.
Action plan has been reviewed and revised, and now includes
input from all required partner organisations.
ITEM NO. 9.24
APPENDIX 7
What we said we’d achieve in 2014/15
Priority Outcome: Place – Improved Living
Environment
Housing
Quarter 1
How are we doing so far?
We said we would: Increase the supply of affordable housing
By:
Progress the redevelopment of the Reema flats on the Moss
Road Estate, Chadsmoor: Formulate detailed scheme
Development partner procured and scheme is progressing.
Detailed scheme is being finalised and full planning application
to be submitted in Q2. On target for demolition/start on site in
Q4.
As Performance Measures
Place (Housing) 1
Support the delivery of 120 additional affordable housing units
by March 2015
Only 1 affordable housing completion in Quarter 1, however
larger schemes (including Langbourn Extra Care scheme) are
on track to deliver 120 units by year end.
We said we would: Maintain and improve the facilities and energy
efficiency of the Council’s housing stock
By:
Implement the 2014-15 HRA Capital Programme by providing:-
Kitchen Improvements – 90 dwellings
Bathroom Improvements – 310 dwellings
Central Heating Improvements - 255 dwellings
Electrical Upgrades – 510 dwellings
External Works – 830 dwellings
ITEM NO. 9.25
APPENDIX 7
Double glazing and window refurbishment - 740 dwellings.
Completions at end of quarter 1 were:
Kitchen Improvements – 17 dwellings
Bathroom Improvements – 76 dwellings
Central Heating Improvements - 66 dwellings
Electrical Upgrades – 256 dwellings
External Works – 135 dwellings
Double glazing and window refurbishment - 380 dwellings.
As Performance Measures
Place (Housing) 2
% of emergency repairs completed within former Government
time limits – Target 98% 99% of emergency repairs completed within former
Government time limits
Place (Housing) 3
Average time taken to complete non-urgent repairs – Target 15
Days Average time taken to complete non-urgent repairs – 11.08
Days
Place (Housing) 4
% of repairs appointments made and kept – Target 98% 99% of repairs appointments made and kept
Place (Housing) 5
% of properties with a valid Landlord Gas Safety Record – Target
99%
99.56% of properties with a valid Landlord Gas Safety Record
ITEM NO. 9.26
APPENDIX 7
Place (Housing) 6
% of properties without a valid Landlord Gas Safety Record
which are in the No Access Procedure – Target 100% 100% of properties without a valid Landlord Gas Safety Record
are in the No Access Procedure
We said we would: Manage the Council’s housing stock
As Performance Measures:
Place (Housing) 7
Average re-let time for void dwellings – Target 26 Days
Average re-let time for void dwellings – 25 days
Place (Housing) 8
% of dwellings that are vacant – Target 1.5%
1.32% of dwellings are vacant
Place (Housing) 9
Current tenants’ arrears – Target £290,000 Current tenants’ arrears - £268,186
We said we would: Provide housing advice and homelessness services
As Performance Measures:
Place (Housing) 14
% of homeless decisions determined within 33 days - Target
75%
74% of homeless decisions determined within 33 days
ITEM NO. 9.27
APPENDIX 7
We said we would: Support vulnerable households to live independently in their own homes
Undertake disabled adaptations to 100 Council dwellings
Disabled adaptations have been undertaken to 22 Council
dwellings
Provide a Vulnerable Tenants Grass cutting and Internal
Decoration Scheme
In quarter 1: 900 properties received 6 grass cuts
18 redecorations have been undertaken.
Determine DFG applications within 28 days of application
All applications approved within 28 days.
We said we would: Improve the quality and availability of Private Sector Housing.
Initial response to 95% service requests within required
timescale.
99% responded to within timescale.
ITEM NO. 9.28
APPENDIX 8
What we said we’d achieve in 2014/15
Priority Outcome: Prosperity – Economic
Resilience
Town Centres
Quarter 1
How are we doing so far?
We said we would: Improve town centres through regeneration
and management
By:
To maintain a dialogue with the stakeholders in the District’s
three Town Centres, including the Traders Associations, as a
means of supporting specific initiatives in each centre.
There is regular dialogue with all three of the District’s Traders
Associations. Issues raised by the Traders Associations are also a
standing item on the agenda for meetings of the Town Centre
Regeneration Policy Development Committee with
representatives invited to attend meetings on two occasions
during the Municipal Year.
To undertake a detailed analysis of the use of the Rugeley Road
car park to inform a review of management arrangements.
In June 2014, URS Infrastructure & Environment were appointed
to undertake a detailed survey of the Rugeley Road car park in
Hednesford to establish the demand for parking spaces and the
length of stay. The information will be used to inform future
management arrangements for the car park. The detailed
survey work was undertaken in mid June and the consultants
report is due to be completed by the end of July 2014.
ITEM NO. 9.29
APPENDIX 8
As Performance Measures:
To achieve a reduction in the number of vacant ground-floor
retail units in the District’s principal town centre shopping streets.
