Cabinet Papers - St James St Library
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LONDON BOROUGH OF WALTHAM FOREST
CABINET DAY/DATE/TIME
VENUE:
Tuesday, 20 January 2009 7.30 p.m.
COUNCIL CHAMBER
CONTACT:
TEL./E-MAIL:
Oliver Craxton Democratic Services
020 8496 4380 [email protected]
Town Hall, Forest Road, E17 4JF
Dear Member, This is formal notice advising you of the above meeting. The Agenda is set out below. Supplementary Items will only be added pursuant to the Council’s Constitution. Andrew Kilburn CHIEF EXECUTIVE MEMBERSHIP: Chair:
Councillor Clyde Loakes (Council Leader)
Councillors: Councillor John Macklin
Deputy Leader and Portfolio Holder, Service Modernisation
Councillor Afzal Akram
Portfolio Holder, Community Safety, Enforcement and Protection
Councillor Bob Belam
Portfolio Holder, Environment
Councillor Elizabeth Phillips
Portfolio Holder, Health, Adult and Older People
Councillor Marie Pye
Portfolio Holder, Communities and Housing
Councillor Keith Rayner
Portfolio Holder, Finance, Risk and Governance
Councillor Geraldine Reardon
Portfolio Holder, Leisure, Arts and Culture
Councillor Chris Robbins
Portfolio Holder, Children and Young People
Councillor Terry Wheeler
Portfolio Holder, Enterprise and Investment 1
The following councillors have been appointed by the Council to assist Cabinet in proposing, formulating and advising upon Council policy under the guidance of the appropriate PortfolioHolder. These councillors are not Members of the Cabinet and do not have any voting rights nor decision-making powers: Councillor Angie Bean
Junior Lead Member, Children and Young People
Councillor Jenny Gray
Junior Lead Member, Communities and Housing
Councillor Johar Khan
Junior Lead Member, Environment
Councillor Naheed Qureshi
Junior Lead Member, Health, Adult and Older People
2
AGENDA 1.
APOLOGIES FOR ABSENCE
2.
DECLARATIONS OF INTEREST Members are asked to declare any personal or prejudicial interests they may have in any matter that is to be considered at the meeting.
3.
(Pages 1 12)
MINUTES OF CABINET
Record of Decisions of the Cabinet meeting held on Tuesday 16th December 2008.
REFERENCES FROM OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE If any. FORWARD PLAN KEY DECISION REPORTS 4.
Award of Council’s Design and Print Management Service Contract
(Pages 13 21)
5.
Halls Service: Pricing Policy Review – 6 Month Review
(Pages 22 40)
6.
Waiver Request of Contracts Procedure Rules to Procure Local Space to Purchase 50 Properties in the Leyton/Leytonstone Area
(Pages 41 48)
7.
Joint Local Authorities Regulatory Services Agreement (JLARS)
(Pages 49 54)
8.
Annual Review and Star Rating of Adults Social Care Performance 2007/08
(Pages 55 73)
9.
Delegation of Cabinet Powers to the Chief Executive for Council Restructuring Arising from the Efficiency Review
(Pages 74 78)
REPORTS TO COUNCIL 10.
Policy and Resources Review 2009/10 - 2013/14 - Local Government Settlement and Medium Term Financial Strategy TO FOLLOW
3
PERFORMANCE MONITORING REPORTS 11.
Monthly Financial Monitoring Report
(Pages 79 121)
12.
Decent Homes: Quarter Two and Quarter Three Performance Report July – December 2008
(Pages 122 136)
13.
Annual Performance Assessment of Services for Children and Young People in the London Borough of Waltham Forest - 2008
(Pages 137 145)
14.
REPORTS OF PORTFOLIO HOLDERS (a)
Report of the Leader
(Pages 146 147)
(b)
Report of Portfolio Holder for Service Modernisation and Deputy Leader
(Page 148)
(c)
Report of Portfolio Holder for Community Safety, Enforcement and Protection
(Pages 149 151)
(d)
Report of Portfolio Holder for Environment
(Pages 152 153)
(e)
Joint Report of Portfolio Holder and Junior Lead Member for Health, Adult and Older People
(Pages 154 155)
(f)
Report of Portfolio Holder for Communities and Housing
(Pages 156 157)
(g)
Report of the Portfolio Holder, Finance, Risk and Governance
(Page 158)
(h)
Report of Portfolio Holder for Leisure, Arts and Culture
(Pages 159 161)
(i)
Joint Report of Portfolio Holder and Junior Lead Member for Children and Young People
(Pages 162 163)
(j)
Report of Portfolio Holder for Enterprise and Investment
(Pages 164 165)
4
15.
CONFIDENTIAL AND/OR EXEMPT REPORTS NOT TO BE DISCLOSED TO THE PRESS AND PUBLIC To pass a resolution to exclude the press and public from the meeting during consideration of the following item in accordance with Section 100 (A) of the Local Government Act 1972 as amended on the grounds that it would involve the likely disclosure of exempt information as defined in paragraph 3 of Schedule 12A of the Act.
16.
Award of Council’s Design and Print Management Service Contract - Appendix A
PLEASE NOTE THAT IF YOU REQUIRE A HARD COPY OF ANY OF THE ABOVE REPORTS, CONTACT OLIVER CRAXTON ON 020 8496 4380 OR E-MAIL HIM at: [email protected]
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Page 1
Tuesday 30th December 2008
Last Date for Call-In:
Oliver Craxton Senior Committee Manager Democratic Services Tel: 020 8496 4380 Email: [email protected]
Contact:
Friday 19th December 2008
Date of Publication:
Page 1 of 12
Unless otherwise indicated, executive decisions listed in this document will come into force and may then be implemented 5 working days after publication of this document unless the Overview and Scrutiny Management Committee calls in a decision. During that period the Director of Governance and Law may call-in a decision for scrutiny if so required by no less than 4 Members of the Council. (Paragraph 11 of Part 6 of the Council’s Constitution; Overview and Scrutiny Procedure Rules: Call-in Procedures).
This document outlines the decisions taken at the above Cabinet meeting.
RECORD OF DECISIONS TAKEN
CABINET MEETING – 16 December 2008
LONDON BOROUGH OF WALTHAM FOREST
Agenda Item 3
Page 2
1
Portfolio Holder, Service Modernisation and Deputy Leader Portfolio Holder, Environment Portfolio Holder, Health, Adult and Older People Portfolio Holder, Communities and Housing Portfolio Holder, Finance, Risk and Governance Portfolio Holder, Leisure, Arts and Culture Portfolio Holder, Children and Young People Portfolio Holder, Enterprise and Investment
Councillor John Macklin Councillor Bob Belam Councillor Liz Phillips Councillor Marie Pye
Councillor Keith Rayner
Councillor Geraldine Reardon
Councillor Chris Robbins
Councillor Terry Wheeler
Page 2 of 12
Received from Councillor Afzal Akram (Portfolio Holder for Community Safety, Enforcement and Protection) and Colin Moone (Head of Housing and Neighbourhoods).
APOLOGIES FOR ABSENCE
Other Councillors Present: Councillor Angie Bean, Junior Lead Member, Children and Young People Councillor Jenny Gray, Junior Lead Member, Communities and Housing Councillor Johar Khan, Junior Lead Member, Environment Councillor Naheed Qureshi, Junior Lead Member, Health, Adult and Older People Councillor James O’Rourke, Chair of Children and Young People Overview and Scrutiny Sub-Committee Councillor Richard Sweden, Chair of Health, Adults and Older People Overview and Scrutiny Sub-Committee Councillor Sean Meiszner, Chair of the Community Safety and Housing Overview and Scrutiny Sub-Committee Councillor Peter Barnett Councillor Laurie Braham Councillor Alan Siggers
Council Leader
Chair: Councillor Clyde Loakes
PRESENT:
CABINET MEETING: TUESDAY 16th DECEMBER 2008 (7.30pm – 9.15pm)
Page 3
TACKLING KNIFE CRIME IN WALTHAM FOREST
4(a)
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(b) To request the Local Strategic Partnership (LSP) Board to encourage local business organisations and businesses to improve the number of proper apprenticeships within the Borough, thereby providing local people with the skills and
(a) To request the Metropolitan Police Service (MPS); the Metropolitan Police Authority (MPA) and or, the Portfolio Holder for Community Safety, Enforcement and Protection, as appropriate, to provide to the Waltham Forest Police Borough Command additional resources, over and above the current minimum, in order to make ward neighbourhood policing, safer schools, proportionate to the different requirements of individual wards, schools and colleges.
Cabinet AGREED to recommend the decisions in (a) and (b) below to Full Council for approval:
Councillor Chris Robbins, Portfolio Holder for Children and Young People, informed Cabinet that the police had increased the number of officers undertaking school visits in the borough. He said that this action, coupled with the work of the Council’s Safer Neighbourhoods Teams, was making a positive contribution toward the reduction of knife crime in the borough.
Councillor James O’Rourke, Chair of Children and Young People Overview and Scrutiny Sub-Committee, presented a report under item 4(a) on the agenda, setting out the recommendations of the Overview and Scrutiny Management Committee. Councillor O’Rourke drew attention to the special joint meeting of the Children and Young People and Community Safety and Housing Overview and Scrutiny Sub-Committees that took place on 14th October 2008, at which there were approximately 60 attendees. He wished to thank formally all those who attended the meeting, and also Councillor Sean Meiszner, Chair of the Community Safety and Housing Overview and Scrutiny Sub-Committee, for his work on this matter.
REFERENCES FROM OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE
The minutes of the Cabinet meeting held on Tuesday 25th November 2008 were confirmed as a correct record and signed by the Chair, subject to the following amendment: item number 2 - Declarations of Interest; substitute the words ‘Non-Executive’ for the word ‘Executive’ in the second line.
MINUTES OF CABINET
None declared.
DECLARATIONS OF INTEREST
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2
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4(b)
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Councillor Liz Phillips, Portfolio Holder for Health, Adult and Older People, said that the report before Cabinet proposed the closure of Walton House Residential care Home, and that this had been the most difficult proposal she had had to bring to Cabinet during her three years as Portfolio Holder. She informed Cabinet that the current economic situation had been taken into account in the drawing up of the officers’ recommendations. She acknowledged the work that Jean James Shaw and the Walton House Action Group had done in trying to persuade the Council not to close the home. Councillor Phillips drew attention to the fact that the policy review process identified a need to make savings of £1.5m over a two year period, consistent with the care homes replacement project, and this would be achieved by the closure of two care homes. Edith Pearson Lodge
Councillor Richard Sweden, Chair of Health, Adults and Older People Overview and Scrutiny Sub-Committee, presented the recommendations of the Sub-Committee, as detailed in Appendix 3 to the report on the agenda. He reported that the SubCommittee had reservations regarding the proposed closure of the home, and in particular it had asked for a review of the revenue and capital implications in the light of the current economic climate and timing of the proposed closure and sale of the site.
Mr Roger Bell, a resident of Walton House, then addressed Cabinet, also objecting to the proposed closure of the care home. He requested that consideration of the matter be deferred to allow residents, their families and staff further opportunity to discuss and agree with the Council the future arrangements for the home and its residents.
Ms Jean James Shaw, Chairperson of the Walton House Action Group, addressed Cabinet, objecting to the proposed closure of Walton House residential care home. Ms Jean James Shaw presented Cabinet with a petition with 3797 signatories, couched in the following terms: ‘We, the undersigned are against the closure of Walton House, due to the stress and disruption it will cause to all the residents living there. We request that the home should remain open until the two new 90 bedded residential homes are built’. She then referred to a letter sent to all councillors, opposing the proposal to close Walton House, which contained 10 points she wished members to consider before taking a decision on the matter.
PROPOSAL TO CLOSE WALTON HOUSE RESIDENTIAL CARE HOME
See item number 7 below.
REVIEW OF THE CASHIERS SERVICE
Cabinet placed on record its thanks to the Overview and Scrutiny Management Committee for its work on this matter.
confidence to achieve their ambitions and effectively compete in the job market.
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(c) To delegate to Executive Director Adult and Community Services, the power to enter into any final agreement, or take any other action in consultation with the Portfolio Holder for Social Care and Health, and on the advice of the Strategic Director of Finance and the Director of Governance and Law, to give effect to the decision at (b) above, following the
(b) To the closure of Walton House Residential care Home by 31 March 2009.
(a) To note the outcome of consultation.
Cabinet AGREED:
Councillor Phillips said that the comprehensive equality impact assessment would be implemented and adhered to. Councillor Phillips concluded by giving an undertaking to hold fortnightly meetings to oversee the provision of assistance to residents of Walton House with their moving, and also to take up any cases of individual residents who were having difficulty in finding alternative accommodation.
Councillor Marie Pye, Portfolio Holder for Communities and Housing, pointed out to Cabinet that a full Equality Impact Assessment (EIA) had been carried out and that the assessment was that there was some short term negative impact. However, this was being mitigated by the detailed action plan, and the long-term impact of the re-provision was a positive one.
In response to questions from the Leader of the Council, Councillor Liz Phillips reported that three meetings had been held with relatives of residents, and that arrangements would be made for Age Concern to continue providing an advocacy service for clients in Walton House beyond the current 16th December 2008 deadline, until the last resident left the home.
was the first care home to be closed, achieving savings of £706,000, and now, following consultation, she recommended Cabinet to agree to close Walton House, saying that this would achieve savings of £850,000. The decision to identify Walton House as the second care home for closure was based on the fact that it could not be registered to accept people with dementia, which was the highest presenting need coming to the Social Care Placement Panel. An application was made in 2005 to register Walton House for dementia, and consequently there were discussions with CSCI who responded that the home was not suitable for continued use as it would require major structural works, as well as en-suite facilities. Subsequently in 2006, CSCI had told the Council that none of its care homes were fit for purpose, and they advised that they should all be closed by 2011-12. She said that in the event of Cabinet deciding to close Walton House, all residents would be re-assessed so that their health and social care needs were appropriately addressed. She stressed that no staff currently employed at the home would lose their jobs, as they would be re-deployed to work in other residential care homes. Councillor Phillips then said that Walton House would not be closed until new homes were found for the re-location of all existing residents.
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6
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Councillor John Macklin, Portfolio Holder for Service Modernisation and Deputy Leader, responded to Councillor O’Rourke by saying that although sympathetic to the recommendation of the Overview and Scrutiny Management Committee, he could not undertake to guarantee the deleted post holders were redeployed specifically within Waltham Forest Direct, but he gave a guarantee that they would be redeployed within the Council as a whole.
Councillor James O’Rourke, Chair of Children and Young People Overview and Scrutiny Sub-Committee, presented a report under item 4(b) on the agenda, setting out the recommendation of the Overview and Scrutiny Management Committee.
REVIEW OF THE CASHIERS SERVICE
(c) To note that the four full-time Internal Auditors currently employed by the council will transfer to the employment of the London Borough of Croydon.
(b) To agree that the South London Audit and Anti-Fraud Partnership provides all Internal Audit Services for the Council for the duration of the contract.
(a) That the Council join the South London Audit and Anti-Fraud Partnership from 1st April 2009 by way of a 3 year contract with the London Borough of Croydon which is the lead borough in the partnership.
Cabinet AGREED:
Councillor Keith Rayner, Portfolio Holder for Finance, Risk and Governance, stated that UNISON’s submission had been given full consideration but it contained some fundamental errors and did not reflect the true cost of running a full Internal Audit service and delivery of a full Annual Audit Plan. He confirmed that the financial information in the officers’ report was correct.
Cabinet received an oral representation at the meeting from John Weekes, a member of Waltham Forest UNISON, speaking against the recommendations contained in the report. He said that UNISON were of the opinion that the officers’ findings were not based on correct financial information and he therefore asked Cabinet to defer the report for the financial case to be reconsidered and for the in-house provision to be re-assessed.
OUTSOURCING THE COUNCIL'S INTERNAL AUDIT SERVICE
outcome of the consultation.
Page 7
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Councillor Bob Belam, Portfolio Holder for Environment, welcomed the revised scheme and was keen to see progress made regarding the Arcade site. However, he was concerned that should the revised scheme come into being, and the existing Pool
ARCADE SITE – VARIATIONS TO LEGAL AGREEMENT
Cabinet placed on record its thanks to the Overview and Scrutiny Management Committee for its work on this matter.
(h) That the 2.4 deleted posts are guaranteed redeployment within Waltham Forest Council.
(g) To agree funding of £59,000 to cover costs associated with the closure of the existing service, the cost of marketing, publicity, the rollout of additional OneCards and the cost of the existing Capita contract, which would then be recovered from the 2009/10 and 2010/11 savings associated with the closure.
(f) To note cheque and cash payments to other channels, as set out at Appendix 2 to the report.
(e) To note that the cashier’s face-to-face staff in the Town Hall will only provide service to the following customers: internal council staff, Receivership, Building Regulations (with exemption to those customers who have received a final summons notice to the Bailiffs for Council Tax and Housing Rent).
(d) To centralise the cashiers back office function at the Town Hall and the cashier’s face-to-face frontline staff, which will become part of the Finance Directorate.
(c) To note that Waltham Forest Direct (WFD) shops will handle debit/credit card payments, and that customers who wish to pay by cheque for Council Tax, Housing Rent, Business Rates and SAP Invoices will have to send their payments by post to the Town Hall Cash Office.
(b) That after the completion of the consultation, it will be delegated to the Executive Director for Environment and Regeneration, in consultation with the Portfolio Holder for Service Modernisation, to make the final decision whether or not to close Church Hill Cash Office.
(a) In principle, to close the Church Hill Cash Office by 30th June 2009, subject to consultation and outcome of further equalities impact assessment work, as set out in Appendix 7 to the report.
Cabinet AGREED:
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Councillor Liz Phillips, Portfolio Holder for Health, Adults and Older People, wished to place on record her thanks to Jonathan Carr, Interim Commissioning Support Manager, for his work on this matter.
Cabinet AGREED to the award of contracts to the 3 preferred organisations: Leonard Cheshire Disability, Housing 21, and Allied Healthcare, as listed in Appendix A to the report, for an initial period of 3 years, with the option to extend the contracts by a further period of 2 years.
HOMECARE CONTRACT AWARD
Cabinet NOTED the response of the Local Strategic Partnership Board (LSP) to the proposals arising from the review of LSP governance.
CHIEF EXECUTIVE’S UPDATE - LOCAL STRATEGIC PARTNERSHIP
That full details of proposals will be reported back for consideration by Cabinet in February/March 2009, together with information on how any new facilities could be funded, and an update on proposals for future improvement and management of the Track facilities.
Cabinet NOTED:
(b) To authorise officers to negotiate appropriate variations to the existing legal agreements with St Modwen.
(a) That officers be authorised to progress discussions with St Modwen with a view to the inclusion of swimming pool and other leisure facilities within the Arcade development.
Cabinet AGREED:
The Leader of the Council welcomed the revised scheme which included swimming pool facilities.
and Track operation ceased, the Pool and Track site should be redeveloped as soon as possible and not allowed to become derelict.
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That it be noted that the Head of Service and Performance Improvement had been asked produce a framework timetable the Council to monitor its implementation of the Child Poverty Strategy.
(c) That the Children and Young People Overview and Scrutiny Sub-Committee be requested to continue to scrutinise this important area of the Council’s work.
(b) To delegate authority to the Strategic Director of People, Policy and Performance to make minor changes to the Strategy prior to publication, in consultation with the Leader and Deputy Leader of the Council.
(a) The Child Poverty Strategy and Action Plan, attached at Appendix A to the report.
Cabinet AGREED:
The Leader of the Council drew attention to the fact that an incorrect version of the Child Poverty Strategy had been included in the version of the agenda sent to Cabinet members, and subsequently an updated version of the Child Poverty Strategy had been circulated. He thanked the Children and Young People Overview and Scrutiny Sub-Committee for their input on this matter, and requested that the Sub-Committee continue to scrutinise this important area of the Council’s work. He informed Cabinet that he had asked Michele Moloney, Head of Service and Performance Improvement, to produce a framework timetable the Council to monitor its implementation of the Strategy, and which could be used by the Children and Young People Overview and Scrutiny Sub-Committee.
CHILD POVERTY STRATEGY 2009-2020
Cabinet AGREED to authorise officers to enter into discussions with Sainsburys for the development of the sites at South Grove on the basis that such development will be in keeping with the recently agreed Interim Planning Policy Framework (IPPF) for the Town Centre, and will include an appropriate redevelopment of the High Street store and car park site currently occupied by Sainsburys.
SOUTH GROVE DEVELOPMENT OPPORTUNITY
Cabinet AGREED to the award of the building contract, for works to provide a new central entrance, dining hall and kitchen and refurbishment of the existing K1 block, to Bolt and Heeks.
CONTRACT AWARD: BARCLAY PRIMARY SCHOOL EXTENSION
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(a) That the Governance Committee is requested to recommend to Full Council the approval of the constitutional amendments set out in the report, to create the role of Deputy Chief Executive.
Cabinet NOTED:
Cabinet AGREED to amend the Council’s senior management structure, as set out in the report, to create the role of Deputy Chief Executive.
ESTABLISHMENT OF ROLE OF DEPUTY CHIEF EXECUTIVE
(b) To delegate authority to the Strategic Director of People, Policy and Performance, to make any necessary minor changes to the Strategy following consultation with the portfolio holder prior to Full Council.
(a) The draft Housing Strategy, attached at Appendix A to the report, and to recommend it to full Council for approval.
Cabinet AGREED:
Councillor Jenny Gray, Junior Lead Member for Communities and Housing, highlighted the comprehensive consultation and engagement that had taken place in the formulation of the Strategy and thanked Councillor Marie Pye for her work on this important document.
Councillor Marie Pye, Portfolio Holder for Communities and Housing, introduced the item by saying that the Council now had a very detailed Housing Strategy, which had been produced following extensive consultation and engagement, including consideration by the Overview and Scrutiny Management Committee, and on two occasions by the Community Safety and Housing Overview and Scrutiny Sub-Committee. In responding to the points raised by Councillor Meiszner, she particularly stressed that the Strategy acknowledged the importance of design quality, and related to this the Council would commission a Design Guide from the Commission for Architecture and the Built Environment (CABE) and would be setting up a Design Panel. She concluded by thanking James Gould, National Graduate Trainee, for his work in helping to develop the Strategy.
Councillor Sean Meiszner, Chair of the Community Safety and Housing Overview and Scrutiny Sub-Committee, informed Cabinet that the Sub-Committee had considered the draft Housing Strategy. He then highlighted some of the areas that the Sub-Committee had identified as being of particular importance in relation to the Strategy.
HOUSING STRATEGY
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Councillor Terry Wheeler, Portfolio Holder for Enterprise and Investment, updated Cabinet on the Northern Olympic Fringe Masterplan. The Leader of the Council welcomed the opening of the new WFD shop in Chingford.
Councillor Keith Rayner, Portfolio Holder for Finance, Risk and Governance, reported that the Civil Contingencies Unit, had recently launched a Business Resilience Programme and the ‘Z Card’, which contained advice on what to do in an emergency. He said that both of these initiatives had received national publicity, and he thanked John Hetherington, Head of Civil Contingencies, and his colleagues in the Civil Contingencies Team for their work on these projects.
Councillor Liz Phillips, Portfolio Holder for Health, Adults and Older People, was pleased to report that the Council’s Adults Social Care Services had achieved a 2 star rating. The service had been rated on seven outcomes, of which five were rated ‘good’ and two rated ‘excellent’. She said that a letter had been sent to all staff thanking them all for their hard work and dedication once again this year.
REPORTS OF PORTFOLIO HOLDERS
Cabinet NOTED the performance information and analysis contained in the report, and the action taken to address areas of under performance.
QUARTERLY PERFORMANCE MONITORING REPORT - 2ND QUARTER 2008/09
(c) To release the Directorate reserves and provisions totalling £1.086 million, as detailed in paragraph 4.10 of the report, to support the 2008/09 budget.
(b) To note the capital programme budget has no re-allocations for month 8, as shown in Appendix C to the report.
(a) To note the financial monitoring for month 8.
Cabinet AGREED:
MONTHLY FINANCIAL MONITORING REPORT
(b) That Full Council is requested to agree the constitutional amendments, as set out in the report, to create the role of Deputy Chief Executive.
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Chair…………………………………………
Mimi Konigsberg thanked the Leader of the Council for his comments, and said that she had enjoyed working for the authority.
The Leader of the Council reported that this was the last Cabinet meeting that would be attended by Mimi Konigsberg, Executive Director, Adult and Community Services, as she was leaving the Council to take up an appointment with the London Borough of Hounslow. He wished to place on record his thanks, and those of Cabinet, to Mimi for her valuable contribution to the work of the Council, and to the improvements that had been made in the delivery of services within her responsibility. He wished her good luck in her new appointment.
CHAIR'S ANNOUNCEMENT - MIMI KONIGSBERG
Cabinet AGREED the award to Kelway UK Ltd. of the contract to provide the 2008-2012 IT Peripherals, commencing 22nd December 2008.
CONTRACT FOR THE SUPPLY OF IT PERIPHERALS
Cabinet NOTED the information contained in the confidential Appendix A, subject to the figure in paragraph 1.1 being amended to read £2,542,961.
CONTRACT AWARD: BARCLAY PRIMARY SCHOOL EXTENSION - APPENDIX A
The exempt annex to the Record of Decisions of the Cabinet meeting held on Tuesday 25th November 2008 was confirmed as a correct record.
CONFIDENTIAL MINUTES OF THE CABINET MEETING HELD ON 25TH NOVEMBER 2008
Cabinet resolved to exclude the public and press from the meeting during the consideration of item numbers 20, 21 and 22 below, in accordance with Section 100 (A) of the Local Government Act 1972, as amended, on the grounds that they would involve the likely disclosure of exempt information as defined in paragraphs 3, 4 and 5 of Schedule 12A of the Act, and disclosure would not be in the public interest.
CONFIDENTIAL AND/OR EXEMPT REPORTS NOT TO BE DISCLOSED TO THE PRESS AND PUBLIC
Agenda Item 4 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20th January 2009
Title:
Halls Service: Pricing Policy Review – 6 Month Review
Council Priority:
Create wealth and opportunity for our residents
Retain wealth in the Borough
Directorate:
Adult and Community Services
Report of:
Jim Crook – Interim Executive Director, Adult and Community Services
Contact:
Clive Morton, Head of Culture and Leisure Services
Phone:
020 8496 3506
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
All
Appendices:
Appendix A: Comparative Pricing Appendix B: Use of Halls by Community Groups Appendix C: Marketing Model Assessment Appendix D: Analysis of Income
Status:
Open
1.
SUMMARY 1.1
On 18th March 2008 Cabinet considered a report setting out the impact of the Halls pricing policy on community groups. The report set out the findings of a survey of user groups and an assessment of future bookings and concluded that the pricing policy had brought about a significant reduction in the use of the two Assembly Halls by community organisations.
1.2
Cabinet agreed a new charging policy for community groups to be introduced involving application for reduction against advertised rates. It was agreed that the reduced charge to community groups be limited to a total ‘opportunity cost’ of £50,000 annually. Cabinet further agreed a 10% increase in charges (inclusive of inflation).
1.3
The application for reduction in hire charge is now operational and this report provides an update on community use. Additionally the report provides further consideration of halls pricing and income achievement and makes further recommendations for improvement.
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2.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to note the progress made in attracting back community arts use of the two venues. 2.1.2 Cabinet is requested to agree: (a) That the cost of hiring of Chingford and Walthamstow Assembly Halls on Fridays for arts and entertainment use be reduced by 50%, and that this reduction includes both non-commercially and commercially provided arts and entertainment. (b) That officers be authorised to negotiate reduced price agreements with Council departments to ensure that Council spend on events, conferences, meetings and other activities contributes to the best economical use of these Council venues.
3.
REASON FOR DECISION 3.1
4.
The 2007/08 pricing structure was introduced to address an ongoing deficit within the halls service. A consequence of higher pricing was a reduction in cultural and community use. Whilst the introduction of targeted reduced rates has assisted community groups in accessing the halls, officers consider that further flexibility on pricing is required in order to develop use of the venues.
PROPOSAL 4.1
Members have expressed a desire for maximisation of use and income in the delivery of Halls Services and to ensure that within the profile of users there is a sustainable cultural and community dimension.
4.2
Indications are that the introduction of an “application for reduction” on current prices has achieved the desired outcomes of: • • •
4.4
Limiting the public subsidy to community and cultural use to £50,000 annually. Permitting the Council to consider the cultural and community benefit of a proposed use. The inclusion of cultural activities at the respective venues, which contribute to the LAA indicator N1 11, measuring public engagement in the arts.
Officers have undertaken a marketing model assessment of the service since its transfer to Cultural Services and have identified the need for further adjustments. The assessment takes account of product development, pricing, promotion and people. A summary of this analysis is provided in Appendix C.
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4.5
Impact of Application for reduction to community groups. The application for reduction system has resulted in most groups who used it previously returning to the Chingford Assembly Hall and has supported retention of community arts use at the Walthamstow Assembly Hall. Appendices A and B provide further details of the price structure and the community use of the Halls by groups awarded a reduction.
5.
ALTERNATIVES CONSIDERED 5.1.
6.
CONSULTATION 6.1.
7.
Officers have considered a return to full concessionary price structure for community groups. However this option would risk the income improvement gains already achieved and undermine the achievement of further improvement. Officers have proposed further adjustments that give additional opportunities for development of arts and entertainment use but do not present the same risk. As part of the review of pricing policy conducted in 2007 community users indicated their intention not to hire the halls for reasons of price. The introduction of the application for reduction has provided the opportunity for officers to discuss proposed uses and to award reductions. In the main, groups have received the new system positively and have now returned to use of the venues.
IMPLICATIONS 7.1.
Financial 7.1.1. The Halls Service in the period 2008/9 is anticipated to incur a deficit of £50,000 against its planned operational budget. 7.1.2. In period 2008/9 applications for reduction have been awarded to the value of £19,114.50 in subsidy. This has resulted in additional income of £7,011 from community use as at December 2008. It is anticipated that these figures will continue to increase but the annual allowance of £50,000 will not be fully used in 2008/09. A detailed analysis of income since the introduction of the reduced charges in April 2008 is attached at Appendix D. 7.1.3. The proposed reduction of rates on Fridays should not have an adverse effect on income generation, and may encourage further participation from Arts and Entertainment groups.
7.2.
Legal 7.2.1 Section 145 of the Local Government Act 1972 empowers the Council to make provision for entertainment and to charge for the use of premises
Page 15
3
provided by the Council for such entertainment. Also, Section 19 of the Local Government (Miscellaneous Provisions) Act 1976 stipulates where these premises are provided for or in connection with recreational facilities the Council may charge for such use of facilities. 7.2.3 Section 93 (5) of the Local Government Act 2003 allows the Council to set charges as it thinks fit and may, in particular, in relation to charging different persons different amounts for the provision of a service. 7.2.4 The Council may also use its well being powers under Section 2 of the Local Government Act 2000 or powers under Section 132 of the Local Government Act 1972 to provide premises for the public and community use. 7.2.5 The proposed hall charges are made in accordance with the legislative provisions described above and should be made in accordance with the Councils Fees and Charges policy. This policy provides for a differential pricing scheme where justifiable and must be reasonable. The service must take legal advice in relation to the criteria to be applied. 7.3.
Human Resources 7.3.1. Consultation on the proposed restructure will be conducted in line with the Council’s Fairness at Work procedure.
7.4
Health Impact Assessment 7.4.1 The venues offer a facility for hire that can provide for a range of social and cultural opportunities contributing to physical and mental well-being.
7.5
Equalities Impact Assessment 7.5.1 An Equality Impact Assessment has been carried out on the recommendations in this report. This indicates that the proposed reduction in price for arts and entertainments purposes specific to Friday evenings is in itself equalities neutral. However to develop the desired diversity in the cultural offer presented through our venues the arts and events service will actively engage in partnerships with a range of promoters reflective of the Borough’s demographics.
7.6
Climate Change Impact Assessment 7.6.1 None specific.
Page 16
4
8
CONCLUSION 8.1
The pricing for peak time private commercial use has proved market sustainable.
8.3
The introduction of reduction by application ensures that valued cultural and community activities for peak time use can be offered at an affordable cost. However the evidence of Council services relocating conferences to alternative venues suggests that at least within this market, the halls remain overpriced.
8.4
The service needs to achieve the most effective pricing policy across peak and off peak and across use types. This report seeks to further correct the pricing policy in line with performance information gathered since April 08.
Background Information Equality Impact Assessment document
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda. Signed:
Date 07 January 2009
Portfolio Member for Leisure, Arts and Culture
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Appendix A
Hall Hire Prices for 2006/07 – 2008/09
Walthamstow Assembly Hall
2007/08 8 Hour Charge
£2688
£2960 (Proposed 50%off this figure for public entertainments activities) £2960
£1080
£1200
Fri £2688 Sat and Sun Mon – Thurs.
Chingford Assembly Hall Fri
£1600 (Proposed 50% reduction off this figure for public entertainments activities) 1600 £640 (Now also available as a minimum 4 hours for community use*)
£1400 Sat and Sun Mon to Thurs
2008/09 8 Hours
£1400 £568
*Subject to proposed activity and cost implications for staff resource.
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6
Appendix B
Community use at Chingford Assembly Hall. The introduction of the application for reduction method has supported the following organisations who have now returned to use of the Assembly Hall. Chingford Village Festival New Direction Dance Forest School of Dance Waltham Forest Drama Festival Negotiations are in progress with the Scout Association Gang Show. Groups that have not returned are: Chapel End Savoy Players Oakleigh Antique Fair- (not a community activity)
Community use at Walthamstow Assembly Hall. The size and associated cost of WAH encourages a different type of community use, more commonly paid for directly by the Council, for example through its Arts & Events and Music Services. At Walthamstow Assembly Hall the following organisations have thus far benefited from reductions Forest Philharmonic British Legion Bengali International Miss Deaf UK Kreative Culture Klub-in progress The scheme has been promoted to Apex Arts membership, Voluntary Action Waltham Forest and information is available on the Council’s web site. In response to booking enquires community groups are advised as to the reduction scheme. The application process has been beneficial in identifying the work of community groups and has enabled officers to consider other ways in which they might be engaged in the Olympic cultural programme. Groups have in the main responded positively to the invitation for wider involvement in Council initiatives around the Olympics. The funding of most arts organisations in the borough is low and many local groups do not have the resources to book the halls even at a 75% reduction. The difficult balance between economy and community benefit means that not all groups can be given public subsidy. However, the Council is currently updating a directory of other locally available venues.
Page 19
7
Appendix C Marketing Model Assessment Product
Ensuring that buildings are maintained to a high standard to meet health and safety standards and customer expectations associated with hosting prestige public and private events.
The loss of business during and after the refurbishment of Chingford Assembly Hall, has resulted in a continued deficit and the service is not presently in a position to invest in improvements to furnishing and facilities. It is essential to achieve a balanced budget to support spend on basic product improvement.
Capital investment to WAH will be necessary within the next five years in order to maintain health and safety requirements as well as general improvements.
Pricing
The crude application of % price increases does not reflect the variation in user markets. For example, the increased price has not reduced wedding hires, the main commercial use. However for cultural and conference use, price has continued to act as a deterrent.
Saturday and Sunday have proved sustainable at the “peak pricing”, but the pattern of use does not support the continued categorisation of Friday as “peak” time. In order to further support the development of arts and entertainment use at the venues it is recommended that Friday is offered at 50% of the advertised rates for both community and commercial hires for arts and entertainment events.
The increased cost of “off-peak” use (Mon-Thurs) has deterred types of use that could contribute to income generation. Notably there is a drift of Council conferences away from use of the CAH towards venues of similar capacity but lower cost. It is recommended that officers be authorised to negotiate price agreements with council departments and the not-for-profit sector on planned repeated non-cultural use. Such negotiated reductions would not be attributed against the £50,000 subsidy allocation for community cultural hire.
Promotion
Historically the Halls Services has had no dedicated promotions budget or staff resource.
Page 20
8
Where low booking rates can be attributed to product and pricing there is no evidence that promotion alone can persuade more potential customers to use the venues.
Promotions will be focused on joining with opportunities afforded by other promotional campaigns undertaken across Cultural Services. Improvement of on-line information including virtual tours also presents a relatively low cost promotional opportunity.
The Arts and Events Service will undertake the promotion of a number of events linked to engagement in the Cultural Olympiad and specifically the 5 Borough arts festival ‘Create’. This exercise will secure through the Create promotional campaign a reach of 100,000 individuals across the 5 boroughs.
In order to further assist the development of entertainment promotions it is recommended that Friday be offered at a new lower rate for both community and commercial led arts and entertainment productions. This will enable the arts service to pursue co-promotion of arts and entertainment product at reduced risk. For example where WAH is presently advertised at £2960 on Fridays it would be made available for arts and entertainments purposes at a rate of approximately £1500. A community organisation may benefit from a reduction on this advertised price through the application for reduction scheme.
People
As part of the Efficiency Review the Service is required to deliver a saving on staff costs of £30,000.
It is anticipated that additional savings of up to £60,000 will be necessary to bring the budget plan in line with actual performance.
A key part of the proposed reorganisation is the creation of staff capacity and responsibilities focused on the delivery of a public events and promotions programme across the two venues to achieve a high-quality and diverse cultural programme.
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Agenda Item 5 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20th January 2009
Title:
Halls Service: Pricing Policy Review – 6 Month Review
Council Priority:
Create wealth and opportunity for our residents
Retain wealth in the Borough
Directorate:
Adult and Community Services
Report of:
Jim Crook – Interim Executive Director, Adult and Community Services
Contact:
Clive Morton, Head of Culture and Leisure Services
Phone:
020 8496 3506
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
All
Appendices:
Appendix A: Comparative Pricing Appendix B: Use of Halls by Community Groups Appendix C: Marketing Model Assessment Appendix D: Analysis of Income
Status:
Open
1.
SUMMARY 1.1
On 18th March 2008 Cabinet considered a report setting out the impact of the Halls pricing policy on community groups. The report set out the findings of a survey of user groups and an assessment of future bookings and concluded that the pricing policy had brought about a significant reduction in the use of the two Assembly Halls by community organisations.
1.2
Cabinet agreed a new charging policy for community groups to be introduced involving application for reduction against advertised rates. It was agreed that the reduced charge to community groups be limited to a total ‘opportunity cost’ of £50,000 annually. Cabinet further agreed a 10% increase in charges (inclusive of inflation).
1.3
The application for reduction in hire charge is now operational and this report provides an update on community use. Additionally the report provides further consideration of halls pricing and income achievement and makes further recommendations for improvement.
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1
2.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to note the progress made in attracting back community arts use of the two venues. 2.1.2 Cabinet is requested to agree: (a) That the cost of hiring of Chingford and Walthamstow Assembly Halls on Fridays for arts and entertainment use be reduced by 50%, and that this reduction includes both non-commercially and commercially provided arts and entertainment. (b) That officers be authorised to negotiate reduced price agreements with Council departments to ensure that Council spend on events, conferences, meetings and other activities contributes to the best economical use of these Council venues.
3.
REASON FOR DECISION 3.1
4.
The 2007/08 pricing structure was introduced to address an ongoing deficit within the halls service. A consequence of higher pricing was a reduction in cultural and community use. Whilst the introduction of targeted reduced rates has assisted community groups in accessing the halls, officers consider that further flexibility on pricing is required in order to develop use of the venues.
PROPOSAL 4.1
Members have expressed a desire for maximisation of use and income in the delivery of Halls Services and to ensure that within the profile of users there is a sustainable cultural and community dimension.
4.2
Indications are that the introduction of an “application for reduction” on current prices has achieved the desired outcomes of: • • •
4.4
Limiting the public subsidy to community and cultural use to £50,000 annually. Permitting the Council to consider the cultural and community benefit of a proposed use. The inclusion of cultural activities at the respective venues, which contribute to the LAA indicator N1 11, measuring public engagement in the arts.
Officers have undertaken a marketing model assessment of the service since its transfer to Cultural Services and have identified the need for further adjustments. The assessment takes account of product development, pricing, promotion and people. A summary of this analysis is provided in Appendix C.
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2
4.5
Impact of Application for reduction to community groups. The application for reduction system has resulted in most groups who used it previously returning to the Chingford Assembly Hall and has supported retention of community arts use at the Walthamstow Assembly Hall. Appendices A and B provide further details of the price structure and the community use of the Halls by groups awarded a reduction.
5.
ALTERNATIVES CONSIDERED 5.1.
6.
CONSULTATION 6.1.
7.
Officers have considered a return to full concessionary price structure for community groups. However this option would risk the income improvement gains already achieved and undermine the achievement of further improvement. Officers have proposed further adjustments that give additional opportunities for development of arts and entertainment use but do not present the same risk. As part of the review of pricing policy conducted in 2007 community users indicated their intention not to hire the halls for reasons of price. The introduction of the application for reduction has provided the opportunity for officers to discuss proposed uses and to award reductions. In the main, groups have received the new system positively and have now returned to use of the venues.
IMPLICATIONS 7.1.
Financial 7.1.1. The Halls Service in the period 2008/9 is anticipated to incur a deficit of £50,000 against its planned operational budget. 7.1.2. In period 2008/9 applications for reduction have been awarded to the value of £19,114.50 in subsidy. This has resulted in additional income of £7,011 from community use as at December 2008. It is anticipated that these figures will continue to increase but the annual allowance of £50,000 will not be fully used in 2008/09. A detailed analysis of income since the introduction of the reduced charges in April 2008 is attached at Appendix D. 7.1.3. The proposed reduction of rates on Fridays should not have an adverse effect on income generation, and may encourage further participation from Arts and Entertainment groups.
7.2.
Legal 7.2.1 Section 145 of the Local Government Act 1972 empowers the Council to make provision for entertainment and to charge for the use of premises
Page 24
3
provided by the Council for such entertainment. Also, Section 19 of the Local Government (Miscellaneous Provisions) Act 1976 stipulates where these premises are provided for or in connection with recreational facilities the Council may charge for such use of facilities. 7.2.3 Section 93 (5) of the Local Government Act 2003 allows the Council to set charges as it thinks fit and may, in particular, in relation to charging different persons different amounts for the provision of a service. 7.2.4 The Council may also use its well being powers under Section 2 of the Local Government Act 2000 or powers under Section 132 of the Local Government Act 1972 to provide premises for the public and community use. 7.2.5 The proposed hall charges are made in accordance with the legislative provisions described above and should be made in accordance with the Councils Fees and Charges policy. This policy provides for a differential pricing scheme where justifiable and must be reasonable. The service must take legal advice in relation to the criteria to be applied. 7.3.
Human Resources 7.3.1. Consultation on the proposed restructure will be conducted in line with the Council’s Fairness at Work procedure.
7.4
Health Impact Assessment 7.4.1 The venues offer a facility for hire that can provide for a range of social and cultural opportunities contributing to physical and mental well-being.
7.5
Equalities Impact Assessment 7.5.1 An Equality Impact Assessment has been carried out on the recommendations in this report. This indicates that the proposed reduction in price for arts and entertainments purposes specific to Friday evenings is in itself equalities neutral. However to develop the desired diversity in the cultural offer presented through our venues the arts and events service will actively engage in partnerships with a range of promoters reflective of the Borough’s demographics.
7.6
Climate Change Impact Assessment 7.6.1 None specific.
Page 25
4
8
CONCLUSION 8.1
The pricing for peak time private commercial use has proved market sustainable.
8.3
The introduction of reduction by application ensures that valued cultural and community activities for peak time use can be offered at an affordable cost. However the evidence of Council services relocating conferences to alternative venues suggests that at least within this market, the halls remain overpriced.
8.4
The service needs to achieve the most effective pricing policy across peak and off peak and across use types. This report seeks to further correct the pricing policy in line with performance information gathered since April 08.
Background Information Equality Impact Assessment document
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda. Signed:
Date 07 January 2009
Portfolio Member for Leisure, Arts and Culture
Page 26
5
Appendix A
Hall Hire Prices for 2006/07 – 2008/09
Walthamstow Assembly Hall
2007/08 8 Hour Charge
£2688
£2960 (Proposed 50%off this figure for public entertainments activities) £2960
£1080
£1200
Fri £2688 Sat and Sun Mon – Thurs.
Chingford Assembly Hall Fri £1400 Sat and Sun Mon to Thurs
2008/09 8 Hours
£1400 £568
£1600 (Proposed 50% reduction off this figure for public entertainments activities) 1600 £640 (Now also available as a minimum 4 hours for community use*)
*Subject to proposed activity and cost implications for staff resource.
Page 27
6
Appendix B
Community use at Chingford Assembly Hall. The introduction of the application for reduction method has supported the following organisations who have now returned to use of the Assembly Hall. Chingford Village Festival New Direction Dance Forest School of Dance Waltham Forest Drama Festival Negotiations are in progress with the Scout Association Gang Show. Groups that have not returned are: Chapel End Savoy Players Oakleigh Antique Fair- (not a community activity)
Community use at Walthamstow Assembly Hall. The size and associated cost of WAH encourages a different type of community use, more commonly paid for directly by the Council, for example through its Arts & Events and Music Services. At Walthamstow Assembly Hall the following organisations have thus far benefited from reductions Forest Philharmonic British Legion Bengali International Miss Deaf UK Kreative Culture Klub-in progress The scheme has been promoted to Apex Arts membership, Voluntary Action Waltham Forest and information is available on the Council’s web site. In response to booking enquires community groups are advised as to the reduction scheme. The application process has been beneficial in identifying the work of community groups and has enabled officers to consider other ways in which they might be engaged in the Olympic cultural programme. Groups have in the main responded positively to the invitation for wider involvement in Council initiatives around the Olympics. The funding of most arts organisations in the borough is low and many local groups do not have the resources to book the halls even at a 75% reduction. The difficult balance between economy and community benefit means that not all groups can be given public subsidy. However, the Council is currently updating a directory of other locally available venues.
Page 28
7
Appendix C Marketing Model Assessment Product
Ensuring that buildings are maintained to a high standard to meet health and safety standards and customer expectations associated with hosting prestige public and private events.
The loss of business during and after the refurbishment of Chingford Assembly Hall, has resulted in a continued deficit and the service is not presently in a position to invest in improvements to furnishing and facilities. It is essential to achieve a balanced budget to support spend on basic product improvement.
Capital investment to WAH will be necessary within the next five years in order to maintain health and safety requirements as well as general improvements.
Pricing
The crude application of % price increases does not reflect the variation in user markets. For example, the increased price has not reduced wedding hires, the main commercial use. However for cultural and conference use, price has continued to act as a deterrent.
Saturday and Sunday have proved sustainable at the “peak pricing”, but the pattern of use does not support the continued categorisation of Friday as “peak” time. In order to further support the development of arts and entertainment use at the venues it is recommended that Friday is offered at 50% of the advertised rates for both community and commercial hires for arts and entertainment events.
The increased cost of “off-peak” use (Mon-Thurs) has deterred types of use that could contribute to income generation. Notably there is a drift of Council conferences away from use of the CAH towards venues of similar capacity but lower cost. It is recommended that officers be authorised to negotiate price agreements with council departments and the not-for-profit sector on planned repeated non-cultural use. Such negotiated reductions would not be attributed against the £50,000 subsidy allocation for community cultural hire.
Promotion
Historically the Halls Services has had no dedicated promotions budget or staff resource.
Page 29
8
Where low booking rates can be attributed to product and pricing there is no evidence that promotion alone can persuade more potential customers to use the venues.
Promotions will be focused on joining with opportunities afforded by other promotional campaigns undertaken across Cultural Services. Improvement of on-line information including virtual tours also presents a relatively low cost promotional opportunity.
The Arts and Events Service will undertake the promotion of a number of events linked to engagement in the Cultural Olympiad and specifically the 5 Borough arts festival ‘Create’. This exercise will secure through the Create promotional campaign a reach of 100,000 individuals across the 5 boroughs.
In order to further assist the development of entertainment promotions it is recommended that Friday be offered at a new lower rate for both community and commercial led arts and entertainment productions. This will enable the arts service to pursue co-promotion of arts and entertainment product at reduced risk. For example where WAH is presently advertised at £2960 on Fridays it would be made available for arts and entertainments purposes at a rate of approximately £1500. A community organisation may benefit from a reduction on this advertised price through the application for reduction scheme.
People
As part of the Efficiency Review the Service is required to deliver a saving on staff costs of £30,000.
It is anticipated that additional savings of up to £60,000 will be necessary to bring the budget plan in line with actual performance.
A key part of the proposed reorganisation is the creation of staff capacity and responsibilities focused on the delivery of a public events and promotions programme across the two venues to achieve a high-quality and diverse cultural programme.
Page 30
9
Total
£0
£10,000
£20,000
£30,000
£40,000
£50,000
£60,000
£70,000
£3,246
£8,745 £39,603
Conferences / Meetings
Other Community Walthamstow Total
Apr
May
£718
£3,906
£40,273
£41,459
£6,023
£4,238
£26,106
£0 £32,749
£5,305
£2,838
£24,606
£3,906 £7,524
£8,745
£3,702
Conferences / Meetings
Other Community Grand Total
£9,188
Public Arts and Entertainment
£19,824
£7,788
Private Function
£19,824
Public Arts and Entertainment
£1,856
£456
Private Function
£40,273
Walthamstow
Other Community Chingford Total
Conferences / Meetings
£41,459
June
July
£40,710
£6,701
£425
£7,935
£25,649
£6,701 £37,058
£5,376
£24,981
£3,652
£425
£2,559
July
£65,323 Aug
£55,676
£568
£1,709
£6,347
£47,052
£39,155
£4,231
£34,923
£568 £16,522
£1,709
£2,116
£12,129
£1,400
£1,400
£40,710
£668
Public Arts and Entertainment
£55,676
June £1,500
May
Apr
£65,323
£0
£4,170
£0
£61,153
£55,071
£4,170
£50,901
£10,252
£10,252
Sept
Aug
£28,089
Private Function
Sept
£28,089
£2,960
£4,440
£8,656
£12,033
£2,960 £21,889
£4,040
£2,856
£12,033
£6,200
£400
£5,800
Oct
£41,734
Categories
Oct
£41,734
£4,297
£3,305
£7,014
£27,118
£3,579 £30,015
£2,620
£3,934
£19,882
£718 £11,719
£685
£3,080
£7,236
Nov
£53,027 Nov
Dec
£47,162
£3,444
£1,955
£22,098
£19,665
£3,444 £41,384
£1,755
£16,520
£19,665
£5,778
£200
£5,578
Jan
£22,033
£3,550
£0
£3,330
£15,153
£3,550 £22,033
£3,330
£15,153
Feb
£38,820
£0
£4,850
£3,650
£30,320
£38,820
£4,850
£3,650
£30,320
Mar
£30,578
£0
£7,403
£3,965
£19,210
£0 £25,583
£7,048
£1,975
£16,560
£4,995
£355
£1,990
£2,650
Dec
Jan
Feb
£504,883
£47,187
£44,029
£83,321
£330,346
£38,315 £424,724
£37,551
£54,646
£294,212
£8,872 £80,159
£6,478
£28,675
£36,135
Grand Total
Total Income by month (Chingford + Walthamstow)
£53,027
£13,017
£6,047
£6,901
£27,063
£9,337 £41,365
£4,517
£2,148
£25,363
£3,680 £11,663
£1,530
£4,753
£1,700
£47,162
Chingford
£22,033
Halls
£38,820
(April 08 - March 09 - Booking to date)
Mar
£30,578
Income by Month and Usage Types
Page 31
£40,000
£50,000
£0
£10,000
£20,000
£30,000
Apr
£39,603
£1,856
Apr
Chingford Walthamstow
£7,524
May
June
£37,058
£3,652
June
July
£16,522 July
£39,155
£55,071 £10,252 Aug
£21,889 £6,200 Sept
£11,719 Oct
£30,015
Halls Income by month (2008-09)
Oct
Nov
£41,365 Nov
£11,663
Sept
Dec
£41,384 Dec
£5,778
Aug
£22,033 Jan
Jan
£38,820 Feb
Feb
Mar
£25,583 Mar
£4,995
May
£32,749
£60,000
Page 32
Page 33
Page 34
r
Page 35
£25,583
Page 36
£0
£100,000
£200,000
£300,000
£400,000
£500,000
£600,000
Grand Total
Other Community
Mon
£45,345
Tue
£4,525
Public Arts and Entertainment
Conferences / Meetings
£24,901
Total
£11,265
£38,597
£10,520
£45,345
£9,884
£51,285
£3,188 £5,798
£161,157
£2,924
£47,753
£6,796
£22,306
£35,566
£116,606
£40,650 £91,643 £19,878 £3,188 £5,798 £120,507
£24,963 £15,688
Sat
£517
£15,388
£28,924
£2,250 £517 £1,850 £4,617 £28,924 £13,138 £0 £1,074 £43,136
Fri
£7,899
£2,144
£5,467
£1,480 £2,144 £1,215 £2,056 £6,895 £3,987 £0 £6,684 £4,740 £15,411
Thu
Wed
Total Income by day (Chingford + Walthamstow)
£6,844
£5,814
£14,674
£1,936
£8,063
£24,826
£5,226 £949 £1,520 £7,695 £14,674 £588 £5,895 £9,745 £30,902
Wed
£11,975
£5,097 £22,745 £4,525 £9,034 £9,884 £46,188
£2,941
£1,336 £568 £856 £3,446 £6,206 £23,490 £7,495 £1,080 £7,074 £39,139
Tue
£38,597
Walthamstow
£51,285
£2,156
Private Function Public Arts and Entertainment Conferences / Meetings Other Community Chingford Total Private Function Public Arts and Entertainment Conferences / Meetings Other Community Walthamstow Total Private Function
Chingford
Mon
Usage Types
Thu
£22,306
Halls
Fri
£44,029 £47,187
£504,883
£0
£138,441
£83,321
£330,346
£36,135 £28,675 £6,478 £8,872 £80,159 £294,212 £54,646 £37,551 £38,315 £424,724
Grand Total
£11,670
£11,822
£114,949
£9,000 £108,749 £9,022 £11,670 £0 £129,441
£6,200 £2,800
Sun
Sat
£161,157
(April 08 - March 09 - Booking to date)
Sun
£138,441
Income by Day and Usage Types
£47,753
Page 37
Grand Total
£504,883
£0
£50,000
£100,000
£150,000
£200,000
£250,000
£300,000
£350,000
Grand Total
£0
£20,000
£40,000
£60,000
£80,000
£100,000
£120,000
Mon
Walthamstow
£330,346
£46,188
Private Function
Tue
Thu
Fri
£43,136 £15,411
£6,895
£7,695
Total Income by Usage Type (Chingford + Walthamstow)
Wed
£30,902 Public Arts and Entertainment
£83,321
Chingford
£4,617
£40,650 Other Community 9%
Public Arts and Entertainment 17%
Conferences / Meetings 9%
Conferences / Meetings
£44,029
£140,000
Halls Income by day (2008-09)
Sat
£9,000 Private Function 65%
Sun
Other Community
£47,187
Page 38
£129,441
£120,507
£39,139
£6,206
£5,097
Page 39
£0
£50,000
£100,000
£150,000
£200,000
£250,000
£36,135
Private Function
Public Arts and Entertainment 36%
Conferences / Meetings 8%
Public Arts and Entertainment
£28,675
£300,000
Other Community 11% Private Function 45%
£6,478
Other Community 9%
Public Arts and Entertainment 13%
Conferences / Meetings 9%
Conferences / Meetings
Chingford
Halls Income by Usage Type (2008-09)
£54,646
£350,000
Chingford Walthamstow
£294,212
Conferences / Meetings
£37,551
Public Arts and Entertainment
Other Community
Private Function 69%
Walthamstow
Other Community
£8,872
Private Function
£38,315
Page 40
Private Function
Public Arts and Entertainment
Conferences / Meetings
Other Community
Agenda Item 6 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet – 20th January 2009
Title:
Waiver Request of Contracts Procedure Rules to Procure Local Space to Purchase 50 Properties in the Leyton/Leytonstone Area
Council Priority:
1. Manage population growth and change 2. Improving housing quality and choice 3. Support and empower our most vulnerable residents to live independent, active and enjoyable lives
Directorate:
Adult and Community Services
Report of:
Interim Executive Director, Adults and Community Services
Contact:
Colin Moone
Phone:
020 8496 5401
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
Leyton and Leytonstone
Appendices:
Appendix 1 – About Local Space
Status:
Open
1.
SUMMARY 1.1.
This report seeks Cabinet approval to waive the contracts procedure rules to contract on a single tender basis with Local Space to carry out, on a pilot basis, the purchase of 50 properties in the Leyton/Leytonstone area in order to improve their conditions and the area. Single tender action is recommended because officers believe Local Space have a unique approach and experience, which other organisations currently cannot match.
1.2.
This initiative will assist Waltham Forest in managing some of the worst housing standards in the borough by buying empty properties or Houses in Multiple Occupation (HMOs).
1.3.
The overall project will cost over £12m and the bid to the London Development Agent is for nearly £4m. The funding, if received, is one off. Given that the bid had to be accompanied by an organisation with a track record of delivering these types of outcomes, Local Space are being recommended as the preferred partner, for this purpose only.
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1
2.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1 Cabinet is requested to agree that Contracts Procedure Rules are waived to enable the procurement of Local Space, a Registered Social Landlord, to purchase 50 properties in the Leyton/Leytonstone area, if matched funding is obtained as outlined in paragraph 4.1 below.
3.
REASON FOR DECISION 3.1.
4.
This is a key decision as agreement is needed from Cabinet to waive the Contracts Procedure Rules. Rule 1.7.2 allows the contracts procedure rules to be waived if it can be shown that the Council’s overall interests, including best value, are met by waiving all or part of the rules and the agreement of the Director of Governance and Law and the Head of Procurement is obtained.
PROPOSAL 4.1
Under the GLA Targeted Funding Programme, Settled Homes Initiative, the Council made a bid for £3.875m to facilitate the purchase of 50 homes in the Leyton / Leytonstone area. These units will primarily be street properties, targeting those private rented properties currently poorly run, poorly maintained HMOs or properties at risk of becoming HMOs. These properties will be brought up to a decent homes standard and let to tenants, during the two years of the pilot, at a market rent for a period of 10 -15 years. At the end of that period 40 - 50% of the properties are sold to pay off the mortgage and the rest will be owned outright by the RSL. The tenants in these properties will become assured tenants on a social rent, thus assisting the council in reducing the number of households in temporary accommodation.
4.2
Local Space is an RSL with whom the Council has been holding, ‘without prejudice’ discussions. They have successfully developed a delivery model for other Councils where poorly maintained HMOs are an issue. They have approximately 1,500 units in their ownership and have built up a specialist position in this area of work. Validation of the Local Space Business Plan Model has been undertaken by KPMG and by the Housing Corporation who registered Local Space as a specialist Temporary to permanent (T2P) / Settled Homes / Market Renting RSL in early 2006.
4.3
The proposal set out by Local Space is a unique product that currently only they can provide. Alternatives have been considered as outlined in paragraph 5.1, however, the proposal from Local Space best meets the Council’s needs and offers best overall value.
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2
4.4
5.
ALTERNATIVES CONSIDERED 5.1
6.
The other alternative considered would involve the Council working with an RSL partner to buy 50 street properties in the South of the borough. Although the scheme would be similar in design to the preferred option, it requires a higher level of public subsidy and RSLs delivering similar schemes within the subregion offer less assurance of delivery. Therefore, this option was discounted on the grounds of deliverability and costs.
CONSULTATION 6.1.
7.
The Council has applied for a grant of £3,875m from the London Development Agency (LDA) to match fund resources from Local Space. The bid has progressed into the second stage but it is unlikely that a decision will be made before January 2009 at the earliest.
The Sustainable Communities Strategy Consultation programme delivered a clear message on the Leyton and Leytonstone areas of the borough. Residents and other stakeholders identified that this part of the borough has become less attractive because of the increased numbers of buy-to-lets and poor quality HMOs. There is a general desire to see the area remain an area for family housing. This initiative is designed to assist in delivering that agenda.
IMPLICATIONS 7.1.
Financial 7.1.1. The total value of the project is anticipated to be £12,125m. Local Space has budgeted up to £8,250m to carry out the project and the Council has submitted a bid for £3,875m. The start of the project is reliant on the success of this bid.
7.2.
