ITEM NO. 9.1 Report of: Chief Executive Contact Officer: R ...

ITEM NO. 9.1

Report of: Chief Executive Contact Officer: R. Lamond Telephone No: 01543 464598 Portfolio Leader Corporate

Improvement Key Decision: No

Report Track: Scrutiny Committee 6/10/14

SCRUTINY

6th OCTOBER 2014

QUARTER 1 PERFORMANCE REPORT 2014/15

1 Purpose of Report

1.1 The purpose of this report is, in accordance with Scrutiny Committee’s Terms

of Reference, to advise Members on the progress of the Council during Quarter One 2014/15 in respect of the Priority Outcomes as set out in the Corporate Plan 2011-14 and the supporting Priority Delivery Plans (PDPs) for 2014/15.

2 Recommendations

That Scrutiny

2.1 Note the performance information and the case studies relating to PDPs as detailed at Appendices 1-8

2.2 Notes the actions and indicators which are rated Red or Amber and the associated commentary/remedial action proposed by the Lead Officer, and determines whether any further information or explanation is required to assist Members in their Scrutiny function.

2.3 Note the General Fund financial performance against budget for the first Quarter at Appendix 9.

3 Key Issues and Reasons for Recommendation

3.1 Information for performance actions, indicators and case studies 2014/15 is included for relevant items in Appendices 1 to 8. The overall rankings for each Portfolio area are detailed in Section 5 below, indicating that 84.6% of targets have been achieved during the first quarter of 2014/15. The recommendations reflect that this performance and any subsequent rescheduling are noted.

ITEM NO. 9.2

4 Relationship to Corporate Priorities

4.1 This report supports the Council’s Corporate Priorities as follows:

The indicators and actions contribute individually to the Council’s Priority Outcomes as set out in the Corporate Plan 2011-14 and each of the Priority Delivery Plans for 2014/15.

5 Report Detail

5.1 The Council’s Priority Delivery Plans (PDPs) for 2014/15 were approved by Cabinet on 30th January 2014. To reflect the Priority Outcomes set out in the Council’s Corporate Plan 2011-14, individual PDPs have been developed for 2014/15 for each of the 4 priorities, namely:

• People – Active and Healthy Lifestyles.

• Place – Improved Living Environment.

• Prosperity – Economic Resilience.

• Transformation – Changing the way services are provided to ensure value for money

It was agreed by members that these plans would be subdivided into Cabinet Portfolio Delivery Plans, namely:

• Corporate Improvement

• Crime and Partnerships

• Culture and Sport

• Economic Development and Planning

• Environment

• Health and Wellbeing

• Housing

• Town Centres

5.2 This section of the report summarises the ratings for the relevant actions and indicators in the PDPs during Quarter one 2014/15. The actions and indicators, described in further detail in each of the annexes, are rated using the Red Amber Green system as below.

ITEM NO. 9.3

RED

AMBER

GREEN

The action failed to meet the target

for the stated quarter

The action has made some

progress towards achieving target.

The action has achieved target for the stated

quarter

5.3 From a total of 78 actions and indicators reported in the first Quarter, 66 (84.6%) have been rated Green. The overall total for all indicators and actions reported in Quarter 1 across all eight Cabinet Portfolios is illustrated in the table below.

ACTIONS

RED AMBER GREEN NO

RATING

Corporate

Improvement 4

100%

0

0%

0

0%

0

0%

Crime and

Partnerships

0

0%

0

0%

1

100%

0

0%

Culture and

Sport

2

15.4%

0

0%

11

84.6%

0

0%

Economic

Development

and Planning

0

0%

0

0%

0

0%

0

0%

Environment 0

0%

1

14.3%

6

85.7%

0

0%

Health and

Wellbeing

0

0%

0

0%

2

100%

0

0%

Housing 0

0%

0

0%

6

100%

0

0%

Town Centres 0

0%

0

0%

2

100%

0

0%

TOTAL RATINGS

IN ALL PDPS FOR

QUARTER 1

6

16.7%

1

5.6%

28

77.7%

0

0%

ITEM NO. 9.4

The Table below shows the combined ratings for Quarter 1.

6 Implications

6.1 Financial

There are no direct financial implications arising from the report.

