Public reports pack PDF 3 MB - Blaby District Council
Public reports pack PDF 3 MB - Blaby District Council
Public reports pack PDF 3 MB - Blaby District Council
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<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> <strong>Council</strong> Offices Desford Road Narborough Leicestershire LE19 2EP<br />
Telephone: 0116 275 0555 Fax: 0116 275 0368 Minicom: 0116 284 9786 Web: www.blaby.gov.uk<br />
This document is printed on recycled paper<br />
To Members of the Cabinet Executive<br />
<strong>Council</strong>lor E. F. White (Leader) − Leader's Portfolio<br />
Date: 9 November 2012<br />
My ref: Cabinet Executive<br />
Your ref:<br />
Contact: Miss Sandeep Mander<br />
Tel no: 0116 272 7640<br />
Fax no: 0116 272 7596<br />
Email: committees@blaby.gov.uk<br />
<strong>Council</strong>lor J. O. Hudson (Deputy Leader) − Finance, Efficiency & Assets Portfolio<br />
<strong>Council</strong>lor D. R. Clements − Corporate Services and Performance<br />
Portfolio<br />
<strong>Council</strong>lor J. A. Dickinson − Policy, Partnerships and Health<br />
Improvement Portfolio<br />
<strong>Council</strong>lor F. G. H Jackson − Neighbourhood and Environmental Health<br />
Services Portfolio<br />
<strong>Council</strong>lor D. Jennings − Community Services Portfolio<br />
<strong>Council</strong>lor T. J. Richardson − Planning, Economic Development and<br />
Housing Strategy Portfolio<br />
Dear <strong>Council</strong>lor,<br />
A meeting of the CABINET EXECUTIVE will be held in the Brooks Room at these offices on<br />
MONDAY, 19 NOVE<strong>MB</strong>ER 2012 at 4.30 p.m. for the transaction of the following business<br />
and your attendance is requested.<br />
Yours faithfully<br />
Colin Jones<br />
Corporate Services Group Manager<br />
1. Apologies for Absence<br />
AGENDA<br />
2. Disclosure of Interests from Members<br />
To receive disclosures of interests from Members (i.e. the existence and the nature<br />
of those interests in respect of items on this agenda).
3. Minutes (Pages 1 - 8)<br />
To approve and sign the minutes of the meeting held on 17 September 2012<br />
(enclosed).<br />
4. <strong>Public</strong> Speaking Protocol<br />
Requests received by the Protocol deadline to be reported by the Interim Democratic<br />
Services & Governance Manager with details of the Agenda Item to which they<br />
relate. (Such persons entitled to use the Protocol attend for the purpose of making<br />
representations, answering questions or giving evidence relating to the business of<br />
the meeting and the time allocated to each person is a maximum of three minutes<br />
unless extended at the discretion of the Chairman).<br />
5. Cabinet Executive Response to Scrutiny Recommendations: Car Parking Charges<br />
Review (Pages 9 - 14)<br />
To consider the report of the Regulatory & Neighbourhood Services Portfolio Holder<br />
(enclosed).<br />
6. Cabinet Executive Response to Scrutiny Recommendations - Distribution of<br />
Community Grants and Participatory Budget Review (Pages 15 - 24)<br />
To consider the report of the Shared Head of Policy, Performance & Partnerships<br />
(enclosed).<br />
7. Scrutiny Report into 16-17 year old Homelessness (Pages 25 - 86)<br />
To consider the report of the Scrutiny Commission (enclosed).<br />
8. Quarter 2 Portfolio Performance Report 2012-13 (Pages 87 - 114)<br />
To consider the report of the Shared Head of Policy, Performance & Partnerships.<br />
9. Establishment Budget 2012/13 and 2013/14 (Pages 115 - 126)<br />
To consider the report of the Director and the Financial Services Group Manager<br />
(enclosed).<br />
10. Treasury Management Strategy - Change of Direction (Pages 127 - 134)<br />
To consider the report of the Deputy Chief Executive (enclosed).<br />
11. Half Year Budget Review and Budget Issues 2012/13 (Pages 135 - 146)<br />
To consider the report of the Deputy Chief Executive (enclosed).<br />
12. Revised Capital Programme 2012/13 (Pages 147 - 158)<br />
To consider the report of the Financial Services Group Manager (enclosed).<br />
13. Corporate Plan Refresh (Pages 159 - 166)<br />
To consider the report of the Chief Executive (enclosed).<br />
14. Neighbourhood Planning: Management, Support and Protocol Arrangements (Pages<br />
167 - 176)<br />
To consider the report of the Interim Group Manager, Planning, Housing Strategy<br />
and Economic Development (enclosed).
15. Broadband Roll Out for the <strong>District</strong> (Pages 177 - 182)<br />
To consider a report from the Corporate Services Group Manager (enclosed).<br />
16. Amendment to Lease of Land to Narborough Parish <strong>Council</strong> (Pages 183 - 188)<br />
To consider the report of the Financial Services Group Manager (enclosed).<br />
17. Climate Local (Pages 189 - 194)<br />
To consider the report of the Regulatory and Leisure Services Group Manager<br />
(enclosed).<br />
18. Green Space Strategy (Pages 195 - 208)<br />
To consider the report of the Health and Recreation Manager (enclosed).<br />
19. Update on Pavilion Capital Expenditure (Pages 209 - 218)<br />
To consider the report of the Regulatory and Leisure Services Group Manager<br />
(enclosed).<br />
20. Strategy for Supporting Vulnerable People 2012-2014 (Pages 219 - 238)<br />
To consider the report of the Community Services Manager (enclosed)
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110<br />
CABINET EXECUTIVE<br />
Minutes of a meeting held at the <strong>Council</strong> Offices, Narborough<br />
MONDAY, 17 SEPTE<strong>MB</strong>ER 2012<br />
Present:<br />
<strong>Council</strong>lor E. F. White (Leader's Portfolio) (Leader)<br />
<strong>Council</strong>lor J. O. Hudson (Finance, Efficiency & Assets Portfolio) (Deputy Leader)<br />
Cllr. D .R. Clements - Corporate Services, Performance & Leisure<br />
Portfolio<br />
Cllr. F.G.H. Jackson - Neighbourhood & Environmental Health<br />
Services Portfolio<br />
Cllr. T. J. Richardson - Planning, Economic Development & Housing<br />
Strategy Portfolio<br />
Also in attendance:<br />
Cllr. W. Wright – Vice-Chairman, Scrutiny Commission<br />
Cllr. A.V. Greenwood – Scrutiny Commissioner<br />
Also in attendance as Observers:<br />
Cllr. L. M. Breckon<br />
Officers present:-<br />
Mr S. Beard - Director<br />
Mrs. J. Toman - Director<br />
Mr. C. Jones - Corporate Services Group Manager<br />
Mrs S. Pennelli - Financial Services Group Manager<br />
Ms. Q. Quinney - Community Services Group Manager<br />
Ms A. Hillier - Environmental Health Manager<br />
Mr I. Jones - Housing Strategy and Policy Manager<br />
Mrs L. Bendall - Interim Democratic Services & Governance<br />
Manager<br />
Mrs. L. McBean - Scrutiny Manager<br />
Miss S. Mander - Democratic Services Officer<br />
Apologies:<br />
Cllr. J. A. Dickinson and Cllr. D. Jennings<br />
Cabinet Executive - Monday, 17 September 2012<br />
Page 1<br />
Agenda Item 3
127. WELCOME TO COUNCILLOR TERRY RICHARDSON<br />
111<br />
Cllr. E.F. White welcomed Cllr. T. Richardson as a new Member of the<br />
Cabinet Executive and as Portfolio Holder of Planning, Economic<br />
Development and Housing Strategy.<br />
128. DISCLOSURE OF INTERESTS FROM ME<strong>MB</strong>ERS<br />
No disclosures were received.<br />
129. MINUTES<br />
The minutes of the meeting held on 30 July 2012, as circulated, were<br />
approved and signed as a correct record.<br />
130. PUBLIC SPEAKING PROTOCOL<br />
No requests were received.<br />
131. RECOMMENDATIONS OF THE SCRUTINY COMMISSION: CABINET<br />
RESPONSE TO CAR PARKING CHARGES REVIEW<br />
Considered – Report of the Scrutiny Commission (presented by Cllr. W.<br />
Wright, Vice-Chairman – Scrutiny Commission).<br />
Other Options Considered – None.<br />
Cabinet Executive - Monday, 17 September 2012<br />
DECISION<br />
That Cabinet Executive will respond to the Scrutiny Commission in relation to<br />
implementation of Car Park Charges report recommendation 3 - that<br />
assurance is given for no further increases will be applied for at least two<br />
years from the date of the current increase effective from 1 April 2012.<br />
Reason:<br />
The Local Government and <strong>Public</strong> Involvement in Health Act 2007 places a<br />
duty on Scrutiny to require the Cabinet Executive to consider their <strong>reports</strong><br />
and Cabinet Executive providing a response.<br />
Page 2
132. NEW HOMES BONUS UPDATE<br />
112<br />
Considered – Report of the Deputy Chief Executive and Housing Strategy &<br />
Policy Manager.<br />
Other Options Considered – As advised in the New Homes Bonus (NHB)<br />
Policy Framework the <strong>Council</strong> intends to remain agile and opportunistic in the<br />
utilisation of NHB going forwards and will continue to report progress to<br />
Cabinet Executive.<br />
Cabinet Executive - Monday, 17 September 2012<br />
DECISION<br />
That the actions taken to date in respect of the utilisation of New Homes<br />
Bonus for 2012/13, in accordance with the agreed policy, be approved.<br />
Reason:<br />
As part of the New Homes Bonus Policy Framework approved by <strong>Council</strong> in<br />
December 2011 it was agreed that a report to Cabinet Executive would be<br />
produced in respect of each quarter’s activities detailing how the yearly<br />
allocation of NHB has being utilised to meet the priorities agreed.<br />
133. BUDGET MONITORING<br />
Considered – Report of the Financial Services Group Manager.<br />
Other Options Considered – To not monitor the budgets. This would not<br />
support the <strong>Council</strong>’s requirement to review and take appropriate action to<br />
deliver services within available budget.<br />
DECISION<br />
That the report of the Financial Services Group Manager be accepted.<br />
Reason:<br />
To enable the Cabinet Executive to monitor the budget performance in<br />
relation to key areas of income and expenditure as the financial year<br />
progresses.<br />
Page 3
134. COUNTESTHORPE COUNTRY PARK<br />
113<br />
Considered – Report of the Regulatory & Leisure Services Group Manager<br />
and Financial Services Group Manager.<br />
Other Options Considered – Sell the land to the Parish <strong>Council</strong>. A lease<br />
ensures the <strong>Council</strong> can retain ownership of this important open space while<br />
still ensuring a long term commitment to support and work in partnership with<br />
the Parish <strong>Council</strong>. It is recognised that the Parish <strong>Council</strong> are best placed to<br />
ensure community needs are met and delivered. For these reasons this<br />
option is disregarded.<br />
Cabinet Executive - Monday, 17 September 2012<br />
RECOMMENDATION TO COUNCIL<br />
That the lease of the public open space (known as Countesthorpe Country<br />
Park) to Countesthorpe Parish <strong>Council</strong> be approved, subject to the transfer of<br />
ownership to the <strong>Council</strong> and that delegated authority be given to the<br />
Financial Services Group Manager in consultation with the Portfolio Holders<br />
to agree terms and conclude the legal arrangements.<br />
Reason:<br />
The land is considered of strategic value forming a natural border to the built<br />
edge of Countesthorpe with <strong>Blaby</strong>. It also affords wider and strategically<br />
important green infrastructure links, provides opportunities for formal and<br />
informal sport and recreation, children’s play, nature conservation and<br />
improving health and well being. As such this will be an integral part of the<br />
community and leasing to the Parish will ensure a coordinated approach is<br />
taken to develop, enhance and maintain this facility. This approach is<br />
consistent with the recommendations in the draft Green Space Strategy.<br />
135. GRAFFITI AND FLY-POSTING POLICY<br />
Considered – Report of the Environmental Health Manager.<br />
Other Options Considered – The decision not to update was disregarded as<br />
the Policy needs to reflect current Government guidance and <strong>Council</strong><br />
priorities and ambitions.<br />
DECISION<br />
To approve the Graffiti and Fly Posting Policy attached at Appendix 1 to the<br />
report of the Environmental Health Manager.<br />
Reason:<br />
The <strong>Council</strong>’s Graffiti and Fly Posting policy has been revised and updated to<br />
reflect the latest Government Guidance and current best practice.<br />
Page 4
136. AFFORDABLE HOUSING PROPOSALS FOR BLABY DISTRICT COUNCIL<br />
GARAGE SITES<br />
114<br />
Considered – Report of the Housing Strategy & Policy Manager.<br />
Other Options Considered –<br />
a) selling all of the garage sites for private development and using the<br />
proceeds to support affordable housing elsewhere in the <strong>District</strong><br />
b) not selling the sites which would leave the <strong>Council</strong> with the responsibility<br />
for maintenance issues and any health and safety matters which may<br />
arise as a result of the deteriorating condition of the sites.<br />
Cabinet Executive - Monday, 17 September 2012<br />
RECOMMENDATIONS TO COUNCIL<br />
1. To approve plans to dispose of 7 <strong>Council</strong> owned garage sites at nil value<br />
to East Midlands Housing Association for the purpose of developing 18<br />
affordable housing units.<br />
2. To approve the release of the remaining 5 <strong>Council</strong> owned sites for sale.<br />
Reasons:<br />