Legal 7.2.1 The Council’s Constitution provides that all contracts must comply with its Contract Procedure Rules. However, rule 1.7.2 allow the contracts procedure rules to be waived if it can be shown that the Council’s overall interests, including best value, are met by waiving all or part of the rules and the agreement of the Director of Governance and Law and the Head of Procurement is obtained. The Director of Governance and Law agrees to the waiver based on the evidence provided in this report. 7.2.2 The contract is considered as a transaction of Land and is therefore exempt from EU Procurement Directives.
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3
7.3.
Human Resources 7.3.1. There are no specific human resources issues arising from this report.
7.4.
Health Impact Assessment 7.4.1. A number of properties targeted by this project are likely to fail the Housing Health and Safety Rating System (HHSRS), thereby putting the health of these residents at a higher risk of ill health or injury. As part of the programme of ensuring all properties are brought up to a decent standard all category one hazards will be removed, reducing the health risks to the residents. 7.4.2 Providing settled homes for 50 households will remove one of the barriers homeless families have to accessing GP and other primary health care services.
7.5
Equality Impact Assessment 7.5.1. This project will target the north Olympic Fringe focusing on E10 and E11 postcodes. Both areas have a high proportion of minority and excluded groups on which homelessness in the area impacts disproportionately. Both postcodes have high levels of poverty and deprivation generally as recently identified in the borough’s Housing Need and Market Assessment. This includes inequalities in housing, which this project will in part help to address. 7.5.2. An equality impact assessment (EIA) has not been undertaken specifically on the decision of waiving the contract procedures for this proposal. It is recognised that this will be a lost opportunity for other organisations to be able to bid for this work, however, given that Local Space is uniquely positioned in having the experience and approach which other organisations are currently unable to match, it is unlikely that there will be a particular negative impact on any of the equality groups. 7.5.3. A detailed EIA will be carried out once the funding to deliver this project has been secured to ensure the subsequent work delivers benefits for the equality groups as well as identifying any particular areas for improvement.
7.6
Climate Change Impact Assessment 7.6.1. Properties will be improved to a high level of thermal comfort. Officers will also consider how these properties will comply with the Eco-Homes standards which look at replacing hard surfaces in front gardens to permeable surfaces. - -
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4
8.
CONCLUSION 8.1.
Cabinet is requested to agree the necessary waiver to allow LBWF to contract with Local Space to carry out this important project subject to obtaining funding.
Background Information •
Targeted Funding Initiative bid to the London Development Agency for a Temporary to Permanent Scheme July 2008
This report has been cleared after discussion with the Portfolio Member. Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed
Date 6.1.2009
Portfolio Member for Communities and Housing
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5
APPENDIX 1 ABOUT LOCAL SPACE
The Association buys ten properties a week on the open housing market with a Royal Bank of Canada loan of £200 million and a Housing Corporation grant of £25 million. The homes are brought up to the Government's Decent Homes Standard before they are let to tenants nominated by Newham. Housing Benefit services the loan through tenants' rents. Providing extra permanent homes makes more sense than paying huge sums of public money to private landlords in Housing Benefit (£600 million a year in London alone) for temporary accommodation with no long-term social benefits. Local Space supports the Government's sustainable communities agenda by developing mixed-tenure communities, filling empty homes and contributing to neighbourhood regeneration. A registered not for profit charity, the Association's activities are monitored by the Housing Corporation and the Audit Commission. Savills, a leading property services group with many years' experience of working with housing associations, independently monitors all Local Space property buying activities to ensure probity and value for money is achieved. To date, it has given the Association a clean bill of health. How the Local Space financial model works •
Newham leased 450 homes used as temporary accommodation and valued at £50 million to the Association for a 125-year period while retaining the freehold.
•
Local Space leased the homes back to Newham under a 15-year partnering agreement.
•
The Royal Bank of Canada provided the Association with a loan facility of £200 million against the value of the lease.
•
The loan is serviced by the Association's rental income, which is paid by Housing Benefit. Rents are the same as those paid for short-term private sector temporary accommodation thanks to a grant from the Housing Corporation, which committed £25 million of Social Housing Grant towards the purchase of the first 1,000 homes.
•
After 15 years of mortgage repayments, Local Space may have to sell off a small percentage of the homes to raise money to pay down the outstanding loans to convert the homes it retains into permanent housing. The homes purchased are then added to Newham's permanent housing stock and transformed from temporary to permanent accommodation.
•
Other local authorities can use the model.
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6
How we buy the homes Local Space buys houses and flats using a clearly identified and transparent process: •
Local property companies identify potential properties. Local Space carries out initial 'drive-by' surveys.
•
If a property is suitable, Local Space commissions a survey from a local firm of chartered surveyors.
•
Where the survey is positive, Local Space provides the property company with an 'Oven Ready Price' for buying the house or flat and carrying out the works needed to bring it up to the Decent Homes Standard.
•
If Local Space approves the purchase, the property company pays a 10 per cent deposit on the house or flat.
•
Local Space pays the 90 per cent balance on the sale price.
•
The property company carries out the necessary works to bring the house or flat up to the Decent Homes Standard within an agreed works period.
•
A Local Space technical officer inspects the property to ensure the standard has been achieved, asking for more work where necessary.
•
The property is handed over to Local Space, with gas and electricity safety certificates. It is re-inspected by a chartered surveyor who provides an Available for Letting certificate.
•
Local Space collates all the paper work and its lawyers prepare the lease for the local authority.
•
Local Space pays the balance of 'Oven Ready Price' to the property company.
•
The house or flat is let to a homeless household.
•
Local Space sends monthly invoices to the local authority for rent payments.
How the homes are managed •
Newham's Temporary Accommodation Management Team manages the 450 homes transferred by the borough to Local Space. The two organisations have agreed a protocol that satisfies the Housing Corporation's housing management standards.
•
The property companies who acquire and improve homes for Local Space manage and maintain the properties for the first three years on behalf of the council. Their work is covered by the housing management protocol and is monitored closely.
•
The management and maintenance arrangements will be reviewed regularly to ensure continuous improvement.
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7
...and maintained to high standards Local Space has a duty to maintain high standards in the accommodation it provides. It does this by: •
Ensuring annual gas safety checks and periodical electrical inspections are made.
•
Establishing a planned and cyclical maintenance programme.
•
Setting aside reserves for future major stock improvements to ensure all homes not only continue to meet the Decent Homes Standard but also achieve the full Housing Corporation 30-year life Scheme Development Standards at conversion.
•
Supporting a customer-driven programme of continuous improvements, informed by resident surveys and focus groups.
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8
Agenda Item 7 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20 January 2009
Title:
Joint Local Authorities Regulatory Services Agreement (JLARS)
Council Priority:
Create wealth and opportunity for residents
Directorate:
Environment and Regeneration
Report of:
Robin Tuddenham, Assistant Director of Safe and Strong Communities
Contact:
Gavin Douglas
Phone:
020 8496 2201
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
Leyton, Cathall and Grove Green
Appendices:
None
Status:
Open
1.
SUMMARY 1.1.
2.
This report asks Cabinet to agree in principle to enter into two related agreements that will establish a joint regulatory service between the four boroughs covering the Olympic Park site. An agreement between four host boroughs and the Olympic Delivery Authority (ODA) to provide joint regulatory services in the Olympic Park. A second inter-borough agreement is proposed between the Council and three other host boroughs regarding how the joint service will be provided by the authorities. It should be noted that no decision-making powers are being delegated to another authority under either agreement.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to agree in principle: (a) to enter into a service level agreement with the Olympic Delivery Authority and the London Boroughs of Newham, Hackney and Tower Hamlets to provide joint regulatory services in the Olympic Park (the JLARS agreement) and, if agreed, (b) to enter into an agreement between the Council and the London boroughs of Newham, Hackney and Tower Hamlets establishing the inter-borough
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arrangements to provide the JLARS agreement (the Inter-borough agreement), and (c) to delegate the final agreement of both agreements at (a) and (b) to the Director of Environment and Regeneration on advice from the Director of Governance and Law and Director of Strategic Finance. 3.
REASON FOR DECISION 3.1.
4.
This is a key decision for Cabinet as the JLARS agreement has a value of £5,000,000.
PROPOSAL 4.1.
The Olympic Park geographically falls within the five host boroughs but is under the sole remit of the Olympic Delivery Authority (a government executive agency). A significant number of regulatory issues will impact on the Olympic Park and the 2012 Games themselves but under current arrangements would be subject to the different regulatory services of the five boroughs.
4.2.
As part of the Section 106 agreement with the ODA dated 28 September 2007, the boroughs agreed to enter into a service level agreement which defines the Regulatory Services to be provided by each of the Host Boroughs, the quality of service to be provided and the service level benchmarks. In consideration, the ODA would make a financial contribution of £5,000,000. This would have benefits for the boroughs and the ODA, but most importantly for local residents and users of the Olympic Park by providing a joined up service for regulatory matters covered by the agreement.
4.3.
Consequently, the four host boroughs north of the Thames entered into joint negotiations with the ODA to provide a joint regulatory service that would provide a consistent and efficient service until 31 December 2014. This report is the culmination of these negotiations and proposes an agreement in principle to enter into two interrelated agreement.
The JLARS agreement 4.4.
The joint regulatory agreement or JLARS between the ODA and the four boroughs. This provides for a service level agreement between the boroughs and the ODA for consideration of £5,000,000 for the provision of the services. The purpose of the decision is to ensure that a consistent service is provided throughout the Olympic Park site. The services covered by the agreement are described in the Schedules to the agreement and are: o environmental health, including: o pollution control;
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o food safety and standards; o health and safety enforcement; o pest control; and o public health; o highways and traffic management; o street naming and numbering; o licensing; o safety at sports grounds; o street scene enforcement; o parking; and o waste management. 4.5.
It is important to note that the agreement only relates to the provision of support for operational regulatory activities. It does not involve the delegation of any decision making powers to the joint service or another borough. All decision making powers in respect of each regulatory power remain with the individual borough, e.g. on a licensing decisions. Moreover, the agreement contains safeguards to ensure that each borough’s decision-making is not fettered by this agreement. The 4 borough agreement.
5.
4.6.
To support the delivery of JLARS an agreement between the four boroughs as to how the service has been reached; this is the inter-borough agreement. The lead authority will be Hackney, who will be the accountable body for the receipt and distribution of funds from the ODA and will host the JLARS team. Each authority will provide officers to support the team, either by formal secondment or otherwise. Each authority is required to provide a suitable lead officer for each area covered by the agreement. A project management board with members from all boroughs will ensure the good governance of the joint working and the provision of the service level agreement with the ODA.
4.7.
On a broader scale, joint working in this area in relation to the Olympics may provide foundations for future, longer term joint working as envisaged by the Olympics legacy and the Multi Area Agreement that will help deliver the Council’s aims under the Sustainable Community Strategy.
ALTERNATIVES CONSIDERED 5.1.
The Council does not have to enter into this agreement and can operate its regulatory services separately. However, it is likely that the three other boroughs will go ahead with the agreement in the absence of Waltham Forest. There is little benefit to
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seeking to undertake regulatory work independently as in practice due to the cross borough nature of the Olympic Park, the Council will have to work with its neighbours. 6.
CONSULTATION 6.1.
7.
The agreement has been prepared in negotiation with the partner boroughs, the ODA and internally with Legal Services.
IMPLICATIONS 7.1.
Financial 7.1.1. The service provision will be funded by the contribution from the ODA and distributed between the authorities based on their contribution to the joint service. Waltham Forest’s proportion of the ODA’s £5,000,000 contribution has yet to be quantified. 7.1.2. The agreement addresses insurance issues, requiring each authority to indemnify each other for their activities in performance of the agreement.
7.2.
Legal 7.2.1. These agreements are in performance of the section 106 agreement with the ODA and have been jointly agreed by the legal teams in the four boroughs. Clause 2 and Schedule 2 of the JLARS agreement specify the Council’s primary regulatory powers. The Council has power to enter in these agreements to provide joint services under the following legislation: 7.2.1.1. Section 2 of the Local Government Act 2000 as an arrangement / agreement between the Council and any person. The purpose of the agreement is likely to provide a well being purpose through the delivery of improved regulatory services for the benefit of residents and businesses inside and outside the borough. As such, it is compatible with the Council’s Sustainable Community Strategy. 7.2.1.2. Under section 111 of the LGA 1972 in that the provision of a joint service is likely to facilitate the better provision of the regulatory services specified in schedule 2 of the JLARS agreement. 7.2.1.3. Under s.1 of the Local Authorities (Contracts) Act 1997, the Council has power to enter into an agreement with any person for the discharge of its functions.
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7.2.1.4. Under the Local Government (Contracts for Goods and Services) Act 1970, at the least for the provision of services to the other boroughs. 7.2.2. The Council may use its powers under section 2 LGA 2000 or section 112 of the Local Government Act 1972 to use its employees to undertake work for the other 3 boroughs. 7.2.3. The JLARS agreement does not delegate any decisionmaking powers, nor does the SLA fetter the Council’s discretion to make independent decisions on regulatory matters. The agreement provides that the Council and individual staff must enter into a confidentiality agreement with the ODA to work on JLARS. This agreement does not override the Council’s statutory duties, e.g. under the Freedom of Information Act 2000, but will be taken into account when responding to any requests for information. For example, legally confidential information need not be disclosed. 7.3.
Human Resources The provision of the service can be made within existing resources. The JLARS team will be based in Hackney but Waltham Forest Service Coordinators will be appointed. Secondments will be advertised in accordance with normal Waltham Forest secondment processes. The Council provides a warranty as to the quality of staff provided but the Council can be confident that this will be met. Individual employees who wish to work on the team will have to enter into confidentiality agreements with the ODA, and an offer of employment will not be made without entering into this confidentiality agreement. The need for confidentiality arises for the security concerns in respect of the Olympic site.
7.4.
Health Impact Assessment 7.4.1 The coordination of public health functions is one of joint services.
7.5
Equality Impact Assessment 7.5.1 There is no adverse impact of this proposal. It will allow for a joined up service for the provision of regulatory services between the 4 boroughs, which will improve services for all groups. All of the boroughs are subject to the same equalities duties and will ensure that duties are met during the provision of the services during the course of the agreement.
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7.6
Climate Change Impact Assessment 7.6.1 The main climate change impacts relate to travel by staff. Officers seconded use their cars to undertake inspections and visit sites. In undertaking inspections it may be necessary to carry heavy equipment, and limits how much can be carried. Officers are encouraged however to use alternative means of transport such as bicycles, buses and trains wherever possible. The council’s electric vehicles are available for staff to use. 7.6.2 Officers enforcing the law that relates to Pollution control are likely to have a positive impact on climate change in preventing unnecessary adverse effects during and after construction is complete.
8.
CONCLUSION 8.1.
Cabinet’s agreement is sought to enter into these agreements, which will ensure that a joined up and value for money service is provided. The agreements are almost finalised and so it is requested that the power to finalise the agreement is delegated to the Executive Director in consultation with the portfolio holder and upon advice from the statutory officers. The agreements have not been appended due to their length but are available on request.
Background Information JLARS draft agreement Inter borough draft agreement Section 106 Agreement with the ODA dated 28 September 2007
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed
.
Date: 7/1/09
Councillor Afzal Akram Portfolio Member for Community Safety, Enforcement and Protection
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Agenda Item 8
LONDON BOROUGH OF WALTHAM FOREST
1.
Committee/Date:
Cabinet: 20 January 2009
Title:
Annual Review and Star Rating of Adults Social Care Performance 2007/08
Council Priority:
Support and empower our most vulnerable residents to live independent, active and enjoyable lives.
Directorate:
Adults and Community Services
Report of:
Jim Crook, Interim Executive Director, Adults and Community Services
Contact:
Peter Boon
Phone:
X 3263
E.Mail:
[email protected]
Action required:
For Information
Wards affected:
All wards
Appendices:
Appendix 1. CSCI’s 2007/08 Performance Assessment Notebook
Status:
Open
SUMMARY 1.1.
This report informs Cabinet of the Commission for Social Care Inspection’s (CSCI) annual review of Waltham Forest’s adult social care performance in 2007/08.
1.2.
The Council’s published adults social care star rating for 2008 is good with promising prospects for further improvement. This equates to a 2 star service and is reflected in a 2008 CPA score of 3 out of 4.
1.3.
The adults social care performance assessment framework is based on delivering better service outcomes to service users and carers. For the seven service delivery outcomes the results we have achieved are set out in Table 1 below. Full details of our strengths and areas for improvement are in the final published 2008 Performance Summary Report published by CSCI on 27 November 2008 at Appendix 1.
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Table 1. Grade awarded
Areas for judgement
Good
Delivering Outcomes Improved health and emotional well–being
Good
Improved quality of life
Good
Making a positive contribution
Good
Increased choice and control
Good
Freedom from discrimination or harassment
Excellent
Economic well-being
Excellent
Maintaining personal dignity and respect
Good
Capacity to Improve (Combined judgement) Promising
Leadership Commissioning and use of resources
2 stars
Star Rating
Scoring for the seven outcomes are Excellent, Good, Adequate, Poor. Scoring for the combined capacity to improve judgement is Excellent, Promising, Uncertain, Poor. For full details see Annex 2 on the CSCI “Professional” web site at: http://www.csci.org.uk/professional/councils/performance_assessment_handboo.aspx
2.
1.4
The Council has improved its performance from 2007 with two outcomes up-rated from good to excellent. However despite formal written representations we were unable to convince CSCI to improve the ratings of other outcomes and thus achieve an overall excellent 3 star rating for our adult social care services in 2008.
1.5
We are pleased with our excellent rating for the outcome “Freedom from discrimination or harassment”. We believe this demonstrates we are meeting our statutory duties to eliminate harassment in respect of race, gender and disability equality.
1.6
2008 is the last year of the CPA. The new CAA framework will report on Council activity and achievements for 2008-09 and will incorporate organisational assessments that comment directly on key Council services such as adult social care which in turn will draw on evidence provided by CSCI and, in future, the Care Quality Commission.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1 Cabinet is requested to note the adult social care Performance Summary Report and areas for improvement at Appendix 1 following the annual review meeting with CSCI on 13 August 2008. 2.1.2
To note that a formal adult social care improvement plan, based on the areas for improvement in CSCI’s 2007-08 performance Review Summary at Appendix 1, will be submitted to Cabinet in March 2009.
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2
3.
REASON FOR DECISION 3.1.
4.
This report is appropriate for monitoring by Cabinet. Adult social care is a level 1 service within the CPA and is therefore critical in the final overall Council CPA rating. Key services are provided to vulnerable residents and their carers throughout the borough in order to enable them to live independently and promote their health and well-being.
PROPOSAL 4.1.
The annual review of adult social care performance is a year long process and incorporates a range of information which CSCI use to make their final judgment about how well Councils are delivering social care services to vulnerable adults and older people. A formal meeting to discuss Waltham Forest’s performance was held with CSCI on Wednesday 13 August 2008. This included the Portfolio lead for adult social care and health, senior partners from WFPCT and representatives from the voluntary sector. Following the meeting there were negotiations over the final contents of the formal Performance Report letter.
4.2.
The information that informs the Performance report includes: (1) the 2007/08 out-turn figures for all the statutory adults social care performance indicators, including BVPIs in the national performance assessment framework; (2) detailed information on strategies, achievements and plans for improvement for all adult social care services set out in the Spring 2008 Self-Assessment Survey (SAS) which all local authorities had to submit to CSCI by 30 May 2008. (3) the outcome of any service inspections undertaken by CSCI from 1 April 2007 to 31 March 2008. The Independence, Well-Being and Choice inspection in October 2007, where our adult safeguarding services were rated as good, counts towards our 2008 star rating.
4.3
The 2008 Performance report continues our record of service improvement. Waltham Forest has the key strategies in place, a range of modern, appropriate social care services, the business support and IT infrastructure and a motivated and well-trained workforce to drive further improvements and help us to achieve our ambition to be an excellent Council.
4.4
The 2008 CSCI Performance report at Appendix 1 sets out both our strengths and areas for improvement and Adults Social Care managers will be drawing the latter together in an overall service improvement plan which will set out targets, outcomes and timetables for delivering the areas for improvement. This plan will be presented to Cabinet for their approval at their March 2009 meeting.
5 ALTERNATIVES CONSIDERED 5.1
Not applicable for this report
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6 CONSULTATION 6.1
Not applicable for this report.
7 IMPLICATIONS 7.1 Financial 7.1.1 This report covers the full set of national performance indicators for adult social care services. The gross 2007-08 budget for these services is £ 77.049 million. 7.1.2 The continued improvement in adults social care services will need to be delivered within the Council’s overall financial priorities and budget setting framework. This means a sustained drive and commitment to ensure cost–effective commissioning that delivers value for money across all services. It further means services have to focus on preventative support for people of all ages with disabilities to help them achieve or maintain their independence before they require high intensity and high cost care services at a later stage in their dependency cycle. 7.2 Legal 7.2.1 The Commission for Social Care Inspection was created by the Health & Social Care (Community Health & Standards) Act 2003. 7.2.2 The Annual Performance Review reports for adult social care are a CSCI statutory responsibility for all English social care authorities. All Council’s reports are public documents and are published on CSCI’s web site. 7.2.3 There is an expectation that the Performance Review Report will be presented to the executive members to endorse the proposed recommendations made by CSCI. 7.3 Human Resources 7.3.1 There are no direct Human Resources issues for staff, although issues of training, recruitment and retention will continue to be high priorities for continuous improvement. 7.4 Health Impact Assessment 7.4.1 The Performance Review report and our plans for improvement are central to our agenda to support vulnerable and disabled older adults to enable them to live independently and meet their aspirations for appropriate housing, relevant training or employment, using leisure and sporting facilities and enjoying social activities. Living an independent life where a disabled person has choice and control are major determinants of their overall health and well-being. 7.5
Equality Impact Assessment 7.5.1 The Performance Review report and its improvement tasks support the Council's disability equality priority of enabling disabled people to
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live independently, including people with HIV and mental health issues. The action plans and targets that will flow from the report will be subject to continuous equalities monitoring through established project reporting arrangements and framed to maximize equality of opportunity for all users of adult social care and their carers. There are also key national indicators and performance descriptors in the annual self-assessment survey that measure outcomes on improving freedom from discrimination and harassment. The process of developing the plans and targets will enable any further opportunities to better promote, race, gender and faith-based equality and equality for LGBT people to be identified, prioritised and implemented. 7.5.2 Action to increase the number of people supported to live at home independently and to increase the take up of direct payments will support the delivery of the priorities set out in the Council’s disability equality scheme. 7.6
Climate Change Impact Assessment 7.6.1 The personalization agenda for adult social care is the key national driver for radical change in these services. Under this new system service users and carers will manage budgets to choose, arrange and control their own care and support. Over time this will mean much reduced reliance on traditional Council facilities and buildings and this could have a positive impact on reducing the Council’s overall footprint in relation to energy use and transport.
8 CONCLUSION 8.1
Waltham Forest adult social care services have achieved a 2 stars promising prospects rating for 2008. Over the last 4 years we have demonstrated to CSCI a sustained record of service improvement. We will continue to drive improvements forward and these will be embedded in plans and appraisals with clear objectives and targets, rigorously monitored and appraised.
Background Information •
CSCI’s 2007-08 Performance Assessment Handbook at http://www.csci.org.uk/professional/councils/performance_assessment_handboo.aspx
Approval by the Portfolio- Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda. Signed
Date 8 January 2009
Councillor Liz Phillips Portfolio Member for Health, Adults and Older People
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5
Appendix 1 CSCI Regional Office Caledonia House 223 Pentonville Road London N1 9NG
Ms Mimi Konigsberg Executive Director Adult and Community Services London Borough of Waltham Forest Silver Birch House Uplands Business Park Blackhorse Lane London E17 5SD
Tel: Fax: Email: Web:
020 7239 0330 020 7239 0318 [email protected] www.csci.org.uk
27 October 2008
Dear Ms Konigsberg, Performance Summary Report of 2007-08 Annual Performance Assessment of Social Care Services for Adults Services London Borough of Waltham Forest Introduction This performance summary report summarises the findings of the 2008 annual performance assessment (APA) process for your council. Thank you for the information you provided to support this process, and for the time made available by yourself and your colleagues to discuss relevant issues. Attached is the final copy of the performance assessment notebook (PAN), which provides a record of the process of consideration by CSCI and from which this summary report is derived. You will have had a previous opportunity to comment on the factual accuracy of the PAN following the Annual Review Meeting. The judgments outlined in this report support the performance rating notified in the performance rating letter. The judgments are •
Delivering outcomes using the LSIF rating scale
And •
Capacity for Improvement (a combined judgement from the Leadership and the Commissioning & Use of Resources evidence domains)
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The judgment on Delivering Outcomes will contribute to the Audit Commission’s CPA rating for the council. The council is expected to take this report to a meeting of the council within two months of the publication of the ratings (i.e. by 31st January 2009) and to make available to the public, preferably with an easy read format available. Adult Social Care Performance Judgments for 2007/08
Areas for Judgment
Grade awarded
Delivering Outcomes
Good
Improved health and emotional well–being
Good
Improved quality of life
Good
Making a positive contribution
Good
Increased choice and control
Good
Freedom from discrimination and harassment
Excellent
Economic well-being
Excellent
Maintaining personal dignity and respect
Good
Capacity to Improve (Combined judgment)
Promising
Leadership
Promising
Commissioning and use of resources
Promising
Performance Rating
Two Stars
The report sets out the high level messages about areas of good performance, areas of improvement over the last year, areas which are priorities for improvement and where appropriate identifies any follow up action CSCI will take.
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7
Key Strengths and Areas for Improvement by People Using Services
Key strengths
Key areas for improvement
All people using services • People have access to a good range of health promotion information, available in community languages. • People benefited from improved quality of services including a well managed closure of one of the council’s own homes for older people. • People had prompt and effective care management systems. • Improvements were made to the complaints and out of hours services. • People had access to a wider range of advocacy services. • The council achieved Level 4 of the Equality Standard for Local Government, this was reflected in improved services for diverse communities. • Good partnership work with health, including analysis of strategy and gaps in services. • People had a wide range of employment and volunteering opportunities. • People are actively engaged in developing and improving services • People made good use of benefits advice services. • Safeguarding services were inspected and rated “good with promising capacity to improve” by CSCI. • Good performance management systems. • Improved commissioning services. • Good budget management. Older people • Increased Intermediate Care provision. • People had access to more Extra
• • • • •
• •
• •
•
More people need to be supported to live at home independently. Increase the take up of Direct Payments. Continue to develop Individual Budgets. Increase the completion rate for safeguarding investigations. Continue to improve the number of people undertaking safeguarding training, especially from the voluntary and independent sector and effectively record it. Reduce staff turnover and recruit to vacant posts. Continue to develop and launch Local Improvement Networks and demonstrate its impact and effectiveness. Continue to implement further levels of Equality Standard for Local Government. Continue to develop safeguarding services and consolidate the safeguarding quality assurance system.
Continue to reduce the numbers of people who have delayed discharges from hospital -8-
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Care Sheltered Housing schemes, with the opening of two new schemes.
• • •
People with learning disabilities • Some people had support to move • from residential care into the community. • The service was inspected and rated “satisfactory” by CSCI. • Some people had the choice of Individual Budgets. • People are engaged in shaping future services and improving them. • Good support services to help people find paid and voluntary work. • Good strategic planning of the service, with health colleagues. People with mental health problems • People with drug and alcohol • problems experienced an improved range of services, which better meet the needs of diverse communities. • Continued success of the “Coping Through Football” scheme. • Some people used Direct Payments to buy their care.
Expand the provision of Telecare services. Reduce the dependency on residential care. Increase the provision of intensive home care, and those receiving it via a Direct Payment. Continue to review and improve the short breaks service.
Continue to promote independent living for people with mental health problems.
People with physical and sensory disabilities • More people were supported to live independently. • People had minor adaptations delivered on time, and were happy with the improvements it made. • People waited less time for Major Adaptations, and waiting lists reduced. • People who are deaf or blind had braille training and some used telecare services. Carers • Services for carers services developed a wider range, including training and employment support.
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Improved Health and Emotional Well–Being
The contribution that the council makes to this outcome is good. People have access to an increasing range of health promotion information and activities, including some new initiatives with Age Concern, which are becoming more effective in reaching black and minority ethnic communities. Leaflets are available in community languages. The Mental Health Trust achieved Independent Foundation status, increasing its independence and capacity. Work took place to encourage people with mental health issues to take up Direct Payments, with some success. The innovative “Coping Through Football” programme continued to support over 50 people with mental health issues, and helped to reduce isolation. People with drug and alcohol problems experienced an improved range of services, which better met the needs of diverse communities There was substantial growth in intermediate care services, and the launch of an integrated “Inter Care Team”, which was established at the end of the 2007/08. The council anticipate the full benefits of this service will be more evident in 08/09. There was robust monitoring of delayed hospital transfers, which continued to reduce, but there is need for further improvements to bring Waltham Forest in line with comparator councils. The council anticipate further reductions in 08/09. New monitoring systems are in place to identify any delays and resolve the causes. An increasing number of people had reviews of their care packages. Key Strengths • • • •
Good range of health promotion information, available in community languages. Successful “Coping through Football” scheme supports 50 people. Improved drug and alcohol services. More intermediate care services and new initiatives were launched to reduce hospital delays.
Key areas for improvement • Continue to reduce the numbers of people who have delayed discharges from hospital.
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Improved Quality of Life
The contribution that the council makes to this outcome is good. More older people were supported to live independently than in 06/07, as were people with physical disabilities. Work needs to continue to support people with mental health issues to live independently. People who are deaf or blind had braille training and some used telecare services. People waited less time for minor and major adaptations, and the waiting lists reduced. Fewer people had intensive packages of home care and no-one received it via Direct Payments. This needs to increase. Telecare services were launched, with a show flat, and much work focussed on developing the capacity for this service. The numbers of people using this service were quite small and this needs to improve in the coming year. There were substantial improvements in extra care sheltered housing, with 71 new places available. The quality of residential care improved, with better commissioning and a well-managed closure programme of a council run service for older people. There is still a high level of dependency on residential care for older people, with an increasing number of older people going into residential care, one of the highest in London. The council say there was an increased demand from people with dementia, and anticipate reductions in the coming year, with the expansion of community services for people with dementia. Services for people with learning disabilities were part of the service inspection and rated “satisfactory”. The number of people who had short breaks reduced and the council are reviewing this service to make improvements that better meet people’s needs. Carers benefited from an increasing range of support services, including a carer’s handbook, better assessments of their needs, “pampering” days, and initiatives that engaged carers in developing better services, using local carers networks. There were continued initiatives to help people to feel safer in their homes. Key Strengths • Better quality of care services and improved commissioning. • More older people helped to live at home. • Improved aids and adaptations, shorter waiting times. • Expansion of Extra Care Sheltered Housing schemes. • Satisfactory services for people with learning disabilities. • Improved services for carers. Key areas for improvement • Continue to promote independent living. - 11 -
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• • • •
Expand the provision of Telecare services. Reduce dependency on residential care for older people. Continue to review and improve the short breaks service for people with learning disabilities. Increase the provision of intensive home care.
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Making a Positive Contribution
The outcomes in this area are good. The recent CSCI Service Inspection judged learning disability services to be “satisfactory” and found good examples of how people using learning disability services were involved in planning their own care and developing services to better meet their needs. This included some people using Individual Budgets. People using services praised learning disability staff for their respectful and person centred approach. There were a wide range of new and pre-existing initiatives to support people to have the confidence and opportunity to participate in service development. Groups of people were active in promoting and developing the voices of people using services. Examples include people using services receiving training to create and produce a leaflet promoting sexual health services, and a redesign of application and assessment procedures for disability benefits was completed following advice and feedback from people who used the service. Following the participation of people using services in consultation, a day centre was replaced with a local resource centre. An Older People’s Forum was established, developing a range of ways in which older people contributed to future services. This included promoting the community toilet scheme, improved awareness of Direct Payments, and better use of leisure services. Plans were in place to develop Local Involvement Networks, LINKs, with an independent group appointed to facilitate this work. The effectiveness and impact of new initiatives set up during 07/08 is still to be demonstrated. There continue to be a variety of effective volunteering opportunities. Key • • • • •
Strengths Older People’s forum set up. People actively engaged in developing and improving services. People with learning disabilities are engaged in shaping future services. Training and support to develop confidence to participate. Appointment of independent chair for the Local Involvement Networks.
Key areas for improvement • Continue to develop and launch Local Improvement Networks. • Demonstrate the impact and effectiveness of new arrangements and support in enabling people to further contribute to service developments.
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Increased Choice and Control
The outcomes in this area are good. Care Management services continued to improve, with prompt and efficient services. Assessments included a growing number of carers, especially carers of people with learning disabilities. There was evidence of a substantial increase in the use of advocacy to help people express more choice and control over the care they needed. For example, Age Concern delivered a range of individual and groups advocacy, using people feedback to review the service. For people with learning disabilities, the “Dynamite” project continued to help them exercise choice about the services they wanted. People are well informed about services and understand how to complain. The number of complaints reduced, and there was evidence that improvements were made as a result of complaint investigations. The out of hours services were reviewed, with plans for a more effective system in the future. There was an improvement in the quality of residential and domiciliary care services, with improved commissioning. Work is in progress on a reprovision programme for the future and new provision is still several years off. The numbers of people using Direct Payments increased, with a much better number of people from black and minority ethnic communities taking up this option. However, take up of Direct Payments needs to increase in the coming year, as part of the plans to deliver more Personalised Budgets. Some people with learning disabilities used Individual Budgets to make substantial improvements to the quality of their lives. An analysis was done to look at the key features of improvements made in social care. This work will be used as a building block to develop work on personalised budgets in the future. This is in the early stages of development. Key Strengths • People had prompt and effective care management systems. • Complaints and out of hours services improved. • Expansion of advocacy services. • Some Individual Budgets being used. • Some increase in take up of Direct Payments, especially from black and minority ethnic communities. Key areas for improvement • Increase the take up of Direct Payments. • Continue to develop Individual Budgets. - 14 -
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Freedom from Discrimination and Harassment
The outcomes in this area are excellent. Eligibility criteria are clear and easy to understand. They are available in different formats and community languages. There is universal access to initial assessments. The council achieved Level 4 of the Equality Standard for Local Government, and plans to achieve level 5 in the coming year. There is evidence that services are responding better to the needs of black and ethnic minority communities, such as the link with the Asian Resource Centre to support carers. Senior managers play an important and strategic role to promote equality work across the council and retain its high service profile. A growing variety of services are developing to meet the needs of community groups that were “hard to reach”. Service developments reflect the needs of black and minority ethnic communities, for example, work to develop effective safeguarding, and in the “Coping Through Football” scheme. Key Strengths • Improvements to services to better meet the needs of a diverse community. • Level 4 of the Equality Standard for Local Government was achieved, with expectations that Level 5 will be reached in 08/09. Key areas for improvement • Continue to implement further levels of Equality Standard for Local Government.
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Economic Well-being
The outcomes in this area are excellent. There is a clear protocol to cover continuing care and disputes effectively managed. There is well-established joint work, with a new integrated Intermediate Care Team of health and social care professionals. The Learning Disability Partnership was a “pilot site” to support people with high needs into employment, developing a variety of employment training and initiatives. This included an employment project that provides meals for a large day centre as well as placements within the council itself. The voluntary sector offer skills and workshops, with NVQ training, to support disabled people into work. People with mental health needs had a range of employment services, and 58 people were helped into work, 50% were from black and ethnic minority communities. Carers were supported to return to work or take up new employment, with home based respite and a ‘sitting service’, so they could attend interviews. There were also training courses and grants to help encourage people to take up opportunities. The number of people with learning disabilities supported in paid and voluntary work was amongst some of the highest in London. There are very effective partnerships and benefits advice that help people to maximise income and avoid financial difficulty. There is evidence that the councils own joint visiting scheme is effective, with £2,000,000 successfully claimed in benefit entitlements. Key Strengths • Good support services to help people with learning disabilities find paid and voluntary work. • A wide range of training and support services to help people into employment and volunteering opportunities. • Range of services to support carers to take up work. • People made good use of benefits advice services. Key Areas for Improvement • None identified.
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Maintaining Personal Dignity and Respect
The outcomes in this area are good. In the recent Service Inspection by CSCI, Safeguarding services were rated as “good with promising prospects”. The report praised leadership from senior managers, the effective Safeguarding Board, and effective policies and procedures. All staff doing investigations were qualified social workers, and case practice was sound. The council developed an action plan to continue improvements to safeguarding services, including for self–funders, and to implement the recommendations made by the inspection team. There was concern about the high number subsequent of abuse allegations in care homes. Close attention was given to this, with an improvement in the quality of care homes. The volume of safeguarding alerts increased, a reflection of the extensive outreach and training work done to improve awareness. Although the referrals increased, the number of investigations completed during the year dropped significantly to below 50%. This may be a reflection of more complex investigations, but improvement is needed. Training for front line staff was effective with a high volume of staff trained, more awareness of safeguarding issues and how to use the procedures. The same was not evident in the independent sector, where only 10% had similar training. The council report this figure was an early, inaccurate estimate that belies the large volume of training undertaken in the independent sector. They gave the example of 256 voluntary and independent care staff who attended the “good practice” workshops. More accurate monitoring of safeguarding training is needed in the coming year. There is a well-developed Multi Agency Safeguarding Board, with effective partnership working and a clear plan of action to continue to develop safeguarding services. Privacy and dignity are embedded into policies and procedures. Key Strengths • Safeguarding services were rated as “good with promising prospects” • Good Action plan to continue improvements. • Effective training programme for council staff. • Well developed Safeguarding Board, with clear direction. Key areas for improvement • Continue to develop safeguarding services and consolidate the safeguarding quality assurance system. - 17 -
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• • •
Increase the completions of safeguarding investigations. Continue to increase safeguarding training, especially in the voluntary and independent sector and effectively record it. Complete implementation of the action plan following inspection.
Capacity to Improve
The council’s capacity to improve services further is promising. There is effective and ambitious leadership, that responds to peoples social care needs, and develops targets and priorities for improvement. A careful balance is needed between the efficiency initiative and the growth in need of the local population. Strategic plans are developing and aim to continue improvement in services. There is evidence of good engagement with external partnerships, especially with health partners, which have improved services. There is forward planning of the workforce, with investment in staff training and a variety of secondment and apprenticeships. Staff turnover and the vacancy factor are currently high, due to the Efficiency Review and restructuring. Although interim appointments were made to ensure leadership capacity at senior level, vacant posts need to be filled and the turnover rate of staff reduced. Following the 2007 CSCI Service Inspection that returned a ‘promising’ capacity judgement, action plans were implemented to improve services in a number of areas highlighted for improvement. These plans need to be fully realised in order to continue the improvement of services and outcomes for people who use them. Performance management systems improved, with Business Objectives reporting available to managers. An Improvement Board was set up and signalled the importance of continued improvements to services. There was overall progress, with significant improvements on all areas identified in last year’s performance report. This brings the council more in line with that of comparator councils in some areas but also highlights areas where further improvement is required. Commissioning improved during the year, with improvement to the quality of care services purchased. Some of this was achieved by the closure of one of the council’s own homes. Joint work with health developed a number of strategic plans to address gaps or inequalities in services, such as the pressing need for more dementia services. The Joint strategic Needs Assessment is still in the early stages of development, with the draft due in the autumn of 2008. Budget pressures due to growth in demand, and the council’s own Efficiency initiative led to close and effective budget monitoring. There is a 3-year financial plan, with sufficient resources to meet the growth in demand. - 18 -
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There is increasingly effective use made of regulatory data to understand and manage the social care market. A concerted drive to improve quality was achieved this year and needs to be sustained in the coming year. Key Strengths ¾ Leadership o Ambitious and determined leadership o Good performance management systems. o Good budget management. ¾ Commissioning and use of resources o Improved commissioning services. o Good use of regulatory information. Key areas for improvement Leadership Reduce staff turnover and recruit to vacant posts. Further develop the Joint Strategic Needs Assessment. Plans to extend Self Directed Support and Personalisation need to be fully realised and show positive benefits for people. o Complete implementation of the action plans developed in response to the CSCI Service Inspection. ¾ o o o
¾ Commissioning and use of resources o Continue to sustain improvements to quality of regulated services. Yours sincerely,
Colin Hough, Regional Director Commission for Social Care Inspection
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Agenda Item 9 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: Tuesday 20th January 2009
Title:
Delegation of Cabinet Powers to the Chief Executive for Council Restructuring arising from the Efficiency Review
Council Priority:
Achieving Excellence
Directorate:
People, Policy and Performance
Report of:
Martin Esom Deputy Chief Executive
Contact:
Martin Esom
Phone:
020 8496 6826
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
None
Appendices:
None
Status:
Open
1.
SUMMARY 1.1.
2.
This report seeks Cabinet approval to delegate its formal powers to agree the restructuring of officer management structures to the Chief Executive. This will allow the Council’s Efficiency Review to progress more quickly and to be more easily linked to other mandatory processes, such as the requirements to consult with staff and their union representatives. The delegation would only be for the period of the Efficiency Review.
RECOMMENDATION 2.1
For Cabinet decision: 2.1.1 Subject to 2.1.2, Cabinet is requested to agree to the delegation of the following powers to the Chief Executive: 2.1.1.1
The power to agree the Council’s Senior Management Structure under paragraph 11 of the Cabinet’s Terms of Reference of Cabinet (Part 7, Council’s Constitution).
2.1.1.2
The power to agree Council wide restructuring under rule 9.3 of the Officer Employment Procedure Rules.
2.1.2 The delegation shall only apply to decisions falling within the scope of the Efficiency Review and the Chief Executive shall exercise these powers following consultation with:
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2.1.2.1
The Leader and Deputy Leader in their Business Management Meeting; and
2.1.2.2
Relevant portfolio holders and Strategic or Executive Director(s) and the Director of Finance.
2.1.3 Cabinet is asked to note that:
3.
The delegated powers would remain subject to overview and scrutiny; and
2.1.3.2
Cabinet retains the power to make the delegated decisions should this be considered appropriate in individual cases.
REASON FOR DECISION 3.1.
4.
2.1.3.1
The Cabinet only can agree to delegate its powers.
PROPOSAL 4.1.
As Waves 1 and 2 of the Efficiency Review are about to be fully implemented, it is appropriate to review the governance arrangements in place and how well they worked. A key issue that arose from this process is the need to align decision-making processes as far as possible but without compromising effective oversight of decision-making.
4.2.
It took approximately nine months to go through the process of implementing Waves 1 and 2. A lot of this time was unavoidable and desirable, such as the need to consult with staff on the proposals following which amendments to structures were made. Moreover, the scrutiny process needs to be built into the timeframe.
4.3.
Unnecessary delay, however, reduces the potential savings available to the Council and so it is important to consider how the process can be streamlined. It is considered that one area where decision-making could be streamlined is Cabinet decision-making. The forward plan requirement (i.e. that it must be published 14 days before the month in which a decision is made) makes it difficult to make quick decisions following the closure of consultation. For example, the consultation on Wave 1 ended on 28th July 2008 but the Cabinet decision to implement the new structure did not take place until 9 September 2008, the date of a special Cabinet meeting. The next scheduled meeting was on 30 September 2008.
4.4.
It is proposed that Cabinet for decisions falling with the scope of the Efficiency Review delegate the following powers to the Chief Executive: 4.4.1. Its power to agree Council wide restructuring (Constitution, Part 8, Officer Employment Procedure Rules, rule 9).
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4.4.2. Its power to agree the senior management structure of the Council. 4.5.
It is expected that the Efficiency Review (to be known as the Smarter Spending Programme) will continue until March 2010. For good governance, the delegation would be conditional upon the following: 4.5.1. Consultation with the Leader, Deputy Leader and relevant portfolio holders and the Director of Finance. 4.5.2. Any decisions (proposed or made) would be subject to scrutiny in accordance with the Constitution.
5.
4.6.
Should there be a significant disagreement (e.g. a consensus on the decision cannot be reached) on a proposed decision by the Chief Executive, it could simply be referred to the next Cabinet meeting for decision.
4.7.
It is anticipated that this would bring significant time savings to the Efficiency Review, which in turn will materialise into financial savings. This can be implemented with the current wave of consultation in respect of Finance, Performance and Information and Customer Services.
4.8.
All other processes involved with a restructure will continue unchanged. Decisions will be made on the basis of reports taking into account the outcome of consultation with staff and Unions and with the necessary financial, legal, equalities and other implications.
4.9.
It should be noted that where the Chief Executive will be making a key decision, as defined in the Constitution, similar access to information requirements will apply to the decision. In addition, it is a legal requirement that the chair of the relevant Overview and Scrutiny Committee is provided with a copy of the report.
ALTERNATIVES CONSIDERED 5.1.
The main alternatives are: 5.1.1. Retain the current arrangements and seek to align timetables as best as possible. 5.1.2. Delegate decisions to an individual Cabinet member or committee of the Cabinet. 5.1.3. Use urgency provisions to allow the Leader to make decisions, where the Constitution allows this.
5.2.
Each option has its merits, although 5.1.3 would have limited application as we should be able to anticipate when decisions are needed. It is considered that the proposals achieve an effective balance between the need to make quick, effective decisions and transparency and member scrutiny of the process.
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6.
CONSULTATION 6.1.
7.
The following have been consulted in preparing this report and their input taken into account: Leader and Deputy Leader, Chief Executive, Directors of Governance and Law and Finance and the Chair of Overview and Scrutiny Management Committee.
IMPLICATIONS 7.1.
Financial The delegation of powers to approve restructures developed as part of the Efficiency Review would result in their earlier implementation. This earlier implementation would mean that the Council would realise earlier and greater savings from restructures. The amount realised would depend upon the size and scope of the restructure in question.
7.2.
Legal 7.2.1. Under Part 2 of the Local Government Act 2000, the Leader and Cabinet as the Council’s executive may delegate its powers to an officer. Where the delegated decision is a key decision, specific access to information requirements still apply so that, amongst other things, the forward plan must be used and a report published and made available at least 5 working days before the meeting. The Chief Executive already has delegated powers under the Constitution and 2001 Local Authorities (Standing Orders) Regulations for overall management of the Council’s workforce. The Chief Executive may also currently agree restructuring where it impacts on one or more directorates but is not council wide. 7.2.2. Where the executive has delegated its powers, Part 2 LGA 2000 provides that it still retains the powers to make the delegated decision. This therefore provides a safeguard where a proposed decision of the Chief Executive is considered appropriate for Cabinet decision. 7.2.3. Nothing in this report has any implications on the Council’s obligations to consult with affected employees or treat employees fairly and without unlawful discrimination. Equalities impact assessments will continue to be carried out.
7.3.
Human Resources 7.3.1. Human resource implications of any restructure will continue to be assessed.
7.4.
Health Impact Assessment 7.4.1. There are no health implications in this report.
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7.5
Equality Impact Assessment 7.5.1 There are no direct equalities impacts of this report – as stated in paragraph 7.2.3 above, Equality Impact Assessments will continue to be undertaken on specific proposals.
7.6
Climate Change Impact Assessment 7.6.1 There are no climate change impact assessments.
8.
CONCLUSION 8.1.
Cabinet is requested to consider and agreement the delegation of its powers in respect of restructuring for the period of the Efficiency Review.
Background Information None
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed Portfolio Member for Service Modernisation
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Date 07/01/09
Agenda Item 11 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet - 20th January 2009
Title:
FINANCIAL MONITORING: MONTH 9 (DECEMBER)
Council Priority:
Achieve Excellence - Ensuring Value for Money
Directorate:
Finance Department
Report of:
Director of Finance
Contact:
Lin Burton
Phone:
0208 496 4392
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
Not Ward Specific
Appendices:
A - Summary of revenue budget monitoring projections B - Sundry debtors by type and month C - Capital Budget Changes D - Net borrowing summary E - Creditors % invoices paid on time F - Agency spend G - Progress on Policy Review (2007/08 year two) H - Action Plan for Savings 2008/09 I - Provisions and Reserves 2008/09
Status:
Open
SUMMARY This report covers the budget monitoring for the ninth month of 2008/09, December, including the position on capital, debtors, creditors, the net borrowing summary, the cumulative spend on agency and consultants and the progress on year two of the 2007/08 Policy Review, along with the action plans for all savings required in 2008/09 to offset potential overspends. The in-year savings requirement has been actioned in SAP and is incorporated in the projections. RECOMMENDATIONS Cabinet is requested to:note the financial monitoring for month 9; and agree the capital programme budget reallocation of £647,000 (appendix C). agree to release the Directorate reserves and provisions totalling £966,000 as detailed in paragraph 4.10, to support the 2008/09 budget REASON FOR DECISION It is best practice for Members to monitor the Council’s budget, focusing on highrisk areas on an exception basis.
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ANALYSIS REVENUE BUDGET MONITORING 2008/09 Directorate Adult and Community Chief Executive Children and Young People Services - Asylum Seekers Environment and Regeneration Finance Governance and Law People, Policy, Performance TOTAL HRA
Use of Directorate balances £’000 0
Possible Corp. Funding £’000 0
Net Year-end Project’n £’000 0
Month 9 Variance
Year end Projection
£’000 1,316
£’000 811
Action plan savings £’000 (811)
0 (29)
0 2,724
0 (2,103)
0 (103)
0 0
0 518
(346) 1,722
461 2,160
0 (415)
0 (509)
(461) 0
0 1,236
369 624
716 810
(716) (130)
0 (148)
0 0
0 532
(231)
244
(74)
(170)
0
0
3,425 (1,732)
7,926 0
(4,249) 0
(930) 0
(461) 0
2,286 0
Summary 4.1
In overall terms, there is a projected net overspending of £2.286 million at the year-end. This represents an increase of £268,000 since month 8, with the overspending on Environment and Regeneration and Governance and Law remaining the same, but Children and Young People an increase of £268,000 on the savings still to be found due to additional placements in December. As with last month’s report, the forecast takes account of the in-year savings target of £4.5 million. Appendix H shows action plans to offset overspendings identified by the Directorates. In some cases, Directorate balances are being used to meet the inyear savings targets and/or budget pressures. As approved at Special Cabinet on 9th September, the Efficiency Review Workstreams 1 and 2 will produce a base budget reduction of £6.2 million in a full financial year. The shortfall of £3 million on the original target for 2008/09 will be met from a planned contribution from balances. Adult and Community Services
4.2
Adult and Community Services net projection for the year-end is a spend to budget position. The projected over spend of £811,000 represents an improvement of £262,000 on last month’s projection of £1.073 million, and will be funded through a management recovery action plan. This projection includes the in-year savings requirement of £1.31million. Adult Social Care is projecting spending pressures of £1.76 million, inclusive of recovery action, which is £5,000 more than month 8. The overspend is mainly on placements, income generation on in-house care homes and agency staff. Culture and Leisure Services is projecting a net overspend of £147,000, a £33,000 increase from last month, primarily on Libraries staffing and income. The overspends are offset by savings in the Executive Director and Resources services of £1.04 million, inclusive of recovery action, an increase of £126,000 on month 8, and the reduction in the number of void rents and additional rent income in Housing temporary accommodation of £871,000, a reduction of £38,000 from last month, plus some staff vacancy reductions.
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Chief Executive 4.3
The spend in this area will be to budget. Children and Young People Services
4.4
The month 9 position now reflects the directorate’s in-year saving target of £1,176,000. Excluding asylum services, Children & Young People Services’ net projection for the year-end remains a spend to budget position, but this includes significant risks; successful claims against the PCT for joint placements of £500,000 and further successful management action to identify £518,000 savings. Of this amount, £250,000 represents savings still to be identified as reported last month, but there is an additional £268,000 resulting from a number of placements in December, including one remand placement. The projected overspend on Children and Families, excluding the £518,000, is being funded through a combination of management actions, grant reattribution, £103,000 use of the Transformation reserve and other compensatory savings. The overspend is primarily due to the continuing trend for looked after children having increasingly complex needs resulting in higher unit costs. The figure now reflects the one off costs relating to the in -sourcing of EduAction, Connexions and Career Management services. Asylum services is currently predicted to overspend by £461,000, which will be funded from the corporate Loss of Grants reserve. This figure now excludes the special circumstances grant following the Home Office setting new criteria for this grant in the summer. The service is working to ensure it meets the new requirements. It can now be reported that £327,000 additional income has been secured in respect of the UASC Leaving Care Costs 2007/08 Special Circumstances Bid from the Home Office subject to audit. This will be used to reimburse the corporate Loss of Grants reserve, which is used to fund shortfalls in the Asylum Seekers funding. Environment and Regeneration Services
4.5
The forecast outturn position for the Directorate is an overspending of £1.236 million having incorporated the £924,000 in-year savings target. The overall position has improved this month and the proposed allocation from provisions and reserves has been reduced by £156,200 to £508,800, (the Hoppa Bus reserve and the Yellow Box provision), which is being used to partially offset the in-year savings target. The £1.236 million overspending is attributable to IT and is one-off but there is a potential base budget shortfall ongoing of £200,000 per annum. There are some areas of concern within the Public Realm Service; in particular, these are Transport, Non-Domestic Refuse, Recycling Income and the Public Realm Unit Head. However, it is anticipated that these will be managed and contained within the Service. Strategic Directorates Finance Department
4.6
The Finance Department is forecast to spend in line with the budget. Revenues and Benefits are taking action to contain its expenditure as Benefits Administration subsidy has reduced from 2007/08. This will continue to be monitored closely. The forecast takes account of the in-year savings target of £716,000.
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Governance and Law 4.7
Governance and Law is forecast to overspend by £532,000, no change since last month. The problem has been held to £532,000 by using a £148,000 reserve created for fluctuating income and by restricting expenditure within the Directorate. The slowdown in the Housing market, combined with the trend towards requesting basic searches instead of full searches, has caused a projected income shortfall in Land Charges. The forecast takes account of the in-year savings target of £130,000 for which action plans have been identified. People, Policy and Performance
4.8
People, Policy and Performance is forecast to spend in line with the budget. The forecast includes expenditure of £326,000 within Human Resources being the cost of implementing Single Status. This is contained by underspends within the directorate and options to contain the remaining overspend will be explored. The forecast takes account of the in-year savings target of £244,000, of which £170,000 is being offset by the use of the Strategic Initiatives reserve. Housing Revenue Account (HRA)
4.9
The Housing Revenue Account is currently forecast to spend to budget, but there are a number of issues that will affect the forecast. There is an underspend due to the recalculation of debt management expenses for Housing Subsidy for the 2007/08 final claim of £621,000. The figures are now more or less finalised, and the cash has been received. An exercise was undertaken to investigate the impact of the unpooling of tenant service charges, following concerns having been raised by residents. This has now been concluded and there will be an in-year cost of some £392,000, due to issues around allocation of costs. Extensive work has been done with colleagues from Ascham Homes, and in a full year, the corrected position, using current figures would be a full year increase of some £90,000 income. The additional costs will be fully offset against benefits gained as part of the subsidy recalculation. There is also an issue about leaseholder contributions to the Decent Homes programme, raised as an implication of the Leaseholder Valuation Tribunal.
Provisions and Reserves The table below sets out the Provisions and Reserves identified by the Directorates to be used to support the 2008/09 budget; Description Reserves; Children Environment
Balance as at 31/3/08 £’000
- Transformation Fund - Bywaters - Hoppa Bus Governance & Law - Fluctuating Income PPP - Strategic Initiatives Provisions; Environment - Yellow Box Junction TOTAL
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Proposed Release for 08/09 budget £’000
103 226 817 148 317
(103) (36) (259) (148) (170)
259 1,584
(250) (966)
Members need to agree the use of £966,000 of these reserves and provisions to support the 2008/09 revenue budget that, with the exception of the Fluctuation Income reserve, was not the intended use for which the reserves and provisions were being held. Council Tax Collection, Net Borrowing and Cash Flow The Council Tax collection rate is above the monthly profiled target level and also above that achieved at month nine last year. The NNDR collection rate is below the monthly profiled target level and also below last year’s actual at month nine. The Council’s net borrowing is higher than last year’s figure but below the year-end target figure. The year-end target for 2007/08 for the Council’s net borrowing was revised upwards from £214 million to £257 million last year and has been increased for 2008/09 to £289.8 million. This was originally due to two main factors; the first was the allocation of borrowing approval of £10 million for decent homes, which was spent in 2007/08. The second was due to the change of fund managers for the pension fund needing liquid assets since the market is not viable for the sale of pension fund property assets, which were acquired under the previous fund managers. The loan to the pension fund has now been repaid. However, the current economic climate is likely to cause other pressures and, although the year-end target is being reviewed, it is unlikely to be reduced. The chart at Appendix D shows the comparison of the last three financial years and the first nine months of this financial year. The sundry debtors’ position has improved considerably from last month and will reduce substantially in January due to a partial payment of £2,614 million by EduAction in respect of the invoice for £3.614 million in respect of the shortfall on the Pension Fund. However, due to the sums still outstanding from EduAction as at the end of December, it is still higher than last year’s figure and slightly above the target. A further breakdown of the figure is given in Appendix B. The percentage of invoices paid on time, shown in Appendix E has been distorted this month due to the introduction of e-invoicing. It is anticipated that it will be a couple of months before the normal level is regained.
C.Tax collection rate NNDR collection rate Council’s net borrowing Sundry debtors
Actual December 2007 82.30% 86.67% £221.0 m £8.695 m
Actual December 2008 82.84% 85.02% £226.2 m £11.978 m
Target for December 2008 82.14% 86.14% N/A £10 m
Target for Year-end 2008/09 94.81% 96.84% £289.8 m £10 m
Contingency and Balances 4.12
There has been no movement in the working balance, which as planned was increased to 2.3% of net revenue expenditure, although there is a potential call against this of up to £3 million to offset estimated slippage on the Efficiency Review savings. This sum will be repaid over the Efficiency Review programme period. There have been no allocations from the general contingency this month.
Page 83
CAPITAL BUDGET MONITORING 2008/09 Month 9 Variance £000
2008/09 Budget at Month 8 £000
New Adjusted Budget £000
Budget Change £000
Predicted Outturn £000
Variance £000
Adults and Community
(575)
45,233
45,417
184
44,001
(1,416)
Children and Young People
(688)
30,866
30,866
0
28,332
(2,534)
Strategic Directorates
(493)
3,390
3,377
(13)
3,264
(113)
Environment and Regeneration
(1,461)
11,532
11,994
462
10,639
(1,355)
Total
(3,217)
91,021
91,654
633
86,236
(5,418)
Directorate
See appendix C for explanations of requested budget reallocation. Adult and Community Services 4.13
The total expenditure on Adults and Community to the end of month 9 is £29.885 million against a profiled budget of £30.46 million. The estimate for the end of the year is an underspend of £1.416 million. This is predominantly attributable to the Leyton Library project. Plans are still being finalised and consultation is being undertaken. This project will slip into the new year resulting in an underspend of £1.006 million. The Month 9 variance on the other HRA programme is £181,000 under budget which is mainly on the Willow House regeneration project. Major refurbishment works have commenced and the project is anticipated to complete by the end of January 2009. Children and Young People Services
Overall, the Children and Young People capital programme is set to underspend by £2.534 million in this financial year. The Education programme is showing a small forecast overspend of £172,000. On the Building Schools for the Future Programme, the 2008/09 budget assumes that the bulk of expenditure on the Whitefield project will take place in 2008/09. This is no longer the case as works are not set to commence until January 2009 at the earliest. Therefore this scheme is expected to spend £2.511 million less than the budget in this year. The £500,000 budget for contingency costs on BSF is likely to be exceeded this year by approximately £179,000 and work is continuing to identify funding for these additional costs. Phase 3 of the Childrens Centre project is set to underspend in 2008/09 because of delays in scoping the works. The programme is forecast to meet expenditure targets over its three year duration. Strategic Directorates 4.15
The Strategic Directorates have spent £1.871 million to the end of month 9, against a profiled budget of £2.364 million. This includes expenditure of £686,000 on Higham Hill JSC Phase 2 and £717,000 on Waltham Forest Direct Shops. The projected outturn is £3.264 million against a budget for the year of £3.377 million. This represents an underspend of £113,000, which is a slight increase on the £98,000 reported at the end of November. This includes £75,000 projected underspend on the e-invoicing project, which is now to be utilised towards the Merchant Services project. There is also a £76,000 projected underspend on
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Waltham Forest Direct Shops and an £111,000 overspend on the final account for Juniper House. Environment and Regeneration Services 4.16
5
ALTERNATIVES CONSIDERED 5.1
6
Not applicable.
