Public reports pack PDF 3 MB - Blaby District Council

Blaby District Council Council Offices Desford Road Narborough Leicestershire LE19 2EP
Telephone: 0116 275 0555 Fax: 0116 275 0368 Minicom: 0116 284 9786 Web: www.blaby.gov.uk
This document is printed on recycled paper
To Members of the Cabinet Executive
Councillor E. F. White (Leader) − Leader's Portfolio
Date: 9 November 2012
My ref: Cabinet Executive
Your ref:
Contact: Miss Sandeep Mander
Tel no: 0116 272 7640
Fax no: 0116 272 7596
Email: committees@blaby.gov.uk
Councillor J. O. Hudson (Deputy Leader) − Finance, Efficiency & Assets Portfolio
Councillor D. R. Clements − Corporate Services and Performance
Portfolio
Councillor J. A. Dickinson − Policy, Partnerships and Health
Improvement Portfolio
Councillor F. G. H Jackson − Neighbourhood and Environmental Health
Services Portfolio
Councillor D. Jennings − Community Services Portfolio
Councillor T. J. Richardson − Planning, Economic Development and
Housing Strategy Portfolio
Dear Councillor,
A meeting of the CABINET EXECUTIVE will be held in the Brooks Room at these offices on
MONDAY, 19 NOVEMBER 2012 at 4.30 p.m. for the transaction of the following business
and your attendance is requested.
Yours faithfully
Colin Jones
Corporate Services Group Manager
1. Apologies for Absence
AGENDA
2. Disclosure of Interests from Members
To receive disclosures of interests from Members (i.e. the existence and the nature
of those interests in respect of items on this agenda).

3. Minutes (Pages 1 - 8)
To approve and sign the minutes of the meeting held on 17 September 2012
(enclosed).
4. Public Speaking Protocol
Requests received by the Protocol deadline to be reported by the Interim Democratic
Services & Governance Manager with details of the Agenda Item to which they
relate. (Such persons entitled to use the Protocol attend for the purpose of making
representations, answering questions or giving evidence relating to the business of
the meeting and the time allocated to each person is a maximum of three minutes
unless extended at the discretion of the Chairman).
5. Cabinet Executive Response to Scrutiny Recommendations: Car Parking Charges
Review (Pages 9 - 14)
To consider the report of the Regulatory & Neighbourhood Services Portfolio Holder
(enclosed).
6. Cabinet Executive Response to Scrutiny Recommendations - Distribution of
Community Grants and Participatory Budget Review (Pages 15 - 24)
To consider the report of the Shared Head of Policy, Performance & Partnerships
(enclosed).
7. Scrutiny Report into 16-17 year old Homelessness (Pages 25 - 86)
To consider the report of the Scrutiny Commission (enclosed).
8. Quarter 2 Portfolio Performance Report 2012-13 (Pages 87 - 114)
To consider the report of the Shared Head of Policy, Performance & Partnerships.
9. Establishment Budget 2012/13 and 2013/14 (Pages 115 - 126)
To consider the report of the Director and the Financial Services Group Manager
(enclosed).
10. Treasury Management Strategy - Change of Direction (Pages 127 - 134)
To consider the report of the Deputy Chief Executive (enclosed).
11. Half Year Budget Review and Budget Issues 2012/13 (Pages 135 - 146)
To consider the report of the Deputy Chief Executive (enclosed).
12. Revised Capital Programme 2012/13 (Pages 147 - 158)
To consider the report of the Financial Services Group Manager (enclosed).
13. Corporate Plan Refresh (Pages 159 - 166)
To consider the report of the Chief Executive (enclosed).
14. Neighbourhood Planning: Management, Support and Protocol Arrangements (Pages
167 - 176)
To consider the report of the Interim Group Manager, Planning, Housing Strategy
and Economic Development (enclosed).

15. Broadband Roll Out for the District (Pages 177 - 182)
To consider a report from the Corporate Services Group Manager (enclosed).
16. Amendment to Lease of Land to Narborough Parish Council (Pages 183 - 188)
To consider the report of the Financial Services Group Manager (enclosed).
17. Climate Local (Pages 189 - 194)
To consider the report of the Regulatory and Leisure Services Group Manager
(enclosed).
18. Green Space Strategy (Pages 195 - 208)
To consider the report of the Health and Recreation Manager (enclosed).
19. Update on Pavilion Capital Expenditure (Pages 209 - 218)
To consider the report of the Regulatory and Leisure Services Group Manager
(enclosed).
20. Strategy for Supporting Vulnerable People 2012-2014 (Pages 219 - 238)
To consider the report of the Community Services Manager (enclosed)

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110
CABINET EXECUTIVE
Minutes of a meeting held at the Council Offices, Narborough
MONDAY, 17 SEPTEMBER 2012
Present:
Councillor E. F. White (Leader's Portfolio) (Leader)
Councillor J. O. Hudson (Finance, Efficiency & Assets Portfolio) (Deputy Leader)
Cllr. D .R. Clements - Corporate Services, Performance & Leisure
Portfolio
Cllr. F.G.H. Jackson - Neighbourhood & Environmental Health
Services Portfolio
Cllr. T. J. Richardson - Planning, Economic Development & Housing
Strategy Portfolio
Also in attendance:
Cllr. W. Wright – Vice-Chairman, Scrutiny Commission
Cllr. A.V. Greenwood – Scrutiny Commissioner
Also in attendance as Observers:
Cllr. L. M. Breckon
Officers present:-
Mr S. Beard - Director
Mrs. J. Toman - Director
Mr. C. Jones - Corporate Services Group Manager
Mrs S. Pennelli - Financial Services Group Manager
Ms. Q. Quinney - Community Services Group Manager
Ms A. Hillier - Environmental Health Manager
Mr I. Jones - Housing Strategy and Policy Manager
Mrs L. Bendall - Interim Democratic Services & Governance
Manager
Mrs. L. McBean - Scrutiny Manager
Miss S. Mander - Democratic Services Officer
Apologies:
Cllr. J. A. Dickinson and Cllr. D. Jennings
Cabinet Executive - Monday, 17 September 2012
Page 1
Agenda Item 3

127. WELCOME TO COUNCILLOR TERRY RICHARDSON
111
Cllr. E.F. White welcomed Cllr. T. Richardson as a new Member of the
Cabinet Executive and as Portfolio Holder of Planning, Economic
Development and Housing Strategy.
128. DISCLOSURE OF INTERESTS FROM MEMBERS
No disclosures were received.
129. MINUTES
The minutes of the meeting held on 30 July 2012, as circulated, were
approved and signed as a correct record.
130. PUBLIC SPEAKING PROTOCOL
No requests were received.
131. RECOMMENDATIONS OF THE SCRUTINY COMMISSION: CABINET
RESPONSE TO CAR PARKING CHARGES REVIEW
Considered – Report of the Scrutiny Commission (presented by Cllr. W.
Wright, Vice-Chairman – Scrutiny Commission).
Other Options Considered – None.
Cabinet Executive - Monday, 17 September 2012
DECISION
That Cabinet Executive will respond to the Scrutiny Commission in relation to
implementation of Car Park Charges report recommendation 3 - that
assurance is given for no further increases will be applied for at least two
years from the date of the current increase effective from 1 April 2012.
Reason:
The Local Government and Public Involvement in Health Act 2007 places a
duty on Scrutiny to require the Cabinet Executive to consider their reports
and Cabinet Executive providing a response.
Page 2

132. NEW HOMES BONUS UPDATE
112
Considered – Report of the Deputy Chief Executive and Housing Strategy &
Policy Manager.
Other Options Considered – As advised in the New Homes Bonus (NHB)
Policy Framework the Council intends to remain agile and opportunistic in the
utilisation of NHB going forwards and will continue to report progress to
Cabinet Executive.
Cabinet Executive - Monday, 17 September 2012
DECISION
That the actions taken to date in respect of the utilisation of New Homes
Bonus for 2012/13, in accordance with the agreed policy, be approved.
Reason:
As part of the New Homes Bonus Policy Framework approved by Council in
December 2011 it was agreed that a report to Cabinet Executive would be
produced in respect of each quarter’s activities detailing how the yearly
allocation of NHB has being utilised to meet the priorities agreed.
133. BUDGET MONITORING
Considered – Report of the Financial Services Group Manager.
Other Options Considered – To not monitor the budgets. This would not
support the Council’s requirement to review and take appropriate action to
deliver services within available budget.
DECISION
That the report of the Financial Services Group Manager be accepted.
Reason:
To enable the Cabinet Executive to monitor the budget performance in
relation to key areas of income and expenditure as the financial year
progresses.
Page 3

134. COUNTESTHORPE COUNTRY PARK
113
Considered – Report of the Regulatory & Leisure Services Group Manager
and Financial Services Group Manager.
Other Options Considered – Sell the land to the Parish Council. A lease
ensures the Council can retain ownership of this important open space while
still ensuring a long term commitment to support and work in partnership with
the Parish Council. It is recognised that the Parish Council are best placed to
ensure community needs are met and delivered. For these reasons this
option is disregarded.
Cabinet Executive - Monday, 17 September 2012
RECOMMENDATION TO COUNCIL
That the lease of the public open space (known as Countesthorpe Country
Park) to Countesthorpe Parish Council be approved, subject to the transfer of
ownership to the Council and that delegated authority be given to the
Financial Services Group Manager in consultation with the Portfolio Holders
to agree terms and conclude the legal arrangements.
Reason:
The land is considered of strategic value forming a natural border to the built
edge of Countesthorpe with Blaby. It also affords wider and strategically
important green infrastructure links, provides opportunities for formal and
informal sport and recreation, children’s play, nature conservation and
improving health and well being. As such this will be an integral part of the
community and leasing to the Parish will ensure a coordinated approach is
taken to develop, enhance and maintain this facility. This approach is
consistent with the recommendations in the draft Green Space Strategy.
135. GRAFFITI AND FLY-POSTING POLICY
Considered – Report of the Environmental Health Manager.
Other Options Considered – The decision not to update was disregarded as
the Policy needs to reflect current Government guidance and Council
priorities and ambitions.
DECISION
To approve the Graffiti and Fly Posting Policy attached at Appendix 1 to the
report of the Environmental Health Manager.
Reason:
The Council’s Graffiti and Fly Posting policy has been revised and updated to
reflect the latest Government Guidance and current best practice.
Page 4

136. AFFORDABLE HOUSING PROPOSALS FOR BLABY DISTRICT COUNCIL
GARAGE SITES
114
Considered – Report of the Housing Strategy & Policy Manager.
Other Options Considered –
a) selling all of the garage sites for private development and using the
proceeds to support affordable housing elsewhere in the District
b) not selling the sites which would leave the Council with the responsibility
for maintenance issues and any health and safety matters which may
arise as a result of the deteriorating condition of the sites.
Cabinet Executive - Monday, 17 September 2012
RECOMMENDATIONS TO COUNCIL
1. To approve plans to dispose of 7 Council owned garage sites at nil value
to East Midlands Housing Association for the purpose of developing 18
affordable housing units.
2. To approve the release of the remaining 5 Council owned sites for sale.
Reasons:
1. Development of affordable housing complies with the local ambitions and
the objectives of the District’s Community Plan (Sustainable Community
Strategy) 2011-2014 and the Blaby District Council Corporate Plan 2011-
2014
2. In management terms the 12 retained sites listed in the report have
increased in liability for the Council from a Health and Safety perspective.
Page 5

137. REVIEW OF PARKS AND OPEN SPACES
115
Considered – Report of the Community Services Group Manager.
Other Options Considered –
• No change to current ways of working
This option is rejected as change is required to make the
required savings and to improve ways of working.
• Delete alternative Green Space post
This option is rejected as the other posts involved in green
space management deliver other Council services and this
would have a wider impact on the Council.
• Reduced hours for the Countryside Officer Post
This option is rejected as it would not deliver the same level of
savings and has less resilience than the preferred option.
• Consider a different provider
This option is rejected as the Council already works in
partnership with Stepping Stones and they can provide the
specialist services required.
Cabinet Executive - Monday, 17 September 2012
RECOMMENDATIONS TO COUNCIL
1. That the restructuring of the management of the parks and open spaces
be approved.
2. That the Director be given delegated authority to take any consequential
action resulting from the implementation of the report.
Reason:
1. The proposed changes will deliver a fit for purpose management of parks
and open spaces and reflect the current business needs.
2. It is appropriate to give the Director delegated authority in the
circumstances specified.
Page 6

138. EXEMPT PARAGRAPH
116
Considered – A proposed resolution to exclude members of the public and
press from the meeting for the forthcoming item.
Resolved:
“That under Section 100(A)(4) of the Local Government Act, 1972, the public
be excluded from the meeting for the following item on the grounds that the
item involves the likely disclosure of exempt information as defined in
paragraphs 1 and 3 of Part 1 of Schedule 12A of the said Act.
Exemption Categories: 1 and 3.
Reason for Exemption: the report contains personal and financial
information about individual members of staff.
Public Interest Test: The public interest test has been considered and, in all
the circumstances of the case, the public interest in maintaining the
exemption is considered to outweigh the public interest in disclosing the
information.”
139. REVIEW OF PARKS AND OPEN SPACES (EXEMPT)
Considered – Report of the Community Services Group Manager.
Other Options Considered – none.
Cabinet Executive - Monday, 17 September 2012
RECOMMENDATIONS TO COUNCIL
1. That the redundancy and associated costs of post number 015322 be
approved.
2. That the Director be granted delegated authority to implement the
recommendation 1 (above) and take necessary consequential action.
Reason:
The proposed changes will deliver a fit for purpose management of parks
and open spaces and reflect the current business needs.
THE MEETING CONCLUDED AT 5.05 P.M.
Page 7

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Page 8

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Cabinet Executive Response to Scrutiny
Recommendations: Car Parking Charges Review
Report author
and contact
details:
Portfolio Holder:
• Jon Wells
Status: Public
1. Purpose of Report
• Group Manager, Regulatory and Leisure Services
• Council Offices
• 0116 2727545
Cllr. Guy Jackson, Portfolio Holder for
Neighbourhood and Environmental Services
1.1 To consider Cabinet Executive’s response to Scrutiny Commission’s further
recommendations following work undertaken on the implementation of car
park charges.
2.
2.1
3.
3.1
Recommendation
That Cabinet Executive approves the responses to the Scrutiny Monitoring
Report recommendation 3 on the implementation of Car Park Charges as
detailed in Appendix 1.
Reason for Decision Recommended
The recommendation takes into account the aims and objectives of the
Council’s Car Parking Strategy.
4. Forward Plan
4.1 Yes
5. Key Decision
5.1 Yes
Page 9
Agenda Item 5

6. Matters for Consideration
6.1 Cabinet Executive responded to the Scrutiny Commission recommendations
of 17 April 2012 at their meeting on 30 July 2012 (minute 100 refers). All but
one of the four recommendations was agreed. Recommendation three which
requested that assurance is given that no further increases will be applied for
at least two years from the date of the current increase effective from 1 April
2012 was however refused. Scrutiny then presented a further report to
Cabinet on 17 September 2012 (minute 131) requesting that Cabinet reconsider
this decision.
6.2 In accordance with the provisions of The Local Government and Public
Involvement in Health Act 2007, the Cabinet Executive is required within 2
months of receipt of the Scrutiny report/recommendations:
• To consider it;
• To respond by identifying the action proposed in the light of it;
• To publish its response; and
• If Scrutiny has copied the report to a member, the response to be provided
to the member.
6.3 The key document that guides the way the Council delivers car parks is the
Car Parking Strategy. This has 5 strategic aims:
• Provide a range of good quality public car parking facilities which meet the
needs of the whole community.
• Recognise the different characteristics of the main population centres of
Blaby District and liaise with key partners (business, local councils, access
groups etc) in providing car-parking services appropriate to local
circumstances.
• Seek to support the vitality of population centres and local businesses
through the provision and management of appropriate car parking, while
recognising that car parking provision can be an important tool to help
manage traffic in urban areas.
• Reduce burden on the taxpayer and shift the cost of car parking provision
towards the service users and manage the Council’s car parking assets in
a cost effective manner.
• Develop effective communication with customers in order to promote the
service and to gather information to inform the development of the service.
6.4 It is clear that the concern of Scrutiny underlying the recommendation is the
economic viability of Blaby town centre, although this was perhaps not best
expressed in the wording of the recommendation. This accords with
Objective 3 within the strategy which states;
Objective 3 – Maintain a charging structure that maximises the use of
existing car parks, whilst managing a balance between economic,
environmental and traffic management objectives.
Activities
a) Agree and keep under review a structured charging policy for Council
public car parks.
6.5 The scale of the budget challenges facing this Council over the next few years
are such that it would be wholly inappropriate for the Cabinet to close down
Page 10

any options available to it at this time and hence the recommendation as it
stands can not be accepted.
6.6 It is however accepted that it would be appropriate to review the impact of the
current charging scheme implemented on 1 April 2012. It is important that the
Council remains alert and responsive to the rapidly changing economic
environment in order to ensure a vibrant and healthy District. Therefore a
review will be carried out and the findings considered in consultation with the
business community.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
concern in relation to this report.
7.2 Legal Implications
There are no legal implications.
7.3 Human Resources Implications
There are no human resources implications.
7.4 Risk Assessment & Business Continuity
There are no risk, business continuity or resilience issues.
7.5 Equalities
No EINA is required for this report.
7.6 Nottingham Declaration and Climate Change
No climate risks are envisaged.
7.7 Crime & Disorder
The proposals present no crime and disorder risk.
8. Other Options Considered
8.1 None
9. Appropriate Consultations
9.1 None specifically for the Report.
10. Financial and Efficiency Implications
10.1 None specifically for the Report.
Page 11

11. Appendix/Appendices to this report
11.1 Appendix 1 - Cabinet Executive response to the Implementation of Car Park
Charges
12. List of Background Papers
12.1 Cabinet Executive 17 September 2012
12.2 Cabinet Executive 30 July 2012
12.3 Scrutiny Car Park Charges Report published in April 2012
12.4 Blaby District Council Car Parking Strategy 2009
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 12

Appendix 1
BLABY DISTRICT COUNCIL
Post Scrutiny – Cabinet Executive Response Form: Implementation of Car Parking Charges - Scrutiny Monitoring Review
Date submitted to Cabinet: 17 September 2012
Cabinet Member responsible for compliance with notice of requirement: Cllr Guy Jackson
Page 13
Recommendation Agreed
R3.
That assurance is given that no further
increases will be applied for at least two
years from the date of the current
increase effective from 1 April 2012.
YES/NO
Cabinet Response including proposed action Responsible
Officer
No Cabinet is unable to give such an assurance
at this time given the financial challenges it
faces. However the charging structure will
be examined in accordance with the Strategy
moving forward.
Regulatory
and Leisure
Services
Group
Manager
Action by
date
Ongoing

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Page 14

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Cabinet Executive Response to Scrutiny
Recommendations - Distribution of Community
Grants and Participatory Budgets Scrutiny
Review
Report author
and contact
details:
Portfolio
Holder:
Status: Public
1. Purpose of Report
• Ann Marie Hawkins
• Shared Head of Policy, Partnership and
Performance
• Policy, Partnership and Performance
• 0116 272 7566
Cllr Jackie Dickinson - Policy, Partnerships &
Health Improvement
1.1 To consider Cabinet Executive response to Scrutiny Commission
following the review of the distribution of Community Grants and part
budgets.
2.
2.1
3.
3.1
Recommendation
That the Cabinet Executive approves the responses that have been
compiled in light of the recommendations from the Scrutiny Commission.
Reason for Decision Recommended
The recommendations take into account the aims and objectives of
Leicestershire County Council Participatory Budget process, and
Community Action Partnerships Grants Panel.
4. Forward Plan
4.1 Yes.
Page 15
Agenda Item 6

5. Key Decision
5.1 No.
6. Matters for Consideration
6.1 The Scrutiny commission formally approved its recommendations at
their meeting on the 11 April 2012.
6.2 In accordance with the provisions of The Local Government and Public
Involvement in Health Act 2007, the Cabinet Executive is required
within 1 months of receipt of the Scrutiny report/recommendations:
To consider it:
To respond by identifying the action proposed in the light of it;
To publish its response; and
If Scrutiny has copied the report to a member, the response to be
provided to the member.
6.3 Appendix 1 to this report is a template containing the four
recommendations of the Scrutiny commission. For each
recommendation there is a proposed Cabinet Executive response,
including proposed action and the Blaby District Council Officer
responsible for the action.
7. Other Relevant Considerations
Human Rights Act 1998
Human rights have been considered but there are no overarching
matters for concern in relation to this report.
Legal Implications
There are no specific legal implications.
Human Resources Implications
There are no human resources implications
Risk Assessment & Business Continuity
There are no risks, business continuity or resilience issues associated
with this report.
Equalities
The County Council conducted an Equalities Impact Assessment on
the Participatory Budget process. The Community Grants are available
Page 16

across Blaby District Council to all Community Groups and Parishes.
Community Action Partnership administer the grants on behalf of Blaby
District Council and are proactively publicising the grants to encourage
applications from hard to reach and more with protected characteristic
in the District.
Nottingham Declaration and Climate Change
There are no specific climate change implications.
Crime & Disorder
There are no specific crime and disorder implications.
8. Other Options Considered
None.
9. Appropriate Consultations
9.1 The following external partners were consulted when formulating this
response:
Community Action Partnership
Leicestershire County Council
10. Financial and Efficiency Implications
There are no specification financial implication.
11. Appendix/Appendices to this report
Leicestershire County Council Chief Executives EIA improvement plan
monitoring 2012/13.
Leicestershire County Council Equality Impact Assessment Report.
12. List of Background Papers
None.
The following Officers/Members have been consulted:
Derk Van Der Wardt (Team Leader Communities and Places)
Darren Walker (Community Action Partnership)
Jackie Dickinson (Cabinet Executive Portfolio Holder)
Page 17

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Page 18

Page 19
BLABY DISTRICT COUNCIL APPENDIX 1
Post Scrutiny Cabinet Executive Response Form: Distribution of Community Grants and Participatory Budgets Scrutiny
Review
Date submitted to Cabinet: 30 July 2012
Cabinet Member responsible for compliance with the notice of requirement: Cllr Jackie Dickinson
R1
Recommendation Agreed
That a copy of this report and a letter
highlighting the working group’s conclusion
that there is no geographic bias in the
distribution of Blaby’s community grants
should be sent to Braunstone Town and
copied to all parish councils for information.
YES/NO/IN
PART
Yes
Cabinet Response including proposed action Responsible
Officer
For completeness scrutiny will distribute the
report to Braunstone Town and Parishes with
Cabinet Executive’s response once received.
Scrutiny
Manager
Action by
date
Nov 2012
Nov

Page 20
R2 That membership of the ‘awarding panel’ for
the allocation of Blaby’s Community Grant
should be widened to include greater political
representation when distributing this public
money. Thought should also be given to
including some public representation on the
panel.
R3 Community Action Partnerships (CAP) should
continue their proactive approach to
supporting applications and in particular
undertake an education exercise with
community bodies in the North Forum area to
ensure they understand the opportunities
available.
Partial As Scrutiny acknowledges the portfolio holder
sits on the awarding panel as do
representatives from the Police, Finance
Officer from CAP, Sports Association, Health,
HOPPP from Blaby District Council and the
process is facilitated by two officers from CAP.
It is felt that the current panel consists of more
panellists than previously and is more
representative. It is considered that adding
more political representation to the panel
would not necessarily add value to the
process, as the process is not a political one.
The recommendation for a member of the
public to attend is well received. The Executive
welcome greater political input into the grants
panel process, however, it is considered that
the most efficient and effective vehicle for this
should be via the Portfolio Holder or Officers.
Yes
The Parish Liaison Meetings and Newsletter
will be used to promote the grants and
participatory budget schemes. Previous work
with Braunstone Town Civic Centre indicated a
significant increase in applications when
supported by the Town Council.
HOPPP Dec 2012

Page 21
R4 Because of the low attendance figures from
members of the public and community bodies
at the Forum (particularly at the North and
Central forums) CAP should look for other
ways to ensure opportunities to participate in
the community grants are promoted more
effectively.
Yes
Community Action Partnership advise us that
they use all avenues of social media, Parish
Publications, Libraries, Village Halls, Mercury
and Newsletters. CAP attend the Community
Forums and provide information about their
grants, they also provide this information to the
unsuccessful projects and state that it is
difficult to establish what other methods could
be adopted. Officers of BDC will support them
in seeing how this can be improved.
HOPPP Dec 2012

Page 22
R5 Cabinet should make representations to
Leicestershire County Council that they
actively consider distribution of the
participatory budgets through CAP to be run
alongside Blaby’s Community Grant
Programme – rather then the Community
Forums.
The Blaby scheme through CAP is successful,
effectively engages with all parishes, has a fair
assessment programme, provides sign posting
to a range of funding routes and is monitored.
This could achieve better value for money for
County (and tax payers) and potentially offer
better engagement.
No
Communication has taken place between
Officers of BDC & LCC and Officers from
Leicestershire County Council have advised
that they agree that there are benefits to be
made by better aligning the Grant programme
process and Participatory Budget process to
ensure that unsuccessful bids from both
processes have another opportunity to seek
funding. Officers from Blaby District Council,
County Council and Community Action
Partnership are working to address this.
Officers from Blaby District will work with
County Council Officers to increase publicity
and awareness of the Participatory Budget
event through Contact and local council
newsletters in order to encourage wider public
awareness.
Officers from Blaby District Council meet with
Officers from County Council to discuss the
distribution of Participatory Budgets through
CAP. Leicestershire County Council
Community state that Forum Budgets are a
countywide participatory grants programme in
which residents make the decisions, not a
panel of Councillors and Officers. LCC state
that feedback from participants demonstrates
they are highly satisfied with the process and
feel it is run effectively and professionally.
The County Council already runs a number of
successful community grants programmes that
involve a grants panel and wishes to continue
distributing the Community Forum Budget
funding earmarked for Blaby district via a
participatory approach.
O

Page 23
R6 Cabinet should consider whether services run
directly by Blaby District Council should be
advised not to compete in the participatory
budget process – this reflects the public
concerns at their involvement in the process.
R7 While not within the terms of this review,
Commission is asked to urge Cabinet to make
recommendations to County that steps are
taken to increase public awareness and
attendance at the forum sessions. Members
of the working group concluded that the
current system was not working effectively in
Blaby District.
No
Yes
Where eligibility criteria allows BDC to attract
additional funding, officers will continue to
explore all additional sources of income e.g.
BB19. BDC applies for grants in order to
support groups to get additional funding to
meet needs delivered by non statutory
services. By restricting officers from engaging
in this process some of our more vulnerable
residents may not receive valuable support
services.
BDC has and will continue to support
organisations to get additional funding to
support delivery of our corporate priorities.
The Chief Executive has written to Assistant
Chief Executive at Leicestershire County
Council to raise the concerns that Members of
the Working Group presented. The County
Council have advised that they are actively
addressing the issues raised.
Sa written to County Hall
CE
Actioned

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Page 24

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Scrutiny Report into 16-17 year old Homelessness
Report author
and contact
details:
Status: Public
1. Purpose of Report
Scrutiny Commission
Council offices
Linda McBean
0116 272 7708 or lm@blaby.gov.uk
1.1 To present the findings and recommendations of Scrutiny Commission’s
Community & Partners Working Group in relation to its review of 16 - 17 year
old Homelessness.
2.
2.1
2.2
3.
3.1
Recommendation
That Cabinet considers the report from Scrutiny Commission in respect of
its review on how 16 -17 homelessness is handled in the District.
That Cabinet consider and accept the recommendations set out at
paragraph 6.2 of this report and in the formal Notice of Requirements.
Reason for Decision Recommended
As set out in the Local Government and Public Involvement in Health Act
2007, implemented on 1 April 2009, it is the duty of the Cabinet Executive
to respond to Scrutiny reports and recommendations.
4. Forward Plan
4.1 Not applicable
5. Key Decision
5.1 Not applicable
6. Matters for Consideration
Agenda Item 7
6.1 The attached report presents the scope, findings and recommendations from
Scrutiny Commission’s Community & Partners Working Group’s review into
16 and 17 year old Homelessness.
Page 25