1. Development of affordable housing complies with the local ambitions and<br />
the objectives of the <strong>District</strong>’s Community Plan (Sustainable Community<br />
Strategy) 2011-2014 and the <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Corporate Plan 2011-<br />
2014<br />
2. In management terms the 12 retained sites listed in the report have<br />
increased in liability for the <strong>Council</strong> from a Health and Safety perspective.<br />
Page 5
137. REVIEW OF PARKS AND OPEN SPACES<br />
115<br />
Considered – Report of the Community Services Group Manager.<br />
Other Options Considered –<br />
• No change to current ways of working<br />
This option is rejected as change is required to make the<br />
required savings and to improve ways of working.<br />
• Delete alternative Green Space post<br />
This option is rejected as the other posts involved in green<br />
space management deliver other <strong>Council</strong> services and this<br />
would have a wider impact on the <strong>Council</strong>.<br />
• Reduced hours for the Countryside Officer Post<br />
This option is rejected as it would not deliver the same level of<br />
savings and has less resilience than the preferred option.<br />
• Consider a different provider<br />
This option is rejected as the <strong>Council</strong> already works in<br />
partnership with Stepping Stones and they can provide the<br />
specialist services required.<br />
Cabinet Executive - Monday, 17 September 2012<br />
RECOMMENDATIONS TO COUNCIL<br />
1. That the restructuring of the management of the parks and open spaces<br />
be approved.<br />
2. That the Director be given delegated authority to take any consequential<br />
action resulting from the implementation of the report.<br />
Reason:<br />
1. The proposed changes will deliver a fit for purpose management of parks<br />
and open spaces and reflect the current business needs.<br />
2. It is appropriate to give the Director delegated authority in the<br />
circumstances specified.<br />
Page 6
138. EXEMPT PARAGRAPH<br />
116<br />
Considered – A proposed resolution to exclude members of the public and<br />
press from the meeting for the forthcoming item.<br />
Resolved:<br />
“That under Section 100(A)(4) of the Local Government Act, 1972, the public<br />
be excluded from the meeting for the following item on the grounds that the<br />
item involves the likely disclosure of exempt information as defined in<br />
paragraphs 1 and 3 of Part 1 of Schedule 12A of the said Act.<br />
Exemption Categories: 1 and 3.<br />
Reason for Exemption: the report contains personal and financial<br />
information about individual members of staff.<br />
<strong>Public</strong> Interest Test: The public interest test has been considered and, in all<br />
the circumstances of the case, the public interest in maintaining the<br />
exemption is considered to outweigh the public interest in disclosing the<br />
information.”<br />
139. REVIEW OF PARKS AND OPEN SPACES (EXEMPT)<br />
Considered – Report of the Community Services Group Manager.<br />
Other Options Considered – none.<br />
Cabinet Executive - Monday, 17 September 2012<br />
RECOMMENDATIONS TO COUNCIL<br />
1. That the redundancy and associated costs of post number 015322 be<br />
approved.<br />
2. That the Director be granted delegated authority to implement the<br />
recommendation 1 (above) and take necessary consequential action.<br />
Reason:<br />
The proposed changes will deliver a fit for purpose management of parks<br />
and open spaces and reflect the current business needs.<br />
THE MEETING CONCLUDED AT 5.05 P.M.<br />
Page 7
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Page 8
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Cabinet Executive Response to Scrutiny<br />
Recommendations: Car Parking Charges Review<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
• Jon Wells<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
• Group Manager, Regulatory and Leisure Services<br />
• <strong>Council</strong> Offices<br />
• 0116 2727545<br />
Cllr. Guy Jackson, Portfolio Holder for<br />
Neighbourhood and Environmental Services<br />
1.1 To consider Cabinet Executive’s response to Scrutiny Commission’s further<br />
recommendations following work undertaken on the implementation of car<br />
park charges.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation<br />
That Cabinet Executive approves the responses to the Scrutiny Monitoring<br />
Report recommendation 3 on the implementation of Car Park Charges as<br />
detailed in Appendix 1.<br />
Reason for Decision Recommended<br />
The recommendation takes into account the aims and objectives of the<br />
<strong>Council</strong>’s Car Parking Strategy.<br />
4. Forward Plan<br />
4.1 Yes<br />
5. Key Decision<br />
5.1 Yes<br />
Page 9<br />
Agenda Item 5
6. Matters for Consideration<br />
6.1 Cabinet Executive responded to the Scrutiny Commission recommendations<br />
of 17 April 2012 at their meeting on 30 July 2012 (minute 100 refers). All but<br />
one of the four recommendations was agreed. Recommendation three which<br />
requested that assurance is given that no further increases will be applied for<br />
at least two years from the date of the current increase effective from 1 April<br />
2012 was however refused. Scrutiny then presented a further report to<br />
Cabinet on 17 September 2012 (minute 131) requesting that Cabinet reconsider<br />
this decision.<br />
6.2 In accordance with the provisions of The Local Government and <strong>Public</strong><br />
Involvement in Health Act 2007, the Cabinet Executive is required within 2<br />
months of receipt of the Scrutiny report/recommendations:<br />
• To consider it;<br />
• To respond by identifying the action proposed in the light of it;<br />
• To publish its response; and<br />
• If Scrutiny has copied the report to a member, the response to be provided<br />
to the member.<br />
6.3 The key document that guides the way the <strong>Council</strong> delivers car parks is the<br />
Car Parking Strategy. This has 5 strategic aims:<br />
• Provide a range of good quality public car parking facilities which meet the<br />
needs of the whole community.<br />
• Recognise the different characteristics of the main population centres of<br />
<strong>Blaby</strong> <strong>District</strong> and liaise with key partners (business, local councils, access<br />
groups etc) in providing car-parking services appropriate to local<br />
circumstances.<br />
• Seek to support the vitality of population centres and local businesses<br />
through the provision and management of appropriate car parking, while<br />
recognising that car parking provision can be an important tool to help<br />
manage traffic in urban areas.<br />
• Reduce burden on the taxpayer and shift the cost of car parking provision<br />
towards the service users and manage the <strong>Council</strong>’s car parking assets in<br />
a cost effective manner.<br />
• Develop effective communication with customers in order to promote the<br />
service and to gather information to inform the development of the service.<br />
6.4 It is clear that the concern of Scrutiny underlying the recommendation is the<br />
economic viability of <strong>Blaby</strong> town centre, although this was perhaps not best<br />
expressed in the wording of the recommendation. This accords with<br />
Objective 3 within the strategy which states;<br />
Objective 3 – Maintain a charging structure that maximises the use of<br />
existing car parks, whilst managing a balance between economic,<br />
environmental and traffic management objectives.<br />
Activities<br />
a) Agree and keep under review a structured charging policy for <strong>Council</strong><br />
public car parks.<br />
6.5 The scale of the budget challenges facing this <strong>Council</strong> over the next few years<br />
are such that it would be wholly inappropriate for the Cabinet to close down<br />
Page 10
any options available to it at this time and hence the recommendation as it<br />
stands can not be accepted.<br />
6.6 It is however accepted that it would be appropriate to review the impact of the<br />
current charging scheme implemented on 1 April 2012. It is important that the<br />
<strong>Council</strong> remains alert and responsive to the rapidly changing economic<br />
environment in order to ensure a vibrant and healthy <strong>District</strong>. Therefore a<br />
review will be carried out and the findings considered in consultation with the<br />
business community.<br />
7. Other Relevant Considerations<br />
7.1 Human Rights Act 1998<br />
Human rights have been considered but there are no overarching matters for<br />
concern in relation to this report.<br />
7.2 Legal Implications<br />
There are no legal implications.<br />
7.3 Human Resources Implications<br />
There are no human resources implications.<br />
7.4 Risk Assessment & Business Continuity<br />
There are no risk, business continuity or resilience issues.<br />
7.5 Equalities<br />
No EINA is required for this report.<br />
7.6 Nottingham Declaration and Climate Change<br />
No climate risks are envisaged.<br />
7.7 Crime & Disorder<br />
The proposals present no crime and disorder risk.<br />
8. Other Options Considered<br />
8.1 None<br />
9. Appropriate Consultations<br />
9.1 None specifically for the Report.<br />
10. Financial and Efficiency Implications<br />
10.1 None specifically for the Report.<br />
Page 11
11. Appendix/Appendices to this report<br />
11.1 Appendix 1 - Cabinet Executive response to the Implementation of Car Park<br />
Charges<br />
12. List of Background Papers<br />
12.1 Cabinet Executive 17 September 2012<br />
12.2 Cabinet Executive 30 July 2012<br />
12.3 Scrutiny Car Park Charges Report published in April 2012<br />
12.4 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Car Parking Strategy 2009<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 12
Appendix 1<br />
BLABY DISTRICT COUNCIL<br />
Post Scrutiny – Cabinet Executive Response Form: Implementation of Car Parking Charges - Scrutiny Monitoring Review<br />
Date submitted to Cabinet: 17 September 2012<br />
Cabinet Member responsible for compliance with notice of requirement: Cllr Guy Jackson<br />
Page 13<br />
Recommendation Agreed<br />
R3.<br />
That assurance is given that no further<br />
increases will be applied for at least two<br />
years from the date of the current<br />
increase effective from 1 April 2012.<br />
YES/NO<br />
Cabinet Response including proposed action Responsible<br />
Officer<br />
No Cabinet is unable to give such an assurance<br />
at this time given the financial challenges it<br />
faces. However the charging structure will<br />
be examined in accordance with the Strategy<br />
moving forward.<br />
Regulatory<br />
and Leisure<br />
Services<br />
Group<br />
Manager<br />
Action by<br />
date<br />
Ongoing
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Page 14
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Cabinet Executive Response to Scrutiny<br />
Recommendations - Distribution of Community<br />
Grants and Participatory Budgets Scrutiny<br />
Review<br />
Report author<br />
and contact<br />
details:<br />
Portfolio<br />
Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
• Ann Marie Hawkins<br />
• Shared Head of Policy, Partnership and<br />
Performance<br />
• Policy, Partnership and Performance<br />
• 0116 272 7566<br />
Cllr Jackie Dickinson - Policy, Partnerships &<br />
Health Improvement<br />
1.1 To consider Cabinet Executive response to Scrutiny Commission<br />
following the review of the distribution of Community Grants and part<br />
budgets.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation<br />
That the Cabinet Executive approves the responses that have been<br />
compiled in light of the recommendations from the Scrutiny Commission.<br />
Reason for Decision Recommended<br />
The recommendations take into account the aims and objectives of<br />
Leicestershire County <strong>Council</strong> Participatory Budget process, and<br />
Community Action Partnerships Grants Panel.<br />
4. Forward Plan<br />
4.1 Yes.<br />
Page 15<br />
Agenda Item 6
5. Key Decision<br />
5.1 No.<br />
6. Matters for Consideration<br />
6.1 The Scrutiny commission formally approved its recommendations at<br />
their meeting on the 11 April 2012.<br />
6.2 In accordance with the provisions of The Local Government and <strong>Public</strong><br />
Involvement in Health Act 2007, the Cabinet Executive is required<br />
within 1 months of receipt of the Scrutiny report/recommendations:<br />
To consider it:<br />
To respond by identifying the action proposed in the light of it;<br />
To publish its response; and<br />
If Scrutiny has copied the report to a member, the response to be<br />
provided to the member.<br />
6.3 Appendix 1 to this report is a template containing the four<br />
recommendations of the Scrutiny commission. For each<br />
recommendation there is a proposed Cabinet Executive response,<br />
including proposed action and the <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Officer<br />
responsible for the action.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
Human rights have been considered but there are no overarching<br />
matters for concern in relation to this report.<br />
Legal Implications<br />
There are no specific legal implications.<br />
Human Resources Implications<br />