CONSULTATION 6.1
7
Environment and Regeneration have spent £5.648 million to the end of December against a profiled budget of £7.109 million. The year end predicted outturn is now at £1.355 million less than the budget. Transport Schemes will underspend by £160,000 as a result of previously reported problems on the Bakers Arms diagonal crossing and the Bus Priority Scheme at Chingford Road. The EPCS capital works are predicted to underspend by £968,000. This is predominantly the result of the document management system not being fully implemented in this financial year. A request will be made to transfer this funding forward into the 2009/10 year. Growth Area Fund Schemes are expected to spend £201,000 less than budgeted. It is proposed that these resources will be used on regeneration projects in the next financial year.
Executive Directors have consulted with Portfolio Holders and the Chief Finance Officer has consulted with Directorate Heads of Finance in preparing this report.
IMPLICATIONS Financial The whole report is of a financial nature. Legal There are no direct legal implications. Human Resources There are no direct human resource implications. Health Impact Assessment A stable financial position means that the Council is more able to fund urgent health priorities as they arise. Services to older people are currently experiencing pressures, needing careful management. Equality Impact Assessment 7.5
There are several areas of budget pressure such as Asylum Seekers, Social Care placements for Adults and Children’s placements, all of which affect vulnerable people. These areas will be closely monitored. Climate Change Impact Assessment
7.6
There are no direct climate change implications.
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8
CONCLUSION 8.1
The table in Section 4 of this report indicates that although there is a projected net overspending of £2.286 million at the year-end, this requires the successful delivery of savings totalling £4.249 million, of which £2,103 million relates to the Children and Young People Services Directorate. It is also dependent on the delivery of Policy Review savings of £3,492. For Policy Review items, it should be noted that where one-off savings have been used as alternatives in 2008/09, permanent on-going savings will need to be identified. Some of the proposed additional savings in the Action Plans are deemed to be of moderate risk, pending further investigation, and as such the delivery of these savings will need to be closely monitored. There are proposals to use Directorate reserves and provisions of £966,000, and these have been taken into account for the month 9 forecast. However, in order to satisfy the External Auditor, Members need to approve the alternative use of these balances. Two directorates are currently forecasting a net overspending; Environment and Regeneration Services are projecting a £1.236 million overspend due to IT and Governance and Law where there is a projected £532,000 overspend due to an income shortfall in Land Charges. In addition, a £518,000 overspend for Children and Young People is forecast, an increase of £268,000 from last month following additional placements including one remand placement during December. It is essential that the service pressures within the directorates are closely monitored along with the compensatory savings identified. There is specific funding available from corporately established reserves to finance the projected overspending of £461,000 in respect of Asylum Seekers services. ______________________________ Background Information: Returns from Directorate Resources Units Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed
Date 9th January 2009
Cabinet Member for Finance, Risk and Governance
Page 86
Chief Executive Children & Young People Asylum Seekers Loss of Grants reserve Other Lifelong Learning areas In-year savings target Directorate savings/use of reserves Children Services
Service Cultural Services Elderly Younger Adults Other Social Services Adult Social Care - OP/PD Adult Social Care - Mental Health Adult Social Care - Learning Disab. Resources/Exec. Director Concessionary Fares Homelessness/HSA In-year savings target Directorate savings/use of reserves Adult and Community Services
Year Month
Page 87
TOTAL LBWF
Corporate Expenditure
People, Policy & Performance
Governance and Law
Finance Department
Local Land Charges Halls Service Commercial Rents ICT Customer Services Council Tax & Benefits Catering income Directorate savings/use of reserves Corporate Services Public Realm Sustainable Communities Greenspace Consumer Protection Resources Safer & Stronger Communities Building Services ICT Customer Services In-year savings target Directorate savings/use of reserves Environment & Regeneration Revenues & Benefits Property Other finance sections
100 142 (100) 385 (256) 169 35 (475) 0 1,466 186 (16) (21) 0
(990) 714
123 0 284 (158) 20 0 (269) 0 1,344 209 (19) (124) (13)
-
(1,869) 0
0 1,869 714 (714) -
(281)
0
(28)
1,922
0
0
0
0
(135)
135
0
(1,737) (1,615) (1,397) (23) 0 0 was included in Corporate Serv was included in Corporate Serv was included in Corporate Serv
832 0 0 was included in Corporate Serv was included in Corporate Serv
202 65 (138) 456 8 80 (12) (661) 0 867 416 30 (18) (413)
(1,819) (2)
-
0 990 714 0
0 (117)
(139) 1,267 550 0 0
(1,499) 1,208
835 (1) 0 (1,287)
(2,465) 0
1,229 414 1,503 (844) 332 (169)
1,035 0 1,336 (68) 332 (23)
£'000
6 0
£'000
3
95
135 0 2 199
£'000
2006/07 12
0
0
(130)
130
271
0
(80)
80
0
0 0 0
32 (62) 30 0
(1,574) 0
(21)
0
(180)
159
0
123 0 (123)
(1,501) 0
218
94
(1,559) 0
0 1,489 122 (123) (100) (84) (21) 0
0 1,573 126 (73) (45) (93) (8) 0
0 1,529 157 (66) (33) (17) (11) 0 93 (93)
-
(3,000) 0
0 3,000 648 (648) -
(3,671) 0
1,874 350 1,729 (171) 354 (703)
238
-
(3,004) 0
0 3,004 648 (648) -
(2,875) 271
1,859 373 1,764 (831) 354 (599)
226
£'000
11
-
(3,172) 0
0 3,172 648 (648) -
(2,807) 0
1,513 439 1,764 (850) 332 (578)
187
10 £'000
2007/08 £'000
9
LBWF: SUMMARY OF BUDGET MONITORING YEAR END PROJECTIONS 2008/09 FORECAST OUTTURNS vs BUDGET: Over and (Underspendings) by Major Areas
0 0
0 0 0 0 0 0
0
(179)
(19)
(87)
9
(2)
(1) (1) 0
0
0
0
0
0
0 0 0
0
(207)
191
(186)
0 275 7 15 (21) (124) 55 0
-
(1,436) 0
0 1,436 558 (558) -
£'000
2
(12) 270 277 (150) (107) (552) (131) 16
-
(2,539) (3)
0 2,536 669 (669) -
(3,657) 121
2,006 314 2,031 (82) 355 (1,129)
283
£'000
Final 43
286
0
0
286
0
70 (20) (50)
(85) 0
(309)
0 541 (112) 19 (14) (62) 22 0
-
(1,436) 0
0 1,436 541 (541) -
(185) 0
413 129 376 (241) (37) (498)
£'000
3 0
358
0
0
358
0
72 (44) (28)
(91) 0
(210)
0 534 (123) 0 0 (93) (17) 0
-
(1,436) 0
0 1,436 525 (525) -
(299) 0
433 166 501 (257) (37) (507)
£'000
4
2,178
0
0
417
0
71 (72) 1
2,056
0
0
520
0
36 (71) 35
924 (1,293) 1,236
924 (1,122) 1,146
0 541 2 (24) (22) (60) (82) 0 1,250
-
0 1,824 461 (461) 317 1,176 (3,017) 300
135 300 514 (413) (37) (622) 1,310 (1,310) 0
123
1,161
0 384 (2) (2) (31) (60) (106) 0
-
(1,148) 615
0 1,536 466 (466) 227
(1,360) 0
318 540 845 (242) (37) (122)
58
6 £'000
2008/09 £'000
5
7
8
1,752
0
0
516
0
49 (110) 61
2,018
0
0
532
0
49 (110) 61
924 (1,080) 1,236
1,283
1,428 924 (1,215) 1,236
0 441 (42) (44) (51) (133) (62) 0
-
0 1,828 461 (461) 916 1,176 (3,670) 250
429 717 922 (329) (37) (742) 0 (1,073) 0
113
£'000
0 451 154 (25) 57 (500) (38) 0
-
0 1,828 461 (461) 352 1,176 (3,356) 0
366 420 684 (1,080) (37) (622) 1,310 (1,167) 0
126
£'000
9
now Gov & Law now Adults & Comm now Finance Dept. now Environment now Environment now Finance Dept. now Children
aborbed in M9 figs
absorbed in M8 figs
2,286
0
0
532
0
48 (126) 78
509 (509) 1,236
1,286
0 387 was Street Srvs (139) Development Unit (46) (4) (118) (130) 0
-
0 1,854 461 (461) 870 0 (2,206) 518
465 756 663 (312) (37) (871) 0 (811) 0
147
£'000
recategorised
APPENDIX A
APPENDIX B
Debtor Analysis 2008/09 As at 31st December 2008 Unsecured Debts People, Policy & Performance Performance Human Resources
0 - 30 £
Number of Days 61 - 90 91 - 180 £ £
31 - 60 £
> 181 £
Total £
17,373 4,693
13,060 765
5,292 871
376 4,352
10,366 56,232
46,467 66,914 113,381
Children & Young People Children and Families Resources Education for Communities Catering Services
3,660 433,203 21,074 15,658
0 47,282 2,482 4,036
0 962,646 1,296 1,890
15,477 350,960 1,085 229,583
1,720 56,906 1,344 64,015
20,857 1,850,996 27,281 315,181 2,214,315
Adult and Community Services Adult Social Care Housing and Neighbourhoods Cultural and Leisure Resources
272,034 4,461 18,080 (6,675)
55,307 478 0 29,807
54,675 744 524 143,055
119,903 668 234 84,445
877,984 48,997 2,271 46,782
1,379,903 55,348 21,109 297,414 1,753,773
0
0
0
0
30,984
30,984 30,984
Environment and Regeneration Parking Consumer Protection Resources Public Realm Building Services Greenspace Sustainable Communities ICT
2,126 18,620 6,889 312,645 0 23,063 2,274 166
3,135 8,985 611,614 110,259 0 0 930 0
280 36,755 0 38,257 0 395 12,000 24,179
1,815 5,824 0 127,322 0 3,996 31,573 169
0 62,720 708 184,584 49,998 27,498 10,664 106,776
7,356 132,903 619,211 773,067 49,998 54,953 57,440 131,289 1,826,217
Finance Department Strategic Finance Procurement Property Services Revenues & Benefits
11,024 1,808 685,820 0
197,482 0 102,177 4,030
2,237 0 17,223 540
3,614,200 0 78,304 0
29,918 119 406,473 20,899
3,854,861 1,927 1,289,996 25,469 5,172,253
(31,513) 180 (274,475) (2,474)
10,497 0 (7,631) (28,426)
(1,536) 809 (9,700) 0
(5,485) (352) (13,379) (12,750)
(19,008) 11,676 (36,212) (124,458)
(47,044) 12,313 (341,397) (168,108) (544,236)
1,539,713
1,166,268
1,292,431
4,638,319
1,929,957
10,566,688
174,139 0 0 0 174,139
178,340 41,612 0 0 219,952
9,251 64,811 0 0 74,062
113,644 62,895 0 0 176,539
241,398 449,194 9,112 66,793 766,497
716,772 618,513 9,112 66,793 1,411,190
1,713,852
1,386,221
1,366,493
4,814,858
2,696,454
11,977,877
Governance and Law Legal and Democratic
Unallocated credits Transfers/Reversals Customer payment Write offs
Fully Secured Debts Housing and Neighbourhoods Adult Social Care Land Charges Environment
TOTAL DEBT
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Environment and Regeneration
Fully Secured Debts
Other Documents & Payments
Write-Offs
Finance Department
0
1,273,753
6,836,458
7,499,118
1,196,127
(96,218)
(55,663)
1,454,011
2,081,351
43,910
1,816,786
1,488,196
104,085
January 2008 Total £
(394,619)
(37,024)
2,094,921
1,783,970
43,910
2,343,471
Adult and Community Services
Governance and Law
1,556,621
107,870
0
December 2007 Total £
Children and Young People
People, Policy and Performance
Chief Executive
Unsecured Debts
As at 31st December 2008
Page 89
0
1,117,997
5,753,032
(254,146)
(35,018)
1,412,926
1,694,453
99,660
1,873,897
847,688
113,572
February 2008 Total £
0
1,398,350
8,261,821
(143,055)
(4,571)
1,728,000
2,565,436
37,510
2,494,629
1,448,872
135,000
March 2008 Total £
0
1,410,650
4,416,557
(175,859)
(312,677)
1,118,035
1,238,187
37,510
1,634,883
720,921
155,558
May 2008 Total £
0
1,457,276
4,830,216
(252,402)
(133,971)
1,630,914
988,987
37,510
1,807,954
615,059
136,165
Jun 2008 Total £
0
1,334,613
6,051,858
(168,383)
(137,719)
1,245,509
1,292,055
37,510
1,853,302
1,795,809
133,776
July 2008 Total £
0
0
(145,103)
5,391,442
1,436,877
38,450
3,162,408
3,885,697
105,121
Sep 2008 Total £
1,374,688
6,187,676
1,537,998
9,985,512
(164,977) (3,889,379)
(137,006)
1,188,416
899,650
39,449
1,764,197
2,459,570
138,378
August 2008 Total £
0
1,391,834
13,509,984
(127,503)
(137,208)
5,094,757
1,719,452
31,924
2,736,115
4,098,705
93,741
Oct 2008 Total £
0
1,502,390
11,205,997
(233,736)
(250,066)
5,268,195
2,123,329
31,924
1,772,297
2,384,507
109,548
Nov 2008 Total £
0
1,411,190
10,566,688
(376,128)
(252,540)
5,172,253
1,910,649
30,984
1,753,773
2,214,315
113,381
Dec 2008 Total £
APPENDIX B(i)
Page 90
4,119
7,940
Other External Debtors
Total
Page 91
337
04/12/2008 base rate changed to 3.00%
Totals
0 - 30 £
3,821
Sub-total-Partners
Annual interest lost due to non-collection
1,532 588 1,701
Local Partnerships Schools Other Local Authorities
Sep'07 £(000)
1,230
31 -60 £
8,127
4,133
3,994
3,107 283 604
Oct'07 £(000)
7,499
5,074
2,425
1,462 622 341
Dec'07 £(000)
2,426
16,329
Number of Days 61 -90 91 - 180 £ £
6,507
2,513
3,994
1,645 283 692
Nov'07 £(000)
23,741
> 181 £
6,836
4,635
2,201
1,379 488 334
Jan'08 £(000)
44,064
Total £
5,753
4,468
1,285
876 385 24
Feb'08 £(000)
8,262
5,576
2,686
1,773 868 45
Mar'08 £(000)
4,643
3,621
1,022
618 375 29
May'08 £(000)
4,830
3,693
1,137
844 215 78
Jun'08 £(000)
Sundry Debtors by major groupings (Unsecured)
6,052
3,982
2,070
703 613 754
Jul'08 £(000)
6,188
3,480
2,708
804 885 1,019
Aug'08 £(000)
9,986
4,436
5,550
2,108 2,246 1,196
Sep'08 £(000)
13,510
4,545
8,965
6,304 1,108 1,553
Oct'08 £(000)
11,205
3,782
7,423
5,387 1,787 249
Nov'08 £(000)
10,567
3,782
6,390
5,278 1,086 26
Dec'08 £(000)
APPENDIX B(ii)
(397,759)
Finance Department
(1,786,893)
(132,071)
Children and Young People
Totals
(394,030)
Page 92
Environment and Regeneration
(39,336)
(763,878)
Adult and Community Services
Governance and Law
(59,819)
0
Transfers
0
Recoveries Restructuring
26th November to Provision £ £
Balance as at
People, Policy and Performance
Service Blocks
Movement on Bad Debt Provisions Written off Balance as at
0
2,474
2,474
(1,784,419)
(397,759)
(132,071)
(394,030)
(39,336)
(761,404)
(59,819)
to Provision in month 31st December £ £ £
Additions
2,097,959
457,409
123,985
442,949
30,984
976,035
66,598
85%
87%
107%
89%
127%
78%
90%
Debtor Balances Provision over 6 months old at % 31st December £
APPENDIX B(iii)
Page 93
SUNDRY DEBTORS (£'000)
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
APR
MAY
JUN
JUL
AUG
OCT MONTHS
SEP
NOV
DEC
JAN
SUNDRY DEBTORS BY MAJOR GROUPINGS (UNSECURED)
FEB
MAR
TARGET 2005-06 2006-07 2007-08 2008-09
APPENDIX B(iv)
Appendix C Capital Budget Changes during December Month 9 represents the last point in the financial year at which capital budgets may be adjusted to reflect changing grant allocations and the transfer of budgets between schemes. After this point budgets remain unaltered until year end to allow the accurate reporting of outturn positions. The budget changes during month 9 are explained in detail, and by directorate, below. Adults and Community Services Expenditure Changes
Capital Scheme Pelly Court Project Void Conversions Chingdale Centre Disabled Facilities Grant Total
Budget Increase/(Decrease) £000 (69) 12 16 225 184
1. Pelly Court Project The budget at Pelly Court was intended to be used to convert a three bedroom warden flat into two self contained one bedroom flats. However, planning permission was refused on the basis that the resulting housing units would be of insufficient size. The options for conversion are being reconsidered and therefore the budget is removed at this stage. 2. Void Conversions Works on restoring void properties are funded by grant funding from the Housing Sub Regional Funding body. The budget for this scheme is increased by £12,000 to correctly match the resources which are available during 2008/09. 3. Chingdale Centre In order to free up land for Housing Development the offices of the Friday Hill Tenant Management Organisation are moving from 56 Friday Hill to the Chingdale Centre. A budget of £16,000 is therefore required to provide suitable office accommodation at the Chingdale Centre.
Page 94
4. Disabled Facilities Grant An overspend of £87,000 is currently being predicted on the Disabled Facilities Grant (DGF). Also, a number of backdated claims, which are currently being looked into with Legal Services, may have an impact on the current budget. To mitigate any over-spending, an increase of £225,000 on the current budget has been facilitated by drawing funds from an existing DFG reserve. Resourcing Changes
Capital Scheme Sub Regional Decent Homes Capital Reserve Total
Budget Increase/(Decrease) £000 (224) 225 1
In addition to the increase in resources of £225,000 relating to the DFG reserve (Expenditure Change No.4), there has been a decrease in the resources shown from the Sub Regional Grant for Decent Homes. This is because this amount of £224,000 was also included in Adults and Community monitoring under “Sub Regional carried forward resources” and is therefore removed to prevent any possible double counting, Children and Young People There have been no further budget changes for this directorate. Environment and Regeneration Expenditure Changes
Capital Scheme Drug Services Refurbishment Blades Sports Ground Refurbishment Station Gateway Phase 2 Sutherland South Access Scheme 1- Land Assembly Bridge Assessment and Strengthening Total
Page 95
Budget Increase/(Decrease) £000 307 140 (170) 170 15 462
Resourcing Changes
Capital Resource PCT Contribution “Goals” Contribution TfL Funding Total
Budget Increase/(Decrease) £000 307 140 15 462
1. Drug Services Refurbishment In 2004, £600,000 from Waltham Forest Primary Care Trust was set aside for the Drug Action Team to utilise public sector properties earmarked for disposal, to house drug treatment provision. In addition to this a further £67,000 has been received from the Primary Care Trust in 2008/09. This scheme comprises three projects. The first project concerns the refurbishment of the Larkswood Centre on the Thorpe Coombe Hospital site in Walthamstow. Works on this site have already been completed. The costs are expected to total £250,000, which will be paid when a schedule of works is received. The second project concerns the refurbishment of accommodation on Beulah road and the Alpha Business Centre. Works are currently underway and should be completed by March 2009. Estimated costs total £42,000. The third project concerns the refurbishment of a site in Coppermill Lane, which formerly accommodated the St. James’s St. Library. The aim is to provide enough capacity to house the borough’s open access service hub. Preliminary works will be carried out in 2008/09. The majority of the work, costing an estimated £350,000, is expected to take place in 2009/10 and therefore this amount will form part of next year’s capital budget. 2. Blades Sports Ground Refurbishment This project is funded by a contribution from ‘Goals’ (sport centre organisation) following lease of the Blades Sports Ground. The money has been provided to the Council in order to fund works that were part of the planning process. At present the proposal is to develop Blades playing fields to provide facilities for mini soccer. Greenspace is working with two local football clubs (Ryan FC and Ridgeway Rovers FC) to develop the site. This will involve installing toilets and storage containers as well as improvement works to the grass pitches, car park and the security of the site. Confirmation has only recently been received from Sport England that they are happy for the money be spent on the Blade Sports Ground. Therefore no quotes for the above work have been requested yet. Profiles of the spend will be agreed after confirmation of the costs. This project will continue into 2009/10.
Page 96
3. Growth Area Fund Schemes Schemes It is expected that no further expenditure will be required during 2008/09 for Phase 2 of the Blackhorse Lane Traffic Management Scheme. Therefore £170,000 of the 2008/09 budget has been transferred to help fund the costs of land assembly on the Sutherland South Access Scheme. 4. Bridge Assessment and Strengthening Transport for London provide funding for assessment and strengthening of bridges within the borough. An additional £15,000 has been awarded for this scheme and the budget is therefore increased accordingly. Finance Expenditure Changes
Capital Resource Higham Hill Phase 2
Budget Increase/(Decrease) £000 (13)
Resourcing Change
Capital Resource ERDF Grant Corporate Resources Total
Budget Increase/(Decrease) £000 (9) (4) (13)
The second phase of works at the Higham Hill JSC (313 Billet Road) is funded by a grant from the European Regional Development Fund (ERDF). The grant to be received has recently been confirmed as £221,000, a reduction of £9,000 from the original estimate. Also, the contribution required from Corporate Resources is £4,000 less than anticipated. The budget for the schemes has therefore been reduced accordingly.
Page 97
Page 98
NET BORROWING (£'000)
150,000
160,000
170,000
180,000
190,000
200,000
210,000
220,000
230,000
240,000
250,000
260,000
270,000
APR
MAY
JUN
JUL
AUG
OCT MONTHS
SEP
NOV
DEC
NET BORROWING OUTSTANDING
JAN
FEB
MAR
2005/06 2006/07 2007/08 2008/09
APPENDIX D
INVOICES PAID ON TIME (%)
Page 99
APR
MAY
JUN
JUL
AUG
NB. December 2008 % low due to the introduction of e-invoicing
65
70
75
80
85
90
95
100
SEP OCT MONTHS
NOV
DEC
CREDITORS - % INVOICES PAID ON TIME
JAN
FEB
MAR
2007/08 2008/09 Target
APPENDIX E
CUMULATIVE SPENDING £m
11
12
13
14
15
16
17
Page 100
0
1
2
3
4
5
6
7
8
9
10
APR
MAY
JUN
JUL
AUG
OCT MONTHS
SEP
NOV
DEC
JAN
AGENCY CUMULATIVE SPENDING EXCLUDING COMMITMENTS
FEB
MAR
2008/09
2007/08
APPENDIX F
A6
C15
Ref No
A16
A14
Review of Retention Bonus Scheme for Adult Social Care Social Workers.
Alternative saving for A14
Savings from Contracts review
Closure of 2 homes - in-house Older Persons Residential
Reduce Fixtures and Fittings and Equipment budgets
Short Description
Details:
To review the retention bonus scheme with the intention 50 of phasing it out and replacing with a scheme based on performance payable as increments.
37
75
Compensatory savings from forecast underspending in grant funding will be used to achieve the savings.
530
1.1
0
£'000
Savings to Month 9
There is a review of contracts for support at home spot contracts £3 million and voluntary sector providers £3.8 100 million in the next 3 years. This represents savings of 4.5%
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 1.5 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff. This assumes the closure of homes over a two year period consistent with the care homes replacement project. These are the controllable budgets within these 706 homes. The full impact on users will be considered as part of the Care Homes Project as reported to Cabinet on 17th October 2006.
Estimated Saving 08/09 £'000
ADULT AND COMMUNITY SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
Page 101
£'000
Achieved
Risks Issues
Comments
50
100
Achieved
Achieved
The tendering process stalled in 2007/08, and no savings were achieved. A consultant has been employed to review 0 the use of spot contracts and extend the provisions of block contracts, but it is unlikely that any significant savings will be achieved in 2008/09.
Edith Pearson Lodge (EPL) closed in May 2008, and consultation is under way for the 706 closure of a second home. Work is progressing on this project.
1.5
Projected year end saving
Green
Green
Red
Green
Green
Traffic Light
A73
A67
Total Policy Review
CLaSS – Review of Direct Subsidy
Disposal of Waltham Forest theatre
Reduce core funding of Mencap Learning Disability
Page 102
A29
Business Support re-structure
Short Description
A17
Ref No
Finance and procurement functionality are separated to provide greater focus on each activity and to give specific leads for each area. The manager working in 30 the procurement function would have an active role and therefore one of the SAP Procurement Officer posts could be deleted accordingly.
The Local Authority currently funds around 35% of Mencap’s core costs. Core costs enable Mencap to raise funds from other sources to fund a range of 16 advocacy, support and leisure services for adults with a learning disability, and their family carers. This would fall back on Local Authority teams. The closure option assumes a saving arising from closure in 2008/09. This is on the assumption that lottery applications currently being pursued for the 20 redevelopment of the park will be successful. The saving being achieved in year 2 is subject to the Lloyd Park timetable. To remove the direct subsidy to CLaSS. The savings identified are current expenditure that is not funded from our LSC grant monies. They have been identified to remove Waltham Forest Council’s contribution to the controllable costs of CLaSS. Reduction of two 0.5 FTE 76 posts for Work Based Learning, 1.5 FTE in crèche workers positions, remove the subsidy on course fees for over 60s, remove the link between academic staff pay increases and APTC increases and the balance of costs following the closure of Louisa Oakes premises. 999.5
Estimated Saving 08/09 £'000
Details:
999.5
76
57
16
30
20
£'000
Projected year end saving
15
12
23
750.1
£'000
Savings to Month 9
Achieved
Achieved
Achieved
Achieved
Risks Issues
Comments
Green
Green
Green
Green
Traffic Light
APPENDIX G
Short Description
Delete posts in business support unit and transfer remaining CHS10 functions and staff to other teams within Children Services
CHS9
Increase adoption and in-house fostering
CHS8 Reduce Placements costs 1%
CHS4 Brooks Farm
Ref No
130
50
30
The Children and Families placements budget is some £13 million. There should be scope for modest 130 reductions in the underlying cost base of 0.5% in 2007/08 and 1% in each of next two years. Achieved by joining commissioning consortia and other initiatives.
Adoption and in-house fostering are much less expensive solutions than placements in private, voluntary or independent settings. 'Invest to save' initiatives are being drawn up that should produce longer-term savings. These may include increasing fostering allowances to attract more carers and increasing the capacity of the fostering and adoption team. Equality Impact implications have been analysed. Disabled children with complex 50 needs are the most likely to be placed far away from home, so any improvement in availability of local placements is likely to benefit this most vulnerable group. For BME children there is a higher proportion of in-house carers that are BME and that are a good match, than those out borough. BME children that are placed far from home are more likely to be placed in less diverse communities. There are no significant implications on the basis of gender alone.
2007/08: delete post of Head of Business Support unit (redundancy implications, being dealt with through HR procedures) and one admin assistant (no redundancy 30 implications - vacant post). 2008/09: delete one further admin post following the end of the EduAction contract (potential redundancy implication, to be dealt with through HR procedures).
£'000
20
Details:
Savings to Month 9
Refocus service to provide a curriculum offer and generate income. Proposals may include charging 20 schools for visits, corporate sponsorship events, sponsors from businesses, public sponsors - sponsor an animal scheme, and seeking other external income.
Estimated Saving 2008/09 £'000
CHILDREN AND YOUNG PEOPLE SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
Page 103
£'000
30
50
Savings met from LEA contingency
The service is focusing attention in this area, saving will be achieved through various management actions.
Green
Green
Green
The budget has been cut to reflect annual commissioning efficiencies, however additional clients with high costs needs 130 continue to place demands on the service. Savings may be achieved through various management actions
Traffic Light
Green
Risks Issues
Comments
Brooks farm has embarked on a marketing 20 strategy to attract more visitors, savings will be achieved.
Projected year end saving
Rationalise management structure; seek alternative 60 premises; rationalise charging arrangements with schools and fees for instrument repairs.
Details:
Music service: to cover direct CHS12 costs and then to move to income generation
Estimated Saving 2008/09 £'000
Suntrap: Delete posts, increase income through fees and charges CHS11 and broaden use during summer holidays
Short Description
Replace teaching posts with teaching support staff so that centre may open in school holidays, lottery bid to 60 provide additional visits (at no extra cost), provide out of hours and holiday activities. No redundancy implications as posts will naturally be vacated.
Ref No
CHILDREN AND YOUNG PEOPLE SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
1,010
1,010
Total Policy Review
1,010
40
40
Devolution of youth services to area partnerships and 40 focus of work on providing more activities should provide opportunities for modest charges.
CHS15 Youth service re-alignment
120
120
Connexions income is granted to council from 2008/09 and its deployment becomes directed by Waltham 120 Forest. Services provided by youth workers will become eligible for support by Connexions funding.
CHS16 Youth service income
Savings will be achieved
Achieved - new staffing structure implemented from September 2007 to achieve savings.
Risks Issues
Comments
This will be achieved
This will be achieved
The budget has been cut and savings will be achieved. However the insourcing costs 500 such as ICT are higher than anticipated, savings will be fully achieved through a combination of management actions.
60
60
500
60
60
£'000
Projected year end saving
CHS13 School and pupil support services
£'000
Savings to Month 9
Efficiencies to be gained after termination of EduAction contract. Likely to include redundancies as duplication of 500 effort is removed and rationalisation into integrated services becomes possible.
Page 104
Green
Green
Green
Green
Green
Traffic Light
C13a
C1
Ref No
X20
C22b
C22a
C15
C13b
Community Safety Voluntary Sector Commissioning freeze on inflation
Reduce number of management posts
Reduce Fixtures and Fittings and Equipment budgets
Establish single Data Centre with external partner
Amalgamate current Service Helpdesks
Short Description
Details:
In line with the principles of Gershon we are expecting 4.0 voluntary groups to achieve efficiency savings and absorb inflationary impact of 2.25% per annum.
The effects of previous and planned reorganisations, the rationalisation of a number of service area structures and recent resignations will enable the deletion of 7 30.0 managerial posts over the next three-year period without loss of service. There is one potential redundancy which will be managed through HR procedures with an aim to re-deploy.
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 3.1 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff.
There are a number of separate service helpdesks operating across the Directorate involving some 20 or so staff and providing support to internal staff, including those in WFD, Facilities Management, ICT and the 96.0 Shared Service Centre. The consolidation of teams and management functions will enable reductions in staffing and software costs. There are no redundancy implications. The consolidation of the Council's existing 2 Data Centres (Town Hall and Silver Birch House) arrangements through integration of such services across North or North East London boroughs will offer 50.0 the opportunity for some economies of scale and lower cost at the same time as improving disaster recovery arrangements and more resilient service provision. The savings will be realised through ceasing the use of existing software.
Estimated Saving 2008/09 £'000
ENVIRONMENT AND REGENERATION SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
Page 105 4.0
10.5
16.0
3.1
28.1
12.5
4.0
14.0
16.0
3.1
37.5
12.5
96.0
£'000
£'000
72.0
Projected year end saving
Savings to Month 9
Spend forecast to be within budget. Fully met.
Remaining £14.0k savings have been identified from Customer Services and built into the forecast Service underspending.
Only £16.0k of £30.0k savings had been identified from ICT. Refer to C22b.
Spend is currently within the reduced 2008/09 budget and is expected to stay within.
Green
Green
Red
Green
Green
Red
Savings were impacted due to a payment made to Sunguard of £37.5k under advice from legal. £37.5k shortfall in savings to be met through reduced expenditure within the same cost centre (refer to C13b). Shortfall of C13a £37.5k savings have been identified from within the same cost centre by ensuring expenditure is contained within the 2008/09 budget.
Green
Traffic Light
Spend is currently within the reduced 2008/09 budget and is expected to stay within.
Risks Issues
Comments
Short Description
Closure to all public conveniences within the borough with the exception of Automatic Public Conveniences (APCs)
Ref No
E2
Integrated waste collection service domestic and recycling
Street cleansing service review
E10
E12
E13
Total Policy Review
Planning advice: pre-application charging
Page 106
Details:
943.1
The current street cleaning service is to be reviewed as part of single status negotiations to ensure that the service provided is consistent in its delivery, and is supervised throughout the borough using the Community 200.0 Council boundaries. It would then be able to demonstrate an annual improvement record that is measurable both in quantifiable terms (EnCamms survey) and visual terms (residents' panel).
This proposal considers closing the Council's remaining traditional public toilets and complements the revenue growth bid and the capital bid for the launch of the community toilet scheme. The contract for the provision of Automatic Public Conveniences does not allow for these to be included in this savings proposal at this time. The proposals for this scheme are linked to the revenue growth bid for the community toilet scheme (EG16) and the capital bid (EC6), which will be used to fund the 130.0 provision of disabled toilets at appropriate establishments. The remaining toilets will not be closed until the community toilet scheme is operational. A meeting has taken place with Building Cleaning and it has been identified that four permanent cleaning staff will be affected by these proposed closures. Closures are planned for 2008/09, so this will allow the service to release staff on casual contracts thus minimising the effect on permanent staff though it may not be possible to ensure that there will be no redundancies as a result of these proposed closures. Pre-application advice introduced following some delays on 25/02/08. The fees due are dependant on the size of the development and interest has already been received 30.0 by the Service for this advise by external clients. Work is also being undertaken to allow for payment of the fee via the internet. With the opportunity to tender both the refuse and recycling service in the current financial year, it is 400.0 expected that an integrated service will yield significant savings over and above the existing method of service delivery.
Estimated Saving 2008/09 £'000
795.7
150.0
400.0
30.0
Risks Issues
Comments
943.1
200.0
New cleansing contract has been mobilised, savings expected to be fully met.
Green
Green
Despite issues identified in the Verdant contract measures have been taken to contain within overall waste management budget. Saving has been fully met. 400.0
Green
Amber
Traffic Light
Interest in pre-application advice has been better than forecast considering current level of income against 30.0 profile budget. Expected to be fully met and more than likely exceeded.
Cleaning costs have resulted in spend greater than 130.0 budget set. Will look to mitigate any overspending within Service.
£'000
£'000
69.5
Projected year end saving
Savings to Month 9
28
45
Use of a different postal carrier to Royal Mail for bulk mailings (£13,000); matching different bills sent to the same person at the same address, combining HB and CTB letters and revised bills sent in-year (£15,000); the 37 new carrier will enable use of second rather than first class postage for summons runs (£3,000); use of Paypoint allows for bar-coded letters rather than payment slips leading to smaller envelopes and lower postal charges (£6,000).
Review the way in which the Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services are currently 60 delivered and explore alternative ways of provision, including the use of partnerships and market testing. The proposals assume that savings of between 2.5% and 5% of existing costs can be achieved.
Reduce printing costs in Revenues and Benefits
Review of Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services
C8
C10 C11 C14
C4
Amalgamate current Service Helpdesks
0
C1
Review levels of debt
£'000
As the Directorate begins to take a more pro-active approach to reducing debt, the level of annual budget contribution to the provision for bad debt can be 20 reduced. The saving will, of course, continue into future years and the possibility of reducing the contribution to the Directorate's bad debt provision still further will be kept under regular review.
Estimated Saving 2008/09 £'000
Savings to Month 9
24
Short Description
Details:
There are a number of separate service helpdesks operating across the Directorate involving some 20 or so staff and providing support to internal staff, including those in WFD, Facilities Management, ICT and the 32 Shared Service Centre. The consolidation of teams and management functions will enable reductions in staffing and software costs. There are no redundancy implications.
Ref No
FINANCE DEPARTMENT
Progress on Policy Review Savings - December 2008
Page 107
£'000
Savings identified in FM Admin
Risks Issues
Comments
60
37
Budgets reduced.
Budgets reduced.
Final decision on bad debt provision will be 20 taken at year end but current level of debt suggests this will be achieved
32
Projected year end saving
Green
Green
Green
Green
Traffic Light
Reduce number of admin./support posts
C21
Replanting of Flower Beds at the Town Hall
C24
C25
Total Policy Review
Alternative saving for C25
Reduce Repairs and Maintenance Budget
142
7
0
13
18
The significant investment made by the Council in ICT and other systems in recent years has led to improved business processes and further investment is planned with the implementation of an enhanced HR module within SAP enabling self-service access to staff and managers. Electronic invoicing will enable an automated process for payment of invoices through the system rather than through manual procedures. This would further improve payment of invoices performance 24 and will enable suppliers to provide electronic invoices, further reducing their costs. Together with the rationalisation of existing administrative support arrangements across the Directorate, it is possible to delete 12.5 administrative posts over the next three-year period without loss of service. There are two potential redundancies (both part time) equivalent to one full time post, which will be managed through HR procedures with an aim to re-deploy.
Reduce Fixtures and Fittings and Equipment budgets
C15
A 2.5% saving in the Repairs and Maintenance Budget is proposed as a consequence of the recent/planned refurbishments of the Council's main administrative buildings e.g. Town Hall, Silver Birch House, Rowan 17 House and Sycamore House. These buildings have been brought up to standard and future regular maintenance will not require investment at previous levels. Sponsorship funding will be sought for planting up the flower beds in the Town Hall, leading to a saving of 10 £10,000 in the revenue budget currently used to undertake 3 different planting exercises every year. Cost of maintenance of flower beds has been reduced in 0 the new contract. 207
7
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 7 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff.
Page 108 207
10
Achieved.
Green
Red
No longer being pursued. Alternative saving 0 achieved through outsourcing contract (see below)
Green
Amber
Savings identified in FM Admin
Green
Total budget adjusted. Managed by Property Services. 2007/08 overspent due 17 to Health and Safety works. Expected to achieve in 2008/09.
24
Achieved across ICT(EN) £3,100, Property Services £3,800(FI), Revs & Bens(FI) 7 £3,800, Governance & Law £2,000, Human Resources(PPP) £400, Support Services £900.
Review of Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services
C10 C11 C14
C20
C15
Cease payment of Legal Practice Certificates
Reduce Fixtures and Fittings and Equipment budgets
Short Description
Ref No
GOVERNANCE AND LAW
Estimated Saving 2008/09 £'000
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 2 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff. The Directorate currently pays for the costs of the Legal Practice Certificates held by all of the Council's solicitors and barristers (approx. £800 per person). It is intended 9 to phase this arrangement out over a period of two years as no such payment is made to other professionals within the Directorate, e.g. accountants, surveyors or HR managers.
Review the way in which the Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services are currently 7 delivered and explore alternative ways of provision, including the use of partnerships and market testing. The proposals assume that savings of between 2.5% and 5% of existing costs can be achieved.
Details:
Progress on Policy Review Savings - December 2008
Page 109
£'000
Savings to Month 9
9
2
5
£'000
Budgets reduced.
Risks Issues
Comments
9
Achieved.
Achieved across ICT(EN) £3,100, Property Services £3,800(FI), Revs & Bens(FI) 2 £3,800, Governance & Law £2,000, Human Resources(PPP) £400, Support Services £900.
7
Projected year end saving
Green
Green
Green
Traffic Light
Reduce number of admin/support posts
C21
Total Policy Review
Short Description
Ref No
Page 110
Estimated Saving 2008/09 £'000
42
The significant investment made by the Council in ICT and other systems in recent years has led to improved business processes and further investment is planned with the implementation of an enhanced HR module within SAP enabling self-service access to staff and managers. Electronic invoicing will enable an automated process for payment of invoices through the system rather than through manual procedures. This would further improve payment of invoices performance and 24 will enable suppliers to provide electronic invoices, further reducing their costs. Together with the rationalisation of existing administrative support arrangements across the Directorate, it is possible to delete 12.5 administrative posts over the next three-year period without loss of service. There are two potential redundancies (both part time) equivalent to one full time post, which will be managed through HR procedures with an aim to re-deploy.
Details:
£'000
34
18
Savings to Month 9
£'000
42
24
Projected year end saving
Posts deleted and budgets reduced
Risks Issues
Comments
Green
Traffic Light
C1
Ref No
Reduce Fixtures and Fittings and Equipment budgets
Communications Outdoor advertising
C15
X10
Alternative savings to be identified (X10)
Implementation of SAP Human Capital Management Module
C2+3
Amalgamate current Service Helpdesks
Short Description
0
It is proposed to treat this as part of overall olympics sponsorship target
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 0.4 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff. It is proposed to promote outdoor street advertising which will include looking at new media such as lamppost based video screens. Based on research 55 undertaken on the experience of other local authorities, it is predicted that significant income can begin to be generated in year two (2008/09).
0
0
0.4
96
The implementation of the SAP Human Capital Management and E-Invoicing modules will enable restructuring of the Shared Service Centre leading to the reduction in the number of administrative and supervisory posts (no redundancy implications) and the 128 reduction in the printing and administrative costs of distributing pay slips. Current process for distributing payslips will continue for staff who are non-PC users and those who do not have access to PCs. No change is envisaged in the distribution of P45s and P60s.
£'000
24
Details:
Savings to Month 9
There are a number of separate service helpdesks operating across the Directorate involving some 20 or so staff and providing support to internal staff, including those in WFD, Facilities Management, ICT and the 32 Shared Service Centre. The consolidation of teams and management functions will enable reductions in staffing and software costs. There are no redundancy implications.
2008/09 £'000
Estimated Saving
PEOPLE, POLICY AND PERFORMANCE
Progress on Policy Review Savings - December 2008
Page 111
£'000
Achieved in Human Resources.
Re-structure implemented 2007/08
Budget reduced. Savings met from within overall HR structure
Risks Issues
Comments
55
Due to this involving a contract that may 0 interfere with proposals for 2012 Olympics, this has not been progressed.
0.4
128
32
Projected year end saving
Green
Red
Green
Green
Green
Traffic Light
X13
Ref No
Policy and Partnerships - deletion of post
X15
Total Policy Review
Policy and Partnerships Grants to Voluntary Sector
X14
Policv and Partnerships Multi Lingual Advice Centre
Short Description
As part of a larger review of voluntary sector commissioning it is proposed that the Council will consolidate support for a multi-lingual advice centre rather than giving support to various single groups. This will result in a service that is more responsive to 10 changing community needs. Whilst commissioning is coming into play in year one, it would be inadvisable to seek savings until the service has been fully established as there are likely to be set-up costs at the front end. Savings therefore will come into play from year two.
Details:
Cabinet agreed a freeze in September 2006 on inflationary increases for voluntary sector commissioning from 2007/08 to 2009/10. The overall savings are 28 based upon an annual saving on inflation of 2.25% which is in line with the efficiencies expected by central government of the public sector through Gershon principles It is expected that the resources of this team will increase over the next year or so through the transfer of staff from elsewhere in the organisation. Given the overall increase in size of the team it is considered that the work will be able to be organised in such a way as to 37 make the reduction of one post in year two possible whilst still maintaining current productivity. It is expected that over the course of the next 18 months a vacancy will occur naturally and there will be no need to manage a redundancy situation. 290.4
2008/09 £'000
Estimated Saving
PEOPLE, POLICY AND PERFORMANCE
Page 112 27
28
10
185.4
£'000
Savings to Month 9
37
28
10
290.4
£'000
Projected year end saving
Achieved. Post deleted.
Achieved. Budgets reduced.
Grant support adjusted
Risks Issues
Comments
Green
Green
Green
Traffic Light
Cost Centre
727
811
Total In-Year Savings
84
Estimated Saving 08/09 £'000
Cross Directorate
Cross Directorate - Hsg / MH
Service Area
0
Additional funding from the Primary Care Trust (PCT) & Supporting People Grant
50
50
£'000
£'000
Risks Issues
Comments
A funding bid has been agreed provisionally, subject to the costs being in relation to support, not 84 provision of temporary accommodation. Work is being carried out on this by Service managers Additional funding has been agreed to undertake a number of projects of mutual benefit. Some spend will be 727 for new projects, with the residual amount having a beneficial effect on the budgetary position. 811
Projected year end saving
Savings to Month 9
Supporting People schemes funding reallocation
Actions required / Description
ADULT AND COMMUNITY SERVICES DIRECTORATE
Action Plan for Savings 2008/09 - December 2008
Amber
Green
Traffic Light
APPENDIX H
Page 113
C&F
C&F
C&F
Reattribution of CAMHS grant
1127
2165
1108
Service Area
1127
Cost Centre
315
A number of specific underspends in staff costs, section 17 provisions and slippage from family centre projects 576 and other spend have been identified to support the placement overspend.
various cost centres in Reattribution of sure start grant Education for Communities
various C&F C&F cost centres
Costs in C&F relating to under 5 provision will be reattributed to sure start grant
234
236
75
100
During the final quarter of the year eligible costs within C&F will be reattributed against this grant.
0
0
304
£'000
Savings to Month 9
Reattribution of costs of semi independent accomadation to supporting people grant . This saving is now being 304 shown against the placement overspend and replaces a proportion of the PCT contribution now deemed not acheiveable.
Negotiating with PCT to increase their income 500 contribution towards the cost of joint placements. This many not be realised
Negotiating with PCT to increase their income contribution towards the joint placement costs. This element that was shown to be £526k in prior months is no 0 longer acheiveable following discussions with the PCT. See Supporting people which is now replacing a large proportion of this .
Estimated InYear Saving 08/09 £'000
Actions required / Description
£'000
Risks Issues
Comments
576
315
100
304
500
Low risk
None
Manager needs to confirm by signing off
A bid was made to the Supporting People Commissioning Board and agreed on 3rd November 2008
PCT have not given a definitive figure
Recent discussion with PCT 0 have revealed that we will not receive this element
Projected year end saving
CHILDREN AND YOUNG PEOPLE SERVICES DIRECTORATE Advanced negotiations with the PCT in November has since revealed that the £1,052,000 potentially recoverable from PCT and projected will not be realised. It is now evident that due to costs pressures within the PCT that they will be releasing less monies for contributions to joint care placements costs. This schedule has therefore been amended to reflect this loss and alternative savings reprofiled.
Action Plan for Savings 2008/09 - December 2008
Page 114
Green
Green
Green
Green
Amber
Traffic Light
Various services
Cost Centre
Total
Sub Total
Page 115
Various codes within CYPS
Savings identified from management action up to month 6 -non salary
Service Area
Extra savings to be found to offset costs of new 268 placements during December, including one remand placement 2,621
Managers continue to seek savings against the ER target .In early November grant of £304k was identified against supporting costs of young people ,this was shown as 250 saving against the ER target, however it is now deemed that it is shown against the placement overspend. Managers are being asked to look for further savings
2,103
These savings have arisen following management action 308 to hold underspends within service areas against the placements over spend.
Estimated InYear Saving 08/09 £'000
Actions required / Description
£'000
0
849
0
0
849
Savings to Month 9
Risks Issues
Comments
2,621
268
250
Managers are now being asked to find savings to replace those no longer acheivable by the PCT
Managers are in the process of signing off savings 308 (savings confirmed shown against ER target) 2,103
£'000
Projected year end saving
Red
Red
Green
Traffic Light
Public Realm Resources Safe & Strong Safe & Strong Safe & Strong Total In-Year Savings
ICT
2238
var 1818 2099 2099 2099
Development
1622
ICT
Development
1622
2083
Consumer Protection
Service Area
var
Cost Centre
508.8 Hoppa Bus & Parking Account Provision 30.6 Salary scale 6 officer post held vacant. 36.8 Delay in recruiting to Street Warden Manager 25.4 Delay in recruiting to 2 Street Warden Posts 10.0 Reduction in Street Warden Activity Costs 924.0
A combination of recruitment delays and holding 68.0 underspends on running cost activity see detailed template for more information Delay in spending growth money in Regeneration and 123.0 Spatial planning 50.0 A further delay on the new Regeneration post WFD Chingford Shop - Growth item - slippage in 6.0 opening the Shop Vacancy factor for SAP staff in the early part of the year 65.4
Estimated Saving 08/09 £'000
Actions required / Description
ENVIRONMENT AND REGENERATION SERVICES DIRECTORATE
Action Plan for Savings 2008/09 - December 2008
Page 116
508.8 30.6 36.8 25.4 10.0 924.0
508.8 30.6 36.8 25.4 10.0 924.0
65.4
6.0
6.0 65.4
50.0
123.0
123.0 50.0
68.0
£'000
£'000 68.0
Projected year end saving
Savings to Month 9 Risks Issues
Comments
Green Green Green Green Green
Green
Green
Green
Green
Green
Traffic Light
716
253 Additional subsidy - housing benefits
1052 Revenues & Benefits
Total In-Year Savings
297 Commercial Rent Income - Selbourne Walk arrears
2292 Property Services
Estimated Saving 08/09 £'000
1309 Property Services
Service Area
Actions required / Description
Commercial Rent Income - Budget understates 166 rent roll
Cost Centre
FINANCE DEPARTMENT
Action Plan for Savings 2008/09 - December 2008
Page 117 399
0
274
716
253
297
166
£'000
£'000 125
Projected year end saving
Savings to Month 9
Green
Green
Green
Arrears now invoiced. Final saving to come in last quarter This depends on achievement of a good standard of overpayment reduction - final result will not be known until end of year (though it is currently on course to achieve)
Traffic Light
Rent collected quarterly
Risks Issues
Comments
Electoral Services
Scrutiny
1304
1008
Registrars
1306
Total In-Year Savings
Electoral Services
1304
1008, 1287, 1304, 1306
Corporate Law
Corporate Law Members' Support
1293 1296 1300
1293
Electoral Services
Service Area
1304
Cost Centre
Actions required / Description
130
10 Additional Income from Registration Services
Staff Costs Savings - Head of Electoral & 15 Registration Services (Tentatively placed against CC 1304)
3 Training Budget savings
5 Staff Costs Savings - Corporate Information Officer
17 Staff Costs Savings - Scrutiny
5 Staff Costs Savings - Electoral Services
14 Monitoring Officer Account (1293) 15 Staff Costs Savings - Members' Support Services 30 Resolution of Outstanding Litigation
17 Election Account Savings
Estimated Saving 08/09 £'000
GOVERNANCE AND LAW DEPARTMENT
Action Plan for Savings 2008/09 - December 2008
Page 118 106
7
11
2
7
13
3
10 11 25
Service is currently underspending Case now resolved
Target savings currently on track to be achieved.
Risks Issues
Comments
130
10
15
3
10
Green Green
Based on current trend in the issuing of Birth & Marriage certificates
Green
Green
Green
Green
Green Green Green
Green
Traffic Light
This post is currently vacant under the new structure
Planned underspend in the areas identified.
Looking to cover from vacant post
17 Currently on target due to vacant post
5 Currently on target due to vacant post
14 15 25
17
£'000
£'000 17
Projected year end saving
Savings to Month 9
Performance & Service Improvement
Service Area
Total In-Year Savings
1578 Performance Management
1285
320041 PPP
Cost Centre Actions required / Description
4 Use of underspend in Strategic Directorates' Performance Team budget due to vacancies 244
70 Use of underspend in Centre of Excellence budget due to vacancies
170 Delete reserves set aside for strategic initiatives and underspend from programmes
Estimated Saving 08/09 £'000
PEOPLE, POLICY AND PERFORMANCE
Action Plan for Savings 2008/09 - December 2008
Page 119
226
4
52
244
4
70
170
£'000
£'000 170
Projected year end saving
Savings to Month 9
Reserve adjusted
Risks Issues
Comments
Green
Green
Green
Traffic Light
PROVISIONS, RESERVES AND BALANCES
EARMARKED RESERVES
APPENDIX I
Actual
Actual
Actual
Estimated
Estimated
1st April
2007/08
31st March
2008/09
31st March
2007
Movement
2008
Movement
2009
£'000
£'000
£'000
£'000
£'000
Adult and Community Services Learning Disabilities Reserve ISIS Phase 3 Development Costs Other Social Services Reserves Homelessness Reserve
1,000
(1,000)
0
0
0
0
139
0
139
60
(50)
10
0
10
1,200
(1,200)
0
0
139
0
HSA Disabled Facilities Reserve
308
0
308
(225)
Willow / Cedar Wood House Reserve
290
(62)
228
(228)
Adult Education Reserve
200
0
200
0
200
Other Culture & Leisure Reserves
117
0
0
0
(117)
83 0
Children and Young People Services BSF and Schools Reserves
159
School Budget Reserve - SEN Lammas School PFI Reserve Grouped Schools PFI Reserve
2,241
2,400
(17)
934
65
999
(999)
222
(82)
140
9,017
(2,203)
6,814
(2,000) (103)
Transformation Reserve
255
(152)
103
Remand Placements Reserve
220
(220)
0
Other Reserves
200
(1)
199
0
0 (155)
2,383 0 140 4,814 0 0 44
Environment and Regeneration Services Street Trading Reserve
83
0
83
(39)
44
Hoppa Bus Reserve
817
0
817
(250)
567
Regeneration Reserve
909
(186)
723
(664)
59
Playground Improvements Reserve
120
(120)
Bywaters Reserve
176
50
Building Consultancy Reserve
150
(150)
0 226 0
0 (50) 0
0 176 0
Building Safer Communities Reserve
0
295
295
(35)
260
Community Safety Issues Reserve
0
219
219
0
219
Sustainable Communities Restructuring
0
440
440
1,002
1,442
Planning Delivery Grant Reserve
0
602
602
147
749
S38 & S278 Agreements Reserve
0
123
123
(55)
68
353
713
1,066
(341)
725
Municipal Elections Reserve
104
100
204
100
304
Fluctuating Income Reserve
208
(59)
149
(149)
Other Reserves Governance and Law
Other Reserves
0
0
8
0
8
8
109
208
317
(259)
58
99
(89)
10
(10)
0
People, Policy and Performance PPP Corporate Initiatives Reserve Other Reserves Finance Department Silver Birch House Accomm cost Reserve Systems Development Reserve
157
(99)
58
(58)
0
36
157
193
(160)
33
SAP SRM Upgrade Reserve
0
110
110
0
110
Procurement Restructuring Reserve
0
112
112
135
247
Other Reserves
291
193
484
(266)
218
Insurance Reserve
856
1,165
2,021
N/A
Page 120 11AppIProvisionsReservesDecember080.xls
N/A
Actual EARMARKED RESERVES
Actual
Actual
Estimated
Estimated
1st April
2007/08
2007
Movement
31st March
2008/09
31st March
2008
Movement
2009
£'000
£'000
£'000
£'000
£'000
Corporate/Cross Cutting Fluctuating NNDR Reserve
254
342
596
N/A
Ill Health/Corporate Redundancies
1,411
4,382
5,793
(200)
Loss of Grant & Partnership Income
1,478
1,126
(461)
665
1,221
(465)
756
Repairs & Maintenance Reserve
79
(352) 1,142
N/A 5,593
Loss of Rent Income Reserve
167
170
337
0
337
Revenues & Benefits Subsidy Reserve
617
3,550
4,167
0
4,167
(1,676)
2,357
Collection Fund Deficit Reserve
4,033
Invest to Save Fund Reserve
395
Efficiency Review Reserve
650
Social Services-Back to Base Issues Reserve
500
(500)
0
2,759
(904)
1,855
Equal Pay Reserve Waste Disposal Reserve
HRA Reserves Schools Revenue Reserves TOTAL EARMARKED RESERVES
440 0
0
0
(1,579)
276
946
0
1,518
1,518
73
406
479
(400)
0
946
0
1,518 79
4,556
(2,104)
2,452
(2,452)
0
36,715
8,544
45,259
(14,364)
28,278
8,241
2,003
10,244
(1,550)
8,694
1,019
7,596
(1,500)
6,096
11,566
63,099
(17,414)
43,068
6,577 51,533
Actual PROVISIONS
60 (2,232)
0
Staff Benefits Reserve & Energy Costs Reserve
Total General Fund Reserves
380 2,232
402
946
Financial Instrument Reserve Revenue Financing Reserve
(15) 1,582
(1,955)
Actual
Actual
Estimated
Estimated
1st April
2007/08
2007
Movement
31st March
2008/09
31st March
2008
Movement
£'000
£'000
2009
£'000
£'000
£'000
GENERAL FUND Children and Young People
560
(550)
Environment and Regeneration
550
698
People, Policy and Performance
10 1,248
10
20
(1,247)
1
2
(2)
0
0
Finance Department
54
(54)
0
0
0
Insurance Provision
5,940
99
6,039
N/A
N/A
Corporate/Cross - Cutting
0
900
178
1,078
(1,078)
0
8,006
369
8,375
(2,315)
21
48
0
48
0
48
48
0
48
0
48
8,054
369
8,423
HOUSING REVENUE ACCOUNT HRA Interest on Purchase Money
TOTAL PROVISIONS
WORKING BALANCES
69
Actual
Actual
Actual
Estimated
Estimated
1st April
2007/08
31st March
2008/09
31st March
2007
Movement
2008
Movement
2009
£'000
£'000
£'000
£'000
£'000
GENERAL FUND
7,069
838
7,907
HOUSING REVENUE ACCOUNT
1,407
1,367
2,774
Page 121 11AppIProvisionsReservesDecember080.xls
(2,315)
(3,300) 401
4,607 3,175
Agenda Item 12 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20 January 2009
Title:
Decent Homes: Quarter Two and Quarter Three Performance Report July – December 2008 1. Manage population growth and change 2. Improve housing quality and choice with the right kind of homes in the right places 3. Respond effectively to the threat of climate change in a practical and effective way
Directorate:
Adult and Community Services
Report of:
Interim Executive Director, Adult & Community Services
Contact:
Head of Housing
Phone:
020 8496 5401
E.Mail:
[email protected]
Action required:
For Information
Wards affected:
All
Appendices:
Appendix 1-Decent Homes Performance Appendix 2 -Ward Information Appendix 3 -Tenant Satisfaction Appendix 4 -Details of Delays Appendix 5 -Leasehold Valuation Tribunal Update
Status:
Open
1.
SUMMARY 1.1.
This report summarises the performance data for quarters two and three (July to December 2008) of the Decent Homes Programme to tenants.
1.2.
A total of 298 properties were made decent in the second quarter against a provisional target of 370. The details of the delays to works on properties scheduled for Quarter Two are contained in Appendix 4 to this report.
1.3.
At the Cabinet Meeting on the 21 October 08, Quarter One performance was discussed and it was requested that the shortfall of 84 properties be addressed in Quarter Two.
1.4.
The shortfall has been addressed in Quarter Three performance where the target of 400 properties due to be completed was exceeded and Ascham Homes have confirmed that 467 properties were completed. This means that out of 926 properties due for completion by the end of Quarter Three, Ascham Homes have completed 914, which is 12 short of the target which has almost -1-
Page 122
addressed the majority of the shortfall identified in Quarter One, albeit still short. The target for Quarter Four is 641, which, if achieved, will exceed the overall target of 1500 by 55 properties.
2.
3.
1.5.
The remaining properties in Quarter Four have been reprofiled to lessen the impact from the Leasehold Valuation decision (refer to Appendix 5). Properties where access issues have prevented works being started are due to be completed in Quarter Four.
1.6.
42 leaseholder dwellings have been completed in the second quarter and 34 leaseholder dwellings in Quarter three.
1.7.
The cumulative year to date capital expenditure up to the third quarter was £27.389m against a profile budget of £27.250m.
RECOMMENDATIONS 2.1.
Cabinet is requested to note the second and third quarter performance in the delivery of the Decent Homes Programme.
2.2.
Cabinet is requested to note that the decent homes programme has been reprofiled and some leaseholder properties have been programmed to be completed in quarters three and four.
PROPOSALS 3.1.
Appendix 1 sets out the overall number of properties across the borough made decent during quarters two and three, 298 and 467 respectively.
3.2.
Appendix 2 sets out the number of properties completed in each Ward and the total spend by Contract Area from July to December 08.
3.3.
Appendix 3 sets out tenants’ satisfaction and complaints monitoring for the second quarter. Quarter three complaints data was not available. Out of 216 questionnaires returned, 97% were satisfied with the works completed. Appendix 3A and B shows a consistently high level of resident satisfaction across quarters two and three of 97-98% with Decent Homes works.
3.4.
Appendix 4 sets out the reasons for the delays in achieving the Quarter Two target.
3.5.
Appendix 5 sets out the Leasehold Valuation Tribunal update.
3.6.