6.2 Proposed recommendations
R1 That Cabinet Executive consider and respond to the refreshed Protocol
when approved by the Chief Housing Officer Group at the end of
October 2012.
R2 Blaby District Council’s officers work with County and District networks
to improve data collection and presentation of information to provide a
better picture of homelessness across the County that will assist in
developing the service.
R3 That Social Services Children & Young Peoples Services and the
Housing Options Manager report back to Cabinet in six months and
provide
• Year end figures and benchmarking data
• Impact of the refreshed Protocol
• Assessment of the working relationship
R4 With the majority of homeless accommodation being in the City,
Blaby’s Health and Community Service Manager via the Chief Housing
Officer Group continues on behalf of Districts to identify if provision can
be secured for County residents
8. Other Options Considered
8.1 None
9. Appropriate Consultations
9.1 None
11. Appendix/Appendices to this report
11.1 Appendix 1 Scrutiny Commission Report : 16-17 year Homelessness
Review
Appendix 2 Notice of Requirements
12. List of Background Papers
12.1 None
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Scrutiny Commission
Community & Partners Working Group
16-17 year old Homelessness Review
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Contents
1. Working Group Membership
2. Introduction and methodology
3. Initial scope and key tasks
4. Evidence and findings
5. Conclusions
6. Recommendations
7. Appendices
8. Background Information
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1. Working Group
The working group comprised
o Cllr Bill Wright– Chair
o Cllr Marian Broomhead
o Cllr David Findlay
o Cllr Tony Greenwood MBE
o Cllr Iain Hewson
o Cllr Sam Maxwell
o Cllr Christine Merrill
o Cllr Barbara Parkins
o Cllr Alan Tanner
o Cllr Bev Welsh
Before being elected as Chairman of the Council in May 2012, Cllr Jill Blackwell chaired the review. Her continued contribution has
been welcomed.
The working group extends its formal thanks for their help and direction to:-
• Quin Quinney – Blaby District Council, Housing and Community Services Group Manager
• Rebecca Holcroft – Blaby District Council Housing Options Manager,
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• Peter Davey - Chief Executive, The Bridge, Loughborough
• Jill Bharkhada - Leicestershire County Council, Service Manager, Locality Social Work Children & Young People’s Services
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2. Introduction and methodology
Introduction
In May 2009 a Law Lords judgement considered how local authorities support
homeless 16 and 17 year olds (G v Southwark). The case tested the circumstances
under which local authorities should provide accommodation for this age group and the legislation that should apply.
The recommendations that came out of the judgement required Councils and social services departments to develop joint working
arrangements to clarify respective roles and responsibilities in their duties towards young people.
A Leicestershire Wide Multi Agency Protocol to assist homeless/potentially homeless 16 and 17 year olds was developed as a
result of this judgement.
Scrutiny was asked by Blaby’s Housing & Community Services Group Manager to review both the protocol and the working
relationship between Leicestershire County Council’s Social Services and Blaby Housing Options team, as the Manager had
concerns
Methodology
The group met on six occasions and took evidence from officers and partners including Leicestershire County Council’s Children
and Young Peoples Service and The Bridge, a single access service at Loughborough. Desk top research was carried out, which
looked at the national and local picture and included a review of best practice in other authorities.
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3. Scope, objectives and key tasks
The review’s scope focused on examining concerns in relation to youth homelessness raised by Blaby District Council’s Housing
Options Team, and specifically how the following objectives could be achieved:
• Adoption of a workable protocol that would enable Social Services, young people and local authorities to understand the
process for providing help and support to vulnerable, homeless 16 and 17 year olds.
• Establishing good working relationships between frontline officers, with true joint working and effective information sharing
• Joint commissioning of services for young people
• Identifying suitable accommodation for young people who are children in need
• Undertaking accurate and timely assessments that meet the guidance in the Children Act 1989.
As the impact of forthcoming Welfare Reforms became known, the working group also examined
• Councils readiness for increased homelessness
• Funding challenges
• Limited hostel access
Key tasks
• Visit to The Bridge, Loughborough to develop an understanding of a ‘single access point’ and to see at first hand how it
operates.
• Review other local authorities’ homelessness protocols to assess best practice.
• Look at the difference between Blaby District Council’s services for homeless 16 – 17 year olds and Leicestershire County
Council’s Locality Social Work Children & Young People’s Services. From this, the Group wanted to identify constraints and
issues experienced in dealing with this vulnerable group and how young people might ‘fall through the net’.
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4. Evidence and Findings
Leicestershire Approach
Under the Children’s Act 1989 local authorities have a primary duty to 16 -17 year olds who present as homeless. To ensure
homeless 16 -17 year olds do not fall between County’s Children’s Services and Blaby’s Housing Options teams, local authorities,
in the statutory guidance are advised to have a joint protocol which sets out how each department will work together.
The Bridge was chosen through the Chief Housing Officers Group using Regional Innovation and Efficiency Project (REIP) funding
to:
• develop a joint working protocol for Leicestershire local authorities and social services
• develop and roll out the Single Access Point model across Leicestershire.
The Leicestershire Multi-Wide Agency Protocol for 16-17 year old homeless was presented to the Chief Housing Officers Group in
November 2010 – Appendix 1
The Bridge, in Loughborough, (a voluntary agency providing homelessness prevention services via service level agreement to
Charnwood Borough Council) , operates what is known as a single access point for all 16-17 year olds with housing problems in
Charnwood. It is a reputable project with experience in providing support to homeless 16-17 year olds.
Single Access Point
Single Access Point (SAP) is a specialist homelessness prevention service which works with 16-17 year olds who are having
difficulties where they are living or are homeless. Its ethos is to provide effective and co-ordinated help to ensure that young
people get the best possible service to help prevent them from becoming homeless in the first place. When Scrutiny started this
work, The Bridge in Loughborough, funded by Charnwood Borough Council, was the only SAP in the County.
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In April 2012, a one year pilot between The Bridge, Oadby & Wigston Borough Council and County’s Children and Young Peoples
Services was launched with joint funding from Leicestershire County Council and Oadby & Wigston Borough Council. The service
is delivered from the Connexions office in Wigston.
Since its launch and up to September 2012 just over 20 young people and their families have used the service with a number of
those young people avoiding going into care as a result. A number of young people have been assisted to plan for future
accommodation options. In terms of longer term outcomes, it is very early days and premature to give a full analysis.
From October 2012 office space will no longer be available at the Connexions office in Wigston and alternative accommodation is
being sought.
Protocol Analysis
The protocol, developed in 2010, refers to a service delivery model that simply is not in place for five of the seven Leicestershire
districts. Other concerns identified by members with the protocol are:
• Inadequate monitoring and evaluation mechanisms contained in the protocol (i.e. the Young Persons Accommodation Needs
Group is not set up).
• Dispute resolution mechanisms are not being used. There is no way to challenge the decisions that are made about young
people that Social Services deem ‘ NOT’ to be children in need.
Other specific issues that were identified through the review:
• Failure of Social Services to inform Housing Options of the outcomes of assessments
• Failure to follow statutory guidance on completing assessments
• Difficulties in getting Social Services to confirm the level of help a young person has received.
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• Difficulties in communicating with individual front line officers
• The Housing Options Team and Social Services staff were clearly confused as to ‘each others’ duties and information is not
being shared
• Recommendations arising from the assessment process for Children’s & Young people’s services are not being carried out.
Speaking to best practice authorities the view was that there are tensions between social services and housing teams across all
local authorities. Analysis of 16-17 year old homelessness protocols, attached at appendix 2, shows commonality in the issues
being presented for example:-
• Monitoring arrangements
• Common assessment process
• Pathways
Protocol Development:
Feedback from the Chief Housing Officer Group identified 16-17 year old homelessness as a priority for district housing groups.
A new protocol for Districts in Leicestershire who do not use or have a Single Access Point is being developed by the
Homelessness Delivery Group to make it more District relevant and useable (this is due to be signed off by the Chief Housing
Officers Group at the end of October 2012).
Work is also underway to refresh the existing protocol produced by The Bridge, for Charnwood Borough Council and this will
incorporate feedback from the Oadby & Wigston Borough Council pilot.
Homelessness in Blaby District
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Specific issues that were a cause of frustration for the Housing Options Team included:
• “The protocol that has been developed refers to a service delivery model that is not in place. The Single Access Point (SAP)
only exists in Charnwood. Therefore, the current protocol is undeliverable for Local Authorities in its current format.
• Specific problems that have occurred:
o Failure of Social Services to inform Housing Options of the outcomes of assessments
o Failure to follow statutory guidance on completing assessments
o Difficulties in getting Social Services to confirm the level of help a young person has received.
o Difficulties in communicating with individual front line officers
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Prevention and Demand at Blaby District Council
Each young person who approaches Blaby for help with housing presents a unique set of challenges which are resource intensive
to meet. Failure to meet these challenges has the potential for a wide reaching impact for the young person and for the Council.
Blaby’s Housing Option Team of five staff are proactive and the following practices and principles guide their work. In short they:
• never turn anyone away.
• now work from the Blaby Service Shop as well as the Council offices
• work closely with landlords on Private Sector promotion
• use Stonham to support homelessness placement. (Stonham has recently come to the end of its funding and can no longer
take on new host households in the County. Existing hosts will still be used, if suitable for the young person’s needs, but
availability is patchy).
• provide all 16 and 17 year olds, at risk of homelessness, with a comprehensive service which is focused on enabling the
young person to remain at, or return home, where appropriate. Where this is not appropriate services arranges suitable
accommodation and/or access to statutory services.
• Foster or Care Home option is unlikely to be used for 16-17 year olds, typically, supported lodging providers are used. The
majority of homeless resource is in the City and Blaby’s Health & Community Services Group Manager, on behalf of the
Districts is liaising with the City to see if any provision can be secured for county residents.
The issues that hamper their effectiveness in the support they provide to young people include:
• Lack of suitable temporary accommodation – there is no specific supported accommodation in the County, low availability at
generic supported accommodation projects. (Bed & Breakfast accommodation is avoided wherever possible. The difficulty
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is making sure the location for supported lodgings doesn’t impact on getting to college, work, routines etc. Kennedy House
Hostel is located in Wigston and takes referrals across south Leicestershire).
• Lack of access to support – most young people lack basic independent life skills and require support to achieve successful
independence. Most young people who lose their family accommodation do so because of serious behaviour issues
including drug and alcohol misuse, domestic violence, abuse and offending or anti-social behaviour. Without being
assessed as being a child in need, there is limited availability of support to address these needs.
• Legal matters – under 18’s are often not able to hold a tenancy for themselves. Most require a guarantor and private
tenancies are almost unheard of for this group.
• Lack of access to benefits, education and work advice.
• High rates of lost contact or tenancy failure
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200
180
160
140
120
100
80
60
40
20
0
APR
Chart 1
MAY
JUN
JULY
C1 - Housing Options Demand 2012/13
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR
Prevention cases
Housing Applications
Face 2 Face contact
- Council offices
Face 2 Face contact
- BJSS
Other
Homeless Cases
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16 -17 year old Homelessness
As at 22 August 2012, the second quarter of this financial year (July-Sept 2012 ) there were three 16 and 17year old homelessness
cases.
Between January and August 2012, eleven 16-17 year olds approached Blaby District Council for advice; six were referred on to
Social Services for assessment. Of those six, four cases had been resolved before assessment, while contact continued for two
cases as they had not been assessed as a child in need. For the remaining five of the eleven cases no help was required after the
initial contact. Members were reassured cases are not double counted.
Rather than an absence of a homelessness problem in Blaby, the low numbers reported reflects the Housing Options Team
strength in resolving housing problems before they amount to homelessness.
This is shown in benchmarking data against other Leicestershire districts from quarterly PE1 returns to the Department of
Communities and Local Government - chart 2
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170
160
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0
Chart 2
Blaby
Charnwood
2012 Successful Preventions
Data Source: PE1 Quarterly DCLG return
Harborough
Hinckley & Bosworth
Melton
NW Leics
Oadby & Wigston
Rutland
Qtr 1
Qtr 2
Qtr3
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Prevention and demand
Demand levels can be seasonal and have been fairly stable over the past three years. Affordability, sofa surfing and non violent
relationship breakdown remain the main reasons for homelessness.
The Joseph Rowntree Foundation 2008 - Youth Homelessness in the UK report highlights the main trigger for youth homelessness
is the breakdown of family relationships, often compounded by problems at school, overcrowding at home, mental health problems,
substance abuse and crime and is evidenced in chart 3
80
70
60
50
40
30
20
10
0
Affordability -
O/occ
Affordability -
PRS
Arrears - RSL
Reasons for Approach trend
NTQ -
Friends/relatives
NTQ - Parents
NTQ - Section
21
Relationship
Breakdown -
Non-Violent
Relationship
Breakdown -
Violent
2011/12
2012/13
Chart 3
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Prevention demand was low in August partly due to school holidays but increases again in September. Contacts made through
the Blaby Service Shop has increased accounting for a third of face to face contact - chart 4
120
100
80
60
40
20
0
Chart 4
C 2 - Prevention Outcomes Comparison
Jan-March Apr-June Jul - Sep Oct-Dec
2010
2011
2012
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Data and information gathering
Internal systems used
Customer Relationship Management system - Housing Options use CRM as their main case management tool to record notes
and actions for homelessness and prevention cases. The system records all contacts from every channel, value/failure, reason for
contact and for some contacts, diversity information.
The systems used to record and monitor youth homelessness (and indeed all homelessness services) is internal and does not
interface with other external systems
Records are recorded against an address or individual and used by other departments (ie council tax), so can hold a wide variety of
information.
ABRITAS – the Choice Based Lettings (CBL) system – records data on all applicants for social housing. It is also used by other
partners in the Leicestershire Choice Based Lettings schemes and currently holds over 10, 000 records.
However it only holds information on CBL applicants and information relating directly to their housing application. It does not
interact with other internal or external systems.
PE1 Spreadsheet – used for compile specific government statistics each quarter. This records data on homelessness prevention
cases (case officer, dates, who, age, tenure, reason for approach and outcome). This is also used to monitor officer case load, end
to end times, reasons for contact, age and tenure and outcomes and performance data for management.
Flare – records data on all grant and loan applicants via Disabled Facilities Grant or emergency minor works grant
Financials spreadsheet – records data on clients receiving loans or written deposits and repayment details.
Scorecard – monthly and quarterly internal performance data including:-
• Statutory Homeless Applications (chart 1)
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• Homelessness prevention work (chart 4)
• Percentage of homelessness cases successfully resolved
From July this year, the age of those approaching the council for help has been recorded and monitored. This is not yet embedded
into every day practice, nor have records been updated retrospectively. There is a commitment to go back to April 2011 but this
has not yet been achieved.
Members wanted to look at the wider Countywide homelessness picture and see how data was shared.
The District Implementation Group carried out a mini gap analysis in July 2012 to compare the number of young people presenting
as homeless and the kind of issues highlighted. The findings were of little value as each District collates and records
homelessness data differently therefore no meaningful analysis could be made.
Funding
The annual budget for the total homelessness support service (across all ages) is funded by a direct grant from the Department of
Communities & Local Government (DCLG). In 2012-13 the grant was £57,000. The Council has received notification that the
same grant will be paid in 2013/14.
Spend as at September 2012
Bed & Breakfast £1,141
Rent deposit scheme £4,655
Spend to save £9,015
Arrears payment (set up on a repayable loan basis) £655
Total £15,466
The Working Group was told funding streams are continually sought, an example of this was that in 2011 the Council received a
further £7,000 grant from the DCLG, which was used to assist those facing rent increases.
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In August 2012, a further £300,000 was awarded by the DCLG for a City and Countywide partnership project, led by County
Officers.
Leicestershire County Council processes and procedures
The first contact from a young homeless person who approaches the Children & Young Peoples Service is with the Bassett Street
team who establish firstly if they are homeless and secondly if there is any other support available - relatives, family, friends. Then
an initial assessment is completed to establish needs and if they should come under local authority care (always a last resort and
going into local authority care is prevented).
Jill Bharkhada, Service Manager, Locality Social Work Children and Young People’s Services gave evidence to members that a
restructure of the County’s Social Work Children & Young People’s service in December 2011 was aimed at providing a more
consistent response and approach as well as supporting staff development in understanding legislation, issues and guidance.
Since then the service has been reassessed to improve locality links. From 15 October 2012 arrangements for assessing young
people will be through one of three Strengthening Families Teams.
Working Together
The Government vs. LB Southwark judgement (2009) requires local authorities’ housing and social services departments to work
together to provide support and accommodation to 16 and 17 year olds. This is an area Blaby Housing Options officers expressed
as a frustration and was not as effective as it should be.
Findings from a Homeless LINK survey (Dec 2011) would support this view
• ‘Local authorities largely felt this was due to Children’s Services, although it was also reported that the two-tier local authority
structure was a barrier to effective working’.
• Survey response: ‘Our protocol is very new and needs to be reviewed. We still experience difficulties in getting CYPS to
accept their duty and follow the protocol’ (LA East Midlands.)
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• Case study evidence provided by Housing Options, attached at appendix 3, suggests information was not being shared and
dispute resolution mechanisms were not being used i.e. not providing outcomes of assessment or level of support being
received by a young person.
As this review has progressed a more pro-active approach has been pursued between the Housing Options Team and
Leicestershire Social Services Children & Young People team at Bassett Street, Wigston. Feedback received by the working group
from both County and Housing Options confirms improved communication and better understanding of roles.
The National Picture
Nationally, there has been a 16% increase from 2010 to 2011 (9590 in 2010 to 11360 in 2011) and in the last 12 years emergency
bed & breakfast accommodation need has increased 44%. In the last financial year 50290 households were accepted as
homeless. Nationally this is a 14% increase on 2010/11 and a 26% rise since 2009/10. Source: CRISIS
In August 2012 the DCLG published a homelessness plan for England, part of its Making every contact count: A joint approach to
preventing homelessness report. This report highlights:
• Prevention: as the key to making every contact count with 34% of homelessness cases due to eviction by relatives or friends
• Family breakdown: is critical to address, with 18 % of all acceptances in taking part in a homelessness survey mentioning
parental separation or divorce as the a ‘trigger’ for their situation
• Wider housing reforms: with 19% of homelessness cases due to the household being unable to find alternative
accommodation when a tenancy ends, flexibilities under the Localism Act and initiatives within the Housing Strategy for
England are also cited as important factors in reducing homelessness.
• Local innovation, integration and collaboration: the Government wants to see better local leadership and new local authority
led multiagency partnerships to prevent homelessness; integration of existing local services; and new funding mechanisms.
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5. Conclusions
Each young person who comes to us for help with housing presents a unique set of challenges. In the current economic times and
with forthcoming welfare reforms the preparedness of the council is essential to ensure the right help is provided from clear
signposting to in depth assessment and referral.
National evidence shows an increase in youth homelessness and without early intervention and prevention action, and a protection
for funding for youth homelessness services there is a risk of creating a new generation of young people who will have severe and
complex needs later in life. Source - Homeless Link Survey Dec 2011.
Blaby Housing Options team is consistently delivering a high level of prevention and intervention actions. The concerns and issues
raised with scrutiny shows its commitment to providing an excellent service.
Refreshing the 16-17 year old Homelessness Protocol has been long and protracted and the working group welcomes progress
now being made to make it more fit for purpose relevant for Districts and County Social Services.
The working group had difficulty getting real time youth homelessness data and benchmarking information from both County Social
Services and Housing Options and in some cases there was no clarity and little value in the information provided.
There needs to be a more co-ordinated and transparent approach to data collection to allow for more meaningful and useable
information.
It is imperative Social Services and districts work jointly in order to maximise resources and meet the duty to young people. The
working group is satisfied steps are being to address communication issues and this should continue.
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6. Recommendations –
R1 That Cabinet Executive consider and respond to the refreshed Protocol when approved by the Chief Housing Officer Group
at the end of October 2012.
R2 Blaby District Council Officers to work with County and District networks to improve data collection and presentation of
information to provide a better picture of homelessness across the County and in developing the service.
R3 That Social Services Children & Young Peoples Services and the Housing Options Manager report back to Cabinet
Executive in six months and provide
• Year end figures and benchmarking data
• Impact the refreshed Protocol is having
• Assessment of the working relationship
R4 With the majority of homeless accommodation being in the City, Blaby’s Health and Community Service Manager via the
Chief Housing Officer Group continues on behalf of Districts to identify if provision can be secured for County residents
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7. APPENDICES
Appendix 1 Leicestershire wide Multi Agency Protocol to assist homeless/potentially homeless 16-17 year olds -
November 2010
Appendix 2 Protocol best practice analysis
Appendix 3 16-17 year old Homelessness case study
8. Background information
• Provision of Accommodation for 16 and 17 year old young people who may be homeless and/or require
accommodation – Dept for children and young families Issued: April 2010
• Dept for Communities and Local Government – Making every contact count: a joint approach to
homelessness August 2012
• District Councils’ Network Homelessness Research & Policy briefing - Making every Contact Count: a joint
approach to Homelessness – August 2012
• Homeless Watch – Young and Homeless: a survey of services and local authorities December 2011
• Shelter – Know your Rights: information about housing and homelessness for young people
• Joseph Rowntree Foundation 2011 – Tackling homelessness and exclusion, understanding complex
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Leicestershire Wide Multi Agency Protocol to assist homeless/
potentially homeless 16 and 17 year olds
Final version after consultation with partners
APPENDIX 1
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Presented to Chief Housing Officers Group on Friday 12 November 2010
Multi agency Leicestershire wide Protocol for homeless 16 and 17 year olds
Between
Children and Young People’s Services and the Leicestershire Housing Districts (Blaby, Charnwood, Hinckley and Bosworth, Market
Harborough, Melton, North West Leicestershire and Oadby and Wigston), Connexions, the Youth Offending Service, The Bridge and
other partners and stakeholders
1. Introduction
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1.1 This protocol is in response to the House of Lords Judgment G v Southwark handed down in May 2009. This Judgment
highlighted the responsibilities of Children’s Social Care towards homeless 16 and 17 year olds and the interrelationship
between duties under The Children Act 1989 and the homelessness legislation.
1.2 This protocol replaces all earlier versions and sets out the roles and the statutory responsibilities of Children’s Social Care and
the Housing Districts following the House of Lords Judgment. The protocol also lays down the roles and responsibilities of
other partners and stakeholders.
1.3 Underpinning the operation of the protocol is partnership working and use of common assessment processes to respond
flexibly and ensuring the best use of limited resources and time.
1.4 The protocol is laid out in 8 sections and describes the process to be followed and delivered by agencies in response to
homeless and or potentially homeless 16 and 17 year olds.
Stage 1 Initial Contact
Stage 2 Initial response processes
Stage 3 Intensive support and homelessness prevention
Stage 4 Assessment by Children’s Social Care
Stage 5 Decision by Children’s Social Care
Stage 6 Accommodation and Support by Children’s Social Care
Part 7 Special Circumstances
Part 8 Monitoring and review of the protocol
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2. Aims and Objectives
2.1 To ensure the effective discharge of corporate responsibilities between Children’s Social Care and the Housing Districts by
jointly addressing the diverse accommodation and care needs of 16 and 17 year old homeless young people.
2.2 To ensure effective homelessness prevention services for homeless 16 and 17 year olds.
2.3 This protocol recognizes the need for partnership working and use of the Common Assessment Framework (CAF) to help
meet the needs of young people and their families who may be vulnerable to becoming homeless.
2.4 To ensure the provision of good quality accommodation appropriate to the diverse accommodation needs of young
people.
2.5 Wherever possible young people should be placed in suitable accommodation. Bed and Breakfast type accommodation
should only be used in an emergency and as a last resort.
3. Guiding Principles
3.1 It is recognized that it is in the best interests of children and young people to live with their immediate families unless there is
evidence to the contrary.
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3.2 Safeguarding concerns should be reported to CYPS Children Social Care for investigation in line with Leicestershire and
Rutland LSCB procedures.
3.3 The protocol puts effective homelessness prevention at the heart of the approach to helping potentially homeless 16 and 17
year olds and is designed to build on the positive work that was undertaken prior to the Southwark Judgment.
3.4 Where young people are unable or unwilling to return to their immediate families young people should be supported to
explore wider kinship care and network providers where their needs can be met.
3.4 Where it has been established that a young person is homeless and unable to return home, the Southwark Judgment makes
it clear that Children’s Social Care is the lead agency to assist young people. The Children Act 1989 is the primary legislation
used to assist these young people.
3.5 The Housing Districts shall retain a role in such cases as outlined in Section 27 (3c) of the Children Act 1989, which empowers
local Children’s services authorities, including any local housing authority, for “help in the exercise of any of their functions”
under Part III of the Children Act 1989 Act. The Southwark Judgment made it clear that Children’s Social Care and the
Housing Districts should work closely together.
3.6 To jointly ensure all workers are aware of the housing needs of homeless young people and the responsibility of each
agency to address these needs.
Stage 1: Initial Contact
4 A young person may make contact or seek advice from a number of agencies:
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• Children’s Social Care
• Housing Districts
• Youth Offending Services
• Connexions
• Third sector or statutory agencies such as Colleges and Citizens Advice Bureaus
• Self referrals to accommodation providers or advice agencies
Where a young person is presenting as being potentially homeless or wanting to leave home they should be referred to the County
wide [SINGLE ACCESS POINT] who will take responsibility for completing an initial interview to ascertain the young person’s
circumstances.
Children’s Social Care will not normally accept referrals for an initial child in need assessment on the basis of a young person
requiring accommodation without the young person first accessing the County wide [SINGLE ACCESS POINT] for intensive support
in the first instance.
Stage 2: Initial response process
[SINGLE ACCESS POINT] assessors will take responsibility for the initial response process and will begin to gather detailed information
to determine whether the young person is homeless or whether they can be supported to return home. If a long term home cannot
be secured, where appropriate the [SINGLE ACCESS POINT] will try to prevent the need for an emergency accommodation
placement away from the family by securing agreement that the young person can stay for a short period pending the
assessment and further work.
The initial meeting with the young person will focus on key areas:
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4.1 Current situation establishing why the young person is potentially homeless,
4.2 History including family, accommodation and if they or their family are known to Children’s Social Care ,
4.3 Health, vulnerabilities and safeguarding,
4.4 Young persons views and aspirations and
4.5 Views and resources of those with parental responsibility.
5. In all cases home visits will be carried out to families and carers unless there are safeguarding concerns. Home visits will be
carried out within 48 hours of the young person making contact with the [SINGLE ACCESS POINT] The objective is to seek
family reunification and reconciliation. Mediation can play a key role in homelessness prevention and in helping to improve
family relationships.
Stage 3: Intensive Support and homelessness prevention
6.1 [SINGLE ACCESS POINT] assessors will work with families to give them the tools to effectively manage crisis situations to
prevent homelessness. The County Wide [SINGLE ACCESS POINT] will work with young people to achieve a planned move
from home, where possible with ongoing family support for the young person, if this is the desired outcome for families.
6.2 Where a young person is not able to return home the County Wide [SINGLE ACCESS POINT] will explore kinship care and or
other appropriate accommodation with the young person. In this situation the County Wide [SINGLE ACCESS POINT]
assessors will facilitate and support this by drawing up a bespoke support plan for the young person and act as a broker for
other agencies.
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6.3 In cases where a young person is unable to return home and there are no other identifiable options, the outcomes of the
initial meeting and follow-up work and attempted reconciliation will be recorded. A clear record of how and why the young
person is homeless will be compiled as this will assist with Children’s Social Care initial child in need assessment.
Stage 4: Assessment Process
7.1 The relevant Housing District and Children’s Social Care will jointly fund emergency accommodation for up to a maximum
of 10 working days during which time Children’s Social Care will complete an initial child in need assessment.
7.2 Following receipt of a referral by the County wide [SINGLE ACCESS POINT], Children’s Social Care will complete a further
assessment to determine whether or not the young person is a “child in need” for the purposes of the Children Act 1989.
Children’s Social Care must satisfy themselves of the following tests:
A. Is the applicant a child?
B. Is the applicant a child in need?
C. Does the child appear to Children’s Social Care to require accommodation?
D. Is the need for accommodation the result of one of the following criteria: section 20 (1) (A)-(C) which is reproduced below:
I. There being no person who has responsibility for the child
II. The child is lost or abandoned
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III. The person who has been caring for the child is being prevented from doing so (permanently and for whatever reason)
from providing the child with suitable accommodation or care
E. Consideration must be given to the young person’s wishes and feelings.
7.3 Most homeless young people will be a child in need with the exception of young people who have previously lived
independently. Young people who are resourceful, streetwise and able to survive should not be deemed to be living
independently.
7.4 The In Care team will be responsible for carrying out the initial child in need assessments for homeless young people.
7.5 Children’s Social Care will continue to explore the possibility of the young person returning to live with immediate or wider
family where it is appropriate to do so.
Stage 5: Decision of the Children’s Social Care
8.1 Initial child in need assessments will be completed within 10 working days.
8.2 The initial child in need assessment will confirm whether or not the criteria for accommodation under section 20 have been
reached. If the young person is deemed to be a child in need Children’s Social Care will ensure that accommodation and
financial assistance is provided for the young person.
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8.3 The decision will be based on all the available information available. Where it is established that the young person is both
homeless and a child in need the legal criteria for accommodation provided under section 20 will have been met
8.4 A young person needs to understand and consent to becoming looked after. Information about becoming a child in care
should be impartial and balanced. Young people can contact one of the Children’s rights officers for information and
advice about the implications of becoming a child in care.
8.5 Where section 20 criteria are met Children’s Social Care will be responsible for the funding and provision of
accommodation. Children’s Social Care can request assistance to identify appropriate accommodation from the Housing
Districts for this purpose.
8.6 Where the criterion for section 20 is not met, a decision will need to be made as to whether the young person meets the
criteria for section 17 as a child in need. This decision will be made irrespective of whether the young person needs
accommodation or not.
8.7 A young person who is not considered to be a child in need will be referred back to the relevant Housing District for an
application as a homeless person under Part V11 of the Housing Act 1996 (as amended by the Homelessness Act 2002).
Stage 6: Accommodation and Support from Children’s Social Care
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9.1 Unless there is a clear reason for a young person to be placed in residential or foster care, Children’s Social Care may call
upon other agencies to assist in identifying suitable accommodation and support.
9.2 Where a young person becomes a child in care, Children’s Social Care becomes financially responsible and the young
person will no longer be eligible to claim benefits.
9.3 When a young person has been accommodated Children’s Social Care will complete a Core Assessment and pathway
plan to outline the young person’s accommodation and support needs.
Stage 7: Special Circumstances
10. Young People who are prisoners or under supervision from Youth Offending Services
This protocol recognizes that young people known to Youth Offending Services can face significant challenges with their
accommodation and family circumstances.
10.1 If a young person is ordered not to return home, there is a risk that they could be remanded in custody if they do not have
an address. In these circumstances Youth Offending Services will be responsible for exploring accommodation options with
the young person, including kinship networks and friends.
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10.2 If there are no available accommodation options, provided Youth Offending Service has explored all of the available
accommodation options and recorded this, they should refer directly to Children’s Social Care.
10.3 Where a young person is in custody and it is likely that they will be homeless on release; Youth Offending Services should
refer the young person directly to Children’s Social Care at least 4 weeks prior to their release to enable an assessment to be
undertaken.
10.4 Where a young person is sentenced to custody whilst being accommodated under section 20 or while being a child in
care, a Child in Care Review should be convened prior to release in order to plan for accommodation and support services.
Teenage Parents
11.1 Some young people will have dependant children themselves and may experience homelessness. Young parents will be
assessed by the county wide [SINGLE ACCESS POINT] in the same way as other young people.
11.2 In cases where young people are already known to Children’s Social Care and or they have a child subject to a child
protection plan, Children’s Social Care will ensure that the parent(s) have a child in need assessment carried out in their
own right by a separate team within Children’s Social Care.
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11.3 This is intended to ensure that young parents are assessed as child in need in their own right and ensures parity of process.
11.4 If young parent(s) become looked after it should not automatically follow that any dependants become looked after.
Out of hours
12.1 Where out of hours referrals are made to Children’s Social Care emergency duty Team (EDT) where a young person
presents as homeless, emergency duty team will need to ascertain whether or not a young person has an immediate
housing need and, if so, provision will be under The Children Act 1989 section 20.
12.2 The young person will then be referred to the county wide [SINGLE ACCESS POINT] the next working day for an assessment
under stage 2.
12.3 The emergency duty team will deal with such requests in a way which is consistent with the framework set out in this
protocol and in the spirit of the Statutory Guidance.
13. Young People who are not owed a housing duty and are not considered to be a child in need
13.1 There will be a small number of cases who will not be owed a duty by Children’s Social Care or housing. It is anticipated
that this will be a very unusual set of circumstances.
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13.2 In such circumstances a re-referral back to the county wide [SINGLE ACCESS POINT] for further support and assistance in
accessing accommodation should be made.
13.3 It is anticipated that young people falling outside of the Housing and Children Act’s for the purpose of accommodation will
continue to be supported by the CAF process and that a robust support plan will be in place.
Dispute resolution and concerns
14.1 This protocol is intended to minimize disputes and encourage open and respectful dialogue.
14.2 Differences of opinion over the responsibility and proposed action should be dealt with by the caseworker in each
department. If the issue cannot be resolved at this level the matter should be referred jointly to the respective team
managers for resolution. All dispute resolution and resulting decisions will be taken in the spirit of this protocol and
recognizing the need for effective interagency working
14.3 Managers will then determine an appropriate course of action in the context of the disagreement from a range of options
listed below.
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14.4 Options include organizing a meeting between line managers to re-establish good working relationships or to negotiate
acceptable compromises for both services. Discussing concerns with senior managers to explore strategic solutions and
compromise.
14.5 A record of the disagreement will be forwarded to the Young Persons Accommodation Needs Group
Equality and Diversity
15.1 The equality and diversity policies of Leicestershire County Council and of each District Council will underpin the way the
various agencies address the accommodation needs of young people.
15.2 Workers in both agencies are expected to promote the principles of equality and diversity and seek the elimination of
discrimination on these grounds.
15.3 Services will be delivered in a fair, equitable and non discriminatory manner.
15.4 Young people will be encouraged to participate in the decision making process around their accommodation needs.
Evaluation and monitoring of the protocol
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16.1 This protocol and the county wide [Single Access Point] is initially a county wide pilot for one year.
16.2 Responsibility for monitoring the protocol will be undertaken by the County wide Young Persons Accommodation Needs
Group. They will be seeking feedback from both front line staff and management.
16.3 The protocol will be reviewed 12 months from its inception.
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Common
Assessment
Framework
An over view of the multi agency protocol for homeless/ potentially 16 and 17 year
olds
Initial
Contact
Young people
can present at a
number of
agencies
Initial
response
process
SAP
provides
Intensive
support and
homelessne
Referral to County
Wide Single Access
Point for all
potentially
homeless young
Needs assessment
completed. Home
visits to parents,
carers and other
parties.
Homelessness
prevention toolkit
including
reconciliation and
mediation
YOS will undertake
homelessness
prevention work and
refer direct to CSC
Assessment
process by
Children’s
Social Care
Decision of
accommod
ation panel
Accommod
ation and
support
from
Children’s
44

16-17 yr old Homelessness Protocol – Best Practice Analysis
Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
Stage 1 Contact
A young person may make contact or seek advice
from a number of agencies:
• Children’s Social Care
• Housing Districts
• Youth Offending Services
• Connexions
• Third sector or statutory agencies such as
Colleges and Citizens Advice Bureaus
• Self referrals to accommodation providers
or advice agencies
Children’s Social Care will not normally accept
referrals for an initial child in need assessment on
the basis of a young person requiring
accommodation without the young person first
accessing the County wide [SINGLE ACCESS
POINT] for intensive support in the first instance.
Only one district, Charnwood BC has a SAP.
SAP being piloted in O&WBC May – Nov 2012
The remaining Housing Options teams in Leics
operate referral system
Stage 2 Initial response processes
[SINGLE ACCESS POINT] assessors will take
responsibility for the initial response process and
will begin to gather detailed information to
APPENDIX 2
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
When a young person is homeless or threatened
with homelessness, they should be directed to see
the Young Persons Worker. When a joint
assessment is required, this will be carried out within
10
working days. (Sussex)
Children’s services duty teams are not directly
accessible to the public. In the rare instance of a
young person who has a housing need first
presenting themselves in crisis to a children’s duty
team they will be asked to telephone Care Connect.
Care Connect will collect from the young person
sufficient information to make a referral to the duty
team for assessment, if appropriate. (Norfolk C)
Connexions will be required to attend all joint
assessments for 16/17 year olds with Children’s
Social Care and Housing. Connexions workers can
advocate for the young person and, if appropriate
can speak on behalf of the young person during an
assessment.
check with the relevant housing options team
whether the young person has already contacted
them and if so the status of their request for
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45

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
determine whether the young person is homeless
or whether they can be supported to return home.
No timeframe given
The initial meeting with the young person will focus
on key areas:
4.6 Current situation establishing why the
young person is potentially homeless,
4.7 History including family, accommodation
and if they or their family are known to
Children’s Social Care ,
4.8 Health, vulnerabilities and safeguarding,
4.9 Young persons views and aspirations and
Views and resources of those with parental
responsibility
3.2 working relationship issues for districts in some
cases, resolution can be slow and time consuming
Home visits will be carried out within 48 hours of
the young person making contact with the
[SINGLE ACCESS POINT] The objective is to
seek family reunification and reconciliation.
Mediation can play a key role in homelessness
prevention and in helping to improve family
relationships.
Page 72
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
assistance under the Housing Act;(Norfolk)
Initially the Housing Options team will determine
whether the young person is homeless within 28
days.(Worcestershire)
If the young person is homeless within 28 days the
Housing Options team will make a referral to
Children’s Services using the assessment
form.(Worcestershire)
If a young person first presents themselves for
assistance to a local housing authority they will be
directed immediately to the housing options team,
who will:
-ascertain the young person’s circumstances and
immediate needs, by interviewing them;
-where necessary, and provided the young person
agrees, telephone the children’s services duty team
to ascertain whether the young person is already
known to children’s services and whether there is
further information about the young person’s
circumstances which would affect a decision about
the safety of a return home( Norfolk)
46

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
Stage 3 Intensive support and homelessness
prevention
The County Wide [SINGLE ACCESS POINT] will
work with young people to achieve a planned
move from home, where possible with ongoing
family support for the young person, if this is the
desired outcome for families.
Where a young person is not able to return home
the County Wide [SINGLE ACCESS POINT] will
explore kinship care and or other appropriate
accommodation with the young person
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
if appropriate, contact the young person’s parents
and/or others with whom the young person has been
staying to ascertain the reasons for them leaving and
being unable to return and to try to extend their stay
for the immediate future, while their application for
assistance is determined;
•if this is not possible:
-arrange emergency temporary and confirming that
any invoices are to be sent to the housing options
team;
-ensure that the young person understands any
additional charges which they will have to pay for
accommodation and the consequences of not doing
so;
-if the young person has no funds for their immediate
needs, and can get no other immediate help,
telephone the children’s services duty team to
discuss assistance under Section 17; (Norforlk)
In cases where a young person is unable to return Other agencies and teams, including integrated
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47

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
home and there are no other identifiable options,
the outcomes of the initial meeting and follow-up
work and attempted reconciliation will be recorded
Stage 4 Assessment by Children’s Social Care
The relevant Housing District and Children’s Social
Care will jointly fund emergency accommodation
for up to a maximum of 10 working days during
which time Children’s Social Care will complete an
initial child in need assessment.
Following receipt of a referral by the County wide
[SINGLE ACCESS POINT], Children’s Social
Care will complete a further assessment to
determine whether or not the young person is a
“child in need” for the purposes of the Children Act
1989.
Children’s Social Care must satisfy themselves of
the following tests:
Page 74
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
youth support services, educational and voluntary
agencies and others, may become aware of a young
person aged 16 or 17 who is facing, or already in, a
housing crisis, or who has nowhere settled to stay
(for instance, sofa-surfing). They should:
•refer the young person to children’s services by
completing form NSCB1 and sending it to Norfolk
Care Connect by fax or email;
Within 10 working days of receiving a referral via
Norfolk Care Connect, children’s services duty
teams will determine whether
•the young person is a child in need;
•children’s services should offer them
accommodation under Section 20( Norfolk)
Children’s Services will arrange for a Core
Assessment (much more detailed) of the young
person’s needs (including housing needs). The Core
Assessment will be carried out within 35 days, and
will determine the young person’s needs and their
eligibility for services. (Worcestershire)
48

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
A. Is the applicant a child?
B. Is the applicant a child in need?
C. Does the child appear to Children’s Social Care
to require accommodation?
D. Is the need for accommodation the result of one
of the following criteria: section 20 (1) (A)-(C)
which is reproduced below:
IV. There being no person who has
responsibility for the child
V. The child is lost or abandoned
VI. The person who has been caring for the
child is being prevented from doing so
(permanently and for whatever reason) from
providing the child with suitable accommodation or
care
E. Consideration must be given to the young
person’s wishes and feelings.
The In Care team will be responsible for carrying
out the initial child in need assessments for
homeless young people
Stage 5 Decision by Children’s Social Care
Initial child in need assessments will be completed
within 10 working days.
The initial child in need assessment will confirm
whether or not the criteria for accommodation
under section 20 have been reached. If the young
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
In the case of young people aged 16-17 years
presenting themselves as homeless directly through
a Worcestershire Hub office or contact centre, or
being referred by an agency, to the Children’s
Services Access Centre a referral will be made to
the FAST team where they believe the applicant is a
child in need and FAST will complete an Initial
Assessment of the young persons needs within 7
working days. (Worcestershire)
Children’s Services will arrange for a Core
Assessment (much more detailed) of the young
person’s needs (including housing needs). The
Core Assessment will be carried out within 35
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49