There are no human resources implications<br />
Risk Assessment & Business Continuity<br />
There are no risks, business continuity or resilience issues associated<br />
with this report.<br />
Equalities<br />
The County <strong>Council</strong> conducted an Equalities Impact Assessment on<br />
the Participatory Budget process. The Community Grants are available<br />
Page 16
across <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> to all Community Groups and Parishes.<br />
Community Action Partnership administer the grants on behalf of <strong>Blaby</strong><br />
<strong>District</strong> <strong>Council</strong> and are proactively publicising the grants to encourage<br />
applications from hard to reach and more with protected characteristic<br />
in the <strong>District</strong>.<br />
Nottingham Declaration and Climate Change<br />
There are no specific climate change implications.<br />
Crime & Disorder<br />
There are no specific crime and disorder implications.<br />
8. Other Options Considered<br />
None.<br />
9. Appropriate Consultations<br />
9.1 The following external partners were consulted when formulating this<br />
response:<br />
Community Action Partnership<br />
Leicestershire County <strong>Council</strong><br />
10. Financial and Efficiency Implications<br />
There are no specification financial implication.<br />
11. Appendix/Appendices to this report<br />
Leicestershire County <strong>Council</strong> Chief Executives EIA improvement plan<br />
monitoring 2012/13.<br />
Leicestershire County <strong>Council</strong> Equality Impact Assessment Report.<br />
12. List of Background Papers<br />
None.<br />
The following Officers/Members have been consulted:<br />
Derk Van Der Wardt (Team Leader Communities and Places)<br />
Darren Walker (Community Action Partnership)<br />
Jackie Dickinson (Cabinet Executive Portfolio Holder)<br />
Page 17
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Page 18
Page 19<br />
BLABY DISTRICT COUNCIL APPENDIX 1<br />
Post Scrutiny Cabinet Executive Response Form: Distribution of Community Grants and Participatory Budgets Scrutiny<br />
Review<br />
Date submitted to Cabinet: 30 July 2012<br />
Cabinet Member responsible for compliance with the notice of requirement: Cllr Jackie Dickinson<br />
R1<br />
Recommendation Agreed<br />
That a copy of this report and a letter<br />
highlighting the working group’s conclusion<br />
that there is no geographic bias in the<br />
distribution of <strong>Blaby</strong>’s community grants<br />
should be sent to Braunstone Town and<br />
copied to all parish councils for information.<br />
YES/NO/IN<br />
PART<br />
Yes<br />
Cabinet Response including proposed action Responsible<br />
Officer<br />
For completeness scrutiny will distribute the<br />
report to Braunstone Town and Parishes with<br />
Cabinet Executive’s response once received.<br />
Scrutiny<br />
Manager<br />
Action by<br />
date<br />
Nov 2012<br />
Nov
Page 20<br />
R2 That membership of the ‘awarding panel’ for<br />
the allocation of <strong>Blaby</strong>’s Community Grant<br />
should be widened to include greater political<br />
representation when distributing this public<br />
money. Thought should also be given to<br />
including some public representation on the<br />
panel.<br />
R3 Community Action Partnerships (CAP) should<br />
continue their proactive approach to<br />
supporting applications and in particular<br />
undertake an education exercise with<br />
community bodies in the North Forum area to<br />
ensure they understand the opportunities<br />
available.<br />
Partial As Scrutiny acknowledges the portfolio holder<br />
sits on the awarding panel as do<br />
representatives from the Police, Finance<br />
Officer from CAP, Sports Association, Health,<br />
HOPPP from <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> and the<br />
process is facilitated by two officers from CAP.<br />
It is felt that the current panel consists of more<br />
panellists than previously and is more<br />
representative. It is considered that adding<br />
more political representation to the panel<br />
would not necessarily add value to the<br />
process, as the process is not a political one.<br />
The recommendation for a member of the<br />
public to attend is well received. The Executive<br />
welcome greater political input into the grants<br />
panel process, however, it is considered that<br />
the most efficient and effective vehicle for this<br />
should be via the Portfolio Holder or Officers.<br />
Yes<br />
The Parish Liaison Meetings and Newsletter<br />
will be used to promote the grants and<br />
participatory budget schemes. Previous work<br />
with Braunstone Town Civic Centre indicated a<br />
significant increase in applications when<br />
supported by the Town <strong>Council</strong>.<br />
HOPPP Dec 2012
Page 21<br />
R4 Because of the low attendance figures from<br />
members of the public and community bodies<br />
at the Forum (particularly at the North and<br />
Central forums) CAP should look for other<br />
ways to ensure opportunities to participate in<br />
the community grants are promoted more<br />
effectively.<br />
Yes<br />
Community Action Partnership advise us that<br />
they use all avenues of social media, Parish<br />
<strong>Public</strong>ations, Libraries, Village Halls, Mercury<br />
and Newsletters. CAP attend the Community<br />
Forums and provide information about their<br />
grants, they also provide this information to the<br />
unsuccessful projects and state that it is<br />
difficult to establish what other methods could<br />
be adopted. Officers of BDC will support them<br />
in seeing how this can be improved.<br />
HOPPP Dec 2012
Page 22<br />
R5 Cabinet should make representations to<br />
Leicestershire County <strong>Council</strong> that they<br />
actively consider distribution of the<br />
participatory budgets through CAP to be run<br />
alongside <strong>Blaby</strong>’s Community Grant<br />
Programme – rather then the Community<br />
Forums.<br />
The <strong>Blaby</strong> scheme through CAP is successful,<br />
effectively engages with all parishes, has a fair<br />
assessment programme, provides sign posting<br />
to a range of funding routes and is monitored.<br />
This could achieve better value for money for<br />
County (and tax payers) and potentially offer<br />
better engagement.<br />
No<br />
Communication has taken place between<br />
Officers of BDC & LCC and Officers from<br />
Leicestershire County <strong>Council</strong> have advised<br />
that they agree that there are benefits to be<br />
made by better aligning the Grant programme<br />
process and Participatory Budget process to<br />
ensure that unsuccessful bids from both<br />
processes have another opportunity to seek<br />
funding. Officers from <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>,<br />
County <strong>Council</strong> and Community Action<br />
Partnership are working to address this.<br />
Officers from <strong>Blaby</strong> <strong>District</strong> will work with<br />
County <strong>Council</strong> Officers to increase publicity<br />
and awareness of the Participatory Budget<br />
event through Contact and local council<br />
newsletters in order to encourage wider public<br />
awareness.<br />
Officers from <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> meet with<br />
Officers from County <strong>Council</strong> to discuss the<br />
distribution of Participatory Budgets through<br />
CAP. Leicestershire County <strong>Council</strong><br />
Community state that Forum Budgets are a<br />
countywide participatory grants programme in<br />
which residents make the decisions, not a<br />
panel of <strong>Council</strong>lors and Officers. LCC state<br />
that feedback from participants demonstrates<br />
they are highly satisfied with the process and<br />
feel it is run effectively and professionally.<br />
The County <strong>Council</strong> already runs a number of<br />
successful community grants programmes that<br />
involve a grants panel and wishes to continue<br />
distributing the Community Forum Budget<br />
funding earmarked for <strong>Blaby</strong> district via a<br />
participatory approach.<br />
O
Page 23<br />
R6 Cabinet should consider whether services run<br />
directly by <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> should be<br />
advised not to compete in the participatory<br />
budget process – this reflects the public<br />
concerns at their involvement in the process.<br />
R7 While not within the terms of this review,<br />
Commission is asked to urge Cabinet to make<br />
recommendations to County that steps are<br />
taken to increase public awareness and<br />
attendance at the forum sessions. Members<br />
of the working group concluded that the<br />
current system was not working effectively in<br />
<strong>Blaby</strong> <strong>District</strong>.<br />
No<br />
Yes<br />
Where eligibility criteria allows BDC to attract<br />
additional funding, officers will continue to<br />
explore all additional sources of income e.g.<br />
BB19. BDC applies for grants in order to<br />
support groups to get additional funding to<br />
meet needs delivered by non statutory<br />
services. By restricting officers from engaging<br />
in this process some of our more vulnerable<br />
residents may not receive valuable support<br />
services.<br />
BDC has and will continue to support<br />
organisations to get additional funding to<br />
support delivery of our corporate priorities.<br />
The Chief Executive has written to Assistant<br />
Chief Executive at Leicestershire County<br />
<strong>Council</strong> to raise the concerns that Members of<br />
the Working Group presented. The County<br />
<strong>Council</strong> have advised that they are actively<br />
addressing the issues raised.<br />
Sa written to County Hall<br />
CE<br />
Actioned
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Page 24
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Scrutiny Report into 16-17 year old Homelessness<br />
Report author<br />
and contact<br />
details:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
Scrutiny Commission<br />
<strong>Council</strong> offices<br />
Linda McBean<br />
0116 272 7708 or lm@blaby.gov.uk<br />
1.1 To present the findings and recommendations of Scrutiny Commission’s<br />
Community & Partners Working Group in relation to its review of 16 - 17 year<br />
old Homelessness.<br />
2.<br />
2.1<br />
2.2<br />
3.<br />
3.1<br />
Recommendation<br />
That Cabinet considers the report from Scrutiny Commission in respect of<br />
its review on how 16 -17 homelessness is handled in the <strong>District</strong>.<br />
That Cabinet consider and accept the recommendations set out at<br />
paragraph 6.2 of this report and in the formal Notice of Requirements.<br />
Reason for Decision Recommended<br />
As set out in the Local Government and <strong>Public</strong> Involvement in Health Act<br />
2007, implemented on 1 April 2009, it is the duty of the Cabinet Executive<br />
to respond to Scrutiny <strong>reports</strong> and recommendations.<br />
4. Forward Plan<br />
4.1 Not applicable<br />
5. Key Decision<br />
5.1 Not applicable<br />
6. Matters for Consideration<br />
Agenda Item 7<br />
6.1 The attached report presents the scope, findings and recommendations from<br />
Scrutiny Commission’s Community & Partners Working Group’s review into<br />
16 and 17 year old Homelessness.<br />
Page 25
6.2 Proposed recommendations<br />
R1 That Cabinet Executive consider and respond to the refreshed Protocol<br />
when approved by the Chief Housing Officer Group at the end of<br />
October 2012.<br />
R2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>’s officers work with County and <strong>District</strong> networks<br />
to improve data collection and presentation of information to provide a<br />
better picture of homelessness across the County that will assist in<br />
developing the service.<br />
R3 That Social Services Children & Young Peoples Services and the<br />
Housing Options Manager report back to Cabinet in six months and<br />
provide<br />
• Year end figures and benchmarking data<br />
• Impact of the refreshed Protocol<br />
• Assessment of the working relationship<br />
R4 With the majority of homeless accommodation being in the City,<br />
<strong>Blaby</strong>’s Health and Community Service Manager via the Chief Housing<br />
Officer Group continues on behalf of <strong>District</strong>s to identify if provision can<br />
be secured for County residents<br />
8. Other Options Considered<br />
8.1 None<br />
9. Appropriate Consultations<br />
9.1 None<br />
11. Appendix/Appendices to this report<br />
11.1 Appendix 1 Scrutiny Commission Report : 16-17 year Homelessness<br />
Review<br />
Appendix 2 Notice of Requirements<br />
12. List of Background Papers<br />
12.1 None<br />
Page 26
Page 27<br />
Scrutiny Commission<br />
Community & Partners Working Group<br />
16-17 year old Homelessness Review<br />
1
Page 28<br />
Contents<br />
1. Working Group Membership<br />
2. Introduction and methodology<br />
3. Initial scope and key tasks<br />
4. Evidence and findings<br />
5. Conclusions<br />
6. Recommendations<br />
7. Appendices<br />
8. Background Information<br />
2
Page 29<br />
1. Working Group<br />
The working group comprised<br />