The financial management of the PDPs is standard in accordance with Financial Regulations and any measure to address a performance shortfall as reflected in a PDP report will require compensatory savings to be identified in

INDICATORS

RED AMBER GREEN NO

RATING

Corporate

Improvement 0

0%

1

25%

2

50%

1

25%

Crime and

Partnerships

0

0%

0

0%

2

100%

0

0%

Culture and

Sport

0

0%

0

0%

6

100%

0

0%

Economic

Development

and Planning

0

0%

1

20%

4

80%

0

0%

Environment 0

0%

0

0%

11

91.6%

1

8.4%

Health and

Wellbeing

0

0%

0

0%

2

100%

0

0%

Housing 1

10%

0

0%

9

90%

0

0%

Town Centres 0

0%

0

0%

2

100%

0

0%

TOTAL RATINGS

IN ALL PDPS FOR

QUARTER 1

1

2.3%

2

4.7%

38

88.3%

2

4.7%

RED AMBER GREEN NO

RATING

Total Ratings

7

8.9%

3

3.9%

66

84.6%

2

2.6%

ITEM NO. 9.5

the current year and be referred to the Delivering Change Process for additional resources in future years.

6.2 Legal

None.

6.3 Human Resources

None.

6.4 Section 17 (Crime Prevention)

Direct actions which the Council is taking with regard to Section 17 (Crime Prevention) are detailed in the annexed PDP performance reports.

6.5 Human Rights Act

None.

6.6 Data Protection

None.

6.7 Risk Management

The strategic risks relating to the delivery of the Corporate Plan and PDPs have been identified and are included in the Strategic Risk Register, which is monitored and managed by Leadership Team and is reported to the Audit & Governance Committee.

6.8 Equality & Diversity

The Performance Reporting process by which the actions and indicators established by the Council to achieve its Priority Outcomes has been the subject of an Equality Impact Assessment, and in conclusion most considerations within the assessment are not applicable. However those items that have been identified as relevant are considered to be of neutral impact, and therefore the outcome of the assessment is that no change to the process is required.

6.9 Best Value

The Council’s Corporate Plan 2011-2014 and the Priority Delivery Plans 2014/15 include targeted actions which will contribute to promoting community engagement and Best Value within the District.

ITEM NO. 9.6

7 Appendices to the Report

Appendix 1

Performance information for the Corporate Improvement Delivery Plan

Appendix 2

Performance information for the Crime and Partnerships Delivery Plan

Appendix 3

Performance information for the Culture and Sport Delivery Plan

Appendix 4

Performance information for the Economic Development and Planning Delivery Plan

Appendix 5

Performance information for the Environment Delivery Plan

Appendix 6

Performance information for the Health and Wellbeing Delivery Plan

Appendix 7

Performance information for the Housing Delivery Plan

Appendix 8 Appendix 9

Performance information for the Town Centres Delivery Plan Financial Summary

Previous Consideration

Background Papers Corporate Plan 2011/14 Report to Council, 6th April 2011

Priority Delivery Plans 2014/15 Report to Cabinet, 30th January 2014

Performance Reporting Process Equality Impact Assessment, July 2012

ITEM NO. 9.7

APPENDIX 1

What we said we’d achieve in 2014/15

Priority Outcome: Transformation – Changing

the way services are provided to ensure value

for money

Corporate Improvement

Quarter 1

How are we doing so far?

We said we would: Improve public service delivery through

encouraging greater collaboration, closer working with partners

and breaking down silos (both internal and external) By:

Development of a partnership concordat

The concordat is currently on hold pending the appointment of

a new Chief Executive at Staffordshire County Council.

Development of an action plan to support the delivery of this As above, the action plan is currently on hold

Office Accommodation – support the move of Partners into

CCDC Civic Centre

Accommodation moves have been delayed whilst awaiting a

formal decision from Police & Crime Commissioner. Having

received formal notice that the Police will not be moving into

the Civic Centre, discussions are progressing with other

interested partners.

Office Accommodation – development of combined reception

service for all organisations operating from CCDC civic centre

As above, the combined reception service has been on hold

pending the PCC decision. Plans are now being developed to

review reception facilities in line with accommodation partners.