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
person is deemed to be a child in need Children’s
Social Care will ensure that accommodation and
financial assistance is provided for the young
person.
Young people can contact one of the Children’s
rights officers for information and advice about the
implications of becoming a child in care
Where section 20 criteria are met Children’s Social
Care will be responsible for the funding and
provision of accommodation. Children’s Social
Care can request assistance to identify appropriate
accommodation from the Housing Districts for this
purpose.
A young person who is not considered to be a child
in need will be referred back to the relevant
Housing District for an application as a homeless
person under Part V11 of the Housing Act 1996
(as amended by the Homelessness Act 2002).
Page 76
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
days, and will determine the young person’s
needs and their eligibility for services.
(Worcestershire)
If the young person has not accepted an offer of
assistance under Section 20 treat the young
person’s application in the same way as if a duty is
owed under Section 17 but section 20 does not
apply (see immediately below).
If a duty is owed under Section 17 BUT Section
20 does NOT apply
•determine duties owed under Housing Act 1996
•assist young person in completing housing benefit
claim form if they have been occupying emergency
accommodation as a children’s services placement.
(Norfolk)
Where there is no s17 or s20 duty owed by
Children’s Services then the applicant can make a
claim for Housing Benefit and it will be the
responsibility of the Housing Officer / Floating
Support Worker to ensure this happens.
50

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
Stage 6 Accommodation and Support by
Children’s Social Care
Where a young person becomes a child in care,
Children’s Social Care becomes financially
responsible and the young person will no longer be
eligible to claim benefits.
When a young person has been accommodated
Children’s Social Care will complete a Core
Assessment and pathway plan to outline the young
person’s accommodation and support needs
Part 7 Special Circumstances
If a young person is ordered not to return home,
there is a risk that they could be remanded in
custody if they do not have an address. In these
circumstances Youth Offending Services will be
responsible for exploring accommodation options
with the young person, including kinship networks
and friends.
If there are no available accommodation options,
provided Youth Offending Service has explored all
of the available accommodation options and
recorded this, they should refer directly to
Children’s Social Care
Where a young person is in custody and it is likely
that they will be homeless on release; Youth
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
(Worcestershire)
In the case of a young person being subject to a
Care Order or accommodated under S20 of the
Children Act 1989, funding will be provided by
Children’s Services and they will not be eligible for
Housing Benefit. (Worcestershire)
If a young person does not engage with support, the
Young Persons Worker will carry out a home visit.
Joint visits with Children’s Social Care will be carried
out where appropriate. (Sussex)
YOT case manager must, through the Asset process
conducted at the start of and during the custodial
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Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
Offending Services should refer the young person
directly to Children’s Social Care at least 4 weeks
prior to their release to enable an assessment to
be undertaken
Where a young person is sentenced to custody
whilst being accommodated under section 20 or
while being a child in care, a Child in Care Review
should be convened prior to release in order to
plan for accommodation and support services.
Teenage Parents:
Some young people will have dependant children
themselves and may experience homelessness.
Young parents will be assessed by the county wide
[SINGLE ACCESS POINT] in the same way as
other young people.
In cases where young people are already known to
Children’s Social Care and or they have a child
subject to a child protection plan, Children’s Social
Care will ensure that the parent(s) have a child in
need assessment carried out in their own right by
a separate team within Children’s Social Care.
If young parent(s) become looked after it should
not automatically follow that any dependants
become looked after
Where out of hours referrals are made to
Children’s Social Care emergency duty Team
Page 78
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
sentence, identify any need for accommodation on
release. (Norfolk)
If the young person is not an open case to children's
social care and it becomes apparent to the YOT
case manager that the young person will not have
suitable accommodation on release, the YOT case
manager will complete form NSCB1 and send it to
Norfolk Care Connect by fax or e-mail, wherever
possible at least 1 month before the young person's
planned release. (Norfolk)
If a 16 or 17 year old woman is pregnant or has a
child/children of her own, children’s services’ duties
will be determined towards each of them individually.
The LSCB pre-birth protocol should be followed if
relevant. Similarly, if a young person is in a
partnership with an older person, only duties towards
the 16 or 17 year old will be considered by the duty
team(Norfolk)
52

Leicestershire Wide Multi Agency Protocol to
assist homeless/potentially homeless 16-17 yr
olds
(EDT) where a young person presents as
homeless, emergency duty team will need to
ascertain whether or not a young person has an
immediate housing need
Part 8 Monitoring and review of the protocol
Worcestershire, Sussex, Norfolk County
Council’s
(protocols identified as best practice by Anna Whalen,
Youth Homelessness Advisor for the Dept of Communities
and Local Government
Children’s Services, and the Housing Authority, will
monitor what happens to the young person following
a referral and this will be used to gauge the
effectiveness of this Joint Protocol
An annual meeting will take place to review the Joint
Protocol, and the working relationship between the
two agencies. (Worcestershire)
There will be inter-agency training, e.g. a Housing
Officer could give a training session/presentation to
Children’s Services, and a Children’s Services
Officer could give a training session/presentation to
the Housing Authority, about their respective work.
There will also be joint training arranged, whereby
officers from both agencies will attend relevant
courses together (Worcestershire)
The housing, care and support needs of a young
person may change over time. Further joint
assessments can be requested by Children’s Social
Care, housing services, Connexions or the young
person to review actions agreed or reassess the
needs of the young person. (Sussex)
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APPENDIX 3
Blaby District Council Homelessness Case Study (an amalgamation of two
cases)
AJ – a 17 year old male.
AJ approached the Council Housing Options Team having been asked to leave a
hostel due to his behaviour.
He approached the Housing Options Team late having been to Social Services at
Bassett Street, South Wigston for advice. Initially he had been told by Social
Services duty officer to go to Leicester City Council for housing help. He had been
there but had been referred to Blaby as he in fact had no connection with Leicester,
having lived in Blaby for several years.
On presenting to the Housing Options Team, initial details of his circumstances were
taken. His mum confirmed that she was not willing to have him at home due to his
behaviour.
It appeared that AJ had spent several nights sleeping rough and was suffering from
ill health. He was tired, hungry and crying. It also transpired that AJ had had contact
previously with Social Services and had in fact been placed in temporary
accommodation by them for a considerable while having experienced problems
when living with his father.
In addition, AJ had mental health problems including self-harm and history of suicide
attempts, had a poor relationship with both parents, had a long history of social
services involvement with his family, educational welfare issues, increasing offending
and a relationship breakdown with his partner.
As it appeared that AJ had already been assessed and accommodated by Social
Services, a copy of the Child in Need assessment was requested.
In the meantime, a deal was brokered for placing AJ temporarily with his mum
pending the outcome of his application.
At first, Social Services denied that any assessment had been carried out or that AJ
had been accommodated by them.
AJ informed us that Social Services had placed him in B+B and then found him a
hostel space. He was given money by Social Services to help buy food and clothing.
This led us to believe that AJ had been in receipt of accommodation and support
from Social Services because he was a child in need.
When that was denied, we requested a further assessment of AJ. This assessment
was allegedly carried out on 5 th October without Social Services seeing AJ or
updating the information they held. We were informed that AJ had been assessed
as NOT a child in need and therefore, not in need of accommodation or support
provided by Social Services.
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54

We requested a copy of this assessment but to date, no response has been made to
our request.
Eventually, AJ managed to provide a copy of his original assessment confirming that
he was a child in need and had been in receipt of accommodation and support from
Social Services. This had ended as he was deemed to have resolved all of his
issues as he had been placed in a hostel.
AJ is currently not receiving any support or accommodation from Social Services.
He has been referred to our in house resident support team for help and is currently
temporarily at his mum’s house. If this arrangement breaks down, we will have no
alternative but to place AJ in a B+B.
AJ is still vulnerable. His behaviour, mental health issues and offending all indicate
that his issues are not resolved and that he requires support to become successfully
independent.
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Page 82

BLABY DISTRICT COUNCIL
SCRUTINY COMMISSION NOTICE OF REQUIREMENTS
APPENDIX 2
The Local Government and Public Involvement in Health Act 2007, implemented 1 April 09, places a duty
on Scrutiny, by notice in writing, to require the Cabinet Executive, within two months of receipt of
Scrutiny’s report/recommendations:
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Page 84
BLABY DISTRICT COUNCIL
Post Scrutiny – Cabinet Executive Response in respect of
Review of 16 – 17 Homelessness
Date :
Cabinet Member responsible for Compliance with notice of requirement:
Recommendation Agreed
R1 That Cabinet Executive
consider and respond to the
refreshed Protocol when
approved by the Chief
Housing Officer Group at the
end of October 2012.
R2 Blaby District Council’s
officers work with County
and District networks to
improve data collection and
presentation of information to
provide a better picture of
homelessness across the
County that will assist in
developing the service.
YES/NO/PART
APPENDIX 2
Cabinet Response including proposed action Responsible
Officer
Action by
date

Page 85
R3 That Social Services
Children & Young Peoples
Services and the Housing
Options Manager report
back to Cabinet in six
months and provide
• Year end figures and
benchmarking data
• Impact of the refreshed
Protocol
• Assessment of the
working relationship
R4 With the majority of homeless
accommodation being in the
City, Blaby’s Health and
Community Service Manager
via the Chief Housing Officer
Group continues on behalf of
Districts to identify if provision
can be secured for County
residents
APPENDIX 2

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Page 86

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Quarter 2 Portfolio Performance Report 2012-13
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
2.
2.1
3.
3.1
Ann Marie Hawkins
Shared Head of Service Policy Performance &
Partnerships
Council Offices
Tel: 0116 272 7566
Cllr. David Clements, Corporate Services,
Performance & Health
To update the Cabinet Executive on the performance of each portfolio against
the priorities set out in portfolio statements during quarter 2 2012/13.
Recommendation / Recommendation to Council
That the quarterly portfolio performance reports be accepted
Reason for Decision Recommended
To enable the Cabinet to monitor performance throughout the organisation
in order to focus on the rate of improvement and monitor priorities. It is
important that areas of good performance are recognised and that
appropriate action is taken on those requiring improvements.
4. Forward Plan
4.1 Has your report been included on the Forward Plan? Yes
5. Key Decision
5.1 No
Page 87
Agenda Item 8

6 Matters for Consideration
6.1 The Portfolio Reports for quarter 2 2012/13 are attached at Appendix 1.
6.2 Overall performance for Q2 has been analysed and 69% of indicators
exceeded their target (where set) and where comparable 64% improved on
performance for the previous quarter, and 64% improved on their
performance for the same period last year.
6.3 Quarterly meetings between individual Portfolio holders and the Portfolio
holder for Corporate Services, Performance & Health were held in early
November, providing an opportunity for discussion about progress within the
Portfolio.
7. Other Relevant Considerations
Human Rights Act 1998
Human rights have been considered and there are no overarching matters for
concern in relation to this report.
Legal Implications
There are no legal implications in relation to this report.
Human Resources Implications
There are no implications in relation to this report.
Risk Assessment & Business Continuity
There are no risks, business continuity or resilience issues in relation to this
report.
Equalities
No EINA is required for this report.
Nottingham Declaration and Climate Change
Not relevant to this report
Crime & Disorder
There are no crime and disorder issues in relation to this report
8. Other Options Considered
None
9. Appropriate Consultations
The following Officers/Members have been consulted (identified by �):
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 88

10. Financial and Efficiency Implications
None
11. Appendix/Appendices to this report
11.1 Portfolio Performance Reports for Quarter 2 2012/13
12. List of Background Papers
None
Page 89

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Page 90

Performance - Exceptions:
This Qtr Target Against
Target
1
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
% of invoices paid within 10 days 89.21% 90% ���� 92.24% ���� 93.74% ����
Comments: See People Exceptions below. The Finance team was operating with a vacancy of 1 FTE
between August and mid September.
People – Exceptions
Service Total
FTE
No of
available
days
No of
working
days
lost
Vacancies Sickness
%
available
days lost
Days
lost due
to
sickness
% of
available
days lost
Comments
Finance 10.57 676.48 32 4.73% 7 1% Finance Assistant post
vacant between 1 st
Revenues
Value for Money Indicators
Finance, Efficiency & Assets
Quarter 2
2012/13
Portfolio Priorities
1. Understand costs and deliver a responsive, cost effective and high quality financial
service.
2. Maintaining the high collection rate of the Revenues Service whilst driving efficiency and
improving Customer Service.
3. Maximising the use of the council’s assets.
4. Instilling principles of good, sustainable procurement.
5. Continue a culture of transparency with emphasis on financial control, audit, fraud and
risk.
14.89 952.96 37.5 3.94%
This
Year
To date
Previous
Year
Page 91
August and 16 th
September.
Actions for Improvements
September 2012

Portfolio Holder’s Quarterly Statement
PRIORITY 1 - Understand costs and deliver a responsive, cost effective and high quality financial
service.
As well as working with all managers to understand their costs and the resulting efficiencies from
service improvements the Finance team continues to explore ways to automate processes in the
finance function itself in order to free up staff time and improve on the quality and timeliness of
data provided.
The use of electronic time sheets and expense claims has reduced the need for keying of paper
based forms, releasing staff to perform other tasks within the department and as a consequence
increase resilience. During quarter 2 the Finance team has introduced a more streamlined
approach to the production of monthly management team reports, such as the establishment
report and key income report, with a view to reducing the double-keying of financial data. Work
has commenced on the annual budget process which has seen the Finance team meeting with
group managers and services to review their budgeted expenditure and income for the next
financial year. As a result of these meetings, and ongoing discussions with managers, the draft
budget is currently being compiled.
The introduction on 1 st April 2013 of business rates pooling, and localisation of council tax
support poses a significant challenge to the Authority’s future financial position, and the Finance
team is working closely with colleagues in other services as well as other Leicestershire
authorities to ensure that the impact of these new initiatives is closely managed.
As a support service the Finance department continues to assist with the implementation of the
new Website, Pavilion on-line booking system and Revenues System, with the aim of ensuring
that the interfaces into the Financial system are correctly implemented. This assurance will retain
the Financial Control mechanisms across systems in addition to automating tasks currently
carried out manually within the Finance function.
The Finance department continues to provide and maintain financial information in support of the
monitoring of S106 contributions and the asset function is working in partnership with the
Planning Obligations Officer and Parish Councils to both enhance the Authority’s relationship
with Parishes and to maximise the use of the S106 monies with community engagement.
The Authority’s annual Financial Statement was approved by Audit Committee on 27 th
September 2012. Once again the Authority received an unqualified opinion on it’s Accounts from
the external auditors Pricewaterhouse Cooper.
The team’s new trainee accountant has commenced studying towards the first stage of the
CIPFA (Chartered Institute of Public Finance Accountants) qualification, with initial examinations
to be taken in December 2012. Finance Services continues to engage with CIPFA with a view to
becoming an accredited employer, which will enable the Authority to develop training and
development programs for our Finance staff and ensure that we are able to fully support our staff
in reaching their full potential.
2
Page 92
September 2012

PRIORITY 2 - Maintaining the high collection rate of the Revenues Service whilst driving
efficiency and improving Customer Service.
Collection rates for both Council Tax and Business Rates have remained high in recent years
despite the economic climate. The Revenues Department has continually strived to deliver these
high collection rates during the implementation of the Revenues System project and the
continuing uncertain economy. Collection rates are slightly above the target at the end of quarter
2, but slightly below the same period last year. This is during a period when Officers in the
Revenues department are also engaged in the implementation of the new system due to ‘go live’
in December 2012.
PRIORITY 3 - Maximising the use of the council’s assets.
The capital and revenue programmes for 2012/13 included a number of asset related projects to
improve assets within the Council’s ownership. These projects included:
• Whetstone Way Bridge. The team is project managing a range of repair works to a
number bridge structures across the district to ensure bridges and structures forming
country side walks and recreation areas (such as the Whetstone Way countryside
recreation area); are maintained subject to funding to ensure the full use of the sites in line
with the Corporate aims and objectives Works have started on site at Whetstone way with
repairs to the masonry and structural repairs
• Improvements to Shower/toilet facilities – Since the Council’s Climate Change Action Plan
and Green travel Plan supported people travelling to work by bicycle it was recognised
that the Council’s facilities required improvement in support of this initiative. The Assets
team has procured and managed the installation of an additional cycle cage and currently
drawing up the proposals for the other improvement to showers
• Sustainability – The group is continually working to bring about improvements in the
management of energy and performance of the corporate assets; this with the
maintenance programmes and whilst working with the Environment team with the
Corporate Climate Change Action plan.
• Development of the Golf Range at the Pavilion – whilst this project is being delivered
across portfolios support is being given by the Asset Management function to assist in
procuring, developing and delivering the new facility.
PRIORITY 4 - Instilling principles of good, sustainable procurement.
The Welland Procurement Partnership continue to assist Officers to procure effectively and
recent projects such as the feasibility study for the future of the Littlethorpe Depot have provided
opportunity for Officers to work with the Partnership.
PRIORITY 5 - Continue a culture of transparency with emphasis on financial control, audit, fraud
and risk.
To further the Authority’s commitment to openness and transparency we now publish details of
all payments to suppliers in excess of £250 (including VAT) on our website each month. Other
financial data and information published on our website includes the Financial Statement,
approved by Audit Committee on 27 th September 2012, and details of senior officers’ salaries in
accordance with the government’s open data requirements.
3
Page 93
September 2012

The Council is required by law to protect the public funds we administer. Fraud and error costs
public services an estimated £21 billion a year (National Fraud Authority (NFA) 2012 Annual
Fraud Indicator). For example, council tax fraud is estimated to cost local authorities is now
thought to cost £131 million a year, which is an increase of 32% from 2011 figures. In an effort to
protect against and tackle fraud, the Council is once again taking part in the National Anti Fraud
Initiative. We are therefore sharing information provided to us with other bodies through the Audit
Commission to detect potential fraudulent activity.
We are undergoing a Systems Thinking Intervention into Benefit Fraud Service. This has been
supported by the Department of Work and Pensions to deliver improvement in the quality of the
service. A new process for dealing with potential benefit fraud is being drawn up to ensure that
we focus on the work of most value to the Council. This includes joint working with the Job
Centre Plus, training of staff and preventative work.
During the first 2 quarters of this year, we there have been 2 prosecutions, 4 administrative
penalties and 1 caution issued. This equates to overpayments of nearly £6,000 of housing
benefit, council tax benefit, and council tax discount, and nearly £20,000 of other benefit fraud.
The work on the revision of the Corporate Plan 2011-14 Critical Activities includes an
assessment of potential risks associated with the delivery of these and mitigating actions to be
taken.
Monitoring of Cabinet Executive Decisions:
Ref Report Title Decision Current position
1255 Proposed Capital
Resources &
Programme 12/13
1217 Procurement of
Replacement System for
Revenues & Benefits
3. That the delegated authority
be granted to the Financial
Services Group Manager in
consultation with the Legal
Services Manager to purchase
the area of land for the Pavilion
Golf range development.
That the Financial Services
Group Manager be authorised to
take steps to conclude the
procurement process and
ultimately award the contract to
the preferred bidder.
4
Page 94
The legal process has now been
completed and this piece of land
has now transferred into the
ownership of the Council.
The contractual arrangements in
relation to this purchase were
finalised in October 2011. The
implementation of this project is
ongoing and the ‘go live’ date is
anticipated to be the 10 th
December 2012
September 2012

Performance - Exceptions:
None
Performance – Exceptionally good performance
Health Improvement – Number
of Patients referred to the
Exercise Referral Programme
This Qtr Target Against
Target
1
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
89 80 ☺ 46 ☺ 45 ☺
Comments: The project continues to perform well with increasing amounts of referrals from local GP’s. This
has been achieved by improved and positive communication with GP’s about the programme. These links
will be developed further as part of the Blaby Staying Healthy Forum.
People – Exceptions
Service Total
FTE
Partnerships
No of
available
days
Value for Money Indicators
New indicator being developed
for Q3
Policy, Partnerships & Health Improvement
Quarter 2
2012/13
Portfolio Priorities
1. Enable the development of town and parish councils to deliver localism and the Big
Society Agenda.
2. Increase the capacity of the voluntary sector to better meet the needs of local
communities.
3. Get Blaby Healthier
4. Increase capacity to better commission services focusing on the strategic areas of:-
Children and young people, Community safety, Environment & Health and well-being.
No of
working
days
lost
Vacancies Sickness
%
available
days lost
Days
lost due
to
sickness
% of
available
days lost
3.04 194.56 7 3.60%
This
Year
To date
Previous
Year
Page 95
Comments
Actions for Improvements
September 2012

Portfolio Holder’s Quarterly Statement
PRIORITY 1 - Enable the development of town and parish councils to deliver localism and
the Big Society Agenda.
Blaby previously ran Code of Conduct Meetings with Parish and Town Councils, after
consultation with clerks these meeting have been renamed to quarterly Liaison Meetings and
contain an agenda that is Local Council lead. These meeting encourage discussion and
feedback and are a forum to consult with Local Council to shape services.
The Council have also developed a newsletter called the ‘Local Council Voice’ which allows the
District to keep local councils informed with information that they request or the opportunity to
circulate information they feel will be informative.
Localism Act - A high level action plan has been developed by the Head of Policy, Performance
and Partnerships in conjunction with the senior management team and group managers. An
briefing will be prepared for members in December.
PRIORITY 2 - Increase the capacity of the voluntary sector to better meet the needs of
local communities.
The Blaby Voluntary and Community Forum relaunched on the 12 th June 2012, having not met
since December 2011. The forum provides the opportunity for voluntary and community sector
organisations to come together to network, share sector intelligence, skills and experience. VAL
are working to increase skills through volunteering to improve chances of employment and
placements within the District. They can deliver free training in a range of subjects regarding
volunteering that can assist in volunteer recruitment, to helping groups apply for funding. The
more we collaborate and support our voluntary sector the more we can learn from one and other,
which will provide us a better knowledge to meet the needs of our community.
Discussions are ongoing with the Community Action Partnership regarding the delivery of their
objectives of the Community Plan
PRIORITY 3 – Get Blaby Healthier
A Blaby Staying Healthy Forum has been established to bring a wide range of health partners
together to improve the Health of our District. Using local health data the partnership has
identified 6 local priorities:
- Ageing Population - Substance Abuse
- Obesity & Healthy Weight - Smoking Cessation & Tobacco Control
- Teenage Pregnancy & Sexual Health - Mental Health & Wellbeing
The Forum is developing a robust performance framework and a range of health improvement
projects. To support the work streams Samantha Clarke our new Health Improvement Officer
has recently joined us.
PRIORITY 4- Increase the capacity to better commission services
A review of Blaby Together is underway to consider how it should be refocused and reconfigured
to develop, improve and join up locality commissioning and partnership delivery in the future
including Children and Young People, Supporting Leicestershire Families, Community Safety,
Environment and Health. Findings from the review will be reported to partners in December.
Monitoring of Cabinet Executive Decisions:
Ref Report Title Decision Current position
None to be monitored
2
Page 96
September 2012

Performance – Exceptions
FOI requests – number of new
requests
This Qtr Target Against
Target
1
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
166 N/A N/A 199 ☺ 113 ����
Comments: 47% increase on same period last year - Although the team continue to put work relating to
FOI on the web site, the case load and work involved with FOI’s continues to increase. Analysis being
undertaken to understand types of request and time taken.
Number of young people involved
in sports, health & recreational
activities (Change 4 Life Project)
1176 1100 ☺ 1229 ���� 1448 ����
Comments: The programme performed well this quarter. The number of participants has reduced from last
year as the programme has changed to deliver more focussed activities based on customer needs. Toddler
Town is a particularly successful service with regular attendances of 80 per session.
Whole Council - Number of
working days lost due to sickness
absence (average per employee)
Corporate Services, Performance & Leisure
Quarter 2
2012/13
Portfolio Priorities
1. Put the customer first in all we do.
2. Focus on continuous performance improvement.
3. Ensuring that the right people with the right skills deliver excellent services for Blaby.
4. Deliver efficient and cost effective support services.
5. Improve opportunities for residents to engage in sport, leisure, recreation and cultural
activities.
2.06 1.74 ���� 2.09 ☺ 1.39 ����
Comments: As previously outlined, the method for recording sickness absence has changed which has
made sickness absence more accurate. For this reason, the Council is likely to see an increase in sickness
absence compared to last year. We will continue to review this, highlighting trends and addressing areas of
concern.
Year to date figures are 4.14 days per employee compared to 2.93 days per employee at the end of
September 2011, this equates to an extra 282 days sickness across the council in comparison to the year to
date figure for Sept 11.
Page 97
September 2012

Exceptionally good performance:
Website – number of unique
users
This Qtr Target Against
Target
Comments: 177% increase on same period last year
2
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
101,806 N/A N/A 87,992 ☺ 36,776 ☺
Pavilion Sales £43,542 £37,320 ☺ £41,955 ☺ £36,063 ☺
Comments: Q2 highlights were 90 4-14yr olds per day for 6 weeks of the summer holiday. In addition the
performance of the external pitches has exceeded the return on investment for year 1 with income at £7042
compared with an estimated £5000.
Visitors to The Pavilion 56,289 55,300 ☺ 40,512 ☺ 11,953
Comments: Footfall through the centre continues to exceed expectations; this is a result of increased
occupancy not just casual activities such as badminton and squash and increased marketing of club
sessions, classes, meeting room bookings, Surestart activities and the children’s holiday schemes. In
addition to the above, Community Action Partnership and the activities offered by the third sector continue to
be well utilised by service users.
Positive Activities Referral
Programme – number of young 37 20 ☺ 15 ☺ N/A N/A
people referred
Comments: The project is developing well. Improved awareness with partner agencies has increased the
level of referrals received. Feedback is positive from participants.
People – Exceptions
Service Total
FTE
Customer &
Electoral
Services
Democratic
Services
No of
available
days
No of
working
days
lost
Vacancies Sickness
%
available
days lost
Days
lost due
to
sickness
% of
available
days lost
17.37 1111.68 69.5 6.25%
5 294 38 12.93%
Page 98
Comments
1 member of staff is
currently off work with
a long term sickness
issue. The officer
concerned is being
supported through the
illness and when
appropriate will be
assisted with a phased
return to work.
I member of staff was
off work with a long
term sickness issue.
This is no longer ongoing
and will therefore
September 2012

Value for Money Indicators
Systems Thinking – Room
Bookings
Other VFM indicators being
developed
This
Year
To date
Approx.
22
weeks
of staff
time
saved.
Portfolio Holder’s Quarterly Statement
PRIORITY 1
Put the customer first in all we do.
Previous
Year
3
not impact on future
performance.
Actions for Improvements
This affects all services across the Council, but in
particular Property Services, Customer Services
and Caretakers. The benefits are the freeing up of
staff time to deliver other work. See Priority 4.
A Toolkit for engaging with Harder to Reach Groups has been developed to ensure that we
attempt to understand all our customer views and that we design our services around what
matters to the customer.
The Service Managers are working together to prepare for a Customer Excellence Award. The
work is leading to a more consistent approach to customer Services and to ensure shared
learning.
PRIORITY 2
Focus on continuous performance improvement.
The Corporate Plan 2011-14 Critical Activities have been reviewed in order to ensure that they
reflect current issues and changes. The progress of delivery will be monitored through a
proposed new Performance Management Framework. This puts the Corporate Priorities and
Ambitions at the centre of everything that we do which will support continuous improvement in
service delivery across the Council.
The Council’s Annual Report has been produced and distributed. This is a public facing
document which highlights achievements, performance and financial reporting for 2011/12.
Systems Thinking interventions have continued to be carried out across the Council. Room
bookings have been completed with a new process being implemented. Understanding the
service or ‘Check’ has taken place in Benefit Fraud and Benefits services and these are now
moving into the re-design stage. The Council has also continued to look at ways of embedding
the Systems Thinking Culture through articles on our intranet, a Blaby Lean Thinking group
holding regular meetings, presentations to and involvement of Scrutiny and ‘end of check’
presentations now including all Senior managers and Members.
Page 99
September 2012

PRIORITY 3
Ensuring that the right people with the right skills deliver excellent services for Blaby.
Athena, the Councils e-learning development tool was launched over this period. It was
launched with a mandatory course on Data Protection which will minimise risks to the Council
with regards to information and data handling. We are working with a number of departments to
get more courses published which will encourage financial and resource efficiencies.
A staff survey has been carried out to assess the satisfaction and well being of employees. The
return rate was a very positive 72%. An away day held with SLT considered the information
received and ways of moving this forward. An action plan to address issues raised will be
compiled following a series of staff workshops in November.
A SLT away day also starting formulating the Councils People Strategy which will inform training
needs for employees to deliver excellent services
PRIORITY 4
Deliver efficient and cost effective support services.
A Systems Thinking review into the method of booking meeting rooms has resulted in potential
savings of 22 weeks of staff time per year. For people requesting the rooms there is a total
saving of 6 weeks approx across the organisation. The main individual beneficiaries are Property
Services saving 7.5 weeks approx p.a., Customer Services saving 4.5 weeks approx p.a. and
Caretakers 3 weeks approx. Property Services have used this ‘extra’ time, to offer more support
to Building Control with the initial processing of applications requesting Building Regulations
Approval. Caretakers are able to deal with their routine tasks with fewer interruptions and
Customer Services have more time to deal with their other work.
PRIORITY 5
Improve opportunities for residents to engage in sport, leisure, recreation and cultural
activities.
Sport, Culture & Recreation
The Positive Activities Referral Scheme (PARS) continues to grow with agencies referring young people
at risk of offending to the scheme for the young people to take part in physical activity along with
educational programmes to support them in moving away from ASB. PARS has recently been highlighted
in a national publication by Sport England as an example of best practice.
A revised Green Space Strategy has been developed and further consultation is now complete. The
revised document will be considered by Council in November. An action plan to deliver the key themes is
being finalised and our new green space management staffing structure is being implemented. The new
approach to managing green space is already seeing results as improvement projects at Bouskell Park
(car park) and Jubilee Park (fencing & car park) are being implemented.
The Council’s Sport & Physical Activity Commissioning Plan launched 14 new activities in this quarter
which has led to an increase in participation levels and percentage take-up rates.
The Council’s 3 rd Annual Sports Awards are being planned and we look forward to this successful event
taking place on Wed 21 st Nov at Brockington College.
The Pavilion
Q2 usage data provide evidence that more of our community are accessing Blaby’s leisure facilities.
Work is now taking place to profile our customers and permit a greater understanding of how we can
better reach into the community. The capital programme at the Pavilion remains a focus with a further
4
Page 100
September 2012

eport scheduled for Cabinet in November. An internet booking and payment system is now close to
going live. Closer links are being formed with SLM (who manage Enderby Leisure Centre) to enhance
working relationships and ensure the range and diversity of activities compliment each other.
Enderby Leisure Centre
The wet summer weather has reduced golf usage. However visits in other areas of the facility more than
made up for this disappointment with the Olympics a contributory factor.
A Customer Insight project using the MOSAIC tool is underway at Enderby Leisure Centre. The aim of the
project is to profile the existing and potential customer base with the intention of conducting a marketing
campaign to increase memberships at an appropriate point.
Monitoring of Cabinet Executive Decisions:
Ref Report Title Decision Current position
1281 Green Space
Strategy
That the new Green Space
Strategy be withdrawn for
further development with
scrutiny.
5
Page 101
Green Space Strategy
revised through feedback
from Scrutiny and further
partner consultation. The
revised strategy will be going
to Council in November.
September 2012

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Page 102

Performance – Exceptions
Exceptionally good performance:
People – Exceptions
Service Total
FTE
No of
available
days
No of
working
days
lost
Vacancies Sickness
%
available
days lost
1
Days
lost due
to
sickness
% of
available
days lost
Neighbourhood
Services
70.22 4494.08 272 6.05%
Comments – there have been a number of long term sickness cases this year due to manual nature of the
job and an ageing work force. All of which have/are being managed appropriately through the absent
management process.
Portfolio Holder’s Quarterly Statement
Neighbourhood & Environmental Health Services
Quarter 2
2012/13
Portfolio Priorities
1. Improve the overall appearance and cleanliness of community spaces.
2. Ensure that Blaby’s Refuse and Recycling service is lean, efficient and fit for purpose.
PRIORITY 1 - Improve the overall appearance and cleanliness of community spaces
The service is reviewing how it monitors service requests to develop a more meaningful performance
indicator. We are examining the time taken for service requests to be actioned and what factors influence
this time by exception reporting. This will allow a more meaningful dataset which permits greater analysis
and valuation.
Empty Homes
Since the Empty Homes Strategy was adopted, proactive work has been undertaken to bring empty
homes back into use, through correspondence with owners of empty properties and enforcement action
with long standing empty homes. Within Q2 owners of 126 empty homes, were contacted and 91 of these
are now back in use. Enforcement action on tough long term empties has commenced on 10 properties
from within the district. We have served notices on 3 properties, stage 4 enforcement letters sent to 2
properties. Contact is currently being made with another 3 properties to understand what the owners
plans are for their properties and to make them aware of our enforcement procedures.
New initiatives are being explored by the Empty Homes Working Group to improve delivery of results for
the strategy. These include the introduction of new funding for empty home owners to assist in bringing
properties back into use (which will also provide housing for vulnerable households for a minimum of 2
years); developing links with local Estate Agents to assist owners with letting or marketing their properties;
and working with East Midlands Housing Association to identify owners wishing to participate in the
purchase and repair scheme which is being part funded by the Council.
Better Business for All
Start up pack now launched for new businesses to improve accessibility and awareness of regulators and
encourage and support economic business growth.
Page 103
September 2012