o Cllr Bill Wright– Chair<br />
o Cllr Marian Broomhead<br />
o Cllr David Findlay<br />
o Cllr Tony Greenwood <strong>MB</strong>E<br />
o Cllr Iain Hewson<br />
o Cllr Sam Maxwell<br />
o Cllr Christine Merrill<br />
o Cllr Barbara Parkins<br />
o Cllr Alan Tanner<br />
o Cllr Bev Welsh<br />
Before being elected as Chairman of the <strong>Council</strong> in May 2012, Cllr Jill Blackwell chaired the review. Her continued contribution has<br />
been welcomed.<br />
The working group extends its formal thanks for their help and direction to:-<br />
• Quin Quinney – <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>, Housing and Community Services Group Manager<br />
• Rebecca Holcroft – <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Housing Options Manager,<br />
3
Page 30<br />
• Peter Davey - Chief Executive, The Bridge, Loughborough<br />
• Jill Bharkhada - Leicestershire County <strong>Council</strong>, Service Manager, Locality Social Work Children & Young People’s Services<br />
4
Page 31<br />
2. Introduction and methodology<br />
Introduction<br />
In May 2009 a Law Lords judgement considered how local authorities support<br />
homeless 16 and 17 year olds (G v Southwark). The case tested the circumstances<br />
under which local authorities should provide accommodation for this age group and the legislation that should apply.<br />
The recommendations that came out of the judgement required <strong>Council</strong>s and social services departments to develop joint working<br />
arrangements to clarify respective roles and responsibilities in their duties towards young people.<br />
A Leicestershire Wide Multi Agency Protocol to assist homeless/potentially homeless 16 and 17 year olds was developed as a<br />
result of this judgement.<br />
Scrutiny was asked by <strong>Blaby</strong>’s Housing & Community Services Group Manager to review both the protocol and the working<br />
relationship between Leicestershire County <strong>Council</strong>’s Social Services and <strong>Blaby</strong> Housing Options team, as the Manager had<br />
concerns<br />
Methodology<br />
The group met on six occasions and took evidence from officers and partners including Leicestershire County <strong>Council</strong>’s Children<br />
and Young Peoples Service and The Bridge, a single access service at Loughborough. Desk top research was carried out, which<br />
looked at the national and local picture and included a review of best practice in other authorities.<br />
5
Page 32<br />
3. Scope, objectives and key tasks<br />
The review’s scope focused on examining concerns in relation to youth homelessness raised by <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>’s Housing<br />
Options Team, and specifically how the following objectives could be achieved:<br />
• Adoption of a workable protocol that would enable Social Services, young people and local authorities to understand the<br />
process for providing help and support to vulnerable, homeless 16 and 17 year olds.<br />
• Establishing good working relationships between frontline officers, with true joint working and effective information sharing<br />
• Joint commissioning of services for young people<br />
• Identifying suitable accommodation for young people who are children in need<br />
• Undertaking accurate and timely assessments that meet the guidance in the Children Act 1989.<br />
As the impact of forthcoming Welfare Reforms became known, the working group also examined<br />
• <strong>Council</strong>s readiness for increased homelessness<br />
• Funding challenges<br />
• Limited hostel access<br />
Key tasks<br />
• Visit to The Bridge, Loughborough to develop an understanding of a ‘single access point’ and to see at first hand how it<br />
operates.<br />
• Review other local authorities’ homelessness protocols to assess best practice.<br />
• Look at the difference between <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>’s services for homeless 16 – 17 year olds and Leicestershire County<br />
<strong>Council</strong>’s Locality Social Work Children & Young People’s Services. From this, the Group wanted to identify constraints and<br />
issues experienced in dealing with this vulnerable group and how young people might ‘fall through the net’.<br />
6
Page 33<br />
7
Page 34<br />
4. Evidence and Findings<br />
Leicestershire Approach<br />
Under the Children’s Act 1989 local authorities have a primary duty to 16 -17 year olds who present as homeless. To ensure<br />
homeless 16 -17 year olds do not fall between County’s Children’s Services and <strong>Blaby</strong>’s Housing Options teams, local authorities,<br />
in the statutory guidance are advised to have a joint protocol which sets out how each department will work together.<br />
The Bridge was chosen through the Chief Housing Officers Group using Regional Innovation and Efficiency Project (REIP) funding<br />
to:<br />
• develop a joint working protocol for Leicestershire local authorities and social services<br />
• develop and roll out the Single Access Point model across Leicestershire.<br />
The Leicestershire Multi-Wide Agency Protocol for 16-17 year old homeless was presented to the Chief Housing Officers Group in<br />
November 2010 – Appendix 1<br />
The Bridge, in Loughborough, (a voluntary agency providing homelessness prevention services via service level agreement to<br />
Charnwood Borough <strong>Council</strong>) , operates what is known as a single access point for all 16-17 year olds with housing problems in<br />
Charnwood. It is a reputable project with experience in providing support to homeless 16-17 year olds.<br />
Single Access Point<br />
Single Access Point (SAP) is a specialist homelessness prevention service which works with 16-17 year olds who are having<br />
difficulties where they are living or are homeless. Its ethos is to provide effective and co-ordinated help to ensure that young<br />
people get the best possible service to help prevent them from becoming homeless in the first place. When Scrutiny started this<br />
work, The Bridge in Loughborough, funded by Charnwood Borough <strong>Council</strong>, was the only SAP in the County.<br />
8
Page 35<br />
In April 2012, a one year pilot between The Bridge, Oadby & Wigston Borough <strong>Council</strong> and County’s Children and Young Peoples<br />
Services was launched with joint funding from Leicestershire County <strong>Council</strong> and Oadby & Wigston Borough <strong>Council</strong>. The service<br />
is delivered from the Connexions office in Wigston.<br />
Since its launch and up to September 2012 just over 20 young people and their families have used the service with a number of<br />
those young people avoiding going into care as a result. A number of young people have been assisted to plan for future<br />
accommodation options. In terms of longer term outcomes, it is very early days and premature to give a full analysis.<br />
From October 2012 office space will no longer be available at the Connexions office in Wigston and alternative accommodation is<br />
being sought.<br />
Protocol Analysis<br />
The protocol, developed in 2010, refers to a service delivery model that simply is not in place for five of the seven Leicestershire<br />
districts. Other concerns identified by members with the protocol are:<br />
• Inadequate monitoring and evaluation mechanisms contained in the protocol (i.e. the Young Persons Accommodation Needs<br />
Group is not set up).<br />
• Dispute resolution mechanisms are not being used. There is no way to challenge the decisions that are made about young<br />
people that Social Services deem ‘ NOT’ to be children in need.<br />
Other specific issues that were identified through the review:<br />
• Failure of Social Services to inform Housing Options of the outcomes of assessments<br />
• Failure to follow statutory guidance on completing assessments<br />
• Difficulties in getting Social Services to confirm the level of help a young person has received.<br />
9
Page 36<br />
• Difficulties in communicating with individual front line officers<br />
• The Housing Options Team and Social Services staff were clearly confused as to ‘each others’ duties and information is not<br />
being shared<br />
• Recommendations arising from the assessment process for Children’s & Young people’s services are not being carried out.<br />
Speaking to best practice authorities the view was that there are tensions between social services and housing teams across all<br />
local authorities. Analysis of 16-17 year old homelessness protocols, attached at appendix 2, shows commonality in the issues<br />
being presented for example:-<br />
• Monitoring arrangements<br />
• Common assessment process<br />
• Pathways<br />
Protocol Development:<br />
Feedback from the Chief Housing Officer Group identified 16-17 year old homelessness as a priority for district housing groups.<br />
A new protocol for <strong>District</strong>s in Leicestershire who do not use or have a Single Access Point is being developed by the<br />
Homelessness Delivery Group to make it more <strong>District</strong> relevant and useable (this is due to be signed off by the Chief Housing<br />
Officers Group at the end of October 2012).<br />
Work is also underway to refresh the existing protocol produced by The Bridge, for Charnwood Borough <strong>Council</strong> and this will<br />
incorporate feedback from the Oadby & Wigston Borough <strong>Council</strong> pilot.<br />
Homelessness in <strong>Blaby</strong> <strong>District</strong><br />
10
Page 37<br />
Specific issues that were a cause of frustration for the Housing Options Team included:<br />
• “The protocol that has been developed refers to a service delivery model that is not in place. The Single Access Point (SAP)<br />
only exists in Charnwood. Therefore, the current protocol is undeliverable for Local Authorities in its current format.<br />
• Specific problems that have occurred:<br />
o Failure of Social Services to inform Housing Options of the outcomes of assessments<br />
o Failure to follow statutory guidance on completing assessments<br />
o Difficulties in getting Social Services to confirm the level of help a young person has received.<br />
o Difficulties in communicating with individual front line officers<br />
11
Page 38<br />
Prevention and Demand at <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong><br />
Each young person who approaches <strong>Blaby</strong> for help with housing presents a unique set of challenges which are resource intensive<br />
to meet. Failure to meet these challenges has the potential for a wide reaching impact for the young person and for the <strong>Council</strong>.<br />
<strong>Blaby</strong>’s Housing Option Team of five staff are proactive and the following practices and principles guide their work. In short they:<br />
• never turn anyone away.<br />
• now work from the <strong>Blaby</strong> Service Shop as well as the <strong>Council</strong> offices<br />
• work closely with landlords on Private Sector promotion<br />
• use Stonham to support homelessness placement. (Stonham has recently come to the end of its funding and can no longer<br />
take on new host households in the County. Existing hosts will still be used, if suitable for the young person’s needs, but<br />
availability is patchy).<br />
• provide all 16 and 17 year olds, at risk of homelessness, with a comprehensive service which is focused on enabling the<br />
young person to remain at, or return home, where appropriate. Where this is not appropriate services arranges suitable<br />
accommodation and/or access to statutory services.<br />
• Foster or Care Home option is unlikely to be used for 16-17 year olds, typically, supported lodging providers are used. The<br />
majority of homeless resource is in the City and <strong>Blaby</strong>’s Health & Community Services Group Manager, on behalf of the<br />
<strong>District</strong>s is liaising with the City to see if any provision can be secured for county residents.<br />
The issues that hamper their effectiveness in the support they provide to young people include:<br />
• Lack of suitable temporary accommodation – there is no specific supported accommodation in the County, low availability at<br />
generic supported accommodation projects. (Bed & Breakfast accommodation is avoided wherever possible. The difficulty<br />
12
Page 39<br />
is making sure the location for supported lodgings doesn’t impact on getting to college, work, routines etc. Kennedy House<br />
Hostel is located in Wigston and takes referrals across south Leicestershire).<br />
• Lack of access to support – most young people lack basic independent life skills and require support to achieve successful<br />
independence. Most young people who lose their family accommodation do so because of serious behaviour issues<br />
including drug and alcohol misuse, domestic violence, abuse and offending or anti-social behaviour. Without being<br />
assessed as being a child in need, there is limited availability of support to address these needs.<br />
• Legal matters – under 18’s are often not able to hold a tenancy for themselves. Most require a guarantor and private<br />
tenancies are almost unheard of for this group.<br />
• Lack of access to benefits, education and work advice.<br />
• High rates of lost contact or tenancy failure<br />
13
Page 40<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