Quality assurance measures are in place for the Decent Homes programme through quarterly monitoring of quality (right first time completions). Benchmarking data is collected for:
Cost Predictability Time Predictability -2-
Page 123
Defects (right first time) Numbers of residents satisfied Reported incidents A revised figure of 898 dwellings will fall out of decency in 2008 and these properties have been included in this programme as these works will prevent them becoming non decent in 2008/9 which would increase the overall number of non-decent dwellings. Works on 303 properties have been completed to date. Properties are recorded as having met the Decent Homes standard when the works identified for that particular property have been completed. The National Indicator 158, Percentage of Non-Decent Homes, is one of Housing’s priority indicators and as such, will be subject to an audit of performance in 2008/9. The range of works will vary between properties and will broadly fit into one or more of the following categories which meets the Decent Homes standard:
Roofing repairs / replacement Structural works Installation of new windows and doors Mechanical and electrical improvements and updating External decorations and general repair Thermal efficiency Internal upgrades Security and Sustainable communities
Leasehold Valuation Tribunal (LVT) Update 3.7.
4.
ALTERNATIVES CONSIDERED 4.1
5.
See Appendix 5 for LVT update.
There is no alternative to deliver decent homes work through another organisation as Ascham Homes are the preferred delivery agent and were created specifically for this purpose.
CONSULTATION 5.1
5.2
Consultation on delivery issues is regularly discussed at Contract Panels, which are representative groups of residents in specific geographical areas. Extensive resident and leaseholder consultation has continued to take place with the majority of schemes, involving either one-to-one visits or group meetings.
-3-
Page 124
6. IMPLICATIONS 6.1 Financial The spend by Ascham Homes up to the third quarter was £27.389m against a budget profile of £27.250m. Spend to budget will be achieved in this financial year. The issues around the outcome of the LVT mean that there is a possibility of a large potential gap in the overall Decent Homes programme. In the short term this is being mitigated by amending the programme to concentrate on blocks or estates where the number of leaseholders is relatively low. Should the appeal prove unsuccessful, the contribution from leaseholders, which underpins the completion of the programme, will not meet the target level. In that eventuality, alternative potential sources of funding would need to be found. 6.2 Legal Ascham Homes is an arms length management organisation (ALMO) providing housing management services to the Council under section 2 of the Local Government Act 2000 and an agreement under section 27 of the Housing Act 1985, as amended. Ascham Homes is a wholly owned Council company but has a separate legal identity to the Council. Decent Homes funding is only provided to ALMOs and not to the Council. Consequently, the Council’s legal powers to determine the use of the funding are, in practice, limited to its influence through its 4 appointed directors on the Executive Board where duties as Directors are in any event owed to the ALMO. 6.3 Human Resources There are no Human Resources issues arising from this report. 6.4 Health Impact Assessment It is a known fact that living conditions significantly impact on health and well-being. The components of decent homes work will enable tenants and leaseholders to live in better quality housing. 6.5 Equalities impact assessment 6.5.1It is envisaged that improving the condition and standard of the council housing stock will have a beneficial impact on all tenants. There are ongoing surveys to check satisfaction with the quality of services received as well as the impact of the new improvements. It is a requirement of the decent homes standard that accessibility of the property will not be reduced and Ascham Homes will monitor this and also look for opportunities for improving the access. The impact on tenants of decent homes work will be continually monitored for any potential adverse impacts on any particular group. 6.5.2The profile information collated from the Housing database indicates that 25% of LBWF tenants are aged 65 and over, 65% are female and 23% have a disability. It is evident from this information that if the Decent Homes programme is not delivered on target, then there will be a negative impact on older people, women and those with special needs. The Decent Homes Programme will lead to -4-
Page 125
improved Housing quality and choice, thus there will be a positive impact on these equality groups, once the programme is completed. 6.5.3In March 2008 Ascham Homes conducted a survey of homes made decent between 2001 and 2008. This indicated that BME tenants were fairly represented across all categories of Decent Homes works. 6.5.4Ascham Homes has arrangements in place to test the equality aspects of the delivery of the Decent Homes programme. Diversity data is available on approximately 80% of tenants. Ascham Homes intend to provide a comprehensive report by the end of January 2009, which will be reported to Cabinet. 6.6 Climate Change Impact Assessment 6.6.1Sustainable results and long term benefits have arisen from the Affordable Warmth project, which addresses the needs of homeowners, private tenants and council tenants for information and advice on home energy checks. 6.6.2The average SAP rating of the Council stock is 76, which is the second best in London, and is also above the CPA upper threshold of 65. Ascham Homes, has contributed to this as part of the Decent Homes programme, and has carried out a high number of cavity insulations through grants, compared to other London boroughs. 6.6.3Recycling statistics for the second quarter confirm that Bywaters exchanged or collected 290 skips across all sites. The total amount of mixed waste collected during this period was 766 tonnes, an increase of nearly 50% on the first quarter (391 tonnes). Bywaters recycle the following materials: wood, metal, hardcore, plastic and slates. Information for quarter three is not yet available. 7
CONCLUSION 7.1 This report presents information about the delivery of the Decent Homes Programme, for the second and third quarters of 2008/9.
8.
Background Information: Report to Cabinet, 19 June 2007 – Decent Homes Delivery Plan Quarter One Decent Homes Report – Cabinet 21 October 2008 This report has been cleared after discussion with the Portfolio Member
Signed:
Date: 7.1.2009
Portfolio Member for Communities and Housing
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Position at start of reporting period Change within reporting quarter Position at end of reporting period
Appendix 1
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Homes made Decent in quarter Homes becoming Non-Decent in quarter Stock reduction consisting of Right to Buys Total Stock reductions Number of Decent properties at end of quarter Number of Non-Decent properties at end of quarter Number of properties at end of quarter
Number of properties at start of quarter Number of Decent properties at start of quarter Number of Non-Decent properties at start of quarter
Ascham Homes Decent Homes CLG Monitoring Form
10522 5091 5431 298 0 0 0 5389 5133 10522
5582 149 0 2 2 5091 5431 10522
2008/9 Quarter Two Return JulySeptember
10524 4942
2008/9 Quarter One Return April-June
Decent Homes Quarter Two and Quarter Three Performance
10522
5133 467 0 0 0 5856 4666
10522 5389
2008/9 Quarter Three Return October November
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Appendix 2A
Count of Properties WARD CATHL CHALL CHAPL CHING ENDLE EPPNG HAEND HATCH HHILL HIGH HOEST LARKS LEYBR MARK VALLY WFORD WILLM WOOD Grand Total
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July-Sept 08 Total 13 32 2 12 52 0 4 9 42 40 2 26 2 0 31 0 13 18 298
Ward Information: July to September 2008 Total Number of Completed Properties
Count of Properties WARD BILLE CATHL CHALL CHAPL CHING ENDLE EPPNG HAEND HATCH HHILL HIGH HOEST LARKS LEYBR MARK VALLY WFORD WILLM WOOD Grand Total
Oct- Dec 08 Total 5 39 118 0 11 44 0 20 6 82 38 28 4 3 1 3 0 0 65 467
October to December 2008
Appendix 2B
Total Spend by Contract Area July to September 2008
EXPENDITURE AREA CONTRACT AREA 1 CONTRACT AREA 1 A CONTRACT AREA 2 CONTRACT AREA 2 A CONTRACT AREA 3 CONTRACT AREA 3 A CONTRACT AREA 4 CONTRACT AREA 4 A CONTRACT AREA 5 CONTRACT AREA 5 A CONTRACT AREA 6 CONTRACT AREA 6 A CONTRACT AREA 7 CONTRACT AREA 7 A MRA AREA 1 MRA AREA 2 MRA AREA 3 MRA AREA 4 MRA AREA 5 MRA AREA 6 MRA AREA 7 MRA CENTRAL HEATING MRA HEAT RECOVERY MRA ELECTRICAL WORKS MRA TANK WORKS MRA CROSS BOROUGH INSULATION MRA ENERGY WORKS MRA TANK WORKS JW/FW MRA ENVIRONMENTAL / PLANNED MRA BUILDING WORKS MRA HOSTELS MRA VOIDS VOIDS DH CONVERSIONS VOIDS ST ANDREWS CT PRIVATE SECTOR HEATING HOMES FOR LIFE PEACOCK CLOSE CHP Grand Total
Budget Total £ 1,096,510 £ 4,137,609 £ 1,705,188 £ 9,791,761 £ 921,260 £ 3,394,480 £ 944,210 £ 3,490,025 £ 6,780 £ 29,725 £ 1,039,658 £ 838,116 £ 226,394 £ 668,033 £ 1,018,988 £ 471,516 £ 196,600 £ 202,628 £ 1,781 £ 424,185 £ 34,251 £ 1,000,000 £ 250,000 £ 250,000 £ 300,000 £ 100,000 £ 90,000 £ 1,000,000 £ 1,000,000 £ 119,050 £ 100,000 £ 1,200,000 £ 740,000 £ 141,000 £ 450,000 £ 20,000 £ 534,000 £ £ 96,000 £38,029,749.00
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£ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £
Total Spend at July to Sept 59,209 1,665,408 257,519 1,914,888 630,920 1,462,319 583,774 813,875 411,714 50,287 32,522 27,937 74,585 30,058 14,681 15,132 133 42,630 2,557 437,741 120,183 154,594 51,720 36,537 15,632 111,102 247,994 19,179 250,372 269,310 44,917 11,167 148,035 10,008,630.83
Decent Homes July to Sept 134 21 55 42
45
1
298
Appendix 2C
Total Spend by Contract Area Oct to December 2008
EXPENDITURE AREA CONTRACT AREA 1 CONTRACT AREA 1 A CONTRACT AREA 2 CONTRACT AREA 2 A CONTRACT AREA 3 CONTRACT AREA 3 A CONTRACT AREA 4 CONTRACT AREA 4 A CONTRACT AREA 5 CONTRACT AREA 5 A CONTRACT AREA 6 CONTRACT AREA 6 A CONTRACT AREA 7 CONTRACT AREA 7 A MRA AREA 1 MRA AREA 2 MRA AREA 3 MRA AREA 4 MRA AREA 5 MRA AREA 6 MRA AREA 7 MRA CENTRAL HEATING MRA HEAT RECOVERY MRA ELECTRICAL WORKS MRA TANK WORKS MRA CROSS BOROUGH INSULATION MRA ENERGY WORKS MRA TANK WORKS JW/FW MRA ENVIRONMENTAL / PLANNED MRA BUILDING WORKS MRA HOSTELS MRA VOIDS VOIDS DH CONVERSIONS VOIDS ST ANDREWS CT PRIVATE SECTOR HEATING HOMES FOR LIFE PEACOCK CLOSE CHP Grand Total
£ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £
Budget Total 1,096,510 4,137,609 1,705,188 9,791,761 921,260 3,394,480 944,210 3,490,025 6,780 29,725 1,039,658 838,116 226,394 668,033 1,018,988 471,516 196,600 202,628 1,781 424,185 34,251 1,000,000 250,000 250,000 300,000 100,000 90,000 1,000,000 1,000,000 119,050 100,000 1,200,000 740,000 224,000 450,000 20,000 534,000
£ 96,000 £ 38,112,749
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Estimated Spend at Oct to December £ 46,137 £ 1,314,713 £ 47,204 £ 2,620,369 £ 46,137 £ 1,660,289 £ 218,752 £ 1,336,839 £ £ £ 408,799 £ 50,529 £ 121,504 £ 77,014 £ 293,577 £ 121,247 £ 108,898 £ 15,131 £ 133 £ 84,841 £ 14,559 £ 236,182 £ 50,744 £ 73,546 £ 42,737 £ 16,164 £ 18,792 £ 382,960 £ 363,918 £ 4,002 £ 80,045 £ 533,780 £ 204,813 £ 32,663 £ £ 2,962 £ 121,442 £ £ 55,084 £ 10,806,505
Decent Homes Oct to December 87 89 78 37
156 5
15
467
Appendix 3
Tenant Satisfaction in Quarter Two with Decent Homes Programme
Quarter 2 2008/9 Tenant Satisfaction 1. Number and % of refusals 2. Number of returned satisfaction questionnaires 3. % of satisfaction awarded 4. Number of complaints received 5. Number of complaints answered in time (within 28 working days) 6. Top five areas of complaint
Zero 216 Residents returned questionnaires out of 528 distributed
97% Satisfaction awarded 20 Reported by Contract Partners All initially responded to in time. 16 out of the 20 complaints resolved within 28 working days. The 4 outside the timeframe required further investigation or are awaiting response from residents. 1)
A resident at Holmes Avenue complained about Workmanship, a missing torch pen . Outcome: The RLO left numerous voice messages with the resident to arrange works to be looked at again. RLO also advised resident to give us a receipt for the torch and the Contract Partner would reimburse them. The resident has not got back to the Contract Partner to date, despite 3 letters being sent to them.
2)
A resident at Western Road reported a broken Lawn edging on 25th September 08, as detailed in the relevant QA2 and QA3. White Gravel replaced on 13th October 08 by Apollo Roofing. Outcome: Resident reimbursed £25 on 27th October 08.
3)
A resident at Titley Close complained on 8th August 08 that 1day electrical upgrade turned into a 3day re-wire. Resident also claims that operatives damaged fridge/freezer and grill handle. Outcome: All operatives have been interviewed but no blame attributable. Signed off as resolved on 7th October 08.
4)
In September, a resident at Chingford Lane complained that as part of the Area 1 electrical works, a faulty freezer socket was installed and the contents of the freezer were spoiled. Outcome: The situation was resolved by Birchcroft who gave the resident £50 as compensation to cover the cost of food items.
5)
Complaint at Chingford Lane on 8th September 08 that minor works outstanding. Outcome: All snagging items completed by end of play 8th September 08 and photos taken by RLO.
Information for quarter three is not yet available
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Appendix 3A
Number Percentage
Resident Satisfaction for Quarter 2 - 2008/2009
Number of answers 'satisfied' 2393 96.30%
Number of answers 'dissatisfied' 92 3.70%
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Appendix 3B
Resident Satisfaction for Quarter 3 - 2008
Number Percentage
Number of answers 'satisfied' 3798 97.96%
Number of answers 'dissatisfied' 79 2.04%
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Appendix 4
Detail of Delays to Works on Properties Scheduled for Quarter Two
Attlee Terrace (28 properties) – Delays have occurred in the approval of Planning and Building Control for the scheme. NPS Ltd, failed to submit the applications. Applications have been made, but this has delayed manufacture of balustrades and these will not start to be installed until November. As previously reported, the start of the scheme was delayed due to leaseholders requesting an independent survey of the roof covering before works could commence. 2 Kimm House (1 property) - Requested by LBWF to decant tenant due to structural issues. Millfield Avenue (24 properties) – during course of work DPC failure was identified, this resulted in a new DPC membrane to be installed extending the contract period. Canons & Southfield Crt (19 Properties) – Identified for electrical test only, during inspection additional works were required to achieve decent homes criteria.
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Appendix 5
Leasehold Valuation Tribunal (LVT) Update
1. As previously reported in the Quarter One report, Ascham Homes, when undertaking works on properties where leaseholders have exercised their right to buy, have a legal duty to consult about the works with those leaseholders. This is the basis for recovering some of the costs from those leaseholders. Consultation did not take place in accordance with the statutory procedure. Ascham Homes was therefore required to apply to the Leasehold Valuation Tribunal (LVT) – an independent body – for a dispensation waiving the consultation requirements. The LVT did not grant the dispensation to appeal therefore Ascham Homes would now need to repeat the same process with the Lands Tribunal. 2. The appeal has been lodged but could take up to a year to be heard. 3. The Leasehold Valuation Tribunal suggested Ascham Homes could provide detailed costs to leaseholders at the time tenders were received. The Decent Homes programme was dependent on the Council’s 10% survey of the stock, which was extrapolated to achieve cross borough costs. It was for this reason that accurate costs could not be given. To provide accurate costs, it would therefore be necessary to survey each property and then construct the programme. 4. Ascham Homes have provided detailed plans to the Council of how to address the problems caused by the LVT decision and will ensure that the Council’s lawyers, leaseholders and tenants are kept informed of the appeal process. 5. In light of the LVT decision and the changes necessary to mitigate financial loss to the Council, the programme must be re-profiled, meaning that the order of works to leaseholders will have to change. This will impact on Council tenants as it is not possible to isolate specific blocks as leaseholders are dispersed among the housing stock. 6. For tenants, there is no obligation to pay any contribution to works but works may be delayed. For leaseholders, there is still a duty to make a contribution but the size of that contribution cannot be determined until after the appeal process has been completed.
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Agenda Item 13 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20 January 2009
Title:
Annual Performance Assessment of Services for Children and Young People in the London Borough of Waltham Forest: 2008
Council Priority:
Create wealth and opportunity for residents
Directorate:
Children and Young People Services
Report of:
Chris Kiernan, Executive Director, Children and Young People Services
Contact:
Jonathan Daniels
Phone:
x3551
E.Mail:
[email protected]
Action required:
For Information
Wards affected:
All
Appendices:
Appendix 1: Ofsted APA 2008 assessment letter
Status:
Open
1.
2.
SUMMARY 1.1.
This report is to inform the cabinet of the outcome of the 2008 annual performance assessment (APA) by Ofsted of children and young people services in Waltham Forest.
1.2.
The APA judgment find services in all 5 every child matters outcome areas to be good (3 out of 4), it also finds that the service’s capacity to improve is also good.
1.3.
2008 is the final year of the APA. From 2008-09 this will be replaced by the comprehensive area assessment (CAA). This will include will include identification of the strengths and weaknesses in outcomes and services for children and young people. CAA assessments will be made based on a national range of indicators (the National Indicator Set), findings from inspection and regulation, and a review of the progress that has been made against targets in Local and Muliti-Area Agreements.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to note the APA judgements and the areas of strength and areas for development identified in the letter from Ofsted.
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3.
REASON FOR DECISION 3.1.
4.
The outcome of the APA is important and appropriate for cabinet to monitor. Children and young people services are a level 1 service within the comprehensive performance assessment (CPA) and is therefore critical in the council’s overall CPA rating. This council’s performance in this area relates to all education and social care services provided to children and young people.
PROPOSAL 4.1.
The 2008 annual performance assessment was undertaken in a more low key way and without a separate site visit as the authority was regarded as “low risk” following the positive outcome of the joint area review (JAR) held in May and June 2008.
4.2.
Although the rating in each outcome area remains the same as in the last two inspection years there are more strengths, and notably fewer areas for development. In 2007, there were 17 areas for development, against ten this year. In particular, enjoying and achieving, positive contribution and economic wellbeing have only a single area for development, against three, two and three in 2007. There are also stronger statements about strengths – particularly notable in the three areas noted above.
4.3.
Our inspectors state in the report that the council has made progress in responding to the recommendations made in 2007; that we consistently delivers good services; and that we are well managed. To quote from the overall judgement: ‘… services have good capacity to improve further and are well managed. Through strong leadership and management, good strategic planning, productive inter-agency partnerships and effective safeguarding arrangements, the needs of children and young people are being addressed well.
4.4.
It is particularly pleasing that, for the first time, there is considerable praise for pupils’ attainment, with ‘outstanding progress between key stage 2 and 4, accompanied by ‘successful focus on equalities and diversity … closing gaps in outcomes. The praise for our engagement with children and young people reflects really good practice by many staff in the directorate and our partners.
4.5.
The vast majority of those areas for development set out in the judgment had already been identified by the authority as part of our review of progress against our 2007-08 action plan. As a result we are already taking forward actions to address these areas. These areas will also be central focus in the refreshed 2009-10 children and young people plan which we are in the process of developing.
4.6.
We will continue to review our progress in addressing the areas for development over the course of the coming year through our existing partnership performance management meetings. -2-
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4.7.
5.
ALTERNATIVES CONSIDERED 5.1.
6.
Not applicable to this report.
CONSULTATION 6.1.
7.
We can be confident of the judgment of the inspectors in spite of the recent concerns about the quality of APA judgments by Ofsted following the Haringey “baby P” case. This is because this assessment has coincided with the major inspection of children services though the JAR. Unlike Haringey’s JAR inspection, the one in Waltham Forest followed the new methodology which place particularly focus on the council and its partner’s abilities in relation to safeguarding vulnerable children and young people.
Not applicable to this report.
IMPLICATIONS 7.1.
Financial 7.1.1. The APA judgment covers the whole of children and young people services, which including the schools budget amounts to around half of all council expenditure. 7.1.2. Actions in response to the recommendations in the areas for development are in most cases underway and are expected to be met within existing budgets.
7.2.
Legal 7.2.1. There are no specific legal implications arising from this report.
7.3.
Human Resources 7.3.1. The APA report includes a recommendation relating to need to ensure that all workforce needs are met. We are currently in the process of developing a comprehensive children and young people’s workforce strategy, which will address the weaknesses identified in this area.
7.4.
Health Impact Assessment 7.4.1. The APA report finds our performance in relation to the “be healthy” outcome area to be good for the third consecutive year. Whilst there has been good progress against many health outcomes, the rate of teenage pregnancies and number of obese children remain significant cause for concerns. Both of these areas will be prioritised and monitored closely over the coming year.
7.5
Equality Impact Assessment 7.5.1. The report recognises the strong performance of the local authority in focusing on equalities and diversity which is proving successful in narrowing the gap between lower attaining ethnic groups and those in poverty and the average performance. -3-
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7.5.2. The report also highlights a number of areas for development which have a direct relationship to the council’s wider equalities duties. These include: •
Reducing teenage pregnancy rates is a gender equality issue and action to further reduce this and the social and economic disadvantage associated with it will support the delivery of the Council in meeting its duty to promote gender equality • Increasing the participation of young offenders in education, training or employment. Given the group’s profile this is a race equality issue and action taken to improve participation will support the council in meeting its duty to promote race equality • Increasing the range of post 16 learning options for young people with learning difficulties/disabilities. This will directly support the Council’s duty to promote disability equality and meet the Disability Equality Scheme priority of enabling disabled to live independently. Action to address this issue is also an opportunity to build on the research done with learning disabled young people on their post 16 aspirations which was completed as part of the Disability Equality Scheme action plan. 7.5.3. We will continue our focus on improving performance in all the above areas by ensuring that they are priorities in the 2010-13 children and young people plan which we are currently developing. 7.6
Climate Change Impact Assessment 7.6.1. There are no specific climate change implications arising from this report.
8.
CONCLUSION 8.1.
The good performance by Children and Young People services in 2008 consolidates the good performance in the last two APA reports and in the JAR that took place earlier this year. The text of the judgment shows a stronger performance overall than in the last two years and places the directorate and its partners in a strong position to improve performance further when assessed under the new CAA regime.
Background Information Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed Portfolio Member for Children and Young People -4-
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Date 5/01/2009
Alexandra House 33 Kingsway London WC2B 6SE
T 08456 40 40 40
[email protected] www.ofsted.gov.uk
Direct T 0117 945 6293 Direct F 0117 945 6554
[email protected]
17 December 2008 Mr Chris Kiernan Director of Children’s Services London Borough of Waltham Forest Silver Birch House Uplands Business Park Blackhorse Lane London E17 5SD Dear Mr Kiernan
Annual performance assessment of services for children and young people in the London Borough of Waltham Forest 2008 This letter summarises the findings of the 2008 annual performance assessment (APA) for your council. The evaluations and judgements in the letter draw on a range of data and information which covers the period 1 April 2007 to 31 March 2008. As you know, the APA is not based on an inspection of your services and, therefore, can only provide a snapshot based on the evidence considered. As such, I am grateful to you for assuring the quality of the data provided. Performance is judged on a four point scale as detailed in the handbook. I should emphasise that the grades awarded are based on an overall ‘best fit’ model. For instance, an outstanding judgement of Grade 4 reflects that overall most aspects, but not necessarily all, of the services in the area are working very well. We know that one of the features of outstanding provision is the drive for greater improvement and no council would suggest, and nor would Ofsted, that a judgement of outstanding indicates that everything is perfect. Similarly within a judgement of inadequate overall, Grade 1, there could be some aspects of the overall service that are adequate or even good. Judgements are made in a rounded way, balancing all of the evidence and giving due consideration to outcomes, local and national contexts, priorities and decision-making.
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The following table sets out the grades awarded for performance in 2008.
Assessment judgement area
APA grade
Overall effectiveness of children’s services
3
Being healthy
3
Staying safe
3
Enjoying and achieving
3
Making a positive contribution
3
Achieving economic well-being
3
Capacity to improve, including the management of services for children and young people
3
Inspectors make judgements based on the following scale 4: outstanding/excellent; 3: good; 2: adequate; 1: inadequate
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Overall effectiveness of children’s services
Grade 3
The London Borough of Waltham Forest consistently delivers good services. It has sustained good performance in each of the five Every Child Matters outcomes for children, in service management and in capacity to improve. The council has made progress in responding to the recommendations made in the 2007 APA. The access to second tier child and adolescent mental health services is now good, hard-to-reach groups are more involved in decision making and data is used more reliably in a range of areas to drive improvement. For looked after children, care planning processes are now good, the proportion made subject to adoption or special guardianship orders has increased greatly and attainment has risen. However, there are no discernible improvements in reducing the rate of teenage pregnancy or the timely completion of initial social care assessments. Children’s services have good capacity to improve further and are well managed. Through strong leadership and management, good strategic planning, productive inter-agency partnerships and effective safeguarding arrangements, the needs of children and young people are being addressed well. A good track record of improvement has delivered clear benefits. Children start school with much lower than expected levels of attainment and make outstanding progress between Key Stages 2 and 4, although the standards they reach at each key stage remain below national averages. The successful focus on equalities and diversity is closing gaps in outcomes. Very good engagement with children and young people contributes greatly to the improvements. Nevertheless, there are some weaknesses in communication with schools. The council’s analysis of its strengths and areas for development is consistent with the evidence. There are no additional recommendations to make as a result of the APA. The children's services grade is the performance rating for the purpose of section 138 of the Education and Inspections Act 2006. It will also provide the score for the children and young people service block in the comprehensive performance assessment to be published by the Audit Commission. We are grateful for the information you provided as part of this process and for the time given by you and your colleagues in preparing for the assessment. Yours sincerely
Juliet Winstanley Divisional Manager, Local Services Inspection
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Major strengths and important weaknesses Major strengths
Important weaknesses and areas for development
Being healthy Very good multi-agency partnerships that promote healthy lifestyles. Good and improved access to second tier child and adolescent mental health services. Continued very good performance on health checks for looked after children.
Being healthy Links between healthy schools initiatives and measures to tackle the very high incidence of childhood obesity are underdeveloped. The teenage pregnancy rate has not diminished in the last two recorded years and remains above the national average.
Staying safe Strong innovative work with children and families on safeguarding and community safety. Highly effective multi-agency child protection case planning and reviewing Good support and positive outcomes for looked after children.
Staying safe The proportions of timely initial and core assessments are below figures nationally and in similar areas. The quality of assessment varies across the partnership.
Enjoying and achieving Continued outstanding progress between Key Stages 2 and 4, and rising standards at Key Stage 4. Secondary school attendance well above, and improved more than, figures nationally and for similar areas. Narrowing attainment gap between most vulnerable groups and their peers.
Enjoying and achieving Outcomes for childcare and attainment at all key stages are below national averages.
Making a positive contribution Very good involvement in strategic decision making of children and young people, including those who are hard to reach. Low and decreasing proportions of young people re-offending and entering the youth justice system for the first time.
Making a positive contribution Limited participation in education, employment or training by young offenders.
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Achieving economic well-being Achieving economic well-being Very high proportion of young people aged There is an insufficient range of learning options post-16 for young 17 in education and training. people with learning difficulties and/or Low proportion of young people aged 16 disabilities. to 18 from minority ethnic groups not in education, employment or training. Higher percentage of young people gaining Level 3 qualifications than nationally and in similar areas. Capacity to improve including the management of children’s services Strong leadership and management that has ensured continued improvement. Good strategic planning. Very good engagement with children and young people to improve planning. Productive inter-agency partnerships contributing effectively to improving outcomes. Successful focus on equalities and diversity helping to close the gap.
Capacity to improve including the management of children’s services Not all services have their workforce needs fully met. Communication and engagement with schools and some smaller partners are limited. Gaps in the measurable outcomes in some plans restrict performance monitoring.
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Agenda Item 14a Portfolio Holder Report Council Leader
20 January Cabinet
IDeA Beacon Council Presentation On Thursday 8 January we made a formal presentation to the IDeA on our Beacon Status application for building resilient and cohesive communities. This presentation followed on from a successful site visit. As a Council and Local Strategic Partnership we are at the forefront of local action in this area. Our Sustainable Community Strategy and Community Cohesion Strategy both underpin this work - breaking down the local approach into 4 strands covering support and advice for newly arrived communities, trust and contact, citizenship, tension monitoring and Preventing Violent Extremism. We are one of the few areas to have independently evaluated our work and to have measured, concrete outcomes such as can be seen from the Swapping Cultures and Young Muslim Leaders Programmes. This is a vital policy area for our borough and I would like to thank Portfolio Leads, Members and Officers for their excellent work. Most Improved Council visit On Thursday 15 January we hosted a visit from the LGC Most Improved Council Panel. The visit included a Google Earth presentation, information on our key achievements and focus groups with residents and frontline staff. Over the last year we became the first Council to go from 0 to 4 stars. Moreover we also continued to drive service improvement whilst developing and delivering a unique vision for the area - based on unlocking the talents of residents, by tackling worklessness, low skills, educational disadvantage and child poverty, and unlocking the potential of our borough, by securing a sustainable economic, environmental and social legacy from the 2012 Olympics and East London’s regeneration. Budget 2009 / 10 We are continuing to make progress with this year’s Budget. Of course our 2009 / 10 Budget needs to be set in the context of our 3 year Budget settlement which included £12.8 million investment growth with £2.6 million earmarked for 2009 / 10. In addition this year’s budget makes £1.046 million available to support Council priorities. Child Poverty, Housing, Worklessness and Economic development The period just before Christmas saw the culmination of work on both the Child Poverty and Housing strategy. Moreover our WorkNet Scheme, which provides Single Points of Access to employment and skills support, and our Multi-Area Agreement, which will sharpen economic legacy from the 2012 Games, are both taking shape. Finally in the latter part of 2009 we put forward 2 planning proposals to restrict the opening of fastfood outlets near schools, youth centres and parks and to prevent HMO conversions eroding our base of family homes. These are practical steps towards achieving our SCS ambitions and responding to the concerns raised by residents during our consultations.
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-
Internal Meetings Regular Meetings with Cabinet Members, the Chief Executive, Executive Directors, the Head of Strategic Finance and the Head of Corporate Communications. Council Corporate Projects Board
-
External Meetings Capital Ambition London Remade IDeA - Beacon Council presentation Chairing Waste and Regeneration in Upper Lee Valley Leytonstone Community Council Alan Whitehead MP Harry Cohen MP LGC Judges - Most Improved Council
-
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Agenda Item 14b
January Cabinet
SERVICE MODERNISATION PORTFOLIO HOLDER REPORT Councillor John Macklin ACCESS 2 SERVICES The Out of Hours is provided at a charge to WFD and includes expenses such as personnel, office space and stationary. The true expense should be covered by individual directorates. Report to be edited to focus on directorate payments then submitted to Leadership Team. EFFICIENCY REVIEW I will be working to ensure that the Councils business structure is realigned in delivering the commitments made in the Sustainable Communities Strategy.
5.0
MEETINGS AND ACTIVITIES
02/12/08 Visited to Hackney regarding regeneration 03/12/08 Meeting with Max Carter 03/12/08 Meeting with Roy Morgan 03/12/08 Corporate Projects Board 03/12/08 BMM 03/12/08 Met with the Leader 04/12/08 Meeting with the Chief Executive 05/12/08 Meeting with Kat Myers 05/12/08 Access 2 Services meeting 10/12/08 Meeting with Chief Executive 12/12/08 Top Team 12/12/08 Tax Collection Challenge Session 16/12/08 Pre Cabinet 16/12/08 Cabinet 18/12/08 Pre Council 18/12/08 Council 07/01/08 BMM
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Agenda Item 14c
January
Portfolio Holder Report - Councillor Afzal Akram Community Safety, Enforcement & Protection Community Safety Winter Crime Prevention Activities A series of crime prevention activities took place during the period 3rd to 18th December. Locations included B&Q, Fulbourne Rd, Morrison’s, St John’s Church E11, Walthamstow Town Square and Chingford Assembly Hall. This year’s theme was focused on reducing domestic burglary through advice, information and target hardening with products such as timer switches, property marking products and UV torches. The events were supported by Council officers (including a dedicated ASB officer at every event), Street Wardens, Police and partners, including Age Concern, Haven, Turning Point, CBHA and the Fire Brigade. The events were also used as an opportunity to consult widely with residents on their crime priorities, with over 600 surveys completed. Update on Turning Point’s community based drug treatment service Turning Point (TP) was awarded a contract in June to provide community-based drug treatment services (winning the contract from three previous providers) and to develop service user and carer involvement across the sector. The contract got off to a difficult start, with threats of a judicial review of the commissioning process by one decommissioned provider. This threat was effectively neutralised by the Council. Since beginning operations in the borough, TP has experienced a number of challenges with underperformance by TUPE'd staff, which they are working to resolve. A substantive manager was recruited in October, since which time we have seen an improvement in performance. TP is unlikely to meet its targets for getting drug users into treatment in this first year of operation as a consequence of the transition. However, risks to the partnership have been mitigated as follows: • • •
A programme of outreach work has been agreed in order to maximise numbers coming into treatment Performance is monitored monthly The contract is performance based and financial penalties will be applied for failure to meet targets thereby protecting the Council's investment (Waltham Forest is one of very few boroughs to have introduced this form of risk-share with providers).
It should be noted that despite this difficulty, the treatment system in Waltham Forest is performing above the regional and national average in terms of retaining drug users in effective treatment. Additionally, the Health Care Commission rated the service’s performance in relation to access to residential treatment and meeting the needs of diverse communities as excellent.
Community Protection and Enforcement Littering enforcement activities Planned enforcement activity continues regarding littering with a minimum of two locations being targeted each week. The enforcement programme for January is litter
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January and hot spots such as high streets, transport hubs and takeaways at lunch time will be targeted. Fly tipping enforcement Investigations are ongoing into fly tipping offences and a number have been put forward for summons and they will be heard in January and February 2009. Legal papers have also been prepared for those who have not paid Fixed Penalty Notices and they are in the process of being completed and forwarded to legal for summonses to be issued. On 27th November one business, Shernhall Street News, appeared at Waltham Forest Magistrates Court and the owner admitted the offences of fly tipping and failing in his duty of care regarding the correct disposal of waste. He was fined £50 on each matter and costs were awarded of £300. Kingsway International Christian Church Festive Events Kingsway International Christian Centre (KICC) is a very large independent interdenominational Christian Church that operates throughout the UK. The Church now holds festive celebrations over the Christmas period that involve several thousand people. This year the venue was Walthamstow Dog Stadium, which is in Larkswood and on the boundary of Chapel End and Valley Wards. KICC advised us of the following services: Christmas Day 25/12/08 10.00 - 13.00 expected attendance 4-5000 Sunday 28/12/08 10.00 - 13.00 expected attendance 4-5000 New Years Eve 31/12/08 20.00 - 04.00 (next day) expected attendance 8000 although advertising suggested that it may be 15,000 In response to this, council officers carried out a pro-active approach to integrated enforcement work to ensure that any potential problems were mitigated. Integration of services included Police, WFD, Fire Brigade, Parking enforcement, Building Control ,Environmental Health, Enforcement and Community Safety. The main concerns were ones of parking, noise and safety (both in terms of those attending and the wider community). Noise teams were on duty and a team of officers available on standby in case of additional need, and noise abatement notices were served. The Police were at the stadium to manage events. Building Control and Health and Safety ensured that the Marquee in use for celebrations was safe. All services were fully briefed of each others’ activities and the public were informed of our actions through WFD, media enquires and website information. The noise team acted as a lead for liaising with KICC and residents. Feedback from the three events: There were no major issues reported. There were 12 noise complainants with only one complaint on New Years Eve and no contraventions of noise. 141 parking notices were issued and 10 vehicles towed away. No crime and disorder or cleansing issues were reported. This represents a considerable success given the extent of public concern regarding these events and the fact that 15-20,000 people attended over the three days.
Enforcement activities – Fixed Penalty Notices In order to keep Cabinet and the public up to date with our increased enforcement efforts, a table of how many Fixed Penalty Notices have been given over the course
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January of the month is included below. Please note that these are the figures for the month of November. Correction – the figures in the report sent to December Cabinet were the figures for the month of October. Fixed penalty notices issued in November* 53 issued 41 Littering 2 Failing to comply with a requirement notice 1 Failing to comply with a waste receptacles notice 9 Fly-posting 45 penalty charges paid in November totalling £2,360 *Excluding Fixed Penalty Notices for parking offences
Key dates and meetings 01/12/2008 Meeting Head Teacher Highams Park School 01/12/2008 Meeting Interlink College 01/12/2008 Meeting Maureen McDonald-Khan 01/12/2008 Meeting Mark Benbow Borough Commander 02/12/2008 Spoke at Preventing Violent Extremism Conference (Central London) 02/12/2008 Meeting Name Claim & Shame Campaign 03/12/2008 Meeting Labour Group 04/12/2008 Meeting Aquisitive Crime Project Board 04/12/2008 Meeting Andrew Kilburn 04/12/2008 Meeting Robin Tuddenham 05/12/2008 Meeting Joint Project Leaders Meeting 10/12/2008 Meeting Richard Squire Fire Service Borough Commander 11/12/2008 Meeting Youth Diversion Event 11/12/2008 Meeting Labour Front Benchers 11/12/2008 Attended Civic Carol Concert 12/12/2008 Meeting Joint Project Leaders Meeting 12/12/2008 Meeting Top Team 12/12/2008 Meeting HMO's and multi Lets enforcement 12/12/2008 Attended Leyton Orient Community Sports Programme's Xmas lunch 15/12/2008 Meeting Martin Esom and Chris Kiernan 15/12/2008 Meeting Assett Management workstream
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Agenda Item 14d
January ENVIRONMENT PORTFOLIO HOLDER REPORT Councillor Bob Belam High Bridge replacement As part of the 2007/08 Policy Review Process, Members approved capital funding of £100k for the replacement of High Bridge (end of Coppermill Lane). Waltham Forest and Hackney jointly own this bridge; both boroughs have agreed to fund the replacement of the bridge, which is in a state of disrepair. I am pleased to inform residents that works are currently underway and are scheduled to be completed by the end of February 2009. Asset Management Plan development – funding bid Officers in the Highway Network Group have recently submitted a bid to the Department of Transport for £50K. This funding will support the ongoing development of our Asset Management Plan (highways assets). I will keep members updated on the outcome of this bid. Winter Maintenance Plan 2008/9 - update I am pleased to advise you that our Winter Maintenance Plan 2008/09 has been updated and has proved to be highly effective during the recent inclement conditions. The updated plan can be seen here: http://www.walthamforest.gov.uk/index/transport/parking-roads/roadhighway/highway-maint/winter-maint.htm Parking Enforcement Services contract – retendering for 1st January 2010 In last month’s report, I mentioned that the Parking Enforcement Services Contract was up for retendering. Below is an update on progress with the retendering process. A project team has been established to oversee the tendering process and an OJEU Notice was published in September 2008. Four completed pre-qualification questionnaires were received by the published response date of 27 October 2008 from NCP Services, APCOA Parking, Mouchel Limited and Vinci Park Services. All applicants successfully passed the compliance and technical evaluations and as a result will be invited to participate in the next stage of the tendering process. The tender documentation, in particular the Enforcement and IT specifications, are currently being prepared by the Project Team with the intention to issue the tender documents to the four interested parties in March 2009. A report is scheduled to go to Cabinet in February as an update on the progress of the tendering exercise and to seek approval of the proposed evaluation methodology of the bids submitted. CPZ update The new Winns Avenue CPZ and the Lloyd Park CPZ extension were substantially completed on 19th December. There are still some outstanding works to be carried out, but these will be completed by mid-January, weather permitting. Once this work is completed, enforcement of the CPZ will commence. Although enforcement has yet
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January to commence, I have received feedback from some residents that the presence of signs and markings in the CPZ area has reduced parking pressure already. Road maintenance - Rangers Rd E4 - Station Road to Borough Boundary Works to resurface the carriageway and overlay the footway were completed on Ranger Road to Boundary Rd. Works started on site on the 13th October and were completed by the 5th December ahead of programme and within budget. Dates for diaries Kingsway International Christian Centre Christmas and New Year Celebrations Briefing New Years Day Parade New Years Day Parade Concert West Walthamstow Community Council Council's financial grip - work planning meeting Ian O'Donnell Interview with Mayer Nissim student Lloyd and Aveling Park & William Morris Gallery Quarterly Programme Board meeting 1:1 with Chief Executive Name, Claim and Shame comms meeting with Katie Myers Verdant Performance Review Board meeting Green Fair meeting Lloyd & Aveling Park 1-1 with Cllr Loakes LGC Awards - Most Improved Council 1:1 with Keith Hanshaw COUNCIL Joint PLM with Cllr Akram Top Team Kier Performance Review Board meeting Climate change update Street Watchers meeting North London Waste Planning Members group LSCP Meeting
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Agenda Item 14e
December 2008 Portfolio Holder Report to Cabinet: Councillor Liz Phillips Cabinet Member for Health, Adult & Older Peoples Services 1. Key issues Personalisation and Prevention Agenda in Social Care On the afternoon of the 4th December, I attended another meeting of the Older Peoples Forum and spoke about the ‘Personalisation and Prevention Agenda in Social Care’ and how the Council is working through it. I explained the concept of Personalisation, which means that every person who receives support, whether provided by statutory services or funded by themselves, will have choice and control over the shape of that support in all care settings. I also outlined some of the elements of the Personalisation vision, which comprise of direct payments, individual budgets, a resource allocation system (RAS), self assessments and self directed support, support brokerage and supporting carers. Some of the Prevention Agenda being undertaken by the Council are: o Further development of the out of hospital services; o Re-ablement of home care; o Outcome focussed care planning, and o Provision of tele-care and tele-health. 2. Key Meetings and Activities – December 2008 01-12-08 01-12-08 04-12-08 05-12-08 08-12-08 08-12-08 08-12-08 09-12-08 10-12-08 10-12-08 11-12-08 12-12-08 12-12-08 12-12-08 15-12-08 16-12-08 18-12-08
1:1 with Aisha Begum, Executive Support Officer Portfolio Lead Meeting Older People’s Forum 2008 Quarterly Update on Commissioning 1:1 with Sandra Howard, Head of Adults Social Care Joint Partnership Board WF Joint Visiting Team Strategic Board Meeting Interim Interviews for the post of Adult and Community Services Executive Director 1:1 with Eileen Means, Interim Head of Strategic Commissioning Cann Hall CPZ Meeting 1:1 with Sheenagh Burgess, Head of Learning Disabilities 1:1 with Stephen Gilson, Head of Finance 1:1 with Cllr Milton Martin Monthly Communications Meeting Transformation Board Meeting Cabinet Full Council
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December 2008 Cllr Naheed Qureshi, Junior Cabinet Member for Health, Adults and Older Peoples Services Key Meetings and Activities – December 2008 16-12-08 Cabinet
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Agenda Item 14f January 2009
Portfolio Holder Report – January 2009 Councillor Marie Pye, Cabinet Member for Communities and Housing
Community Councils The Community Councils have completed their budgetary decision making and £161, 252 has been allocated to support over seventy local projects. Delivery started over the Christmas period and included events in a local park, a children’s party and a youth diversion and education programme. The Access 2 Services Mystery Shopping Project (comprising of over 100 face to face shops, 200 telephone shops, 50 e-mail or on-line shops and 20 letters shops across all major contact points) has completed and a presentation of findings will be conducted in February 2009. A study to measure perceptions around community cohesion has just been commissioned comprising of a face to face household borough-wide survey and follow-up qualitative work. The aim of the study is to inform the implementation of the Community Cohesion Strategy and monitor its impact. The interviews will take place throughout January and February and findings will be presented in April 2009.
BNI Health Programme Our BNI health programme has been singled out for particular praise in a report published by the Kings Fund, focussing on how people can be supported to change health related bad behaviour. The BNI Household Health Improvement Programme is held a model of good practice on page 7 of the document and further details on this can be found in the Kings Fund Commissioning and behaviour change Kicking Bad Habits final report.
New Forest Road development I was delighted to have the opportunity to open the new Islington and Shoreditch Housing Association (ISHA) green housing development at 544 Forest Road. The scheme will provide 47 affordable homes on a prominent site overlooking the town hall. ISHA purchased the site in 2005, which had previously been a filling station, but had been vacant for several years. Wind turbines on the roof will power the communal electricity and lighting for the scheme. ISHA is pioneering the use of renewable energy in affordable housing schemes within the borough and elsewhere.
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January 2009 I was very pleased to be able to open this innovative scheme that makes use of renewable energy, and I hope to see many more housing developments focusing on energy efficiency in the future. Affordable housing is of the utmost importance to Waltham Forest Council. The issue is a key priority in the Council’s Sustainable Community Strategy, our 20 year plan for the borough, and it is vital that we continue to provide quality, affordable homes to our residents. Community Cohesion The Council’s work on community cohesion has been externally recognised with our shortlisting for Beacon status for Cohesive and Resilient communities. We had an extremely positive visit from the team who met with community organisations and stakeholders, and visited Frederick Bremer school where three Headteachers spoke about the impact of community cohesion work in schools in the borough. Our three-year cohesion strategy agreed earlier this year is now being delivered, with progress made across each of the four key priorities in relation to newly arrived communities, building trust and dialogue, citizenship and preventing extremism. We have commissioned research into current perceptions of cohesion and tolerance between communities in Waltham Forest, which will be lead by BMG. We have delivered inter-generational events, and are utilising arts and culture to generate understanding between communities. Our ‘women together’ project is increasing involvement of local women in public and civic life, and our citizenship training is about to commence. In relation to tackling conflict within our communities, our work on tension monitoring has been used as a model for our other boroughs, and we have detailed practice guidance and training which are subject to consultation. Our work on preventing extremism continues to attract national interest and media attention. I attended a recent meeting with young muslim leaders filmed by the BBC. It is also positive to note that our work with muslim women, led by Ashiana, is now fully operational and will lead to the development of a reference panel of local women in the new year. RADAR (The National Disability Network) Tipping Point Project Advisory Group I am very pleased to have been asked to become a member of the RADAR Tipping Point Project Advisory Group. This Group will be tasked with advising and making recommendations to the RADAR Tipping Point Project on a range of matters including - best practice for disabled people’s organisations on increasing user involvement across employment, services, internal and external policy and governance, particularly in relation to effective strategies for engaging groups of disabled people historically deemed ‘hardest to reach’ including BME disabled people; - options for collaboration and partnership with related networks and projects to maximise impact; - effective dissemination of learning from this project so that it has the widest spread and benefits.
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Agenda Item 14g
January Cabinet Portfolio Holder Report - Councillor Keith Rayner Finance, Risk and Governance Legal Services Achievements
Legal Services recently had its annual Lexcel inspection, which is the Law Society's quality assurance standard. The Council passed without any non-compliance and the inspector said there were some good examples of best practice in place in Waltham Forest and that our achievement was particularly impressive given the number of vacancies we currently have. The results of the client survey have also been received. Over 60 clients responded and the results were very positive. There are still areas for improvement identified by the survey and the Lexcel inspector gave us some good ideas for improving our standards and processes. We will be working on these over the coming year. Well done to Daniel Fenwick and everyone in Legal services. Key portfolio meetings include:
9/12 10/12 11/12 11/12 12/12 12/12 12/12 15/12 16/12 18/12 18/12 18/12
Regular meeting with Director of Governance and Law Attended Scrutiny re outsourcing of Audit. Sustainable Procurement Event Regular meeting with Director of Finance E-invoicing event Tax collection challenge session Top Team Briefing Meeting re Efficiency Review Asset Management workstream Cabinet Meeting re CAB accommodation Meeting re Adults Services budget pressures Council
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Agenda Item 14h December Cabinet Portfolio Holder Report: Councillor Geraldine Reardon Cabinet Member for Leisure, Arts and Culture 1. Key Issues Sport and Leisure • • • • • • • •
The Sport England Progress Report for the first quarter of fit club has been submitted as requested. Training sessions for the Sports Hall Athletics have commenced. As part of the ‘Active People Survey 2008’, there is an improved score for volunteering. Work to repair the boom at Waltham Forest Pool and track has commenced. Work is continuing on the Sport England Application for the urban beach sports venue. This will be submitted on 6th January 2008. The Online sports Directory is taking shape, and will be launched very soon once data is uploaded onto the system. Preparation for the London Youth Games have commenced, with the cricket scheduled for February 2009. Orders have been placed to map Lloyd Park, Marsh Lane and Ridgeway park with orienteering courses.
Arts and Events
Chingford Christmas Lights Switch on The last of the Christmas Lights Switch went ahead on Saturday 6th December in Chingford. Music, a children’s entertainer and face painter kept the young audience occupied for two hours, much to the delight of Christmas shoppers. Older People’s Christmas Concert At Waltham Forest Theatre on Wednesday 9th December, we organized a free Older Peoples Christmas Concert. Tickets were available all over the borough in Waltham Forest Direct shops. Approximately 200 people attended this. The Mayor also came along, and comedian John Pope and a female singing duo called ‘Drop Dead Divas’ entertained everyone. Free tea, coffee and mince pies were available and a raffle was organised. Eid Celebration at Waltham Forest Town Hall On Saturday 13th December an Eid Celebration went ahead in Walthamstow Assembly Hall. Tickets were available in Waltham Forest Direct shops, which proved very popular. Numerous telephone calls were taken, requesting more. The stage show consisted of dancing, singing and music provided by SKI. Pantomime at Waltham Forest Theatre On Friday 18th Dec and over the weekend in partnership with Waltham Forest Youth Drama group, a pantomime, ‘Elves & The Shoemakers’ was held at Waltham Forest Theatre. Tickets proved a huge sell-out.
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December Cabinet Children’s Disco at Chingford Assembly Hall On Saturday 20th December at Score Centre Leyton, a Christmas children’s disco went ahead and on Sunday 21st December at Chingford Assembly Hall the show was repeated. Mrs Bubbles and her friends Father Christmas, and Mr Teddy entertained the children and danced away the afternoon with a very appreciative audience of children and adults.
Libraries, Museum and Gallery Skilled for Health Grant A ‘Skilled for Health’ grant of £1,730 has been awarded to Waltham Forest Libraries to develop a Skilled for Health project. This is part of an initiative developed in partnership between a number of partners, including the Community Learning and Skills Service (CLaSS) and the Waltham Forest PCT. Police Surgeries North Chingford Library held a Police Surgery on 4th December, 3-4pm and these will continue on the first Wednesday of each month. Chatter Book Reading Group A Chatter Book Reading Group has started at Walthamstow Library. It takes place every third Friday of the month between 12-2pm with children from Hillyfield Primary School. North Chingford Activities The Baby Rhyme time had a Christmas special on 17th December 2008. It was attended by 20 mums with their babies. The adult reading group is in great demand with a waiting list of people wanting to attend, and numbers are increasing for the under 5s story time. Lea Bridge Library Contracts have now been agreed for the refurbishment of Lea Bridge Library. Work is expected to start on site in February 2009. There will be a temporary library in the garden behind the Library for the duration of the works. The refurbished Library is expected to open in the Autumn of 2009. We will continue to work closely with the staff team to develop the internal details of the design to maximise the benefits of the refurbishment to customers.
Green Spaces The Council has applied for and been awarded around £1 million under the DCFS's Wave 2 Playbuilder programme. Over the next two years officers in Green Spaces will work in conjunction with colleagues in Children's Services to develop and implement improvements to at least 21 playground sites across the Borough. Further work will be done to decide which sites are to receive funding and the residents will be consulted so that they can have a say in how the playgrounds are transformed. The Council has also been successful in securing a grant of £85,000 from the London Marathon Trust towards the new Walthamstow Borough Bowling Club pavilion in Lloyd & Aveling Park. This is a significant development as it closes the funding gap needed for the Council to relocate
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December Cabinet the club house and artificial green from near the William Morris Gallery in Lloyd Park to its new site in Aveling Park. This relocation is necessary as part of the Council's proposed Parks for People Lottery project. More information on the Lottery project is available at www.walthamforest.gov.uk/parks-for-people
2. Key Meetings and Activities – December 2008 01-12-08 05-12-08 09-12-08 09-12-08 09-12-08 10-12-08 10-12-08 10-12-08 11-12-08 12-12-08 16-12-08 18-12-08 18-12-08
Launch of London Tree and Woodland Awards Tour of HLF Parks in Southwark London Councils meeting Churches and community cohesion meeting Interviews for the post of Interim Adult and Community Services Executive Director Meeting with Cllr Wheeler and UCKG on the EMD Cinema Lloyd and Aveling Park Project Board meeting Arts, Culture and Strategy Pre-meeting HLF Event Top Team Quarterly Performance and Budget Review Meeting – Libraries Arts, Culture & Sport Strategy Project Board meeting Wave 2 Play Areas discussion with Children’s Services
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Agenda Item 14i
January Cabinet
Children and Young People Portfolio Holder Report Councillor Chris Robbins BSF AWARD FOR KELMSCOTT SCHOOL Kelmscott School recently gained national recognition, beating off stiff competition to win the ‘Best design for a remodelled school’ at this month’s Partnerships for Schools (PfS) Awards. The annual awards celebrate the positive impact that the Building Schools for the Future (BSF) scheme has been having nationwide, transforming education provision and providing better facilities for pupils, parents and teachers alike. The refurbishment has led to the total transformation of Kelmscott School, vastly improving conditions and providing valuable facilities like a drama suite, assembly hall, improved dining area, themed garden areas and internet café. The school has also been aesthetically improved, with an eyecatching glass entrance lending the building a strong sense of identity.
EXTRA SERVICES IN SCHOOL An event was held recently to celebrate the fact that Waltham Forest schools are offering more and more services to pupils and parents. As part of the government’s ‘Every Child Matters’ initiative, all schools have been set targets to help ensure children are healthy, safe, happy and getting the most from their schooldays by providing services above and beyond regular lessons. Seventy per cent of the borough’s schools are now providing breakfast and teatime groups, holiday activities, study and sports clubs, mentoring programmes and parent support services. Teachers from across Waltham Forest attended the event, which featured displays from pupil and parent groups as well as lively performances and presentations from local schoolchildren. The event was a roaring success and highlighted the hard work of the borough’s teaching staff, pupils and parents. Access our Services Our Council provides free impartial information and support to families with children and young people aged 0-19. I would encourage families to contact us as they may be eligible for support. +Ask us about + Childminders + Day Nurseries + Children’s Centres + Creches + Preschools + Parent and Toddler groups + After School and Breakfast Clubs + Holiday Play schemes + Extended Services And…
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January Cabinet Working Tax Credits and Child Tax Credit + Free part-time early education places for 3-4 year olds + Special needs inclusion Phone: 0208 496 3000 Email: [email protected] Website: www.walthamforest.gov.uk/csd Meetings and Activities of Cllr Robbins 02/12/08 Portfolio Lead Meeting 02/12/08 Meeting with the Chief Executive 03/12/08 Visit to Heathcote School 03/12/08 Meeting with Sherron Hoskins 04/12/08 Leyton High road and other issues 04/12/08 Visit to River Lea School 08/12/08 Visit to Henry Maynard School 08/12/08 Leyton High road and other issues 09/12/08 Briefing on BSF and Primary School education 11/12/08 Meeting with Keith Hanshaw and Martin Esom
12/12/08 12/12/08 16/12/08 16/12/08 17/12/08 17/12/08 18/12/08 Leader
Top Team Site visit to George Mitchell School Met with Youth Ambassadors Visit to Davis Lane Primary School Childrens centre booklet Special PLM Meeting with Andy Howells and the
Councillor Angie Bean Junior Cabinet Member for Children and Young People Activities in December Tuesday 2nd Hosted Chapel End year six in the chamber Topic democracy Wednesday 3rd Met with Jo Olsen Chris Kiernan Cllr Robbins re the sen strategy Met with cllr Robbins and Sheron Hoskins the Manager responsible for Disabled children. Thursday 4th Friday 5th
Hosted St. Marys catholic school year six in the Chamber Topic the Olympics Adoption panel all day
Monday 8th Meeting with Jo Olsson Tuesday 9th Hosted chapel end year five topic democracy Thursday 11th Civic carol service Friday 12th
Top team meeting
Tuesday 16th
Cabinet
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Agenda Item 14j
January 2009 Portfolio Holder Report to Cabinet – Cllr. Terry Wheeler Investment & Enterprise Blackhorse Lane Regeneration Progressing well in the context of the current credit crunch. Need to identify school in the regeneration area is accepted. 3 options have been identified, with two of those examined further. We are continuing with site assembly on Sutherland Road and have already completed on one site. Paper Mill Place Phase III (Sutherland Road) is before the Planning Committee on 06 January 2009 with a recommendation for approval. We are continuing to assess the Banbury Park planning application (Billet Road) in view of largely favourable responses from CABE and the GLA. The Traffic Management Study is now nearing completion and the Waterfront Park feasibility study Stage 1 is also now complete. South Grove Regeneration Sainsbury’s have expressed an interest in moving forward a proposal to redevelop the South Grove site, and their existing store site, and Cabinet (16th Dec) authorised officers to explore this opportunity. Officers in Regeneration and Property will continue to work with Sainsbury’s and their advisors to bring forward a scheme that meets the IPPF vision. Lea Bridge Regeneration Urban Practitioners (appointed by the LBWF, Hackney, Lea Valley Regional Park Authority, North London Strategic Alliance & Design for London partnership) are taking the study forward with a focus on open space/leisure improvements and the regeneration of the area as a whole. The inception meeting having already taken place, a consultant update meeting was held just before Christmas 2008 to outline the base-line study work UP are now undertaking, with this part of the work still scheduled for completion at the end of March 2009. A steering group meeting for the Lea Bridge study will happen on 8 January 2009. Hall Farm Curve The results have now been received of the in depth economic study that we commissioned from tfl to demonstrate the benefits that would accrue from the reinstatement of the curve. The results are very encouraging and the BCR (Benefit Cost Ratio) for our preferred options both fall very much within the parameters set for projects to receive active consideration. Indeed the study supports the 4 trains (8 coaches) an hour option rather than two trains an hour as the better option. The cost aspects of the report are capable of improvement and more work is being done to strengthen the case. We are arranging to meet with Network Rail and the Department of Transport with a view to securing its inclusion early in the next Rail Capital Expenditure window of 2014-2019. This not an expensive project as rail projects go, and we now have the Business Case to make it happen. Northern Olympic Fringe Masterplan The masterplanners (Urban Practitioners) have recently completed their initial baselining analysis and are developing the draft spatial masterplan throughout December 2008 and January 2009.
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Lea Bridge/Middle Lea Complementary masterplanning work is underway linking the Northern Olympic Fringe and the Tottenham Hale Region - North London Waterpark regional plan. There are clearly very exciting opportunities in the Lea Bridge road area. Walthamstow Town Centre Work continues at a pace despite the recession to move the “Princes Foundation” Work forward as the two reports on the December agenda demonstrated (Arcade and South Grove) LDF Core Strategy Issues and Options Officers have completed analysis on consultation comments and will be reporting back soon. Section 106 SPD and Dwelling Conversions Policy Following successful public consultation exercise the policy is now approved, during Cabinet 25 November 2008, to be adopted as formal policy, pending the usual call-in deferral period. Hot Food Takeaway SPD This has been extended due to local, national and international media and public interest. An additional postal questionnaire will now be available make it easier for more local people to become involved and provide feedback comments, due to the level of interest in this topic. Meetings and Activities attended: 4.12.08 – Meeting with Symon Sentain - Characterisation Study Meeting 5.12.08 – Leaders and Mayors Meeting 8.12.08 – Meeting with London Buses 9.12.08 – ODA Planning Committee 10.12.08 – EMD Cinema Meeting - Drapers Field Meeting - Can Hall, Cathall CPZ Consultation Meeting 11.12.08 – Worknet Board 12.12.08 – Top Team 16.12.08 – NSAfC Board Pre-meeting - Meeting with Shifa Mustafa - Meeting with John McGill
17.12.08 – Meeting with Gordon Glenday - Construction Training Centre Project Board - Meeting with James McGlashen - Waltham Forest Business Board 18.12.08 – C.A.B. Premises Meeting 7.1.09 – Meeting with Shifa Mustafa - Meeting with Andrew Kilburn - Meeting with Leader
- Cabinet
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CABINET DAY/DATE/TIME
VENUE:
Tuesday, 20 January 2009 7.30 p.m.