Climate Change
Gold Motorvate Award received, for the second year running, for reductions in carbon dioxide production
in the Council’s fleet vehicles. Over the last year, the Council’s carbon footprint has been reduced by an
additional 3.1%, This is a total of 21.7% reduction in carbon dioxide emissions since 2009/10. As a result
of this we are the highest performing Council in terms of CO2 emissions in the East Midlands. The Solar
PV installed at the Pavilion in December 2011 has already achieved a feed-in-tariff of £3501.40, in 10
months set against a predicted £3374 for the first 12 months.
Envirocrime
Three successful prosecutions secured. Two people were found guilty of duty of care offences and were
fined a total of over £1000. One person was found guilty of a littering offence and fined a total of £215.
Building Control
1. Maintained income levels despite the current economic climate and in particular the extremely
negative affect that it is having on the UK construction industry whilst at the same time being
exposed to fierce competition from the private sector.
2. Following the recent successful introduction of charges for works carried out on Street Naming and
Numbering within our district, the Section has been able to report that from April of this year this has
attracted £4,470.00 of additional income into the Council.
3. Continued to expand on the number of Partner Agents who submit their applications to ourselves
which attracts additional income into this council that would usually be payable to other Local
Authorities.
4. Utilised the skills of our Surveyors in a diversification exercise that has enabled the Council to save
money by not having to employ the services of external consultants to carry out Fire Risk
Assessments on its own buildings and have also acted on an advisory basis in the design process of
the new Golf Driving Range at the Pavilion.
5. Carried out 712 Building Control inspections on building works currently under construction within our
District whilst at the same time maintaining our 100% record for attending those sites on the same
day as requested
6. Simplified the process for ourselves and our customers in dealing with both defective and new street
nameplates within the District of Blaby after having carried out a Systems Thinking exercise on this
area.
Priority 2 - Ensure that Blaby’s Refuse and Recycling service is lean, efficient and fit for purpose
A further recycling trial was conducted in Braunstone Town, Sharnford, Sapcote and Aston Flamville
during September. Based on the results from the trial and the financial implications associated with glass
collection, a report was taken to cabinet on Monday, 22 nd October 2012 recommending a change to the
recycling collection service. The report recommended that we collect mixed recyclate (paper/card, plastic
and cans) in one bin on a fortnightly basis. It also recommended that glass would not be collected from
the kerbside unless the economics for collecting it become more viable. Residents would be asked to use
the colour separated glass banks provided in the District or put the glass in the residual waste bin. This
report was subsequently approved by Members.
Monitoring of Cabinet Executive Decisions:
Ref Report Title Decision Current position
1248 Enforcement Action,
Land at Narborough
Road South Braunstone
Town
That the Regulatory Services
Group Manager and Legal
Services Manager be delegated
to take action in relation to land
off Narborough Road South,
Braunstone Town, using the
Compulsory Purchase Powers
under Section 226(1)(a) of the
2
Page 104
Compulsory Purchase Order
served on 26 th March with a
deadline of 31 st May 2012 for
any representation to be made
to the Secretary of State.
Representation was made in
respect of the CPO – Public
September 2012

Town and Country Planning Act
1990 and procedure under
Section 103 of the Law Of
Property Act 1925.
3
Page 105
Inquiry now set for 8/1/13. The
owner is progressing a private
sale.
September 2012

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Page 106

Performance – Exceptions
Average number of days taken to
process Housing and Council Tax
Benefit Claims
This Qtr Target Against
Target
1
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
7.21 N/A N/A 6.64 ���� 5.84 ☺
Comments: Increase in processing applications has been caused by the introduction of electronic notifications
(ATLAS) from the DWP which has hampered progress in this area nationally. However performance in this
area is now improving and new claims have improved from an average of 26 days to 14 days and similarly
changes in circumstances have improved to just under 6 days.
Domestic burglaries
246
(year to
date)
N/A N/A
Not comparable –
cumulative figures
150 ����
Comments: The number of domestic burglaries has risen by 69% from the corresponding month last year.
The police have developed an action plan to try and tackle the issue. The rise is a Countywide rise.
DFG’s – Time from first contact to
approval (Majors)
106.9 N/A N/A 72 ���� 145.20 ☺
Comments: The approval times for major works varies enormously due to the complex nature of the jobs.
Events such as hospital admission or the seriousness of the disabled persons condition can all delay the
approval of work. Children’s cases tend to be more complex and lengthy too. This has happened on several
occasions in the last quarter which has impacted on performance reported.
Homelessness - % of cases
resolved successfully
61.65% N/A N/A 75.21% ���� 66.67% ����
Comments:
The drop in percentage of cases resolved successfully is reducing due to higher numbers of cases where we
have lost contact with the client. We assume that if people no longer need our help that they have
satisfactorily resolved their housing problem but cannot record an outcome against them if we have no
evidence to support this. We are currently looking at “lost contact” cases to see if there is anyway we can
work differently to reduce this. This is also compounded with having a higher level of complex cases in the
system. These cases take much longer to resolve successfully and we are predicting a large rise in the
number of successful cases in January 2013 as these cases resolve.
Young people engaged via BB19
bus
Community Services
Quarter 2
2012/13
Portfolio Priorities
1. Improve Outcomes and Opportunities for Communities and Individuals.
2. Help residents understand what services are available and make it possible for them to be
able to use them.
747 N/A N/A 568 ☺ 1113 ����
Comments: The summer project was attended by 252 young people over 12 days in August. The first Autumn
project is underway with the bus attending Croft, Cosby, Enderby and Blaby
Page 107
September 2012

Exceptionally good performance:
Substance use – number of
people supported
This Qtr Target Against
Target
21
(Year to
date)
N/A N/A
Comments: number of new cases continues to increase over time
Theft of motor vehicle 30 N/A N/A
Comments:
First Contact – number of forms
received
2
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Not comparable –
cumulative figures
Same
qtr last
year
12
(year to
date)
Perf. v
last year
☺
Not comparable –
cumulative figures 62 ☺
62 N/A N/A 55 ☺ 36 ☺
Comments: number of forms up due to canvassing of customers who receive assisted bins
People – Exceptions
Service Total
FTE
Community
Services
Team
(inc GM & PA)
12.14
Value for Money Indicators
No of
available
days
776.96
No of
working
days
lost
This
Year
To date
Vacancies Sickness
%
available
days lost
Previous
Year
Page 108
Days
lost due
to
sickness
36.5
% of
available
days lost
4.7%
Comments
1 officer on phased
return has impacted on
figures
Actions for Improvements
September 2012

Portfolio Holder’s Quarterly Statement
PRIORITY 1
• The Housing Options Teams are now holding locality meetings with Children’s
Occupational Therapy services in order to progress complex child cases more quickly.
This approach has worked well with adult occupational therapy services.
• New partnership arrangements have been developed with Acorn Training who now have a
member of staff based within the Community Services Team who provides access to
employment support for individuals and families
• BB19 summer road shows held 12 locations in August reaching 252 young people
• The Benefits Team have started a ‘lean thinking’ intervention to look at ways of improving
the service that are provided to our customers. Given the forthcoming welfare reform
changes the time is right for this intervention with an intention of looking at the barriers or
obstacles that prevent us from being able to carry out our daily work/tasks
PRIORITY 2
• Information regarding emergency heating grants has been widely published on facebook, twitter
and in contact magazine and the new parish council newsletter as have the dates for available
properties on our Choice Based Lettings scheme. We have also been promoting the late night
Thursday housing options session at Blaby service shop.
• Consultation on the Council Tax Support changes from April 2013 has now ended.
Further considerations as to the final scheme are now underway
• Early preparation work has begun on the raft of welfare reform changes that will have an
impact on Blaby residents which include the Social Fund, changes to LHA rules,
introduction of the size criteria rules for social housing and the planned introduction of the
benefit cap
Monitoring of Cabinet Executive Decisions:
Ref Report Title Decision Current position
None to be monitored
3
Page 109
September 2012

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Page 110

Performance – Exceptions
Planning – end to end time, Major
applications
This Qtr Target Against
Target
1
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
209 N/A N/A 35 ���� 130.80 ����
Comments: The figures for September show that the average E2E time for Major applications was 141 days.
This is higher than Q1 outturn which was 35 days. However this increase is attributed to the 2 applications
Planning – end to end time, Minor
applications
77.38 N/A N/A 57.46 ���� 71.16 ����
Comments: The figures for September show that the average E2E time for Minor applications was 51 days.
This is markedly lower than August which was 96 days and is lower than Q1 outturn which was 57 days.
Planning - % of applications valid
on receipt
48.16% 70% ���� 49.12% ���� 50.36% ����
Comments: This shows an area of work going forward to ensure that we can encourage applicant's to submit
applications "right first time" to reduce rework and waste in the system.
Exceptionally good performance:
Planning – end to end time,
householder applications
This Qtr Target Against
Target
Previous
qtr
Comparison Against
Perf. v
previous
qtr
Same
qtr last
year
Perf. v
last year
38.09 N/A N/A 48.65 ☺ 44.48 ☺
Comments: The figures for September show that the average E2E time for Householder applications was 33
days. This is markedly lower than August which was 96 days and is lower than Q1 outturn which was 48
days.
Planning – end to end time, other
applications
Planning, Economic Development & Housing
Strategy
Quarter 2
2012/13
Portfolio Priorities
1. Enable the provision of appropriate and sustainable housing and employment
opportunities to meet the needs of local communities.
2. Increase the potential for the local economy to grow including the further regeneration of
Blaby Town Centre.
3. Ensure all development is acceptable and sustainable.
4. Encourage a culture of compliance through more effective regulation.
42.31 N/A N/A 49.21 ☺ 52.10 ☺
Comments: The figures for September show that the average E2E time for Other applications was 38 days.
This is markedly lower than August which was 96 days and is lower than Q1 outturn which was 51 days.
Page 111
September 2012

Planning - % of determined
applications approved
Comments:
Decent Homes - % of decent
Three Oaks Homes
Comments:
Number of affordable homes
delivered
Comments:
People – Exceptions
No significant exceptions
Value for Money Indicators
82.81% 75% ☺ 83.72% ���� 77.74% ☺
93% N/A N/A 85% ☺ 75% ☺
23 N/A N/A 18 ☺ 2 ☺
This
Year
To date
Portfolio Holder’s Quarterly Statement
Previous
Year
2
Actions for Improvements
PRIORITY 1 - Enable the provision of appropriate and sustainable housing and employment
opportunities to meet the needs of local communities
Core Strategy Examination Pre- Hearing Inquiry held on 31 July
BDC Statements submitted to the Examination on 21 September
BDC responding to ad hoc requests by the Inspector
Complying with Development Plan Regulations re Core Strategy.
Lubbesthorpe application determined by Development Control Committee on 1 st November 2012,
awaiting Secretary of State decision whether to call in.
PRIORITY 2 - Increase the potential for the local economy to grow including the further
regeneration of Blaby Town Centre.
Blaby Heritage Trail installed and launched
Environmental improvements in Blaby , including hanging baskets in the Town Centre and improvements
to the village green.
Town Centre Partnership meeting on 25 September
Preparing for the Christmas light switch on
Ongoing work with Construction futures
Page 112
September 2012

PRIORITY 3 - Ensure all development is acceptable and sustainable
Continuing work through the development management system and ongoing advancement with the
progress of the Core Strategy. Work will commence shortly on the Allocations, Designations and
Development Management Development Plan Document to enshrine concepts of sustainable
development within a strong policy framework and thereby ensure conformity with the National Planning
Policy Framework. Core Strategy due to be adopted early 2013.
PRIORITY 4 - Encourage a culture of compliance through more effective regulation.
Ongoing proactive work of the Enforcement Team and provision of reactive service during ‘Out of office
hours’ for responding to unauthorised development. Active monitoring of conditions attached to planning
permissions.
Monitoring of Cabinet Executive Decisions:
Ref Report Title Decision Current position
1196 Designation of a
Conservation Area in
Glenfield
That the Draft Character
Statement for the proposed
designation of a conservation
are in Glenfield be used for the
purposes of publicising the
proposed designation and that
public consultation be carried
out on the proposal to designate
a conservation are in Glenfield.
3
Page 113
It is proposed that the public
consultation on the proposal
takes place in January 2013.
Following the consultation the
scheme will be progressed to
designation.
September 2012

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Page 114

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Establishment Budget 2012/13 and 2013/14
Report author
and contact
details:
Jane Toman Sarah Pennelli
Director Financial Services Group Manager
Council Offices Council Offices
0116 272 7502 0116 272 7650
Councillor David Clements – Corporate Services,
Portfolio Holder:
Performance and Leisure Portfolio Holder
Councillor John Hudson - Finance & Efficiencies
Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To set out, for consideration by the Cabinet Executive, the revised
establishment budget for the current financial year and the proposed budget
for 2013/14.
2.
2.1
3.
3.1
Recommendation to Cabinet Executive
The Cabinet Executive is asked to consider and approve the content of this
report in advance of the detailed service budget proposals and in the
context of the overall budget strategy for next financial year. The
establishment costs will be incorporated into the General Fund and Capital
Programme draft budgets for consideration by the Cabinet Executive at a
later date.
Reason for Decision Recommended
To make Cabinet Executive aware of the establishment costs which will
influence the overall General Fund budget proposals for 2013/14.
4. Forward Plan
Yes
5. Key Decision
5.1 Yes
Page 115
Agenda Item 9

6. Matters for Consideration
6.1 ESTABLISHMENT BUDGETS 2012/13 AND 2013/14
Establishment costs represent a substantial proportion of the core costs of the
Council. The majority of the budget consists of salaries, employers’
superannuation and national insurance contributions but also includes
provisions for sickness, maternity leave, temporary staffing and agency costs.
Contingency sums are incorporated into the budget to provide a source of
funds to meet unplanned establishment related costs which may arise during
the course of the year.
Set out in this report and the table at Appendix A are the key facts and
figures relating to the size and structure of the establishment, the associated
costs and additional information in respect of a number of staff related issues.
The report is based on the information which is available at the present time
and is based on the current establishment. Any future changes that are
proposed will be reflected in the final budget proposals if known, otherwise will
be incorporated at the appropriate point when the budget is revised.
6.1.1 Establishment Budget – Current Year
(i) The original net establishment budget of £8,587,297 for 2012/13 was
approved on 28 th November 2011. Following the completion of the budget
process, changes to establishment related costs were incorporated into the
estimates and are reflected within the revised figure. These are shown in
Table 1 below.
Table 1
Net Establishment Budget as approved November 2011
Add:
Change in Employer’s Pension Contribution rates
Additional External Funding – Sure Start Receptionists/Cleaner
Temporary Post – Project Officer (£15,000 part funding)
Policy & Partnerships – additional external funding
Reduction in external funding for Highways Cyclical Maintenance
(due to pay award)
Less:
Reduction in Pay Award from 2.5% to nil
Human Resources restructure
Directorate review
Building Control Admin Assistant – post deleted
Grounds Maintenance – TUPE transfer to Three Oaks Homes
Environmental Health & Licensing restructure
£
8,587,297
5,078
18,280
37,759
7,456
1,628
(181,019)
(22,699)
(62,899)
(20,500)
(93,645)
(59,047)
Net Budget per latest Establishment Report 8,217,689
Page 116

(ii) Performance Against Budget
As part of the original 2012/13 establishment budget proposals it was agreed
to achieve savings of £80,000 in staffing costs during the course of the current
year. As at the end of September 2012, expenditure on salaries was
£3,946,423 against the profiled budget of £4,212,373, representing a gross
saving of £265,950 achieved largely through vacant posts, and shared
arrangements in respect of the Head of Policy, Performance & Partnerships.
However, it has been necessary, for operational reasons, to employ
temporary and agency staff in certain key areas and the cost of doing so as at
30 th September was £400,528. It is envisaged that the need for temporary or
casual staff will continue through to the end of the financial year, albeit at a
much reduced level since much of the requirement is in the first half of the
financial year. In net terms, the establishment budget is overspent by
£134,578 as at 30 th September 2012. Redundancy costs incurred during the
first half of the year, arising from restructuring, amount to £37,005, and this
sum will be charged against the Council’s balances in line with the existing
policy.
(iii) Revised Budget Position
Establishment costs for 2012/13, taking into account actual expenditure to
date and including additional one-off temporary posts mainly within Planning
and Benefits, are forecast to outturn at £8,268,982, an increase of £51,293
against the original budget of £8,217,689.
6.1.2 Staff Turnover
Turnover of staff within the establishment has increased over the last year.
Over the last 7 months (1 st April – 31 st October, 2012) 16 employees have left
the Council’s employment from established posts compared with 8 for the
same period last year. This represents a turnover rate for this period of 6.1%
compared to a turnover rate of 2.6% for the same period last year. In addition
to this there have been 6 redundancies and 3 TUPE transfers during the first
7 months of this financial year.
A proportion of days lost due to vacancies is recovered by employing
temporary or agency staff where required. At the end of September 2012 the
Council had incurred £400,528 in respect of agency/temporary staff costs
compared to £192,421 for the same period the previous year. The reason for
this significantly higher cost is that it has been necessary to employ additional
resource in Planning Services to support the Council through the
Lubbesthorpe planning application process, as well as additional assistance
within the Benefits team. These costs, and projected further expenditure for
the remainder of the financial year, have been incorporated into the 2012/13
Revised Budget and are being closely monitored.
6.1.3 Sickness Absence
The 2011/12 outturn for sickness shows that an average of 6.36 days were
lost per employee due to sickness compared to 7.04 days the previous year.
This is below the national average of 8.0 days per employee in local
government (source = Chartered Institute of Personnel and Development
Page 117

(CIPD) Simply Health Absence Report 2012). Sickness has shown a slight
increase during the first half of 2012/13.
6.1.4 Current Year Position
At 30 th September 2012 actual expenditure on establishment costs was
£4,383,956, inclusive of temporary and agency staff and redundancy costs,
which represents 53.34% of the full year adjusted original budget of
£8,217,689. This is reflective of the number of temporary or agency staff
employed during the first half of the financial year, particularly in respect of
grass cutting etc. during the summer months, and the establishment budget is
profiled accordingly. However, the ongoing requirement for temporary and
agency staff mainly in the Planning service area, referred to in paragraph
6.1.2 above, is forecast to lead to an overspend of approximately £51,000 in
2012/13.
6.2 BUDGET PROPOSALS 2013/14
6.2.1 Personnel Statistics
The establishment currently equates to 255.62 full time equivalent posts
(F.T.E.), a decrease of 19.54 F.T.E.’s over the position 12 months ago. This
includes the effect of the Directorate review, and restructuring exercises within
Environmental Services and Human Resources, as well as the recent senior
management review, and changes to the recycling service. The table at
Appendix B summarises the movement between September 2011 and
September 2012.
6.2.2 On-Costs
National Insurance
The employers’ National Insurance contributions for 2013/14 have not yet
been announced, and so contributions have been incorporated into the
budgets assuming a 3% increase over the current rate, but with earning
thresholds remaining unchanged. Any subsequent changes to the rates will
be reported to the Cabinet Executive as and when the Council receives
notification.
Superannuation – Pension Contributions
The Council’s contributions to the Leicestershire Superannuation Fund have
been included at a rate of 16.7% of basic pay for 2012/13 and 17.7% of basic
pay for 2013/14, in line with details provided by the County Council. It is now
anticipated that proposed changes to employees’ contribution levels will not
take effect until April 2014.
IAS19
The Council is required to fully implement the implications of the International
Financial Reporting Standards (IAS19) in relation to Retirement Benefits.
The objective of this is to ensure that retirement benefits are accounted for
Page 118

when they are committed to, even though the actual “giving” may be several
years into the future. This ensures a better reflection of the economic reality
between the employer and the pension fund, showing any shortfalls or
surpluses in the net assets in the pension scheme.
Service costs will therefore reflect the ‘current service costs’ as assessed by
actuaries, with corresponding adjustments being made within the Income and
Expenditure Accounts to ensure that the Council Tax requirements reflect only
actual contributions.
The estimates contained within Appendix A do not include the impact of
IAS19.
6.2.3 Establishment Details
The estimated costs projected for 2013/14, as shown in Column D of the table
at Appendix A, are based on the forecast establishment as at 1 st April 2013.
They are inclusive of any scale point increments which are applicable to
employees with effect from 1 st April 2013 and the cost of employer pension
and national insurance contributions. The figures include a provision for a pay
award of 1% in line with the Council’s Medium Term Financial Strategy.
The analysis includes provisions for seasonal temporary assistance in respect
of the front-line workforce and overtime/market supplement budgets where
applicable.
The overall gross decrease from the original 2012/13 budget on a like for like
basis is calculated at £213,156 inclusive of increments. The net establishment
budget, in respect of the General Fund, after taking into account the
implications of external and internal funding is estimated at £8,004,533,
compared to the 2012/13 like for like figure of £8,217,689. This does not
include any provision for IAS19 which is an accounting entry that does not
affect the total budget requirement. This represents a 2.6% decrease against
the original net budget for the current year. If the pay award is not settled and
there is no increase in pay for 2013/14 there will be a saving of around
£78,500.
6.2.4 External Funding
Column C of the table at Appendix A and the table in paragraph 6.2.6
indicate those posts which have been and/or are planned to be funded
externally and/or from balances over the two years 2012/13 and 2013/14.
6.2.5 Summary
The overall proposed reduction in establishment costs for 2013/14 is 2.6%, at
a time when inflation is running at over 2%. 2013/14 will undoubtedly
represent a challenging year in terms of delivering a balanced budget and
these costs form an important element of the overall equation.
6.2.6 The table below shows the sources of the external funds receivable.
Page 119

2012/13
Original
£
2012/13
Revised
£
2013/14
First
£
The Pavilion – Sure Start Funding 0 18,280 20,803
Capital Funding – Revenues & Benefits 0 26,091 0
Community Services Manager – part
funded by Hinckley & Bosworth B.C.
0 2,651
0
Domestic Abuse Outreach Worker 0 6,000 6,600
Substance Use Officer
Deputy Chief Executive – Shared S151
0 14,410 0
role with Harborough D.C.
0 46,800
0
Project Officer (Neighbourhood Services) 0 15,000 0
Sport & Physical Activity Graduate
Trainee
0 12,956 4,561
Highways Cyclical Maintenance 76,648 75,021 75,496
Lubbesthorpe Planning Application 0 29,963 0
Policy & Partnerships 0 7,456 0
TOTAL 76,648 254,628 107,460
7. Other Relevant Considerations
Human Rights Act 1998
N/A
Legal Implications
The proposals are compliant with the Council’s constitution
Human Resources Implications
N/A
Risk Assessment & Business Continuity
N/A
Equalities
No Equalities Impact Need Assessment is needed for this report
Nottingham Declaration and Climate Change
N/A
Crime & Disorder
N/A
Other
N/A
Page 120

8. Other Options Considered
To report separately on the establishment costs in advance of the main
budget considerations
9. Appropriate Consultations
None
10. Financial and Efficiency Implications
These are set out in the body of the report
11. Appendix/Appendices to this report
11.1 Appendix A – Budgeted Establishment costs for 2012/13 and 2013/14
11.2 Appendix B – Number of FTE’s for 2012/13 and 2013/14
12. List of Background Papers
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 121

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Page 122

ESTABLISHMENT COSTS 2012/13 REVISED AND 2013/14 FIRST ESTIMATES APPENDIX A
2012/13 2012/13 2012/13 2012/13 2013/14 2013/14 2013/14
POSTS @ FTE @ FIRST REVISED EXTERNAL REVISED VARIANCE FIRST EXTERNAL FIRST NET VARIANCE NO
01/04/13 01/04/13 FUNDING NET % + 1 % FUNDING % OF
A B C D D TO A B C D D TO A INC
CHIEF EXECUTIVE 8 6.54 354,707 324,791 324,791 -8.43% 321,316 321,316 -9.41% 4
DEPUTY CHIEF EXECUTIVE 2 1.54 124,342 140,032 -46,800 93,232 -25.02% 122,018 122,018 -1.87% 0
DIRECTOR OF OPERATIONS 2 1.68 127,101 115,343 115,343 -9.25% 30,120 30,120 -76.30% 1
DIRECTOR OF PERFORMANCE & PEOPLE 2 1.54 108,366 112,300 112,300 3.63% 114,498 114,498 5.66% 0
CORPORATE SERVICES GROUP MANAGER 41 35.36 1,161,253 1,003,405 1,003,405 -13.59% 1,030,664 1,030,664 -11.25% 30
FINANCIAL SERVICES GROUP MANAGER 37 32.14 937,347 916,067 -26,091 889,976 -5.05% 924,705 924,705 -1.35% 9
HEALTH & COMMUNITY SERVICES GROUP MANAGER 43 38.22 1,154,606 1,231,383 -23,061 1,208,322 4.65% 1,146,124 -6,600 1,139,524 -1.31% 20
REGULATORY SERVICES GROUP MANAGER 45 35.02 1,306,925 1,256,911 -31,236 1,225,675 -6.22% 1,253,721 -25,364 1,228,357 -6.01% 30
PLANNING & ECONOMIC DEVELOPMENT GROUP MANAGER 30 26.87 838,585 990,628 -29,963 960,665 14.56% 914,557 914,557 9.06% 8
NEIGHBOURHOOD SERVICES GROUP MANAGER 67 66.22 2,186,386 2,175,298 -90,021 2,085,277 -4.62% 1,974,832 -75,496 1,899,336 -13.13% 22
HEAD OF POLICY, PERFORMANCE & PARTNERSHIPS 9 7.49 272,620 259,393 -7,456 251,937 -7.59% 272,407 272,407 -0.08% 3
TRAINEES 4 4.00 33,455 33,455 33,455 0.00% 36,955 36,955 10.46% 0
TOTAL 290 256.62 8,605,694 8,559,007 -254,628 8,304,379 -3.50% 8,141,918 -107,459 8,034,458 -6.64% 127
CENTRAL PROVISIONS
SICK PAY/COVER 25,625 25,625 25,625 0.00% 25,625 25,625 0.00%
OCCUPATIONAL MATERNITY PAY 13,093 13,093 13,093 0.00% 18,996 18,996 45.09%
GROSS STATUTORY MATERNITY PAY 52,312 52,312 52,312 0.00% 46,919 46,919 -10.31%
RECOVERABLE STAT. MATERNITY PAY -48,127 -48,127 -48,127 0.00% -43,165 -43,165 -10.31%
CORPORATE CONTINGENCY SENIOR MANAGERS PRP inc in revised 17,000 0 0 0.00% 0 0 -100.00%
CHILDCARE VOUCHER SCHEME 1,700 1,700 1,700 0.00% 1,700 1,700 0.00%
Page 123
OTHER
NET TURNOVER SAVINGS RE VACANCIES -80,000 -80,000 -80,000 0.00% -80,000 -80,000 0.00%
Reduction in Pay Award from 2.5% to Nil -181,019
Change in Employer's Pension Contribution rates 5,078
Human Resources restructure -22,699
Corporate Services restructure -33,617
Legal & Information Officer - post deleted -29,282
Additional External Funding - Sure Start Receptionists/Cleaner 18,280
Building Control Admin Assistant - post deleted -20,500
Grounds Maintenance - TUPE transfer to Three Oaks Homes -93,645
Environmental Health & Licensing restructure - phase 1 -4,047
Environmental Health & Licensing restructure - phase 2 -55,000
Temporary post - Project Officer (£15,000 part funding) 37,759
Policy & Partnerships - additional external funding 7,456
Reduction in External Funding - Highways Cyclical Maintenance 1,628
290 256.62 8,587,297 8,523,610 -254,628 8,268,982 -3.71% 8,111,993 -107,459 8,004,533 -6.79%
-318,315 DECREASE (£) -582,764
TOTAL NET ESTABLISHMENT 290 256.62 8,217,689 8,523,610 -254,628 8,268,982 0.62% 8,111,993 -107,459 8,004,533 -2.59%
51,293 DECREASE (£) -213,156

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Page 124

Establishment 2013/14 : Projected Movement in Posts & FTE's APPENDIX B
Note : excludes temporary posts which are externally funded for 2013/14
Actual Actual Projected Projected Projected 2013/14
No.of No.of Movement Movement Based On
Posts Posts in in No. of Posts No. of FTEs
Division Code at Sep 2011 at Sep 2011 Posts FTEs at Sep 2012 at Sep 2012 NOTES
Chief Executive 1103 2 1.81 2 1.81
Human Resources 8002 8 6.31 -2 -1.58 6 4.73 Following service review April 2012.
DCE 8026 2 1.54 2 1.54
Director 8028 2 1.68 -1 -1.00 1 0.68 Voluntary Redundancy
Director 8023 2 1.54 2 1.54
Corporate Services Group Manager 1301 2 1.50 0.50 2
0.5 Administrator post merged with 0.5
vacant Legal Services Support Officer
2.00 post.
Scrutiny 1008 2 1.50 2 1.50
2 new posts created as part of Corporate
Services review + 1 transferred from Legal
Democratic Services & Governance Mgmt 1370 0 0.00 3 3.00 3 3.00 Services.
2 posts deleted as part of Corporate
Services review, 2 transferred to
Communications, 0.81 FTE moved to
Customer Systems 1350 5 4.81 -5 -4.81 0 0.00 Corporate Performance.
Customer Services 8025 17 14.89 1 0.05 18 14.94
Reprographics 8000 2 1.39 2 1.39
Civics 8012 1 0.97 -1 -0.97 0 0.00 Post deleted.
2 posts transferred from Customer
Communications 1109 2 2.00 2 2.00 4 4.00 Systems.
Part time post transferred to Electoral
Democratic Services 8005 4 3.55 -1 -0.55 3 3.00 Services.
Part time post transferred from Democratic
Electoral Services 1305 3 1.97 1 0.70 4 2.67 Services.
2 posts deleted as part of Corporate
Services review; 1 post transferred to DS
& Governance; 0.5 FTE transferred to CS
Legal Services 8011 4 3.61 -4 -3.61 0 0.00 Group Manager.
Land Charges 1308 3 2.86 3 2.86
Financial Services Group Manager 8090 1 1.00 1 1.00
Finance 8006 11 10.57 11 10.57
Temporary posts 2012/13 only - working
on installation of new Revenues & Benefits
Revenues 1302 19 15.46 -3 -0.47 16 14.99 System.
Property Services 8029 2 2.00 2 2.00
Cleaners/Caretakers 8008 7 3.58 7 3.58
Housing & Community Services Group Mgr 3050 2 1.50 2 1.50
Housing Private Sector 3003 3 3.00 3 3.00
Housing Options 3021 6 6.00 1 0.00 7 6.00
Domestic Abuse Outreach post now
covered by two part-time employees (one
day per week funded by Hinckley
&Bosworth BC). Substance Abuse Officer
Community Services 2006 9 9.00 1 -0.28 10 8.72 reduced to 3 days per week.
Benefits 3008 21 19.00 21 19.00
Administrator post created as part of
Regulatory Services Group Manager 8050 1 1.00 1 0.61 2 1.61 Environmental Services review.
Reduction in establishment following
Environmental Services 8013 23 21.05 -3 -2.72 20 18.33 Environmental Services review.
Building Control 2212 6 6.00 -1 -1.00 5 5.00 Admin Assistant post deleted.
Health & Recreation (NEW) 2140 3 2.00 3 2.00
Countryside Officer post deleted following
Green Space review. New post - Green
Space Engagement Officer working one
Countryside Recreation Areas 2004 1 1.00 -0.80 1 0.20 day per week.
Physical Development Sports 2003 1 1.00 1 1.00
The Pavilion 2011 12 5.81 0.07 12 5.88 Minor change in working hours.
Health Promotion 2141 1 1.00 1 1.00
New post arising from Senior Management
Planning & Economic Devpt Group Manager 2270 0 0.00 1 1.00 1 1.00 review.
Planning Enforcement 2204 4 3.28 0.01 4 3.29
Development Control 2202 10 10.00 10 10.00
Planning Admin 2210 4 3.68 4 3.68
Planning Policy 2205 8 5.90 8 5.90
Housing Strategy 3000 3 3.00 3 3.00
Neighbourhood Services Group Manager 8070 2 2.00 2 2.00
Environmental Service Operations 8016 3 3.00 1 1.00 4 4.00 Project Officer 1 FTE secondment
Cleansing 2126 11 10.22 11 10.22
Boxes to Bins - reduction of 3 drivers and 5
Refuse & Recycling 2127 48 48.00 -8 -8.00 40 40.00 operatives.
Vehicle Maintenance 2130 4 4.00 4 4.00
3 FTE's transferred to Three Oaks Homes
Grounds Maintenance 2005 7 7.00 -3 -3.00 4 4.00 under TUPE arrangements.
Highways Cyclical Maintenance 4001 2 2.00 2 2.00
Head of Service post now shared with
Head of Policy, Performance & Partnerships 8017 3 2.50 -0.50 3 2.00 Harborough District Council.
0.81 FTE transferred from Customer
Systems following Corporate Services
Corporate Performance 1112 4 3.68 1 0.81 5 4.49 review.
Risk & Benefit Fraud 1110 1 1.00 1 1.00
Trainees 8035 4 4.00 4 4.00
308 275.16 -19 -19.54 289 255.62
Net Decrease -19 -19.54
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Prepared by Deborah Jarvis 08/11/12 Page 1

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Page 126

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November, 2012
Subject: Treasury Management Strategy – Change of
Direction
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
Jim Holden
Deputy Chief Executive
Council Offices
0116 272 7502
Councillor John Hudson – Finance & Efficiencies
Portfolio Holder
1.1 To provide Members with an update on progress in connection with the
Treasury Management Strategy Change in Direction approved by Cabinet
Executive earlier this year.
2.
2.1
2.2
3.
3.1
3.2
Recommendation to Cabinet Executive
Agenda Item 10
That the decision to withdraw the entirety of the Council’s holding in the
Scottish Widows Investment Partnership liquidity investment funds is
approved; and
That the 2012/13 approved counterparty limit in relation to investments
placed with nationalised or part-nationalised UK banks be increased from
£5m to £8m.
Reason for Decision Recommended
The Scottish Widows fund is invested in short dated highly liquid financial
instruments and the rate of return on the investment has fallen significantly
in recent years. The forecast return for 2013/14 financial year indicates a
further fall in the return with little or no prospect of a reversal of this trend in
the foreseeable future. By withdrawing from the fund and managing the
investments in house the Council will be able to benefit from higher returns
from fixed term longer term deposits.
The Council’s current Investment Strategy limits the maximum amount that
can be invested with an individual counterparty to £5m. By increasing this
limit to £8m for nationalised or part-nationalised UK banks the Council will
be able to take advantage of a greater range of investment opportunities
for deposits of one year and above.
Page 127