APR<br />
Chart 1<br />
MAY<br />
JUN<br />
JULY<br />
C1 - Housing Options Demand 2012/13<br />
AUG<br />
SEPT<br />
OCT<br />
NOV<br />
DEC<br />
JAN<br />
FEB<br />
MAR<br />
Prevention cases<br />
Housing Applications<br />
Face 2 Face contact<br />
- <strong>Council</strong> offices<br />
Face 2 Face contact<br />
- BJSS<br />
Other<br />
Homeless Cases<br />
14
Page 41<br />
16 -17 year old Homelessness<br />
As at 22 August 2012, the second quarter of this financial year (July-Sept 2012 ) there were three 16 and 17year old homelessness<br />
cases.<br />
Between January and August 2012, eleven 16-17 year olds approached <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> for advice; six were referred on to<br />
Social Services for assessment. Of those six, four cases had been resolved before assessment, while contact continued for two<br />
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<br />
initial contact. Members were reassured cases are not double counted.<br />
Rather than an absence of a homelessness problem in <strong>Blaby</strong>, the low numbers reported reflects the Housing Options Team<br />
strength in resolving housing problems before they amount to homelessness.<br />
This is shown in benchmarking data against other Leicestershire districts from quarterly PE1 returns to the Department of<br />
Communities and Local Government - chart 2<br />
15
Page 42<br />
170<br />
160<br />
150<br />
140<br />
130<br />
120<br />
110<br />
100<br />
90<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
Chart 2<br />
<strong>Blaby</strong><br />
Charnwood<br />
2012 Successful Preventions<br />
Data Source: PE1 Quarterly DCLG return<br />
Harborough<br />
Hinckley & Bosworth<br />
Melton<br />
NW Leics<br />
Oadby & Wigston<br />
Rutland<br />
Qtr 1<br />
Qtr 2<br />
Qtr3<br />
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Page 43<br />
Prevention and demand<br />
Demand levels can be seasonal and have been fairly stable over the past three years. Affordability, sofa surfing and non violent<br />
relationship breakdown remain the main reasons for homelessness.<br />
The Joseph Rowntree Foundation 2008 - Youth Homelessness in the UK report highlights the main trigger for youth homelessness<br />
is the breakdown of family relationships, often compounded by problems at school, overcrowding at home, mental health problems,<br />
substance abuse and crime and is evidenced in chart 3<br />
80<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
Affordability -<br />
O/occ<br />
Affordability -<br />
PRS<br />
Arrears - RSL<br />
Reasons for Approach trend<br />
NTQ -<br />
Friends/relatives<br />
NTQ - Parents<br />
NTQ - Section<br />
21<br />
Relationship<br />
Breakdown -<br />
Non-Violent<br />
Relationship<br />
Breakdown -<br />
Violent<br />
2011/12<br />
2012/13<br />
Chart 3<br />
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Prevention demand was low in August partly due to school holidays but increases again in September. Contacts made through<br />
the <strong>Blaby</strong> Service Shop has increased accounting for a third of face to face contact - chart 4<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
Chart 4<br />
C 2 - Prevention Outcomes Comparison<br />
Jan-March Apr-June Jul - Sep Oct-Dec<br />
2010<br />
2011<br />
2012<br />
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Data and information gathering<br />
Internal systems used<br />
Customer Relationship Management system - Housing Options use CRM as their main case management tool to record notes<br />
and actions for homelessness and prevention cases. The system records all contacts from every channel, value/failure, reason for<br />
contact and for some contacts, diversity information.<br />
The systems used to record and monitor youth homelessness (and indeed all homelessness services) is internal and does not<br />
interface with other external systems<br />
Records are recorded against an address or individual and used by other departments (ie council tax), so can hold a wide variety of<br />
information.<br />
ABRITAS – the Choice Based Lettings (CBL) system – records data on all applicants for social housing. It is also used by other<br />
partners in the Leicestershire Choice Based Lettings schemes and currently holds over 10, 000 records.<br />
However it only holds information on CBL applicants and information relating directly to their housing application. It does not<br />
interact with other internal or external systems.<br />
PE1 Spreadsheet – used for compile specific government statistics each quarter. This records data on homelessness prevention<br />
cases (case officer, dates, who, age, tenure, reason for approach and outcome). This is also used to monitor officer case load, end<br />
to end times, reasons for contact, age and tenure and outcomes and performance data for management.<br />
Flare – records data on all grant and loan applicants via Disabled Facilities Grant or emergency minor works grant<br />
Financials spreadsheet – records data on clients receiving loans or written deposits and repayment details.<br />
Scorecard – monthly and quarterly internal performance data including:-<br />
• Statutory Homeless Applications (chart 1)<br />
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• Homelessness prevention work (chart 4)<br />
• Percentage of homelessness cases successfully resolved<br />
From July this year, the age of those approaching the council for help has been recorded and monitored. This is not yet embedded<br />
into every day practice, nor have records been updated retrospectively. There is a commitment to go back to April 2011 but this<br />
has not yet been achieved.<br />
Members wanted to look at the wider Countywide homelessness picture and see how data was shared.<br />
The <strong>District</strong> Implementation Group carried out a mini gap analysis in July 2012 to compare the number of young people presenting<br />
as homeless and the kind of issues highlighted. The findings were of little value as each <strong>District</strong> collates and records<br />
homelessness data differently therefore no meaningful analysis could be made.<br />
Funding<br />
The annual budget for the total homelessness support service (across all ages) is funded by a direct grant from the Department of<br />
Communities & Local Government (DCLG). In 2012-13 the grant was £57,000. The <strong>Council</strong> has received notification that the<br />
same grant will be paid in 2013/14.<br />
Spend as at September 2012<br />
Bed & Breakfast £1,141<br />
Rent deposit scheme £4,655<br />
Spend to save £9,015<br />
Arrears payment (set up on a repayable loan basis) £655<br />
Total £15,466<br />
The Working Group was told funding streams are continually sought, an example of this was that in 2011 the <strong>Council</strong> received a<br />
further £7,000 grant from the DCLG, which was used to assist those facing rent increases.<br />
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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<br />
Officers.<br />
Leicestershire County <strong>Council</strong> processes and procedures<br />
The first contact from a young homeless person who approaches the Children & Young Peoples Service is with the Bassett Street<br />
team who establish firstly if they are homeless and secondly if there is any other support available - relatives, family, friends. Then<br />
an initial assessment is completed to establish needs and if they should come under local authority care (always a last resort and<br />
going into local authority care is prevented).<br />
Jill Bharkhada, Service Manager, Locality Social Work Children and Young People’s Services gave evidence to members that a<br />
restructure of the County’s Social Work Children & Young People’s service in December 2011 was aimed at providing a more<br />
consistent response and approach as well as supporting staff development in understanding legislation, issues and guidance.<br />
Since then the service has been reassessed to improve locality links. From 15 October 2012 arrangements for assessing young<br />
people will be through one of three Strengthening Families Teams.<br />
Working Together<br />
The Government vs. LB Southwark judgement (2009) requires local authorities’ housing and social services departments to work<br />
together to provide support and accommodation to 16 and 17 year olds. This is an area <strong>Blaby</strong> Housing Options officers expressed<br />
as a frustration and was not as effective as it should be.<br />
Findings from a Homeless LINK survey (Dec 2011) would support this view<br />
• ‘Local authorities largely felt this was due to Children’s Services, although it was also reported that the two-tier local authority<br />
structure was a barrier to effective working’.<br />
• Survey response: ‘Our protocol is very new and needs to be reviewed. We still experience difficulties in getting CYPS to<br />
accept their duty and follow the protocol’ (LA East Midlands.)<br />
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• Case study evidence provided by Housing Options, attached at appendix 3, suggests information was not being shared and<br />
dispute resolution mechanisms were not being used i.e. not providing outcomes of assessment or level of support being<br />
received by a young person.<br />
As this review has progressed a more pro-active approach has been pursued between the Housing Options Team and<br />
Leicestershire Social Services Children & Young People team at Bassett Street, Wigston. Feedback received by the working group<br />
from both County and Housing Options confirms improved communication and better understanding of roles.<br />
The National Picture<br />
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<br />
bed & breakfast accommodation need has increased 44%. In the last financial year 50290 households were accepted as<br />
homeless. Nationally this is a 14% increase on 2010/11 and a 26% rise since 2009/10. Source: CRISIS<br />
In August 2012 the DCLG published a homelessness plan for England, part of its Making every contact count: A joint approach to<br />
preventing homelessness report. This report highlights:<br />
• Prevention: as the key to making every contact count with 34% of homelessness cases due to eviction by relatives or friends<br />
• Family breakdown: is critical to address, with 18 % of all acceptances in taking part in a homelessness survey mentioning<br />
parental separation or divorce as the a ‘trigger’ for their situation<br />
• Wider housing reforms: with 19% of homelessness cases due to the household being unable to find alternative<br />
accommodation when a tenancy ends, flexibilities under the Localism Act and initiatives within the Housing Strategy for<br />
England are also cited as important factors in reducing homelessness.<br />
• Local innovation, integration and collaboration: the Government wants to see better local leadership and new local authority<br />
led multiagency partnerships to prevent homelessness; integration of existing local services; and new funding mechanisms.<br />
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5. Conclusions<br />
Each young person who comes to us for help with housing presents a unique set of challenges. In the current economic times and<br />
with forthcoming welfare reforms the preparedness of the council is essential to ensure the right help is provided from clear<br />
signposting to in depth assessment and referral.<br />
National evidence shows an increase in youth homelessness and without early intervention and prevention action, and a protection<br />
for funding for youth homelessness services there is a risk of creating a new generation of young people who will have severe and<br />
complex needs later in life. Source - Homeless Link Survey Dec 2011.<br />
<strong>Blaby</strong> Housing Options team is consistently delivering a high level of prevention and intervention actions. The concerns and issues<br />
raised with scrutiny shows its commitment to providing an excellent service.<br />
Refreshing the 16-17 year old Homelessness Protocol has been long and protracted and the working group welcomes progress<br />
now being made to make it more fit for purpose relevant for <strong>District</strong>s and County Social Services.<br />
The working group had difficulty getting real time youth homelessness data and benchmarking information from both County Social<br />
Services and Housing Options and in some cases there was no clarity and little value in the information provided.<br />
There needs to be a more co-ordinated and transparent approach to data collection to allow for more meaningful and useable<br />
information.<br />
It is imperative Social Services and districts work jointly in order to maximise resources and meet the duty to young people. The<br />
working group is satisfied steps are being to address communication issues and this should continue.<br />
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6. Recommendations –<br />
R1 That Cabinet Executive consider and respond to the refreshed Protocol when approved by the Chief Housing Officer Group<br />
at the end of October 2012.<br />
R2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Officers to work with County and <strong>District</strong> networks to improve data collection and presentation of<br />