ITEM NO. 9.8

APPENDIX 1

As Performance Measures:

Percentage of inbound calls answered by the Contact Centre

Annual Target: 90%

Q1 outturn = 92.6%

Reception footfall

NB This measure is being recorded during 2014/15 to establish a

benchmark for future years, and therefore does not include an

annual target.

The average daily footfall for Customer Services in the Civic

Reception is 160.7 visits.

NO

RATING

We said we would: Improving the image and perception of the

Council as a service provider and as an organisation to work for By:

Roll-out of the Council’s revised values across the organisation

The Values have been finalised by Leadership Team but need

to be approved by Cabinet before they can be rolled out

across the Council. This will be done in Quarter 2

As Performance Measures

Increase in Social Media followers Twitter followers: 4919 on 30/06/2014, an increase of 6.88% from

previous quarter and 39.6% on baseline (31st March 2013)

Facebook followers: 1120 on 30/06/2014, an increase of 3.89%

on previous quarter and 14.75% on baseline (31st March 2013)

Positive Media Coverage

69.08% of the media coverage was positive in this quarter. This

is a decrease from the previous quarter (80.18% positive media)

however there is no increase in negative coverage (this

accounts for 0.4% of coverage during quarter 1). The number of

negative articles is exactly the same as the previous quarter (1)

however there has been an increase in the number of neutral

articles which thereby decreases the percentage of positive

articles as an percentage of overall coverage.

ITEM NO. 9.9

APPENDIX 2


Priority Outcome: Place – Improved Living

Environment

Crime and Partnerships

Quarter 1


We said we would: Lead the delivery of the Community Safety

Partnership outcome ‘increasing assurance within the community

By:

Communicate the outcomes of community safety projects to

assure the community -Spring project

World Cup Anti-Domestic Abuse Campaign To link in with this year’s FIFA World Cup, the LSP has been running a campaign surrounding domestic abuse, led by the Partnership Team. The primary aim of the campaign was to achieve an increase in the number of perpetrators/potential perpetrators of domestic abuse in the District who approached ‘Respect’ for support to help change their behaviour compared to the same period in 2013. Respect is an organisation who offer advice, information and support to help perpetrators stop being violent and abusive towards their partners. The secondary aim of the campaign was to achieve a 10% increase in the number of signatories to the National Real Man Pledge. This pledge states that Real Men don't hit, hurt, abuse or control the ones they love. Wolverhampton Wanderers FC and Hednesford Town FC supported the campaign and players from both teams featured heavily in the artwork in an attempt to increase interest and exposure. The campaign ran from 6th June to 18th July and used several promotional streams in order to deliver the message. This included beer mats, snap bands, wrist bands and posters which were displayed in licensed premises and GPs surgeries around the district, stickers which were applied to takeaway boxes and the use of plasma

ITEM NO. 9.10

APPENDIX 2

screen messages in public settings. A large outdoor banner was also on view in Cannock Town Centre. In addition, the campaign received a press release and a section on the Council’s website whilst specifically targeted Facebook and Twitter updates were posted on a daily basis, the largest of which reached an audience of 104,298 people. A full evaluation of the campaign is scheduled for September.


Percentage of people who feel safe in their local area during

the day – Target 98%

Wave 14 Feeling the Difference results = 98%

Percentage of people who feel safe in their local area after

dark – Target 80%

Wave 14 Feeling the Difference results = 77%

There hasn’t been another round of Feeling the Difference since

the last reporting period so the figure provided relates to the

most recent survey available.

ITEM NO. 9.11

APPENDIX 3


Priority Outcome: People – Active and Healthy

Lifestyles

Culture and Sport

Quarter 1


We said we would: Manage and monitor the delivery of the culture and leisure services contract

By:

Manage and monitor the delivery of the WLCT contract through

monthly contract meetings and quarterly performance reports. 3 monthly Contract Meetings have been held during Quarter 1

Produce performance reports WLCT continue to produce monthly performance scorecards to track progress against key indicators and Q1 Performance is on track to be reported to Cabinet in September 2014.