4. Forward Plan
This report has not been included in the last Forward Plan. It is a key
decision. Since the publication of the Forward Plan it has become apparent
that returns on investments held with Scottish Widows Investment Partnership
are diminishing and that there is a window of opportunity whereby the Council
can re-invest funds for a fixed term one year period at a more attractive rate of
interest. Therefore it is impracticable to defer the decision on this report until
after the operative date of the next Forward Plan on which it could appear.
Accordingly the General Exception Procedure contained in Part 4 Section 2
Paragraph 18 of the Constitution has been invoked to enable its
consideration. The Scrutiny Commissioners have been informed and public
notice has been given by posting it at the Council Offices.
5. Key Decision
5.1 Yes
6. Matters for Consideration
6.1 Introduction
Earlier this year the Cabinet Executive was presented with a report which
suggested a change in direction in relation to its long term external investment
fund with the Scottish Widows Investment Partnership (SWIP) and long term
borrowing plans.
Members, having considered the proposals set out in the report, approved the
following recommendations:
• to utilise a proportion of the funds currently held in the external
investment fund to reduce the Council’s exposure to current and
potential future borrowing costs.
• to also redirect a proportion of the monies held in the external
investment fund from short dated highly liquid financial instruments into
longer dated fixed rate financial instruments to achieve higher rates of
return.
6.2 Since then the Council has withdrawn a total of £2.8m from the SWIP fund as
follows:
• £1m in support of the initial deposit with Lloyds TSB in relation to the
Local Authority Mortgage Scheme.
• £1.8m to negate the need to take up long term borrowing through the
Public Works Loan Board (PWLB) to finance capital investment.
6.3 However, shortly after the Cabinet Executive’s approval was granted
investment rates with SWIP began to show signs of improvement and so
further withdrawals from the fund were put on temporary hold.
6.4 Over the first half of 2012/13 the SWIP fund has earned a rate of return of
Page 128

0.82% (equating to an annual return of 1.64%). However, the view of the fund
managers is that this level of return is expected to fall away significantly over
the second half of the financial year and into 2013/14. Expectations for
2012/13 is for a full year return of around 1.1%, with next year’s forecast
return falling further to approximately 0.9%. In contrast to this, in house
investments have faired better to date in 2012/13, with an average rate of
return of 1.48%.
6.5 Given the position outlined above it is now proposed that the Council
withdraws its remaining funds held with SWIP, currently just over £5.5m, and
instead manages those funds within the umbrella of its own internal
investments. One year fixed term interest rates with some of the nationalised
and part-nationalised UK banks are currently available at around 2.25%.It is
proposed therefore that a proportion of these funds currently held by SWIP,
up to £3m, is placed into a one year sterling enhanced fixed rate deposit.
6.6 With regard to the balance of the funds, approximately £2.5m, an exercise is
currently being undertaken to ascertain whether it would be financially
beneficial for the Council to
a) retain these funds to avoid additional future borrowing or to
b) invest over a longer term (i.e. two to three years) to secure a competitive
longer term rate of return which may not be available in a years time.
Paradoxically longer term investments, i.e. two year funds, are presently
earning marginally lower interest rates than one year investments. The return
on all these options i.e. one, two and three year deposits, is higher than the
Public Works Loan board borrowing costs, currently 1.7% over ten years..
6.7 The Council’s current investment strategy limits the maximum amount that
can be invested with an individual counterparty to £5m. In recent years falling
credit ratings as a result of the state of the global economy has meant that the
number of institutions eligible for inclusion on the Council’s approved lending
list has become very limited.
For this reason, coupled with the fact that the Council’s in house treasury
officers will have an additional £5.5m to invest, it is proposed that the
counterparty limit for nationalised and part-nationalised UK banks only should
be increased from £5m to £8m, to provide greater flexibility.
At the same time the Council need to be mindful of the risks associated with
placing a significant proportion of its available investment funds with any one
single institution. The Council’s current total exposure to Lloyds Bank is as set
out below:-
Amount Rate Maturity Date
£ %
Lloyds TSB – 11 months 1,000,000 3.10 13 th February 2013
Lloyds TSB – 7 months 1,400,000 1.70 13 th March 2013
Lloyds TSB – 11 months 1,600,000 3.00 11 th April 2013
Lloyds TSB – 11 months 1,000,000 3.00 11 th April 2013
Total 5,000,000
Page 129

In addition the Council has placed two tranches of £1m each with Lloyds for a
five year period to support the Local Authority Mortgage Scheme.
By approving the increased limit the potential exposure would increase to
£10m, and for this reason it would be prudent, should investing the balance of
£2.5m be the most appropriate course of action, to look to another institution.
6.8 Attached at Appendix A is the Council’s current approved counterparty list,
updated to reflect the higher limits being proposed in this report.
7. Other Relevant Considerations
Human Rights Act 1998
N/A
Legal Implications
The proposals are compliant with the Council’s constitution
Human Resources Implications
N/A
Risk Assessment & Business Continuity
N/A
Equalities
No Equalities Impact Need Assessment is needed for this report
Nottingham Declaration and Climate Change
N/A
Crime & Disorder
N/A
Other
N/A
8. Other Options Considered
To maintain the Council’s investment with the Scottish Widows Investment
Partnership. Falling rates of return on the external fund make this option
increasingly less viable.
9. Appropriate Consultations
None.
Page 130

10. Financial and Efficiency Implications
As set out in the report.
11. Appendix/Appendices to this report
Appendix A – Approved Counterparty List
12. List of Background Papers
None.
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
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Page 132

UK Banks
Monetary Maximum Period
Limit for Investment
Santander UK plc £5m 3 Months
Barclays Bank plc £5m 3 Months
HSBC Bank plc £5m 3 Months
Standard Chartered Bank £5m 3 Months
Nationalised/Part Nationalised Banks
Lloyds TSB Bank plc/Bank of Scotland plc £8m 3 Years
RBS plc/Nat West Bank plc £8m 3 Years
Building Societies
Nationwide Building Society £5m 3 Months
Yorkshire Building Society £5m 3 Months
Coventry Building Society £5m 3 Months
Leeds Building Society £5m 3 Months
Nottingham Building Society £5m 3 Months
Other Institutions
APPROVED COUNTERPARTY LENDING LIST 2012/13
Local Authorities £5m 5 Years
UK Debt Management Office (DMADF) £5m 5 Years
Supranational Institutions £5m 5 Years
Multi-Lateral Development Banks £5m 5 Years
UK Gilts £5m 5 Years
Money Market Funds (per Fund) £5m n/a
NB: Monetary limits apply to groups as well as individual counterparties.
Page 133
APPENDIX A

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Page 134

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November, 2012
Subject: Half Year Budget Review and Budget Issues 2012/13
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
Jim Holden
Deputy Chief Executive
Council Offices
0116 272 7502
Councillor John Hudson – Finance & Efficiencies
Portfolio Holder
1.1 To bring to the attention of the Cabinet Executive a number of matters in
relation to the approved budgets for 2012/13 financial year based on the
performance over the first six months of the financial year.
2.
2.1
2.2
3.
3.1
Recommendation to Cabinet Executive
That the Cabinet Executive accepts the outcome of the half-yearly budget
review including the revised outturn forecast and in particular those specific
areas of income and expenditure which have been highlighted.
That the Council makes an additional contribution of £175,496 from the
General Fund Balances, representing the amount by which 2012/13 net
expenditure is projected to exceed the original net revenue expenditure
budget.
Reason for Decision Recommended
The most recent information relating to actual expenditure and income
performance against the budget for the first half of 2012/13 indicates that
the Council’s General Fund Revenue Account net expenditure is likely to
exceed the original budget by around £175,000.
4. Forward Plan
Yes
Page 135
Agenda Item 11

5. Key Decision
5.1 Yes
6. Matters for Consideration
6.1 Introduction
The Council’s arrangements for the sound stewardship of public funds
incorporate a requirement to carry out a formal review of its revenue
budgetary performance over the first six months of each financial year. This
exercise complements the regular monthly and quarterly portfolio budget
monitoring reports submitted to Cabinet Executive. Performance in respect of
capital expenditure and income is dealt with in a separate report.
In addition to providing an indication of the overall performance the review
aims specifically to identify any significant areas of concern relating to
expenditure or income including those which cannot reasonably be dealt with
either through:-
a) the established virement arrangements, or
b) off-set against identified underspends and/or income increases going
forward
This information is then also incorporated into the formal revised estimates for
the current financial year which will be presented to Cabinet Executive in
February 2013.
6.2 Establishment Costs
The overall establishment costs represent a key element of the Council’s total
budgetary requirements. As part of the arrangements for overseeing the
budget monitoring of these costs the Cabinet Executive receive a regular
report analysing performance against profiled budget.
The Council included provision for a pay award of 1% in the 2012/13 budget
proposal, albeit subsequently this award did not materialise. In addition there
were increases built in to reflect increments for those employees not yet at the
top of their pay scales. The original net revenue funded establishment budget
for 2012/13 therefore, excluding the pay award, but including those posts
whose costs are met through specific external funding, was £8,217,689.
At 30 th September 2012 net expenditure amounted to £4,383,956 against the
profiled budget of £4,212,373 net of planned efficiency savings of £40,000
over the first half year. This represents an overspend variance of £134,578 or
3.19%. This takes into account around £400,528 of agency and temporary
staff costs incurred in the first six months primarily within the planning,
benefits, refuse and recycling, cleansing, grounds maintenance and health
and leisure services. It is anticipated that, due to seasonal variations, and in
line with previous years, agency and temporary staffing costs will reduce
Page 136

during the second half of the financial year although the ongoing requirement
for temporary support within planning and benefits means that the forecast
outturn costs will exceed the original approved budget by around £51,000.
Redundancy costs incurred during the first half of the year, arising from
restructuring, amount to £37,005, and this sum will be charged against the
Council’s balances in line with the existing policy.
6.3 Specific Cost Centres
The half-year budget monitoring information has also highlighted a number of
non-establishment expenditure and income matters in relation to the General
Fund Revenue Account which needs to be brought to Members attention.
These are set out in more detail below.
6.3.1 Fuel Costs
Fuel expenditure represents a significant cost to the Council with an annual
budget of £351,965. At the half year stage expenditure is £175,624 against a
profiled budget of £175,985. This represents a small underspend and full
year costs remain on course to outturn within the annual budget.
6.3.2 Legal Costs
External legal costs incurred at the half-year stage amount to £24,119 against
a full year budget of £62,383. The highest levels of spend relates to planning
conditions and enforcement work. Based on the information available to date
there is no requirement to increase the full year budget for these areas.
A further £38,700 is expected to be incurred on legal work in connection with
the Lubbesthorpe planning application, although this sum will be funded from
the earmarked reserve set aside specifically for this purpose.
There are no known additional costs to date in respect of Planning appeals
costs, which are charged directly to the Council’s balances.
6.3.3 Income Variances
Income generation from fees and charges forms a key part of the Council’s
overall financial health and variations have a significant impact on net outturn
expenditure. The table below sets out the actual position at the half year,
relating to the key income streams together with a full year revised forecast.
Full Year Profiled Actual Variance Full Year
Income Half Year Half Year +/(-) Income
Budget Income Income
Revised
Budget
Forecast
£
£
£
£
£
Development Control Fees 400,000 200,000 130,686 (69,314) 325,000
Building Control Fees 235,000 136,300 130,371 (5,929) 235,000
Local Land Charge Fees 170,000 85,000 90,674 5,674 170,000
Scottish Widows Investment 60,689 29,131 45,275 16,144 63,717
Internally Managed Funds 60,000 30,000 79,295 49,295 160,000
Refuse/Recycling 1,704,147 977,352 906,409 (70,943) 1,541,550
Page 137

Pavilion – Huncote 149,280 82,140 85,039 2,899 153,304
Pest Control 31,000 23,870 10,952 (12,918) 13,824
Car Parks 125,700 62,346 51,948 (10,398) 125,700
TOTAL 2,935,816 1,626,139 1,530,649 (95,490) 2,788,095
It can be seen from the above table that, in total, the first half year outturn
income from all these sources is £95,490 or 5.87% below the original profiled
estimate. The full year outturn forecast indicates an overall negative variance
of £157,721 or 5.37% for these income streams. Specific comments are set
out below.
6.3.4 Development Control/Building Control
Fees and charges from Development Control and Building Control have a
strong correlation to the state of the local economy. Building Control fees are
running ahead of budget at the half year stage but since income is traditionally
weighted towards the spring and summer months it is anticipated that income
will outturn around budget. Development Control income is significantly below
profile at the end of September 2012. This is as a result of a number of factors
including a reflection of the current state of the economy, the seasonal
variations in submission of applications, and developers holding back the
submission of large fee income generating schemes pending the initial
outcomes of both the Core Strategy Examination in Public and the
determination of the Sustainable Urban Extension application at
Lubbesthorpe. Consequently the revised income forecast has been reduced
to £325,000
The fee of £125,000 received for the application in respect of the proposed
development at Lubbesthorpe has been transferred into an earmarked
reserve and all additional costs associated with dealing with this application
are being off-set against this income. The original fee income has been
supplemented with a further £50,000 at the 2011/12 year end to take account
of the extended time required to process and determine the application.
6.3.5 Investment Income
The Council generates investment income in two ways. Firstly through its
externally managed investment fund valued at £5.541m at 1 st April 2012 and
secondly through earnings on short term cash flow surpluses.
With regard to the former it was originally estimated that the fund would return
a rate of 1.1% over the full financial year, compared to a rate of 1.38% during
2011/12 based on advice received from the fund managers. The fund
managers are required to achieve a return over the year of at least 0.5%
above the London Interbank Bid rate (LIBID) for local authority seven day
money (which is currently 0.37% per annum) and therefore their benchmark
return for the year is 0.87%. Current performance to the half year stage
indicates an annual return of 1.64%, however this rate of return is expected to
fall away significantly in the second half year to an annual rate of around
1.15%.
The Cabinet Executive has previously approved the following change in
direction of the Council’s Investment Strategy:
• To utilise a proportion of the funds currently held with Scottish Widows
Page 138

Investment Partnership to reduce the Council’s exposure to current and
potential future borrowing costs;
• To redirect a proportion of the funds from short dated highly liquid
financial instruments into longer dated fixed rate financial instruments
to achieve a higher rate of return.
During 2011/12, the Council utilised £1m to support the Local Authority
Mortgage Scheme, and a further £1.8m to repay maturing long term loans.
Initially the remaining funds were left with Scottish Widows in short dated
liquid investments since the rate of return showed signs of improvement
towards the end of 2011/12, and in the first half of this financial year.
However, given the fund managers’ forecast of a downturn in the rate of
return it is considered that the time is right to withdraw the remaining balance
and instead manage the investments in house alongside the Council’s other
cashflow surpluses. By locking funds into longer dated fixed term rates offered
by approved counterparties the Council will be able to achieve more certainty
in its investment returns.
Earnings on in-year cash flow surpluses have significantly outperformed
Scottish Widows, with an average annual earnings rate of 1.48% over the first
six months of the year. The half year budget of £30,000 has been exceeded
by £49,295 producing a total income figure of £79,295. This compares with
half year earnings of £69,175 from cash flow surpluses in the 2011/12
financial year. The full year budget for 2012/13 has therefore been increased
to £160,000 compared to the original budget which was £60,000.
6.3.6 Refuse/Recycling Income
At the half year stage income from refuse/recycling activities was £70,943
short of the profiled budget. A general fall in the prices achievable for
recyclable materials suggest that by the year end income will fall short of the
original budget by approximately £162,000.
6.3.7 Pavilion – Huncote
The table above indicates that income generation from activities at the
Pavilion in Huncote is currently slightly above profile at £85,039 compared
with a half year budget of £82,140. Income is forecast to outturn at year end
at around £153,300, marginally above the original budget.
6.3.8 Land Charges
Income from this source is above profile at the half year stage. Actual income
is £90,674 against a budget of £85,000, although historically fee income tends
to fall away during the winter months and it is expected that by the year end
income will be in line with the approved budget. The Council continues to
carry out the Land Charges function on behalf of Hinckley & Bosworth Council
and income and expenditure in respect of this aspect of the service is
included in the figures above.
6.3.9 Car Park Income
Income from charges for parking in 2012/13 was included in the original
budget at £125,700. Actual income to 30 th September amounts to £51,948
Page 139

against a profiled budget of £62,346. However, it is still anticipated that the
original budgeted income target for 2012/13 will be achieved.
6.3.10 Minimum Revenue Provision (MRP) – Proxy for Depreciation
In addition to meeting the interest charges on loans each year the Council is
also statutorily required to set-aside funds to meet the principal element of
loan repayments. This is referred to as the Minimum Revenue Provision
which, from a prudence perspective, is the minimum amount that has to be
charged within the Council’s accounts.
Every Council is required to have in place a policy in respect of MRP. The
Council’s approved policy in relation to the charging of Minimum Revenue
Provision (MRP) is as follows:
• Historic debt incurred prior to the introduction of the Prudential Code on 1 st
April, 2004 will be charged using the regulatory method, i.e. at the rate of
4% per annum on a reducing balance basis
• MRP in respect of assets acquired under Finance Lease will be charged
at a rate equal to the principal element of the annual lease rental for the
year in question
• Prudential borrowing incurred since 1 st April, 2004 will attract MRP using
the asset life method, and will be charged over a period which is
reasonably commensurate with the estimated useful life applicable to the
nature of the expenditure, using equal annual instalments. For example,
capital expenditure on a new building, or on the refurbishment or
enhancement of a building, will be related to the estimated life of that
building
The MRP liability for 2012/13 is now estimated at £550,951 compared with the
approved budget of £564,846, representing a decrease of £13,895. The latest
estimate for MRP includes provision for repayment of new borrowing
undertaken to finance capital schemes, and reflects a change in the method
of calculating the annual repayment in respect of borrowing to fund disabled
facilities grants to more accurately reflect the useful life of the assets being
funded.
Page 140

6.4 Summary of Variances
The table below sets out by portfolio an analysis of the original and revised
budgets for 2012/13.
Community Services
Finance, Efficiency & Assets
Health Improvement & Corporate Services
Leader
Neighbourhood & Environmental Health
Services
Planning, Economic Development &
Housing Strategy
Policy, Performance & Partnerships
Appropriations
Transfer to/(from) General Fund Balances
Net Budget Requirement
Surplus/(Deficit)
Original
Estimate
2012/13
£
2,091,065
1,543,805
2,146,981
511,971
3,156,824
1,176,252
511,650
(1,796,514)
(234,599)
9,107,435
Revised
Estimate
2012/13
£
2,137,210
1,281,595
2,027,456
470,810
3,312,292
1,590,747
665,541
(1,968,121)
(234,599)
9,282,931
(175,496)
The table below provides a breakdown of the movement of £171,607 in the
Appropriations Account between the original estimate and revised estimate for
2012/13. This cost centre is used to account for material changes which are
complex to account for within individual service cost centres at the half year
stage.
Analysis of Movement in Appropriations Variance
£
Reduction in pay award re-allocated to services
Corporate Services Review savings re-allocated to services
Environmental Health & licensing Review savings re-allocated to
services
Reversal of Increased Capital Charges (inc. in service budgets)
HR Settlements and Termination Payments
Local Development Framework – central budget provision
transferred to service
Revenue Contributions towards Capital Expenditure
IAS19 Pensions Adjustments
Contributions from Earmarked Reserves to meet budgets brought
forward and other commitments
Reduction in Minimum Revenue Provision (MRP)
New Homes Bonus - agreed contribution to Parish Councils
Total Variance
Page 141
120,557
30,000
50,000
(37,341)
20,145
(8,200)
257,028
(62,077)
(578,310)
(13,895)
50,486
(171,607)

The overall forecast variance equates to an increase of £175,496 or 1.92%
against the original full year budget. The table below shows the most
significant individual changes that have contributed to this overall variance:
Analysis of Significant Variances
Increases in Expenditure/Reductions in Income
Establishment
51,293
Reduction in Locality Partnership funding 10,000
Reduction in income from Council Tax Summons costs 30,000
Reduction in income from Planning Fees 75,000
Reduction in Pest Control fees and charges 17,176
Refuse & Recycling Composting fees 11,330
Reduction in Refuse & Recycling income 162,597
Provision for Boxes to Bins Trial 20,000
Costs associated with Depot Relocation project 30,000
Compromise Agreements 20,155
Reductions in Expenditure/Increases in Income
Brought Forward budgets no longer required (34,272)
Reduction in External Audit Fees (78,370)
Estimated Loan Interest Payable (20,584)
Estimated Investment Income Receivable (103,146)
Minimum Revenue Provision (13,895)
Other Minor Increases/(Decreases) in Net Expenditure (1,788)
Total Variance
£
175,496
Based on the above forecast there is a need to make an additional
contribution of £175,496 from the Council’s balances to support net revenue
expenditure.
6.5 Utilisation of General Reserve Fund
The Council established a General Reserve Fund at the start of the current
financial year to provide a source of funding to:-
a) mitigate the short term impact of any loss of formula grant
b) provide the opportunity for “invest to save” projects to be delivered
subject to a sound business case
This fund stood at £2.247m at 1 st April 2012. Planned utilisation during the
year includes £200,000 to support the 2012/13 budget and a further £177,104
to cover the costs of two major capital schemes – the website development
project and the new revenues and benefits system.
In accordance with the Medium Term Financial Strategy, future utilisation to
underpin General Fund Revenue Account expenditure is planned to be at a
much reduced level. Based on the above transactions the fund will stand at
£1.870m at 1 st April 2013.
Page 142

6.6 Utilisation of General Fund Balances
Under arrangements incorporated into the Council’s constitution, the Cabinet
Executive has authority to access the Council’s balances to meet additional
cost pressures which may arise during the course of any one financial year up
to the value of 2% of the net revenue budget. This equates to £182,149 for
2012/13 financial year. The forecast extra net revenue expenditure falls within
this figure.
The balances at the commencement of the financial year stood at £2.641m.
After taking into account the forecast outturn figure referred to earlier in this
report, and planned contributions principally in respect of the Core Strategy,
the net impact would be a reduction of £410,095 in the General Fund balance
bringing the year end figure to £2.231m, equivalent to 24.5% of the net
General Revenue Account budget.
6.7 Looking Forward
There are a significant number of financial challenges going forward which the
Council will need to start to get to grips with as we approach the new financial
year. These include:-
• Proposals to change Council Tax Benefit, including a 10% reduction in
funding, from 2013/14 onwards
• Preparation for the introduction of Universal Credit over a period from
2013/14 to 2017/18
• The further reductions in core grant funding planned for 2013/14 through
to 2014/15, as set out in the Spending Review
• The risks associated with the introduction of Business Rate Reduction,
placing increasing resilience on the buoyancy of the local economy for any
growth in core grant funding
• The Government’s requirement to fund future allocations of New Homes
Bonus, estimated nationally at £2bn, from within income generated by
Business Rates and the drive to generate additional income through
delivering on new homes
• The increasing focus on the development of the local economy to both
sustain and create jobs and wealth
6.8 Conclusion
The first half of 2012/13 financial year has seen services continue to be
delivered to a high standard. There are additional budget pressures evident at
the half year arising principally from reductions in income and increases in
establishment costs. This is being addressed by way of a contribution from
the balances. It will be essential to maintain close monitoring of revenue
income and expenditure during the second half of the year to minimise any
potential end of year adverse variance. The Council is well prepared
financially for the future challenges ahead and will continue to provide sound
financial management of the public funds under its stewardship.
Page 143

7. Other Relevant Considerations
Human Rights Act 1998
N/A
Legal Implications
The proposals are compliant with the Council’s constitution
Human Resources Implications
N/A
Risk Assessment & Business Continuity
N/A
Equalities
No Equalities Impact Need Assessment is needed for this report
Nottingham Declaration and Climate Change
N/A
Crime & Disorder
N/A
Other
N/A
8. Other Options Considered
The Council has put in place a range of measures to enable in-year variances
between forecast actual expenditure and available budgets to be addressed.
To opt not to address such issues would not be in the best interests of
managing the Council’s financial affairs.
9. Appropriate Consultations
N/A
10. Financial and Efficiency Implications
As set out in the report
Page 144

11. Appendix/Appendices to this report
None to this report
12. List of Background Papers
Budget Monitoring Reports for 2012/13
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
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Page 146

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Revised Capital Programme 2012/13
Report author
and contact
details:
Sarah Pennelli
Financial Services Group Manager
Council Offices
0116 272 7650
Portfolio Holder Councillor J. Hudson – Finance & Efficiency
Portfolio Holder
Status: Public
1. Purpose of Report
1.1 To inform Members of the available capital resources, the progress of the
Capital Programme 2012/13 and to gain approval for additional items to the
programme.
2.
2.1
3.
3.1
Recommendation to Council
That the report be accepted and that the additional capital expenditure of
£112,000 be authorised as an addition to the Capital Programme.
Reason for Decision Recommended
The additional expenditure is required to ensure resources are available to
implement the new Revenues and Benefits system with as little risk to
customers as possible. To ensure the appropriate vehicles and machinery
are provided to operational areas of the Authority.
4. Forward Plan
4.1 Yes
5. Key Decision
5.1 Not applicable it is a matter for Council
Page 147
Agenda Item 12

6. Matters for Consideration
6.1 The 2012/13 Capital Programme was formally approved by Council on 20 th
February 2012. The detailed programme, which is set out in Appendix A,
amounted to an investment of £1.584m. Added to this there were a number
of schemes brought forward from previous years together with the associated
funding allocation, which amounted to £1.087m, as well as net expenditure on
new projects totalling a further £1,772m. Altogether this leads to a revised
capital programme of £4.443m for 2012/13.
6.2 In accordance with the Council’s Capital Strategy, the Officer Asset
Management Group is charged with constantly monitoring and reviewing
progress on the capital programme. This includes those schemes brought
forward from previous years, to seek to ensure that the resources available
are deployed efficiently and effectively. Each capital project has a nominated
project manager who is responsible for the delivery of the project.
6.3 Capital Expenditure 2012/13
6.3.1 Appendix B gives details of the actual spending against budget for all
schemes in the approved capital programme for the period 1 st April 2012 to
31 st October 2012. The table includes any in-year changes and identified
variations in project costs.
6.3.2 The overall position at 31 st October 2012 is that actual expenditure of
£1.655m has been incurred, with additional commitments of £0.243m against
the overall revised budget of £4.443m. This represents 42.72% of the
proposed programme. The Asset Management Group are monitoring the
schemes closely to ensure completion by the end of the financial year and
where possible reallocate unused funding to allow additional capital projects
to be undertaken but stay within the agreed programme budgets.
6.3.3 As part of the monitoring process a number of amendments to the original
programme have been identified. The additional expenditure on these
projects have been authorised through separate reports that have been
brought before Council or have been added through the monitoring of
received funds. S106 Monies being an example of this. In addition to this an
additional requirement has been identified for £112,000 to be added to the
Capital Programme for which Authorisation is sought. The movement in the
total Capital Programme is detailed in the table overleaf and additional
narrative around each item is provided in further depth in the text.
Page 148

Authorised Capital Programme 2012/13 ( inlcuding 2011/12 B/Fwd) 2,670,726
Authorised Additions
Bin Purchase (Boxes to Bins) 900,000
Local Authority Mortgage Scheme 1,000,000
Contribution from NHB - empty properties 50,000
Revised Authorised Programme 4,620,726
Vehicle Saving (Boxes to Bins) (390,000)
Disabled Facility Grants - further funding rec'd 23,831
Additional S106 Monies Rec'd 70,415
Additional Enhancement to Payroll - funded within revenue budget 5,901
Net savings to Capital Programme net of self funded additions (289,853)
Revenues & Benefits Replacement System 25,000
Additional Vehicles - Three Oaks Homes 35,182
Operational Vehicles/Mowers 51,624
Proposed Additions to Capital Programme 111,806
Total Revised Capital Programme 4,442,679
Note : The following items have been funded from the contingency within the Capital
Programme and therefore do not form additional capital investment over and above
that authorised.
Formation of additional Staff Car Park Area 7,000
Installation of Ramp at the Pavilion 4,000
Contribution towards Narborough Park Fencing 5,000
Online Booking System at the Pavilion – to integrate to corporate systems 10,697
Covers for Inspection Pits at Depot 4,900
31,597
6.3.4 The original 2012/13 Capital Programme included the sum of £978,000 for the
replacement of fleet vehicles, including four kerbside recycling vehicles. The
Boxes to Bins initiative that was approved at Council on the 22 nd October
removed the requirement to replace the four kerbside recycling vehicles but
required an additional refuse vehicle be purchased in addition to those
already included in the initial Capital Programme. This revision generates a
net saving in capital expenditure of £390,000 on vehicles that is attributable to
the Boxes to Bins initiative.
6.3.5 Offset against this is a further requirement to fund additional vehicles as
follows:
• £35,000 leased to Three Oaks Homes, the cost of which is recovered
in the recharge made to Three Oaks Homes
• £51,624 for operational vehicles and mowers
6.3.6 The requirement to borrow £900,000 to purchase 40,000 240 litre wheeled
bins was identified in the Boxes to Bins initiative approved by Council on 22 nd
October 2012.
6.3.7 On 19 th July 2011 the Council approved an advance of £1m to Lloyds Banking
Page 149
£

Group as part of the Local Authority Mortgage Scheme. This scheme is aimed
at first time buyers and the advance equated to the Council’s share of
financial assistance through the provision of an indemnity. The scheme has
proven to be a great success and the Council, therefore, agreed to support
the scheme with a further £1m advance which was transferred to Lloyds in
July 2012. This additional £1m has now been fully utilised and additional
funds from Leicestershire County Council are in the process of being made
available to Blaby District residents.
6.3.8 Along with East Midlands Housing Association, the Council has also
contributed £50,000 from its New Homes Bonus grant allocation towards
bringing empty homes back into use on a purchase and repair basis. It is
estimated that the Council’s contributions will lead to 2 to 3 empty properties
being brought back into use during this financial year.
6.3.9 Included within the 2011/12 capital programme was an amount of £175,000
for the replacement Revenues and Benefits system. The remaining amount of
£105,000 was brought forward into this financial year and this project is
anticipated to be delivered in the coming months. A further provision of
£25,000 has been included within the revised capital programme to make
allowance for additional staffing costs during the ‘go live’ period. This will
ensure any backlogs that have built up over the ‘go live’ period is processed
quickly and brought fully up to date. Provision has been made for the resource
requirements for both the Revenues and Benefits departments.
This project was funded through spend to save reserves and the payback
period including this additional expense is still within a five year period.
6.3.10 Spend on Disabled Facilities Grants is shown in the table below. Although
this only equates to 47% of available DFG resources, it is expected to require
the ability to commit 2013/14 funding towards the end of this financial year to
allow an earlier start on next year’s grant awards. Of the £626,185 2012/13
funding, £409,354 is funded through borrowing.
Brought Forward from 2011/12 209,354
New resources made available in 2012/13 416,831
Expenditure to date (238,062)
Commitments to date (91,692)
Balance Carried Forward 296,432
6.3.11 The improvements to the Pavilion and the development of a golf range are
included within the Capital Programme and Appendix B in line with the original
investment proposals. A separate report providing an update on the Pavilion
Capital Expenditure has capital implications which will be incorporated in the
Capital Programme should the recommendations be accepted by Council.
6.4 Capital Resources
6.4.1 The Council’s projected available capital resources are determined at the
beginning of each financial year and a detailed breakdown of the resources
required to support the programme are shown at Appendix C. The funding
shown in Appendix C assumes that all schemes will be fully implemented.
Page 150
£

6.5 Estimated Resources Carried Forward
6.5.1 The total resources estimated to be carried forward into 2013/14 are £985,499
but of this £809,620 is already committed or ring fenced as follows:
VAT Shelter Receipts from Three Oaks Homes
277,441
Special Schemes Reserve Fund 42,763
Computer Room Reserve Fund 100,000
Leisure Centre Renewals Fund 389,416
Total 809,620
6.5.2 This leaves only £197,879 available to spend on new projects or variations
within current projects. The Asset Management Group are monitoring spend
against projects very closely to ensure that the resources are maximised in
this financial year.
6.5.3 Should any significant asset issues arise requiring immediate attention,
having only £197,879 available is cause for concern. It is not sustainable to
continue to borrow regardless of the current interest rates available as
repayments of principle/interest have to be found from within an ever
constrained revenue account. This concern was highlighted in the 2009/10
Financial Statement Audit report by the authority’s external auditors,
PriceWaterhouse Coopers.
“With lower levels of receipts now available to the Council in the Usable
Capital Receipts reserve, future capital funding will need to come from
increased borrowing or through the use of revenue resources. In either
case the long term consequences will mean an additional charge to
revenue, either through the impact of financial capital expenditure directly
with revenue resources or through the additional interest payments of
long term borrowing. The Council should consider the long term
consequences on the revenue budget of future capital expenditure.”
6.5.4 Accordingly, any capital projects that gain approval for 2013/14 will again
largely have to be funded from borrowing. Asset disposals have diminished in
recent years from an already low base of building assets. It is, therefore, likely
that Members will once again be asked to consider a substantially reduced
capital programme for the forthcoming financial year.
7. Other Relevant Considerations
Human Rights Act 1998
N/A
Legal Implications
N/A
Page 151
£

Equalities
N/A
Nottingham Declaration and Climate Change
N/A
Crime & Disorder
N/A
Human Resources Implications
N/A
Risk Assessment
N/A
Other
N/A
8. Other Options Considered
8.1 The option of proceedings with the current year’s capital programme without
review and amendment could lead to a mismatch at resources and needs.
9. Appropriate Consultations
9.1 This report has been produced in consultation with the Asset Management
Group.
10. Financial and Efficiency Implications
10.1 This report sets out the up to date position with regard to the Council’s
2012/13 Capital Programme.
11. Appendix to this report
11.1 Appendix A – Capital Expenditure and Funding Summaries
11.2 Appendix B – Detailed Revised Capital Programme 2012/13
11.3 Appendix C – Budgeted Capital Resources
12. List of Background Papers
12.1 Asset Management Group working papers
Page 152

The following Officers/Members have been consulted (identified by �):
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Legal Services Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 153