COUNCIL CHAMBER
CONTACT:
TEL./E-MAIL:
Oliver Craxton Democratic Services
020 8496 4380 [email protected]
Town Hall, Forest Road, E17 4JF
Dear Member, This is formal notice advising you of the above meeting. The Agenda is set out below. Supplementary Items will only be added pursuant to the Council’s Constitution. Andrew Kilburn CHIEF EXECUTIVE MEMBERSHIP: Chair:
Councillor Clyde Loakes (Council Leader)
Councillors: Councillor John Macklin
Deputy Leader and Portfolio Holder, Service Modernisation
Councillor Afzal Akram
Portfolio Holder, Community Safety, Enforcement and Protection
Councillor Bob Belam
Portfolio Holder, Environment
Councillor Elizabeth Phillips
Portfolio Holder, Health, Adult and Older People
Councillor Marie Pye
Portfolio Holder, Communities and Housing
Councillor Keith Rayner
Portfolio Holder, Finance, Risk and Governance
Councillor Geraldine Reardon
Portfolio Holder, Leisure, Arts and Culture
Councillor Chris Robbins
Portfolio Holder, Children and Young People
Councillor Terry Wheeler
Portfolio Holder, Enterprise and Investment 1
The following councillors have been appointed by the Council to assist Cabinet in proposing, formulating and advising upon Council policy under the guidance of the appropriate PortfolioHolder. These councillors are not Members of the Cabinet and do not have any voting rights nor decision-making powers: Councillor Angie Bean
Junior Lead Member, Children and Young People
Councillor Jenny Gray
Junior Lead Member, Communities and Housing
Councillor Johar Khan
Junior Lead Member, Environment
Councillor Naheed Qureshi
Junior Lead Member, Health, Adult and Older People
2
AGENDA 1.
APOLOGIES FOR ABSENCE
2.
DECLARATIONS OF INTEREST Members are asked to declare any personal or prejudicial interests they may have in any matter that is to be considered at the meeting.
3.
(Pages 1 12)
MINUTES OF CABINET
Record of Decisions of the Cabinet meeting held on Tuesday 16th December 2008.
REFERENCES FROM OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE If any. FORWARD PLAN KEY DECISION REPORTS 4.
Award of Council’s Design and Print Management Service Contract
(Pages 13 21)
5.
Halls Service: Pricing Policy Review – 6 Month Review
(Pages 22 40)
6.
Waiver Request of Contracts Procedure Rules to Procure Local Space to Purchase 50 Properties in the Leyton/Leytonstone Area
(Pages 41 48)
7.
Joint Local Authorities Regulatory Services Agreement (JLARS)
(Pages 49 54)
8.
Annual Review and Star Rating of Adults Social Care Performance 2007/08
(Pages 55 73)
9.
Delegation of Cabinet Powers to the Chief Executive for Council Restructuring Arising from the Efficiency Review
(Pages 74 78)
REPORTS TO COUNCIL 10.
Policy and Resources Review 2009/10 - 2013/14 - Local Government Settlement and Medium Term Financial Strategy TO FOLLOW
3
PERFORMANCE MONITORING REPORTS 11.
Monthly Financial Monitoring Report
(Pages 79 121)
12.
Decent Homes: Quarter Two and Quarter Three Performance Report July – December 2008
(Pages 122 136)
13.
Annual Performance Assessment of Services for Children and Young People in the London Borough of Waltham Forest - 2008
(Pages 137 145)
14.
REPORTS OF PORTFOLIO HOLDERS (a)
Report of the Leader
(Pages 146 147)
(b)
Report of Portfolio Holder for Service Modernisation and Deputy Leader
(Page 148)
(c)
Report of Portfolio Holder for Community Safety, Enforcement and Protection
(Pages 149 151)
(d)
Report of Portfolio Holder for Environment
(Pages 152 153)
(e)
Joint Report of Portfolio Holder and Junior Lead Member for Health, Adult and Older People
(Pages 154 155)
(f)
Report of Portfolio Holder for Communities and Housing
(Pages 156 157)
(g)
Report of the Portfolio Holder, Finance, Risk and Governance
(Page 158)
(h)
Report of Portfolio Holder for Leisure, Arts and Culture
(Pages 159 161)
(i)
Joint Report of Portfolio Holder and Junior Lead Member for Children and Young People
(Pages 162 163)
(j)
Report of Portfolio Holder for Enterprise and Investment
(Pages 164 165)
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15.
CONFIDENTIAL AND/OR EXEMPT REPORTS NOT TO BE DISCLOSED TO THE PRESS AND PUBLIC To pass a resolution to exclude the press and public from the meeting during consideration of the following item in accordance with Section 100 (A) of the Local Government Act 1972 as amended on the grounds that it would involve the likely disclosure of exempt information as defined in paragraph 3 of Schedule 12A of the Act.
16.
Award of Council’s Design and Print Management Service Contract - Appendix A
PLEASE NOTE THAT IF YOU REQUIRE A HARD COPY OF ANY OF THE ABOVE REPORTS, CONTACT OLIVER CRAXTON ON 020 8496 4380 OR E-MAIL HIM at: [email protected]
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Tuesday 30th December 2008
Last Date for Call-In:
Oliver Craxton Senior Committee Manager Democratic Services Tel: 020 8496 4380 Email: [email protected]
Contact:
Friday 19th December 2008
Date of Publication:
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Unless otherwise indicated, executive decisions listed in this document will come into force and may then be implemented 5 working days after publication of this document unless the Overview and Scrutiny Management Committee calls in a decision. During that period the Director of Governance and Law may call-in a decision for scrutiny if so required by no less than 4 Members of the Council. (Paragraph 11 of Part 6 of the Council’s Constitution; Overview and Scrutiny Procedure Rules: Call-in Procedures).
This document outlines the decisions taken at the above Cabinet meeting.
RECORD OF DECISIONS TAKEN
CABINET MEETING – 16 December 2008
LONDON BOROUGH OF WALTHAM FOREST
Agenda Item 3
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Portfolio Holder, Service Modernisation and Deputy Leader Portfolio Holder, Environment Portfolio Holder, Health, Adult and Older People Portfolio Holder, Communities and Housing Portfolio Holder, Finance, Risk and Governance Portfolio Holder, Leisure, Arts and Culture Portfolio Holder, Children and Young People Portfolio Holder, Enterprise and Investment
Councillor John Macklin Councillor Bob Belam Councillor Liz Phillips Councillor Marie Pye
Councillor Keith Rayner
Councillor Geraldine Reardon
Councillor Chris Robbins
Councillor Terry Wheeler
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Received from Councillor Afzal Akram (Portfolio Holder for Community Safety, Enforcement and Protection) and Colin Moone (Head of Housing and Neighbourhoods).
APOLOGIES FOR ABSENCE
Other Councillors Present: Councillor Angie Bean, Junior Lead Member, Children and Young People Councillor Jenny Gray, Junior Lead Member, Communities and Housing Councillor Johar Khan, Junior Lead Member, Environment Councillor Naheed Qureshi, Junior Lead Member, Health, Adult and Older People Councillor James O’Rourke, Chair of Children and Young People Overview and Scrutiny Sub-Committee Councillor Richard Sweden, Chair of Health, Adults and Older People Overview and Scrutiny Sub-Committee Councillor Sean Meiszner, Chair of the Community Safety and Housing Overview and Scrutiny Sub-Committee Councillor Peter Barnett Councillor Laurie Braham Councillor Alan Siggers
Council Leader
Chair: Councillor Clyde Loakes
PRESENT:
CABINET MEETING: TUESDAY 16th DECEMBER 2008 (7.30pm – 9.15pm)
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TACKLING KNIFE CRIME IN WALTHAM FOREST
4(a)
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(b) To request the Local Strategic Partnership (LSP) Board to encourage local business organisations and businesses to improve the number of proper apprenticeships within the Borough, thereby providing local people with the skills and
(a) To request the Metropolitan Police Service (MPS); the Metropolitan Police Authority (MPA) and or, the Portfolio Holder for Community Safety, Enforcement and Protection, as appropriate, to provide to the Waltham Forest Police Borough Command additional resources, over and above the current minimum, in order to make ward neighbourhood policing, safer schools, proportionate to the different requirements of individual wards, schools and colleges.
Cabinet AGREED to recommend the decisions in (a) and (b) below to Full Council for approval:
Councillor Chris Robbins, Portfolio Holder for Children and Young People, informed Cabinet that the police had increased the number of officers undertaking school visits in the borough. He said that this action, coupled with the work of the Council’s Safer Neighbourhoods Teams, was making a positive contribution toward the reduction of knife crime in the borough.
Councillor James O’Rourke, Chair of Children and Young People Overview and Scrutiny Sub-Committee, presented a report under item 4(a) on the agenda, setting out the recommendations of the Overview and Scrutiny Management Committee. Councillor O’Rourke drew attention to the special joint meeting of the Children and Young People and Community Safety and Housing Overview and Scrutiny Sub-Committees that took place on 14th October 2008, at which there were approximately 60 attendees. He wished to thank formally all those who attended the meeting, and also Councillor Sean Meiszner, Chair of the Community Safety and Housing Overview and Scrutiny Sub-Committee, for his work on this matter.
REFERENCES FROM OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE
The minutes of the Cabinet meeting held on Tuesday 25th November 2008 were confirmed as a correct record and signed by the Chair, subject to the following amendment: item number 2 - Declarations of Interest; substitute the words ‘Non-Executive’ for the word ‘Executive’ in the second line.
MINUTES OF CABINET
None declared.
DECLARATIONS OF INTEREST
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4(b)
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Councillor Liz Phillips, Portfolio Holder for Health, Adult and Older People, said that the report before Cabinet proposed the closure of Walton House Residential care Home, and that this had been the most difficult proposal she had had to bring to Cabinet during her three years as Portfolio Holder. She informed Cabinet that the current economic situation had been taken into account in the drawing up of the officers’ recommendations. She acknowledged the work that Jean James Shaw and the Walton House Action Group had done in trying to persuade the Council not to close the home. Councillor Phillips drew attention to the fact that the policy review process identified a need to make savings of £1.5m over a two year period, consistent with the care homes replacement project, and this would be achieved by the closure of two care homes. Edith Pearson Lodge
Councillor Richard Sweden, Chair of Health, Adults and Older People Overview and Scrutiny Sub-Committee, presented the recommendations of the Sub-Committee, as detailed in Appendix 3 to the report on the agenda. He reported that the SubCommittee had reservations regarding the proposed closure of the home, and in particular it had asked for a review of the revenue and capital implications in the light of the current economic climate and timing of the proposed closure and sale of the site.
Mr Roger Bell, a resident of Walton House, then addressed Cabinet, also objecting to the proposed closure of the care home. He requested that consideration of the matter be deferred to allow residents, their families and staff further opportunity to discuss and agree with the Council the future arrangements for the home and its residents.
Ms Jean James Shaw, Chairperson of the Walton House Action Group, addressed Cabinet, objecting to the proposed closure of Walton House residential care home. Ms Jean James Shaw presented Cabinet with a petition with 3797 signatories, couched in the following terms: ‘We, the undersigned are against the closure of Walton House, due to the stress and disruption it will cause to all the residents living there. We request that the home should remain open until the two new 90 bedded residential homes are built’. She then referred to a letter sent to all councillors, opposing the proposal to close Walton House, which contained 10 points she wished members to consider before taking a decision on the matter.
PROPOSAL TO CLOSE WALTON HOUSE RESIDENTIAL CARE HOME
See item number 7 below.
REVIEW OF THE CASHIERS SERVICE
Cabinet placed on record its thanks to the Overview and Scrutiny Management Committee for its work on this matter.
confidence to achieve their ambitions and effectively compete in the job market.
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(c) To delegate to Executive Director Adult and Community Services, the power to enter into any final agreement, or take any other action in consultation with the Portfolio Holder for Social Care and Health, and on the advice of the Strategic Director of Finance and the Director of Governance and Law, to give effect to the decision at (b) above, following the
(b) To the closure of Walton House Residential care Home by 31 March 2009.
(a) To note the outcome of consultation.
Cabinet AGREED:
Councillor Phillips said that the comprehensive equality impact assessment would be implemented and adhered to. Councillor Phillips concluded by giving an undertaking to hold fortnightly meetings to oversee the provision of assistance to residents of Walton House with their moving, and also to take up any cases of individual residents who were having difficulty in finding alternative accommodation.
Councillor Marie Pye, Portfolio Holder for Communities and Housing, pointed out to Cabinet that a full Equality Impact Assessment (EIA) had been carried out and that the assessment was that there was some short term negative impact. However, this was being mitigated by the detailed action plan, and the long-term impact of the re-provision was a positive one.
In response to questions from the Leader of the Council, Councillor Liz Phillips reported that three meetings had been held with relatives of residents, and that arrangements would be made for Age Concern to continue providing an advocacy service for clients in Walton House beyond the current 16th December 2008 deadline, until the last resident left the home.
was the first care home to be closed, achieving savings of £706,000, and now, following consultation, she recommended Cabinet to agree to close Walton House, saying that this would achieve savings of £850,000. The decision to identify Walton House as the second care home for closure was based on the fact that it could not be registered to accept people with dementia, which was the highest presenting need coming to the Social Care Placement Panel. An application was made in 2005 to register Walton House for dementia, and consequently there were discussions with CSCI who responded that the home was not suitable for continued use as it would require major structural works, as well as en-suite facilities. Subsequently in 2006, CSCI had told the Council that none of its care homes were fit for purpose, and they advised that they should all be closed by 2011-12. She said that in the event of Cabinet deciding to close Walton House, all residents would be re-assessed so that their health and social care needs were appropriately addressed. She stressed that no staff currently employed at the home would lose their jobs, as they would be re-deployed to work in other residential care homes. Councillor Phillips then said that Walton House would not be closed until new homes were found for the re-location of all existing residents.
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Councillor John Macklin, Portfolio Holder for Service Modernisation and Deputy Leader, responded to Councillor O’Rourke by saying that although sympathetic to the recommendation of the Overview and Scrutiny Management Committee, he could not undertake to guarantee the deleted post holders were redeployed specifically within Waltham Forest Direct, but he gave a guarantee that they would be redeployed within the Council as a whole.
Councillor James O’Rourke, Chair of Children and Young People Overview and Scrutiny Sub-Committee, presented a report under item 4(b) on the agenda, setting out the recommendation of the Overview and Scrutiny Management Committee.
REVIEW OF THE CASHIERS SERVICE
(c) To note that the four full-time Internal Auditors currently employed by the council will transfer to the employment of the London Borough of Croydon.
(b) To agree that the South London Audit and Anti-Fraud Partnership provides all Internal Audit Services for the Council for the duration of the contract.
(a) That the Council join the South London Audit and Anti-Fraud Partnership from 1st April 2009 by way of a 3 year contract with the London Borough of Croydon which is the lead borough in the partnership.
Cabinet AGREED:
Councillor Keith Rayner, Portfolio Holder for Finance, Risk and Governance, stated that UNISON’s submission had been given full consideration but it contained some fundamental errors and did not reflect the true cost of running a full Internal Audit service and delivery of a full Annual Audit Plan. He confirmed that the financial information in the officers’ report was correct.
Cabinet received an oral representation at the meeting from John Weekes, a member of Waltham Forest UNISON, speaking against the recommendations contained in the report. He said that UNISON were of the opinion that the officers’ findings were not based on correct financial information and he therefore asked Cabinet to defer the report for the financial case to be reconsidered and for the in-house provision to be re-assessed.
OUTSOURCING THE COUNCIL'S INTERNAL AUDIT SERVICE
outcome of the consultation.
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Councillor Bob Belam, Portfolio Holder for Environment, welcomed the revised scheme and was keen to see progress made regarding the Arcade site. However, he was concerned that should the revised scheme come into being, and the existing Pool
ARCADE SITE – VARIATIONS TO LEGAL AGREEMENT
Cabinet placed on record its thanks to the Overview and Scrutiny Management Committee for its work on this matter.
(h) That the 2.4 deleted posts are guaranteed redeployment within Waltham Forest Council.
(g) To agree funding of £59,000 to cover costs associated with the closure of the existing service, the cost of marketing, publicity, the rollout of additional OneCards and the cost of the existing Capita contract, which would then be recovered from the 2009/10 and 2010/11 savings associated with the closure.
(f) To note cheque and cash payments to other channels, as set out at Appendix 2 to the report.
(e) To note that the cashier’s face-to-face staff in the Town Hall will only provide service to the following customers: internal council staff, Receivership, Building Regulations (with exemption to those customers who have received a final summons notice to the Bailiffs for Council Tax and Housing Rent).
(d) To centralise the cashiers back office function at the Town Hall and the cashier’s face-to-face frontline staff, which will become part of the Finance Directorate.
(c) To note that Waltham Forest Direct (WFD) shops will handle debit/credit card payments, and that customers who wish to pay by cheque for Council Tax, Housing Rent, Business Rates and SAP Invoices will have to send their payments by post to the Town Hall Cash Office.
(b) That after the completion of the consultation, it will be delegated to the Executive Director for Environment and Regeneration, in consultation with the Portfolio Holder for Service Modernisation, to make the final decision whether or not to close Church Hill Cash Office.
(a) In principle, to close the Church Hill Cash Office by 30th June 2009, subject to consultation and outcome of further equalities impact assessment work, as set out in Appendix 7 to the report.
Cabinet AGREED:
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Councillor Liz Phillips, Portfolio Holder for Health, Adults and Older People, wished to place on record her thanks to Jonathan Carr, Interim Commissioning Support Manager, for his work on this matter.
Cabinet AGREED to the award of contracts to the 3 preferred organisations: Leonard Cheshire Disability, Housing 21, and Allied Healthcare, as listed in Appendix A to the report, for an initial period of 3 years, with the option to extend the contracts by a further period of 2 years.
HOMECARE CONTRACT AWARD
Cabinet NOTED the response of the Local Strategic Partnership Board (LSP) to the proposals arising from the review of LSP governance.
CHIEF EXECUTIVE’S UPDATE - LOCAL STRATEGIC PARTNERSHIP
That full details of proposals will be reported back for consideration by Cabinet in February/March 2009, together with information on how any new facilities could be funded, and an update on proposals for future improvement and management of the Track facilities.
Cabinet NOTED:
(b) To authorise officers to negotiate appropriate variations to the existing legal agreements with St Modwen.
(a) That officers be authorised to progress discussions with St Modwen with a view to the inclusion of swimming pool and other leisure facilities within the Arcade development.
Cabinet AGREED:
The Leader of the Council welcomed the revised scheme which included swimming pool facilities.
and Track operation ceased, the Pool and Track site should be redeveloped as soon as possible and not allowed to become derelict.
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That it be noted that the Head of Service and Performance Improvement had been asked produce a framework timetable the Council to monitor its implementation of the Child Poverty Strategy.
(c) That the Children and Young People Overview and Scrutiny Sub-Committee be requested to continue to scrutinise this important area of the Council’s work.
(b) To delegate authority to the Strategic Director of People, Policy and Performance to make minor changes to the Strategy prior to publication, in consultation with the Leader and Deputy Leader of the Council.
(a) The Child Poverty Strategy and Action Plan, attached at Appendix A to the report.
Cabinet AGREED:
The Leader of the Council drew attention to the fact that an incorrect version of the Child Poverty Strategy had been included in the version of the agenda sent to Cabinet members, and subsequently an updated version of the Child Poverty Strategy had been circulated. He thanked the Children and Young People Overview and Scrutiny Sub-Committee for their input on this matter, and requested that the Sub-Committee continue to scrutinise this important area of the Council’s work. He informed Cabinet that he had asked Michele Moloney, Head of Service and Performance Improvement, to produce a framework timetable the Council to monitor its implementation of the Strategy, and which could be used by the Children and Young People Overview and Scrutiny Sub-Committee.
CHILD POVERTY STRATEGY 2009-2020
Cabinet AGREED to authorise officers to enter into discussions with Sainsburys for the development of the sites at South Grove on the basis that such development will be in keeping with the recently agreed Interim Planning Policy Framework (IPPF) for the Town Centre, and will include an appropriate redevelopment of the High Street store and car park site currently occupied by Sainsburys.
SOUTH GROVE DEVELOPMENT OPPORTUNITY
Cabinet AGREED to the award of the building contract, for works to provide a new central entrance, dining hall and kitchen and refurbishment of the existing K1 block, to Bolt and Heeks.
CONTRACT AWARD: BARCLAY PRIMARY SCHOOL EXTENSION
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(a) That the Governance Committee is requested to recommend to Full Council the approval of the constitutional amendments set out in the report, to create the role of Deputy Chief Executive.
Cabinet NOTED:
Cabinet AGREED to amend the Council’s senior management structure, as set out in the report, to create the role of Deputy Chief Executive.
ESTABLISHMENT OF ROLE OF DEPUTY CHIEF EXECUTIVE
(b) To delegate authority to the Strategic Director of People, Policy and Performance, to make any necessary minor changes to the Strategy following consultation with the portfolio holder prior to Full Council.
(a) The draft Housing Strategy, attached at Appendix A to the report, and to recommend it to full Council for approval.
Cabinet AGREED:
Councillor Jenny Gray, Junior Lead Member for Communities and Housing, highlighted the comprehensive consultation and engagement that had taken place in the formulation of the Strategy and thanked Councillor Marie Pye for her work on this important document.
Councillor Marie Pye, Portfolio Holder for Communities and Housing, introduced the item by saying that the Council now had a very detailed Housing Strategy, which had been produced following extensive consultation and engagement, including consideration by the Overview and Scrutiny Management Committee, and on two occasions by the Community Safety and Housing Overview and Scrutiny Sub-Committee. In responding to the points raised by Councillor Meiszner, she particularly stressed that the Strategy acknowledged the importance of design quality, and related to this the Council would commission a Design Guide from the Commission for Architecture and the Built Environment (CABE) and would be setting up a Design Panel. She concluded by thanking James Gould, National Graduate Trainee, for his work in helping to develop the Strategy.
Councillor Sean Meiszner, Chair of the Community Safety and Housing Overview and Scrutiny Sub-Committee, informed Cabinet that the Sub-Committee had considered the draft Housing Strategy. He then highlighted some of the areas that the Sub-Committee had identified as being of particular importance in relation to the Strategy.
HOUSING STRATEGY
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Councillor Terry Wheeler, Portfolio Holder for Enterprise and Investment, updated Cabinet on the Northern Olympic Fringe Masterplan. The Leader of the Council welcomed the opening of the new WFD shop in Chingford.
Councillor Keith Rayner, Portfolio Holder for Finance, Risk and Governance, reported that the Civil Contingencies Unit, had recently launched a Business Resilience Programme and the ‘Z Card’, which contained advice on what to do in an emergency. He said that both of these initiatives had received national publicity, and he thanked John Hetherington, Head of Civil Contingencies, and his colleagues in the Civil Contingencies Team for their work on these projects.
Councillor Liz Phillips, Portfolio Holder for Health, Adults and Older People, was pleased to report that the Council’s Adults Social Care Services had achieved a 2 star rating. The service had been rated on seven outcomes, of which five were rated ‘good’ and two rated ‘excellent’. She said that a letter had been sent to all staff thanking them all for their hard work and dedication once again this year.
REPORTS OF PORTFOLIO HOLDERS
Cabinet NOTED the performance information and analysis contained in the report, and the action taken to address areas of under performance.
QUARTERLY PERFORMANCE MONITORING REPORT - 2ND QUARTER 2008/09
(c) To release the Directorate reserves and provisions totalling £1.086 million, as detailed in paragraph 4.10 of the report, to support the 2008/09 budget.
(b) To note the capital programme budget has no re-allocations for month 8, as shown in Appendix C to the report.
(a) To note the financial monitoring for month 8.
Cabinet AGREED:
MONTHLY FINANCIAL MONITORING REPORT
(b) That Full Council is requested to agree the constitutional amendments, as set out in the report, to create the role of Deputy Chief Executive.
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Chair…………………………………………
Mimi Konigsberg thanked the Leader of the Council for his comments, and said that she had enjoyed working for the authority.
The Leader of the Council reported that this was the last Cabinet meeting that would be attended by Mimi Konigsberg, Executive Director, Adult and Community Services, as she was leaving the Council to take up an appointment with the London Borough of Hounslow. He wished to place on record his thanks, and those of Cabinet, to Mimi for her valuable contribution to the work of the Council, and to the improvements that had been made in the delivery of services within her responsibility. He wished her good luck in her new appointment.
CHAIR'S ANNOUNCEMENT - MIMI KONIGSBERG
Cabinet AGREED the award to Kelway UK Ltd. of the contract to provide the 2008-2012 IT Peripherals, commencing 22nd December 2008.
CONTRACT FOR THE SUPPLY OF IT PERIPHERALS
Cabinet NOTED the information contained in the confidential Appendix A, subject to the figure in paragraph 1.1 being amended to read £2,542,961.
CONTRACT AWARD: BARCLAY PRIMARY SCHOOL EXTENSION - APPENDIX A
The exempt annex to the Record of Decisions of the Cabinet meeting held on Tuesday 25th November 2008 was confirmed as a correct record.
CONFIDENTIAL MINUTES OF THE CABINET MEETING HELD ON 25TH NOVEMBER 2008
Cabinet resolved to exclude the public and press from the meeting during the consideration of item numbers 20, 21 and 22 below, in accordance with Section 100 (A) of the Local Government Act 1972, as amended, on the grounds that they would involve the likely disclosure of exempt information as defined in paragraphs 3, 4 and 5 of Schedule 12A of the Act, and disclosure would not be in the public interest.
CONFIDENTIAL AND/OR EXEMPT REPORTS NOT TO BE DISCLOSED TO THE PRESS AND PUBLIC
Agenda Item 4 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20th January 2009
Title:
Halls Service: Pricing Policy Review – 6 Month Review
Council Priority:
Create wealth and opportunity for our residents
Retain wealth in the Borough
Directorate:
Adult and Community Services
Report of:
Jim Crook – Interim Executive Director, Adult and Community Services
Contact:
Clive Morton, Head of Culture and Leisure Services
Phone:
020 8496 3506
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
All
Appendices:
Appendix A: Comparative Pricing Appendix B: Use of Halls by Community Groups Appendix C: Marketing Model Assessment Appendix D: Analysis of Income
Status:
Open
1.
SUMMARY 1.1
On 18th March 2008 Cabinet considered a report setting out the impact of the Halls pricing policy on community groups. The report set out the findings of a survey of user groups and an assessment of future bookings and concluded that the pricing policy had brought about a significant reduction in the use of the two Assembly Halls by community organisations.
1.2
Cabinet agreed a new charging policy for community groups to be introduced involving application for reduction against advertised rates. It was agreed that the reduced charge to community groups be limited to a total ‘opportunity cost’ of £50,000 annually. Cabinet further agreed a 10% increase in charges (inclusive of inflation).
1.3
The application for reduction in hire charge is now operational and this report provides an update on community use. Additionally the report provides further consideration of halls pricing and income achievement and makes further recommendations for improvement.
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2.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to note the progress made in attracting back community arts use of the two venues. 2.1.2 Cabinet is requested to agree: (a) That the cost of hiring of Chingford and Walthamstow Assembly Halls on Fridays for arts and entertainment use be reduced by 50%, and that this reduction includes both non-commercially and commercially provided arts and entertainment. (b) That officers be authorised to negotiate reduced price agreements with Council departments to ensure that Council spend on events, conferences, meetings and other activities contributes to the best economical use of these Council venues.
3.
REASON FOR DECISION 3.1
4.
The 2007/08 pricing structure was introduced to address an ongoing deficit within the halls service. A consequence of higher pricing was a reduction in cultural and community use. Whilst the introduction of targeted reduced rates has assisted community groups in accessing the halls, officers consider that further flexibility on pricing is required in order to develop use of the venues.
PROPOSAL 4.1
Members have expressed a desire for maximisation of use and income in the delivery of Halls Services and to ensure that within the profile of users there is a sustainable cultural and community dimension.
4.2
Indications are that the introduction of an “application for reduction” on current prices has achieved the desired outcomes of: • • •
4.4
Limiting the public subsidy to community and cultural use to £50,000 annually. Permitting the Council to consider the cultural and community benefit of a proposed use. The inclusion of cultural activities at the respective venues, which contribute to the LAA indicator N1 11, measuring public engagement in the arts.
Officers have undertaken a marketing model assessment of the service since its transfer to Cultural Services and have identified the need for further adjustments. The assessment takes account of product development, pricing, promotion and people. A summary of this analysis is provided in Appendix C.
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4.5
Impact of Application for reduction to community groups. The application for reduction system has resulted in most groups who used it previously returning to the Chingford Assembly Hall and has supported retention of community arts use at the Walthamstow Assembly Hall. Appendices A and B provide further details of the price structure and the community use of the Halls by groups awarded a reduction.
5.
ALTERNATIVES CONSIDERED 5.1.
6.
CONSULTATION 6.1.
7.
Officers have considered a return to full concessionary price structure for community groups. However this option would risk the income improvement gains already achieved and undermine the achievement of further improvement. Officers have proposed further adjustments that give additional opportunities for development of arts and entertainment use but do not present the same risk. As part of the review of pricing policy conducted in 2007 community users indicated their intention not to hire the halls for reasons of price. The introduction of the application for reduction has provided the opportunity for officers to discuss proposed uses and to award reductions. In the main, groups have received the new system positively and have now returned to use of the venues.
IMPLICATIONS 7.1.
Financial 7.1.1. The Halls Service in the period 2008/9 is anticipated to incur a deficit of £50,000 against its planned operational budget. 7.1.2. In period 2008/9 applications for reduction have been awarded to the value of £19,114.50 in subsidy. This has resulted in additional income of £7,011 from community use as at December 2008. It is anticipated that these figures will continue to increase but the annual allowance of £50,000 will not be fully used in 2008/09. A detailed analysis of income since the introduction of the reduced charges in April 2008 is attached at Appendix D. 7.1.3. The proposed reduction of rates on Fridays should not have an adverse effect on income generation, and may encourage further participation from Arts and Entertainment groups.
7.2.
Legal 7.2.1 Section 145 of the Local Government Act 1972 empowers the Council to make provision for entertainment and to charge for the use of premises
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provided by the Council for such entertainment. Also, Section 19 of the Local Government (Miscellaneous Provisions) Act 1976 stipulates where these premises are provided for or in connection with recreational facilities the Council may charge for such use of facilities. 7.2.3 Section 93 (5) of the Local Government Act 2003 allows the Council to set charges as it thinks fit and may, in particular, in relation to charging different persons different amounts for the provision of a service. 7.2.4 The Council may also use its well being powers under Section 2 of the Local Government Act 2000 or powers under Section 132 of the Local Government Act 1972 to provide premises for the public and community use. 7.2.5 The proposed hall charges are made in accordance with the legislative provisions described above and should be made in accordance with the Councils Fees and Charges policy. This policy provides for a differential pricing scheme where justifiable and must be reasonable. The service must take legal advice in relation to the criteria to be applied. 7.3.
Human Resources 7.3.1. Consultation on the proposed restructure will be conducted in line with the Council’s Fairness at Work procedure.
7.4
Health Impact Assessment 7.4.1 The venues offer a facility for hire that can provide for a range of social and cultural opportunities contributing to physical and mental well-being.
7.5
Equalities Impact Assessment 7.5.1 An Equality Impact Assessment has been carried out on the recommendations in this report. This indicates that the proposed reduction in price for arts and entertainments purposes specific to Friday evenings is in itself equalities neutral. However to develop the desired diversity in the cultural offer presented through our venues the arts and events service will actively engage in partnerships with a range of promoters reflective of the Borough’s demographics.
7.6
Climate Change Impact Assessment 7.6.1 None specific.
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CONCLUSION 8.1
The pricing for peak time private commercial use has proved market sustainable.
8.3
The introduction of reduction by application ensures that valued cultural and community activities for peak time use can be offered at an affordable cost. However the evidence of Council services relocating conferences to alternative venues suggests that at least within this market, the halls remain overpriced.
8.4
The service needs to achieve the most effective pricing policy across peak and off peak and across use types. This report seeks to further correct the pricing policy in line with performance information gathered since April 08.
Background Information Equality Impact Assessment document
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda. Signed:
Date 07 January 2009
Portfolio Member for Leisure, Arts and Culture
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Appendix A
Hall Hire Prices for 2006/07 – 2008/09
Walthamstow Assembly Hall
2007/08 8 Hour Charge
£2688
£2960 (Proposed 50%off this figure for public entertainments activities) £2960
£1080
£1200
Fri £2688 Sat and Sun Mon – Thurs.
Chingford Assembly Hall Fri
£1600 (Proposed 50% reduction off this figure for public entertainments activities) 1600 £640 (Now also available as a minimum 4 hours for community use*)
£1400 Sat and Sun Mon to Thurs
2008/09 8 Hours
£1400 £568
*Subject to proposed activity and cost implications for staff resource.
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Appendix B
Community use at Chingford Assembly Hall. The introduction of the application for reduction method has supported the following organisations who have now returned to use of the Assembly Hall. Chingford Village Festival New Direction Dance Forest School of Dance Waltham Forest Drama Festival Negotiations are in progress with the Scout Association Gang Show. Groups that have not returned are: Chapel End Savoy Players Oakleigh Antique Fair- (not a community activity)
Community use at Walthamstow Assembly Hall. The size and associated cost of WAH encourages a different type of community use, more commonly paid for directly by the Council, for example through its Arts & Events and Music Services. At Walthamstow Assembly Hall the following organisations have thus far benefited from reductions Forest Philharmonic British Legion Bengali International Miss Deaf UK Kreative Culture Klub-in progress The scheme has been promoted to Apex Arts membership, Voluntary Action Waltham Forest and information is available on the Council’s web site. In response to booking enquires community groups are advised as to the reduction scheme. The application process has been beneficial in identifying the work of community groups and has enabled officers to consider other ways in which they might be engaged in the Olympic cultural programme. Groups have in the main responded positively to the invitation for wider involvement in Council initiatives around the Olympics. The funding of most arts organisations in the borough is low and many local groups do not have the resources to book the halls even at a 75% reduction. The difficult balance between economy and community benefit means that not all groups can be given public subsidy. However, the Council is currently updating a directory of other locally available venues.
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7
Appendix C Marketing Model Assessment Product
Ensuring that buildings are maintained to a high standard to meet health and safety standards and customer expectations associated with hosting prestige public and private events.
The loss of business during and after the refurbishment of Chingford Assembly Hall, has resulted in a continued deficit and the service is not presently in a position to invest in improvements to furnishing and facilities. It is essential to achieve a balanced budget to support spend on basic product improvement.
Capital investment to WAH will be necessary within the next five years in order to maintain health and safety requirements as well as general improvements.
Pricing
The crude application of % price increases does not reflect the variation in user markets. For example, the increased price has not reduced wedding hires, the main commercial use. However for cultural and conference use, price has continued to act as a deterrent.
Saturday and Sunday have proved sustainable at the “peak pricing”, but the pattern of use does not support the continued categorisation of Friday as “peak” time. In order to further support the development of arts and entertainment use at the venues it is recommended that Friday is offered at 50% of the advertised rates for both community and commercial hires for arts and entertainment events.
The increased cost of “off-peak” use (Mon-Thurs) has deterred types of use that could contribute to income generation. Notably there is a drift of Council conferences away from use of the CAH towards venues of similar capacity but lower cost. It is recommended that officers be authorised to negotiate price agreements with council departments and the not-for-profit sector on planned repeated non-cultural use. Such negotiated reductions would not be attributed against the £50,000 subsidy allocation for community cultural hire.
Promotion
Historically the Halls Services has had no dedicated promotions budget or staff resource.
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8
Where low booking rates can be attributed to product and pricing there is no evidence that promotion alone can persuade more potential customers to use the venues.
Promotions will be focused on joining with opportunities afforded by other promotional campaigns undertaken across Cultural Services. Improvement of on-line information including virtual tours also presents a relatively low cost promotional opportunity.
The Arts and Events Service will undertake the promotion of a number of events linked to engagement in the Cultural Olympiad and specifically the 5 Borough arts festival ‘Create’. This exercise will secure through the Create promotional campaign a reach of 100,000 individuals across the 5 boroughs.
In order to further assist the development of entertainment promotions it is recommended that Friday be offered at a new lower rate for both community and commercial led arts and entertainment productions. This will enable the arts service to pursue co-promotion of arts and entertainment product at reduced risk. For example where WAH is presently advertised at £2960 on Fridays it would be made available for arts and entertainments purposes at a rate of approximately £1500. A community organisation may benefit from a reduction on this advertised price through the application for reduction scheme.
People
As part of the Efficiency Review the Service is required to deliver a saving on staff costs of £30,000.
It is anticipated that additional savings of up to £60,000 will be necessary to bring the budget plan in line with actual performance.
A key part of the proposed reorganisation is the creation of staff capacity and responsibilities focused on the delivery of a public events and promotions programme across the two venues to achieve a high-quality and diverse cultural programme.
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Agenda Item 5 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20th January 2009
Title:
Halls Service: Pricing Policy Review – 6 Month Review
Council Priority:
Create wealth and opportunity for our residents
Retain wealth in the Borough
Directorate:
Adult and Community Services
Report of:
Jim Crook – Interim Executive Director, Adult and Community Services
Contact:
Clive Morton, Head of Culture and Leisure Services
Phone:
020 8496 3506
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
All
Appendices:
Appendix A: Comparative Pricing Appendix B: Use of Halls by Community Groups Appendix C: Marketing Model Assessment Appendix D: Analysis of Income
Status:
Open
1.
SUMMARY 1.1
On 18th March 2008 Cabinet considered a report setting out the impact of the Halls pricing policy on community groups. The report set out the findings of a survey of user groups and an assessment of future bookings and concluded that the pricing policy had brought about a significant reduction in the use of the two Assembly Halls by community organisations.
1.2
Cabinet agreed a new charging policy for community groups to be introduced involving application for reduction against advertised rates. It was agreed that the reduced charge to community groups be limited to a total ‘opportunity cost’ of £50,000 annually. Cabinet further agreed a 10% increase in charges (inclusive of inflation).
1.3
The application for reduction in hire charge is now operational and this report provides an update on community use. Additionally the report provides further consideration of halls pricing and income achievement and makes further recommendations for improvement.
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1
2.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to note the progress made in attracting back community arts use of the two venues. 2.1.2 Cabinet is requested to agree: (a) That the cost of hiring of Chingford and Walthamstow Assembly Halls on Fridays for arts and entertainment use be reduced by 50%, and that this reduction includes both non-commercially and commercially provided arts and entertainment. (b) That officers be authorised to negotiate reduced price agreements with Council departments to ensure that Council spend on events, conferences, meetings and other activities contributes to the best economical use of these Council venues.
3.
REASON FOR DECISION 3.1
4.
The 2007/08 pricing structure was introduced to address an ongoing deficit within the halls service. A consequence of higher pricing was a reduction in cultural and community use. Whilst the introduction of targeted reduced rates has assisted community groups in accessing the halls, officers consider that further flexibility on pricing is required in order to develop use of the venues.
PROPOSAL 4.1
Members have expressed a desire for maximisation of use and income in the delivery of Halls Services and to ensure that within the profile of users there is a sustainable cultural and community dimension.
4.2
Indications are that the introduction of an “application for reduction” on current prices has achieved the desired outcomes of: • • •
4.4
Limiting the public subsidy to community and cultural use to £50,000 annually. Permitting the Council to consider the cultural and community benefit of a proposed use. The inclusion of cultural activities at the respective venues, which contribute to the LAA indicator N1 11, measuring public engagement in the arts.
Officers have undertaken a marketing model assessment of the service since its transfer to Cultural Services and have identified the need for further adjustments. The assessment takes account of product development, pricing, promotion and people. A summary of this analysis is provided in Appendix C.
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2
4.5
Impact of Application for reduction to community groups. The application for reduction system has resulted in most groups who used it previously returning to the Chingford Assembly Hall and has supported retention of community arts use at the Walthamstow Assembly Hall. Appendices A and B provide further details of the price structure and the community use of the Halls by groups awarded a reduction.
5.
ALTERNATIVES CONSIDERED 5.1.
6.
CONSULTATION 6.1.
7.
Officers have considered a return to full concessionary price structure for community groups. However this option would risk the income improvement gains already achieved and undermine the achievement of further improvement. Officers have proposed further adjustments that give additional opportunities for development of arts and entertainment use but do not present the same risk. As part of the review of pricing policy conducted in 2007 community users indicated their intention not to hire the halls for reasons of price. The introduction of the application for reduction has provided the opportunity for officers to discuss proposed uses and to award reductions. In the main, groups have received the new system positively and have now returned to use of the venues.
IMPLICATIONS 7.1.
Financial 7.1.1. The Halls Service in the period 2008/9 is anticipated to incur a deficit of £50,000 against its planned operational budget. 7.1.2. In period 2008/9 applications for reduction have been awarded to the value of £19,114.50 in subsidy. This has resulted in additional income of £7,011 from community use as at December 2008. It is anticipated that these figures will continue to increase but the annual allowance of £50,000 will not be fully used in 2008/09. A detailed analysis of income since the introduction of the reduced charges in April 2008 is attached at Appendix D. 7.1.3. The proposed reduction of rates on Fridays should not have an adverse effect on income generation, and may encourage further participation from Arts and Entertainment groups.
7.2.
Legal 7.2.1 Section 145 of the Local Government Act 1972 empowers the Council to make provision for entertainment and to charge for the use of premises
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3
provided by the Council for such entertainment. Also, Section 19 of the Local Government (Miscellaneous Provisions) Act 1976 stipulates where these premises are provided for or in connection with recreational facilities the Council may charge for such use of facilities. 7.2.3 Section 93 (5) of the Local Government Act 2003 allows the Council to set charges as it thinks fit and may, in particular, in relation to charging different persons different amounts for the provision of a service. 7.2.4 The Council may also use its well being powers under Section 2 of the Local Government Act 2000 or powers under Section 132 of the Local Government Act 1972 to provide premises for the public and community use. 7.2.5 The proposed hall charges are made in accordance with the legislative provisions described above and should be made in accordance with the Councils Fees and Charges policy. This policy provides for a differential pricing scheme where justifiable and must be reasonable. The service must take legal advice in relation to the criteria to be applied. 7.3.
Human Resources 7.3.1. Consultation on the proposed restructure will be conducted in line with the Council’s Fairness at Work procedure.
7.4
Health Impact Assessment 7.4.1 The venues offer a facility for hire that can provide for a range of social and cultural opportunities contributing to physical and mental well-being.
7.5
Equalities Impact Assessment 7.5.1 An Equality Impact Assessment has been carried out on the recommendations in this report. This indicates that the proposed reduction in price for arts and entertainments purposes specific to Friday evenings is in itself equalities neutral. However to develop the desired diversity in the cultural offer presented through our venues the arts and events service will actively engage in partnerships with a range of promoters reflective of the Borough’s demographics.
7.6
Climate Change Impact Assessment 7.6.1 None specific.
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4
8
CONCLUSION 8.1
The pricing for peak time private commercial use has proved market sustainable.
8.3
The introduction of reduction by application ensures that valued cultural and community activities for peak time use can be offered at an affordable cost. However the evidence of Council services relocating conferences to alternative venues suggests that at least within this market, the halls remain overpriced.
8.4
The service needs to achieve the most effective pricing policy across peak and off peak and across use types. This report seeks to further correct the pricing policy in line with performance information gathered since April 08.
Background Information Equality Impact Assessment document
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda. Signed:
Date 07 January 2009
Portfolio Member for Leisure, Arts and Culture
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5
Appendix A
Hall Hire Prices for 2006/07 – 2008/09
Walthamstow Assembly Hall
2007/08 8 Hour Charge
£2688
£2960 (Proposed 50%off this figure for public entertainments activities) £2960
£1080
£1200
Fri £2688 Sat and Sun Mon – Thurs.
Chingford Assembly Hall Fri £1400 Sat and Sun Mon to Thurs
2008/09 8 Hours
£1400 £568
£1600 (Proposed 50% reduction off this figure for public entertainments activities) 1600 £640 (Now also available as a minimum 4 hours for community use*)
*Subject to proposed activity and cost implications for staff resource.
Page 27
6
Appendix B
Community use at Chingford Assembly Hall. The introduction of the application for reduction method has supported the following organisations who have now returned to use of the Assembly Hall. Chingford Village Festival New Direction Dance Forest School of Dance Waltham Forest Drama Festival Negotiations are in progress with the Scout Association Gang Show. Groups that have not returned are: Chapel End Savoy Players Oakleigh Antique Fair- (not a community activity)
Community use at Walthamstow Assembly Hall. The size and associated cost of WAH encourages a different type of community use, more commonly paid for directly by the Council, for example through its Arts & Events and Music Services. At Walthamstow Assembly Hall the following organisations have thus far benefited from reductions Forest Philharmonic British Legion Bengali International Miss Deaf UK Kreative Culture Klub-in progress The scheme has been promoted to Apex Arts membership, Voluntary Action Waltham Forest and information is available on the Council’s web site. In response to booking enquires community groups are advised as to the reduction scheme. The application process has been beneficial in identifying the work of community groups and has enabled officers to consider other ways in which they might be engaged in the Olympic cultural programme. Groups have in the main responded positively to the invitation for wider involvement in Council initiatives around the Olympics. The funding of most arts organisations in the borough is low and many local groups do not have the resources to book the halls even at a 75% reduction. The difficult balance between economy and community benefit means that not all groups can be given public subsidy. However, the Council is currently updating a directory of other locally available venues.
Page 28
7
Appendix C Marketing Model Assessment Product
Ensuring that buildings are maintained to a high standard to meet health and safety standards and customer expectations associated with hosting prestige public and private events.
The loss of business during and after the refurbishment of Chingford Assembly Hall, has resulted in a continued deficit and the service is not presently in a position to invest in improvements to furnishing and facilities. It is essential to achieve a balanced budget to support spend on basic product improvement.
Capital investment to WAH will be necessary within the next five years in order to maintain health and safety requirements as well as general improvements.
Pricing
The crude application of % price increases does not reflect the variation in user markets. For example, the increased price has not reduced wedding hires, the main commercial use. However for cultural and conference use, price has continued to act as a deterrent.
Saturday and Sunday have proved sustainable at the “peak pricing”, but the pattern of use does not support the continued categorisation of Friday as “peak” time. In order to further support the development of arts and entertainment use at the venues it is recommended that Friday is offered at 50% of the advertised rates for both community and commercial hires for arts and entertainment events.
The increased cost of “off-peak” use (Mon-Thurs) has deterred types of use that could contribute to income generation. Notably there is a drift of Council conferences away from use of the CAH towards venues of similar capacity but lower cost. It is recommended that officers be authorised to negotiate price agreements with council departments and the not-for-profit sector on planned repeated non-cultural use. Such negotiated reductions would not be attributed against the £50,000 subsidy allocation for community cultural hire.
Promotion
Historically the Halls Services has had no dedicated promotions budget or staff resource.
Page 29
8
Where low booking rates can be attributed to product and pricing there is no evidence that promotion alone can persuade more potential customers to use the venues.
Promotions will be focused on joining with opportunities afforded by other promotional campaigns undertaken across Cultural Services. Improvement of on-line information including virtual tours also presents a relatively low cost promotional opportunity.
The Arts and Events Service will undertake the promotion of a number of events linked to engagement in the Cultural Olympiad and specifically the 5 Borough arts festival ‘Create’. This exercise will secure through the Create promotional campaign a reach of 100,000 individuals across the 5 boroughs.
In order to further assist the development of entertainment promotions it is recommended that Friday be offered at a new lower rate for both community and commercial led arts and entertainment productions. This will enable the arts service to pursue co-promotion of arts and entertainment product at reduced risk. For example where WAH is presently advertised at £2960 on Fridays it would be made available for arts and entertainments purposes at a rate of approximately £1500. A community organisation may benefit from a reduction on this advertised price through the application for reduction scheme.
People
As part of the Efficiency Review the Service is required to deliver a saving on staff costs of £30,000.
It is anticipated that additional savings of up to £60,000 will be necessary to bring the budget plan in line with actual performance.
A key part of the proposed reorganisation is the creation of staff capacity and responsibilities focused on the delivery of a public events and promotions programme across the two venues to achieve a high-quality and diverse cultural programme.
Page 30
9
Total
£0
£10,000
£20,000
£30,000
£40,000
£50,000
£60,000
£70,000
£3,246
£8,745 £39,603
Conferences / Meetings
Other Community Walthamstow Total
Apr
May
£718
£3,906
£40,273
£41,459
£6,023
£4,238
£26,106
£0 £32,749
£5,305
£2,838
£24,606
£3,906 £7,524
£8,745
£3,702
Conferences / Meetings
Other Community Grand Total
£9,188
Public Arts and Entertainment
£19,824
£7,788
Private Function
£19,824
Public Arts and Entertainment
£1,856
£456
Private Function
£40,273
Walthamstow
Other Community Chingford Total
Conferences / Meetings
£41,459
June
July
£40,710
£6,701
£425
£7,935
£25,649
£6,701 £37,058
£5,376
£24,981
£3,652
£425
£2,559
July
£65,323 Aug
£55,676
£568
£1,709
£6,347
£47,052
£39,155
£4,231
£34,923
£568 £16,522
£1,709
£2,116
£12,129
£1,400
£1,400
£40,710
£668
Public Arts and Entertainment
£55,676
June £1,500
May
Apr
£65,323
£0
£4,170
£0
£61,153
£55,071
£4,170
£50,901
£10,252
£10,252
Sept
Aug
£28,089
Private Function
Sept
£28,089
£2,960
£4,440
£8,656
£12,033
£2,960 £21,889
£4,040
£2,856
£12,033
£6,200
£400
£5,800
Oct
£41,734
Categories
Oct
£41,734
£4,297
£3,305
£7,014
£27,118
£3,579 £30,015
£2,620
£3,934
£19,882
£718 £11,719
£685
£3,080
£7,236
Nov
£53,027 Nov
Dec
£47,162
£3,444
£1,955
£22,098
£19,665
£3,444 £41,384
£1,755
£16,520
£19,665
£5,778
£200
£5,578
Jan
£22,033
£3,550
£0
£3,330
£15,153
£3,550 £22,033
£3,330
£15,153
Feb
£38,820
£0
£4,850
£3,650
£30,320
£38,820
£4,850
£3,650
£30,320
Mar
£30,578
£0
£7,403
£3,965
£19,210
£0 £25,583
£7,048
£1,975
£16,560
£4,995
£355
£1,990
£2,650
Dec
Jan
Feb
£504,883
£47,187
£44,029
£83,321
£330,346
£38,315 £424,724
£37,551
£54,646
£294,212
£8,872 £80,159
£6,478
£28,675
£36,135
Grand Total
Total Income by month (Chingford + Walthamstow)
£53,027
£13,017
£6,047
£6,901
£27,063
£9,337 £41,365
£4,517
£2,148
£25,363
£3,680 £11,663
£1,530
£4,753
£1,700
£47,162
Chingford
£22,033
Halls
£38,820
(April 08 - March 09 - Booking to date)
Mar
£30,578
Income by Month and Usage Types
Page 31
£40,000
£50,000
£0
£10,000
£20,000
£30,000
Apr
£39,603
£1,856
Apr
Chingford Walthamstow
£7,524
May
June
£37,058
£3,652
June
July
£16,522 July
£39,155
£55,071 £10,252 Aug
£21,889 £6,200 Sept
£11,719 Oct
£30,015
Halls Income by month (2008-09)
Oct
Nov
£41,365 Nov
£11,663
Sept
Dec
£41,384 Dec
£5,778
Aug
£22,033 Jan
Jan
£38,820 Feb
Feb
Mar
£25,583 Mar
£4,995
May
£32,749
£60,000
Page 32
Page 33
Page 34
r
Page 35
£25,583
Page 36
£0
£100,000
£200,000
£300,000
£400,000
£500,000
£600,000
Grand Total
Other Community
Mon
£45,345
Tue
£4,525
Public Arts and Entertainment
Conferences / Meetings
£24,901
Total
£11,265
£38,597
£10,520
£45,345
£9,884
£51,285
£3,188 £5,798
£161,157
£2,924
£47,753
£6,796
£22,306
£35,566
£116,606
£40,650 £91,643 £19,878 £3,188 £5,798 £120,507
£24,963 £15,688
Sat
£517
£15,388
£28,924
£2,250 £517 £1,850 £4,617 £28,924 £13,138 £0 £1,074 £43,136
Fri
£7,899
£2,144
£5,467
£1,480 £2,144 £1,215 £2,056 £6,895 £3,987 £0 £6,684 £4,740 £15,411
Thu
Wed
Total Income by day (Chingford + Walthamstow)
£6,844
£5,814
£14,674
£1,936
£8,063
£24,826
£5,226 £949 £1,520 £7,695 £14,674 £588 £5,895 £9,745 £30,902
Wed
£11,975
£5,097 £22,745 £4,525 £9,034 £9,884 £46,188
£2,941
£1,336 £568 £856 £3,446 £6,206 £23,490 £7,495 £1,080 £7,074 £39,139
Tue
£38,597
Walthamstow
£51,285
£2,156
Private Function Public Arts and Entertainment Conferences / Meetings Other Community Chingford Total Private Function Public Arts and Entertainment Conferences / Meetings Other Community Walthamstow Total Private Function
Chingford
Mon
Usage Types
Thu
£22,306
Halls
Fri
£44,029 £47,187
£504,883
£0
£138,441
£83,321
£330,346
£36,135 £28,675 £6,478 £8,872 £80,159 £294,212 £54,646 £37,551 £38,315 £424,724
Grand Total
£11,670
£11,822
£114,949
£9,000 £108,749 £9,022 £11,670 £0 £129,441
£6,200 £2,800
Sun
Sat
£161,157
(April 08 - March 09 - Booking to date)
Sun
£138,441
Income by Day and Usage Types
£47,753
Page 37
Grand Total
£504,883
£0
£50,000
£100,000
£150,000
£200,000
£250,000
£300,000
£350,000
Grand Total
£0
£20,000
£40,000
£60,000
£80,000
£100,000
£120,000
Mon
Walthamstow
£330,346
£46,188
Private Function
Tue
Thu
Fri
£43,136 £15,411
£6,895
£7,695
Total Income by Usage Type (Chingford + Walthamstow)
Wed
£30,902 Public Arts and Entertainment
£83,321
Chingford
£4,617
£40,650 Other Community 9%
Public Arts and Entertainment 17%
Conferences / Meetings 9%
Conferences / Meetings
£44,029
£140,000
Halls Income by day (2008-09)
Sat
£9,000 Private Function 65%
Sun
Other Community
£47,187
Page 38
£129,441
£120,507
£39,139
£6,206
£5,097
Page 39
£0
£50,000
£100,000
£150,000
£200,000
£250,000
£36,135
Private Function
Public Arts and Entertainment 36%
Conferences / Meetings 8%
Public Arts and Entertainment
£28,675
£300,000
Other Community 11% Private Function 45%
£6,478
Other Community 9%
Public Arts and Entertainment 13%
Conferences / Meetings 9%
Conferences / Meetings
Chingford
Halls Income by Usage Type (2008-09)
£54,646
£350,000
Chingford Walthamstow
£294,212
Conferences / Meetings
£37,551
Public Arts and Entertainment
Other Community
Private Function 69%
Walthamstow
Other Community
£8,872
Private Function
£38,315
Page 40
Private Function
Public Arts and Entertainment
Conferences / Meetings
Other Community
Agenda Item 6 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet – 20th January 2009
Title:
Waiver Request of Contracts Procedure Rules to Procure Local Space to Purchase 50 Properties in the Leyton/Leytonstone Area
Council Priority:
1. Manage population growth and change 2. Improving housing quality and choice 3. Support and empower our most vulnerable residents to live independent, active and enjoyable lives
Directorate:
Adult and Community Services
Report of:
Interim Executive Director, Adults and Community Services
Contact:
Colin Moone
Phone:
020 8496 5401
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
Leyton and Leytonstone
Appendices:
Appendix 1 – About Local Space
Status:
Open
1.
SUMMARY 1.1.
This report seeks Cabinet approval to waive the contracts procedure rules to contract on a single tender basis with Local Space to carry out, on a pilot basis, the purchase of 50 properties in the Leyton/Leytonstone area in order to improve their conditions and the area. Single tender action is recommended because officers believe Local Space have a unique approach and experience, which other organisations currently cannot match.
1.2.
This initiative will assist Waltham Forest in managing some of the worst housing standards in the borough by buying empty properties or Houses in Multiple Occupation (HMOs).
1.3.
The overall project will cost over £12m and the bid to the London Development Agent is for nearly £4m. The funding, if received, is one off. Given that the bid had to be accompanied by an organisation with a track record of delivering these types of outcomes, Local Space are being recommended as the preferred partner, for this purpose only.
- -
Page 41
1
2.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1 Cabinet is requested to agree that Contracts Procedure Rules are waived to enable the procurement of Local Space, a Registered Social Landlord, to purchase 50 properties in the Leyton/Leytonstone area, if matched funding is obtained as outlined in paragraph 4.1 below.
3.
REASON FOR DECISION 3.1.
4.
This is a key decision as agreement is needed from Cabinet to waive the Contracts Procedure Rules. Rule 1.7.2 allows the contracts procedure rules to be waived if it can be shown that the Council’s overall interests, including best value, are met by waiving all or part of the rules and the agreement of the Director of Governance and Law and the Head of Procurement is obtained.
PROPOSAL 4.1
Under the GLA Targeted Funding Programme, Settled Homes Initiative, the Council made a bid for £3.875m to facilitate the purchase of 50 homes in the Leyton / Leytonstone area. These units will primarily be street properties, targeting those private rented properties currently poorly run, poorly maintained HMOs or properties at risk of becoming HMOs. These properties will be brought up to a decent homes standard and let to tenants, during the two years of the pilot, at a market rent for a period of 10 -15 years. At the end of that period 40 - 50% of the properties are sold to pay off the mortgage and the rest will be owned outright by the RSL. The tenants in these properties will become assured tenants on a social rent, thus assisting the council in reducing the number of households in temporary accommodation.
4.2
Local Space is an RSL with whom the Council has been holding, ‘without prejudice’ discussions. They have successfully developed a delivery model for other Councils where poorly maintained HMOs are an issue. They have approximately 1,500 units in their ownership and have built up a specialist position in this area of work. Validation of the Local Space Business Plan Model has been undertaken by KPMG and by the Housing Corporation who registered Local Space as a specialist Temporary to permanent (T2P) / Settled Homes / Market Renting RSL in early 2006.
4.3
The proposal set out by Local Space is a unique product that currently only they can provide. Alternatives have been considered as outlined in paragraph 5.1, however, the proposal from Local Space best meets the Council’s needs and offers best overall value.
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2
4.4
5.
ALTERNATIVES CONSIDERED 5.1
6.
The other alternative considered would involve the Council working with an RSL partner to buy 50 street properties in the South of the borough. Although the scheme would be similar in design to the preferred option, it requires a higher level of public subsidy and RSLs delivering similar schemes within the subregion offer less assurance of delivery. Therefore, this option was discounted on the grounds of deliverability and costs.
CONSULTATION 6.1.
7.
The Council has applied for a grant of £3,875m from the London Development Agency (LDA) to match fund resources from Local Space. The bid has progressed into the second stage but it is unlikely that a decision will be made before January 2009 at the earliest.
The Sustainable Communities Strategy Consultation programme delivered a clear message on the Leyton and Leytonstone areas of the borough. Residents and other stakeholders identified that this part of the borough has become less attractive because of the increased numbers of buy-to-lets and poor quality HMOs. There is a general desire to see the area remain an area for family housing. This initiative is designed to assist in delivering that agenda.
IMPLICATIONS 7.1.
Financial 7.1.1. The total value of the project is anticipated to be £12,125m. Local Space has budgeted up to £8,250m to carry out the project and the Council has submitted a bid for £3,875m. The start of the project is reliant on the success of this bid.
7.2.
Legal 7.2.1 The Council’s Constitution provides that all contracts must comply with its Contract Procedure Rules. However, rule 1.7.2 allow the contracts procedure rules to be waived if it can be shown that the Council’s overall interests, including best value, are met by waiving all or part of the rules and the agreement of the Director of Governance and Law and the Head of Procurement is obtained. The Director of Governance and Law agrees to the waiver based on the evidence provided in this report. 7.2.2 The contract is considered as a transaction of Land and is therefore exempt from EU Procurement Directives.
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7.3.
Human Resources 7.3.1. There are no specific human resources issues arising from this report.
7.4.