Provide activities targeted at: WLCT continue to provide activities for the following groups:-

(a) Those with health needs

(b) Older People

(c) Young People


Number of Default Notices Issued

No Default Notices have been issued during the first Quarter

Level of WLCT investment in facilities and services There is no contracted investment required this year although WLCT are looking to make additional investment into new fitness equipment at Chase Leisure Centre during Q2, subject to a robust business case.

ITEM NO. 9.12

APPENDIX 3

Number of attendances at targeted activities for those with

Health Needs The number of attendances to activities for those with health needs during the first quarter is 2,240 against a target of 2,000

Number of attendances at targeted activities for the over 60’s

The number of attendances to activities for over 60’s during the first quarter is 174 against a target of 150

Number of attendances at targeted activities under 18’s

The number of attendances to activities for under 18’s during the first quarter is 5,481 against a target of 4,000

% increase in annual attendances at all culture and leisure

facilities and services During Q1 the number of attendances at culture and leisure facilities and services is running at 12% against an annual target of 1%.

We said we would: Encourage investment in sporting and cultural

facilities

To develop a community sport and recreation hub at the former

Stadium Site:

a)To explore and establish funding resource to support the

capital development

A Masterplan for the site is on track to be considered by Cabinet in Quarter 2 (July) and work continues on developing funding strategy to support the development.

To develop proposals for 2nd full size ATP in the district

(Hednesford)

a) To explore and establish funding sources to support capital development

Work continues on developing funding strategy to support the scheme and the securing of planning consent for the intended development may open up other funding opportunities.

ITEM NO. 9.13

APPENDIX 3

b)To identify suitable site An alternative site has been identified for the facilities. An offer to acquire the preferred site and the Heads of Terms have been agreed in principle, subject to planning consent for the development of the site as intended.

c) to prepare and submit planning application

An Architect/Consultant has been appointed and design works commenced in April to prepare and submit a planning application for the site. Planning Application is on track to be submitted by the end of Q2 as planned

To develop new mining gallery at the museum:

To complete development and open to the public

The mining gallery was completed and opened to the public in April with the formal opening taking place towards the end of Quarter 1 (June) as planned.

We said we would: To develop provision of burial space within the district

To develop Stile Cop Cemetery (Phase 2):

a) To commence development

Other than some minor preparatory works being completed on site, the start of the development has been delayed. The main reasons for the delay are as follows:

� The development of the specification for the capital works has taken longer to complete than estimated following additional access requirement required by the Highways Department.

� Officer’s have also been required to undertake work on the HLF Hednesford Park Project and other projects.

A remedial plan with the revised key milestones are set out below:

� Specification for the works to be issued – Q2 � Tender, Evaluation and Appointment – Q3 � Start on site (weather permitting) – Q4

ITEM NO. 9.14

APPENDIX 3

To progress the provision of additional burial space south of

AONB

a) To identify a suitable site

A possible suitable site has been identified and drainage and other suitability tests are currently continuing to establish the feasibility of this site.

b) To submit planning application The submission of the planning application has been delayed as a result of the continued testing. Ongoing discussions to secure the site are continuing Revised key milestones are set out below:

� Submission of Planning Application – Q3 � Planning consent – Q4 � Secure site 2015-16

We said we would: To maintain quality of managed parks provision

To maintain Green Flag accreditation for 4 parks within the

District:

a) Implement Parks Management Plans Management Plans continue to be developed and implemented throughout 2014-15 (taking into account any feedback and findings resulting from Green Flag Inspections)

b) Undergo independent inspections and assessment

Ravenhill Park has been inspected during the first quarter, with

the results expected during the second quarter.

ITEM NO. 9.15

APPENDIX 4


Priority Outcome: Prosperity – Economic

Resilience

Economic Development and Planning

Quarter 1


We said we would: Increase the employability of the District’s

workforce.


Reduce youth unemployment (18 – 24 year olds) to the County

rate by 2017.

At the end of Q1 (June 2014 data) 3.7% of the local population

aged between 18 and 24 (310 young people) were claiming

JSA. At the end of Q1 in 2013 – 14 (June 2013 data) 6.8% (550

young people) were in receipt of JSA. These figures compare to

County rates of 2.8% (2,025 young people) in June 2014, and

4.8% (3,435 young people) in June 2013. Therefore, over the last

12 months the decline in the youth unemployment rate within

Cannock Chase District has been greater than that for

Staffordshire as a whole.