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Page 154

Capital Expenditure - 2012/2013
Prior Years
Schemes
B/Fwd
Approved
Allocations
March 2010
In-Year
Movements
Revised
Expenditure
Expenditure +
Commit's to
Period 7
2012/2013
APPENDIX A
Unspent Project
Budget C/Fwd
£ £ £ £ £ £
HOUSING
Emergency Boiler Replacement Contingency 8,496 20,000 0 28,496 7,321 21,175
Local Authority Mortgage Scheme (LAMS) 0 0 1,000,000 1,000,000 1,000,000 0
Contribution Towards Empty Homes Scheme 0 0 50,000 50,000 0 50,000
Disabled Facilities Grants - Major Works 209,354 200,000 23,831 433,185 234,243 198,942
Disabled Facilities Grants - Minor Works 0 193,000 0 193,000 95,510 97,490
GENERAL FUND
Assets - New Builds 0 0 15,788 15,788 15,788 0
- In year Additions 15,788
- In year Reductions 0
Asset Maintenance 383,148 11,000 11,000 405,148 54,273 350,875
- In year Additions 11,000
- In year Reductions 0
Community Projects 201,197 144,500 59,627 405,324 196,748 208,576
- In year Additions 112,160
- In year Reductions ( 52,533 )
Corporate Equipment and Information Technology 247,992 1,015,000 611,899 1,874,891 282,957 1,591,933
- In year Additions 946,496
- In year Reductions ( 334,597 )
Environmental Services 37,039 0 0 37,039 11,176 25,863
Land Use and Economic Development 0 0 0 0 0 0
TOTAL 1,087,226 1,583,500 1,772,145 4,442,870 1,898,016 2,544,854
Funding - 2011/2012
Funding for
Schemes
B/Fwd
Original Total
Funding
2011/2012
Supplementary
Funding
2011/2012
Total Capital
Programme
Funding
2011/2012
Capital
Expenditure
Funding
2011/2012
Funding
C/FWD
£ £ £ £ £
Internally Funded:
Prudential Borrowing 622,058 1,359,500 593,722 2,575,281 ( 538,539 ) 2,036,741
Useable Capital Receipts 0 0 37,153 37,153 ( 29,599 ) 7,554
Useable Capital Receipts / Investments (LAMS) 0 0 1,000,000 1,000,000 ( 1,000,000 ) 0
Leisure Centre Renewals Fund 3,714 0 3,140 6,854 ( 5,836 ) 1,018
Special Schemes Reserve 27,365 31,000 0 58,365 ( 7,321 ) 51,043
Revenue Funded Capital Expenditure 227,257 0 59,672 286,929 ( 125,130 ) 161,798
Externally Funded:
Disabled Facilities Grant 0 193,000 0 193,000 ( 95,510 ) 97,490
Leicestershire CC - Blaby Town Centre Works 7,957 0 0 7,957 ( 7,876 ) 82
Leicestershire CC - Bouskell Park 15,000 0 0 15,000 ( 15,000 ) 0
Leicestershire CC - Cycle Facilities 3,921 0 0 3,921 ( 3,140 ) 781
Leicestershire CC - Play Builder 1,909 0 0 1,909 0 1,909
Housing Association Contibutions to DFG Grants 0 0 23,831 23,831 ( 5,456 ) 18,375
S106 Contributions - Various 141,006 54,625 195,631 ( 53,434 ) 142,197
DEFRA - Air Quality Grant 37,039 0 0 37,039 ( 11,175 ) 25,864
Total Funding 1,087,226 1,583,500 1,772,145 4,442,870 ( 1,898,016 ) 2,544,854
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REVISED CAPITAL PROGRAMME 2012/13 APPENDIX B
GENERAL FUND
Assets - New Builds
Budgets bfwd from
2011/12
Original Approved
Budget
Programme
2012/2013
Virements /
Additions etc
within the year
REVISED BUDGET
PROGRAMME
Expenditure +
Commit's to Period
7 2012/2013
Unspent Project
Budget C/Fwd
£ £ £ £ £ £
Thorpe Astley Community Centre 0 0 15,788 15,788 15,788 0
Asset Maintenance
Blaby Joint Service Shop Remodelling 899 0 0 899 776 123
Carbon Management Works 2,761 0 0 2,761 0 2,761
Create Fitness/Dance Studio At Pavillion 40,000 0 0 40,000 0 40,000
Create Golf Driving Range At Pavillion 220,954 0 0 220,954 34,707 186,247
Refurbishment Of Facilities At Pavillion 37,420 0 0 37,420 0 37,420
Improvements To Pavillion Car Park 53,000 0 0 53,000 0 53,000
Installation Of Extra Pavillion Heating 6,854 0 0 6,854 5,838 1,016
Improve Cycle Facilites At Council Offic 6,440 0 0 6,440 3,140 3,300
Increase Size Of Depot Yard 9,820 0 0 9,820 9,812 8
Create Additional Staff Car Parking Spaces 0 0 7,000 7,000 0 7,000
Install Ramp Outside Pavillion Portcabin 0 0 4,000 4,000 0 4,000
Refurbishment Of Shower Facilities At Co 0 11,000 0 11,000 0 11,000
Fire Alarm Installation At The Depot 5,000 0 0 5,000 0 5,000
Sub Total 383,148 11,000 11,000 405,148 54,273 350,875
Community Projects
Improvements To Btc Paving & Landscaping 3,840 0 0 3,840 3,840 0
Blaby Town Masterplan Improvements 1,990 0 0 1,990 0 1,990
Improvements To Btc Hanging Baskets 5,522 0 0 5,522 5,428 94
Improvements To Btc Addnl Benches & Bins 4,780 0 0 4,780 4,682 98
Improvements To Btc Addnl Notice Boards 5,000 0 0 5,000 4,935 65
Installation Of Benches - 2012 0 0 4,000 4,000 2,750 1,250
Blaby Town Masterplan Improv. 12-13 0 25,000 -4,000 21,000 0 21,000
Addnl Bollards In Blaby Town Centre 3,606 0 0 3,606 2,800 806
Whistleway Steps Improvements 0 15,000 0 15,000 12,000 3,000
Bouskell Park Better Places Project 30,000 0 0 30,000 24,355 5,645
S106 Contrib To Littlethorpe Play Area 0 0 53,891 53,891 53,891 0
Contrib. towards fencing of Narborough Park 0 0 5,000 5,000 0 5,000
Whistleway Countryside Bridges 12-13 975 30,000 0 30,975 28,027 2,948
Capital Grant Programme - 2012/13 0 54,500 0 54,500 54,500 0
On-Street Parking Schemes 12-13 0 20,000 0 20,000 0 20,000
Whistleway / Speedwell Cl. Play Area 1,909 0 0 1,909 0 1,909
Childrens Play Programme 2,569 0 0 2,569 0 2,569
S106 Receipts
S106 - Stoney Stanton 0 0 0 0 -460 460
S106 - 4A Duncan Avenue, Huncote 2,436 0 0 2,436 0 2,436
S106 - Coventry Road, Narborough 48,533 0 -48,533 0 0 0
S106 - Barns Lane, Kirby Muxloe 61,414 0 0 61,414 0 61,414
S106 - Oakfield Avenue, Glenfield 0 0 556 556 0 556
S106 - Huncote Road, Croft 0 0 3,897 3,897 0 3,897
S106 - Nowell Close, Glen Parva 0 0 2,436 2,436 0 2,436
S106 - Groby Road, Glenfield 0 0 2,436 2,436 0 2,436
S106 - Fairview Avenue, Whetstone 0 0 11,691 11,691 0 11,691
S106 - Church Farm, Elmesthorpe 0 0 4,871 4,871 0 4,871
S106 - Barry Drive, Kirby Muxloe 0 0 4,872 4,872 0 4,872
S106 - Hillborough Close, Glen Parva 0 0 2,436 2,436 0 2,436
S106 - Desford Road, Kirby Muxloe 0 0 4,871 4,871 0 4,871
S106 - Wigston Street, Countesthorpe 0 0 1,461 1,461 0 1,461
S106 - Forest Drive, Kirby Muxloe 0 0 4,871 4,871 0 4,871
S106 - Tournament Drive, Glenfield 0 0 4,871 4,871 0 4,871
S106 - St. Johns - Enderby 28,623 0 0 28,623 0 28,623
Sub Total 201,197 144,500 59,627 405,324 196,748 208,576
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REVISED CAPITAL PROGRAMME 2012/13 APPENDIX B
Budgets bfwd from
2011/12
Original Approved
Budget
Programme
2012/2013
Virements /
Additions etc
within the year
REVISED BUDGET
PROGRAMME
Expenditure +
Commit's to Period
7 2012/2013
Unspent Project
Budget C/Fwd
£ £ £ £ £ £
Corporate Equipment and Information Technology
Personnel & Payroll System 831 0 5,901 6,732 6,732 0
Upgrade Of Council Web Services 71,788 0 0 71,788 67,304 4,484
Power Standby Generator 6,732 0 0 6,732 4,534 2,198
Pv Polar Systems 1,966 0 0 1,966 1,943 23
Litterbin Replacement Programme 12-13 0 12,000 0 12,000 11,836 164
Purchase Fleet Vehicles - 2012-13 Prog. 0 978,000 -303,000 675,000 138,377 536,623
Purchase 240Ltr Bins For Boxes To Bins 0 0 900,000 900,000 0 900,000
Covers for Inspection Pits at Depot 0 0 4,900 4,900 4,778 122
Gas Monitoring Works At The Pavillion 16,350 0 0 16,350 0 16,350
E-Financials Upgrade To 4.1 0 25,000 0 25,000 0 25,000
Online Booking System At The Pavillion 228 0 10,695 10,923 10,923 0
Replacement Revenues & Benefits System 105,317 0 25,000 130,317 36,530 93,787
CONTINGENCIES :
Amg Capital Contingency 44,780 0 -31,597 13,183 0 13,182
Sub Total 247,992 1,015,000 611,899 1,874,891 282,957 1,591,933
Environmental Services
Air Quality Action Plan 37,039 0 0 37,039 11,176 25,863
Sub Total 37,039 0 0 37,039 11,176 25,863
Land Use and Economic Development
Sub Total 0 0 0 0 0 0
TOTAL GENERAL FUND CAPITAL PROGRAMME 869,376 1,170,500 698,314 2,738,189 560,942 2,177,247
HOUSING
Private Sector Housing
Disabled Facilities Grants - Major Works 209,354 200,000 23,831 433,185 234,243 198,942
Disabled Facilities Grants - Minor Works 0 193,000 0 193,000 95,510 97,490
Contribution Towards Empty Homes Scheme 0 0 50,000 50,000 0 50,000
Contribution To L.A. Mortgage Scheme 0 0 1,000,000 1,000,000 1,000,000 0
Provision Of Heating Grants 8,496 20,000 0 28,496 7,321 21,175
Sub Total 217,850 413,000 1,073,831 1,704,681 1,337,074 367,607
CAPITAL PROGRAMME - SUMMARY
HOUSING 217,850 413,000 1,073,831 1,704,681 1,337,074 367,607
GENERAL FUND 869,376 1,170,500 698,314 2,738,189 560,942 2,177,247
TOTAL - 20112/13 PROGRAMME 1,087,226 1,583,500 1,772,145 4,442,870 1,898,016 2,544,854
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INTERNAL FUNDING
Useable Capital Receipts - Sale of General Fund Assets 188,360
- TOH VAT Shelter Receipts
(Ringfenced for Investment)
998,592
Unsupported Borrowing - General Fund - Prudential Borrowing 622,058
Renewals Fund - Leisure 396,270
Special Schemes Reserves - Various Projects 101,128
- Computer Room Reserve 100,000
Revenue Funded Capital Expenditure 227,257
EXTERNAL FUNDING
BUDGETED CAPITAL RESOURCES STATEMENT
for the financial year 2012/13 as at Period 7
TOTAL INTERNAL FUNDING 2,633,666
Disabled Facilities Grant - DCLG -
- Housing Association Contrib. -
S106 Contributions - Various 171,765
DEFRA - Air Quality Grant 37,039
Leicestershire County Council - Better Places - Blaby 22,957
- Playbuilder 1,909
- Cycle Facilities 3,921
TOTAL EXTERNAL FUNDING 237,591
TOTAL FUNDING 2,871,257
OF WHICH COMMITTED 2,683,217
FREE BALANCE 188,041
Page 158
APPENDIX C
BALANCE ADDITIONAL FUNDING FUNDING OF BALANCE
B/F FUNDING UTILISED REMAINING C/F
as at IN as at CAPITAL as at
01-Apr-12 2012 / 13 31-Oct-12 PROGAMME 31-Mar-13
(IN RESERVES) (Estimated) * (Estimated) *
£ £ £ £
47,671
278,848
1,939,222
-
-
-
59,672
2,325,414
193,000
23,831
23,866
-
-
-
240,697
2,566,111
(29,599)
(1,000,000)
(538,539)
(5,836)
(7,321)
-
(125,130)
(1,706,425)
(95,510)
(5,456)
(53,434)
(11,175)
(22,876)
-
(3,140)
(191,591)
(1,898,016)
(7,554)
-
(2,022,741)
(1,018)
(51,043)
-
(161,798)
(2,244,156)
(97,490)
(18,375)
(142,197)
(25,864)
(82)
(1,909)
(781)
(286,698)
(2,530,854)
198,879
277,441
-
389,416
42,763
100,000
-
1,008,499
-
-
-
-
-
-
-
1,008,499
809,620
198,879

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Corporate Plan Refresh
Report author
and contact
details:
Sandra Whiles, Chief Executive
0116 272 7501
sw2@blaby.gov.uk
Portfolio Holder: Cllr E White - Leader
Status: Public
1. Purpose of Report
1.1 To advise Members of the outcome of the Corporate Plan refresh and to seek
approval for the revised critical activities
2.
2.1
3.
3.1
Recommendation / Recommendation to Council
To approve the refreshed Corporate Plan
Reason for Decision Recommended
It is timely to update the plan to reflect current and known future challenges
4. Forward Plan
Yes
5. Key Decision
5.1 Yes
6. Matters for Consideration
Agenda Item 13
The Corporate Plan is the document which sets out how Blaby District Council
will deliver its commitments set out in the Community Plan which is the
vision developed with other public services, outlining what we want the district
to be like in 2026.
The Corporate Plan is based on information about the district and customer
feedback and identifies how we will contribute to improvements over the next
3 years which will help us to deliver our long term vision.
Page 159

Since the 3 year Corporate Plan was approved by Council in April 2011, the
landscape has changed both due to reducing resources and changing
priorities, be they national or local and, it was therefore considered timely to
review the critical activities set out within the Plan. As they were developed by
the community and our partners, the priorities and ambitions within the report
remain unchanged with the 4 priorities for the council being:
• Vibrant Places – Sustaining and Improving the Environment
• Access to Quality Provision for Children and Young People
• Health & Well Being for All
• High Quality, Responsive, Efficient and Valued Public Services
There are 24 ambitions within the plan which will remain the same for reasons
already stated. The critical activities have been revised to incorporate new
priorities such as the implementation of the Supporting Leicestershire
Families model and the implementation of the scheme for the Localisation of
Council Tax as well as responding to the impact of Welfare Reform.
The revised critical activities are high level activities and each of these may
require several different services working on a number of projects in order to
achieve. These individual activities will be identified within service plans and
will be reported on via the quarterly performance reports. A report setting out
the revised performance management framework will be the subject of a
report to the Cabinet Executive on 14 th January 2013.
The revised Critical activities are detailed at Appendix 1 of this report.
7. Other Relevant Considerations
Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
concern in relation to this report.
Legal Implications
There are none associated with this report.
Human Resources Implications
There are none associated with this report.
Risk Assessment & Business Continuity
There are none associated with this report.
Equalities
As the priorities within the plan have remained unchanged, there is no EINA
for this report.
Page 160

8. Other Options Considered
• No other options were considered as the Corporate Plan should reflect
current priorities.
9. Financial and Efficiency Implications
• The Medium Term Financial strategy details how we will deliver our
Corporate Priorities and the annual budget is agreed by Council each
February. There are no additional resource implications as an outcome of
this report.
10. Appendix/Appendices to this report
10.1 Revised list of critical activities 2011 - 14
11. List of Background Papers
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 161

This page is intentionally left blank
Page 162

Priority 1 - Vibrant Places – Sustaining & Improving the
Environment
Ambition 1: There will be less nuisance and fewer community safety
issues relating to traffic.
• Consider and represent community views to Leicestershire County Council and partners etc on
traffic issues, relating to infrastructure, development proposals and Core Strategy.
• Deliver and update Air Quality Action Plans.
Ambition 2: There will be greater opportunities for people to travel by
public transport and means other than the car.
• To ensure that the Development Plan enables opportunities for reduced car use, increased
public transport networks and for us to influence the provision of infrastructure.
Ambition 3: Community areas including recreation, parks and open
spaces and streets will be clear for all to enjoy and use.
• Deliver the Clean & Safe Strategy.
• Deliver the Green Space Strategy Action Plan.
Ambition 4: Blaby town centre will provide a greater retail experience
for shoppers.
• Support and develop the Blaby Town Centre Partnership to improve the Town Centre ‘offer’ for
residents, businesses and customers.
Ambition 5: Use of current infrastructure (roads, community facilities,
public realm) will be maximised and improved where economically
viable.
• Put a rigorous process in place to deal with potential challenge through ‘The Community Right to
Bid’.
Ambition 6: New infrastructure (roads, community facilities etc) will
be included as appropriate to support any proposed growth through
development.
• Use the planning system to support the provision of new infrastructure.
Ambition 7: The housing needs of communities will be met, including
ensuring affordable housing for all age groups across the District.
• Deliver the Development Plan.
• Review and deliver the Housing Strategy and associated policies including production of an
affordable housing supplementary planning document and a vulnerable persons housing
strategy.
Page 163

Ambition 8: Development of the right quality and quantity (housing
and employment sites) to take place in the right places, informed by
local communities and their representatives.
• Deliver the Local Plan, and build confidence in Blaby District Council around influencing
planning matters appropriately.
Ambition 9: Communities make appropriate adaptations to climate
change and take steps to reduce its impact.
• Commit to and Implement ‘Climate Local’ and deliver the critical activities.
Priority 2 - Access to Quality Provision for Children & Young
People
Ambition 10: There will be better and more facilities and activities for
Children and Young People.
• Revise and implement the Children’s and Young People’s Strategy
Ambition 11: Integrated youth support work available for the most
vulnerable young people.
• Revise and implement the Children’s and Young People’s Strategy
Ambition 12: Greater support for families with young children and
teenagers.
• Deliver a local model for Supporting Families Leicestershire
Ambition 13: Young people are actively involved in planning and
delivering improvements to services.
• Revise and implement the Children’s and Young People’s Strategy
Ambition 14: All children and young people reach their potential,
including in education.
• Revise and implement the Children’s and Young People’s Strategy
Priority 3 - Health & Well Being for All
Ambition 15: The health of residents will improve through
preventative measures.
• Develop and deliver a local health plan for Blaby District
Page 164

Ambition 16: Vulnerable people are more involved, valued and
supported to live independently within the community with a good
quality of life.
• Deliver a Vulnerable Persons Strategy and Action Plan.
• Maximise our ability to provide an advice service, including welfare reform, to enable people to
access income appropriately.
Ambition 17: There will be greater opportunities for people to
improve their chances of employment.
• Develop and implement the Economic Development Strategy.
Ambition 18: People feel a greater sense of pride, local identity and
get on well together in their communities irrespective of personal
background.
• Working with parishes, key community groups and the voluntary sector to share and achieve
common goals, including an effective community engagement mechanism.
Ambition 19: Crime levels including Anti-Social Behaviour will fall;
people will feel safer and have a greater public confidence in all
community safety services.
• Deliver the Community Safety Plan
Priority – 4 High Quality, Responsive, Efficient and Valued
Public Services
Ambition 20: High performing accessible services that meet the
needs of our community.
• Deliver continuous improvement by challenging our services to provide what matters to the
customer as efficiently and effectively as possible.
• Improve access to services based on an understanding of the customer’s needs and point of
view.
Ambition 21: Transparent reporting and involvement of the local
community.
• Provide relevant and accessible information that matters to the local community.
• Improve service delivery by ensuring services are shaped by customer demand.
Ambition 22: Efficient services that provide value for money.
• Continually challenge and review service costs and quality.
Ambition 23: Fairness and respect for all with no one suffering
disadvantage.
• Ensuring that services meet the diverse needs of the community.
• Deliver the People Strategy (The Blaby Way).
Page 165

Ambition 24: There are talented people within the Council who have
the skills to deliver high quality, responsive, efficient, valued public
services.
• The People Strategy (The Blaby Way) is in place, communicated and delivered
• Deliver the Member Development Strategy.
Page 166

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Neighbourhood Planning: Management, Support and
Protocol Arrangements
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
Flo Churchill
Interim Group Manager, Planning, Housing Strategy
and Economic Development
0116 272 7727
Flo.Churchill@blaby.gov.uk
Councillor Terry Richardson – Planning, Economic
Development and Housing Strategy
1.1 This report sets out the issues relating to the practical implementation of the
Neighbourhood Planning Regulations, outlining the new responsibilities that
fall to the Council and seeking approval for the area designation for the Fosse
Villages Neighbourhood Plan Area.
2.
2.1
2.2
2.3
2.4
2.5
Recommendations:
That Cabinet Executive:
Agenda Item 14
Delegates to the relevant Group Manager the duty to make an application
for further funding available from the Department of Communities and
Local Government when the appropriate stage in the Neighbourhood
Planning process has been met for the Fosse Villages Neighbourhood
Plan.
Approves the establishment of a Neighbourhood Planning Reserve Fund
for monies received in relation to designation, examination and
referendums on Neighbourhood Plans.
Approves the suggested management arrangements contained in Section
6 of this Report.
Accepts the progress on the Leicester and Leicestershire Neighbourhood
Planning Toolkit.
Approves the application from the Fosse Villages Neighbourhood Working
Group for the Neighbourhood Plan Area to be confirmed.
Page 167

3.
3.1
Reason for Decision Recommended
A Neighbourhood Plan is capable of becoming part of the Statutory
Development Plan for the area and therefore a material consideration in
the determination of planning applications. It is therefore appropriate for
there to be a mechanism whereby the Council, in line with the
Neighbourhood Planning Regulations 2012, can formally approve any
applications to be recognised as an ‘Qualifying Body’ or for an area to be
recognised as an ‘Appropriate Area’ for Neighbourhood planning purposes.
4. Forward Plan
4.1 This report has not been included in the last Forward Plan. It is a key
decision. The matter has become apparent since the publication of the
Forward Plan and because of the application from the Fosse Villages
Neighbourhood Group it is impracticable to defer the decision on this report
until after the operative date of the next Forward Plan on which it could
appear. Accordingly the General Exception Procedure contained in Part 4
Section 2 Paragraph 9 of the Constitution has been invoked to enable its
consideration. The Scrutiny Commissioners have been informed and public
notice has been given by posting it at the Council Offices.
5. Key Decision
5.1 Yes
6. Matters for Consideration
Main issues
6.1 The Localism Act 2011 devolves planning powers to Parish and Town
Councils or Neighbourhood Forums to lead on the preparation of
Neighbourhood Plans. These powers are outlined in detail in the
Neighbourhood Planning (General) Regulations which came into force on 6 th
April 2012. Neighbourhood planning is one of the five key measures in the
Localism Act and specifically relates to the production of Neighbourhood
Plans, Neighbourhood Development Orders and Community Right to Build
Orders.
6.2 Blaby District Council has the responsibility as the local planning authority for
the area to determine applications for Neighbourhood Plan Areas. The
Council also has a general duty to support those preparing Neighbourhood
Plans. This is a new responsibility arising from the Localism Act.
Background Information
6.3 Neighbourhood planning is a key measure in the Localism Act 2012. It
devolves some of the responsibility to parish and town councils and
neighbourhood forums as “Qualifying Bodies.” Neighbourhood Plans are
required to be ‘pro-development.’ They cannot be used to stop development
already allocated or permitted and cannot propose less development than that
in the Local Plan Core Strategy. They can however propose more
development than allowed for in the Local Plan Core Strategy. This report
Page 168

deals with Neighbourhood Plans.
6.4 The Neighbourhood planning process also provides Parish and Town
Councils an opportunity to work in partnership with the Council in the
preparation of the Allocations and Development Management part of the
Local Plan Core Strategy.
6.5 Neighbourhood Plans will be subject to an independent check by the
appointed Examiner to ensure that proposals comply with equalities and
human rights legislation. Blaby District Council will have advised prior to the
examination whether it is considered that the Neighbourhood Plan is in
conformity with the Core Strategy Local Plan.
Neighbourhood Planning regulations
6.6 The Neighbourhood Planning Regulations became effective on April 6 2012
and set out the statutory procedures for Neighbourhood Plans. Blaby has
received a request from the Fosse Villages Neighbourhood Plan group area to
be recognised for formal designation as a neighbourhood plan area and it is
intended that advertisements will be placed to advertise this application in line
with the Regulations. .
6.7 There are seven new key duties for Blaby District Council in respect of
Neighbourhood Planning thus:
1. Duty to support
2. Designate Neighbourhood Area
3. Designate Neighbourhood Forum
4. Consider compliance with statutory
and EU requirements
5. Advise independent examiner on
representations received and other
matters
6. Fund and organise examination
7. Consider examiners
recommendations
8. Fund and undertake referendum
9. Duty to Adopt
Designation of a Neighbourhood Area
6.8 The Council is responsible for receiving and determining applications for the
designation of a neighbourhood area such as the one received from the
Fosse Villages Group. The whole of the district in Blaby is covered by either
Parish or Town Councils or Parish Meetings.
6.9 Applications for the designation of a neighbourhood area must include the
proposed boundary and supporting information on why the boundary is an
appropriate one. The Council is then required to advertise the application for a
statutory six week period and thereafter consider any representations
received.
6.10 The only potential difficulty that may arise in respect of the designation of
Page 169

Neighbourhood Areas is if an application is received from a group promoting
for instance a Business Led neighbourhood plan where the areas are already
covered by parish councils.
Application by Fosse Villages Neighbourhood Forum
6.11 The Council has received an application from the Fosse Villages Forum to
have the area they have designated recognised as “An appropriate area” for
the purposes of composing a Neighbourhood Plan. Officers are now in a
position to recommend that Blaby District Council approves the designation of
its first Neighbourhood Plan area.
Independent Examination
6.12 A Neighbourhood Plan or Neighbourhood Development Order will need to be
assessed by an “Independent Examiner” who will be paid for by the Council
and appointed in conjunction with the “Qualifying Body.” The examiner will
then recommend either that the plan is submitted to a referendum (with or
without amendments) or that the proposed plan is refused. In reaching the
decision the examiner will have to have regard to the plan’s conformity with
the National Planning Policy Framework and any other national planning
policy and with the Council`s Core Strategy, compliance with EU Directives,
how the plan promotes equality and human rights, any consultation
undertaken and the plan’s response to consultation. Costs of the examination
have been estimated to be around £20,000 according to CLG..
6.13 Blaby District Council will also be responsible for publishing the Examiner’s
report and considering any recommendations that the Examiner may make.
Blaby District Council has the right to endorse the Examiner’s comments and
recommendations or to reject them and refer back to the Examiner for further
examination.
Referendum
6.14 If the Neighbourhood Plan passes the examination then the next stage is for
Blaby District Council to hold a referendum on the making of the plan. The
Council is responsible for organising and paying for the referendum.. A
referendum must take place as a minimum in the designated area to which
the plan relates and those entitled to vote are those persons within the plan
area who are entitled to vote in local elections. If the plan gains support from
over 50% of those voting however small the turnout might be then the Council
have no choice but to adopt the Neighbourhood Plan as part of the
Development Plan.
Duty to Support
6.15 The Localism Act requires local authorities to support communities in all
aspects of neighbourhood planning. This is a new duty. It is up to each local
authority to determine how that support is expressed. To date Blaby District
Council has given financial support in terms of the Front Runner monies
received from CLG that were passed in their entirety to the Fosse Villages
Forum; other authorities have not been so generous. The Duty to Support is a
significant resource challenge to the Council but at the same time could also
comprise an opportunity to better connect with our communities and to work
Page 170

with them to help them realise their communities’ aspirations. Support can be
given in ways that do not directly involve financial expenditure such as
allowing groups access to council information and data bases and to
resources such as maps etc without passing on charges.
6.16 Blaby District Council has to determine what level of support it wishes to
provide to the Neighbourhood Planning process and whether it is appropriate
to devote either financial resources or officer time and commitment towards
helping groups and forums to develop their plans.
6.17 Currently Blaby District Council provides support to the Fosse Villages
Neighbourhood Forum by both passing on finance in terms of Front Runner
monies and providing officer support to the regular meetings of the Forum and
to the public consultation exercises that they run.
6.18 Additional funding has recently been announced that is intended to support
local authorities in resourcing the required support for Neighbourhood Plans.
Funding will be available in two tranches, £5,000 on designation of the
Neighbourhood Plan area and £20,000 on completion of the referendum. It is
clear from the current guidance on this funding that it is intended to directly
support the additional burden placed on local authorities and it is therefore
recommended that this funding is placed within a Neighbourhood Planning
reserve fund to support the Council’s work in discharging it’s responsibilities
for neighbourhood planning
Duty to Adopt
6.19 Once a Neighbourhood plan has received more than 50% support at a local
referendum the Council will be required to adopt it as part of the Development
Plan and will therefore be required to determine future applications for
development bearing it in mind as a ‘material consideration.’
Governance and Protocols
6.20 The Portfolio Holder for Planning will be the lead Member for Neighbourhood
Planning matters and will be supported from officers within the Planning
Service and the Policy, Partnerships and Performance Service. Closer
engagement will be critical to the success of the Neighbourhood Planning
process within Blaby. The ability of the Planning Service to provide the likely
level of support within existing resources is unclear but these issues will be
closely examined during the forthcoming review of the Planning Service.
Leicester and Leicestershire Neighbourhood Planning Toolkit
6.21 The County Council continue to give a very high level of support to the Fosse
Villages Neighbourhood Forum and are working on a Leicester and
Leicestershire Neighbourhood Planning Toolkit and have established a project
steering group to carry this work forward. Blaby District Council is represented
on this body by the Planning Policy Team Leader. The toolkit will aim to
support communities across the County in developing a Neighbourhood Plan
and will provide:
Page 171

o An overview of what Neighbourhood Plans can and cannot do;
o Signpost and support groups to access the information and guidance
already available;
o Provide a framework for developing a Neighbourhood Plan in
Leicestershire and the roles and responsibilities of all key partners;
o Outline minimum requirements before commencing engagement in the
process for both communities and local authorities;
o Outline details of other approaches that may be more suitable such as
Village Design Statement, or single issue projects and documents
6.22 Co-operation on Neighbourhood Planning matters will also count towards
helping the Council to discharge its duty to cooperate on planning matters,
another new duty introduced by the Localism Act and the NPPF.
6.23 It is anticipated that the following support mechanisms are required to support
Neighbourhood Planning:
o Developing a timetable for engagement with any future proposals for
Neighbourhood Plans;
o Provide advice and encouragement to Neighbourhood Forums to
engage with the development plan process and to have an input into
the Allocations, Designations and Development Management DPD that
will follow on after the Core Strategy Local Plan;
o Subject to reasonable requests area and site plans to be provided at
cost
o Subject to reasonable requests technical reports and extracts of data
sets to be provided at cost
o Subject to reasonable requests site histories to be provided
o Subject to reasonable requests provision of any other information that
is in the public domain
o Provision of officer support in respect of meeting compliance with EU
Directives and National Policy with regard to equalities legislation and
human rights legislation.
o Continued support to the Fosse Villages Neighbourhood Forum
including provision of council facilities such as meeting rooms without
charge
o Creation of a Neighbourhood Planning page on the official Blaby
District Council Website to act as a single point of reference for
information, to share best practice and to promote awareness of
Neighbourhood Planning
Resources to support this work will be considered during the forthcoming
review of the Planning service
Summary of Main Issues
6.24 It is proposed that the following protocols are adopted in dealing with any
Neighbourhood Planning issues:
Task/Duty Protocol to be adopted
Advertisement of the request to Planning Group Manager to arrange
designate an area or a forum advertisement for 6 weeks
Preparation of report on Planning Group manager to prepare report for
Page 172

application to be designated a
Forum or Area
Cabinet setting out decisions to be made
Appointment of the Examiner Planning Group Manager to appoint examiner in
conjunction with Neighbourhood Forum
Referendum Democratic services to fund and organise
referendum
Adoption of the Plan Report to Cabinet prepared by Group Manager
informing members of the result of the
referendum
Consideration of the Development Control Committee to determine
Neighbourhood Plan as a applications in accordance with the
‘material consideration.’
Neighbourhood Plan as part of the statutory
Development Plan.
7. Other Relevant Considerations
Human Rights Act 1998
• Human rights have been considered but there are no overarching matters
for concern in relation to this report.
Legal Implications
• Any Neighbourhood Plans that pass the referendum stage must be
adopted by Blaby District Council and will then become part of the
statutory Development Plan which in turn becomes a material
consideration in the determination of planning applications
Human Resources Implications
• Human resource implications have been outlined in the body of the report
and comprise mainly of officer time and commitment.
Risk Assessment & Business Continuity
• Neighbourhood Planning, whilst important does not present any major
risks to the corporate business of the Council. There is some potential
impact in terms of the officer commitment that may be required but
involvement will always be considered against a back ground of business
requirements and resilience.
• Risk and business continuity/resilience issues have been considered in the
report.
Equalities
• The proposals contained within this report are not judged to have any
significant impacts in terms of the various equalities groups and this has
been demonstrated through carrying out an Impact and Needs
assessment.
• An EINA has been carried out and no adverse impacts identified
Page 173

Nottingham Declaration and Climate Change
• Climate risks have been considered. It is noted that Neighbourhood Plans
will be required to undergo Environmental Assessment and Strategic
Environmental Assessment according to European legislation.
Crime & Disorder
• No potential impacts or crime and disorder risks have been identified.
Other
• None
8. Other Options Considered
• Not engaging in supporting neighbourhood planning activities would be a
dereliction of the duty imposed by the Localism Act and therefore not
engaging in the process has not been considered.
9. Appropriate Consultations
• None
10. Financial and Efficiency Implications
• It is currently anticipated that current known financial implications
can be met from existing budgets
• Implications for resourcing will be considered as an integral part of
the forthcoming Planning Service Review
• It is anticipated that Blaby District Council will apply for the
additional funding recently announced by CLG and available from
October 2012 according to the stage of progress that has been
achieved.
11. Appendix/Appendices to this report
• Fosse Villages Neighbourhood Plan Area Designation request
12. List of Background Papers
Neighbourhood Planning Regulations 2012
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 174

Page 175

Page 176

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Broadband Roll Out for the District
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
• Colin Jones
• Group Manager, Corporate Services
• Council Offices
• 0116 2727569
Cllr D Clements
Corporate Services, Performance and Leisure
1.1 To seek approval to apply £50,000, as a contribution to a partnership project,
led by Leicestershire County Council, to improve broadband connectivity
across the District
2.
2.1
3.
3.1
Recommendation
That a contribution of £50,000 from the Broadband Reserve, be allocated to
enable Blaby District to participate in a partnership project, led by
Leicestershire County Council, to improve broadband connectivity across
the District
Reason for Decision Recommended
To support the county wide initiative and provide benefits to the community
4. Forward Plan
4.1 Yes
5. Key Decision
5.1 Yes
6. Matters for Consideration
Broadband Across Leicestershire
Page 177
Agenda Item 15