Health Impact Assessment 7.4.1. A number of properties targeted by this project are likely to fail the Housing Health and Safety Rating System (HHSRS), thereby putting the health of these residents at a higher risk of ill health or injury. As part of the programme of ensuring all properties are brought up to a decent standard all category one hazards will be removed, reducing the health risks to the residents. 7.4.2 Providing settled homes for 50 households will remove one of the barriers homeless families have to accessing GP and other primary health care services.
7.5
Equality Impact Assessment 7.5.1. This project will target the north Olympic Fringe focusing on E10 and E11 postcodes. Both areas have a high proportion of minority and excluded groups on which homelessness in the area impacts disproportionately. Both postcodes have high levels of poverty and deprivation generally as recently identified in the borough’s Housing Need and Market Assessment. This includes inequalities in housing, which this project will in part help to address. 7.5.2. An equality impact assessment (EIA) has not been undertaken specifically on the decision of waiving the contract procedures for this proposal. It is recognised that this will be a lost opportunity for other organisations to be able to bid for this work, however, given that Local Space is uniquely positioned in having the experience and approach which other organisations are currently unable to match, it is unlikely that there will be a particular negative impact on any of the equality groups. 7.5.3. A detailed EIA will be carried out once the funding to deliver this project has been secured to ensure the subsequent work delivers benefits for the equality groups as well as identifying any particular areas for improvement.
7.6
Climate Change Impact Assessment 7.6.1. Properties will be improved to a high level of thermal comfort. Officers will also consider how these properties will comply with the Eco-Homes standards which look at replacing hard surfaces in front gardens to permeable surfaces. - -
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8.
CONCLUSION 8.1.
Cabinet is requested to agree the necessary waiver to allow LBWF to contract with Local Space to carry out this important project subject to obtaining funding.
Background Information •
Targeted Funding Initiative bid to the London Development Agency for a Temporary to Permanent Scheme July 2008
This report has been cleared after discussion with the Portfolio Member. Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed
Date 6.1.2009
Portfolio Member for Communities and Housing
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APPENDIX 1 ABOUT LOCAL SPACE
The Association buys ten properties a week on the open housing market with a Royal Bank of Canada loan of £200 million and a Housing Corporation grant of £25 million. The homes are brought up to the Government's Decent Homes Standard before they are let to tenants nominated by Newham. Housing Benefit services the loan through tenants' rents. Providing extra permanent homes makes more sense than paying huge sums of public money to private landlords in Housing Benefit (£600 million a year in London alone) for temporary accommodation with no long-term social benefits. Local Space supports the Government's sustainable communities agenda by developing mixed-tenure communities, filling empty homes and contributing to neighbourhood regeneration. A registered not for profit charity, the Association's activities are monitored by the Housing Corporation and the Audit Commission. Savills, a leading property services group with many years' experience of working with housing associations, independently monitors all Local Space property buying activities to ensure probity and value for money is achieved. To date, it has given the Association a clean bill of health. How the Local Space financial model works •
Newham leased 450 homes used as temporary accommodation and valued at £50 million to the Association for a 125-year period while retaining the freehold.
•
Local Space leased the homes back to Newham under a 15-year partnering agreement.
•
The Royal Bank of Canada provided the Association with a loan facility of £200 million against the value of the lease.
•
The loan is serviced by the Association's rental income, which is paid by Housing Benefit. Rents are the same as those paid for short-term private sector temporary accommodation thanks to a grant from the Housing Corporation, which committed £25 million of Social Housing Grant towards the purchase of the first 1,000 homes.
•
After 15 years of mortgage repayments, Local Space may have to sell off a small percentage of the homes to raise money to pay down the outstanding loans to convert the homes it retains into permanent housing. The homes purchased are then added to Newham's permanent housing stock and transformed from temporary to permanent accommodation.
•
Other local authorities can use the model.
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How we buy the homes Local Space buys houses and flats using a clearly identified and transparent process: •
Local property companies identify potential properties. Local Space carries out initial 'drive-by' surveys.
•
If a property is suitable, Local Space commissions a survey from a local firm of chartered surveyors.
•
Where the survey is positive, Local Space provides the property company with an 'Oven Ready Price' for buying the house or flat and carrying out the works needed to bring it up to the Decent Homes Standard.
•
If Local Space approves the purchase, the property company pays a 10 per cent deposit on the house or flat.
•
Local Space pays the 90 per cent balance on the sale price.
•
The property company carries out the necessary works to bring the house or flat up to the Decent Homes Standard within an agreed works period.
•
A Local Space technical officer inspects the property to ensure the standard has been achieved, asking for more work where necessary.
•
The property is handed over to Local Space, with gas and electricity safety certificates. It is re-inspected by a chartered surveyor who provides an Available for Letting certificate.
•
Local Space collates all the paper work and its lawyers prepare the lease for the local authority.
•
Local Space pays the balance of 'Oven Ready Price' to the property company.
•
The house or flat is let to a homeless household.
•
Local Space sends monthly invoices to the local authority for rent payments.
How the homes are managed •
Newham's Temporary Accommodation Management Team manages the 450 homes transferred by the borough to Local Space. The two organisations have agreed a protocol that satisfies the Housing Corporation's housing management standards.
•
The property companies who acquire and improve homes for Local Space manage and maintain the properties for the first three years on behalf of the council. Their work is covered by the housing management protocol and is monitored closely.
•
The management and maintenance arrangements will be reviewed regularly to ensure continuous improvement.
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...and maintained to high standards Local Space has a duty to maintain high standards in the accommodation it provides. It does this by: •
Ensuring annual gas safety checks and periodical electrical inspections are made.
•
Establishing a planned and cyclical maintenance programme.
•
Setting aside reserves for future major stock improvements to ensure all homes not only continue to meet the Decent Homes Standard but also achieve the full Housing Corporation 30-year life Scheme Development Standards at conversion.
•
Supporting a customer-driven programme of continuous improvements, informed by resident surveys and focus groups.
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8
Agenda Item 7 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20 January 2009
Title:
Joint Local Authorities Regulatory Services Agreement (JLARS)
Council Priority:
Create wealth and opportunity for residents
Directorate:
Environment and Regeneration
Report of:
Robin Tuddenham, Assistant Director of Safe and Strong Communities
Contact:
Gavin Douglas
Phone:
020 8496 2201
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
Leyton, Cathall and Grove Green
Appendices:
None
Status:
Open
1.
SUMMARY 1.1.
2.
This report asks Cabinet to agree in principle to enter into two related agreements that will establish a joint regulatory service between the four boroughs covering the Olympic Park site. An agreement between four host boroughs and the Olympic Delivery Authority (ODA) to provide joint regulatory services in the Olympic Park. A second inter-borough agreement is proposed between the Council and three other host boroughs regarding how the joint service will be provided by the authorities. It should be noted that no decision-making powers are being delegated to another authority under either agreement.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to agree in principle: (a) to enter into a service level agreement with the Olympic Delivery Authority and the London Boroughs of Newham, Hackney and Tower Hamlets to provide joint regulatory services in the Olympic Park (the JLARS agreement) and, if agreed, (b) to enter into an agreement between the Council and the London boroughs of Newham, Hackney and Tower Hamlets establishing the inter-borough
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arrangements to provide the JLARS agreement (the Inter-borough agreement), and (c) to delegate the final agreement of both agreements at (a) and (b) to the Director of Environment and Regeneration on advice from the Director of Governance and Law and Director of Strategic Finance. 3.
REASON FOR DECISION 3.1.
4.
This is a key decision for Cabinet as the JLARS agreement has a value of £5,000,000.
PROPOSAL 4.1.
The Olympic Park geographically falls within the five host boroughs but is under the sole remit of the Olympic Delivery Authority (a government executive agency). A significant number of regulatory issues will impact on the Olympic Park and the 2012 Games themselves but under current arrangements would be subject to the different regulatory services of the five boroughs.
4.2.
As part of the Section 106 agreement with the ODA dated 28 September 2007, the boroughs agreed to enter into a service level agreement which defines the Regulatory Services to be provided by each of the Host Boroughs, the quality of service to be provided and the service level benchmarks. In consideration, the ODA would make a financial contribution of £5,000,000. This would have benefits for the boroughs and the ODA, but most importantly for local residents and users of the Olympic Park by providing a joined up service for regulatory matters covered by the agreement.
4.3.
Consequently, the four host boroughs north of the Thames entered into joint negotiations with the ODA to provide a joint regulatory service that would provide a consistent and efficient service until 31 December 2014. This report is the culmination of these negotiations and proposes an agreement in principle to enter into two interrelated agreement.
The JLARS agreement 4.4.
The joint regulatory agreement or JLARS between the ODA and the four boroughs. This provides for a service level agreement between the boroughs and the ODA for consideration of £5,000,000 for the provision of the services. The purpose of the decision is to ensure that a consistent service is provided throughout the Olympic Park site. The services covered by the agreement are described in the Schedules to the agreement and are: o environmental health, including: o pollution control;
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o food safety and standards; o health and safety enforcement; o pest control; and o public health; o highways and traffic management; o street naming and numbering; o licensing; o safety at sports grounds; o street scene enforcement; o parking; and o waste management. 4.5.
It is important to note that the agreement only relates to the provision of support for operational regulatory activities. It does not involve the delegation of any decision making powers to the joint service or another borough. All decision making powers in respect of each regulatory power remain with the individual borough, e.g. on a licensing decisions. Moreover, the agreement contains safeguards to ensure that each borough’s decision-making is not fettered by this agreement. The 4 borough agreement.
5.
4.6.
To support the delivery of JLARS an agreement between the four boroughs as to how the service has been reached; this is the inter-borough agreement. The lead authority will be Hackney, who will be the accountable body for the receipt and distribution of funds from the ODA and will host the JLARS team. Each authority will provide officers to support the team, either by formal secondment or otherwise. Each authority is required to provide a suitable lead officer for each area covered by the agreement. A project management board with members from all boroughs will ensure the good governance of the joint working and the provision of the service level agreement with the ODA.
4.7.
On a broader scale, joint working in this area in relation to the Olympics may provide foundations for future, longer term joint working as envisaged by the Olympics legacy and the Multi Area Agreement that will help deliver the Council’s aims under the Sustainable Community Strategy.
ALTERNATIVES CONSIDERED 5.1.
The Council does not have to enter into this agreement and can operate its regulatory services separately. However, it is likely that the three other boroughs will go ahead with the agreement in the absence of Waltham Forest. There is little benefit to
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seeking to undertake regulatory work independently as in practice due to the cross borough nature of the Olympic Park, the Council will have to work with its neighbours. 6.
CONSULTATION 6.1.
7.
The agreement has been prepared in negotiation with the partner boroughs, the ODA and internally with Legal Services.
IMPLICATIONS 7.1.
Financial 7.1.1. The service provision will be funded by the contribution from the ODA and distributed between the authorities based on their contribution to the joint service. Waltham Forest’s proportion of the ODA’s £5,000,000 contribution has yet to be quantified. 7.1.2. The agreement addresses insurance issues, requiring each authority to indemnify each other for their activities in performance of the agreement.
7.2.
Legal 7.2.1. These agreements are in performance of the section 106 agreement with the ODA and have been jointly agreed by the legal teams in the four boroughs. Clause 2 and Schedule 2 of the JLARS agreement specify the Council’s primary regulatory powers. The Council has power to enter in these agreements to provide joint services under the following legislation: 7.2.1.1. Section 2 of the Local Government Act 2000 as an arrangement / agreement between the Council and any person. The purpose of the agreement is likely to provide a well being purpose through the delivery of improved regulatory services for the benefit of residents and businesses inside and outside the borough. As such, it is compatible with the Council’s Sustainable Community Strategy. 7.2.1.2. Under section 111 of the LGA 1972 in that the provision of a joint service is likely to facilitate the better provision of the regulatory services specified in schedule 2 of the JLARS agreement. 7.2.1.3. Under s.1 of the Local Authorities (Contracts) Act 1997, the Council has power to enter into an agreement with any person for the discharge of its functions.
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7.2.1.4. Under the Local Government (Contracts for Goods and Services) Act 1970, at the least for the provision of services to the other boroughs. 7.2.2. The Council may use its powers under section 2 LGA 2000 or section 112 of the Local Government Act 1972 to use its employees to undertake work for the other 3 boroughs. 7.2.3. The JLARS agreement does not delegate any decisionmaking powers, nor does the SLA fetter the Council’s discretion to make independent decisions on regulatory matters. The agreement provides that the Council and individual staff must enter into a confidentiality agreement with the ODA to work on JLARS. This agreement does not override the Council’s statutory duties, e.g. under the Freedom of Information Act 2000, but will be taken into account when responding to any requests for information. For example, legally confidential information need not be disclosed. 7.3.
Human Resources The provision of the service can be made within existing resources. The JLARS team will be based in Hackney but Waltham Forest Service Coordinators will be appointed. Secondments will be advertised in accordance with normal Waltham Forest secondment processes. The Council provides a warranty as to the quality of staff provided but the Council can be confident that this will be met. Individual employees who wish to work on the team will have to enter into confidentiality agreements with the ODA, and an offer of employment will not be made without entering into this confidentiality agreement. The need for confidentiality arises for the security concerns in respect of the Olympic site.
7.4.
Health Impact Assessment 7.4.1 The coordination of public health functions is one of joint services.
7.5
Equality Impact Assessment 7.5.1 There is no adverse impact of this proposal. It will allow for a joined up service for the provision of regulatory services between the 4 boroughs, which will improve services for all groups. All of the boroughs are subject to the same equalities duties and will ensure that duties are met during the provision of the services during the course of the agreement.
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7.6
Climate Change Impact Assessment 7.6.1 The main climate change impacts relate to travel by staff. Officers seconded use their cars to undertake inspections and visit sites. In undertaking inspections it may be necessary to carry heavy equipment, and limits how much can be carried. Officers are encouraged however to use alternative means of transport such as bicycles, buses and trains wherever possible. The council’s electric vehicles are available for staff to use. 7.6.2 Officers enforcing the law that relates to Pollution control are likely to have a positive impact on climate change in preventing unnecessary adverse effects during and after construction is complete.
8.
CONCLUSION 8.1.
Cabinet’s agreement is sought to enter into these agreements, which will ensure that a joined up and value for money service is provided. The agreements are almost finalised and so it is requested that the power to finalise the agreement is delegated to the Executive Director in consultation with the portfolio holder and upon advice from the statutory officers. The agreements have not been appended due to their length but are available on request.
Background Information JLARS draft agreement Inter borough draft agreement Section 106 Agreement with the ODA dated 28 September 2007
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed
.
Date: 7/1/09
Councillor Afzal Akram Portfolio Member for Community Safety, Enforcement and Protection
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Agenda Item 8
LONDON BOROUGH OF WALTHAM FOREST
1.
Committee/Date:
Cabinet: 20 January 2009
Title:
Annual Review and Star Rating of Adults Social Care Performance 2007/08
Council Priority:
Support and empower our most vulnerable residents to live independent, active and enjoyable lives.
Directorate:
Adults and Community Services
Report of:
Jim Crook, Interim Executive Director, Adults and Community Services
Contact:
Peter Boon
Phone:
X 3263
E.Mail:
[email protected]
Action required:
For Information
Wards affected:
All wards
Appendices:
Appendix 1. CSCI’s 2007/08 Performance Assessment Notebook
Status:
Open
SUMMARY 1.1.
This report informs Cabinet of the Commission for Social Care Inspection’s (CSCI) annual review of Waltham Forest’s adult social care performance in 2007/08.
1.2.
The Council’s published adults social care star rating for 2008 is good with promising prospects for further improvement. This equates to a 2 star service and is reflected in a 2008 CPA score of 3 out of 4.
1.3.
The adults social care performance assessment framework is based on delivering better service outcomes to service users and carers. For the seven service delivery outcomes the results we have achieved are set out in Table 1 below. Full details of our strengths and areas for improvement are in the final published 2008 Performance Summary Report published by CSCI on 27 November 2008 at Appendix 1.
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Table 1. Grade awarded
Areas for judgement
Good
Delivering Outcomes Improved health and emotional well–being
Good
Improved quality of life
Good
Making a positive contribution
Good
Increased choice and control
Good
Freedom from discrimination or harassment
Excellent
Economic well-being
Excellent
Maintaining personal dignity and respect
Good
Capacity to Improve (Combined judgement) Promising
Leadership Commissioning and use of resources
2 stars
Star Rating
Scoring for the seven outcomes are Excellent, Good, Adequate, Poor. Scoring for the combined capacity to improve judgement is Excellent, Promising, Uncertain, Poor. For full details see Annex 2 on the CSCI “Professional” web site at: http://www.csci.org.uk/professional/councils/performance_assessment_handboo.aspx
2.
1.4
The Council has improved its performance from 2007 with two outcomes up-rated from good to excellent. However despite formal written representations we were unable to convince CSCI to improve the ratings of other outcomes and thus achieve an overall excellent 3 star rating for our adult social care services in 2008.
1.5
We are pleased with our excellent rating for the outcome “Freedom from discrimination or harassment”. We believe this demonstrates we are meeting our statutory duties to eliminate harassment in respect of race, gender and disability equality.
1.6
2008 is the last year of the CPA. The new CAA framework will report on Council activity and achievements for 2008-09 and will incorporate organisational assessments that comment directly on key Council services such as adult social care which in turn will draw on evidence provided by CSCI and, in future, the Care Quality Commission.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1 Cabinet is requested to note the adult social care Performance Summary Report and areas for improvement at Appendix 1 following the annual review meeting with CSCI on 13 August 2008. 2.1.2
To note that a formal adult social care improvement plan, based on the areas for improvement in CSCI’s 2007-08 performance Review Summary at Appendix 1, will be submitted to Cabinet in March 2009.
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2
3.
REASON FOR DECISION 3.1.
4.
This report is appropriate for monitoring by Cabinet. Adult social care is a level 1 service within the CPA and is therefore critical in the final overall Council CPA rating. Key services are provided to vulnerable residents and their carers throughout the borough in order to enable them to live independently and promote their health and well-being.
PROPOSAL 4.1.
The annual review of adult social care performance is a year long process and incorporates a range of information which CSCI use to make their final judgment about how well Councils are delivering social care services to vulnerable adults and older people. A formal meeting to discuss Waltham Forest’s performance was held with CSCI on Wednesday 13 August 2008. This included the Portfolio lead for adult social care and health, senior partners from WFPCT and representatives from the voluntary sector. Following the meeting there were negotiations over the final contents of the formal Performance Report letter.
4.2.
The information that informs the Performance report includes: (1) the 2007/08 out-turn figures for all the statutory adults social care performance indicators, including BVPIs in the national performance assessment framework; (2) detailed information on strategies, achievements and plans for improvement for all adult social care services set out in the Spring 2008 Self-Assessment Survey (SAS) which all local authorities had to submit to CSCI by 30 May 2008. (3) the outcome of any service inspections undertaken by CSCI from 1 April 2007 to 31 March 2008. The Independence, Well-Being and Choice inspection in October 2007, where our adult safeguarding services were rated as good, counts towards our 2008 star rating.
4.3
The 2008 Performance report continues our record of service improvement. Waltham Forest has the key strategies in place, a range of modern, appropriate social care services, the business support and IT infrastructure and a motivated and well-trained workforce to drive further improvements and help us to achieve our ambition to be an excellent Council.
4.4
The 2008 CSCI Performance report at Appendix 1 sets out both our strengths and areas for improvement and Adults Social Care managers will be drawing the latter together in an overall service improvement plan which will set out targets, outcomes and timetables for delivering the areas for improvement. This plan will be presented to Cabinet for their approval at their March 2009 meeting.
5 ALTERNATIVES CONSIDERED 5.1
Not applicable for this report
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6 CONSULTATION 6.1
Not applicable for this report.
7 IMPLICATIONS 7.1 Financial 7.1.1 This report covers the full set of national performance indicators for adult social care services. The gross 2007-08 budget for these services is £ 77.049 million. 7.1.2 The continued improvement in adults social care services will need to be delivered within the Council’s overall financial priorities and budget setting framework. This means a sustained drive and commitment to ensure cost–effective commissioning that delivers value for money across all services. It further means services have to focus on preventative support for people of all ages with disabilities to help them achieve or maintain their independence before they require high intensity and high cost care services at a later stage in their dependency cycle. 7.2 Legal 7.2.1 The Commission for Social Care Inspection was created by the Health & Social Care (Community Health & Standards) Act 2003. 7.2.2 The Annual Performance Review reports for adult social care are a CSCI statutory responsibility for all English social care authorities. All Council’s reports are public documents and are published on CSCI’s web site. 7.2.3 There is an expectation that the Performance Review Report will be presented to the executive members to endorse the proposed recommendations made by CSCI. 7.3 Human Resources 7.3.1 There are no direct Human Resources issues for staff, although issues of training, recruitment and retention will continue to be high priorities for continuous improvement. 7.4 Health Impact Assessment 7.4.1 The Performance Review report and our plans for improvement are central to our agenda to support vulnerable and disabled older adults to enable them to live independently and meet their aspirations for appropriate housing, relevant training or employment, using leisure and sporting facilities and enjoying social activities. Living an independent life where a disabled person has choice and control are major determinants of their overall health and well-being. 7.5
Equality Impact Assessment 7.5.1 The Performance Review report and its improvement tasks support the Council's disability equality priority of enabling disabled people to
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live independently, including people with HIV and mental health issues. The action plans and targets that will flow from the report will be subject to continuous equalities monitoring through established project reporting arrangements and framed to maximize equality of opportunity for all users of adult social care and their carers. There are also key national indicators and performance descriptors in the annual self-assessment survey that measure outcomes on improving freedom from discrimination and harassment. The process of developing the plans and targets will enable any further opportunities to better promote, race, gender and faith-based equality and equality for LGBT people to be identified, prioritised and implemented. 7.5.2 Action to increase the number of people supported to live at home independently and to increase the take up of direct payments will support the delivery of the priorities set out in the Council’s disability equality scheme. 7.6
Climate Change Impact Assessment 7.6.1 The personalization agenda for adult social care is the key national driver for radical change in these services. Under this new system service users and carers will manage budgets to choose, arrange and control their own care and support. Over time this will mean much reduced reliance on traditional Council facilities and buildings and this could have a positive impact on reducing the Council’s overall footprint in relation to energy use and transport.
8 CONCLUSION 8.1
Waltham Forest adult social care services have achieved a 2 stars promising prospects rating for 2008. Over the last 4 years we have demonstrated to CSCI a sustained record of service improvement. We will continue to drive improvements forward and these will be embedded in plans and appraisals with clear objectives and targets, rigorously monitored and appraised.
Background Information •
CSCI’s 2007-08 Performance Assessment Handbook at http://www.csci.org.uk/professional/councils/performance_assessment_handboo.aspx
Approval by the Portfolio- Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda. Signed
Date 8 January 2009
Councillor Liz Phillips Portfolio Member for Health, Adults and Older People
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5
Appendix 1 CSCI Regional Office Caledonia House 223 Pentonville Road London N1 9NG
Ms Mimi Konigsberg Executive Director Adult and Community Services London Borough of Waltham Forest Silver Birch House Uplands Business Park Blackhorse Lane London E17 5SD
Tel: Fax: Email: Web:
020 7239 0330 020 7239 0318 [email protected] www.csci.org.uk
27 October 2008
Dear Ms Konigsberg, Performance Summary Report of 2007-08 Annual Performance Assessment of Social Care Services for Adults Services London Borough of Waltham Forest Introduction This performance summary report summarises the findings of the 2008 annual performance assessment (APA) process for your council. Thank you for the information you provided to support this process, and for the time made available by yourself and your colleagues to discuss relevant issues. Attached is the final copy of the performance assessment notebook (PAN), which provides a record of the process of consideration by CSCI and from which this summary report is derived. You will have had a previous opportunity to comment on the factual accuracy of the PAN following the Annual Review Meeting. The judgments outlined in this report support the performance rating notified in the performance rating letter. The judgments are •
Delivering outcomes using the LSIF rating scale
And •
Capacity for Improvement (a combined judgement from the Leadership and the Commissioning & Use of Resources evidence domains)
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The judgment on Delivering Outcomes will contribute to the Audit Commission’s CPA rating for the council. The council is expected to take this report to a meeting of the council within two months of the publication of the ratings (i.e. by 31st January 2009) and to make available to the public, preferably with an easy read format available. Adult Social Care Performance Judgments for 2007/08
Areas for Judgment
Grade awarded
Delivering Outcomes
Good
Improved health and emotional well–being
Good
Improved quality of life
Good
Making a positive contribution
Good
Increased choice and control
Good
Freedom from discrimination and harassment
Excellent
Economic well-being
Excellent
Maintaining personal dignity and respect
Good
Capacity to Improve (Combined judgment)
Promising
Leadership
Promising
Commissioning and use of resources
Promising
Performance Rating
Two Stars
The report sets out the high level messages about areas of good performance, areas of improvement over the last year, areas which are priorities for improvement and where appropriate identifies any follow up action CSCI will take.
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Key Strengths and Areas for Improvement by People Using Services
Key strengths
Key areas for improvement
All people using services • People have access to a good range of health promotion information, available in community languages. • People benefited from improved quality of services including a well managed closure of one of the council’s own homes for older people. • People had prompt and effective care management systems. • Improvements were made to the complaints and out of hours services. • People had access to a wider range of advocacy services. • The council achieved Level 4 of the Equality Standard for Local Government, this was reflected in improved services for diverse communities. • Good partnership work with health, including analysis of strategy and gaps in services. • People had a wide range of employment and volunteering opportunities. • People are actively engaged in developing and improving services • People made good use of benefits advice services. • Safeguarding services were inspected and rated “good with promising capacity to improve” by CSCI. • Good performance management systems. • Improved commissioning services. • Good budget management. Older people • Increased Intermediate Care provision. • People had access to more Extra
• • • • •
• •
• •
•
More people need to be supported to live at home independently. Increase the take up of Direct Payments. Continue to develop Individual Budgets. Increase the completion rate for safeguarding investigations. Continue to improve the number of people undertaking safeguarding training, especially from the voluntary and independent sector and effectively record it. Reduce staff turnover and recruit to vacant posts. Continue to develop and launch Local Improvement Networks and demonstrate its impact and effectiveness. Continue to implement further levels of Equality Standard for Local Government. Continue to develop safeguarding services and consolidate the safeguarding quality assurance system.
Continue to reduce the numbers of people who have delayed discharges from hospital -8-
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Care Sheltered Housing schemes, with the opening of two new schemes.
• • •
People with learning disabilities • Some people had support to move • from residential care into the community. • The service was inspected and rated “satisfactory” by CSCI. • Some people had the choice of Individual Budgets. • People are engaged in shaping future services and improving them. • Good support services to help people find paid and voluntary work. • Good strategic planning of the service, with health colleagues. People with mental health problems • People with drug and alcohol • problems experienced an improved range of services, which better meet the needs of diverse communities. • Continued success of the “Coping Through Football” scheme. • Some people used Direct Payments to buy their care.
Expand the provision of Telecare services. Reduce the dependency on residential care. Increase the provision of intensive home care, and those receiving it via a Direct Payment. Continue to review and improve the short breaks service.
Continue to promote independent living for people with mental health problems.
People with physical and sensory disabilities • More people were supported to live independently. • People had minor adaptations delivered on time, and were happy with the improvements it made. • People waited less time for Major Adaptations, and waiting lists reduced. • People who are deaf or blind had braille training and some used telecare services. Carers • Services for carers services developed a wider range, including training and employment support.
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Improved Health and Emotional Well–Being
The contribution that the council makes to this outcome is good. People have access to an increasing range of health promotion information and activities, including some new initiatives with Age Concern, which are becoming more effective in reaching black and minority ethnic communities. Leaflets are available in community languages. The Mental Health Trust achieved Independent Foundation status, increasing its independence and capacity. Work took place to encourage people with mental health issues to take up Direct Payments, with some success. The innovative “Coping Through Football” programme continued to support over 50 people with mental health issues, and helped to reduce isolation. People with drug and alcohol problems experienced an improved range of services, which better met the needs of diverse communities There was substantial growth in intermediate care services, and the launch of an integrated “Inter Care Team”, which was established at the end of the 2007/08. The council anticipate the full benefits of this service will be more evident in 08/09. There was robust monitoring of delayed hospital transfers, which continued to reduce, but there is need for further improvements to bring Waltham Forest in line with comparator councils. The council anticipate further reductions in 08/09. New monitoring systems are in place to identify any delays and resolve the causes. An increasing number of people had reviews of their care packages. Key Strengths • • • •
Good range of health promotion information, available in community languages. Successful “Coping through Football” scheme supports 50 people. Improved drug and alcohol services. More intermediate care services and new initiatives were launched to reduce hospital delays.
Key areas for improvement • Continue to reduce the numbers of people who have delayed discharges from hospital.
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Improved Quality of Life
The contribution that the council makes to this outcome is good. More older people were supported to live independently than in 06/07, as were people with physical disabilities. Work needs to continue to support people with mental health issues to live independently. People who are deaf or blind had braille training and some used telecare services. People waited less time for minor and major adaptations, and the waiting lists reduced. Fewer people had intensive packages of home care and no-one received it via Direct Payments. This needs to increase. Telecare services were launched, with a show flat, and much work focussed on developing the capacity for this service. The numbers of people using this service were quite small and this needs to improve in the coming year. There were substantial improvements in extra care sheltered housing, with 71 new places available. The quality of residential care improved, with better commissioning and a well-managed closure programme of a council run service for older people. There is still a high level of dependency on residential care for older people, with an increasing number of older people going into residential care, one of the highest in London. The council say there was an increased demand from people with dementia, and anticipate reductions in the coming year, with the expansion of community services for people with dementia. Services for people with learning disabilities were part of the service inspection and rated “satisfactory”. The number of people who had short breaks reduced and the council are reviewing this service to make improvements that better meet people’s needs. Carers benefited from an increasing range of support services, including a carer’s handbook, better assessments of their needs, “pampering” days, and initiatives that engaged carers in developing better services, using local carers networks. There were continued initiatives to help people to feel safer in their homes. Key Strengths • Better quality of care services and improved commissioning. • More older people helped to live at home. • Improved aids and adaptations, shorter waiting times. • Expansion of Extra Care Sheltered Housing schemes. • Satisfactory services for people with learning disabilities. • Improved services for carers. Key areas for improvement • Continue to promote independent living. - 11 -
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• • • •
Expand the provision of Telecare services. Reduce dependency on residential care for older people. Continue to review and improve the short breaks service for people with learning disabilities. Increase the provision of intensive home care.
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Making a Positive Contribution
The outcomes in this area are good. The recent CSCI Service Inspection judged learning disability services to be “satisfactory” and found good examples of how people using learning disability services were involved in planning their own care and developing services to better meet their needs. This included some people using Individual Budgets. People using services praised learning disability staff for their respectful and person centred approach. There were a wide range of new and pre-existing initiatives to support people to have the confidence and opportunity to participate in service development. Groups of people were active in promoting and developing the voices of people using services. Examples include people using services receiving training to create and produce a leaflet promoting sexual health services, and a redesign of application and assessment procedures for disability benefits was completed following advice and feedback from people who used the service. Following the participation of people using services in consultation, a day centre was replaced with a local resource centre. An Older People’s Forum was established, developing a range of ways in which older people contributed to future services. This included promoting the community toilet scheme, improved awareness of Direct Payments, and better use of leisure services. Plans were in place to develop Local Involvement Networks, LINKs, with an independent group appointed to facilitate this work. The effectiveness and impact of new initiatives set up during 07/08 is still to be demonstrated. There continue to be a variety of effective volunteering opportunities. Key • • • • •
Strengths Older People’s forum set up. People actively engaged in developing and improving services. People with learning disabilities are engaged in shaping future services. Training and support to develop confidence to participate. Appointment of independent chair for the Local Involvement Networks.
Key areas for improvement • Continue to develop and launch Local Improvement Networks. • Demonstrate the impact and effectiveness of new arrangements and support in enabling people to further contribute to service developments.
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Increased Choice and Control
The outcomes in this area are good. Care Management services continued to improve, with prompt and efficient services. Assessments included a growing number of carers, especially carers of people with learning disabilities. There was evidence of a substantial increase in the use of advocacy to help people express more choice and control over the care they needed. For example, Age Concern delivered a range of individual and groups advocacy, using people feedback to review the service. For people with learning disabilities, the “Dynamite” project continued to help them exercise choice about the services they wanted. People are well informed about services and understand how to complain. The number of complaints reduced, and there was evidence that improvements were made as a result of complaint investigations. The out of hours services were reviewed, with plans for a more effective system in the future. There was an improvement in the quality of residential and domiciliary care services, with improved commissioning. Work is in progress on a reprovision programme for the future and new provision is still several years off. The numbers of people using Direct Payments increased, with a much better number of people from black and minority ethnic communities taking up this option. However, take up of Direct Payments needs to increase in the coming year, as part of the plans to deliver more Personalised Budgets. Some people with learning disabilities used Individual Budgets to make substantial improvements to the quality of their lives. An analysis was done to look at the key features of improvements made in social care. This work will be used as a building block to develop work on personalised budgets in the future. This is in the early stages of development. Key Strengths • People had prompt and effective care management systems. • Complaints and out of hours services improved. • Expansion of advocacy services. • Some Individual Budgets being used. • Some increase in take up of Direct Payments, especially from black and minority ethnic communities. Key areas for improvement • Increase the take up of Direct Payments. • Continue to develop Individual Budgets. - 14 -
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Freedom from Discrimination and Harassment
The outcomes in this area are excellent. Eligibility criteria are clear and easy to understand. They are available in different formats and community languages. There is universal access to initial assessments. The council achieved Level 4 of the Equality Standard for Local Government, and plans to achieve level 5 in the coming year. There is evidence that services are responding better to the needs of black and ethnic minority communities, such as the link with the Asian Resource Centre to support carers. Senior managers play an important and strategic role to promote equality work across the council and retain its high service profile. A growing variety of services are developing to meet the needs of community groups that were “hard to reach”. Service developments reflect the needs of black and minority ethnic communities, for example, work to develop effective safeguarding, and in the “Coping Through Football” scheme. Key Strengths • Improvements to services to better meet the needs of a diverse community. • Level 4 of the Equality Standard for Local Government was achieved, with expectations that Level 5 will be reached in 08/09. Key areas for improvement • Continue to implement further levels of Equality Standard for Local Government.
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Economic Well-being
The outcomes in this area are excellent. There is a clear protocol to cover continuing care and disputes effectively managed. There is well-established joint work, with a new integrated Intermediate Care Team of health and social care professionals. The Learning Disability Partnership was a “pilot site” to support people with high needs into employment, developing a variety of employment training and initiatives. This included an employment project that provides meals for a large day centre as well as placements within the council itself. The voluntary sector offer skills and workshops, with NVQ training, to support disabled people into work. People with mental health needs had a range of employment services, and 58 people were helped into work, 50% were from black and ethnic minority communities. Carers were supported to return to work or take up new employment, with home based respite and a ‘sitting service’, so they could attend interviews. There were also training courses and grants to help encourage people to take up opportunities. The number of people with learning disabilities supported in paid and voluntary work was amongst some of the highest in London. There are very effective partnerships and benefits advice that help people to maximise income and avoid financial difficulty. There is evidence that the councils own joint visiting scheme is effective, with £2,000,000 successfully claimed in benefit entitlements. Key Strengths • Good support services to help people with learning disabilities find paid and voluntary work. • A wide range of training and support services to help people into employment and volunteering opportunities. • Range of services to support carers to take up work. • People made good use of benefits advice services. Key Areas for Improvement • None identified.
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Maintaining Personal Dignity and Respect
The outcomes in this area are good. In the recent Service Inspection by CSCI, Safeguarding services were rated as “good with promising prospects”. The report praised leadership from senior managers, the effective Safeguarding Board, and effective policies and procedures. All staff doing investigations were qualified social workers, and case practice was sound. The council developed an action plan to continue improvements to safeguarding services, including for self–funders, and to implement the recommendations made by the inspection team. There was concern about the high number subsequent of abuse allegations in care homes. Close attention was given to this, with an improvement in the quality of care homes. The volume of safeguarding alerts increased, a reflection of the extensive outreach and training work done to improve awareness. Although the referrals increased, the number of investigations completed during the year dropped significantly to below 50%. This may be a reflection of more complex investigations, but improvement is needed. Training for front line staff was effective with a high volume of staff trained, more awareness of safeguarding issues and how to use the procedures. The same was not evident in the independent sector, where only 10% had similar training. The council report this figure was an early, inaccurate estimate that belies the large volume of training undertaken in the independent sector. They gave the example of 256 voluntary and independent care staff who attended the “good practice” workshops. More accurate monitoring of safeguarding training is needed in the coming year. There is a well-developed Multi Agency Safeguarding Board, with effective partnership working and a clear plan of action to continue to develop safeguarding services. Privacy and dignity are embedded into policies and procedures. Key Strengths • Safeguarding services were rated as “good with promising prospects” • Good Action plan to continue improvements. • Effective training programme for council staff. • Well developed Safeguarding Board, with clear direction. Key areas for improvement • Continue to develop safeguarding services and consolidate the safeguarding quality assurance system. - 17 -
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• • •
Increase the completions of safeguarding investigations. Continue to increase safeguarding training, especially in the voluntary and independent sector and effectively record it. Complete implementation of the action plan following inspection.
Capacity to Improve
The council’s capacity to improve services further is promising. There is effective and ambitious leadership, that responds to peoples social care needs, and develops targets and priorities for improvement. A careful balance is needed between the efficiency initiative and the growth in need of the local population. Strategic plans are developing and aim to continue improvement in services. There is evidence of good engagement with external partnerships, especially with health partners, which have improved services. There is forward planning of the workforce, with investment in staff training and a variety of secondment and apprenticeships. Staff turnover and the vacancy factor are currently high, due to the Efficiency Review and restructuring. Although interim appointments were made to ensure leadership capacity at senior level, vacant posts need to be filled and the turnover rate of staff reduced. Following the 2007 CSCI Service Inspection that returned a ‘promising’ capacity judgement, action plans were implemented to improve services in a number of areas highlighted for improvement. These plans need to be fully realised in order to continue the improvement of services and outcomes for people who use them. Performance management systems improved, with Business Objectives reporting available to managers. An Improvement Board was set up and signalled the importance of continued improvements to services. There was overall progress, with significant improvements on all areas identified in last year’s performance report. This brings the council more in line with that of comparator councils in some areas but also highlights areas where further improvement is required. Commissioning improved during the year, with improvement to the quality of care services purchased. Some of this was achieved by the closure of one of the council’s own homes. Joint work with health developed a number of strategic plans to address gaps or inequalities in services, such as the pressing need for more dementia services. The Joint strategic Needs Assessment is still in the early stages of development, with the draft due in the autumn of 2008. Budget pressures due to growth in demand, and the council’s own Efficiency initiative led to close and effective budget monitoring. There is a 3-year financial plan, with sufficient resources to meet the growth in demand. - 18 -
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There is increasingly effective use made of regulatory data to understand and manage the social care market. A concerted drive to improve quality was achieved this year and needs to be sustained in the coming year. Key Strengths ¾ Leadership o Ambitious and determined leadership o Good performance management systems. o Good budget management. ¾ Commissioning and use of resources o Improved commissioning services. o Good use of regulatory information. Key areas for improvement Leadership Reduce staff turnover and recruit to vacant posts. Further develop the Joint Strategic Needs Assessment. Plans to extend Self Directed Support and Personalisation need to be fully realised and show positive benefits for people. o Complete implementation of the action plans developed in response to the CSCI Service Inspection. ¾ o o o
¾ Commissioning and use of resources o Continue to sustain improvements to quality of regulated services. Yours sincerely,
Colin Hough, Regional Director Commission for Social Care Inspection
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Agenda Item 9 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: Tuesday 20th January 2009
Title:
Delegation of Cabinet Powers to the Chief Executive for Council Restructuring arising from the Efficiency Review
Council Priority:
Achieving Excellence
Directorate:
People, Policy and Performance
Report of:
Martin Esom Deputy Chief Executive
Contact:
Martin Esom
Phone:
020 8496 6826
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
None
Appendices:
None
Status:
Open
1.
SUMMARY 1.1.
2.
This report seeks Cabinet approval to delegate its formal powers to agree the restructuring of officer management structures to the Chief Executive. This will allow the Council’s Efficiency Review to progress more quickly and to be more easily linked to other mandatory processes, such as the requirements to consult with staff and their union representatives. The delegation would only be for the period of the Efficiency Review.
RECOMMENDATION 2.1
For Cabinet decision: 2.1.1 Subject to 2.1.2, Cabinet is requested to agree to the delegation of the following powers to the Chief Executive: 2.1.1.1
The power to agree the Council’s Senior Management Structure under paragraph 11 of the Cabinet’s Terms of Reference of Cabinet (Part 7, Council’s Constitution).
2.1.1.2
The power to agree Council wide restructuring under rule 9.3 of the Officer Employment Procedure Rules.
2.1.2 The delegation shall only apply to decisions falling within the scope of the Efficiency Review and the Chief Executive shall exercise these powers following consultation with:
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2.1.2.1
The Leader and Deputy Leader in their Business Management Meeting; and
2.1.2.2
Relevant portfolio holders and Strategic or Executive Director(s) and the Director of Finance.
2.1.3 Cabinet is asked to note that:
3.
The delegated powers would remain subject to overview and scrutiny; and
2.1.3.2
Cabinet retains the power to make the delegated decisions should this be considered appropriate in individual cases.
REASON FOR DECISION 3.1.
4.
2.1.3.1
The Cabinet only can agree to delegate its powers.
PROPOSAL 4.1.
As Waves 1 and 2 of the Efficiency Review are about to be fully implemented, it is appropriate to review the governance arrangements in place and how well they worked. A key issue that arose from this process is the need to align decision-making processes as far as possible but without compromising effective oversight of decision-making.
4.2.
It took approximately nine months to go through the process of implementing Waves 1 and 2. A lot of this time was unavoidable and desirable, such as the need to consult with staff on the proposals following which amendments to structures were made. Moreover, the scrutiny process needs to be built into the timeframe.
4.3.
Unnecessary delay, however, reduces the potential savings available to the Council and so it is important to consider how the process can be streamlined. It is considered that one area where decision-making could be streamlined is Cabinet decision-making. The forward plan requirement (i.e. that it must be published 14 days before the month in which a decision is made) makes it difficult to make quick decisions following the closure of consultation. For example, the consultation on Wave 1 ended on 28th July 2008 but the Cabinet decision to implement the new structure did not take place until 9 September 2008, the date of a special Cabinet meeting. The next scheduled meeting was on 30 September 2008.
4.4.
It is proposed that Cabinet for decisions falling with the scope of the Efficiency Review delegate the following powers to the Chief Executive: 4.4.1. Its power to agree Council wide restructuring (Constitution, Part 8, Officer Employment Procedure Rules, rule 9).
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4.4.2. Its power to agree the senior management structure of the Council. 4.5.
It is expected that the Efficiency Review (to be known as the Smarter Spending Programme) will continue until March 2010. For good governance, the delegation would be conditional upon the following: 4.5.1. Consultation with the Leader, Deputy Leader and relevant portfolio holders and the Director of Finance. 4.5.2. Any decisions (proposed or made) would be subject to scrutiny in accordance with the Constitution.
5.
4.6.
Should there be a significant disagreement (e.g. a consensus on the decision cannot be reached) on a proposed decision by the Chief Executive, it could simply be referred to the next Cabinet meeting for decision.
4.7.
It is anticipated that this would bring significant time savings to the Efficiency Review, which in turn will materialise into financial savings. This can be implemented with the current wave of consultation in respect of Finance, Performance and Information and Customer Services.
4.8.
All other processes involved with a restructure will continue unchanged. Decisions will be made on the basis of reports taking into account the outcome of consultation with staff and Unions and with the necessary financial, legal, equalities and other implications.
4.9.
It should be noted that where the Chief Executive will be making a key decision, as defined in the Constitution, similar access to information requirements will apply to the decision. In addition, it is a legal requirement that the chair of the relevant Overview and Scrutiny Committee is provided with a copy of the report.
ALTERNATIVES CONSIDERED 5.1.
The main alternatives are: 5.1.1. Retain the current arrangements and seek to align timetables as best as possible. 5.1.2. Delegate decisions to an individual Cabinet member or committee of the Cabinet. 5.1.3. Use urgency provisions to allow the Leader to make decisions, where the Constitution allows this.
5.2.
Each option has its merits, although 5.1.3 would have limited application as we should be able to anticipate when decisions are needed. It is considered that the proposals achieve an effective balance between the need to make quick, effective decisions and transparency and member scrutiny of the process.
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6.
CONSULTATION 6.1.
7.
The following have been consulted in preparing this report and their input taken into account: Leader and Deputy Leader, Chief Executive, Directors of Governance and Law and Finance and the Chair of Overview and Scrutiny Management Committee.
IMPLICATIONS 7.1.
Financial The delegation of powers to approve restructures developed as part of the Efficiency Review would result in their earlier implementation. This earlier implementation would mean that the Council would realise earlier and greater savings from restructures. The amount realised would depend upon the size and scope of the restructure in question.
7.2.
Legal 7.2.1. Under Part 2 of the Local Government Act 2000, the Leader and Cabinet as the Council’s executive may delegate its powers to an officer. Where the delegated decision is a key decision, specific access to information requirements still apply so that, amongst other things, the forward plan must be used and a report published and made available at least 5 working days before the meeting. The Chief Executive already has delegated powers under the Constitution and 2001 Local Authorities (Standing Orders) Regulations for overall management of the Council’s workforce. The Chief Executive may also currently agree restructuring where it impacts on one or more directorates but is not council wide. 7.2.2. Where the executive has delegated its powers, Part 2 LGA 2000 provides that it still retains the powers to make the delegated decision. This therefore provides a safeguard where a proposed decision of the Chief Executive is considered appropriate for Cabinet decision. 7.2.3. Nothing in this report has any implications on the Council’s obligations to consult with affected employees or treat employees fairly and without unlawful discrimination. Equalities impact assessments will continue to be carried out.
7.3.
Human Resources 7.3.1. Human resource implications of any restructure will continue to be assessed.
7.4.
Health Impact Assessment 7.4.1. There are no health implications in this report.
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7.5
Equality Impact Assessment 7.5.1 There are no direct equalities impacts of this report – as stated in paragraph 7.2.3 above, Equality Impact Assessments will continue to be undertaken on specific proposals.
7.6
Climate Change Impact Assessment 7.6.1 There are no climate change impact assessments.
8.
CONCLUSION 8.1.
Cabinet is requested to consider and agreement the delegation of its powers in respect of restructuring for the period of the Efficiency Review.
Background Information None
Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed Portfolio Member for Service Modernisation
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Date 07/01/09
Agenda Item 11 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet - 20th January 2009
Title:
FINANCIAL MONITORING: MONTH 9 (DECEMBER)
Council Priority:
Achieve Excellence - Ensuring Value for Money
Directorate:
Finance Department
Report of:
Director of Finance
Contact:
Lin Burton
Phone:
0208 496 4392
E.Mail:
[email protected]
Action required:
For Decision
Wards affected:
Not Ward Specific
Appendices:
A - Summary of revenue budget monitoring projections B - Sundry debtors by type and month C - Capital Budget Changes D - Net borrowing summary E - Creditors % invoices paid on time F - Agency spend G - Progress on Policy Review (2007/08 year two) H - Action Plan for Savings 2008/09 I - Provisions and Reserves 2008/09
Status:
Open
SUMMARY This report covers the budget monitoring for the ninth month of 2008/09, December, including the position on capital, debtors, creditors, the net borrowing summary, the cumulative spend on agency and consultants and the progress on year two of the 2007/08 Policy Review, along with the action plans for all savings required in 2008/09 to offset potential overspends. The in-year savings requirement has been actioned in SAP and is incorporated in the projections. RECOMMENDATIONS Cabinet is requested to:note the financial monitoring for month 9; and agree the capital programme budget reallocation of £647,000 (appendix C). agree to release the Directorate reserves and provisions totalling £966,000 as detailed in paragraph 4.10, to support the 2008/09 budget REASON FOR DECISION It is best practice for Members to monitor the Council’s budget, focusing on highrisk areas on an exception basis.
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ANALYSIS REVENUE BUDGET MONITORING 2008/09 Directorate Adult and Community Chief Executive Children and Young People Services - Asylum Seekers Environment and Regeneration Finance Governance and Law People, Policy, Performance TOTAL HRA
Use of Directorate balances £’000 0
Possible Corp. Funding £’000 0
Net Year-end Project’n £’000 0
Month 9 Variance
Year end Projection
£’000 1,316
£’000 811
Action plan savings £’000 (811)
0 (29)
0 2,724
0 (2,103)
0 (103)
0 0
0 518
(346) 1,722
461 2,160
0 (415)
0 (509)
(461) 0
0 1,236
369 624
716 810
(716) (130)
0 (148)
0 0
0 532
(231)
244
(74)
(170)
0
0
3,425 (1,732)
7,926 0
(4,249) 0
(930) 0
(461) 0
2,286 0
Summary 4.1
In overall terms, there is a projected net overspending of £2.286 million at the year-end. This represents an increase of £268,000 since month 8, with the overspending on Environment and Regeneration and Governance and Law remaining the same, but Children and Young People an increase of £268,000 on the savings still to be found due to additional placements in December. As with last month’s report, the forecast takes account of the in-year savings target of £4.5 million. Appendix H shows action plans to offset overspendings identified by the Directorates. In some cases, Directorate balances are being used to meet the inyear savings targets and/or budget pressures. As approved at Special Cabinet on 9th September, the Efficiency Review Workstreams 1 and 2 will produce a base budget reduction of £6.2 million in a full financial year. The shortfall of £3 million on the original target for 2008/09 will be met from a planned contribution from balances. Adult and Community Services
4.2
Adult and Community Services net projection for the year-end is a spend to budget position. The projected over spend of £811,000 represents an improvement of £262,000 on last month’s projection of £1.073 million, and will be funded through a management recovery action plan. This projection includes the in-year savings requirement of £1.31million. Adult Social Care is projecting spending pressures of £1.76 million, inclusive of recovery action, which is £5,000 more than month 8. The overspend is mainly on placements, income generation on in-house care homes and agency staff. Culture and Leisure Services is projecting a net overspend of £147,000, a £33,000 increase from last month, primarily on Libraries staffing and income. The overspends are offset by savings in the Executive Director and Resources services of £1.04 million, inclusive of recovery action, an increase of £126,000 on month 8, and the reduction in the number of void rents and additional rent income in Housing temporary accommodation of £871,000, a reduction of £38,000 from last month, plus some staff vacancy reductions.
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Chief Executive 4.3
The spend in this area will be to budget. Children and Young People Services
4.4
The month 9 position now reflects the directorate’s in-year saving target of £1,176,000. Excluding asylum services, Children & Young People Services’ net projection for the year-end remains a spend to budget position, but this includes significant risks; successful claims against the PCT for joint placements of £500,000 and further successful management action to identify £518,000 savings. Of this amount, £250,000 represents savings still to be identified as reported last month, but there is an additional £268,000 resulting from a number of placements in December, including one remand placement. The projected overspend on Children and Families, excluding the £518,000, is being funded through a combination of management actions, grant reattribution, £103,000 use of the Transformation reserve and other compensatory savings. The overspend is primarily due to the continuing trend for looked after children having increasingly complex needs resulting in higher unit costs. The figure now reflects the one off costs relating to the in -sourcing of EduAction, Connexions and Career Management services. Asylum services is currently predicted to overspend by £461,000, which will be funded from the corporate Loss of Grants reserve. This figure now excludes the special circumstances grant following the Home Office setting new criteria for this grant in the summer. The service is working to ensure it meets the new requirements. It can now be reported that £327,000 additional income has been secured in respect of the UASC Leaving Care Costs 2007/08 Special Circumstances Bid from the Home Office subject to audit. This will be used to reimburse the corporate Loss of Grants reserve, which is used to fund shortfalls in the Asylum Seekers funding. Environment and Regeneration Services
4.5
The forecast outturn position for the Directorate is an overspending of £1.236 million having incorporated the £924,000 in-year savings target. The overall position has improved this month and the proposed allocation from provisions and reserves has been reduced by £156,200 to £508,800, (the Hoppa Bus reserve and the Yellow Box provision), which is being used to partially offset the in-year savings target. The £1.236 million overspending is attributable to IT and is one-off but there is a potential base budget shortfall ongoing of £200,000 per annum. There are some areas of concern within the Public Realm Service; in particular, these are Transport, Non-Domestic Refuse, Recycling Income and the Public Realm Unit Head. However, it is anticipated that these will be managed and contained within the Service. Strategic Directorates Finance Department
4.6
The Finance Department is forecast to spend in line with the budget. Revenues and Benefits are taking action to contain its expenditure as Benefits Administration subsidy has reduced from 2007/08. This will continue to be monitored closely. The forecast takes account of the in-year savings target of £716,000.
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Governance and Law 4.7
Governance and Law is forecast to overspend by £532,000, no change since last month. The problem has been held to £532,000 by using a £148,000 reserve created for fluctuating income and by restricting expenditure within the Directorate. The slowdown in the Housing market, combined with the trend towards requesting basic searches instead of full searches, has caused a projected income shortfall in Land Charges. The forecast takes account of the in-year savings target of £130,000 for which action plans have been identified. People, Policy and Performance
4.8
People, Policy and Performance is forecast to spend in line with the budget. The forecast includes expenditure of £326,000 within Human Resources being the cost of implementing Single Status. This is contained by underspends within the directorate and options to contain the remaining overspend will be explored. The forecast takes account of the in-year savings target of £244,000, of which £170,000 is being offset by the use of the Strategic Initiatives reserve. Housing Revenue Account (HRA)
4.9
The Housing Revenue Account is currently forecast to spend to budget, but there are a number of issues that will affect the forecast. There is an underspend due to the recalculation of debt management expenses for Housing Subsidy for the 2007/08 final claim of £621,000. The figures are now more or less finalised, and the cash has been received. An exercise was undertaken to investigate the impact of the unpooling of tenant service charges, following concerns having been raised by residents. This has now been concluded and there will be an in-year cost of some £392,000, due to issues around allocation of costs. Extensive work has been done with colleagues from Ascham Homes, and in a full year, the corrected position, using current figures would be a full year increase of some £90,000 income. The additional costs will be fully offset against benefits gained as part of the subsidy recalculation. There is also an issue about leaseholder contributions to the Decent Homes programme, raised as an implication of the Leaseholder Valuation Tribunal.
Provisions and Reserves The table below sets out the Provisions and Reserves identified by the Directorates to be used to support the 2008/09 budget; Description Reserves; Children Environment
Balance as at 31/3/08 £’000
- Transformation Fund - Bywaters - Hoppa Bus Governance & Law - Fluctuating Income PPP - Strategic Initiatives Provisions; Environment - Yellow Box Junction TOTAL
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Proposed Release for 08/09 budget £’000
103 226 817 148 317
(103) (36) (259) (148) (170)
259 1,584
(250) (966)
Members need to agree the use of £966,000 of these reserves and provisions to support the 2008/09 revenue budget that, with the exception of the Fluctuation Income reserve, was not the intended use for which the reserves and provisions were being held. Council Tax Collection, Net Borrowing and Cash Flow The Council Tax collection rate is above the monthly profiled target level and also above that achieved at month nine last year. The NNDR collection rate is below the monthly profiled target level and also below last year’s actual at month nine. The Council’s net borrowing is higher than last year’s figure but below the year-end target figure. The year-end target for 2007/08 for the Council’s net borrowing was revised upwards from £214 million to £257 million last year and has been increased for 2008/09 to £289.8 million. This was originally due to two main factors; the first was the allocation of borrowing approval of £10 million for decent homes, which was spent in 2007/08. The second was due to the change of fund managers for the pension fund needing liquid assets since the market is not viable for the sale of pension fund property assets, which were acquired under the previous fund managers. The loan to the pension fund has now been repaid. However, the current economic climate is likely to cause other pressures and, although the year-end target is being reviewed, it is unlikely to be reduced. The chart at Appendix D shows the comparison of the last three financial years and the first nine months of this financial year. The sundry debtors’ position has improved considerably from last month and will reduce substantially in January due to a partial payment of £2,614 million by EduAction in respect of the invoice for £3.614 million in respect of the shortfall on the Pension Fund. However, due to the sums still outstanding from EduAction as at the end of December, it is still higher than last year’s figure and slightly above the target. A further breakdown of the figure is given in Appendix B. The percentage of invoices paid on time, shown in Appendix E has been distorted this month due to the introduction of e-invoicing. It is anticipated that it will be a couple of months before the normal level is regained.
C.Tax collection rate NNDR collection rate Council’s net borrowing Sundry debtors
Actual December 2007 82.30% 86.67% £221.0 m £8.695 m
Actual December 2008 82.84% 85.02% £226.2 m £11.978 m
Target for December 2008 82.14% 86.14% N/A £10 m
Target for Year-end 2008/09 94.81% 96.84% £289.8 m £10 m
Contingency and Balances 4.12
There has been no movement in the working balance, which as planned was increased to 2.3% of net revenue expenditure, although there is a potential call against this of up to £3 million to offset estimated slippage on the Efficiency Review savings. This sum will be repaid over the Efficiency Review programme period. There have been no allocations from the general contingency this month.
Page 83
CAPITAL BUDGET MONITORING 2008/09 Month 9 Variance £000
2008/09 Budget at Month 8 £000
New Adjusted Budget £000
Budget Change £000
Predicted Outturn £000
Variance £000
Adults and Community
(575)
45,233
45,417
184
44,001
(1,416)
Children and Young People
(688)
30,866
30,866
0
28,332
(2,534)
Strategic Directorates
(493)
3,390
3,377
(13)
3,264
(113)
Environment and Regeneration
(1,461)
11,532
11,994
462
10,639
(1,355)
Total
(3,217)
91,021
91,654
633
86,236
(5,418)
Directorate
See appendix C for explanations of requested budget reallocation. Adult and Community Services 4.13
The total expenditure on Adults and Community to the end of month 9 is £29.885 million against a profiled budget of £30.46 million. The estimate for the end of the year is an underspend of £1.416 million. This is predominantly attributable to the Leyton Library project. Plans are still being finalised and consultation is being undertaken. This project will slip into the new year resulting in an underspend of £1.006 million. The Month 9 variance on the other HRA programme is £181,000 under budget which is mainly on the Willow House regeneration project. Major refurbishment works have commenced and the project is anticipated to complete by the end of January 2009. Children and Young People Services
Overall, the Children and Young People capital programme is set to underspend by £2.534 million in this financial year. The Education programme is showing a small forecast overspend of £172,000. On the Building Schools for the Future Programme, the 2008/09 budget assumes that the bulk of expenditure on the Whitefield project will take place in 2008/09. This is no longer the case as works are not set to commence until January 2009 at the earliest. Therefore this scheme is expected to spend £2.511 million less than the budget in this year. The £500,000 budget for contingency costs on BSF is likely to be exceeded this year by approximately £179,000 and work is continuing to identify funding for these additional costs. Phase 3 of the Childrens Centre project is set to underspend in 2008/09 because of delays in scoping the works. The programme is forecast to meet expenditure targets over its three year duration. Strategic Directorates 4.15
The Strategic Directorates have spent £1.871 million to the end of month 9, against a profiled budget of £2.364 million. This includes expenditure of £686,000 on Higham Hill JSC Phase 2 and £717,000 on Waltham Forest Direct Shops. The projected outturn is £3.264 million against a budget for the year of £3.377 million. This represents an underspend of £113,000, which is a slight increase on the £98,000 reported at the end of November. This includes £75,000 projected underspend on the e-invoicing project, which is now to be utilised towards the Merchant Services project. There is also a £76,000 projected underspend on
Page 84
Waltham Forest Direct Shops and an £111,000 overspend on the final account for Juniper House. Environment and Regeneration Services 4.16
5
ALTERNATIVES CONSIDERED 5.1
6
Not applicable.
CONSULTATION 6.1
7
Environment and Regeneration have spent £5.648 million to the end of December against a profiled budget of £7.109 million. The year end predicted outturn is now at £1.355 million less than the budget. Transport Schemes will underspend by £160,000 as a result of previously reported problems on the Bakers Arms diagonal crossing and the Bus Priority Scheme at Chingford Road. The EPCS capital works are predicted to underspend by £968,000. This is predominantly the result of the document management system not being fully implemented in this financial year. A request will be made to transfer this funding forward into the 2009/10 year. Growth Area Fund Schemes are expected to spend £201,000 less than budgeted. It is proposed that these resources will be used on regeneration projects in the next financial year.