information to provide a better picture of homelessness across the County and in developing the service.<br />
R3 That Social Services Children & Young Peoples Services and the Housing Options Manager report back to Cabinet<br />
Executive in six months and provide<br />
• Year end figures and benchmarking data<br />
• Impact the refreshed Protocol is having<br />
• Assessment of the working relationship<br />
R4 With the majority of homeless accommodation being in the City, <strong>Blaby</strong>’s Health and Community Service Manager via the<br />
Chief Housing Officer Group continues on behalf of <strong>District</strong>s to identify if provision can be secured for County residents<br />
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7. APPENDICES<br />
Appendix 1 Leicestershire wide Multi Agency Protocol to assist homeless/potentially homeless 16-17 year olds -<br />
November 2010<br />
Appendix 2 Protocol best practice analysis<br />
Appendix 3 16-17 year old Homelessness case study<br />
8. Background information<br />
• Provision of Accommodation for 16 and 17 year old young people who may be homeless and/or require<br />
accommodation – Dept for children and young families Issued: April 2010<br />
• Dept for Communities and Local Government – Making every contact count: a joint approach to<br />
homelessness August 2012<br />
• <strong>District</strong> <strong>Council</strong>s’ Network Homelessness Research & Policy briefing - Making every Contact Count: a joint<br />
approach to Homelessness – August 2012<br />
• Homeless Watch – Young and Homeless: a survey of services and local authorities December 2011<br />
• Shelter – Know your Rights: information about housing and homelessness for young people<br />
• Joseph Rowntree Foundation 2011 – Tackling homelessness and exclusion, understanding complex<br />
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Leicestershire Wide Multi Agency Protocol to assist homeless/<br />
potentially homeless 16 and 17 year olds<br />
Final version after consultation with partners<br />
APPENDIX 1<br />
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Presented to Chief Housing Officers Group on Friday 12 November 2010<br />
Multi agency Leicestershire wide Protocol for homeless 16 and 17 year olds<br />
Between<br />
Children and Young People’s Services and the Leicestershire Housing <strong>District</strong>s (<strong>Blaby</strong>, Charnwood, Hinckley and Bosworth, Market<br />
Harborough, Melton, North West Leicestershire and Oadby and Wigston), Connexions, the Youth Offending Service, The Bridge and<br />
other partners and stakeholders<br />
1. Introduction<br />
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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<br />
highlighted the responsibilities of Children’s Social Care towards homeless 16 and 17 year olds and the interrelationship<br />
between duties under The Children Act 1989 and the homelessness legislation.<br />
1.2 This protocol replaces all earlier versions and sets out the roles and the statutory responsibilities of Children’s Social Care and<br />
the Housing <strong>District</strong>s following the House of Lords Judgment. The protocol also lays down the roles and responsibilities of<br />
other partners and stakeholders.<br />
1.3 Underpinning the operation of the protocol is partnership working and use of common assessment processes to respond<br />
flexibly and ensuring the best use of limited resources and time.<br />
1.4 The protocol is laid out in 8 sections and describes the process to be followed and delivered by agencies in response to<br />
homeless and or potentially homeless 16 and 17 year olds.<br />
Stage 1 Initial Contact<br />
Stage 2 Initial response processes<br />
Stage 3 Intensive support and homelessness prevention<br />
Stage 4 Assessment by Children’s Social Care<br />
Stage 5 Decision by Children’s Social Care<br />
Stage 6 Accommodation and Support by Children’s Social Care<br />
Part 7 Special Circumstances<br />
Part 8 Monitoring and review of the protocol<br />
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2. Aims and Objectives<br />
2.1 To ensure the effective discharge of corporate responsibilities between Children’s Social Care and the Housing <strong>District</strong>s by<br />
jointly addressing the diverse accommodation and care needs of 16 and 17 year old homeless young people.<br />
2.2 To ensure effective homelessness prevention services for homeless 16 and 17 year olds.<br />
2.3 This protocol recognizes the need for partnership working and use of the Common Assessment Framework (CAF) to help<br />
meet the needs of young people and their families who may be vulnerable to becoming homeless.<br />
2.4 To ensure the provision of good quality accommodation appropriate to the diverse accommodation needs of young<br />
people.<br />
2.5 Wherever possible young people should be placed in suitable accommodation. Bed and Breakfast type accommodation<br />
should only be used in an emergency and as a last resort.<br />
3. Guiding Principles<br />
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<br />
evidence to the contrary.<br />
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3.2 Safeguarding concerns should be reported to CYPS Children Social Care for investigation in line with Leicestershire and<br />
Rutland LSCB procedures.<br />
3.3 The protocol puts effective homelessness prevention at the heart of the approach to helping potentially homeless 16 and 17<br />
year olds and is designed to build on the positive work that was undertaken prior to the Southwark Judgment.<br />
3.4 Where young people are unable or unwilling to return to their immediate families young people should be supported to<br />
explore wider kinship care and network providers where their needs can be met.<br />
3.4 Where it has been established that a young person is homeless and unable to return home, the Southwark Judgment makes<br />
it clear that Children’s Social Care is the lead agency to assist young people. The Children Act 1989 is the primary legislation<br />
used to assist these young people.<br />
3.5 The Housing <strong>District</strong>s shall retain a role in such cases as outlined in Section 27 (3c) of the Children Act 1989, which empowers<br />
local Children’s services authorities, including any local housing authority, for “help in the exercise of any of their functions”<br />
under Part III of the Children Act 1989 Act. The Southwark Judgment made it clear that Children’s Social Care and the<br />
Housing <strong>District</strong>s should work closely together.<br />
3.6 To jointly ensure all workers are aware of the housing needs of homeless young people and the responsibility of each<br />
agency to address these needs.<br />
Stage 1: Initial Contact<br />
4 A young person may make contact or seek advice from a number of agencies:<br />
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• Children’s Social Care<br />
• Housing <strong>District</strong>s<br />
• Youth Offending Services<br />
• Connexions<br />
• Third sector or statutory agencies such as Colleges and Citizens Advice Bureaus<br />
• Self referrals to accommodation providers or advice agencies<br />
Where a young person is presenting as being potentially homeless or wanting to leave home they should be referred to the County<br />
wide [SINGLE ACCESS POINT] who will take responsibility for completing an initial interview to ascertain the young person’s<br />
circumstances.<br />
Children’s Social Care will not normally accept referrals for an initial child in need assessment on the basis of a young person<br />
requiring accommodation without the young person first accessing the County wide [SINGLE ACCESS POINT] for intensive support<br />
in the first instance.<br />
Stage 2: Initial response process<br />
[SINGLE ACCESS POINT] assessors will take responsibility for the initial response process and will begin to gather detailed information<br />
to determine whether the young person is homeless or whether they can be supported to return home. If a long term home cannot<br />
be secured, where appropriate the [SINGLE ACCESS POINT] will try to prevent the need for an emergency accommodation<br />
placement away from the family by securing agreement that the young person can stay for a short period pending the<br />
assessment and further work.<br />
The initial meeting with the young person will focus on key areas:<br />
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4.1 Current situation establishing why the young person is potentially homeless,<br />
4.2 History including family, accommodation and if they or their family are known to Children’s Social Care ,<br />
4.3 Health, vulnerabilities and safeguarding,<br />
4.4 Young persons views and aspirations and<br />
4.5 Views and resources of those with parental responsibility.<br />
5. In all cases home visits will be carried out to families and carers unless there are safeguarding concerns. Home visits will be<br />
carried out within 48 hours of the young person making contact with the [SINGLE ACCESS POINT] The objective is to seek<br />
family reunification and reconciliation. Mediation can play a key role in homelessness prevention and in helping to improve<br />
family relationships.<br />
Stage 3: Intensive Support and homelessness prevention<br />
6.1 [SINGLE ACCESS POINT] assessors will work with families to give them the tools to effectively manage crisis situations to<br />
prevent homelessness. The County Wide [SINGLE ACCESS POINT] will work with young people to achieve a planned move<br />
from home, where possible with ongoing family support for the young person, if this is the desired outcome for families.<br />
6.2 Where a young person is not able to return home the County Wide [SINGLE ACCESS POINT] will explore kinship care and or<br />
other appropriate accommodation with the young person. In this situation the County Wide [SINGLE ACCESS POINT]<br />
assessors will facilitate and support this by drawing up a bespoke support plan for the young person and act as a broker for<br />
other agencies.<br />
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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<br />
initial meeting and follow-up work and attempted reconciliation will be recorded. A clear record of how and why the young<br />
person is homeless will be compiled as this will assist with Children’s Social Care initial child in need assessment.<br />
Stage 4: Assessment Process<br />
7.1 The relevant Housing <strong>District</strong> and Children’s Social Care will jointly fund emergency accommodation for up to a maximum<br />
of 10 working days during which time Children’s Social Care will complete an initial child in need assessment.<br />
7.2 Following receipt of a referral by the County wide [SINGLE ACCESS POINT], Children’s Social Care will complete a further<br />
assessment to determine whether or not the young person is a “child in need” for the purposes of the Children Act 1989.<br />
Children’s Social Care must satisfy themselves of the following tests:<br />
A. Is the applicant a child?<br />
B. Is the applicant a child in need?<br />
C. Does the child appear to Children’s Social Care to require accommodation?<br />
D. Is the need for accommodation the result of one of the following criteria: section 20 (1) (A)-(C) which is reproduced below:<br />
I. There being no person who has responsibility for the child<br />
II. The child is lost or abandoned<br />
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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)<br />
from providing the child with suitable accommodation or care<br />
E. Consideration must be given to the young person’s wishes and feelings.<br />
7.3 Most homeless young people will be a child in need with the exception of young people who have previously lived<br />
independently. Young people who are resourceful, streetwise and able to survive should not be deemed to be living<br />
independently.<br />
7.4 The In Care team will be responsible for carrying out the initial child in need assessments for homeless young people.<br />
7.5 Children’s Social Care will continue to explore the possibility of the young person returning to live with immediate or wider<br />
family where it is appropriate to do so.<br />
Stage 5: Decision of the Children’s Social Care<br />
8.1 Initial child in need assessments will be completed within 10 working days.<br />
8.2 The initial child in need assessment will confirm whether or not the criteria for accommodation under section 20 have been<br />
reached. If the young person is deemed to be a child in need Children’s Social Care will ensure that accommodation and<br />
financial assistance is provided for the young person.<br />
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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<br />
homeless and a child in need the legal criteria for accommodation provided under section 20 will have been met<br />
8.4 A young person needs to understand and consent to becoming looked after. Information about becoming a child in care<br />
should be impartial and balanced. Young people can contact one of the Children’s rights officers for information and<br />
advice about the implications of becoming a child in care.<br />
8.5 Where section 20 criteria are met Children’s Social Care will be responsible for the funding and provision of<br />