6.1 Super-fast broadband (SFBB) is emerging as a priority infrastructure within
Leicestershire. The deployment of super-fast broadband (SFBB) will:
• provide the foundations from which the UK economy will grow and recover
from �the recession – to improve prosperity in the wider economy
• ensure the UK is competitive in global markets
• improve consumer power and choice, overcoming rural isolation
• help transform the way public services are delivered
• increase access to services
• reduce the need to travel and tackle climate change
National and Local Funding
6.2 British Telecom (BT) is investing £2.5bn to roll-out SFBB across the UK. It is
anticipated that through this investment two thirds of the UK population will
have access to SFBB by the end of 2014. A map showing the location of BT
investment in Leicestershire is included at appendix A. BT considers that all
other areas, referred to as the final third, are not commercially viable and will
require public sector funding.
6.3 The Government aims to ensure that all of the UK has access to the best
broadband connectivity in Europe by 2015. Leicestershire County Council has
a vision to deliver SFBB (c24Mbit/s) to all premises in Leicestershire by 2017
with at least 90% being delivered by 2015.
£6m has been allocated by Leicestershire County Council to match the
Government’s £3.14m allocation. A further £300,000 has been allocated by
the County Council to provide better broadband services in the most remote
areas.
All Leicestershire district council’s are being invited to invest to ensure that the
deployment can extend to as many businesses and residential premises as
possible. Furthermore, the County Council is leading efforts to encourage
Government to increase its allocation and is working with other East Midlands
authorities to secure European Regional Development Funding (ERDF).
Broadband Roll-Out Proposals
6.4 Following the Government’s approval of Leicestershire’s broadband strategy,
the County Council will lead the procurement of a supplier using the
Government’s national procurement Framework; this includes BT and Fujitsu.
Procurement will commence in December 2012 and be complete by summer
2013. Deployment will commence following this until 2015.
At this stage it is not possible to determine the specific technology which the
contracted supplier will use to improve broadband connectivity. It is, however,
expected that the majority of improvements will be through fixed-line
connections rather than through mobile (4G) and satellite broadband. These
innovative solutions could be especially important in remote rural areas.
It is not possible to identify the full costs of deploying SFBB to the final third
with Leicestershire until later in the procurement process. Indicative research
has estimated this at a minimum of £20m. For Blaby District the total cost is
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estimated as £2.8m.
It is estimated that public investment in SFBB within areas that will not receive
commercial support could result in a Gross Value Added uplift of £36.4m (for
Leicester, Leicestershire and Rutland).
Key Issues
6.5 There is significant evidence within the District that poor connectivity issues
have affected both businesses and communities
It is estimated that 8600 premises within Blaby District will not have access to
SFBB without public sector investment. This equates to 21% of all premises
within the district. Across all Leicestershire premises this figure is estimated at
30%.
There are areas within Blaby District with very poor broadband connectivity. It
is estimated that 1,235 premises are classified a Slow-Spots with current
broadband speeds of between 0.5Mbit/s and 2Mbit/s. 248 premises are
classified as Not-Spots with speeds of less than 0.5Mbit/s.
Current estimated broadband speeds have been mapped and are available at
www.leics.gov.uk/broadband.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
concern in relation to this report.
7.2 Legal Implications
There are no direct legal implications arising from this report.
7.3 Human Resources Implications
There are no Human Resources implications.
7.4 Risk Assessment & Business Continuity
This project does not present any major risks.
7.5 Equalities
No EINA is required for this report.
7.6 Nottingham Declaration and Climate Change
No impact
7.7 Crime & Disorder
There are no Crime and Disorder implications.
8. Other Options Considered
Take no action – Not considered the most appropriate action as the
community may loose out on the benefits of this county wide scheme.
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9. Appropriate Consultations
Earlier in 2012 Leicestershire County Council undertook a broadband survey.
Over 4,600 responses were received, including 650 from businesses. The
results of the consultation will help to create a picture of where there is poor
connectivity and demand for super-fast broadband. The full report is available
at www.leics.gov.uk/broadband
10. Financial and Efficiency Implications
Current year 2013/14 2014/15
Revenue £0 £0 £0
Capital £50,000 £0 £0
This funding was provided for as part of the closedown of the 2011/12 financial year
by the creation of a specific broadband reserve as noted in the Audit Committee
report of 28 th June 2012 relating to the closedown of accounts 2011/12.
11. Appendix/Appendices to this report
Appendix A - A map showing the location of BT investment in
Leicestershire
12. List of Background Papers
N/A
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
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Appendix A
BT commercial deployment of super-fast broadband by Exchange area
copyright. All rights reserved. Leicestershire County Council. LA100019271. Published 2012
Red shaded areas show telephone exchanges BT has or will deploy SFBB to
Boundaries of telephone exchanges are indicative
© Crown
N.B. SFBB will not be available to all premises in enabled exchange areas. Some small areas
will still be considered commercially unviable. Such areas will fall within scope for pubic
sector investment under Leicestershire County Council’s procurement.
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BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Amendment to Lease of Land to Narborough Parish
Council
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
Sarah Pennelli
Financial Services Group Manager
Council Offices
0116 272 7650
Cllr J. Hudson – Finance & Efficiency Portfolio
Holder
1.1 To seek authority to amend and combine the existing leases in relation to the
open space known as “Narborough Park”.
2.
2.1
3.
3.1
Recommendation to Council
That the existing lease to Narborough Parish Council be amended to
combine the areas of land as highlighted on the plan in Appendix 1 and
delegated Authority be given to the Financial Services Group Manager in
consultation with the Portfolio Holder to agree terms and conclude the legal
arrangements.
Reason for Decision Recommended
It is appropriate to amalgamate the lease agreements with Narborough
Parish Council and alter the boundary of those leases to coincide with the
replacement fencing.
4. Forward Plan
Yes
5. Key Decision
5.1 Not applicable it is a matter for Council
Page 183
Agenda Item 16

6. Matters for Consideration
Narborough Parish Council currently lease the area known as Narborough
Park under two lease agreements dated 4 th November 2009.
Discussions in relation to the replacement of the fencing on the boundary
between Narborough Park and the Council Offices have led to a proposal to
alter the boundary of the area leased by Narborough Parish Council and also
to amalgamate the two leases that are currently in existence.
Extended discussions between Officers of Blaby District Council and the
Parish Council have taken place and the following are elements that have
been considered in the process:
o The replacement fencing should be of the type to ensure safety of the
public utilising the park in relation to vehicles accessing the Council
Offices via the driveway.
o That a contribution is made by Blaby District Council to reflect some of
the additional expenditure that has resulted in this enhanced
specification.
o That the boundary of the leased area be amended to extend the verge
as shown in Appendix A in order that a further six spaces be
accommodated within the staff car park and to allow access for
emergency vehicles.
o That the annual lease value of £1,065 be reduced to a nominal sum.
Recent arrangements where Parish Councils have taken on the
responsibility and costs of maintenance have been at a nominal
amount to recognise the expenditure that the Parish Councils take on
with maintenance and upkeep of such areas.
7. Other Relevant Considerations
Human Rights Act 1998
Not Applicable
Legal Implications
All legal implications will be considered throughout the process.
Human Resources Implications
There are no Human Resources implications.
Risk Assessment & Business Continuity
The considerations for the replacement fencing took into account the physical
barrier that was needed along the boundary between the park and the
driveway leading to the Council Offices. It is anticipated that a fence line
providing a physical barrier reduced the risk of incidents of children running
into the path of oncoming vehicles.
Equalities
No EINA is required for this report.
Page 184

Nottingham Declaration and Climate Change
There are no Nottingham Declaration implications.
Crime & Disorder
There are no Crime and Disorder implications.
8. Other Options Considered
Not to make alterations to the lease agreement. With the replacement of the
fencing it seemed the appropriate time to consider the boundary of the area
used and take the opportunity to revise the boundary and to amalgamate the
agreements. For this reason not altering the existing leases was not
considered.
9. Appropriate Consultations
Narborough Parish Council has been consulted through discussions with the
Parish Clerk.
The Regulatory Services Group Manager has also been consulted throughout
this process.
10. Financial and Efficiency Implications
It is proposed that a nominal rent is charged for the amalgamated lease
agreements.
A contribution towards the replacement fencing equating to approximately
50%,(£5,000) of the cost is proposed. This has been included within the
Report detailing the Revised Capital Programme 2012/13.
Per annum
Revenue/Cost £1,065
Capital £5,000
11. Appendix/Appendices to this report
11.1 Appendix 1 : Plan of Land to be Leased to Narborough Parish Council.
12. List of Background Papers
12.1 Counter Part Lease 1 between Blaby District Council dated 4 th Nov. 2009
12.2 Counter Part Lease 2 between Blaby District Council dated 4 th Nov. 2009
The following Officers/Members have been consulted (identified by �):
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Legal Services Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
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BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Climate Local
Report author
and contact
details:
Portfolio Holder:
• Jon Wells
Status: Public
1. Purpose of Report
• Group Manager, Regulatory and Leisure Services
• Council Offices
• 0116 2727545
Cllr Guy Jackson – Neighbourhood and
Environmental Health Services Portfolio Holder
1.1 To advise members of the Local Government Association ‘Climate Local’
initiative and seek the Council’s approval to sign up to it.
1.2 To outline the implications of making such a declaration.
1.3 Seek approval for the Climate Change Working Members Group to progress
the next stage of the process; which is, to propose an ambition and set out
clear and measurable actions. The Regulatory and Leisure Services Group
Manager will then bring a further detailed report back to Council setting this
out for approval.
2.
2.1
2.2
3.
3.1
3.2
Recommendations to Cabinet Executive/Council
That Council sign up to Climate Local.
That the Climate Change Working Members Group be requested to set out
a level of ambition, develop an action plan and report this back to a future
Council meeting for approval.
Reason for Decision Recommended
Agenda Item 17
The initiative supports the Council’s continued drive and ambition to act on
a changing climate following the signing of the Nottingham Declaration in
2006.
This will help the Council to capture opportunities and benefits of action on
climate change through:
Page 189

3.3
1) Saving on energy bills.
2) Generating income from renewable energy.
3) Attracting new jobs and investment in ‘green’ industries.
4) Reduce flood risks and help to manage the impacts of extreme
weather (such as drought).
5) Tackling fuel poverty.
6) Protecting the natural environment.
This will provide a way to show the Council’s leadership on climate change
to our communities, partners and collectively to government and other
national stakeholders.
4. Forward Plan
4.1 Yes
5. Key Decision
5.1 Yes
6. Matters for Consideration
6.1.1 The Council signed the Nottingham Declaration in December 2006 thereby
demonstrating its commitment to act on a changing climate. Following on
from this the Council implemented a Fuel Poverty Strategy and developed
and delivered action plans for Climate Change, Green Travel and Carbon
Management. Some of the key work carried out is detailed below:
• The installation of a Combined Heat and Power System at Enderby
Leisure Centre giving a carbon dioxide saving of 351.9 tonnes ongoing
• Installation of a Solar PV system at the Pavilion which has provided
£3,500 in Feed In Tariffs (FITs) in its first year
• Bike week cycle servicing and car tyre checks
• The installation of automatic meter reading for all utilities throughout the
organisation
• Refuse and recycling round rationalisation
• Safe and efficient driving SaFeD training sessions for all staff
This has resulted in the following achievements:
• A Green Apple Award for our Time 4 Change programme
• Silver and Gold Motorvate Awards for a reduction in vehicle emissions
• Top performer in the East Midlands with a 21.7% reduction in carbon
emissions in three years
• Established a knowledge partnership with DeMontfort University to support
local communities in reducing costs associated with running a home
• A greater awareness of resource usage, saving over £25,000 year on year
in fuel bills
6.2 Climate Local is an initiative to drive, inspire and support Council action on a
changing climate. The initiative supports our efforts both to reduce carbon
Page 190

emissions and also to improve resilience to the affects of our changing climate
and extreme weather. Climate Local will help the Council to capture
opportunities and benefits of action on climate change, through saving on
energy bills, generating income from renewable energy, attracting new jobs
and investment in ‘green’ industries, reducing flood risks and managing
impacts of extreme weather, tackling fuel poverty and protecting our natural
environment.
6.3 By signing Climate Local the Council will commit to:
• Set out actions we intend to take locally to further reduce our carbon
emissions and respond to changes in the climate within our own
operations, services and with the local community
• Set a level of ambition and actions in the following areas: mainstreaming
climate change, energy, local economic growth, natural environment,
planning and the built environment, transport, waste, health and our
communities.
• Share actions, progress and learning with other partners
6.4 To ensure delivery against the Nottingham Declaration a Climate Change
cross-party Members Working Group was established. This has successfully
helped to guide and aid delivery of Climate Change and Green Travel actions
while raising carbon awareness among members and staff. The success of
the Group is such that if the Council are minded to commit to Climate Local
then they should be asked to develop future actions and outcomes. This will
also ensure leadership within the local community.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
concern in relation to this report.
7.2 Legal Implications
All legal implications will be advised upon when an action list is developed
subsequent to this Report being approved.
7.3 Human Resources Implications
There are no Human Resources implications.
7.4 Risk Assessment & Business Continuity
Financial risks and future revenue streams will be considered as part of this
process.
7.5 Equalities
No EINA is required for this report.
7.6 Nottingham Declaration and Climate Change
The Nottingham Declaration has now been replaced by the Climate Local
document, and it is recommended the Council sign up to the new Climate
Local to show its continued support to the Environment, and allow the Council
to continue to excel in this area of work.
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7.7 Crime & Disorder
There are no Crime and Disorder implications.
8. Other Options Considered
8.1 Do nothing and risk reputational damage through lack of commitment to the
climate change agenda.
9. Appropriate Consultations
9.1 Climate Change Members Working Group
Leicestershire Together Environment Hub
10. Financial and Efficiency Implications
10.1 Costs associated with any actions will be brought forward for discussion in the
next paper. Resource costs are already incorporated within revenue budgets.
10.2 Resource for delivery exists within the Environmental Health Service. There
maybe implications moving forward dependent on final actions agreed.
11. Appendix/Appendices to this report
11.1 Appendix 1 – Climate Local Declaration
12. List of Background Papers
12.1 Cabinet Executive 7 December 2006
12.2 Cabinet Executive 30 June 2008
12.3 Cabinet Executive 8 September 2008
12.4 Cabinet Executive 6 October 2008
12.5 Cabinet Executive 1 December 2008
12.6 Cabinet Executive 23 March 2009
12.7 Cabinet Executive 18 January 2010
12.8 Cabinet Executive 22 March 2010
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 192

APPENDIX 1 – CLIMATE LOCAL DECLARATION
Climate Local
BLABY DISTRICT COUNCIL
Our commitment to taking action in a changing climate
We recognise that our council has an important role to help our residents and
businesses to capture the opportunities and benefits of action on climate change.
These include saving money on energy bills, generating income from renewable
energy, attracting new jobs and investment in ‘green’ industries, supporting new
sources of energy, managing local flood-risk and water scarcity and protecting our
natural environment.
We will progressively address the risks and pursue the opportunities
presented by a changing climate, inline with local priorities, through our role
as:
• Community leader – helping local people and businesses to be smarter about
their energy use and to prepare for climate impacts;
• Service provider – delivering services that are resource efficient, less carbon
intensive, resilient and that protect those who are most vulnerable to climate
impacts;
• Estate manager – ensuring that our own buildings and operations are
resource efficient, use clean energy, and are well prepared for the impacts of
a changing climate.
In signing this commitment, we will:
[Date]
• Set locally-owned and determined commitments and actions to reduce
carbon emissions and to manage climate impacts. These will be specific,
measurable and challenging;
• Publish our commitments, actions and progress, enabling local
communities to hold us to account;
• Share the learning from our experiences and achievements with other
councils; and
• Regularly refresh our commitments and actions to ensure they are current
and continue to reflect local priorities.
BLABY DISTRICT COUNCIL
[Signature of Leader]
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BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Green Space Strategy
Report author
and contact
details:
Portfolio Holder:
Status: Public
1. Purpose of Report
Phill Turner
Health & Recreation Manager
Pavilion
0116 2727647
Cllr David Clements, Portfolio Holder for Corporate
Services, Performance & Leisure
1.1 To approve a Green Space Strategy for the Council.
2.
2.1
3.
3.1
Recommendation to Council
That the Green Space Strategy at Appendix 1 be approved.
Reason for Decision Recommended
The Council needs to develop and adopt a Green Space Strategy in order
to strengthen its strategic approach to the provision of green space within
the District and ensure a co-ordinated approach with partners.
4. Forward Plan
4.1 Yes
5. Key Decision
5.1 Yes
6. Matters for Consideration
Agenda Item 18
6.1 At present the Council does not have a Green Space Strategy and therefore
has no formalised strategic direction for green space.
6.2 Green space is an essential ingredient of successful neighbourhoods and it
provides a wide range of social, economic and environmental benefits to local
communities. There is huge national demand for better quality green spaces.
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Surveys repeatedly show how much the public values them, while research
reveals how closely the quality of green spaces links to levels of health, crime
and the quality of life in every neighbourhood. Well designed green space
provides space for recreational activities, improving physical health and
fitness and improving mental health and well being.
6.3 National best practice guidance for developing Green Space Strategies has
been used to provide the structure of the Green Space Strategy.
6.4 An earlier version of the Green Space Strategy was brought to Cabinet
Executive on 11 June 2012 (minute 48 refers). Following Scrutiny ‘call in’ a
further report was taken to Cabinet Executive on 30 July 2012 (minute 101)
withdrawing the Strategy: recognising it needed further development work and
consultation. This process is now complete and the version appended to this
report is a complete revision taking on board the views of the Council’s
Scrutiny Commission and those of local Parish Councils and other external
community groups.
6.5 The Strategy now has a clear purpose, to:
• Provide a shared vision for the future and ensure linkages are evident.
• Provide a framework for Parish / Town Council’s and community
groups.
• Help to identify improvements required and to set priorities.
• Help make the case for funding opportunities and planning obligations.
• Be responsive to the changing financial, planning and policy
environment.
� Understand and manage public expectations in relation to green space
issues.
• Improve access and usage.
6.6 To deliver the strategy an action plan has been developed using the following
themes:
• Provide - we will seek to provide sufficient accessible green space to
meet current and future demand
• Improve - we will seek to maintain and raise the quality of our green
spaces
• Connect - we will work in partnership to develop and manage
continuous green networks for people and wildlife
• Involve - we will work in partnership with the community and
stakeholders to develop, manage and promote green spaces
• Resource - we will seek to ensure sufficient resources are available to
develop, manage and maintain green spaces
• Sustain - we will work to ensure that the management of our green
spaces have a positive impact on people, the local economy and the
environment
• Conserve - we will ensure that green space biodiversity, landscape
and natural heritage is protected and conserved
6.7 The action plan will be monitored through quarterly Portfolio Reports and
internal working groups and will remain a working document.
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6.8 The Strategy has been developed jointly with our partners, through
consultation with related statutory and voluntary sector organisations, service
providers and customers.
7. Other Relevant Considerations
Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
concern in relation to this report.
Legal Implications
There are no legal implications.
Human Resources Implications
There are no human resources implications.
Risk Assessment & Business Continuity
There are no risks, business continuity or resilience issues associated with
this report.
Equalities
An EINA has been carried out and any adverse impacts identified have been
mitigated in the EINA Action Plan.
Nottingham Declaration and Climate Change
Climate Change has been considered within the strategy. On page 4 of the
strategy it is stated that in delivering the strategy we will recognise the
changing climate and manage sites accordingly.
Crime & Disorder
Through the strategy we will work to reduce anti-social behaviour (ASB) by
implementing good design principles and by working with local agencies to
address ASB when it occurs.
8. Other Options Considered
8.1 To not adopt the strategy – this would continue the present position with
uncertainty around required provision and lack of clarity of role and ownership
of sites.
9. Appropriate Consultations
9.1 Consultations with internal and external partners have been undertaken with
139 comments, suggestions or amendments put forward.
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9.2 The following internal groups were consulted:
• Green Infrastructure Forum
• S106 Working Group
• Management Board
• Scrutiny Commission
• Cabinet Briefing
• Cabinet Executive
• Quality Services Working Group
9.3 The following external partners were consulted:
• Environment Agency
• Natural England
• Leicestershire and Rutland Wildlife Trust
• The Woodland Trust
• Parish Council’s
• Leicestershire Access Forum
• The Friends of Fosse Meadows
• Stepping Stones
• Leicester City Council
• Leicestershire County Council
10. Financial and Efficiency Implications
10.1 There are no financial implications arising directly from the adoption of the
strategy. Implementation of the action plan will have budgetary implications
which will be subject to the usual budgetary processes.
11. Appendices to this report
11.1 Appendix 1 – Green Space Strategy
12. List of Background Papers
• Planning Policy Guidance – PPG17: Planning for Open Space, Sport and
Recreation (2002)
• Urban Green Spaces Task Force report – Green Spaces Better Places (2002)
• Living Spaces, Cleaner, Safer, Greener (2002)
• European Landscape Convention
• The Natural Environment & Rural Communities (NERC) Act
• Green Space Strategies – A Good Practice Guide (2004)
• 6C’s Green Infrastructure Strategy (2010)
• East Midlands Green Infrastructure Scoping Study (2009) & Stepping Stones
Project
• Leicester, Leicestershire and Rutland Landscape and Woodland Strategy
• Building a Big Society for our area – A Community Plan for Blaby District
(2011)
• Blaby District Council Local Development Framework (LDF) Core Strategy
Submission Version (January 2012)
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• Blaby District Council PPG 17 Open Space, Sports & Recreation Facilities
Assessment (2009)
• Blaby District Council Children’s Play Strategy (2007-2012)
• Local Health Data (various sources)
• Leicester, Leicestershire & Rutland Biodiversity Action Plan
• Areas of Separation Policy (included in Core Strategy)
• Countryside Policy (included in Core Strategy)
• Leicestershire Rights of Way Improvement Plan
• Leicester City Rights of Way Improvement Plan
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Legal Services Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
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REPORT END

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Page 200

BLABY
GREEN SPACE
STRATEGY 2012
Draft – October 2012
Page 201

Introduction p.3
Purpose of the Strategy
Scope
Vision for our Green Space p.4
How will we deliver this?
Current Green Space Provision p.5
Consultation Key Findings p.5
Green Space Standards & Practice p.6-7
Summary of Green Space
Standards
Assessing Green Space
Adoption, Ownership
and Management
Disposal or Leasing
of Sites
Developer Contributions
Safeguarding Green Space
Partnership Working
Blaby District Council Strategic Sites p.8
Delivering the Strategy p.8
2
Action Plan
Evaluation & Review
Page 202

Blaby District Council has risen to the challenge of preparing a strategy for its green
spaces in the light of the current fi nancial situation to make the greatest use of the
resources and meet the needs of local residents. The Green Space Strategy is one of
a number of plans refl ecting the Community Plan and will inform the development
of the Council’s Local Development Framework. The Strategy will inform planning
policy and enable the Council to protect and enhance Green Spaces. The strategy
should become the reference point for all the Council’s decisions in relation to the
design, development, management, maintenance and funding of green spaces.
Purpose of the Strategy:
Scope
Provide a shared vision for the future and ensure the linkages are evident
Provide a framework for parish / town councils and community groups
Help to identify improvements required and to set priorities
Help make the case for funding opportunities and planning obligations
Be responsive to the changing fi nancial, planning and policy environment
Understand and manage public expectations in relation to green space issues
Improve access and usage
The scope of this strategy will include the following classifi cations of green space:
Green Space Classifi cation Description
Parks and Recreation Grounds Recreation grounds, parks, and formal gardens often with a wide range
of uses
Outdoor Sports Space Fixed sports spaces that are accessible to the public (sports pitches, tennis
courts etc)
Children’s and Young People’s Space Equipped space (play areas) and provision for teenagers (multi-use games
areas)
Informal Open Space Spaces open and free to use but neither laid out or managed for a specifi c
function
Natural Green Space Natural Green Space open to the public (meadows, river fl oodplain & woodland)
Allotments Areas for people to grow their own produce and plants
Churchyards and Cemeteries Churchyards & cemeteries which can provide a tranquil haven for people
and wildlife
Green Corridors Green links from urban areas to the countryside and other settlements
Green Wedges Strategic green space to prevent settlements merging and to guide development
Public Rights of Way Public rights of way can include bridleways, paths and cycle routes
Civic Spaces This includes Market Squares, often in busy shopping areas
Sites of Special Scientifi c Interest (SSSI) Sites designated as being ecologically or geologically important
Page 203
3

The Strategic vision for Blaby’s green spaces was developed by the Council’s Green
Infrastructure Forum with key stakeholders and has the support of Elected Members.
The strategic vision for Blaby’s green space strategy is shown below:
“ To provide green spaces that make a positive contribution to the quality and
diversity of the local environment and to the health and well-being of our residents.
Our green spaces can be used, valued and enjoyed by everyone.”
4
How will we deliver this?
Promote our green spaces to increase usage
and encourage the use of green spaces as part
of a healthy lifestyle
Listen to the views of local residents about what
they want in relation to green space
Provide events and activities on our green spaces
Reduce defi ciencies in green space across the
district through the planning system
Prioritise our green space sites and identify sites
of strategic importance
Prioritise investment and improvements at our
green space sites
Work in partnership with Parish / Town Councils
and other relevant organisations to ensure a coordinated
approach to green space issues.
Monitor this strategy and review it annually.
Encourage voluntary & community groups to
participate in the management & development of
green spaces.
Manage & maintain green space sites to provide
quality local facilities.
Recognise the changing climate and manage sites
accordingly.
Page 204

2.5
2.0
1.5
1.0
0.5
0
The charts below provide an overview of the supply and defi ciencies of green space
throughout the District:
Category Current level of provision
(Hectares/1000 population)
Current level of provision (hectares/1000 population)
National standard (hectares/1000 population)
Allotments Children and
young people
Churchyards
and cemetaries
Informal
open space
Natural
green space
National standard
(Hectares/1000 population)
Allotments 0.16 0.3
Children and young people 0.05 0.3
Churchyards and cemetaries 0.19 0
Informal open space 1.31 0.5
Natural green space 2.24 1
Outdoor sport 1.52 1
Parks and recreation grounds 0.41 0.8
Outdoor
sport
Parks and
recreation grounds
A range of consultation has taken place with residents in relation to green space,
including a Community & Young Persons survey, a Public Satisfaction with Parks
& Open Spaces report and the Blaby Residents survey. Common themes can be
drawn from these different consultations, these are shown below:
Increasing the amount of provision for teenagers
Increasing the amount of park furniture (benches, bins & lighting)
Reducing the amount of dog fouling
Satisfaction levels with open spaces remains high
Only a small proportion of local residents want to
volunteer at a local open
space.
Page 205
5

The following information highlights key standards and practice which will be
undertaken by the District Council when managing green space:
Summary of Green Space National Standards
This table below summaries the proposed quantity and access standards for green
space across the District.
Typology Quantity Standard Access Standard
Parks and Recreation Grounds 0.8 ha/1000 800 metres (15 mins straight line walk time)
Outdoor Sports Space 1.0 ha/1000 480 metres (10 mins straight line walk time)
Children & Young People’s Space 0.30 ha/1000 Junior Provision – 450m (just under 10 mins straight line walk time)
Youth Provision – 800 m (15 mins straightline walk time)
Informal Open Space 0.5 ha/1000 480 metres (10 mins straight line walk time)
Natural Greenspace 1.0 ha/1000 960 metres (20 mins straight line walk time)
Allotments 0.3 ha/1000 480m (10 mins straight line walk time)
A comparison with existing provision establishes the following key themes:
Assessing Green Space
Existing green space and new green space submitted through the planning process
will be assessed against a strategic criteria to determine its strategic value. The
Council’s criteria for assessing green space is based on the following elements:
6
Protect and enhance existing sites
Increase play areas and facilities for
young people
Increase and improve rural provision
Usage
Facilities
Size
Biodiversity & wildlife
Develop multi-functional sites
Improve access and quality of sites
Increase allotment provision
Utilise existing natural green space
Linkages to strategic green
infrastructure / wedges or corridors
Other considerations
(historical and cultural)
This strategic value will be used to determine our approach to adoption, ownership
and management to help establish future priorities and create a positive change in
service delivery.
Adoption, Ownership and Management
Following the above assessment, the process below will be followed to determine
who will take ownership of the site:
Stage 1 – Blaby District Council to adopt (if no, progress to stage 2)
Stage 2 – Parish / Town Council to adopt (if no, progress to stage 3)
Stage 3 – Management Company to adopt (minimum standards to be applied)
Page 206

Disposal or Leasing of Sites
The Council will use the following criteria when considering any sites for disposal
and in relation to any requests made to BDC by Parish / Town Councils or Community
Organisations wishing to take ownership of a BDC site:
Is there suffi cient quantity
in the locality?
Is there suffi cient access to
other similar opportunities?
Is there suffi cient quality in the locality?
What is the current and future value of the land?
Will the green space be improved or
alternative/additional facilities provided?
The District Council will endeavour to re-invest into green space sites with receipts and
maintenance resources released from any such arrangements.
Developer Contributions
Contributions are typically secured against residential development but can also be
required for non residential development if it would have an impact on the area. The
provision of infrastructure, facilities and services which are required by a planning
obligation should, where possible, be provided on site. However, there will be
circumstances where this may not be practical or appropriate. In these circumstances,
the Council will seek fi nancial contributions towards the provision and / or maintenance
of infrastructure, facilities and services at an alternative off-site location.
In relation to off-site contributions, due to the variation between sites and locations of new
residential housing developments, it is considered to be impractical (given the time scale
allowed to determine planning applications) to individually cost up each application where
an off-site contribution is required. Therefore the Council has developed a standard formula
for calculating the cost of providing the required facilities offsite. This model considers
the diverse range of recreational, play and sporting needs of the community along with
providing areas natural green space that will benefi t wildlife and ecology.
Planning legislation requires for these off-site contributions to be invested in local
infrastructure that will benefi t the residents of the new development. The Council has
established a Working Group to make recommendations on how these contributions are
used in consultation with local Parish / Town Councils.
Safeguarding Green Space
The National Planning Policy Framework (NPPF) provides against building on green
spaces and the sites of sports and recreational buildings for non-recreational uses. The
NPPF indicates that local communities can identify for special protection green areas of
particular importance by designating land as Local Green Space. Green Wedges and Areas
of Separation along with their detailed boundaries will be reviewed through the District
Council’s Allocations, Designations and Development Management Plan Document.
Partnership Working
We will work in partnership with the County Council, Parish / Town Councils and
Community Groups to manage and enhance our green spaces. The Council needs to
develop strong relationships with external organisations and its residents to provide,
develop and enhance services. It will continue to work with its partners to improve
the District’s green spaces, from listening to what local users want to adopting new
ideas on their use, layout and management.
7
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The sites listed below are the District Council’s strategic sites (these sites have the highest
score using the assessment described on p6 and will be prioritised for investment)
8
Fosse Meadows (Sharnford)
Bouskell Park (Blaby)
Glen Hills Nature Reserve (Glen Parva)
Crow Mills Way (South Wigston)
Osiers Nature Reserve (Braunstone)
Action Plan
An Action Plan has been developed to implement the Strategy, this will deliver
against the following strategic themes:
Provide - we will seek to provide suffi cient accessible green space to meet
current and future demand
Improve - we will seek to maintain and raise the quality of our green spaces
Connect - we will work in partnership to develop and manage continuous
green networks for people and wildlife
Involve - we will work in partnership with the community and stakeholders
to develop, manage and promote green spaces
Resource - we will seek to ensure suffi cient resources are available to
develop, manage and maintain green spaces
Sustain - we will work to ensure that the management of our green spaces
have a positive impact on people, the local economy and the environment
Conserve - we will ensure that green space biodiversity,
landscape and natural heritage is protected and conserved
Evaluation and Review
The Green Space Strategy will be monitored and evaluated
through the following mechanisms:
The Council’s Green Infrastructure Forum
The Council’s Planning Obligations Monitoring Group
Public Satisfaction Surveys
Quality Audits
Regular Strategy Updates and Annual Review
Cabinet Executive Portfolio
Reports
Tel: 0116 275 0555
www.blaby.gov.uk
Page 208
Jubilee Park (Enderby)
Whetstone Way (Whetstone)
Whistle Way (Narborough / Enderby)
Countesthorpe Country Park

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 November 2012
Subject: Update on Pavilion Capital Expenditure
Report author
and contact
details:
Portfolio Holder:
• Jon Wells
Status: Public
1. Purpose of Report
• Group Manager, Regulatory and Leisure Services
• Council Offices
• 0116 2727545
Cllr David Clements – Health Improvement and
Corporate Services Portfolio Holder
1.1 To provide an update to Members of the Cabinet Executive on the Pavilion
Capital Investment proposals approved on 4 July 2011 (minute 63 refers).
1.2 Members are asked to approve in principle further investment.
2.
2.1
2.2
3.
3.1
3.2
Recommendations
That Cabinet Executive defers a decision on the Driving Range Project until
early 2013.
To approve additional capital expenditure of £25,000 for the refurbishment
of changing areas/squash courts/ancillary facilities
Reason for Decision Recommended
To allow further consideration and examination of the options for the driving
range in the light of tender prices received.
The proposals will address identified weaknesses with the current offer and
maintain the building to a proper standard.
4. Forward Plan
4.1 Yes
5. Key Decision
5.1 Yes
Page 209
Agenda Item 19

6. Matters for Consideration
6.1 Cabinet agreed the following investment programme for the Pavilion on 4 July
2011 (minute 63 refers).
1 Golf driving range £225,000
2 Refurbishment of changing rooms, squash
courts etc
£40,000
3 Replacement of all weather pitch £22,000
4 Development of fitness suite and dance
studio
£40,000
5 Car parking £53,000
Total £380,000
Appendix 1 provides an update of capital spend to date and the latest position
with the investment programme.
6.2 This report seeks authority to vary from the original capital investment as
follows:
1 Golf driving range £225,000 Defer a
decision
until early
2013
2 Refurbishment of changing rooms, squash
courts etc
£40,000 £65,000
3 Replacement of all weather pitch £22,000 £22,000
(completed)
4 Development of fitness suite and dance £40,000 £40,000
studio
5 Car parking £53,000 £53,000
Total £380,000 £180,000
The capital programme can be scheduled for completion within the next six
months. During this time further consideration can be given to the driving
range project to enable a more detailed proposal to be brought forward for
future deliberation.
7. Other Relevant Considerations
7.1 Human Rights Act 1998
Human rights have been considered but there are no overarching matters for
concern in relation to this report.
7.2 Legal Implications
There are no legal implications.
7.3 Human Resources Implications
Additional employment will be provided through the management of the
Driving Range, increased catering and supervision of new activities.
7.4 Risk Assessment & Business Continuity
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The risks associated with these proposals are mainly financial:
Firstly, if the centre doesn’t continue to offer a product which meets customer
Expectations the income will decline. This investment is therefore designed to
keep the offer relevant to today’s demands and thereby minimise this risk.
Secondly the report identifies anticipated levels of income. If these are not
achieved the return of investment will take longer. The anticipated usage,
customer demand and likely income levels have been examined closely and
are considered to be realistic. Competitor analysis has been undertaken and
there is a clear under provision of the intended facilities in this area. The
proposed developments will compliment the facilities offered at Enderby and
enhance the viability of both sites.
These proposals will not affect the Council business continuity and resilience
plans and will not create new critical services.
7.5 Equalities
The proposals seek to address issues relating to gender, age and sexual
orientation and the new facilities will be designed to be fully accessible by all
groups. An EINA has been carried out and the proposals positively address
identified under provision for some age groups and some barriers to
participation for other groups.
7.6 Nottingham Declaration and Climate Change
The Pavilion has achieved very significant reductions in its energy and water
consumption over the past two years.
7.7 Crime & Disorder
The proposals are intended to reduce incidents of crime and disorder by
offering alternative activities for young people. The design of the
development will seek to minimise the possibility of vandalism, etc.
8. Other Options Considered
8.1 Do nothing – if the Pavilion doesn’t continue to offer a product which meets
customer expectations the income will decline. This investment is therefore
designed to keep the offer relevant to today’s demands and thereby minimise
this risk.
9. Appropriate Consultations
9.1 Through the Planning process for the Golf Driving Range. There will be
consultation with Young people, Sport England on the details of the proposals
moving forward.
10. Financial and Efficiency Implications
10.1 The finance implications assume the project is funded through a loan repaid
over 10 years with an interest rate of 2.5%. This is done for illustrative
purposes to show funding costs. Actual treatment of returns will be
determined in accordance with treasury and investment strategy.
A summary of all the finance information is provided in Appendix 2 along with
assumptions made.
Page 211