Executive Directors have consulted with Portfolio Holders and the Chief Finance Officer has consulted with Directorate Heads of Finance in preparing this report.
IMPLICATIONS Financial The whole report is of a financial nature. Legal There are no direct legal implications. Human Resources There are no direct human resource implications. Health Impact Assessment A stable financial position means that the Council is more able to fund urgent health priorities as they arise. Services to older people are currently experiencing pressures, needing careful management. Equality Impact Assessment 7.5
There are several areas of budget pressure such as Asylum Seekers, Social Care placements for Adults and Children’s placements, all of which affect vulnerable people. These areas will be closely monitored. Climate Change Impact Assessment
7.6
There are no direct climate change implications.
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8
CONCLUSION 8.1
The table in Section 4 of this report indicates that although there is a projected net overspending of £2.286 million at the year-end, this requires the successful delivery of savings totalling £4.249 million, of which £2,103 million relates to the Children and Young People Services Directorate. It is also dependent on the delivery of Policy Review savings of £3,492. For Policy Review items, it should be noted that where one-off savings have been used as alternatives in 2008/09, permanent on-going savings will need to be identified. Some of the proposed additional savings in the Action Plans are deemed to be of moderate risk, pending further investigation, and as such the delivery of these savings will need to be closely monitored. There are proposals to use Directorate reserves and provisions of £966,000, and these have been taken into account for the month 9 forecast. However, in order to satisfy the External Auditor, Members need to approve the alternative use of these balances. Two directorates are currently forecasting a net overspending; Environment and Regeneration Services are projecting a £1.236 million overspend due to IT and Governance and Law where there is a projected £532,000 overspend due to an income shortfall in Land Charges. In addition, a £518,000 overspend for Children and Young People is forecast, an increase of £268,000 from last month following additional placements including one remand placement during December. It is essential that the service pressures within the directorates are closely monitored along with the compensatory savings identified. There is specific funding available from corporately established reserves to finance the projected overspending of £461,000 in respect of Asylum Seekers services. ______________________________ Background Information: Returns from Directorate Resources Units Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed
Date 9th January 2009
Cabinet Member for Finance, Risk and Governance
Page 86
Chief Executive Children & Young People Asylum Seekers Loss of Grants reserve Other Lifelong Learning areas In-year savings target Directorate savings/use of reserves Children Services
Service Cultural Services Elderly Younger Adults Other Social Services Adult Social Care - OP/PD Adult Social Care - Mental Health Adult Social Care - Learning Disab. Resources/Exec. Director Concessionary Fares Homelessness/HSA In-year savings target Directorate savings/use of reserves Adult and Community Services
Year Month
Page 87
TOTAL LBWF
Corporate Expenditure
People, Policy & Performance
Governance and Law
Finance Department
Local Land Charges Halls Service Commercial Rents ICT Customer Services Council Tax & Benefits Catering income Directorate savings/use of reserves Corporate Services Public Realm Sustainable Communities Greenspace Consumer Protection Resources Safer & Stronger Communities Building Services ICT Customer Services In-year savings target Directorate savings/use of reserves Environment & Regeneration Revenues & Benefits Property Other finance sections
100 142 (100) 385 (256) 169 35 (475) 0 1,466 186 (16) (21) 0
(990) 714
123 0 284 (158) 20 0 (269) 0 1,344 209 (19) (124) (13)
-
(1,869) 0
0 1,869 714 (714) -
(281)
0
(28)
1,922
0
0
0
0
(135)
135
0
(1,737) (1,615) (1,397) (23) 0 0 was included in Corporate Serv was included in Corporate Serv was included in Corporate Serv
832 0 0 was included in Corporate Serv was included in Corporate Serv
202 65 (138) 456 8 80 (12) (661) 0 867 416 30 (18) (413)
(1,819) (2)
-
0 990 714 0
0 (117)
(139) 1,267 550 0 0
(1,499) 1,208
835 (1) 0 (1,287)
(2,465) 0
1,229 414 1,503 (844) 332 (169)
1,035 0 1,336 (68) 332 (23)
£'000
6 0
£'000
3
95
135 0 2 199
£'000
2006/07 12
0
0
(130)
130
271
0
(80)
80
0
0 0 0
32 (62) 30 0
(1,574) 0
(21)
0
(180)
159
0
123 0 (123)
(1,501) 0
218
94
(1,559) 0
0 1,489 122 (123) (100) (84) (21) 0
0 1,573 126 (73) (45) (93) (8) 0
0 1,529 157 (66) (33) (17) (11) 0 93 (93)
-
(3,000) 0
0 3,000 648 (648) -
(3,671) 0
1,874 350 1,729 (171) 354 (703)
238
-
(3,004) 0
0 3,004 648 (648) -
(2,875) 271
1,859 373 1,764 (831) 354 (599)
226
£'000
11
-
(3,172) 0
0 3,172 648 (648) -
(2,807) 0
1,513 439 1,764 (850) 332 (578)
187
10 £'000
2007/08 £'000
9
LBWF: SUMMARY OF BUDGET MONITORING YEAR END PROJECTIONS 2008/09 FORECAST OUTTURNS vs BUDGET: Over and (Underspendings) by Major Areas
0 0
0 0 0 0 0 0
0
(179)
(19)
(87)
9
(2)
(1) (1) 0
0
0
0
0
0
0 0 0
0
(207)
191
(186)
0 275 7 15 (21) (124) 55 0
-
(1,436) 0
0 1,436 558 (558) -
£'000
2
(12) 270 277 (150) (107) (552) (131) 16
-
(2,539) (3)
0 2,536 669 (669) -
(3,657) 121
2,006 314 2,031 (82) 355 (1,129)
283
£'000
Final 43
286
0
0
286
0
70 (20) (50)
(85) 0
(309)
0 541 (112) 19 (14) (62) 22 0
-
(1,436) 0
0 1,436 541 (541) -
(185) 0
413 129 376 (241) (37) (498)
£'000
3 0
358
0
0
358
0
72 (44) (28)
(91) 0
(210)
0 534 (123) 0 0 (93) (17) 0
-
(1,436) 0
0 1,436 525 (525) -
(299) 0
433 166 501 (257) (37) (507)
£'000
4
2,178
0
0
417
0
71 (72) 1
2,056
0
0
520
0
36 (71) 35
924 (1,293) 1,236
924 (1,122) 1,146
0 541 2 (24) (22) (60) (82) 0 1,250
-
0 1,824 461 (461) 317 1,176 (3,017) 300
135 300 514 (413) (37) (622) 1,310 (1,310) 0
123
1,161
0 384 (2) (2) (31) (60) (106) 0
-
(1,148) 615
0 1,536 466 (466) 227
(1,360) 0
318 540 845 (242) (37) (122)
58
6 £'000
2008/09 £'000
5
7
8
1,752
0
0
516
0
49 (110) 61
2,018
0
0
532
0
49 (110) 61
924 (1,080) 1,236
1,283
1,428 924 (1,215) 1,236
0 441 (42) (44) (51) (133) (62) 0
-
0 1,828 461 (461) 916 1,176 (3,670) 250
429 717 922 (329) (37) (742) 0 (1,073) 0
113
£'000
0 451 154 (25) 57 (500) (38) 0
-
0 1,828 461 (461) 352 1,176 (3,356) 0
366 420 684 (1,080) (37) (622) 1,310 (1,167) 0
126
£'000
9
now Gov & Law now Adults & Comm now Finance Dept. now Environment now Environment now Finance Dept. now Children
aborbed in M9 figs
absorbed in M8 figs
2,286
0
0
532
0
48 (126) 78
509 (509) 1,236
1,286
0 387 was Street Srvs (139) Development Unit (46) (4) (118) (130) 0
-
0 1,854 461 (461) 870 0 (2,206) 518
465 756 663 (312) (37) (871) 0 (811) 0
147
£'000
recategorised
APPENDIX A
APPENDIX B
Debtor Analysis 2008/09 As at 31st December 2008 Unsecured Debts People, Policy & Performance Performance Human Resources
0 - 30 £
Number of Days 61 - 90 91 - 180 £ £
31 - 60 £
> 181 £
Total £
17,373 4,693
13,060 765
5,292 871
376 4,352
10,366 56,232
46,467 66,914 113,381
Children & Young People Children and Families Resources Education for Communities Catering Services
3,660 433,203 21,074 15,658
0 47,282 2,482 4,036
0 962,646 1,296 1,890
15,477 350,960 1,085 229,583
1,720 56,906 1,344 64,015
20,857 1,850,996 27,281 315,181 2,214,315
Adult and Community Services Adult Social Care Housing and Neighbourhoods Cultural and Leisure Resources
272,034 4,461 18,080 (6,675)
55,307 478 0 29,807
54,675 744 524 143,055
119,903 668 234 84,445
877,984 48,997 2,271 46,782
1,379,903 55,348 21,109 297,414 1,753,773
0
0
0
0
30,984
30,984 30,984
Environment and Regeneration Parking Consumer Protection Resources Public Realm Building Services Greenspace Sustainable Communities ICT
2,126 18,620 6,889 312,645 0 23,063 2,274 166
3,135 8,985 611,614 110,259 0 0 930 0
280 36,755 0 38,257 0 395 12,000 24,179
1,815 5,824 0 127,322 0 3,996 31,573 169
0 62,720 708 184,584 49,998 27,498 10,664 106,776
7,356 132,903 619,211 773,067 49,998 54,953 57,440 131,289 1,826,217
Finance Department Strategic Finance Procurement Property Services Revenues & Benefits
11,024 1,808 685,820 0
197,482 0 102,177 4,030
2,237 0 17,223 540
3,614,200 0 78,304 0
29,918 119 406,473 20,899
3,854,861 1,927 1,289,996 25,469 5,172,253
(31,513) 180 (274,475) (2,474)
10,497 0 (7,631) (28,426)
(1,536) 809 (9,700) 0
(5,485) (352) (13,379) (12,750)
(19,008) 11,676 (36,212) (124,458)
(47,044) 12,313 (341,397) (168,108) (544,236)
1,539,713
1,166,268
1,292,431
4,638,319
1,929,957
10,566,688
174,139 0 0 0 174,139
178,340 41,612 0 0 219,952
9,251 64,811 0 0 74,062
113,644 62,895 0 0 176,539
241,398 449,194 9,112 66,793 766,497
716,772 618,513 9,112 66,793 1,411,190
1,713,852
1,386,221
1,366,493
4,814,858
2,696,454
11,977,877
Governance and Law Legal and Democratic
Unallocated credits Transfers/Reversals Customer payment Write offs
Fully Secured Debts Housing and Neighbourhoods Adult Social Care Land Charges Environment
TOTAL DEBT
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Environment and Regeneration
Fully Secured Debts
Other Documents & Payments
Write-Offs
Finance Department
0
1,273,753
6,836,458
7,499,118
1,196,127
(96,218)
(55,663)
1,454,011
2,081,351
43,910
1,816,786
1,488,196
104,085
January 2008 Total £
(394,619)
(37,024)
2,094,921
1,783,970
43,910
2,343,471
Adult and Community Services
Governance and Law
1,556,621
107,870
0
December 2007 Total £
Children and Young People
People, Policy and Performance
Chief Executive
Unsecured Debts
As at 31st December 2008
Page 89
0
1,117,997
5,753,032
(254,146)
(35,018)
1,412,926
1,694,453
99,660
1,873,897
847,688
113,572
February 2008 Total £
0
1,398,350
8,261,821
(143,055)
(4,571)
1,728,000
2,565,436
37,510
2,494,629
1,448,872
135,000
March 2008 Total £
0
1,410,650
4,416,557
(175,859)
(312,677)
1,118,035
1,238,187
37,510
1,634,883
720,921
155,558
May 2008 Total £
0
1,457,276
4,830,216
(252,402)
(133,971)
1,630,914
988,987
37,510
1,807,954
615,059
136,165
Jun 2008 Total £
0
1,334,613
6,051,858
(168,383)
(137,719)
1,245,509
1,292,055
37,510
1,853,302
1,795,809
133,776
July 2008 Total £
0
0
(145,103)
5,391,442
1,436,877
38,450
3,162,408
3,885,697
105,121
Sep 2008 Total £
1,374,688
6,187,676
1,537,998
9,985,512
(164,977) (3,889,379)
(137,006)
1,188,416
899,650
39,449
1,764,197
2,459,570
138,378
August 2008 Total £
0
1,391,834
13,509,984
(127,503)
(137,208)
5,094,757
1,719,452
31,924
2,736,115
4,098,705
93,741
Oct 2008 Total £
0
1,502,390
11,205,997
(233,736)
(250,066)
5,268,195
2,123,329
31,924
1,772,297
2,384,507
109,548
Nov 2008 Total £
0
1,411,190
10,566,688
(376,128)
(252,540)
5,172,253
1,910,649
30,984
1,753,773
2,214,315
113,381
Dec 2008 Total £
APPENDIX B(i)
Page 90
4,119
7,940
Other External Debtors
Total
Page 91
337
04/12/2008 base rate changed to 3.00%
Totals
0 - 30 £
3,821
Sub-total-Partners
Annual interest lost due to non-collection
1,532 588 1,701
Local Partnerships Schools Other Local Authorities
Sep'07 £(000)
1,230
31 -60 £
8,127
4,133
3,994
3,107 283 604
Oct'07 £(000)
7,499
5,074
2,425
1,462 622 341
Dec'07 £(000)
2,426
16,329
Number of Days 61 -90 91 - 180 £ £
6,507
2,513
3,994
1,645 283 692
Nov'07 £(000)
23,741
> 181 £
6,836
4,635
2,201
1,379 488 334
Jan'08 £(000)
44,064
Total £
5,753
4,468
1,285
876 385 24
Feb'08 £(000)
8,262
5,576
2,686
1,773 868 45
Mar'08 £(000)
4,643
3,621
1,022
618 375 29
May'08 £(000)
4,830
3,693
1,137
844 215 78
Jun'08 £(000)
Sundry Debtors by major groupings (Unsecured)
6,052
3,982
2,070
703 613 754
Jul'08 £(000)
6,188
3,480
2,708
804 885 1,019
Aug'08 £(000)
9,986
4,436
5,550
2,108 2,246 1,196
Sep'08 £(000)
13,510
4,545
8,965
6,304 1,108 1,553
Oct'08 £(000)
11,205
3,782
7,423
5,387 1,787 249
Nov'08 £(000)
10,567
3,782
6,390
5,278 1,086 26
Dec'08 £(000)
APPENDIX B(ii)
(397,759)
Finance Department
(1,786,893)
(132,071)
Children and Young People
Totals
(394,030)
Page 92
Environment and Regeneration
(39,336)
(763,878)
Adult and Community Services
Governance and Law
(59,819)
0
Transfers
0
Recoveries Restructuring
26th November to Provision £ £
Balance as at
People, Policy and Performance
Service Blocks
Movement on Bad Debt Provisions Written off Balance as at
0
2,474
2,474
(1,784,419)
(397,759)
(132,071)
(394,030)
(39,336)
(761,404)
(59,819)
to Provision in month 31st December £ £ £
Additions
2,097,959
457,409
123,985
442,949
30,984
976,035
66,598
85%
87%
107%
89%
127%
78%
90%
Debtor Balances Provision over 6 months old at % 31st December £
APPENDIX B(iii)
Page 93
SUNDRY DEBTORS (£'000)
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
APR
MAY
JUN
JUL
AUG
OCT MONTHS
SEP
NOV
DEC
JAN
SUNDRY DEBTORS BY MAJOR GROUPINGS (UNSECURED)
FEB
MAR
TARGET 2005-06 2006-07 2007-08 2008-09
APPENDIX B(iv)
Appendix C Capital Budget Changes during December Month 9 represents the last point in the financial year at which capital budgets may be adjusted to reflect changing grant allocations and the transfer of budgets between schemes. After this point budgets remain unaltered until year end to allow the accurate reporting of outturn positions. The budget changes during month 9 are explained in detail, and by directorate, below. Adults and Community Services Expenditure Changes
Capital Scheme Pelly Court Project Void Conversions Chingdale Centre Disabled Facilities Grant Total
Budget Increase/(Decrease) £000 (69) 12 16 225 184
1. Pelly Court Project The budget at Pelly Court was intended to be used to convert a three bedroom warden flat into two self contained one bedroom flats. However, planning permission was refused on the basis that the resulting housing units would be of insufficient size. The options for conversion are being reconsidered and therefore the budget is removed at this stage. 2. Void Conversions Works on restoring void properties are funded by grant funding from the Housing Sub Regional Funding body. The budget for this scheme is increased by £12,000 to correctly match the resources which are available during 2008/09. 3. Chingdale Centre In order to free up land for Housing Development the offices of the Friday Hill Tenant Management Organisation are moving from 56 Friday Hill to the Chingdale Centre. A budget of £16,000 is therefore required to provide suitable office accommodation at the Chingdale Centre.
Page 94
4. Disabled Facilities Grant An overspend of £87,000 is currently being predicted on the Disabled Facilities Grant (DGF). Also, a number of backdated claims, which are currently being looked into with Legal Services, may have an impact on the current budget. To mitigate any over-spending, an increase of £225,000 on the current budget has been facilitated by drawing funds from an existing DFG reserve. Resourcing Changes
Capital Scheme Sub Regional Decent Homes Capital Reserve Total
Budget Increase/(Decrease) £000 (224) 225 1
In addition to the increase in resources of £225,000 relating to the DFG reserve (Expenditure Change No.4), there has been a decrease in the resources shown from the Sub Regional Grant for Decent Homes. This is because this amount of £224,000 was also included in Adults and Community monitoring under “Sub Regional carried forward resources” and is therefore removed to prevent any possible double counting, Children and Young People There have been no further budget changes for this directorate. Environment and Regeneration Expenditure Changes
Capital Scheme Drug Services Refurbishment Blades Sports Ground Refurbishment Station Gateway Phase 2 Sutherland South Access Scheme 1- Land Assembly Bridge Assessment and Strengthening Total
Page 95
Budget Increase/(Decrease) £000 307 140 (170) 170 15 462
Resourcing Changes
Capital Resource PCT Contribution “Goals” Contribution TfL Funding Total
Budget Increase/(Decrease) £000 307 140 15 462
1. Drug Services Refurbishment In 2004, £600,000 from Waltham Forest Primary Care Trust was set aside for the Drug Action Team to utilise public sector properties earmarked for disposal, to house drug treatment provision. In addition to this a further £67,000 has been received from the Primary Care Trust in 2008/09. This scheme comprises three projects. The first project concerns the refurbishment of the Larkswood Centre on the Thorpe Coombe Hospital site in Walthamstow. Works on this site have already been completed. The costs are expected to total £250,000, which will be paid when a schedule of works is received. The second project concerns the refurbishment of accommodation on Beulah road and the Alpha Business Centre. Works are currently underway and should be completed by March 2009. Estimated costs total £42,000. The third project concerns the refurbishment of a site in Coppermill Lane, which formerly accommodated the St. James’s St. Library. The aim is to provide enough capacity to house the borough’s open access service hub. Preliminary works will be carried out in 2008/09. The majority of the work, costing an estimated £350,000, is expected to take place in 2009/10 and therefore this amount will form part of next year’s capital budget. 2. Blades Sports Ground Refurbishment This project is funded by a contribution from ‘Goals’ (sport centre organisation) following lease of the Blades Sports Ground. The money has been provided to the Council in order to fund works that were part of the planning process. At present the proposal is to develop Blades playing fields to provide facilities for mini soccer. Greenspace is working with two local football clubs (Ryan FC and Ridgeway Rovers FC) to develop the site. This will involve installing toilets and storage containers as well as improvement works to the grass pitches, car park and the security of the site. Confirmation has only recently been received from Sport England that they are happy for the money be spent on the Blade Sports Ground. Therefore no quotes for the above work have been requested yet. Profiles of the spend will be agreed after confirmation of the costs. This project will continue into 2009/10.
Page 96
3. Growth Area Fund Schemes Schemes It is expected that no further expenditure will be required during 2008/09 for Phase 2 of the Blackhorse Lane Traffic Management Scheme. Therefore £170,000 of the 2008/09 budget has been transferred to help fund the costs of land assembly on the Sutherland South Access Scheme. 4. Bridge Assessment and Strengthening Transport for London provide funding for assessment and strengthening of bridges within the borough. An additional £15,000 has been awarded for this scheme and the budget is therefore increased accordingly. Finance Expenditure Changes
Capital Resource Higham Hill Phase 2
Budget Increase/(Decrease) £000 (13)
Resourcing Change
Capital Resource ERDF Grant Corporate Resources Total
Budget Increase/(Decrease) £000 (9) (4) (13)
The second phase of works at the Higham Hill JSC (313 Billet Road) is funded by a grant from the European Regional Development Fund (ERDF). The grant to be received has recently been confirmed as £221,000, a reduction of £9,000 from the original estimate. Also, the contribution required from Corporate Resources is £4,000 less than anticipated. The budget for the schemes has therefore been reduced accordingly.
Page 97
Page 98
NET BORROWING (£'000)
150,000
160,000
170,000
180,000
190,000
200,000
210,000
220,000
230,000
240,000
250,000
260,000
270,000
APR
MAY
JUN
JUL
AUG
OCT MONTHS
SEP
NOV
DEC
NET BORROWING OUTSTANDING
JAN
FEB
MAR
2005/06 2006/07 2007/08 2008/09
APPENDIX D
INVOICES PAID ON TIME (%)
Page 99
APR
MAY
JUN
JUL
AUG
NB. December 2008 % low due to the introduction of e-invoicing
65
70
75
80
85
90
95
100
SEP OCT MONTHS
NOV
DEC
CREDITORS - % INVOICES PAID ON TIME
JAN
FEB
MAR
2007/08 2008/09 Target
APPENDIX E
CUMULATIVE SPENDING £m
11
12
13
14
15
16
17
Page 100
0
1
2
3
4
5
6
7
8
9
10
APR
MAY
JUN
JUL
AUG
OCT MONTHS
SEP
NOV
DEC
JAN
AGENCY CUMULATIVE SPENDING EXCLUDING COMMITMENTS
FEB
MAR
2008/09
2007/08
APPENDIX F
A6
C15
Ref No
A16
A14
Review of Retention Bonus Scheme for Adult Social Care Social Workers.
Alternative saving for A14
Savings from Contracts review
Closure of 2 homes - in-house Older Persons Residential
Reduce Fixtures and Fittings and Equipment budgets
Short Description
Details:
To review the retention bonus scheme with the intention 50 of phasing it out and replacing with a scheme based on performance payable as increments.
37
75
Compensatory savings from forecast underspending in grant funding will be used to achieve the savings.
530
1.1
0
£'000
Savings to Month 9
There is a review of contracts for support at home spot contracts £3 million and voluntary sector providers £3.8 100 million in the next 3 years. This represents savings of 4.5%
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 1.5 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff. This assumes the closure of homes over a two year period consistent with the care homes replacement project. These are the controllable budgets within these 706 homes. The full impact on users will be considered as part of the Care Homes Project as reported to Cabinet on 17th October 2006.
Estimated Saving 08/09 £'000
ADULT AND COMMUNITY SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
Page 101
£'000
Achieved
Risks Issues
Comments
50
100
Achieved
Achieved
The tendering process stalled in 2007/08, and no savings were achieved. A consultant has been employed to review 0 the use of spot contracts and extend the provisions of block contracts, but it is unlikely that any significant savings will be achieved in 2008/09.
Edith Pearson Lodge (EPL) closed in May 2008, and consultation is under way for the 706 closure of a second home. Work is progressing on this project.
1.5
Projected year end saving
Green
Green
Red
Green
Green
Traffic Light
A73
A67
Total Policy Review
CLaSS – Review of Direct Subsidy
Disposal of Waltham Forest theatre
Reduce core funding of Mencap Learning Disability
Page 102
A29
Business Support re-structure
Short Description
A17
Ref No
Finance and procurement functionality are separated to provide greater focus on each activity and to give specific leads for each area. The manager working in 30 the procurement function would have an active role and therefore one of the SAP Procurement Officer posts could be deleted accordingly.
The Local Authority currently funds around 35% of Mencap’s core costs. Core costs enable Mencap to raise funds from other sources to fund a range of 16 advocacy, support and leisure services for adults with a learning disability, and their family carers. This would fall back on Local Authority teams. The closure option assumes a saving arising from closure in 2008/09. This is on the assumption that lottery applications currently being pursued for the 20 redevelopment of the park will be successful. The saving being achieved in year 2 is subject to the Lloyd Park timetable. To remove the direct subsidy to CLaSS. The savings identified are current expenditure that is not funded from our LSC grant monies. They have been identified to remove Waltham Forest Council’s contribution to the controllable costs of CLaSS. Reduction of two 0.5 FTE 76 posts for Work Based Learning, 1.5 FTE in crèche workers positions, remove the subsidy on course fees for over 60s, remove the link between academic staff pay increases and APTC increases and the balance of costs following the closure of Louisa Oakes premises. 999.5
Estimated Saving 08/09 £'000
Details:
999.5
76
57
16
30
20
£'000
Projected year end saving
15
12
23
750.1
£'000
Savings to Month 9
Achieved
Achieved
Achieved
Achieved
Risks Issues
Comments
Green
Green
Green
Green
Traffic Light
APPENDIX G
Short Description
Delete posts in business support unit and transfer remaining CHS10 functions and staff to other teams within Children Services
CHS9
Increase adoption and in-house fostering
CHS8 Reduce Placements costs 1%
CHS4 Brooks Farm
Ref No
130
50
30
The Children and Families placements budget is some £13 million. There should be scope for modest 130 reductions in the underlying cost base of 0.5% in 2007/08 and 1% in each of next two years. Achieved by joining commissioning consortia and other initiatives.
Adoption and in-house fostering are much less expensive solutions than placements in private, voluntary or independent settings. 'Invest to save' initiatives are being drawn up that should produce longer-term savings. These may include increasing fostering allowances to attract more carers and increasing the capacity of the fostering and adoption team. Equality Impact implications have been analysed. Disabled children with complex 50 needs are the most likely to be placed far away from home, so any improvement in availability of local placements is likely to benefit this most vulnerable group. For BME children there is a higher proportion of in-house carers that are BME and that are a good match, than those out borough. BME children that are placed far from home are more likely to be placed in less diverse communities. There are no significant implications on the basis of gender alone.
2007/08: delete post of Head of Business Support unit (redundancy implications, being dealt with through HR procedures) and one admin assistant (no redundancy 30 implications - vacant post). 2008/09: delete one further admin post following the end of the EduAction contract (potential redundancy implication, to be dealt with through HR procedures).
£'000
20
Details:
Savings to Month 9
Refocus service to provide a curriculum offer and generate income. Proposals may include charging 20 schools for visits, corporate sponsorship events, sponsors from businesses, public sponsors - sponsor an animal scheme, and seeking other external income.
Estimated Saving 2008/09 £'000
CHILDREN AND YOUNG PEOPLE SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
Page 103
£'000
30
50
Savings met from LEA contingency
The service is focusing attention in this area, saving will be achieved through various management actions.
Green
Green
Green
The budget has been cut to reflect annual commissioning efficiencies, however additional clients with high costs needs 130 continue to place demands on the service. Savings may be achieved through various management actions
Traffic Light
Green
Risks Issues
Comments
Brooks farm has embarked on a marketing 20 strategy to attract more visitors, savings will be achieved.
Projected year end saving
Rationalise management structure; seek alternative 60 premises; rationalise charging arrangements with schools and fees for instrument repairs.
Details:
Music service: to cover direct CHS12 costs and then to move to income generation
Estimated Saving 2008/09 £'000
Suntrap: Delete posts, increase income through fees and charges CHS11 and broaden use during summer holidays
Short Description
Replace teaching posts with teaching support staff so that centre may open in school holidays, lottery bid to 60 provide additional visits (at no extra cost), provide out of hours and holiday activities. No redundancy implications as posts will naturally be vacated.
Ref No
CHILDREN AND YOUNG PEOPLE SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
1,010
1,010
Total Policy Review
1,010
40
40
Devolution of youth services to area partnerships and 40 focus of work on providing more activities should provide opportunities for modest charges.
CHS15 Youth service re-alignment
120
120
Connexions income is granted to council from 2008/09 and its deployment becomes directed by Waltham 120 Forest. Services provided by youth workers will become eligible for support by Connexions funding.
CHS16 Youth service income
Savings will be achieved
Achieved - new staffing structure implemented from September 2007 to achieve savings.
Risks Issues
Comments
This will be achieved
This will be achieved
The budget has been cut and savings will be achieved. However the insourcing costs 500 such as ICT are higher than anticipated, savings will be fully achieved through a combination of management actions.
60
60
500
60
60
£'000
Projected year end saving
CHS13 School and pupil support services
£'000
Savings to Month 9
Efficiencies to be gained after termination of EduAction contract. Likely to include redundancies as duplication of 500 effort is removed and rationalisation into integrated services becomes possible.
Page 104
Green
Green
Green
Green
Green
Traffic Light
C13a
C1
Ref No
X20
C22b
C22a
C15
C13b
Community Safety Voluntary Sector Commissioning freeze on inflation
Reduce number of management posts
Reduce Fixtures and Fittings and Equipment budgets
Establish single Data Centre with external partner
Amalgamate current Service Helpdesks
Short Description
Details:
In line with the principles of Gershon we are expecting 4.0 voluntary groups to achieve efficiency savings and absorb inflationary impact of 2.25% per annum.
The effects of previous and planned reorganisations, the rationalisation of a number of service area structures and recent resignations will enable the deletion of 7 30.0 managerial posts over the next three-year period without loss of service. There is one potential redundancy which will be managed through HR procedures with an aim to re-deploy.
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 3.1 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff.
There are a number of separate service helpdesks operating across the Directorate involving some 20 or so staff and providing support to internal staff, including those in WFD, Facilities Management, ICT and the 96.0 Shared Service Centre. The consolidation of teams and management functions will enable reductions in staffing and software costs. There are no redundancy implications. The consolidation of the Council's existing 2 Data Centres (Town Hall and Silver Birch House) arrangements through integration of such services across North or North East London boroughs will offer 50.0 the opportunity for some economies of scale and lower cost at the same time as improving disaster recovery arrangements and more resilient service provision. The savings will be realised through ceasing the use of existing software.
Estimated Saving 2008/09 £'000
ENVIRONMENT AND REGENERATION SERVICES DIRECTORATE
Progress on Policy Review Savings - December 2008
Page 105 4.0
10.5
16.0
3.1
28.1
12.5
4.0
14.0
16.0
3.1
37.5
12.5
96.0
£'000
£'000
72.0
Projected year end saving
Savings to Month 9
Spend forecast to be within budget. Fully met.
Remaining £14.0k savings have been identified from Customer Services and built into the forecast Service underspending.
Only £16.0k of £30.0k savings had been identified from ICT. Refer to C22b.
Spend is currently within the reduced 2008/09 budget and is expected to stay within.
Green
Green
Red
Green
Green
Red
Savings were impacted due to a payment made to Sunguard of £37.5k under advice from legal. £37.5k shortfall in savings to be met through reduced expenditure within the same cost centre (refer to C13b). Shortfall of C13a £37.5k savings have been identified from within the same cost centre by ensuring expenditure is contained within the 2008/09 budget.
Green
Traffic Light
Spend is currently within the reduced 2008/09 budget and is expected to stay within.
Risks Issues
Comments
Short Description
Closure to all public conveniences within the borough with the exception of Automatic Public Conveniences (APCs)
Ref No
E2
Integrated waste collection service domestic and recycling
Street cleansing service review
E10
E12
E13
Total Policy Review
Planning advice: pre-application charging
Page 106
Details:
943.1
The current street cleaning service is to be reviewed as part of single status negotiations to ensure that the service provided is consistent in its delivery, and is supervised throughout the borough using the Community 200.0 Council boundaries. It would then be able to demonstrate an annual improvement record that is measurable both in quantifiable terms (EnCamms survey) and visual terms (residents' panel).
This proposal considers closing the Council's remaining traditional public toilets and complements the revenue growth bid and the capital bid for the launch of the community toilet scheme. The contract for the provision of Automatic Public Conveniences does not allow for these to be included in this savings proposal at this time. The proposals for this scheme are linked to the revenue growth bid for the community toilet scheme (EG16) and the capital bid (EC6), which will be used to fund the 130.0 provision of disabled toilets at appropriate establishments. The remaining toilets will not be closed until the community toilet scheme is operational. A meeting has taken place with Building Cleaning and it has been identified that four permanent cleaning staff will be affected by these proposed closures. Closures are planned for 2008/09, so this will allow the service to release staff on casual contracts thus minimising the effect on permanent staff though it may not be possible to ensure that there will be no redundancies as a result of these proposed closures. Pre-application advice introduced following some delays on 25/02/08. The fees due are dependant on the size of the development and interest has already been received 30.0 by the Service for this advise by external clients. Work is also being undertaken to allow for payment of the fee via the internet. With the opportunity to tender both the refuse and recycling service in the current financial year, it is 400.0 expected that an integrated service will yield significant savings over and above the existing method of service delivery.
Estimated Saving 2008/09 £'000
795.7
150.0
400.0
30.0
Risks Issues
Comments
943.1
200.0
New cleansing contract has been mobilised, savings expected to be fully met.
Green
Green
Despite issues identified in the Verdant contract measures have been taken to contain within overall waste management budget. Saving has been fully met. 400.0
Green
Amber
Traffic Light
Interest in pre-application advice has been better than forecast considering current level of income against 30.0 profile budget. Expected to be fully met and more than likely exceeded.
Cleaning costs have resulted in spend greater than 130.0 budget set. Will look to mitigate any overspending within Service.
£'000
£'000
69.5
Projected year end saving
Savings to Month 9
28
45
Use of a different postal carrier to Royal Mail for bulk mailings (£13,000); matching different bills sent to the same person at the same address, combining HB and CTB letters and revised bills sent in-year (£15,000); the 37 new carrier will enable use of second rather than first class postage for summons runs (£3,000); use of Paypoint allows for bar-coded letters rather than payment slips leading to smaller envelopes and lower postal charges (£6,000).
Review the way in which the Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services are currently 60 delivered and explore alternative ways of provision, including the use of partnerships and market testing. The proposals assume that savings of between 2.5% and 5% of existing costs can be achieved.
Reduce printing costs in Revenues and Benefits
Review of Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services
C8
C10 C11 C14
C4
Amalgamate current Service Helpdesks
0
C1
Review levels of debt
£'000
As the Directorate begins to take a more pro-active approach to reducing debt, the level of annual budget contribution to the provision for bad debt can be 20 reduced. The saving will, of course, continue into future years and the possibility of reducing the contribution to the Directorate's bad debt provision still further will be kept under regular review.
Estimated Saving 2008/09 £'000
Savings to Month 9
24
Short Description
Details:
There are a number of separate service helpdesks operating across the Directorate involving some 20 or so staff and providing support to internal staff, including those in WFD, Facilities Management, ICT and the 32 Shared Service Centre. The consolidation of teams and management functions will enable reductions in staffing and software costs. There are no redundancy implications.
Ref No
FINANCE DEPARTMENT
Progress on Policy Review Savings - December 2008
Page 107
£'000
Savings identified in FM Admin
Risks Issues
Comments
60
37
Budgets reduced.
Budgets reduced.
Final decision on bad debt provision will be 20 taken at year end but current level of debt suggests this will be achieved
32
Projected year end saving
Green
Green
Green
Green
Traffic Light
Reduce number of admin./support posts
C21
Replanting of Flower Beds at the Town Hall
C24
C25
Total Policy Review
Alternative saving for C25
Reduce Repairs and Maintenance Budget
142
7
0
13
18
The significant investment made by the Council in ICT and other systems in recent years has led to improved business processes and further investment is planned with the implementation of an enhanced HR module within SAP enabling self-service access to staff and managers. Electronic invoicing will enable an automated process for payment of invoices through the system rather than through manual procedures. This would further improve payment of invoices performance 24 and will enable suppliers to provide electronic invoices, further reducing their costs. Together with the rationalisation of existing administrative support arrangements across the Directorate, it is possible to delete 12.5 administrative posts over the next three-year period without loss of service. There are two potential redundancies (both part time) equivalent to one full time post, which will be managed through HR procedures with an aim to re-deploy.
Reduce Fixtures and Fittings and Equipment budgets
C15
A 2.5% saving in the Repairs and Maintenance Budget is proposed as a consequence of the recent/planned refurbishments of the Council's main administrative buildings e.g. Town Hall, Silver Birch House, Rowan 17 House and Sycamore House. These buildings have been brought up to standard and future regular maintenance will not require investment at previous levels. Sponsorship funding will be sought for planting up the flower beds in the Town Hall, leading to a saving of 10 £10,000 in the revenue budget currently used to undertake 3 different planting exercises every year. Cost of maintenance of flower beds has been reduced in 0 the new contract. 207
7
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 7 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff.
Page 108 207
10
Achieved.
Green
Red
No longer being pursued. Alternative saving 0 achieved through outsourcing contract (see below)
Green
Amber
Savings identified in FM Admin
Green
Total budget adjusted. Managed by Property Services. 2007/08 overspent due 17 to Health and Safety works. Expected to achieve in 2008/09.
24
Achieved across ICT(EN) £3,100, Property Services £3,800(FI), Revs & Bens(FI) 7 £3,800, Governance & Law £2,000, Human Resources(PPP) £400, Support Services £900.
Review of Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services
C10 C11 C14
C20
C15
Cease payment of Legal Practice Certificates
Reduce Fixtures and Fittings and Equipment budgets
Short Description
Ref No
GOVERNANCE AND LAW
Estimated Saving 2008/09 £'000
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 2 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff. The Directorate currently pays for the costs of the Legal Practice Certificates held by all of the Council's solicitors and barristers (approx. £800 per person). It is intended 9 to phase this arrangement out over a period of two years as no such payment is made to other professionals within the Directorate, e.g. accountants, surveyors or HR managers.
Review the way in which the Facilities Management (Premises), Estate Management (Commercial Portfolio) and Property and Litigation Legal Services are currently 7 delivered and explore alternative ways of provision, including the use of partnerships and market testing. The proposals assume that savings of between 2.5% and 5% of existing costs can be achieved.
Details:
Progress on Policy Review Savings - December 2008
Page 109
£'000
Savings to Month 9
9
2
5
£'000
Budgets reduced.
Risks Issues
Comments
9
Achieved.
Achieved across ICT(EN) £3,100, Property Services £3,800(FI), Revs & Bens(FI) 2 £3,800, Governance & Law £2,000, Human Resources(PPP) £400, Support Services £900.
7
Projected year end saving
Green
Green
Green
Traffic Light
Reduce number of admin/support posts
C21
Total Policy Review
Short Description
Ref No
Page 110
Estimated Saving 2008/09 £'000
42
The significant investment made by the Council in ICT and other systems in recent years has led to improved business processes and further investment is planned with the implementation of an enhanced HR module within SAP enabling self-service access to staff and managers. Electronic invoicing will enable an automated process for payment of invoices through the system rather than through manual procedures. This would further improve payment of invoices performance and 24 will enable suppliers to provide electronic invoices, further reducing their costs. Together with the rationalisation of existing administrative support arrangements across the Directorate, it is possible to delete 12.5 administrative posts over the next three-year period without loss of service. There are two potential redundancies (both part time) equivalent to one full time post, which will be managed through HR procedures with an aim to re-deploy.
Details:
£'000
34
18
Savings to Month 9
£'000
42
24
Projected year end saving
Posts deleted and budgets reduced
Risks Issues
Comments
Green
Traffic Light
C1
Ref No
Reduce Fixtures and Fittings and Equipment budgets
Communications Outdoor advertising
C15
X10
Alternative savings to be identified (X10)
Implementation of SAP Human Capital Management Module
C2+3
Amalgamate current Service Helpdesks
Short Description
0
It is proposed to treat this as part of overall olympics sponsorship target
Reductions in these budgets are possible to reflect past spending levels and the current investment being made in the Council's administrative buildings through the BIG Project. There are no Equality Impact implications as 0.4 there will be sufficient budget to meet priority health and safety and other business critical requirements. This will include any specialist equipment, etc. required by disabled staff. It is proposed to promote outdoor street advertising which will include looking at new media such as lamppost based video screens. Based on research 55 undertaken on the experience of other local authorities, it is predicted that significant income can begin to be generated in year two (2008/09).
0
0
0.4
96
The implementation of the SAP Human Capital Management and E-Invoicing modules will enable restructuring of the Shared Service Centre leading to the reduction in the number of administrative and supervisory posts (no redundancy implications) and the 128 reduction in the printing and administrative costs of distributing pay slips. Current process for distributing payslips will continue for staff who are non-PC users and those who do not have access to PCs. No change is envisaged in the distribution of P45s and P60s.
£'000
24
Details:
Savings to Month 9
There are a number of separate service helpdesks operating across the Directorate involving some 20 or so staff and providing support to internal staff, including those in WFD, Facilities Management, ICT and the 32 Shared Service Centre. The consolidation of teams and management functions will enable reductions in staffing and software costs. There are no redundancy implications.
2008/09 £'000
Estimated Saving
PEOPLE, POLICY AND PERFORMANCE
Progress on Policy Review Savings - December 2008
Page 111
£'000
Achieved in Human Resources.
Re-structure implemented 2007/08
Budget reduced. Savings met from within overall HR structure
Risks Issues
Comments
55
Due to this involving a contract that may 0 interfere with proposals for 2012 Olympics, this has not been progressed.
0.4
128
32
Projected year end saving
Green
Red
Green
Green
Green
Traffic Light
X13
Ref No
Policy and Partnerships - deletion of post
X15
Total Policy Review
Policy and Partnerships Grants to Voluntary Sector
X14
Policv and Partnerships Multi Lingual Advice Centre
Short Description
As part of a larger review of voluntary sector commissioning it is proposed that the Council will consolidate support for a multi-lingual advice centre rather than giving support to various single groups. This will result in a service that is more responsive to 10 changing community needs. Whilst commissioning is coming into play in year one, it would be inadvisable to seek savings until the service has been fully established as there are likely to be set-up costs at the front end. Savings therefore will come into play from year two.
Details:
Cabinet agreed a freeze in September 2006 on inflationary increases for voluntary sector commissioning from 2007/08 to 2009/10. The overall savings are 28 based upon an annual saving on inflation of 2.25% which is in line with the efficiencies expected by central government of the public sector through Gershon principles It is expected that the resources of this team will increase over the next year or so through the transfer of staff from elsewhere in the organisation. Given the overall increase in size of the team it is considered that the work will be able to be organised in such a way as to 37 make the reduction of one post in year two possible whilst still maintaining current productivity. It is expected that over the course of the next 18 months a vacancy will occur naturally and there will be no need to manage a redundancy situation. 290.4
2008/09 £'000
Estimated Saving
PEOPLE, POLICY AND PERFORMANCE
Page 112 27
28
10
185.4
£'000
Savings to Month 9
37
28
10
290.4
£'000
Projected year end saving
Achieved. Post deleted.
Achieved. Budgets reduced.
Grant support adjusted
Risks Issues
Comments
Green
Green
Green
Traffic Light
Cost Centre
727
811
Total In-Year Savings
84
Estimated Saving 08/09 £'000
Cross Directorate
Cross Directorate - Hsg / MH
Service Area
0
Additional funding from the Primary Care Trust (PCT) & Supporting People Grant
50
50
£'000
£'000
Risks Issues
Comments
A funding bid has been agreed provisionally, subject to the costs being in relation to support, not 84 provision of temporary accommodation. Work is being carried out on this by Service managers Additional funding has been agreed to undertake a number of projects of mutual benefit. Some spend will be 727 for new projects, with the residual amount having a beneficial effect on the budgetary position. 811
Projected year end saving
Savings to Month 9
Supporting People schemes funding reallocation
Actions required / Description
ADULT AND COMMUNITY SERVICES DIRECTORATE
Action Plan for Savings 2008/09 - December 2008
Amber
Green
Traffic Light
APPENDIX H
Page 113
C&F
C&F
C&F
Reattribution of CAMHS grant
1127
2165
1108
Service Area
1127
Cost Centre
315
A number of specific underspends in staff costs, section 17 provisions and slippage from family centre projects 576 and other spend have been identified to support the placement overspend.
various cost centres in Reattribution of sure start grant Education for Communities
various C&F C&F cost centres
Costs in C&F relating to under 5 provision will be reattributed to sure start grant
234
236
75
100
During the final quarter of the year eligible costs within C&F will be reattributed against this grant.
0
0
304
£'000
Savings to Month 9
Reattribution of costs of semi independent accomadation to supporting people grant . This saving is now being 304 shown against the placement overspend and replaces a proportion of the PCT contribution now deemed not acheiveable.
Negotiating with PCT to increase their income 500 contribution towards the cost of joint placements. This many not be realised
Negotiating with PCT to increase their income contribution towards the joint placement costs. This element that was shown to be £526k in prior months is no 0 longer acheiveable following discussions with the PCT. See Supporting people which is now replacing a large proportion of this .
Estimated InYear Saving 08/09 £'000
Actions required / Description
£'000
Risks Issues
Comments
576
315
100
304
500
Low risk
None
Manager needs to confirm by signing off
A bid was made to the Supporting People Commissioning Board and agreed on 3rd November 2008
PCT have not given a definitive figure
Recent discussion with PCT 0 have revealed that we will not receive this element
Projected year end saving
CHILDREN AND YOUNG PEOPLE SERVICES DIRECTORATE Advanced negotiations with the PCT in November has since revealed that the £1,052,000 potentially recoverable from PCT and projected will not be realised. It is now evident that due to costs pressures within the PCT that they will be releasing less monies for contributions to joint care placements costs. This schedule has therefore been amended to reflect this loss and alternative savings reprofiled.
Action Plan for Savings 2008/09 - December 2008
Page 114
Green
Green
Green
Green
Amber
Traffic Light
Various services
Cost Centre
Total
Sub Total
Page 115
Various codes within CYPS
Savings identified from management action up to month 6 -non salary
Service Area
Extra savings to be found to offset costs of new 268 placements during December, including one remand placement 2,621
Managers continue to seek savings against the ER target .In early November grant of £304k was identified against supporting costs of young people ,this was shown as 250 saving against the ER target, however it is now deemed that it is shown against the placement overspend. Managers are being asked to look for further savings
2,103
These savings have arisen following management action 308 to hold underspends within service areas against the placements over spend.
Estimated InYear Saving 08/09 £'000
Actions required / Description
£'000
0
849
0
0
849
Savings to Month 9
Risks Issues
Comments
2,621
268
250
Managers are now being asked to find savings to replace those no longer acheivable by the PCT
Managers are in the process of signing off savings 308 (savings confirmed shown against ER target) 2,103
£'000
Projected year end saving
Red
Red
Green
Traffic Light
Public Realm Resources Safe & Strong Safe & Strong Safe & Strong Total In-Year Savings
ICT
2238
var 1818 2099 2099 2099
Development
1622
ICT
Development
1622
2083
Consumer Protection
Service Area
var
Cost Centre
508.8 Hoppa Bus & Parking Account Provision 30.6 Salary scale 6 officer post held vacant. 36.8 Delay in recruiting to Street Warden Manager 25.4 Delay in recruiting to 2 Street Warden Posts 10.0 Reduction in Street Warden Activity Costs 924.0
A combination of recruitment delays and holding 68.0 underspends on running cost activity see detailed template for more information Delay in spending growth money in Regeneration and 123.0 Spatial planning 50.0 A further delay on the new Regeneration post WFD Chingford Shop - Growth item - slippage in 6.0 opening the Shop Vacancy factor for SAP staff in the early part of the year 65.4
Estimated Saving 08/09 £'000
Actions required / Description
ENVIRONMENT AND REGENERATION SERVICES DIRECTORATE
Action Plan for Savings 2008/09 - December 2008
Page 116
508.8 30.6 36.8 25.4 10.0 924.0
508.8 30.6 36.8 25.4 10.0 924.0
65.4
6.0
6.0 65.4
50.0
123.0
123.0 50.0
68.0
£'000
£'000 68.0
Projected year end saving
Savings to Month 9 Risks Issues
Comments
Green Green Green Green Green
Green
Green
Green
Green
Green
Traffic Light
716
253 Additional subsidy - housing benefits
1052 Revenues & Benefits
Total In-Year Savings
297 Commercial Rent Income - Selbourne Walk arrears
2292 Property Services
Estimated Saving 08/09 £'000
1309 Property Services
Service Area
Actions required / Description
Commercial Rent Income - Budget understates 166 rent roll
Cost Centre
FINANCE DEPARTMENT
Action Plan for Savings 2008/09 - December 2008
Page 117 399
0
274
716
253
297
166
£'000
£'000 125
Projected year end saving
Savings to Month 9
Green
Green
Green
Arrears now invoiced. Final saving to come in last quarter This depends on achievement of a good standard of overpayment reduction - final result will not be known until end of year (though it is currently on course to achieve)
Traffic Light
Rent collected quarterly
Risks Issues
Comments
Electoral Services
Scrutiny
1304
1008
Registrars
1306
Total In-Year Savings
Electoral Services
1304
1008, 1287, 1304, 1306
Corporate Law
Corporate Law Members' Support
1293 1296 1300
1293
Electoral Services
Service Area
1304
Cost Centre
Actions required / Description
130
10 Additional Income from Registration Services
Staff Costs Savings - Head of Electoral & 15 Registration Services (Tentatively placed against CC 1304)
3 Training Budget savings
5 Staff Costs Savings - Corporate Information Officer
17 Staff Costs Savings - Scrutiny
5 Staff Costs Savings - Electoral Services
14 Monitoring Officer Account (1293) 15 Staff Costs Savings - Members' Support Services 30 Resolution of Outstanding Litigation
17 Election Account Savings
Estimated Saving 08/09 £'000
GOVERNANCE AND LAW DEPARTMENT
Action Plan for Savings 2008/09 - December 2008
Page 118 106
7
11
2
7
13
3
10 11 25
Service is currently underspending Case now resolved
Target savings currently on track to be achieved.
Risks Issues
Comments
130
10
15
3
10
Green Green
Based on current trend in the issuing of Birth & Marriage certificates
Green
Green
Green
Green
Green Green Green
Green
Traffic Light
This post is currently vacant under the new structure
Planned underspend in the areas identified.
Looking to cover from vacant post
17 Currently on target due to vacant post
5 Currently on target due to vacant post
14 15 25
17
£'000
£'000 17
Projected year end saving
Savings to Month 9
Performance & Service Improvement
Service Area
Total In-Year Savings
1578 Performance Management
1285
320041 PPP
Cost Centre Actions required / Description
4 Use of underspend in Strategic Directorates' Performance Team budget due to vacancies 244
70 Use of underspend in Centre of Excellence budget due to vacancies
170 Delete reserves set aside for strategic initiatives and underspend from programmes
Estimated Saving 08/09 £'000
PEOPLE, POLICY AND PERFORMANCE
Action Plan for Savings 2008/09 - December 2008
Page 119
226
4
52
244
4
70
170
£'000
£'000 170
Projected year end saving
Savings to Month 9
Reserve adjusted
Risks Issues
Comments
Green
Green
Green
Traffic Light
PROVISIONS, RESERVES AND BALANCES
EARMARKED RESERVES
APPENDIX I
Actual
Actual
Actual
Estimated
Estimated
1st April
2007/08
31st March
2008/09
31st March
2007
Movement
2008
Movement
2009
£'000
£'000
£'000
£'000
£'000
Adult and Community Services Learning Disabilities Reserve ISIS Phase 3 Development Costs Other Social Services Reserves Homelessness Reserve
1,000
(1,000)
0
0
0
0
139
0
139
60
(50)
10
0
10
1,200
(1,200)
0
0
139
0
HSA Disabled Facilities Reserve
308
0
308
(225)
Willow / Cedar Wood House Reserve
290
(62)
228
(228)
Adult Education Reserve
200
0
200
0
200
Other Culture & Leisure Reserves
117
0
0
0
(117)
83 0
Children and Young People Services BSF and Schools Reserves
159
School Budget Reserve - SEN Lammas School PFI Reserve Grouped Schools PFI Reserve
2,241
2,400
(17)
934
65
999
(999)
222
(82)
140
9,017
(2,203)
6,814
(2,000) (103)
Transformation Reserve
255
(152)
103
Remand Placements Reserve
220
(220)
0
Other Reserves
200
(1)
199
0
0 (155)
2,383 0 140 4,814 0 0 44
Environment and Regeneration Services Street Trading Reserve
83
0
83
(39)
44
Hoppa Bus Reserve
817
0
817
(250)
567
Regeneration Reserve
909
(186)
723
(664)
59
Playground Improvements Reserve
120
(120)
Bywaters Reserve
176
50
Building Consultancy Reserve
150
(150)
0 226 0
0 (50) 0
0 176 0
Building Safer Communities Reserve
0
295
295
(35)
260
Community Safety Issues Reserve
0
219
219
0
219
Sustainable Communities Restructuring
0
440
440
1,002
1,442
Planning Delivery Grant Reserve
0
602
602
147
749
S38 & S278 Agreements Reserve
0
123
123
(55)
68
353
713
1,066
(341)
725
Municipal Elections Reserve
104
100
204
100
304
Fluctuating Income Reserve
208
(59)
149
(149)
Other Reserves Governance and Law
Other Reserves
0
0
8
0
8
8
109
208
317
(259)
58
99
(89)
10
(10)
0
People, Policy and Performance PPP Corporate Initiatives Reserve Other Reserves Finance Department Silver Birch House Accomm cost Reserve Systems Development Reserve
157
(99)
58
(58)
0
36
157
193
(160)
33
SAP SRM Upgrade Reserve
0
110
110
0
110
Procurement Restructuring Reserve
0
112
112
135
247
Other Reserves
291
193
484
(266)
218
Insurance Reserve
856
1,165
2,021
N/A
Page 120 11AppIProvisionsReservesDecember080.xls
N/A
Actual EARMARKED RESERVES
Actual
Actual
Estimated
Estimated
1st April
2007/08
2007
Movement
31st March
2008/09
31st March
2008
Movement
2009
£'000
£'000
£'000
£'000
£'000
Corporate/Cross Cutting Fluctuating NNDR Reserve
254
342
596
N/A
Ill Health/Corporate Redundancies
1,411
4,382
5,793
(200)
Loss of Grant & Partnership Income
1,478
1,126
(461)
665
1,221
(465)
756
Repairs & Maintenance Reserve
79
(352) 1,142
N/A 5,593
Loss of Rent Income Reserve
167
170
337
0
337
Revenues & Benefits Subsidy Reserve
617
3,550
4,167
0
4,167
(1,676)
2,357
Collection Fund Deficit Reserve
4,033
Invest to Save Fund Reserve
395
Efficiency Review Reserve
650
Social Services-Back to Base Issues Reserve
500
(500)
0
2,759
(904)
1,855
Equal Pay Reserve Waste Disposal Reserve
HRA Reserves Schools Revenue Reserves TOTAL EARMARKED RESERVES
440 0
0
0
(1,579)
276
946
0
1,518
1,518
73
406
479
(400)
0
946
0
1,518 79
4,556
(2,104)
2,452
(2,452)
0
36,715
8,544
45,259
(14,364)
28,278
8,241
2,003
10,244
(1,550)
8,694
1,019
7,596
(1,500)
6,096
11,566
63,099
(17,414)
43,068
6,577 51,533
Actual PROVISIONS
60 (2,232)
0
Staff Benefits Reserve & Energy Costs Reserve
Total General Fund Reserves
380 2,232
402
946
Financial Instrument Reserve Revenue Financing Reserve
(15) 1,582
(1,955)
Actual
Actual
Estimated
Estimated
1st April
2007/08
2007
Movement
31st March
2008/09
31st March
2008
Movement
£'000
£'000
2009
£'000
£'000
£'000
GENERAL FUND Children and Young People
560
(550)
Environment and Regeneration
550
698
People, Policy and Performance
10 1,248
10
20
(1,247)
1
2
(2)
0
0
Finance Department
54
(54)
0
0
0
Insurance Provision
5,940
99
6,039
N/A
N/A
Corporate/Cross - Cutting
0
900
178
1,078
(1,078)
0
8,006
369
8,375
(2,315)
21
48
0
48
0
48
48
0
48
0
48
8,054
369
8,423
HOUSING REVENUE ACCOUNT HRA Interest on Purchase Money
TOTAL PROVISIONS
WORKING BALANCES
69
Actual
Actual
Actual
Estimated
Estimated
1st April
2007/08
31st March
2008/09
31st March
2007
Movement
2008
Movement
2009
£'000
£'000
£'000
£'000
£'000
GENERAL FUND
7,069
838
7,907
HOUSING REVENUE ACCOUNT
1,407
1,367
2,774
Page 121 11AppIProvisionsReservesDecember080.xls
(2,315)
(3,300) 401
4,607 3,175
Agenda Item 12 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20 January 2009
Title:
Decent Homes: Quarter Two and Quarter Three Performance Report July – December 2008 1. Manage population growth and change 2. Improve housing quality and choice with the right kind of homes in the right places 3. Respond effectively to the threat of climate change in a practical and effective way
Directorate:
Adult and Community Services
Report of:
Interim Executive Director, Adult & Community Services
Contact:
Head of Housing
Phone:
020 8496 5401
E.Mail:
[email protected]
Action required:
For Information
Wards affected:
All
Appendices:
Appendix 1-Decent Homes Performance Appendix 2 -Ward Information Appendix 3 -Tenant Satisfaction Appendix 4 -Details of Delays Appendix 5 -Leasehold Valuation Tribunal Update
Status:
Open
1.
SUMMARY 1.1.
This report summarises the performance data for quarters two and three (July to December 2008) of the Decent Homes Programme to tenants.
1.2.
A total of 298 properties were made decent in the second quarter against a provisional target of 370. The details of the delays to works on properties scheduled for Quarter Two are contained in Appendix 4 to this report.
1.3.
At the Cabinet Meeting on the 21 October 08, Quarter One performance was discussed and it was requested that the shortfall of 84 properties be addressed in Quarter Two.
1.4.
The shortfall has been addressed in Quarter Three performance where the target of 400 properties due to be completed was exceeded and Ascham Homes have confirmed that 467 properties were completed. This means that out of 926 properties due for completion by the end of Quarter Three, Ascham Homes have completed 914, which is 12 short of the target which has almost -1-
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addressed the majority of the shortfall identified in Quarter One, albeit still short. The target for Quarter Four is 641, which, if achieved, will exceed the overall target of 1500 by 55 properties.
2.
3.
1.5.
The remaining properties in Quarter Four have been reprofiled to lessen the impact from the Leasehold Valuation decision (refer to Appendix 5). Properties where access issues have prevented works being started are due to be completed in Quarter Four.
1.6.
42 leaseholder dwellings have been completed in the second quarter and 34 leaseholder dwellings in Quarter three.
1.7.
The cumulative year to date capital expenditure up to the third quarter was £27.389m against a profile budget of £27.250m.
RECOMMENDATIONS 2.1.
Cabinet is requested to note the second and third quarter performance in the delivery of the Decent Homes Programme.
2.2.
Cabinet is requested to note that the decent homes programme has been reprofiled and some leaseholder properties have been programmed to be completed in quarters three and four.
PROPOSALS 3.1.
Appendix 1 sets out the overall number of properties across the borough made decent during quarters two and three, 298 and 467 respectively.
3.2.
Appendix 2 sets out the number of properties completed in each Ward and the total spend by Contract Area from July to December 08.
3.3.
Appendix 3 sets out tenants’ satisfaction and complaints monitoring for the second quarter. Quarter three complaints data was not available. Out of 216 questionnaires returned, 97% were satisfied with the works completed. Appendix 3A and B shows a consistently high level of resident satisfaction across quarters two and three of 97-98% with Decent Homes works.
3.4.
Appendix 4 sets out the reasons for the delays in achieving the Quarter Two target.
3.5.
Appendix 5 sets out the Leasehold Valuation Tribunal update.
3.6.
Quality assurance measures are in place for the Decent Homes programme through quarterly monitoring of quality (right first time completions). Benchmarking data is collected for:
Cost Predictability Time Predictability -2-
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Defects (right first time) Numbers of residents satisfied Reported incidents A revised figure of 898 dwellings will fall out of decency in 2008 and these properties have been included in this programme as these works will prevent them becoming non decent in 2008/9 which would increase the overall number of non-decent dwellings. Works on 303 properties have been completed to date. Properties are recorded as having met the Decent Homes standard when the works identified for that particular property have been completed. The National Indicator 158, Percentage of Non-Decent Homes, is one of Housing’s priority indicators and as such, will be subject to an audit of performance in 2008/9. The range of works will vary between properties and will broadly fit into one or more of the following categories which meets the Decent Homes standard:
Roofing repairs / replacement Structural works Installation of new windows and doors Mechanical and electrical improvements and updating External decorations and general repair Thermal efficiency Internal upgrades Security and Sustainable communities
Leasehold Valuation Tribunal (LVT) Update 3.7.