Key Performance Measures
Service Aim: Improved Town Centres through regeneration and management
Notes:
1. Cannock’s principal streets include Market Hall Street (inclusive of The Forum,
Cannock Shopping Centre and outside Market Hall ground floor units); Church
Street; Market Place (up to Newhall Street); and the front part of High Green
Court.
2. Rugeley’s principal streets include Market Street (up to and including
Morrisons); Market Square; part of Anson Street; Lower Brook Street; Brook
Square (including units up to and including the Market Hall); Brewery Street;
Upper Brook Street; and Horsefair (up to St Paul’s Road).
3. Hednesford’s prinicipal streets are Market Street (only the front two units of The
Lightworks are included and Anglesey Lodge is excluded); Rugeley Road (up to
Victoria Street); and the new developments off Victoria Street.
Town Centre Total
Units
Vacant
Units
Vacancy Rate (%)
March 2014
Cannock 126 13 10.32
Rugeley 125 8 6.4
Hednesford 93 9 9.68
Combined 344 30 8.72
June 2014
Cannock 126 13 10.32
Rugeley 126 5 3.97
Hednesford 93 9 9.68
Combined 345 27 7.83
To facilitate the reoccupation of vacant town centre floorspace
through the Town Centre Business Rates Discount Scheme
(TCBRDS) by securing 5 further approvals during 2014 – 15,
subject to funding restrictions.
Achieved. At the end of Q1, 5 additional businesses had
secured assistance through the TCBRDS via the occupation of
vacant floorspace within the District’s three town centres. The
total number of businesses assisted now stands at 24. To date,
twelve schemes have been approved in Cannock Town
Centre, eleven in Rugeley Town Centre and one in Hednesford
Town Centre.
ITEM NO. 9.30
APPENDIX 9
General Fund Budget Monitoring – Quarter 1
General Fund – Budget Monitoring to 30 June 2014 The Council agreed a net Revenue Budget for 2014/15 of £11.892 million in February 2014 when the Council Tax was set for the year. The portfolio budgets have now been updated to reflect Supplementary Estimates agreed by Council. The profiled budget to the end of June 2014 is £7.816 million. The monitoring position for the first three months of 2014/15 is illustrated in the following table:
Portfolio Original Budget 2014/15
Budget 2014/15
Profiled Budget to 30
June
Actual Spend to 30 June
Variance from profiled
budget
Forecast Outturn
£000 £000 £000 £000 £000 £000
Corporate Improvement 3,738 3,738 1,958 1,913 (45) 3,687
Crime & Partnerships 166 166 23 25 2 168
Culture and Sport 3,098 3,098 343 345 2 3,098
Economic Development & Planning 598 598 26 11 (15) 581
Environment 2,382 2,382 1,582 1,562 (20) 2,385
Health and Wellbeing 383 383 3,622 3,614 (8) 370
Housing General Fund 665 665 41 17 (24) 655
Leader of the Council 1,148 1,168 244 237 (7) 1,162
Town Centre Regeneration 11 11 2 3 1 11
Portfolio total 12,189 12,209 7,841 7,727 (114) 12,117
Investment income (99) (99) (25) (25) - (99)
Technical items (198) (198) - - - (198)
Budget Requirement 11,892 11,912 7,816 7,702 (114) 11,820
ITEM NO. 9.31
The key issues identified in the June monitoring are set out below:- Corporate Improvement There is a favourable variance of approximately £45,000 on this portfolio. This is primarily due to:
• Staffing variations; and
• General underspends Crime & Partnerships There is an unfavourable variance of approximately £2,000 on this portfolio owing to minor variations. Culture and Sport There is an unfavourable variance of approximately £2,000 on this portfolio owing to minor variations. Economic Development & Planning There is a favourable variance of approximately £15,000 on this portfolio. This is primarily due to staffing variations (£27,000). Environment There is a favourable variance of approximately £20,000 on this portfolio. This is primarily due to:
• Additional recycling credits (£34,000) and trade waste (£9,000);
• Additional streetscene income (£15,000); Offset by:
• Staffing variations (£22,000)
• Increased gate fees payable for recyclable waste (full year) (£18,000);
Health & Wellbeing There is a favourable variance of approximately £8,000 on this portfolio owing to minor variations. Housing General Fund There is a favourable variance of approximately £24,000 on this portfolio. This is primarily due to staffing variations (£15,000).
ITEM NO. 9.32
Leader of the Council There is a favourable variance of approximately £7,000 on this portfolio owing to minor variations. Town Centre Regeneration There is an unfavourable variance of approximately £1,000 on this portfolio owing to minor variations. Investment Income Investment income is on track against the profiled budget and we therefore currently expect to achieve the budget by the end of the year. Forecast Outturn 2014/15 The forecast outturn provides an indication of what we expect the final outturn to be by the end of the financial year. Currently the forecast portfolio outturn is expected to be approximately £92,000 less than the budget. This primarily relates to staffing variations and other minor variations. Detailed monitoring ANNEX 1 sets out the revenue budget monitoring position to the 30 June 2014 including explanations for individual variances that meet the monitoring criteria. It includes an analysis of services in the portfolio. In addition capital monitoring information to the 30 June 2014 on the capital schemes is reported at ANNEX 2.
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