11. Appendix/Appendices to this report
11.1 Appendix 1 – Details of the Proposed Developments and Update
11.2 Appendix 2 – Financial and Efficiency Implications
12. List of Background Papers
12.1 Cabinet Executive 4 July 2011
The following Officers/Members have been consulted:
(insert � below to show relevant consultation has taken place)
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Corporate Services Group Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
Page 212

Appendix 1 - Details of the Proposed Developments.
1. Golf Driving Range
It is proposed to design build and operate a golf driving range on the open land at
the rear of The Pavilion in Huncote. Research indicates that the site would be a good
venue / location for such a facility. Flood lighting – essential to enable all year round
use – is recognised as a potential problem in terms of impact. It is proposed
therefore to use lights mounted on columns around the range with light directed
inwards and down to minimise light pollution and spread. The proposed site has a
public footpath running across it and this would need to be diverted.
Reasons
• Good location for the development of a Golf Driving Range
• Uses underutilised land and is a suitable leisure use for a contaminated and
unstable former landfill site.
• Provides a new income stream
• Will increase the range of facilities on offer to some of the Pavilions target groups
e.g. Young People.
• Low operating costs which minimises financial risk
Financial
The capital cost is estimated at £225,000
Revenue costs include;
• Staffing – one part time staff member to cut grass, collect balls, etc. (£11,000pa)
• Maintenance (catered for within an overall provision of a part time maintenance
employee working 10 hrs per week at the centre - £4,000pa)
• Fuel costs – flood lighting (£3,550pa)
Additional income is estimated at £125,000 pa.
Potential Barriers
• Planning consent required
• Footpath realignment will be necessary
• Additional car parking will be needed
Update
The 16 bay driving range proposed to the rear of the centre has now received
planning consent, diversion routes for the public footpath have been agreed and the
building design and landscaping scheme approved. Several matters have since
arisen which now require closer consideration before proceeding, in particular the
substructure of the building, lighting requirements and perimeter
fencing/landscaping. A further report will therefore be brought to Cabinet early next
year with further detail on this project. Initial tender prices suggest the budgeted
figure of £225,000 is someway short of the initial estimated cost of £400,000. In
addition NNDR costs attributable to the driving range are £8015 per year.
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2. Refurbishment of Changing areas / Squash courts / Ancillary facilities
It is proposed to fully overhaul the changing facilities (including floors, walls and
seating arrangements, giving attention to colour schemes and utilising materials to
minimise ongoing maintenance costs), refurbish and decorate squash courts and to
provide heating to the squash court corridor. The intention is to provide facilities to a
standard similar to that available at Enderby.
Reasons
• The existing provision for male and female changing is in urgent need of attention.
The open communal showers in the male change are considered to be a barrier to
participation by some segments and the changing facilities generally are looking tired
and whilst staff work hard to keep them clean and to a level that meets customer’s
expectations, they are dull and dingy with mould at high levels. They currently fall
below the current expectations of customers and as such represent a risk to the
continued levels of usage and income.
• The only heating in the squash court area is provided by radiant electric heaters in
the courts themselves. The glazing of openings between the squash area and the
main sports hall carried out many years ago resulted in disruption to the air
movement within the building. This means that the corridors get very cold in the
winter months as do the courts when they are not in active use. The original tiled
floor is still in place; replacement tiles are not available as they are now
discontinued.
• The Squash courts need redecoration and some require continual of the wall
plaster due to general deterioration due to age and usage. The need to add value
and properly maintain our squash facility is of growing importance with the continued
reduction of alternative squash venues in the area which is creating an opportunity to
benefit.
• The Pavilion now has 4 Squash teams competing in local Leagues and socialising
at The Pavilion, in 2008 there was only 1 team and little or no social or club
networking. This demonstrates the potential for growth and increasing income
through secondary spend in the centre.
Financial
The capital cost of the works is estimated to be £40,000
It is proposed to make provision for increased staffing of the bar (12 hours per week)
to cater for increased centre usage arising from all the developments (£4,400pa)
(actual spend will depend on demand and income will more than balance
expenditure).
The refurbishment will help to reduce the risk to the current annual income of
£150,000pa.
Potential Barriers
• None identified
Update
It is now proposed that this refurbishment be extended into the main staircase area
to encourage greater use and development of the existing bar and kitchen facilities.
The initial cost for this is in the region of £65,000. The potential for growth is
demonstrated as 5 squash teams competing in local leagues in Leicestershire are
based at the Pavilion with this now becoming the preferred choice within the area.
Page 214

3. Replace Astro Turf external court surface with a 3G rubber crumb.
It is proposed to remove existing astro turf surface from one external court and
replace with 3G rubber crumb surface similar to existing surface on the other
external court. There are two external courts,1 of which is an astro turf surface and
the other is state of the art 3G Rubber crumb. These surfaces were both laid in 2007
and it was decided then to install astro turf on one as it offered the potential for a
range of sports such as tennis , netball etc. In practice these games have never
been taken up and the court is underutilised as customers playing 5-a-side football
have a strong preference for the 3G surface.
Reasons
• 3G Surface out sells astro 2 to 1 and many court hires are lost.
• Tennis, netball and multi sports have not taken off and with 5 a side now being as
popular as it is there is a potential to increase sales of court time on another 3G
surface
• There is now the opportunity for multi sports to be played on 3G.
• The existing maintenance programme would be amended and less equipment
required - reducing costs.
• There is an opportunity to increase footfall and secondary income generation.
Financial
The capital cost of the work is estimated to be £22,000
Assuming the resurfaced court is used as often as the existing 3G court an additional
£5,000 income pa would be realised.
Payback on investment on this basis alone would therefore be achieved in under 5
years.
Potential Barriers
• None identified
Update
This work was completed on budget (£22,000) and has increased income above
projections by £2,000 in the first year.
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4. Fitness Suite and Dance Studio Development
The Fitness suite is under utilised and currently has old equipment that is fast
approaching the end of its life span. Replacing with the same equipment is
considered to have little or no prospect of generating a return or enhancing the
programme on offer. It is proposed to remove all gym equipment from the fitness
suite. Mobile equipment will be added to enable the space to also be used as a
versatile multi activity area, aimed particularly at 6 -16 year olds. This equipment can
also be utilised in the Dance Studio, elsewhere around the building or even in our
parks and open spaces.
The Dance Studio was created in 2007 from a squash court. It is now in need of
redecoration and currently offers 5 classes per week, doubles up as a overspill
meeting room and is well used during school holidays for the successful kids activity
schemes that have been running since the summer of 2010. The Dance studio will
have a mirror wall added and new equipment which will include a Transverse
Climbing Wall which is a virtual climbing experience generated by computer.
Reasons
• The Fitness suite space can be better utilised to increase footfall.
• The gym equipment is fast approaching the end of its life and will require
investment with little or no additional return.
• The new offer better supports the Councils corporate aims with respect to 6-16 year
olds and the disabled, community segments currently under provided for within our
programmes.
• Creates funding opportunities and has the potential to reduce anti social behaviour
in the district
• Is attractive to schools and emergency services and other community groups.
• Reduces the risk of obesity in young people.
• The offer for 6-16 years would fill a gap in provision and provide a complete range
of activities from birth to retirement and beyond thereby addressing more fully the
ambitions around Healthier lifestyles and reducing obesity.
Financial
The Capital Costs of the work is estimated at £40,000.
Revenue spend is planned to include additional Dance/Activity leader wages (19 hrs
per week) £11,300pa (actual spend will depend on demand and income will more
that balance expenditure).
Potential Barriers
• None identified
Update
The proposal and cost estimate has not changed from that approved by Cabinet in
July 2011. The costs estimate remains at £40,000.
Page 216

5. Additional car parking
The increased usage anticipated would cause parking problems as the capacity is
fully utilised now at peak times. It is proposed to rationalise the car park to create
more spaces and resolve some of the poor layout issues. Additional car parking to
the rear of the Pavilion is also envisaged, particularly for Driving Range users.
Reasons
• Anticipated need for additional capacity
• Desire to rationalise existing car parking and landscaped areas to improve flow and
appearance of the centre.
• Additional car parking to the rear of the Pavilion for Driving Range users.
Financial
This is estimated to require a Capital expenditure in the region of £53,000.
Potential barriers
• Requires Planning Consent.
Update
To support the anticipated increased usage there will be a need to create additional
spaces. This was to be provided in two ways: a new car park at the rear and
changing the layout of the main car park. With a decision to defer the driving range
project it is now proposed that this money is fully utilised to make more effective use
of the current car park area by changing layout.
Page 217

APPENDIX 2 – Financial and Efficiency Implications
All Weather Pitch
Capital investment £22,000
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
£ £ £ £ £ £
Income 7,000 7,175 7,354 7,538 7,727 7,920
No Additional Rev Expenditure 0 0 0 0 0 0
Cost of Capital Borrowing 2,201 2,201 2,201 2,201 2,201 2,201
Interest 550 550 550 550 550 550
Profit/(Loss) 4,249 4,424 4,603 4,787 4,975 5,169
Fitness & Dance Studio
Capital investment £65,000
Income 9,000 9,225 9,456 9,692 9,934 10,183
Establishment costs 5,000 5,050 5,101 5,152 5,203 5,255
Cost of Capital Borrowing 4,000 4,000 4,000 4,000 4,000 4,000
Interest 1,000 1,000 1,000 1,000 1,000 1,000
Profit/(Loss) (1,000) (825) (645) (459) (269) (72)
Squash & Changing Room Refurb
Capital investment £40,000
Income - Vending 6,000 6,000 6,000 6,000 6,000 6,000
Income - Squash court 2,000 2,000 2,000 2,000 2,000 2,000
Vending costs & consumables 4,600 4,600 4,600 4,600 4,600 4,600
Cost of Capital Borrowing 6,500 6,500 6,500 6,500 6,500 6,500
Interest 1,625 1,625 1,625 1,625 1,625 1,625
Profit/(Loss) (4,725) (4,725) (4,725) (4,725) (4,725) (4,725)
Car Park
Capital investment £53,000
Cost of Capital Borrowing 5,300 5,300 5,300 5,300 5,300 5,300
Interest 1,325 1,325 1,325 1,325 1,325 1,325
Profit/(Loss) (6,625) (6,625) (6,625) (6,625) (6,625) (6,625)
Summary
Income 24,000 24,400 24,810 25,230 25,661 26,103
Revenue Costs 9,600 9,650 9,701 9,752 9,803 9,855
Cost of Capital Borrowing 18,001 18,001 18,001 18,001 18,001 18,001
Interest 4,500 4,500 4,500 4,500 4,500 4,500
Total Profit/(Loss) (8,101) (7,751) (7,392) (7,023) (6,643) (6,254)
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Note: The investment in the All Weather Pitch has taken place and is generating income above that originally
anticipated. Assumptions. Interest is based on 2.5% PWLB borrowing rate over 10 years. Element of the capital
investment are written over the estimated life of 10 years.
Page 218

BLABY DISTRICT COUNCIL
Meeting: Cabinet Executive
Date: 19 th November 2012
Subject: Strategy for Supporting Vulnerable People
2012-2014
Report of: Teresa Neal
Community Services Manager
Council Offices
0116 272 7785
Portfolio Holder:
Status: Public
Cllr. D. Jennings
Community Services Portfolio Holder
1. Purpose of Report
1.1 To advise Members of the new Vulnerable Persons Strategy and to
recommend endorsement of the strategy.
2.
2.1
3.
3.1
Recommendation / Recommendation to Council
That the Vulnerable Persons Strategy be approved.
Reason for Decision Recommended
Blaby District Council is committed to ensuring access to our services is
available to all parts of our community including those that are the most
vulnerable.
4. Forward Plan
4.1 Yes.
5. Key Decision
5.1 Yes.
Agenda Item 20
6. Matters for Consideration
6.1 At present the Council does not have a Vulnerable Persons Strategy and
therefore has no formalised strategic direction.
6.2 Blaby District Council is committed to assisting vulnerable people in
sustaining independent living. We will throughout our business processes
ensure that vulnerable and potentially vulnerable people are identified at an
early stage and receive the appropriate advice and support either through
direct service provision or through partnerships with key stakeholders such as
Leicestershire County Council, Police and voluntary sector.
Page 219

6.3 The Strategy outlines an approach which will meet the expectations of
vulnerable people and their supporting agencies whilst meeting the overall
objectives of the Government, including the focus on supporting families
without compromising Blaby District Council’s business objectives.
6.4 The purpose of the strategy is to ensure services to vulnerable adults are
more personalised, more preventative and more focused by:
• Providing a shared vision and commitment to assisting vulnerable people
• Improved access and usage of services by vulnerable people
• Ensuring all departments within Blaby District Council consider the impact of
any changes in service provision, funding or policies on vulnerable people.
• Vulnerable people are consulted and help us shape services of the future.
• District and parish councillors understand what we mean by vulnerability and
know where to refer individuals and families to.
• The safeguarding of vulnerable adults and children is considered in respect of
any information we become aware of.
6.5 All teams within Blaby District Council should:
• Support people to live as independently as possible and have a good quality
of life.
• Ensure people have the opportunity to make choices and have as much
control as possible over their lives.
• People get the support they need in local and community settings.
• Ensure the most vulnerable people are safeguarded against abuse.
• Support and encourage individuals to adopt a healthier lifestyle and behaviour
and be self-reliant.
• Provide people with information about the range of services available to them
as a first response to need.
6.6 The Vulnerable Persons Strategy 2012-2014 has been developed jointly by
the council and its partners, through consultation with related statutory and
voluntary sector organisations and service providers. The strategy comprises
of the strategy itself, identification of vulnerable people, map of services and
an action plan. The action plan will be reviewed quarterly through the
Vulnerable People & Places Forum.
7. Other Relevant Considerations
Human Rights Act 1998
• Human rights have been considered but there are no overarching matters
for concern in relation to this report.
Legal Implications
• There are no legal implications
Human Resources Implications
• There are some implications in terms of human resources in relation to
ensuring staff and members receive training on what we mean by
vulnerability, identifying and signposting individuals.
Risk Assessment & Business Continuity
• There are no risks, business continuity or resilience issues associated with
this report.
Page 220

Equalities
• An EINA has been carried out and any adverse impacts identified have
been mitigated in the EINA Action Plan.
Nottingham Declaration and Climate Change
• N/A
Crime & Disorder
• The strategy supports the Community Safety Strategy for 2012-2014, in
relation to ensuring that those most vulnerable within our communities
including offenders are supported to reduce the chance of them
reoffending or individuals becoming involved in crime and disorder.
8. Other Options Considered
8.1 There is an expectation on the Council to develop and adopt a Vulnerable
Persons Strategy. There are no alternative options available.
9. Appropriate Consultations
9.1 The consultation period has proved successful with internal and external
partners contributing comments, suggestions and amendments.
9.2 The following internal partners were consulted:
• Service Managers with responsibility for front facing teams & strategic
housing
9.3 The following external partners were consulted:
• Members of the Vulnerable People & Places Forum
• Police
• Leicestershire County Council
• Community Action Partnership
10. Financial and Efficiency Implications
10.1 Recommendation can be implemented within existing resources.
11. Appendices to this report
11.1 Appendix A – Strategy for Supporting Vulnerable People 2012-2014.
12. List of Background Papers
• The Vulnerable People & Places Forum has been operational for over twelve
months and the cases we have dealt with at this meeting have informed this
strategy. The notes from the meeting are confidential as they name
individuals/families but the support required for these persons has helped us
develop both the strategy and the action plan.
• The Vulnerability Action Plan is attached to this report to inform on how we
intend to implement the strategy at an operational level.
The following Officers/Members have been consulted (identified by �):
� Head of Paid Service (Chief Executive)
� S. 151 Officer (Deputy Chief Executive)
� Monitoring Officer (Legal Services Manager)
� Cabinet Executive Portfolio Holder (Cabinet Executive/Council reports only)
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Page 222

Blaby District Council
Strategy for supporting vulnerable people
2012-2014
This document sets out the commitment and approach of Blaby District
Council towards supporting vulnerable people in all aspects of its service
planning and delivery.
Page 223

Contents
Introduction
Section 1 Purpose & Scope
• Local Priorities
• Policies
Section 2 Evidence of local need
• Definition of vulnerability
• Joint Strategic Needs Assessment
Section 3 Identifying Vulnerability
• Vulnerable People & Places Forum
Section 4 Delivering the Strategy
• Support services
• Leicestershire Supporting Families
Section 5 Measuring outcomes
• Social Return on Investment
Section 6 Conclusion & Summary
Appendices
Appendix 1 Identification of vulnerable people
Appendix 2 Map of services
Page 224

A Strategy to Support Vulnerable People within Blaby District 2012
Introduction
Improving the life chances of our most vulnerable residents is a key strategic
priority for Blaby District Council (BDC). We know that increasingly people
with care and support needs expect a better quality of life and services that
are tailored to their needs.
Delivering this requires people to have a real choice and control over services
and access to the resources they need when they need them to ensure they
live a healthy life and remain independent for as long as possible.
Blaby District Council is committed to assisting vulnerable people in
sustaining independent living. We will throughout our business processes
ensure that vulnerable and potentially vulnerable people are identified at an
early stage and receive the appropriate advice and support either through
direct service provision or through partnerships with key stakeholders such as
Leicestershire County Council, Police, and the voluntary sector.
Whilst there continues to be a focus on high performance across the council,
it is essential that we are able to demonstrate that our service provision is
tailored to meet the needs of our most vulnerable customers.
The purpose of this strategy is to ensure services to vulnerable adults are
more personalised, more preventative and more focused.
This strategy outlines an approach which will meet the expectations of
vulnerable people and their supporting agencies whilst meeting the overall
objectives of the Government, including the focus on supporting families,
without compromising Blaby District Council’s business objectives.
The strategy has been informed by national policy such as the Welfare
Reforms, Localism Bill and the Health & Social Care Bill.
Page 225

Section 1 Purpose & Scope
1.1 The purpose of the strategy is to:
• Provide a shared vision and commitment to assisting vulnerable people
• Improve access and usage of services by vulnerable people
• Ensure all services within Blaby District Council consider the impact of
any changes in service provision, funding or policies on vulnerable
people.
• Vulnerable people are consulted and help us shape services of the
future.
• District, Parish Councillors and officers understand what we mean by
vulnerability and know where to refer individuals and families to.
• The safeguarding of vulnerable adults and children is considered in
respect of any information we become aware of.
1.2 The scope of the strategy is that vulnerable people are everyone’s
business. This is supported by Blaby’s principles and our policies
which are detailed below:
• Personalisation – recognition that service users play a central role in
the shaping of their own care.
• Prevention and early intervention - High quality universal services can
act to prevent problems occurring.
• Personal responsibility – To note that prevention is not something
services can do alone and that the empowerment of individuals and
communities is key in people improving their own lives.
• Building Community Capacity – in recognition of the role of active
communities in directly promoting the well being of individuals.
• Service development – to facilitate the growth of an improved range of
service provision (working alongside service users, providers, potential
providers and partners.)
All teams within Blaby District Council will:
• Support people to live as independently as possible and have a good
quality of life.
• Ensure people have the opportunity to make choices and have as
much control as possible over their lives.
• Ensure people get the support they need in local and community
settings
• Ensure the most vulnerable people are safeguarded against abuse.
• Support and encourage individuals to adopt a healthier lifestyle and
behaviour and be self-reliant.
• Provide people with information about the range of services available
to them as a first response to need.
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Section 2 - Evidence of Local Need
.
2.1 Definition of vulnerability
We recognise that we have a responsibility to ensure that the
vulnerable and socially excluded are protected. Our policies and
processes need to be sensitive and provide adequate opportunity for
the less resourceful to access and obtain relevant assistance and
support both in the short term and beyond.
A vulnerable adult is a person aged 18 or over, “who is or may be in
need of community care services by reason of mental or other
disability, age or illness: and who is or may be unable to take care of
him or herself, or unable to protect him or herself against significant
harm or exploitation.” Section 2 “no Secrets”, Department of Health and
the Home Office (2000)
2.2 Those that might be potentially vulnerable therefore include but not
limited to;
• · Supporting Leicestershire Families
• · Tenant under 18;
• · Tenant under 25;
• · Pensionable age;
• · Leaving care;
• · Homeless;
• · First Tenancy;
• · Ex-offender;
• · Fleeing domestic abuse/harassment;
• · Misusing drugs;
• · Misusing alcohol;
• · Neurological impairment;
• · Sensory impairment;
• · Physical impairment;
• · Mental health impairment;
• · Chaotic lifestyle;
• · Literacy;
• · Learning difficulties;
• · Life skills issues;
• · Involvement with Social Services;
• · Cultural/religious/sexual orientation
• · Recently bereaved;
• · Single parent families;
• · Pregnant women (particularly teenagers);
• · Unemployed people;
• · People who are considered to be financially excluded; and
• · Those who have difficulty in understanding, speaking or reading
English.
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2.3 Joint Strategic Needs Assessment (JSNA)
The Blaby JSNA is the primary document which describes the health
and wellbeing needs in Blaby District. It tell us that
• In 2010 the population of Blaby was estimated to be 128200. Around
42% of the population are aged 60 years and over. By 2030 the
population of over 65’s is estimated to increase by 60%.
• In 2010 there were 54100 people over 60 years and 27500 aged over
80.
• In 2010 there are estimated to be around 7500 people in Blaby over
the age of 65 with a limiting long term illness. By 2030 this is estimated
to increase to around 12200, an increase of 63.6%.
• It is estimated that 19, 400 adults are obese, 6.4% of reception
children and 14% of year 6’s.
• 14, 700 adults smoke
• There are an estimated 13700 adults who binge drink (18.2%)
• In 2010 there are estimated 1170 people in Blaby with dementia. By
2030 this is estimated to increase to 2280 people, an increase of 96%.
• In 2010/11 there were 499 people in Blaby registered with their GP as
having a mental health disorder including schizophrenia, biopolar
disorder and other psychoses.
This evidences a greater need for mental health support services.
The facts and figures inform us that in the longer term an ageing
population will mean there will be a rise in demand for health services
and long term care, creating a challenge for the funding of public
services. We will also need to provide more choice in homes for the
elderly. Current supported (sheltered) stock is out of date and fails to
meet decent homes standard. We need to work towards improving the
choice for the elderly.
Alongside this there are those individuals within the district whose
unhealthy lifestyles have a significant impact on people’s quality of life
and ability for people to maintain independence. They also have a
significant impact on the demand for health and social care services.
These choices and behaviours include alcohol, substance use,
smoking and healthy weight.
Section 3 Identifying vulnerability
3.1. The key element is that we identify a vulnerable person at the earliest
possible stage. Identification can be difficult as vulnerable people often
demonstrate quite rational and normal behaviour with the
characteristics being fragmented, obscure and particular to individuals.
Identification of a vulnerable person can occur at any time during the
course of an individuals’ contact with us and staff should ensure that
they use any contact as a way by which potential vulnerability can be
identified.
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3.2 Blaby District Council will use all the sources of information available to
help us to identify vulnerability. It is more difficult where a vulnerable
person is not on our radar and this is where we need staff and
councillors to share knowledge with the Community Services Team.
The sharing of this information then allows the team to support the
vulnerable person using a range of tools that are available to us.
3.3. The current service provision at BDC has a breadth of experience of
supporting people in independent living across a wide range of client
groups such as, households where there is Domestic Abuse; rehousing
of high risk offenders, drug and alcohol users, families with complex
needs, children with behavioral difficulties; etc. Many of the service
users span several groups and over 30% have mental health
difficulties. BDC workers have developed skills and expertise at
working with clients on many issues simultaneously.
3.4. Alongside this the Vulnerable People & Places Forum (VPPF) allows
those individuals or families that are identified by other teams within the
local authority, partners and other external organisations to be brought
to a multi agency meeting to discuss their needs and ensure the
relevant support is put in place. A single referral process is used which
all internal teams and external agencies have adopted.
3.5. In anti social behaviour cases a ‘vulnerability matrix’ is completed
which prompts a series of questions and subject areas aimed at being
able to identify and determine the extent of vulnerability. Where the
matrix comes out as high risk then a referral to the Vulnerable People
and Places Forum (VPPF) is made automatically.
3.6. The completion of the referral form and in ASB cases the vulnerability
matrix enables us to assess what support if any is required. In
particular we will ensure;
• Appropriate agencies are advised of the service user’s circumstances
and if required a referral made for specialist support
• Policy and procedures are adopted and regularly reviewed to ensure
synergy across disparate teams
• Capture and record all relevant details and actions through the VPPF
• Where appropriate hold to account agencies to ensure actions are
followed through.
• Individual/family will remain as a case at the VPPF until their risk has
been reduced or the case has moved to the responsibility of one
agency.
3.7. The purpose of identifying potential vulnerability is to ensure that the
service provided is wherever possible tailored to meet the needs of the
individual. Where we do not directly provide a service, identifying
vulnerability can prompt staff to signpost people to relevant
organisations that can provide support.
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3.8. We have access to a great deal of information through direct and
indirect contact with individuals. Whilst sensitivity and discretion are
obviously important in protecting the privacy of individuals it is essential
that data is shared amongst different sections of the organisation and
partners, and is used to maximum effect to ensure that vulnerable
people are known and identified. Data will be shared in line with the
Data Protection Act. It is also important that internal relationships are
effective especially the relationship between key teams such as our
Environmental Health Officers and those officers who work within the
Community Services Group.
Section 4 - Delivering the strategy
4.1. The pathway by which vulnerable people are identified and potentially
supported is outlined in Appendix 1 .The provision of support may be
long term or may also be time limited to enable an individual to gain the
skills, motivation and confidence to move on to greater independence.
4.2. Level of support and roles of support services will be determined
following an assessment of individual’s circumstances.
4.3 Blaby District Council provides the following services:-
• · Domestic abuse outreach service
• · Substance use support
• . Alcohol Support Group
• · Resident Support
• · Children’s Worker
• · Anti Social Behaviour
• · First Contact
• · GP referral scheme
• · Home Security Scheme
• · Youth provision via BB19 Bus
• · Financial & Debt management advice
• · Benefit & Housing advice
• · Positive Activities for Young People
• · Disability Facilities Grant
• .Environmental Protection
• · Translator service
• · Assisted bin collection
• . Memo cameras
4.4 Provision provided by external agencies includes:-
• · Befriending service
• · Victim support for people who have been victims of ASB or hate
• · Mental Health Forum
• · Carers Forum
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• · Children’s Centres, associated provision through these
• · Place to grow
• · 20:20 mentoring
• . Safe Inside Safe Outside
• Housing Related Support from Nottingham Community Housing
Association
• Employment support by Acorn Training
Please see Appendix 2 map of services.
4.5 Vulnerability can affect an individual, a couple and families. The
Government is committed to significantly improving outcomes for
families and their children while reducing the current costs to the public
services. Leicestershire Supporting Families Programme will roll out in
April 2013.
The service will be provided for families across Leicester,
Leicestershire & Rutland across housing tenures and referrals will
come from a wide range of services including self-referrals, local
Registered Social Landlords, Social Services, Health, Education,
Police, Probation and Voluntary Sector agencies. This will build on the
work we already undertake as detailed within this strategy with
vulnerable people.
4.6 The family workers will network with other local initiatives and the full
range of statutory agencies to build a network of support to assist
families to settle into the area, break social isolation and to improve the
quality of family life. It is anticipated that the workers will sit within a
multi-disciplinary team to aid this initiative. The emphasis will be on
supporting and empowering service users to build on their independent
living skills and parenting skills.
4.7 The eligibility criteria for the programme will be families who:
• Consist of at least one adult and one child, who are involved in crime
and anti-social behaviour and or,
• Have children not in school and or
• Have an adult on out of works benefits and or,
• Cause high cost to the public purse
• Who agree to work with the BDC team and allow the worker to meet
with them on a pre-agreed basis (for example, once or twice a week)
• Have basic self care skills of budgeting, cooking or cleaning or be
willing to develop these with staff support
4.8 The worker will complete a holistic assessment with the client which will
include:
• Parenting
• Education
• Housing
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• Health and associated needs
• Income and expenditure
• Debts and loans
• Life skills
• Community activity
Under these broad headings an action plan will be agreed between the
worker and the family, prioritised by the family.
4.9 Specific problems that have been identified include families
experiencing and/or causing ASB, mental health, drug and alcohol
issues, parenting skills and money management. Specific support
services will focus on these issues and will link with local communities
and other services.
4.10 Therefore, this service has been identified as a key strategy to break
the cycle of disadvantage by:
� Directly delivering supportive services which will include referrals to
appropriate agencies, practical assistance with life skills, welfare rights
and ongoing support as agreed in a support contract with the family.
� Enable the family to be able to disclose abuse situations (our
experience in working with women experiencing Domestic Abuse will
assist with this process) Latest figures suggest 77% of Leicestershire
Supporting Families would have experienced domestic abuse.
� Enable the family to benefit from our experience of multi-agency
working and of being the ‘lynch pin’ in bringing services together.
� Enable the family to make a successful transition to sustaining
independent tenancies in the community.
� To identify at an early stage families that are struggling to maintain
their tenancy and to work with them to ensure they continue to live
independently.
� Maximise independence of clients including active encouragement to
use and engage with local community facilities, services and groups.
� Ensure that people are aware of and engage with relevant health
provision such as GP, community health visitors, and specialist health
providers.
� Assist and work with Social Care and Health, Education and Probation
services to ensure that those interventions are completed and
supported.
� Commit to and provide a quality service that is client focused and
committed to developing good practice across statutory and voluntary
agencies.
4.11 Intensive work will be provided through joined-up relationships with
other organisations in the area with the aim of forming effective links to:
� Drug and alcohol treatment programme
� General medical services
� Peer support
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� Encourage the family to develop social networks with the community
e.g. through take up of life time learning
� Basic skills development including literacy and numeracy
� Money Management
4.12 The development of the supporting families programme is in its early
development and Blaby will form a key part of this development and
ensure it fits into our wider strategy for supporting vulnerable people.
Section 5 - Measuring outcomes
5.1 Social Return on Investment is a framework for understanding,
measuring and managing the outcomes of an organisation’s activities.
SROI can include all types of outcomes, social, economic and
environmental the key is that they are based on involving the service
user in determining distance travelled. SROI is different from other
performance measures as it places a monetary value on outcomes
which can then be measured against investments made.
5.2 Blaby District Council is committed to evidencing the difference our
support services have made. We have already begun to collect SROI
data for our support services within the Community Services Team
which includes service users scoring themselves on several different
elements such as accommodation, finance, safety, health and
wellbeing. These scores are collected when they access support
services and reviewed every three months.
5.3 On closure of a case where support is no longer required the scores
will be collected again and alongside data about changes within their
lifestyle i.e. starting work will evidence the distance an individual or
family have travelled during the support process. This will evidence the
difference BDC and its partner agencies have made to the individual or
the families lives.
Section 6 - Conclusion & Summary
6.1 Blaby District Council acknowledges the strides that it has made to
improve services to vulnerable people and recognises the need to
make further progress. The development and roll out of Leicestershire
Supporting families across the district will see an alignment of current
support services to take forward this agenda. A vulnerability action plan
has been developed which identifies key actions and lead officers to
progress this work. The action plan will be reviewed quarterly.
6.2 A report be brought back to Cabinet Board identifying progress made.
on a regular basis.
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Page 235
Appendix 1 Identification of vulnerable people
Identification Key Worker Process
First Contact Coordinator One form completed, signpost to a range of agencies, provide support to
Self Referral to
Community Services
Team
Vulnerable People &
Places Forum
Internal referral from
another team within
BDC
Domestic Abuse
Children’s Worker
Substance Use Officer
Resident Support
Officer
Local Authority
Police
Social Services
Housing Associations
Community Action
Partnership
Youth Service
Youth Offending Team
Probation
Integrated Offender
Management
Family Intervention
Project
Community Services
Manager
By external agency Community Services
Manager
individual/family, and provide feedback on work undertaken.
Allocated to worker, assessment undertaken, action plan agreed with
individual/family. Regular face to face contact undertaken to provide
support. Regular recording of performance information to show social
return on investment.
All relevant agencies involved in managing a vulnerable individual or
family. Monitor progress, reduce vulnerability and risk, case closed at
agreement of all agencies.
Consider case and decide on most appropriate worker, then rest of
process as for a self referral.
Consider case and decide on most appropriate worker, then rest of
process as for a self referral.

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Appendix 2— Map of Services
Leicestershire Police
Comprehensive Referral
Desk
DAIO’s (Domestic Abuse
Specialist Officers)
Vulnerability Identified /
History markers on
address
Strategic Housing
Gap analysis on housing
provision.
Provision of affordable
housing.
Benefits
Advice
Home visits
Housing benefit
Council tax benefit
Council tax support
Hardship funding
Environmental
Protection
Noise Nuisance
Fly tipping/litter
Dog Warden
Community Action
Partnership
Carers Forum
Mental Health Forum
Place to Grow
Befriending
Children’s Centre
Range of support to
parents with children
aged 0-5
Police Volunteers
Memo Camera’s
Service Users
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Children’s Social
Services
Safeguarding of children
Community Services
Resident Support
First Contact
Domestic Abuse
Children’s Worker
Anti Social Behaviour
Youth Provision
Probation
Integrated Offender
Management
Mappon
Mappa
Health & Recreation
Health Improvement
Officer
Positive Activities
Referral Scheme
Blaby District Staying
Healthy Forum
Housing Options
Housing Advice
Choice based letting
Adult Social Services
Safeguarding of adults
Leicestershire County Council
Voluntary Sector
Blaby District Council
External Organisations

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