accommodation. Children’s Social Care can request assistance to identify appropriate accommodation from the Housing<br />
<strong>District</strong>s for this purpose.<br />
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<br />
criteria for section 17 as a child in need. This decision will be made irrespective of whether the young person needs<br />
accommodation or not.<br />
8.7 A young person who is not considered to be a child in need will be referred back to the relevant Housing <strong>District</strong> for an<br />
application as a homeless person under Part V11 of the Housing Act 1996 (as amended by the Homelessness Act 2002).<br />
Stage 6: Accommodation and Support from Children’s Social Care<br />
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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<br />
upon other agencies to assist in identifying suitable accommodation and support.<br />
9.2 Where a young person becomes a child in care, Children’s Social Care becomes financially responsible and the young<br />
person will no longer be eligible to claim benefits.<br />
9.3 When a young person has been accommodated Children’s Social Care will complete a Core Assessment and pathway<br />
plan to outline the young person’s accommodation and support needs.<br />
Stage 7: Special Circumstances<br />
10. Young People who are prisoners or under supervision from Youth Offending Services<br />
This protocol recognizes that young people known to Youth Offending Services can face significant challenges with their<br />
accommodation and family circumstances.<br />
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<br />
an address. In these circumstances Youth Offending Services will be responsible for exploring accommodation options with<br />
the young person, including kinship networks and friends.<br />
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10.2 If there are no available accommodation options, provided Youth Offending Service has explored all of the available<br />
accommodation options and recorded this, they should refer directly to Children’s Social Care.<br />
10.3 Where a young person is in custody and it is likely that they will be homeless on release; Youth Offending Services should<br />
refer the young person directly to Children’s Social Care at least 4 weeks prior to their release to enable an assessment to be<br />
undertaken.<br />
10.4 Where a young person is sentenced to custody whilst being accommodated under section 20 or while being a child in<br />
care, a Child in Care Review should be convened prior to release in order to plan for accommodation and support services.<br />
Teenage Parents<br />
11.1 Some young people will have dependant children themselves and may experience homelessness. Young parents will be<br />
assessed by the county wide [SINGLE ACCESS POINT] in the same way as other young people.<br />
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<br />
protection plan, Children’s Social Care will ensure that the parent(s) have a child in need assessment carried out in their<br />
own right by a separate team within Children’s Social Care.<br />
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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.<br />
11.4 If young parent(s) become looked after it should not automatically follow that any dependants become looked after.<br />
Out of hours<br />
12.1 Where out of hours referrals are made to Children’s Social Care emergency duty Team (EDT) where a young person<br />
presents as homeless, emergency duty team will need to ascertain whether or not a young person has an immediate<br />
housing need and, if so, provision will be under The Children Act 1989 section 20.<br />
12.2 The young person will then be referred to the county wide [SINGLE ACCESS POINT] the next working day for an assessment<br />
under stage 2.<br />
12.3 The emergency duty team will deal with such requests in a way which is consistent with the framework set out in this<br />
protocol and in the spirit of the Statutory Guidance.<br />
13. Young People who are not owed a housing duty and are not considered to be a child in need<br />
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<br />
that this will be a very unusual set of circumstances.<br />
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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<br />
accessing accommodation should be made.<br />
13.3 It is anticipated that young people falling outside of the Housing and Children Act’s for the purpose of accommodation will<br />
continue to be supported by the CAF process and that a robust support plan will be in place.<br />
Dispute resolution and concerns<br />
14.1 This protocol is intended to minimize disputes and encourage open and respectful dialogue.<br />
14.2 Differences of opinion over the responsibility and proposed action should be dealt with by the caseworker in each<br />
department. If the issue cannot be resolved at this level the matter should be referred jointly to the respective team<br />
managers for resolution. All dispute resolution and resulting decisions will be taken in the spirit of this protocol and<br />
recognizing the need for effective interagency working<br />
14.3 Managers will then determine an appropriate course of action in the context of the disagreement from a range of options<br />
listed below.<br />
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14.4 Options include organizing a meeting between line managers to re-establish good working relationships or to negotiate<br />
acceptable compromises for both services. Discussing concerns with senior managers to explore strategic solutions and<br />
compromise.<br />
14.5 A record of the disagreement will be forwarded to the Young Persons Accommodation Needs Group<br />
Equality and Diversity<br />
15.1 The equality and diversity policies of Leicestershire County <strong>Council</strong> and of each <strong>District</strong> <strong>Council</strong> will underpin the way the<br />
various agencies address the accommodation needs of young people.<br />
15.2 Workers in both agencies are expected to promote the principles of equality and diversity and seek the elimination of<br />
discrimination on these grounds.<br />
15.3 Services will be delivered in a fair, equitable and non discriminatory manner.<br />
15.4 Young people will be encouraged to participate in the decision making process around their accommodation needs.<br />
Evaluation and monitoring of the protocol<br />
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16.1 This protocol and the county wide [Single Access Point] is initially a county wide pilot for one year.<br />
16.2 Responsibility for monitoring the protocol will be undertaken by the County wide Young Persons Accommodation Needs<br />
Group. They will be seeking feedback from both front line staff and management.<br />
16.3 The protocol will be reviewed 12 months from its inception.<br />
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Common<br />
Assessment<br />
Framework<br />
An over view of the multi agency protocol for homeless/ potentially 16 and 17 year<br />
olds<br />
Initial<br />
Contact<br />
Young people<br />
can present at a<br />
number of<br />
agencies<br />
Initial<br />
response<br />
process<br />
SAP<br />
provides<br />
Intensive<br />
support and<br />
homelessne<br />
Referral to County<br />
Wide Single Access<br />
Point for all<br />
potentially<br />
homeless young<br />
Needs assessment<br />
completed. Home<br />
visits to parents,<br />
carers and other<br />
parties.<br />
Homelessness<br />
prevention toolkit<br />
including<br />
reconciliation and<br />
mediation<br />
YOS will undertake<br />
homelessness<br />
prevention work and<br />
refer direct to CSC<br />
Assessment<br />
process by<br />
Children’s<br />
Social Care<br />
Decision of<br />
accommod<br />
ation panel<br />
Accommod<br />
ation and<br />
support<br />
from<br />
Children’s<br />
44
16-17 yr old Homelessness Protocol – Best Practice Analysis<br />
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
Stage 1 Contact<br />
A young person may make contact or seek advice<br />
from a number of agencies:<br />
• Children’s Social Care<br />
• Housing <strong>District</strong>s<br />
• Youth Offending Services<br />
• Connexions<br />
• Third sector or statutory agencies such as<br />
Colleges and Citizens Advice Bureaus<br />
• Self referrals to accommodation providers<br />
or advice agencies<br />
Children’s Social Care will not normally accept<br />
referrals for an initial child in need assessment on<br />
the basis of a young person requiring<br />
accommodation without the young person first<br />
accessing the County wide [SINGLE ACCESS<br />
POINT] for intensive support in the first instance.<br />
Only one district, Charnwood BC has a SAP.<br />
SAP being piloted in O&WBC May – Nov 2012<br />
The remaining Housing Options teams in Leics<br />
operate referral system<br />
Stage 2 Initial response processes<br />
[SINGLE ACCESS POINT] assessors will take<br />
responsibility for the initial response process and<br />
will begin to gather detailed information to<br />
APPENDIX 2<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
When a young person is homeless or threatened<br />
with homelessness, they should be directed to see<br />
the Young Persons Worker. When a joint<br />
assessment is required, this will be carried out within<br />
10<br />
working days. (Sussex)<br />
Children’s services duty teams are not directly<br />
accessible to the public. In the rare instance of a<br />
young person who has a housing need first<br />
presenting themselves in crisis to a children’s duty<br />
team they will be asked to telephone Care Connect.<br />
Care Connect will collect from the young person<br />
sufficient information to make a referral to the duty<br />
team for assessment, if appropriate. (Norfolk C)<br />
Connexions will be required to attend all joint<br />
assessments for 16/17 year olds with Children’s<br />
Social Care and Housing. Connexions workers can<br />
advocate for the young person and, if appropriate<br />
can speak on behalf of the young person during an<br />
assessment.<br />
check with the relevant housing options team<br />
whether the young person has already contacted<br />
them and if so the status of their request for<br />
Page 71<br />
45
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
determine whether the young person is homeless<br />
or whether they can be supported to return home.<br />
No timeframe given<br />
The initial meeting with the young person will focus<br />
on key areas:<br />
4.6 Current situation establishing why the<br />
young person is potentially homeless,<br />
4.7 History including family, accommodation<br />
and if they or their family are known to<br />
Children’s Social Care ,<br />
4.8 Health, vulnerabilities and safeguarding,<br />
4.9 Young persons views and aspirations and<br />
Views and resources of those with parental<br />
responsibility<br />
3.2 working relationship issues for districts in some<br />
cases, resolution can be slow and time consuming<br />
Home visits will be carried out within 48 hours of<br />
the young person making contact with the<br />
[SINGLE ACCESS POINT] The objective is to<br />
seek family reunification and reconciliation.<br />
Mediation can play a key role in homelessness<br />
prevention and in helping to improve family<br />
relationships.<br />
Page 72<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
assistance under the Housing Act;(Norfolk)<br />
Initially the Housing Options team will determine<br />
whether the young person is homeless within 28<br />
days.(Worcestershire)<br />
If the young person is homeless within 28 days the<br />
Housing Options team will make a referral to<br />
Children’s Services using the assessment<br />
form.(Worcestershire)<br />
If a young person first presents themselves for<br />
assistance to a local housing authority they will be<br />
directed immediately to the housing options team,<br />
who will:<br />
-ascertain the young person’s circumstances and<br />
immediate needs, by interviewing them;<br />
-where necessary, and provided the young person<br />
agrees, telephone the children’s services duty team<br />
to ascertain whether the young person is already<br />
known to children’s services and whether there is<br />
further information about the young person’s<br />
circumstances which would affect a decision about<br />
the safety of a return home( Norfolk)<br />
46
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
Stage 3 Intensive support and homelessness<br />
prevention<br />
The County Wide [SINGLE ACCESS POINT] will<br />
work with young people to achieve a planned<br />
move from home, where possible with ongoing<br />
family support for the young person, if this is the<br />
desired outcome for families.<br />
Where a young person is not able to return home<br />
the County Wide [SINGLE ACCESS POINT] will<br />
explore kinship care and or other appropriate<br />
accommodation with the young person<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
if appropriate, contact the young person’s parents<br />
and/or others with whom the young person has been<br />
staying to ascertain the reasons for them leaving and<br />
being unable to return and to try to extend their stay<br />
for the immediate future, while their application for<br />