NB – This measure is to be reviewed by the Economic

Development & Planning Policy Development Committee.

Increase in the Employment Rate of the District’s residents (with

the aim of closing the gap with the regional and GB rates by

2017).

This measure is based upon increasing the employment rate for

the District with the long term aim of matching the Regional

and National (GB) rates. The most recent data (April 2013 –

March 2014) indicates a local rate of 69.0% compared to a

regional figure of 69.3% and a national rate of 71.7%. However,

this data is obtained via the Annual Population Survey which

suffers from low confidence levels when presented at District

level. Therefore, the reliability (approx 8% either side) of the

data is low and should be treated with caution. Applying a 12

month average to partially address the data reliability issue,

gives a local rate of 69.8% compared to a regional rate of

69.1% and a national rate of 71.4%.

ITEM NO. 9.16

APPENDIX 4

We said we would: Facilitate economic growth through job

creation.


To secure (through either completion or commencement of

construction) at least 20,000sq m of new commercial floorspace

within the District from April 2013 to March 2015

This measure equates to 2,500 sq m per quarter. At the end of

June 2014, floorspace totaling 8,355 sq m was either completed

or under construction through a number of schemes across the

District since April 2013. Therefore, this target is not currently

being achieved. However, a number of schemes are due to

commence which will ensure that the target will be achieved

by the end of March 2015.

We said we would: Increase the economic, social and

environmental prosperity of the District through sustainable

development.


To ensure that at least 70% of major planning applications are

determined within 13 weeks (measured over a two year period).

The national indicator is 60%.

The latest published decision making statistics for the District

show that 100% of major planning applications (2 major

applications) were determined in the Quarter Jan-March 2014.

One of these in less than 13 weeks, and one with an agreed

extension over 13 weeks.

For Quarter Apr-June 2014, 100% (2 major applications) were

determined in less than 13 weeks.

Over a 2 year period over 90% of major applications were

determined within 13 weeks.

To exceed national targets for the quality of decision making on

major planning applications by ensuring that in at least 50% of

planning appeals on all major planning applications, the

Council’s decision to refuse is upheld (measured over a two

year period).

ITEM NO. 9.17

APPENDIX 4

Achieved. Over the last two years no major planning

applications have been refused, and therefore no appeals

have been lodged with the Planning Inspectorate on the

refusal of major planning applications. Thus reflecting the

Council’s positive approach by working proactively with

applicants prior to the submission of planning applications.

ITEM NO. 9.18

APPENDIX 5



Environment

Environment

Quarter 1


We said we would: Provide waste collection services which

encourage recycling By:

Review the options for the future delivery of waste collection

services with effect from 1 April 2015.

Actions so to date/in progress:

• Completion of draft copy of the Staffordshire Waste

Partnership’s Action Plan in relation to Cannock Chase

• Review of the Council’s current waste procedures in

order to inform the Council’s new Waste Policy

Implement the 2014-15 Promotion Programme to increase

recycling and reduce residual waste.

Actions so to date/in progress:

• Carried out leafleting of properties and discussions with

residents in areas of high contamination of dry recycling

and garden and food waste

• Promote the provision of additional dry recycling

capacity to residents


Number of reported missed bin collections:-

• Green bin - Target Average 30/week – Achieved 16/week

• Blue bin - Target Average 15/week – Achieved 6/week

• Brown bin - Target Average 30/week – Achieved 11/week

ITEM NO. 9.19

APPENDIX 5

Dry recycling per household

Target 240 kg per annum

• Performance to date = 64.4 kg

Green waste composting per household



Residual waste per household



% of household waste recycled

Target = 55.9%

• Performance to date = 57.94%

We said we would: Provide street cleansing services


% of street cleaning which meets the Council’s service standard

Target = 90%

• Performance to date = 96%

% of service requests undertaken within required timescales.

• Collect “road kill” (1 working day).

• Collect syringes (1 working day).

• Cleanse dog fouling (2 working days).

• Remove fly-tipping (3 working days)standard

Target = 95% Performance to Date = All 100%

ITEM NO. 9.20

APPENDIX 5

We said we would: Respond to Environmental Protection

service requests, investigate complaints and take appropriate

action.