4.
ALTERNATIVES CONSIDERED 4.1
5.
See Appendix 5 for LVT update.
There is no alternative to deliver decent homes work through another organisation as Ascham Homes are the preferred delivery agent and were created specifically for this purpose.
CONSULTATION 5.1
5.2
Consultation on delivery issues is regularly discussed at Contract Panels, which are representative groups of residents in specific geographical areas. Extensive resident and leaseholder consultation has continued to take place with the majority of schemes, involving either one-to-one visits or group meetings.
-3-
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6. IMPLICATIONS 6.1 Financial The spend by Ascham Homes up to the third quarter was £27.389m against a budget profile of £27.250m. Spend to budget will be achieved in this financial year. The issues around the outcome of the LVT mean that there is a possibility of a large potential gap in the overall Decent Homes programme. In the short term this is being mitigated by amending the programme to concentrate on blocks or estates where the number of leaseholders is relatively low. Should the appeal prove unsuccessful, the contribution from leaseholders, which underpins the completion of the programme, will not meet the target level. In that eventuality, alternative potential sources of funding would need to be found. 6.2 Legal Ascham Homes is an arms length management organisation (ALMO) providing housing management services to the Council under section 2 of the Local Government Act 2000 and an agreement under section 27 of the Housing Act 1985, as amended. Ascham Homes is a wholly owned Council company but has a separate legal identity to the Council. Decent Homes funding is only provided to ALMOs and not to the Council. Consequently, the Council’s legal powers to determine the use of the funding are, in practice, limited to its influence through its 4 appointed directors on the Executive Board where duties as Directors are in any event owed to the ALMO. 6.3 Human Resources There are no Human Resources issues arising from this report. 6.4 Health Impact Assessment It is a known fact that living conditions significantly impact on health and well-being. The components of decent homes work will enable tenants and leaseholders to live in better quality housing. 6.5 Equalities impact assessment 6.5.1It is envisaged that improving the condition and standard of the council housing stock will have a beneficial impact on all tenants. There are ongoing surveys to check satisfaction with the quality of services received as well as the impact of the new improvements. It is a requirement of the decent homes standard that accessibility of the property will not be reduced and Ascham Homes will monitor this and also look for opportunities for improving the access. The impact on tenants of decent homes work will be continually monitored for any potential adverse impacts on any particular group. 6.5.2The profile information collated from the Housing database indicates that 25% of LBWF tenants are aged 65 and over, 65% are female and 23% have a disability. It is evident from this information that if the Decent Homes programme is not delivered on target, then there will be a negative impact on older people, women and those with special needs. The Decent Homes Programme will lead to -4-
Page 125
improved Housing quality and choice, thus there will be a positive impact on these equality groups, once the programme is completed. 6.5.3In March 2008 Ascham Homes conducted a survey of homes made decent between 2001 and 2008. This indicated that BME tenants were fairly represented across all categories of Decent Homes works. 6.5.4Ascham Homes has arrangements in place to test the equality aspects of the delivery of the Decent Homes programme. Diversity data is available on approximately 80% of tenants. Ascham Homes intend to provide a comprehensive report by the end of January 2009, which will be reported to Cabinet. 6.6 Climate Change Impact Assessment 6.6.1Sustainable results and long term benefits have arisen from the Affordable Warmth project, which addresses the needs of homeowners, private tenants and council tenants for information and advice on home energy checks. 6.6.2The average SAP rating of the Council stock is 76, which is the second best in London, and is also above the CPA upper threshold of 65. Ascham Homes, has contributed to this as part of the Decent Homes programme, and has carried out a high number of cavity insulations through grants, compared to other London boroughs. 6.6.3Recycling statistics for the second quarter confirm that Bywaters exchanged or collected 290 skips across all sites. The total amount of mixed waste collected during this period was 766 tonnes, an increase of nearly 50% on the first quarter (391 tonnes). Bywaters recycle the following materials: wood, metal, hardcore, plastic and slates. Information for quarter three is not yet available. 7
CONCLUSION 7.1 This report presents information about the delivery of the Decent Homes Programme, for the second and third quarters of 2008/9.
8.
Background Information: Report to Cabinet, 19 June 2007 – Decent Homes Delivery Plan Quarter One Decent Homes Report – Cabinet 21 October 2008 This report has been cleared after discussion with the Portfolio Member
Signed:
Date: 7.1.2009
Portfolio Member for Communities and Housing
-5-
Page 126
Page 127
Page 128
Position at start of reporting period Change within reporting quarter Position at end of reporting period
Appendix 1
-7-
Homes made Decent in quarter Homes becoming Non-Decent in quarter Stock reduction consisting of Right to Buys Total Stock reductions Number of Decent properties at end of quarter Number of Non-Decent properties at end of quarter Number of properties at end of quarter
Number of properties at start of quarter Number of Decent properties at start of quarter Number of Non-Decent properties at start of quarter
Ascham Homes Decent Homes CLG Monitoring Form
10522 5091 5431 298 0 0 0 5389 5133 10522
5582 149 0 2 2 5091 5431 10522
2008/9 Quarter Two Return JulySeptember
10524 4942
2008/9 Quarter One Return April-June
Decent Homes Quarter Two and Quarter Three Performance
10522
5133 467 0 0 0 5856 4666
10522 5389
2008/9 Quarter Three Return October November
Page 129
Appendix 2A
Count of Properties WARD CATHL CHALL CHAPL CHING ENDLE EPPNG HAEND HATCH HHILL HIGH HOEST LARKS LEYBR MARK VALLY WFORD WILLM WOOD Grand Total
-8-
July-Sept 08 Total 13 32 2 12 52 0 4 9 42 40 2 26 2 0 31 0 13 18 298
Ward Information: July to September 2008 Total Number of Completed Properties
Count of Properties WARD BILLE CATHL CHALL CHAPL CHING ENDLE EPPNG HAEND HATCH HHILL HIGH HOEST LARKS LEYBR MARK VALLY WFORD WILLM WOOD Grand Total
Oct- Dec 08 Total 5 39 118 0 11 44 0 20 6 82 38 28 4 3 1 3 0 0 65 467
October to December 2008
Appendix 2B
Total Spend by Contract Area July to September 2008
EXPENDITURE AREA CONTRACT AREA 1 CONTRACT AREA 1 A CONTRACT AREA 2 CONTRACT AREA 2 A CONTRACT AREA 3 CONTRACT AREA 3 A CONTRACT AREA 4 CONTRACT AREA 4 A CONTRACT AREA 5 CONTRACT AREA 5 A CONTRACT AREA 6 CONTRACT AREA 6 A CONTRACT AREA 7 CONTRACT AREA 7 A MRA AREA 1 MRA AREA 2 MRA AREA 3 MRA AREA 4 MRA AREA 5 MRA AREA 6 MRA AREA 7 MRA CENTRAL HEATING MRA HEAT RECOVERY MRA ELECTRICAL WORKS MRA TANK WORKS MRA CROSS BOROUGH INSULATION MRA ENERGY WORKS MRA TANK WORKS JW/FW MRA ENVIRONMENTAL / PLANNED MRA BUILDING WORKS MRA HOSTELS MRA VOIDS VOIDS DH CONVERSIONS VOIDS ST ANDREWS CT PRIVATE SECTOR HEATING HOMES FOR LIFE PEACOCK CLOSE CHP Grand Total
Budget Total £ 1,096,510 £ 4,137,609 £ 1,705,188 £ 9,791,761 £ 921,260 £ 3,394,480 £ 944,210 £ 3,490,025 £ 6,780 £ 29,725 £ 1,039,658 £ 838,116 £ 226,394 £ 668,033 £ 1,018,988 £ 471,516 £ 196,600 £ 202,628 £ 1,781 £ 424,185 £ 34,251 £ 1,000,000 £ 250,000 £ 250,000 £ 300,000 £ 100,000 £ 90,000 £ 1,000,000 £ 1,000,000 £ 119,050 £ 100,000 £ 1,200,000 £ 740,000 £ 141,000 £ 450,000 £ 20,000 £ 534,000 £ £ 96,000 £38,029,749.00
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£ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £
Total Spend at July to Sept 59,209 1,665,408 257,519 1,914,888 630,920 1,462,319 583,774 813,875 411,714 50,287 32,522 27,937 74,585 30,058 14,681 15,132 133 42,630 2,557 437,741 120,183 154,594 51,720 36,537 15,632 111,102 247,994 19,179 250,372 269,310 44,917 11,167 148,035 10,008,630.83
Decent Homes July to Sept 134 21 55 42
45
1
298
Appendix 2C
Total Spend by Contract Area Oct to December 2008
EXPENDITURE AREA CONTRACT AREA 1 CONTRACT AREA 1 A CONTRACT AREA 2 CONTRACT AREA 2 A CONTRACT AREA 3 CONTRACT AREA 3 A CONTRACT AREA 4 CONTRACT AREA 4 A CONTRACT AREA 5 CONTRACT AREA 5 A CONTRACT AREA 6 CONTRACT AREA 6 A CONTRACT AREA 7 CONTRACT AREA 7 A MRA AREA 1 MRA AREA 2 MRA AREA 3 MRA AREA 4 MRA AREA 5 MRA AREA 6 MRA AREA 7 MRA CENTRAL HEATING MRA HEAT RECOVERY MRA ELECTRICAL WORKS MRA TANK WORKS MRA CROSS BOROUGH INSULATION MRA ENERGY WORKS MRA TANK WORKS JW/FW MRA ENVIRONMENTAL / PLANNED MRA BUILDING WORKS MRA HOSTELS MRA VOIDS VOIDS DH CONVERSIONS VOIDS ST ANDREWS CT PRIVATE SECTOR HEATING HOMES FOR LIFE PEACOCK CLOSE CHP Grand Total
£ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £
Budget Total 1,096,510 4,137,609 1,705,188 9,791,761 921,260 3,394,480 944,210 3,490,025 6,780 29,725 1,039,658 838,116 226,394 668,033 1,018,988 471,516 196,600 202,628 1,781 424,185 34,251 1,000,000 250,000 250,000 300,000 100,000 90,000 1,000,000 1,000,000 119,050 100,000 1,200,000 740,000 224,000 450,000 20,000 534,000
£ 96,000 £ 38,112,749
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Estimated Spend at Oct to December £ 46,137 £ 1,314,713 £ 47,204 £ 2,620,369 £ 46,137 £ 1,660,289 £ 218,752 £ 1,336,839 £ £ £ 408,799 £ 50,529 £ 121,504 £ 77,014 £ 293,577 £ 121,247 £ 108,898 £ 15,131 £ 133 £ 84,841 £ 14,559 £ 236,182 £ 50,744 £ 73,546 £ 42,737 £ 16,164 £ 18,792 £ 382,960 £ 363,918 £ 4,002 £ 80,045 £ 533,780 £ 204,813 £ 32,663 £ £ 2,962 £ 121,442 £ £ 55,084 £ 10,806,505
Decent Homes Oct to December 87 89 78 37
156 5
15
467
Appendix 3
Tenant Satisfaction in Quarter Two with Decent Homes Programme
Quarter 2 2008/9 Tenant Satisfaction 1. Number and % of refusals 2. Number of returned satisfaction questionnaires 3. % of satisfaction awarded 4. Number of complaints received 5. Number of complaints answered in time (within 28 working days) 6. Top five areas of complaint
Zero 216 Residents returned questionnaires out of 528 distributed
97% Satisfaction awarded 20 Reported by Contract Partners All initially responded to in time. 16 out of the 20 complaints resolved within 28 working days. The 4 outside the timeframe required further investigation or are awaiting response from residents. 1)
A resident at Holmes Avenue complained about Workmanship, a missing torch pen . Outcome: The RLO left numerous voice messages with the resident to arrange works to be looked at again. RLO also advised resident to give us a receipt for the torch and the Contract Partner would reimburse them. The resident has not got back to the Contract Partner to date, despite 3 letters being sent to them.
2)
A resident at Western Road reported a broken Lawn edging on 25th September 08, as detailed in the relevant QA2 and QA3. White Gravel replaced on 13th October 08 by Apollo Roofing. Outcome: Resident reimbursed £25 on 27th October 08.
3)
A resident at Titley Close complained on 8th August 08 that 1day electrical upgrade turned into a 3day re-wire. Resident also claims that operatives damaged fridge/freezer and grill handle. Outcome: All operatives have been interviewed but no blame attributable. Signed off as resolved on 7th October 08.
4)
In September, a resident at Chingford Lane complained that as part of the Area 1 electrical works, a faulty freezer socket was installed and the contents of the freezer were spoiled. Outcome: The situation was resolved by Birchcroft who gave the resident £50 as compensation to cover the cost of food items.
5)
Complaint at Chingford Lane on 8th September 08 that minor works outstanding. Outcome: All snagging items completed by end of play 8th September 08 and photos taken by RLO.
Information for quarter three is not yet available
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Appendix 3A
Number Percentage
Resident Satisfaction for Quarter 2 - 2008/2009
Number of answers 'satisfied' 2393 96.30%
Number of answers 'dissatisfied' 92 3.70%
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Appendix 3B
Resident Satisfaction for Quarter 3 - 2008
Number Percentage
Number of answers 'satisfied' 3798 97.96%
Number of answers 'dissatisfied' 79 2.04%
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Appendix 4
Detail of Delays to Works on Properties Scheduled for Quarter Two
Attlee Terrace (28 properties) – Delays have occurred in the approval of Planning and Building Control for the scheme. NPS Ltd, failed to submit the applications. Applications have been made, but this has delayed manufacture of balustrades and these will not start to be installed until November. As previously reported, the start of the scheme was delayed due to leaseholders requesting an independent survey of the roof covering before works could commence. 2 Kimm House (1 property) - Requested by LBWF to decant tenant due to structural issues. Millfield Avenue (24 properties) – during course of work DPC failure was identified, this resulted in a new DPC membrane to be installed extending the contract period. Canons & Southfield Crt (19 Properties) – Identified for electrical test only, during inspection additional works were required to achieve decent homes criteria.
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Appendix 5
Leasehold Valuation Tribunal (LVT) Update
1. As previously reported in the Quarter One report, Ascham Homes, when undertaking works on properties where leaseholders have exercised their right to buy, have a legal duty to consult about the works with those leaseholders. This is the basis for recovering some of the costs from those leaseholders. Consultation did not take place in accordance with the statutory procedure. Ascham Homes was therefore required to apply to the Leasehold Valuation Tribunal (LVT) – an independent body – for a dispensation waiving the consultation requirements. The LVT did not grant the dispensation to appeal therefore Ascham Homes would now need to repeat the same process with the Lands Tribunal. 2. The appeal has been lodged but could take up to a year to be heard. 3. The Leasehold Valuation Tribunal suggested Ascham Homes could provide detailed costs to leaseholders at the time tenders were received. The Decent Homes programme was dependent on the Council’s 10% survey of the stock, which was extrapolated to achieve cross borough costs. It was for this reason that accurate costs could not be given. To provide accurate costs, it would therefore be necessary to survey each property and then construct the programme. 4. Ascham Homes have provided detailed plans to the Council of how to address the problems caused by the LVT decision and will ensure that the Council’s lawyers, leaseholders and tenants are kept informed of the appeal process. 5. In light of the LVT decision and the changes necessary to mitigate financial loss to the Council, the programme must be re-profiled, meaning that the order of works to leaseholders will have to change. This will impact on Council tenants as it is not possible to isolate specific blocks as leaseholders are dispersed among the housing stock. 6. For tenants, there is no obligation to pay any contribution to works but works may be delayed. For leaseholders, there is still a duty to make a contribution but the size of that contribution cannot be determined until after the appeal process has been completed.
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Agenda Item 13 LONDON BOROUGH OF WALTHAM FOREST Committee/Date:
Cabinet: 20 January 2009
Title:
Annual Performance Assessment of Services for Children and Young People in the London Borough of Waltham Forest: 2008
Council Priority:
Create wealth and opportunity for residents
Directorate:
Children and Young People Services
Report of:
Chris Kiernan, Executive Director, Children and Young People Services
Contact:
Jonathan Daniels
Phone:
x3551
E.Mail:
[email protected]
Action required:
For Information
Wards affected:
All
Appendices:
Appendix 1: Ofsted APA 2008 assessment letter
Status:
Open
1.
2.
SUMMARY 1.1.
This report is to inform the cabinet of the outcome of the 2008 annual performance assessment (APA) by Ofsted of children and young people services in Waltham Forest.
1.2.
The APA judgment find services in all 5 every child matters outcome areas to be good (3 out of 4), it also finds that the service’s capacity to improve is also good.
1.3.
2008 is the final year of the APA. From 2008-09 this will be replaced by the comprehensive area assessment (CAA). This will include will include identification of the strengths and weaknesses in outcomes and services for children and young people. CAA assessments will be made based on a national range of indicators (the National Indicator Set), findings from inspection and regulation, and a review of the progress that has been made against targets in Local and Muliti-Area Agreements.
RECOMMENDATION 2.1.
For Cabinet Decision 2.1.1. Cabinet is requested to note the APA judgements and the areas of strength and areas for development identified in the letter from Ofsted.
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3.
REASON FOR DECISION 3.1.
4.
The outcome of the APA is important and appropriate for cabinet to monitor. Children and young people services are a level 1 service within the comprehensive performance assessment (CPA) and is therefore critical in the council’s overall CPA rating. This council’s performance in this area relates to all education and social care services provided to children and young people.
PROPOSAL 4.1.
The 2008 annual performance assessment was undertaken in a more low key way and without a separate site visit as the authority was regarded as “low risk” following the positive outcome of the joint area review (JAR) held in May and June 2008.
4.2.
Although the rating in each outcome area remains the same as in the last two inspection years there are more strengths, and notably fewer areas for development. In 2007, there were 17 areas for development, against ten this year. In particular, enjoying and achieving, positive contribution and economic wellbeing have only a single area for development, against three, two and three in 2007. There are also stronger statements about strengths – particularly notable in the three areas noted above.
4.3.
Our inspectors state in the report that the council has made progress in responding to the recommendations made in 2007; that we consistently delivers good services; and that we are well managed. To quote from the overall judgement: ‘… services have good capacity to improve further and are well managed. Through strong leadership and management, good strategic planning, productive inter-agency partnerships and effective safeguarding arrangements, the needs of children and young people are being addressed well.
4.4.
It is particularly pleasing that, for the first time, there is considerable praise for pupils’ attainment, with ‘outstanding progress between key stage 2 and 4, accompanied by ‘successful focus on equalities and diversity … closing gaps in outcomes. The praise for our engagement with children and young people reflects really good practice by many staff in the directorate and our partners.
4.5.
The vast majority of those areas for development set out in the judgment had already been identified by the authority as part of our review of progress against our 2007-08 action plan. As a result we are already taking forward actions to address these areas. These areas will also be central focus in the refreshed 2009-10 children and young people plan which we are in the process of developing.
4.6.
We will continue to review our progress in addressing the areas for development over the course of the coming year through our existing partnership performance management meetings. -2-
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4.7.
5.
ALTERNATIVES CONSIDERED 5.1.
6.
Not applicable to this report.
CONSULTATION 6.1.
7.
We can be confident of the judgment of the inspectors in spite of the recent concerns about the quality of APA judgments by Ofsted following the Haringey “baby P” case. This is because this assessment has coincided with the major inspection of children services though the JAR. Unlike Haringey’s JAR inspection, the one in Waltham Forest followed the new methodology which place particularly focus on the council and its partner’s abilities in relation to safeguarding vulnerable children and young people.
Not applicable to this report.
IMPLICATIONS 7.1.
Financial 7.1.1. The APA judgment covers the whole of children and young people services, which including the schools budget amounts to around half of all council expenditure. 7.1.2. Actions in response to the recommendations in the areas for development are in most cases underway and are expected to be met within existing budgets.
7.2.
Legal 7.2.1. There are no specific legal implications arising from this report.
7.3.
Human Resources 7.3.1. The APA report includes a recommendation relating to need to ensure that all workforce needs are met. We are currently in the process of developing a comprehensive children and young people’s workforce strategy, which will address the weaknesses identified in this area.
7.4.
Health Impact Assessment 7.4.1. The APA report finds our performance in relation to the “be healthy” outcome area to be good for the third consecutive year. Whilst there has been good progress against many health outcomes, the rate of teenage pregnancies and number of obese children remain significant cause for concerns. Both of these areas will be prioritised and monitored closely over the coming year.
7.5
Equality Impact Assessment 7.5.1. The report recognises the strong performance of the local authority in focusing on equalities and diversity which is proving successful in narrowing the gap between lower attaining ethnic groups and those in poverty and the average performance. -3-
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7.5.2. The report also highlights a number of areas for development which have a direct relationship to the council’s wider equalities duties. These include: •
Reducing teenage pregnancy rates is a gender equality issue and action to further reduce this and the social and economic disadvantage associated with it will support the delivery of the Council in meeting its duty to promote gender equality • Increasing the participation of young offenders in education, training or employment. Given the group’s profile this is a race equality issue and action taken to improve participation will support the council in meeting its duty to promote race equality • Increasing the range of post 16 learning options for young people with learning difficulties/disabilities. This will directly support the Council’s duty to promote disability equality and meet the Disability Equality Scheme priority of enabling disabled to live independently. Action to address this issue is also an opportunity to build on the research done with learning disabled young people on their post 16 aspirations which was completed as part of the Disability Equality Scheme action plan. 7.5.3. We will continue our focus on improving performance in all the above areas by ensuring that they are priorities in the 2010-13 children and young people plan which we are currently developing. 7.6
Climate Change Impact Assessment 7.6.1. There are no specific climate change implications arising from this report.
8.
CONCLUSION 8.1.
The good performance by Children and Young People services in 2008 consolidates the good performance in the last two APA reports and in the JAR that took place earlier this year. The text of the judgment shows a stronger performance overall than in the last two years and places the directorate and its partners in a strong position to improve performance further when assessed under the new CAA regime.
Background Information Approval by the Portfolio-Holder (before inclusion on the Cabinet agenda) I have cleared this report for inclusion on the Cabinet agenda.
Signed Portfolio Member for Children and Young People -4-
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Date 5/01/2009
Alexandra House 33 Kingsway London WC2B 6SE
T 08456 40 40 40
[email protected] www.ofsted.gov.uk
Direct T 0117 945 6293 Direct F 0117 945 6554
[email protected]
17 December 2008 Mr Chris Kiernan Director of Children’s Services London Borough of Waltham Forest Silver Birch House Uplands Business Park Blackhorse Lane London E17 5SD Dear Mr Kiernan
Annual performance assessment of services for children and young people in the London Borough of Waltham Forest 2008 This letter summarises the findings of the 2008 annual performance assessment (APA) for your council. The evaluations and judgements in the letter draw on a range of data and information which covers the period 1 April 2007 to 31 March 2008. As you know, the APA is not based on an inspection of your services and, therefore, can only provide a snapshot based on the evidence considered. As such, I am grateful to you for assuring the quality of the data provided. Performance is judged on a four point scale as detailed in the handbook. I should emphasise that the grades awarded are based on an overall ‘best fit’ model. For instance, an outstanding judgement of Grade 4 reflects that overall most aspects, but not necessarily all, of the services in the area are working very well. We know that one of the features of outstanding provision is the drive for greater improvement and no council would suggest, and nor would Ofsted, that a judgement of outstanding indicates that everything is perfect. Similarly within a judgement of inadequate overall, Grade 1, there could be some aspects of the overall service that are adequate or even good. Judgements are made in a rounded way, balancing all of the evidence and giving due consideration to outcomes, local and national contexts, priorities and decision-making.
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The following table sets out the grades awarded for performance in 2008.
Assessment judgement area
APA grade
Overall effectiveness of children’s services
3
Being healthy
3
Staying safe
3
Enjoying and achieving
3
Making a positive contribution
3
Achieving economic well-being
3
Capacity to improve, including the management of services for children and young people
3
Inspectors make judgements based on the following scale 4: outstanding/excellent; 3: good; 2: adequate; 1: inadequate
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Overall effectiveness of children’s services
Grade 3
The London Borough of Waltham Forest consistently delivers good services. It has sustained good performance in each of the five Every Child Matters outcomes for children, in service management and in capacity to improve. The council has made progress in responding to the recommendations made in the 2007 APA. The access to second tier child and adolescent mental health services is now good, hard-to-reach groups are more involved in decision making and data is used more reliably in a range of areas to drive improvement. For looked after children, care planning processes are now good, the proportion made subject to adoption or special guardianship orders has increased greatly and attainment has risen. However, there are no discernible improvements in reducing the rate of teenage pregnancy or the timely completion of initial social care assessments. Children’s services have good capacity to improve further and are well managed. Through strong leadership and management, good strategic planning, productive inter-agency partnerships and effective safeguarding arrangements, the needs of children and young people are being addressed well. A good track record of improvement has delivered clear benefits. Children start school with much lower than expected levels of attainment and make outstanding progress between Key Stages 2 and 4, although the standards they reach at each key stage remain below national averages. The successful focus on equalities and diversity is closing gaps in outcomes. Very good engagement with children and young people contributes greatly to the improvements. Nevertheless, there are some weaknesses in communication with schools. The council’s analysis of its strengths and areas for development is consistent with the evidence. There are no additional recommendations to make as a result of the APA. The children's services grade is the performance rating for the purpose of section 138 of the Education and Inspections Act 2006. It will also provide the score for the children and young people service block in the comprehensive performance assessment to be published by the Audit Commission. We are grateful for the information you provided as part of this process and for the time given by you and your colleagues in preparing for the assessment. Yours sincerely
Juliet Winstanley Divisional Manager, Local Services Inspection
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Major strengths and important weaknesses Major strengths
Important weaknesses and areas for development
Being healthy Very good multi-agency partnerships that promote healthy lifestyles. Good and improved access to second tier child and adolescent mental health services. Continued very good performance on health checks for looked after children.
Being healthy Links between healthy schools initiatives and measures to tackle the very high incidence of childhood obesity are underdeveloped. The teenage pregnancy rate has not diminished in the last two recorded years and remains above the national average.
Staying safe Strong innovative work with children and families on safeguarding and community safety. Highly effective multi-agency child protection case planning and reviewing Good support and positive outcomes for looked after children.
Staying safe The proportions of timely initial and core assessments are below figures nationally and in similar areas. The quality of assessment varies across the partnership.
Enjoying and achieving Continued outstanding progress between Key Stages 2 and 4, and rising standards at Key Stage 4. Secondary school attendance well above, and improved more than, figures nationally and for similar areas. Narrowing attainment gap between most vulnerable groups and their peers.
Enjoying and achieving Outcomes for childcare and attainment at all key stages are below national averages.
Making a positive contribution Very good involvement in strategic decision making of children and young people, including those who are hard to reach. Low and decreasing proportions of young people re-offending and entering the youth justice system for the first time.
Making a positive contribution Limited participation in education, employment or training by young offenders.
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Achieving economic well-being Achieving economic well-being Very high proportion of young people aged There is an insufficient range of learning options post-16 for young 17 in education and training. people with learning difficulties and/or Low proportion of young people aged 16 disabilities. to 18 from minority ethnic groups not in education, employment or training. Higher percentage of young people gaining Level 3 qualifications than nationally and in similar areas. Capacity to improve including the management of children’s services Strong leadership and management that has ensured continued improvement. Good strategic planning. Very good engagement with children and young people to improve planning. Productive inter-agency partnerships contributing effectively to improving outcomes. Successful focus on equalities and diversity helping to close the gap.
Capacity to improve including the management of children’s services Not all services have their workforce needs fully met. Communication and engagement with schools and some smaller partners are limited. Gaps in the measurable outcomes in some plans restrict performance monitoring.
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Agenda Item 14a Portfolio Holder Report Council Leader
20 January Cabinet
IDeA Beacon Council Presentation On Thursday 8 January we made a formal presentation to the IDeA on our Beacon Status application for building resilient and cohesive communities. This presentation followed on from a successful site visit. As a Council and Local Strategic Partnership we are at the forefront of local action in this area. Our Sustainable Community Strategy and Community Cohesion Strategy both underpin this work - breaking down the local approach into 4 strands covering support and advice for newly arrived communities, trust and contact, citizenship, tension monitoring and Preventing Violent Extremism. We are one of the few areas to have independently evaluated our work and to have measured, concrete outcomes such as can be seen from the Swapping Cultures and Young Muslim Leaders Programmes. This is a vital policy area for our borough and I would like to thank Portfolio Leads, Members and Officers for their excellent work. Most Improved Council visit On Thursday 15 January we hosted a visit from the LGC Most Improved Council Panel. The visit included a Google Earth presentation, information on our key achievements and focus groups with residents and frontline staff. Over the last year we became the first Council to go from 0 to 4 stars. Moreover we also continued to drive service improvement whilst developing and delivering a unique vision for the area - based on unlocking the talents of residents, by tackling worklessness, low skills, educational disadvantage and child poverty, and unlocking the potential of our borough, by securing a sustainable economic, environmental and social legacy from the 2012 Olympics and East London’s regeneration. Budget 2009 / 10 We are continuing to make progress with this year’s Budget. Of course our 2009 / 10 Budget needs to be set in the context of our 3 year Budget settlement which included £12.8 million investment growth with £2.6 million earmarked for 2009 / 10. In addition this year’s budget makes £1.046 million available to support Council priorities. Child Poverty, Housing, Worklessness and Economic development The period just before Christmas saw the culmination of work on both the Child Poverty and Housing strategy. Moreover our WorkNet Scheme, which provides Single Points of Access to employment and skills support, and our Multi-Area Agreement, which will sharpen economic legacy from the 2012 Games, are both taking shape. Finally in the latter part of 2009 we put forward 2 planning proposals to restrict the opening of fastfood outlets near schools, youth centres and parks and to prevent HMO conversions eroding our base of family homes. These are practical steps towards achieving our SCS ambitions and responding to the concerns raised by residents during our consultations.
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Internal Meetings Regular Meetings with Cabinet Members, the Chief Executive, Executive Directors, the Head of Strategic Finance and the Head of Corporate Communications. Council Corporate Projects Board
-
External Meetings Capital Ambition London Remade IDeA - Beacon Council presentation Chairing Waste and Regeneration in Upper Lee Valley Leytonstone Community Council Alan Whitehead MP Harry Cohen MP LGC Judges - Most Improved Council
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Agenda Item 14b
January Cabinet
SERVICE MODERNISATION PORTFOLIO HOLDER REPORT Councillor John Macklin ACCESS 2 SERVICES The Out of Hours is provided at a charge to WFD and includes expenses such as personnel, office space and stationary. The true expense should be covered by individual directorates. Report to be edited to focus on directorate payments then submitted to Leadership Team. EFFICIENCY REVIEW I will be working to ensure that the Councils business structure is realigned in delivering the commitments made in the Sustainable Communities Strategy.
5.0
MEETINGS AND ACTIVITIES
02/12/08 Visited to Hackney regarding regeneration 03/12/08 Meeting with Max Carter 03/12/08 Meeting with Roy Morgan 03/12/08 Corporate Projects Board 03/12/08 BMM 03/12/08 Met with the Leader 04/12/08 Meeting with the Chief Executive 05/12/08 Meeting with Kat Myers 05/12/08 Access 2 Services meeting 10/12/08 Meeting with Chief Executive 12/12/08 Top Team 12/12/08 Tax Collection Challenge Session 16/12/08 Pre Cabinet 16/12/08 Cabinet 18/12/08 Pre Council 18/12/08 Council 07/01/08 BMM
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Agenda Item 14c
January
Portfolio Holder Report - Councillor Afzal Akram Community Safety, Enforcement & Protection Community Safety Winter Crime Prevention Activities A series of crime prevention activities took place during the period 3rd to 18th December. Locations included B&Q, Fulbourne Rd, Morrison’s, St John’s Church E11, Walthamstow Town Square and Chingford Assembly Hall. This year’s theme was focused on reducing domestic burglary through advice, information and target hardening with products such as timer switches, property marking products and UV torches. The events were supported by Council officers (including a dedicated ASB officer at every event), Street Wardens, Police and partners, including Age Concern, Haven, Turning Point, CBHA and the Fire Brigade. The events were also used as an opportunity to consult widely with residents on their crime priorities, with over 600 surveys completed. Update on Turning Point’s community based drug treatment service Turning Point (TP) was awarded a contract in June to provide community-based drug treatment services (winning the contract from three previous providers) and to develop service user and carer involvement across the sector. The contract got off to a difficult start, with threats of a judicial review of the commissioning process by one decommissioned provider. This threat was effectively neutralised by the Council. Since beginning operations in the borough, TP has experienced a number of challenges with underperformance by TUPE'd staff, which they are working to resolve. A substantive manager was recruited in October, since which time we have seen an improvement in performance. TP is unlikely to meet its targets for getting drug users into treatment in this first year of operation as a consequence of the transition. However, risks to the partnership have been mitigated as follows: • • •
A programme of outreach work has been agreed in order to maximise numbers coming into treatment Performance is monitored monthly The contract is performance based and financial penalties will be applied for failure to meet targets thereby protecting the Council's investment (Waltham Forest is one of very few boroughs to have introduced this form of risk-share with providers).
It should be noted that despite this difficulty, the treatment system in Waltham Forest is performing above the regional and national average in terms of retaining drug users in effective treatment. Additionally, the Health Care Commission rated the service’s performance in relation to access to residential treatment and meeting the needs of diverse communities as excellent.
Community Protection and Enforcement Littering enforcement activities Planned enforcement activity continues regarding littering with a minimum of two locations being targeted each week. The enforcement programme for January is litter
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January and hot spots such as high streets, transport hubs and takeaways at lunch time will be targeted. Fly tipping enforcement Investigations are ongoing into fly tipping offences and a number have been put forward for summons and they will be heard in January and February 2009. Legal papers have also been prepared for those who have not paid Fixed Penalty Notices and they are in the process of being completed and forwarded to legal for summonses to be issued. On 27th November one business, Shernhall Street News, appeared at Waltham Forest Magistrates Court and the owner admitted the offences of fly tipping and failing in his duty of care regarding the correct disposal of waste. He was fined £50 on each matter and costs were awarded of £300. Kingsway International Christian Church Festive Events Kingsway International Christian Centre (KICC) is a very large independent interdenominational Christian Church that operates throughout the UK. The Church now holds festive celebrations over the Christmas period that involve several thousand people. This year the venue was Walthamstow Dog Stadium, which is in Larkswood and on the boundary of Chapel End and Valley Wards. KICC advised us of the following services: Christmas Day 25/12/08 10.00 - 13.00 expected attendance 4-5000 Sunday 28/12/08 10.00 - 13.00 expected attendance 4-5000 New Years Eve 31/12/08 20.00 - 04.00 (next day) expected attendance 8000 although advertising suggested that it may be 15,000 In response to this, council officers carried out a pro-active approach to integrated enforcement work to ensure that any potential problems were mitigated. Integration of services included Police, WFD, Fire Brigade, Parking enforcement, Building Control ,Environmental Health, Enforcement and Community Safety. The main concerns were ones of parking, noise and safety (both in terms of those attending and the wider community). Noise teams were on duty and a team of officers available on standby in case of additional need, and noise abatement notices were served. The Police were at the stadium to manage events. Building Control and Health and Safety ensured that the Marquee in use for celebrations was safe. All services were fully briefed of each others’ activities and the public were informed of our actions through WFD, media enquires and website information. The noise team acted as a lead for liaising with KICC and residents. Feedback from the three events: There were no major issues reported. There were 12 noise complainants with only one complaint on New Years Eve and no contraventions of noise. 141 parking notices were issued and 10 vehicles towed away. No crime and disorder or cleansing issues were reported. This represents a considerable success given the extent of public concern regarding these events and the fact that 15-20,000 people attended over the three days.
Enforcement activities – Fixed Penalty Notices In order to keep Cabinet and the public up to date with our increased enforcement efforts, a table of how many Fixed Penalty Notices have been given over the course
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January of the month is included below. Please note that these are the figures for the month of November. Correction – the figures in the report sent to December Cabinet were the figures for the month of October. Fixed penalty notices issued in November* 53 issued 41 Littering 2 Failing to comply with a requirement notice 1 Failing to comply with a waste receptacles notice 9 Fly-posting 45 penalty charges paid in November totalling £2,360 *Excluding Fixed Penalty Notices for parking offences
Key dates and meetings 01/12/2008 Meeting Head Teacher Highams Park School 01/12/2008 Meeting Interlink College 01/12/2008 Meeting Maureen McDonald-Khan 01/12/2008 Meeting Mark Benbow Borough Commander 02/12/2008 Spoke at Preventing Violent Extremism Conference (Central London) 02/12/2008 Meeting Name Claim & Shame Campaign 03/12/2008 Meeting Labour Group 04/12/2008 Meeting Aquisitive Crime Project Board 04/12/2008 Meeting Andrew Kilburn 04/12/2008 Meeting Robin Tuddenham 05/12/2008 Meeting Joint Project Leaders Meeting 10/12/2008 Meeting Richard Squire Fire Service Borough Commander 11/12/2008 Meeting Youth Diversion Event 11/12/2008 Meeting Labour Front Benchers 11/12/2008 Attended Civic Carol Concert 12/12/2008 Meeting Joint Project Leaders Meeting 12/12/2008 Meeting Top Team 12/12/2008 Meeting HMO's and multi Lets enforcement 12/12/2008 Attended Leyton Orient Community Sports Programme's Xmas lunch 15/12/2008 Meeting Martin Esom and Chris Kiernan 15/12/2008 Meeting Assett Management workstream
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Agenda Item 14d
January ENVIRONMENT PORTFOLIO HOLDER REPORT Councillor Bob Belam High Bridge replacement As part of the 2007/08 Policy Review Process, Members approved capital funding of £100k for the replacement of High Bridge (end of Coppermill Lane). Waltham Forest and Hackney jointly own this bridge; both boroughs have agreed to fund the replacement of the bridge, which is in a state of disrepair. I am pleased to inform residents that works are currently underway and are scheduled to be completed by the end of February 2009. Asset Management Plan development – funding bid Officers in the Highway Network Group have recently submitted a bid to the Department of Transport for £50K. This funding will support the ongoing development of our Asset Management Plan (highways assets). I will keep members updated on the outcome of this bid. Winter Maintenance Plan 2008/9 - update I am pleased to advise you that our Winter Maintenance Plan 2008/09 has been updated and has proved to be highly effective during the recent inclement conditions. The updated plan can be seen here: http://www.walthamforest.gov.uk/index/transport/parking-roads/roadhighway/highway-maint/winter-maint.htm Parking Enforcement Services contract – retendering for 1st January 2010 In last month’s report, I mentioned that the Parking Enforcement Services Contract was up for retendering. Below is an update on progress with the retendering process. A project team has been established to oversee the tendering process and an OJEU Notice was published in September 2008. Four completed pre-qualification questionnaires were received by the published response date of 27 October 2008 from NCP Services, APCOA Parking, Mouchel Limited and Vinci Park Services. All applicants successfully passed the compliance and technical evaluations and as a result will be invited to participate in the next stage of the tendering process. The tender documentation, in particular the Enforcement and IT specifications, are currently being prepared by the Project Team with the intention to issue the tender documents to the four interested parties in March 2009. A report is scheduled to go to Cabinet in February as an update on the progress of the tendering exercise and to seek approval of the proposed evaluation methodology of the bids submitted. CPZ update The new Winns Avenue CPZ and the Lloyd Park CPZ extension were substantially completed on 19th December. There are still some outstanding works to be carried out, but these will be completed by mid-January, weather permitting. Once this work is completed, enforcement of the CPZ will commence. Although enforcement has yet
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January to commence, I have received feedback from some residents that the presence of signs and markings in the CPZ area has reduced parking pressure already. Road maintenance - Rangers Rd E4 - Station Road to Borough Boundary Works to resurface the carriageway and overlay the footway were completed on Ranger Road to Boundary Rd. Works started on site on the 13th October and were completed by the 5th December ahead of programme and within budget. Dates for diaries Kingsway International Christian Centre Christmas and New Year Celebrations Briefing New Years Day Parade New Years Day Parade Concert West Walthamstow Community Council Council's financial grip - work planning meeting Ian O'Donnell Interview with Mayer Nissim student Lloyd and Aveling Park & William Morris Gallery Quarterly Programme Board meeting 1:1 with Chief Executive Name, Claim and Shame comms meeting with Katie Myers Verdant Performance Review Board meeting Green Fair meeting Lloyd & Aveling Park 1-1 with Cllr Loakes LGC Awards - Most Improved Council 1:1 with Keith Hanshaw COUNCIL Joint PLM with Cllr Akram Top Team Kier Performance Review Board meeting Climate change update Street Watchers meeting North London Waste Planning Members group LSCP Meeting
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Agenda Item 14e
December 2008 Portfolio Holder Report to Cabinet: Councillor Liz Phillips Cabinet Member for Health, Adult & Older Peoples Services 1. Key issues Personalisation and Prevention Agenda in Social Care On the afternoon of the 4th December, I attended another meeting of the Older Peoples Forum and spoke about the ‘Personalisation and Prevention Agenda in Social Care’ and how the Council is working through it. I explained the concept of Personalisation, which means that every person who receives support, whether provided by statutory services or funded by themselves, will have choice and control over the shape of that support in all care settings. I also outlined some of the elements of the Personalisation vision, which comprise of direct payments, individual budgets, a resource allocation system (RAS), self assessments and self directed support, support brokerage and supporting carers. Some of the Prevention Agenda being undertaken by the Council are: o Further development of the out of hospital services; o Re-ablement of home care; o Outcome focussed care planning, and o Provision of tele-care and tele-health. 2. Key Meetings and Activities – December 2008 01-12-08 01-12-08 04-12-08 05-12-08 08-12-08 08-12-08 08-12-08 09-12-08 10-12-08 10-12-08 11-12-08 12-12-08 12-12-08 12-12-08 15-12-08 16-12-08 18-12-08
1:1 with Aisha Begum, Executive Support Officer Portfolio Lead Meeting Older People’s Forum 2008 Quarterly Update on Commissioning 1:1 with Sandra Howard, Head of Adults Social Care Joint Partnership Board WF Joint Visiting Team Strategic Board Meeting Interim Interviews for the post of Adult and Community Services Executive Director 1:1 with Eileen Means, Interim Head of Strategic Commissioning Cann Hall CPZ Meeting 1:1 with Sheenagh Burgess, Head of Learning Disabilities 1:1 with Stephen Gilson, Head of Finance 1:1 with Cllr Milton Martin Monthly Communications Meeting Transformation Board Meeting Cabinet Full Council
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December 2008 Cllr Naheed Qureshi, Junior Cabinet Member for Health, Adults and Older Peoples Services Key Meetings and Activities – December 2008 16-12-08 Cabinet
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Agenda Item 14f January 2009
Portfolio Holder Report – January 2009 Councillor Marie Pye, Cabinet Member for Communities and Housing
Community Councils The Community Councils have completed their budgetary decision making and £161, 252 has been allocated to support over seventy local projects. Delivery started over the Christmas period and included events in a local park, a children’s party and a youth diversion and education programme. The Access 2 Services Mystery Shopping Project (comprising of over 100 face to face shops, 200 telephone shops, 50 e-mail or on-line shops and 20 letters shops across all major contact points) has completed and a presentation of findings will be conducted in February 2009. A study to measure perceptions around community cohesion has just been commissioned comprising of a face to face household borough-wide survey and follow-up qualitative work. The aim of the study is to inform the implementation of the Community Cohesion Strategy and monitor its impact. The interviews will take place throughout January and February and findings will be presented in April 2009.
BNI Health Programme Our BNI health programme has been singled out for particular praise in a report published by the Kings Fund, focussing on how people can be supported to change health related bad behaviour. The BNI Household Health Improvement Programme is held a model of good practice on page 7 of the document and further details on this can be found in the Kings Fund Commissioning and behaviour change Kicking Bad Habits final report.
New Forest Road development I was delighted to have the opportunity to open the new Islington and Shoreditch Housing Association (ISHA) green housing development at 544 Forest Road. The scheme will provide 47 affordable homes on a prominent site overlooking the town hall. ISHA purchased the site in 2005, which had previously been a filling station, but had been vacant for several years. Wind turbines on the roof will power the communal electricity and lighting for the scheme. ISHA is pioneering the use of renewable energy in affordable housing schemes within the borough and elsewhere.
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January 2009 I was very pleased to be able to open this innovative scheme that makes use of renewable energy, and I hope to see many more housing developments focusing on energy efficiency in the future. Affordable housing is of the utmost importance to Waltham Forest Council. The issue is a key priority in the Council’s Sustainable Community Strategy, our 20 year plan for the borough, and it is vital that we continue to provide quality, affordable homes to our residents. Community Cohesion The Council’s work on community cohesion has been externally recognised with our shortlisting for Beacon status for Cohesive and Resilient communities. We had an extremely positive visit from the team who met with community organisations and stakeholders, and visited Frederick Bremer school where three Headteachers spoke about the impact of community cohesion work in schools in the borough. Our three-year cohesion strategy agreed earlier this year is now being delivered, with progress made across each of the four key priorities in relation to newly arrived communities, building trust and dialogue, citizenship and preventing extremism. We have commissioned research into current perceptions of cohesion and tolerance between communities in Waltham Forest, which will be lead by BMG. We have delivered inter-generational events, and are utilising arts and culture to generate understanding between communities. Our ‘women together’ project is increasing involvement of local women in public and civic life, and our citizenship training is about to commence. In relation to tackling conflict within our communities, our work on tension monitoring has been used as a model for our other boroughs, and we have detailed practice guidance and training which are subject to consultation. Our work on preventing extremism continues to attract national interest and media attention. I attended a recent meeting with young muslim leaders filmed by the BBC. It is also positive to note that our work with muslim women, led by Ashiana, is now fully operational and will lead to the development of a reference panel of local women in the new year. RADAR (The National Disability Network) Tipping Point Project Advisory Group I am very pleased to have been asked to become a member of the RADAR Tipping Point Project Advisory Group. This Group will be tasked with advising and making recommendations to the RADAR Tipping Point Project on a range of matters including - best practice for disabled people’s organisations on increasing user involvement across employment, services, internal and external policy and governance, particularly in relation to effective strategies for engaging groups of disabled people historically deemed ‘hardest to reach’ including BME disabled people; - options for collaboration and partnership with related networks and projects to maximise impact; - effective dissemination of learning from this project so that it has the widest spread and benefits.
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Agenda Item 14g
January Cabinet Portfolio Holder Report - Councillor Keith Rayner Finance, Risk and Governance Legal Services Achievements
Legal Services recently had its annual Lexcel inspection, which is the Law Society's quality assurance standard. The Council passed without any non-compliance and the inspector said there were some good examples of best practice in place in Waltham Forest and that our achievement was particularly impressive given the number of vacancies we currently have. The results of the client survey have also been received. Over 60 clients responded and the results were very positive. There are still areas for improvement identified by the survey and the Lexcel inspector gave us some good ideas for improving our standards and processes. We will be working on these over the coming year. Well done to Daniel Fenwick and everyone in Legal services. Key portfolio meetings include:
9/12 10/12 11/12 11/12 12/12 12/12 12/12 15/12 16/12 18/12 18/12 18/12
Regular meeting with Director of Governance and Law Attended Scrutiny re outsourcing of Audit. Sustainable Procurement Event Regular meeting with Director of Finance E-invoicing event Tax collection challenge session Top Team Briefing Meeting re Efficiency Review Asset Management workstream Cabinet Meeting re CAB accommodation Meeting re Adults Services budget pressures Council
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Agenda Item 14h December Cabinet Portfolio Holder Report: Councillor Geraldine Reardon Cabinet Member for Leisure, Arts and Culture 1. Key Issues Sport and Leisure • • • • • • • •
The Sport England Progress Report for the first quarter of fit club has been submitted as requested. Training sessions for the Sports Hall Athletics have commenced. As part of the ‘Active People Survey 2008’, there is an improved score for volunteering. Work to repair the boom at Waltham Forest Pool and track has commenced. Work is continuing on the Sport England Application for the urban beach sports venue. This will be submitted on 6th January 2008. The Online sports Directory is taking shape, and will be launched very soon once data is uploaded onto the system. Preparation for the London Youth Games have commenced, with the cricket scheduled for February 2009. Orders have been placed to map Lloyd Park, Marsh Lane and Ridgeway park with orienteering courses.
Arts and Events
Chingford Christmas Lights Switch on The last of the Christmas Lights Switch went ahead on Saturday 6th December in Chingford. Music, a children’s entertainer and face painter kept the young audience occupied for two hours, much to the delight of Christmas shoppers. Older People’s Christmas Concert At Waltham Forest Theatre on Wednesday 9th December, we organized a free Older Peoples Christmas Concert. Tickets were available all over the borough in Waltham Forest Direct shops. Approximately 200 people attended this. The Mayor also came along, and comedian John Pope and a female singing duo called ‘Drop Dead Divas’ entertained everyone. Free tea, coffee and mince pies were available and a raffle was organised. Eid Celebration at Waltham Forest Town Hall On Saturday 13th December an Eid Celebration went ahead in Walthamstow Assembly Hall. Tickets were available in Waltham Forest Direct shops, which proved very popular. Numerous telephone calls were taken, requesting more. The stage show consisted of dancing, singing and music provided by SKI. Pantomime at Waltham Forest Theatre On Friday 18th Dec and over the weekend in partnership with Waltham Forest Youth Drama group, a pantomime, ‘Elves & The Shoemakers’ was held at Waltham Forest Theatre. Tickets proved a huge sell-out.
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December Cabinet Children’s Disco at Chingford Assembly Hall On Saturday 20th December at Score Centre Leyton, a Christmas children’s disco went ahead and on Sunday 21st December at Chingford Assembly Hall the show was repeated. Mrs Bubbles and her friends Father Christmas, and Mr Teddy entertained the children and danced away the afternoon with a very appreciative audience of children and adults.
Libraries, Museum and Gallery Skilled for Health Grant A ‘Skilled for Health’ grant of £1,730 has been awarded to Waltham Forest Libraries to develop a Skilled for Health project. This is part of an initiative developed in partnership between a number of partners, including the Community Learning and Skills Service (CLaSS) and the Waltham Forest PCT. Police Surgeries North Chingford Library held a Police Surgery on 4th December, 3-4pm and these will continue on the first Wednesday of each month. Chatter Book Reading Group A Chatter Book Reading Group has started at Walthamstow Library. It takes place every third Friday of the month between 12-2pm with children from Hillyfield Primary School. North Chingford Activities The Baby Rhyme time had a Christmas special on 17th December 2008. It was attended by 20 mums with their babies. The adult reading group is in great demand with a waiting list of people wanting to attend, and numbers are increasing for the under 5s story time. Lea Bridge Library Contracts have now been agreed for the refurbishment of Lea Bridge Library. Work is expected to start on site in February 2009. There will be a temporary library in the garden behind the Library for the duration of the works. The refurbished Library is expected to open in the Autumn of 2009. We will continue to work closely with the staff team to develop the internal details of the design to maximise the benefits of the refurbishment to customers.
Green Spaces The Council has applied for and been awarded around £1 million under the DCFS's Wave 2 Playbuilder programme. Over the next two years officers in Green Spaces will work in conjunction with colleagues in Children's Services to develop and implement improvements to at least 21 playground sites across the Borough. Further work will be done to decide which sites are to receive funding and the residents will be consulted so that they can have a say in how the playgrounds are transformed. The Council has also been successful in securing a grant of £85,000 from the London Marathon Trust towards the new Walthamstow Borough Bowling Club pavilion in Lloyd & Aveling Park. This is a significant development as it closes the funding gap needed for the Council to relocate
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December Cabinet the club house and artificial green from near the William Morris Gallery in Lloyd Park to its new site in Aveling Park. This relocation is necessary as part of the Council's proposed Parks for People Lottery project. More information on the Lottery project is available at www.walthamforest.gov.uk/parks-for-people
2. Key Meetings and Activities – December 2008 01-12-08 05-12-08 09-12-08 09-12-08 09-12-08 10-12-08 10-12-08 10-12-08 11-12-08 12-12-08 16-12-08 18-12-08 18-12-08
Launch of London Tree and Woodland Awards Tour of HLF Parks in Southwark London Councils meeting Churches and community cohesion meeting Interviews for the post of Interim Adult and Community Services Executive Director Meeting with Cllr Wheeler and UCKG on the EMD Cinema Lloyd and Aveling Park Project Board meeting Arts, Culture and Strategy Pre-meeting HLF Event Top Team Quarterly Performance and Budget Review Meeting – Libraries Arts, Culture & Sport Strategy Project Board meeting Wave 2 Play Areas discussion with Children’s Services
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Agenda Item 14i
January Cabinet
Children and Young People Portfolio Holder Report Councillor Chris Robbins BSF AWARD FOR KELMSCOTT SCHOOL Kelmscott School recently gained national recognition, beating off stiff competition to win the ‘Best design for a remodelled school’ at this month’s Partnerships for Schools (PfS) Awards. The annual awards celebrate the positive impact that the Building Schools for the Future (BSF) scheme has been having nationwide, transforming education provision and providing better facilities for pupils, parents and teachers alike. The refurbishment has led to the total transformation of Kelmscott School, vastly improving conditions and providing valuable facilities like a drama suite, assembly hall, improved dining area, themed garden areas and internet café. The school has also been aesthetically improved, with an eyecatching glass entrance lending the building a strong sense of identity.
EXTRA SERVICES IN SCHOOL An event was held recently to celebrate the fact that Waltham Forest schools are offering more and more services to pupils and parents. As part of the government’s ‘Every Child Matters’ initiative, all schools have been set targets to help ensure children are healthy, safe, happy and getting the most from their schooldays by providing services above and beyond regular lessons. Seventy per cent of the borough’s schools are now providing breakfast and teatime groups, holiday activities, study and sports clubs, mentoring programmes and parent support services. Teachers from across Waltham Forest attended the event, which featured displays from pupil and parent groups as well as lively performances and presentations from local schoolchildren. The event was a roaring success and highlighted the hard work of the borough’s teaching staff, pupils and parents. Access our Services Our Council provides free impartial information and support to families with children and young people aged 0-19. I would encourage families to contact us as they may be eligible for support. +Ask us about + Childminders + Day Nurseries + Children’s Centres + Creches + Preschools + Parent and Toddler groups + After School and Breakfast Clubs + Holiday Play schemes + Extended Services And…
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January Cabinet Working Tax Credits and Child Tax Credit + Free part-time early education places for 3-4 year olds + Special needs inclusion Phone: 0208 496 3000 Email: [email protected] Website: www.walthamforest.gov.uk/csd Meetings and Activities of Cllr Robbins 02/12/08 Portfolio Lead Meeting 02/12/08 Meeting with the Chief Executive 03/12/08 Visit to Heathcote School 03/12/08 Meeting with Sherron Hoskins 04/12/08 Leyton High road and other issues 04/12/08 Visit to River Lea School 08/12/08 Visit to Henry Maynard School 08/12/08 Leyton High road and other issues 09/12/08 Briefing on BSF and Primary School education 11/12/08 Meeting with Keith Hanshaw and Martin Esom
12/12/08 12/12/08 16/12/08 16/12/08 17/12/08 17/12/08 18/12/08 Leader
Top Team Site visit to George Mitchell School Met with Youth Ambassadors Visit to Davis Lane Primary School Childrens centre booklet Special PLM Meeting with Andy Howells and the
Councillor Angie Bean Junior Cabinet Member for Children and Young People Activities in December Tuesday 2nd Hosted Chapel End year six in the chamber Topic democracy Wednesday 3rd Met with Jo Olsen Chris Kiernan Cllr Robbins re the sen strategy Met with cllr Robbins and Sheron Hoskins the Manager responsible for Disabled children. Thursday 4th Friday 5th
Hosted St. Marys catholic school year six in the Chamber Topic the Olympics Adoption panel all day
Monday 8th Meeting with Jo Olsson Tuesday 9th Hosted chapel end year five topic democracy Thursday 11th Civic carol service Friday 12th
Top team meeting
Tuesday 16th
Cabinet
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Agenda Item 14j
January 2009 Portfolio Holder Report to Cabinet – Cllr. Terry Wheeler Investment & Enterprise Blackhorse Lane Regeneration Progressing well in the context of the current credit crunch. Need to identify school in the regeneration area is accepted. 3 options have been identified, with two of those examined further. We are continuing with site assembly on Sutherland Road and have already completed on one site. Paper Mill Place Phase III (Sutherland Road) is before the Planning Committee on 06 January 2009 with a recommendation for approval. We are continuing to assess the Banbury Park planning application (Billet Road) in view of largely favourable responses from CABE and the GLA. The Traffic Management Study is now nearing completion and the Waterfront Park feasibility study Stage 1 is also now complete. South Grove Regeneration Sainsbury’s have expressed an interest in moving forward a proposal to redevelop the South Grove site, and their existing store site, and Cabinet (16th Dec) authorised officers to explore this opportunity. Officers in Regeneration and Property will continue to work with Sainsbury’s and their advisors to bring forward a scheme that meets the IPPF vision. Lea Bridge Regeneration Urban Practitioners (appointed by the LBWF, Hackney, Lea Valley Regional Park Authority, North London Strategic Alliance & Design for London partnership) are taking the study forward with a focus on open space/leisure improvements and the regeneration of the area as a whole. The inception meeting having already taken place, a consultant update meeting was held just before Christmas 2008 to outline the base-line study work UP are now undertaking, with this part of the work still scheduled for completion at the end of March 2009. A steering group meeting for the Lea Bridge study will happen on 8 January 2009. Hall Farm Curve The results have now been received of the in depth economic study that we commissioned from tfl to demonstrate the benefits that would accrue from the reinstatement of the curve. The results are very encouraging and the BCR (Benefit Cost Ratio) for our preferred options both fall very much within the parameters set for projects to receive active consideration. Indeed the study supports the 4 trains (8 coaches) an hour option rather than two trains an hour as the better option. The cost aspects of the report are capable of improvement and more work is being done to strengthen the case. We are arranging to meet with Network Rail and the Department of Transport with a view to securing its inclusion early in the next Rail Capital Expenditure window of 2014-2019. This not an expensive project as rail projects go, and we now have the Business Case to make it happen. Northern Olympic Fringe Masterplan The masterplanners (Urban Practitioners) have recently completed their initial baselining analysis and are developing the draft spatial masterplan throughout December 2008 and January 2009.
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Lea Bridge/Middle Lea Complementary masterplanning work is underway linking the Northern Olympic Fringe and the Tottenham Hale Region - North London Waterpark regional plan. There are clearly very exciting opportunities in the Lea Bridge road area. Walthamstow Town Centre Work continues at a pace despite the recession to move the “Princes Foundation” Work forward as the two reports on the December agenda demonstrated (Arcade and South Grove) LDF Core Strategy Issues and Options Officers have completed analysis on consultation comments and will be reporting back soon. Section 106 SPD and Dwelling Conversions Policy Following successful public consultation exercise the policy is now approved, during Cabinet 25 November 2008, to be adopted as formal policy, pending the usual call-in deferral period. Hot Food Takeaway SPD This has been extended due to local, national and international media and public interest. An additional postal questionnaire will now be available make it easier for more local people to become involved and provide feedback comments, due to the level of interest in this topic. Meetings and Activities attended: 4.12.08 – Meeting with Symon Sentain - Characterisation Study Meeting 5.12.08 – Leaders and Mayors Meeting 8.12.08 – Meeting with London Buses 9.12.08 – ODA Planning Committee 10.12.08 – EMD Cinema Meeting - Drapers Field Meeting - Can Hall, Cathall CPZ Consultation Meeting 11.12.08 – Worknet Board 12.12.08 – Top Team 16.12.08 – NSAfC Board Pre-meeting - Meeting with Shifa Mustafa - Meeting with John McGill
17.12.08 – Meeting with Gordon Glenday - Construction Training Centre Project Board - Meeting with James McGlashen - Waltham Forest Business Board 18.12.08 – C.A.B. Premises Meeting 7.1.09 – Meeting with Shifa Mustafa - Meeting with Andrew Kilburn - Meeting with Leader
- Cabinet
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