Initial response to 95% of service requests within required

timescale.

96% of all service requests responded to within required

timescales

We said we would: Monitor air quality.

Declare the second AQMA by 31st May 2014.

Report on declaration to 21st August Cabinet meeting, then

declaration on 1st September.

Complete a progress report on air quality in the District.

Submitted April 2014

We said we would: Deliver programmed Environmental

Enforcement Actions.

Report on outcomes from 2013/14 Environmental Enforcement

Action Plan.

Due to be reported to Environment PDC in October 2014


Number of required actions in Environmental Enforcement

Action Plan completed.

20 ongoing actions addressed.

ITEM NO. 9.21

APPENDIX 5

We said we would: Manage the Council’s Car Parks

Evaluate the 2013-14 Winter Gritting Programme

• Evaluation reported to Cabinet 17th April 2014

We said we would: Contribute to ensuring good standards of buildings and making safe dangerous structures.


Average number of interventions to ensure building regulation

compliance per project plan assessment or individual site visit

Target maximum 0.7

This is an annual one off target measured in quarter 3

% of reported dangerous structures that are assessed and

course of action determined within 2 whole working days

following receipt of notification

Target 80%

Performance 100%

% of full plans applications that are assessed within 15 working

days of receipt

Target 75%

Performance 95%

We said we would: Improve Countryside Provision

Manage and deliver the High Level Stewardship Plans

High Level Stewardship Plans continue to be managed and

delivered in accordance with agreed

ITEM NO. 9.22

APPENDIX 6


Priority Outcome: People – Active and Healthy

Lifestyles

Health and Wellbeing

Quarter 1


We said we would: Liaise with various bodies and agencies to

tackle health inequalities across the District

By:

Deliver the Cannock Chase DC actions contained in the Public

Health District Delivery Plan in order to tackle health inequalities

in the District.

Required actions are being delivered.

We said we would: Manage the Public Mortuary and Coroners

Court facilities on behalf of the County Council.

By:

Public mortuary and Coroners Court facilities to be managed in

accordance with the SLA. Performance assessed at monthly

governance meetings.

The mortuary continues to be managed in line with a revised

and updated SLA agreed in 2014.

We said we would: Enforce food hygiene / health and safety

legislation using a risk based approach.


Number of health & safety interventions undertaken in

accordance with national priorities and local intelligence.

17 interventions undertaken during first quarter.

ITEM NO. 9.23

APPENDIX 6

We said we would: Update the Chase Community Partnership

Alcohol Strategy.


Alcohol Strategy action plan to be reviewed quarterly and

updated at end of year.

Action plan has been reviewed and revised, and now includes

input from all required partner organisations.

ITEM NO. 9.24

APPENDIX 7



Environment

Housing

Quarter 1


We said we would: Increase the supply of affordable housing

By:

Progress the redevelopment of the Reema flats on the Moss

Road Estate, Chadsmoor: Formulate detailed scheme

Development partner procured and scheme is progressing.

Detailed scheme is being finalised and full planning application

to be submitted in Q2. On target for demolition/start on site in

Q4.


Place (Housing) 1

Support the delivery of 120 additional affordable housing units

by March 2015

Only 1 affordable housing completion in Quarter 1, however

larger schemes (including Langbourn Extra Care scheme) are

on track to deliver 120 units by year end.

We said we would: Maintain and improve the facilities and energy

efficiency of the Council’s housing stock

By:

Implement the 2014-15 HRA Capital Programme by providing:-

Kitchen Improvements – 90 dwellings

Bathroom Improvements – 310 dwellings

Central Heating Improvements - 255 dwellings

Electrical Upgrades – 510 dwellings

External Works – 830 dwellings

ITEM NO. 9.25

APPENDIX 7

Double glazing and window refurbishment - 740 dwellings.

Completions at end of quarter 1 were:

Kitchen Improvements – 17 dwellings

Bathroom Improvements – 76 dwellings

Central Heating Improvements - 66 dwellings

Electrical Upgrades – 256 dwellings

External Works – 135 dwellings

Double glazing and window refurbishment - 380 dwellings.


Place (Housing) 2

% of emergency repairs completed within former Government

time limits – Target 98% 99% of emergency repairs completed within former

Government time limits

Place (Housing) 3

Average time taken to complete non-urgent repairs – Target 15

Days Average time taken to complete non-urgent repairs – 11.08

Days

Place (Housing) 4

% of repairs appointments made and kept – Target 98% 99% of repairs appointments made and kept

Place (Housing) 5

% of properties with a valid Landlord Gas Safety Record – Target

99%

99.56% of properties with a valid Landlord Gas Safety Record

ITEM NO. 9.26

APPENDIX 7

Place (Housing) 6

% of properties without a valid Landlord Gas Safety Record

which are in the No Access Procedure – Target 100% 100% of properties without a valid Landlord Gas Safety Record

are in the No Access Procedure

We said we would: Manage the Council’s housing stock


Place (Housing) 7

Average re-let time for void dwellings – Target 26 Days

Average re-let time for void dwellings – 25 days

Place (Housing) 8

% of dwellings that are vacant – Target 1.5%

1.32% of dwellings are vacant

Place (Housing) 9

Current tenants’ arrears – Target £290,000 Current tenants’ arrears - £268,186

We said we would: Provide housing advice and homelessness services


Place (Housing) 14

% of homeless decisions determined within 33 days - Target

75%

74% of homeless decisions determined within 33 days

ITEM NO. 9.27

APPENDIX 7

We said we would: Support vulnerable households to live independently in their own homes

Undertake disabled adaptations to 100 Council dwellings

Disabled adaptations have been undertaken to 22 Council

dwellings

Provide a Vulnerable Tenants Grass cutting and Internal

Decoration Scheme

In quarter 1: 900 properties received 6 grass cuts

18 redecorations have been undertaken.

Determine DFG applications within 28 days of application

All applications approved within 28 days.

We said we would: Improve the quality and availability of Private Sector Housing.

Initial response to 95% service requests within required

timescale.

99% responded to within timescale.

ITEM NO. 9.28

APPENDIX 8


Priority Outcome: Prosperity – Economic

Resilience

Town Centres

Quarter 1


We said we would: Improve town centres through regeneration

and management

By:

To maintain a dialogue with the stakeholders in the District’s

three Town Centres, including the Traders Associations, as a

means of supporting specific initiatives in each centre.

There is regular dialogue with all three of the District’s Traders

Associations. Issues raised by the Traders Associations are also a

standing item on the agenda for meetings of the Town Centre

Regeneration Policy Development Committee with

representatives invited to attend meetings on two occasions

during the Municipal Year.

To undertake a detailed analysis of the use of the Rugeley Road

car park to inform a review of management arrangements.

In June 2014, URS Infrastructure & Environment were appointed

to undertake a detailed survey of the Rugeley Road car park in

Hednesford to establish the demand for parking spaces and the

length of stay. The information will be used to inform future

management arrangements for the car park. The detailed

survey work was undertaken in mid June and the consultants

report is due to be completed by the end of July 2014.

ITEM NO. 9.29

APPENDIX 8


To achieve a reduction in the number of vacant ground-floor

retail units in the District’s principal town centre shopping streets.

Key Performance Measures

Service Aim: Improved Town Centres through regeneration and management

Notes:

1. Cannock’s principal streets include Market Hall Street (inclusive of The Forum,

Cannock Shopping Centre and outside Market Hall ground floor units); Church

Street; Market Place (up to Newhall Street); and the front part of High Green

Court.

2. Rugeley’s principal streets include Market Street (up to and including

Morrisons); Market Square; part of Anson Street; Lower Brook Street; Brook

Square (including units up to and including the Market Hall); Brewery Street;

Upper Brook Street; and Horsefair (up to St Paul’s Road).

3. Hednesford’s prinicipal streets are Market Street (only the front two units of The

Lightworks are included and Anglesey Lodge is excluded); Rugeley Road (up to

Victoria Street); and the new developments off Victoria Street.

Town Centre Total

Units

Vacant

Units

Vacancy Rate (%)

March 2014

Cannock 126 13 10.32

Rugeley 125 8 6.4

Hednesford 93 9 9.68

Combined 344 30 8.72

June 2014

Cannock 126 13 10.32

Rugeley 126 5 3.97

Hednesford 93 9 9.68

Combined 345 27 7.83

To facilitate the reoccupation of vacant town centre floorspace

through the Town Centre Business Rates Discount Scheme

(TCBRDS) by securing 5 further approvals during 2014 – 15,

subject to funding restrictions.

Achieved. At the end of Q1, 5 additional businesses had

secured assistance through the TCBRDS via the occupation of

vacant floorspace within the District’s three town centres. The

total number of businesses assisted now stands at 24. To date,

twelve schemes have been approved in Cannock Town

Centre, eleven in Rugeley Town Centre and one in Hednesford

Town Centre.

ITEM NO. 9.30

APPENDIX 9

General Fund Budget Monitoring – Quarter 1

General Fund – Budget Monitoring to 30 June 2014 The Council agreed a net Revenue Budget for 2014/15 of £11.892 million in February 2014 when the Council Tax was set for the year. The portfolio budgets have now been updated to reflect Supplementary Estimates agreed by Council. The profiled budget to the end of June 2014 is £7.816 million. The monitoring position for the first three months of 2014/15 is illustrated in the following table:

Portfolio Original Budget 2014/15

Budget 2014/15

Profiled Budget to 30

June

Actual Spend to 30 June

Variance from profiled

budget

Forecast Outturn

£000 £000 £000 £000 £000 £000

Corporate Improvement 3,738 3,738 1,958 1,913 (45) 3,687

Crime & Partnerships 166 166 23 25 2 168

Culture and Sport 3,098 3,098 343 345 2 3,098

Economic Development & Planning 598 598 26 11 (15) 581

Environment 2,382 2,382 1,582 1,562 (20) 2,385

Health and Wellbeing 383 383 3,622 3,614 (8) 370

Housing General Fund 665 665 41 17 (24) 655

Leader of the Council 1,148 1,168 244 237 (7) 1,162

Town Centre Regeneration 11 11 2 3 1 11

Portfolio total 12,189 12,209 7,841 7,727 (114) 12,117

Investment income (99) (99) (25) (25) - (99)

Technical items (198) (198) - - - (198)

Budget Requirement 11,892 11,912 7,816 7,702 (114) 11,820

ITEM NO. 9.31

The key issues identified in the June monitoring are set out below:- Corporate Improvement There is a favourable variance of approximately £45,000 on this portfolio. This is primarily due to:

• Staffing variations; and

• General underspends Crime & Partnerships There is an unfavourable variance of approximately £2,000 on this portfolio owing to minor variations. Culture and Sport There is an unfavourable variance of approximately £2,000 on this portfolio owing to minor variations. Economic Development & Planning There is a favourable variance of approximately £15,000 on this portfolio. This is primarily due to staffing variations (£27,000). Environment There is a favourable variance of approximately £20,000 on this portfolio. This is primarily due to:

• Additional recycling credits (£34,000) and trade waste (£9,000);

• Additional streetscene income (£15,000); Offset by:

• Staffing variations (£22,000)

• Increased gate fees payable for recyclable waste (full year) (£18,000);

Health & Wellbeing There is a favourable variance of approximately £8,000 on this portfolio owing to minor variations. Housing General Fund There is a favourable variance of approximately £24,000 on this portfolio. This is primarily due to staffing variations (£15,000).

ITEM NO. 9.32

Leader of the Council There is a favourable variance of approximately £7,000 on this portfolio owing to minor variations. Town Centre Regeneration There is an unfavourable variance of approximately £1,000 on this portfolio owing to minor variations. Investment Income Investment income is on track against the profiled budget and we therefore currently expect to achieve the budget by the end of the year. Forecast Outturn 2014/15 The forecast outturn provides an indication of what we expect the final outturn to be by the end of the financial year. Currently the forecast portfolio outturn is expected to be approximately £92,000 less than the budget. This primarily relates to staffing variations and other minor variations. Detailed monitoring ANNEX 1 sets out the revenue budget monitoring position to the 30 June 2014 including explanations for individual variances that meet the monitoring criteria. It includes an analysis of services in the portfolio. In addition capital monitoring information to the 30 June 2014 on the capital schemes is reported at ANNEX 2.

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ITEM NO. 9.1 Report of: Chief Executive Contact Officer: R ...

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