assistance is determined;<br />
•if this is not possible:<br />
-arrange emergency temporary and confirming that<br />
any invoices are to be sent to the housing options<br />
team;<br />
-ensure that the young person understands any<br />
additional charges which they will have to pay for<br />
accommodation and the consequences of not doing<br />
so;<br />
-if the young person has no funds for their immediate<br />
needs, and can get no other immediate help,<br />
telephone the children’s services duty team to<br />
discuss assistance under Section 17; (Norforlk)<br />
In cases where a young person is unable to return Other agencies and teams, including integrated<br />
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47
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
home and there are no other identifiable options,<br />
the outcomes of the initial meeting and follow-up<br />
work and attempted reconciliation will be recorded<br />
Stage 4 Assessment by Children’s Social Care<br />
The relevant Housing <strong>District</strong> and Children’s Social<br />
Care will jointly fund emergency accommodation<br />
for up to a maximum of 10 working days during<br />
which time Children’s Social Care will complete an<br />
initial child in need assessment.<br />
Following receipt of a referral by the County wide<br />
[SINGLE ACCESS POINT], Children’s Social<br />
Care will complete a further assessment to<br />
determine whether or not the young person is a<br />
“child in need” for the purposes of the Children Act<br />
1989.<br />
Children’s Social Care must satisfy themselves of<br />
the following tests:<br />
Page 74<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
youth support services, educational and voluntary<br />
agencies and others, may become aware of a young<br />
person aged 16 or 17 who is facing, or already in, a<br />
housing crisis, or who has nowhere settled to stay<br />
(for instance, sofa-surfing). They should:<br />
•refer the young person to children’s services by<br />
completing form NSCB1 and sending it to Norfolk<br />
Care Connect by fax or email;<br />
Within 10 working days of receiving a referral via<br />
Norfolk Care Connect, children’s services duty<br />
teams will determine whether<br />
•the young person is a child in need;<br />
•children’s services should offer them<br />
accommodation under Section 20( Norfolk)<br />
Children’s Services will arrange for a Core<br />
Assessment (much more detailed) of the young<br />
person’s needs (including housing needs). The Core<br />
Assessment will be carried out within 35 days, and<br />
will determine the young person’s needs and their<br />
eligibility for services. (Worcestershire)<br />
48
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
A. Is the applicant a child?<br />
B. Is the applicant a child in need?<br />
C. Does the child appear to Children’s Social Care<br />
to require accommodation?<br />
D. Is the need for accommodation the result of one<br />
of the following criteria: section 20 (1) (A)-(C)<br />
which is reproduced below:<br />
IV. There being no person who has<br />
responsibility for the child<br />
V. The child is lost or abandoned<br />
VI. The person who has been caring for the<br />
child is being prevented from doing so<br />
(permanently and for whatever reason) from<br />
providing the child with suitable accommodation or<br />
care<br />
E. Consideration must be given to the young<br />
person’s wishes and feelings.<br />
The In Care team will be responsible for carrying<br />
out the initial child in need assessments for<br />
homeless young people<br />
Stage 5 Decision by Children’s Social Care<br />
Initial child in need assessments will be completed<br />
within 10 working days.<br />
The initial child in need assessment will confirm<br />
whether or not the criteria for accommodation<br />
under section 20 have been reached. If the young<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
In the case of young people aged 16-17 years<br />
presenting themselves as homeless directly through<br />
a Worcestershire Hub office or contact centre, or<br />
being referred by an agency, to the Children’s<br />
Services Access Centre a referral will be made to<br />
the FAST team where they believe the applicant is a<br />
child in need and FAST will complete an Initial<br />
Assessment of the young persons needs within 7<br />
working days. (Worcestershire)<br />
Children’s Services will arrange for a Core<br />
Assessment (much more detailed) of the young<br />
person’s needs (including housing needs). The<br />
Core Assessment will be carried out within 35<br />
Page 75<br />
49
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
person is deemed to be a child in need Children’s<br />
Social Care will ensure that accommodation and<br />
financial assistance is provided for the young<br />
person.<br />
Young people can contact one of the Children’s<br />
rights officers for information and advice about the<br />
implications of becoming a child in care<br />
Where section 20 criteria are met Children’s Social<br />
Care will be responsible for the funding and<br />
provision of accommodation. Children’s Social<br />
Care can request assistance to identify appropriate<br />
accommodation from the Housing <strong>District</strong>s for this<br />
purpose.<br />
A young person who is not considered to be a child<br />
in need will be referred back to the relevant<br />
Housing <strong>District</strong> for an application as a homeless<br />
person under Part V11 of the Housing Act 1996<br />
(as amended by the Homelessness Act 2002).<br />
Page 76<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
days, and will determine the young person’s<br />
needs and their eligibility for services.<br />
(Worcestershire)<br />
If the young person has not accepted an offer of<br />
assistance under Section 20 treat the young<br />
person’s application in the same way as if a duty is<br />
owed under Section 17 but section 20 does not<br />
apply (see immediately below).<br />
If a duty is owed under Section 17 BUT Section<br />
20 does NOT apply<br />
•determine duties owed under Housing Act 1996<br />
•assist young person in completing housing benefit<br />
claim form if they have been occupying emergency<br />
accommodation as a children’s services placement.<br />
(Norfolk)<br />
Where there is no s17 or s20 duty owed by<br />
Children’s Services then the applicant can make a<br />
claim for Housing Benefit and it will be the<br />
responsibility of the Housing Officer / Floating<br />
Support Worker to ensure this happens.<br />
50
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
Stage 6 Accommodation and Support by<br />
Children’s Social Care<br />
Where a young person becomes a child in care,<br />
Children’s Social Care becomes financially<br />
responsible and the young person will no longer be<br />
eligible to claim benefits.<br />
When a young person has been accommodated<br />
Children’s Social Care will complete a Core<br />
Assessment and pathway plan to outline the young<br />
person’s accommodation and support needs<br />
Part 7 Special Circumstances<br />
If a young person is ordered not to return home,<br />
there is a risk that they could be remanded in<br />
custody if they do not have an address. In these<br />
circumstances Youth Offending Services will be<br />
responsible for exploring accommodation options<br />
with the young person, including kinship networks<br />
and friends.<br />
If there are no available accommodation options,<br />
provided Youth Offending Service has explored all<br />
of the available accommodation options and<br />
recorded this, they should refer directly to<br />
Children’s Social Care<br />
Where a young person is in custody and it is likely<br />
that they will be homeless on release; Youth<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
(Worcestershire)<br />
In the case of a young person being subject to a<br />
Care Order or accommodated under S20 of the<br />
Children Act 1989, funding will be provided by<br />
Children’s Services and they will not be eligible for<br />
Housing Benefit. (Worcestershire)<br />
If a young person does not engage with support, the<br />
Young Persons Worker will carry out a home visit.<br />
Joint visits with Children’s Social Care will be carried<br />
out where appropriate. (Sussex)<br />
YOT case manager must, through the Asset process<br />
conducted at the start of and during the custodial<br />
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51
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
Offending Services should refer the young person<br />
directly to Children’s Social Care at least 4 weeks<br />
prior to their release to enable an assessment to<br />
be undertaken<br />
Where a young person is sentenced to custody<br />
whilst being accommodated under section 20 or<br />
while being a child in care, a Child in Care Review<br />
should be convened prior to release in order to<br />
plan for accommodation and support services.<br />
Teenage Parents:<br />
Some young people will have dependant children<br />
themselves and may experience homelessness.<br />
Young parents will be assessed by the county wide<br />
[SINGLE ACCESS POINT] in the same way as<br />
other young people.<br />
In cases where young people are already known to<br />
Children’s Social Care and or they have a child<br />
subject to a child protection plan, Children’s Social<br />
Care will ensure that the parent(s) have a child in<br />
need assessment carried out in their own right by<br />
a separate team within Children’s Social Care.<br />
If young parent(s) become looked after it should<br />
not automatically follow that any dependants<br />
become looked after<br />
Where out of hours referrals are made to<br />
Children’s Social Care emergency duty Team<br />
Page 78<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
sentence, identify any need for accommodation on<br />
release. (Norfolk)<br />
If the young person is not an open case to children's<br />
social care and it becomes apparent to the YOT<br />
case manager that the young person will not have<br />
suitable accommodation on release, the YOT case<br />
manager will complete form NSCB1 and send it to<br />
Norfolk Care Connect by fax or e-mail, wherever<br />
possible at least 1 month before the young person's<br />
planned release. (Norfolk)<br />
If a 16 or 17 year old woman is pregnant or has a<br />
child/children of her own, children’s services’ duties<br />
will be determined towards each of them individually.<br />
The LSCB pre-birth protocol should be followed if<br />
relevant. Similarly, if a young person is in a<br />
partnership with an older person, only duties towards<br />
the 16 or 17 year old will be considered by the duty<br />
team(Norfolk)<br />
52
Leicestershire Wide Multi Agency Protocol to<br />
assist homeless/potentially homeless 16-17 yr<br />
olds<br />
(EDT) where a young person presents as<br />
homeless, emergency duty team will need to<br />
ascertain whether or not a young person has an<br />
immediate housing need<br />
Part 8 Monitoring and review of the protocol<br />
Worcestershire, Sussex, Norfolk County<br />
<strong>Council</strong>’s<br />
(protocols identified as best practice by Anna Whalen,<br />
Youth Homelessness Advisor for the Dept of Communities<br />
and Local Government<br />
Children’s Services, and the Housing Authority, will<br />
monitor what happens to the young person following<br />
a referral and this will be used to gauge the<br />
effectiveness of this Joint Protocol<br />
An annual meeting will take place to review the Joint<br />
Protocol, and the working relationship between the<br />
two agencies. (Worcestershire)<br />
There will be inter-agency training, e.g. a Housing<br />
Officer could give a training session/presentation to<br />
Children’s Services, and a Children’s Services<br />
Officer could give a training session/presentation to<br />
the Housing Authority, about their respective work.<br />
There will also be joint training arranged, whereby<br />
officers from both agencies will attend relevant<br />
courses together (Worcestershire)<br />
The housing, care and support needs of a young<br />
person may change over time. Further joint<br />
assessments can be requested by Children’s Social<br />
Care, housing services, Connexions or the young<br />
person to review actions agreed or reassess the<br />
needs of the young person. (Sussex)<br />
Page 79<br />
53
APPENDIX 3<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Homelessness Case Study (an amalgamation of two<br />
cases)<br />
AJ – a 17 year old male.<br />
AJ approached the <strong>Council</strong> Housing Options Team having been asked to leave a<br />
hostel due to his behaviour.<br />
He approached the Housing Options Team late having been to Social Services at<br />
Bassett Street, South Wigston for advice. Initially he had been told by Social<br />
Services duty officer to go to Leicester City <strong>Council</strong> for housing help. He had been<br />
there but had been referred to <strong>Blaby</strong> as he in fact had no connection with Leicester,<br />
having lived in <strong>Blaby</strong> for several years.<br />
On presenting to the Housing Options Team, initial details of his circumstances were<br />
taken. His mum confirmed that she was not willing to have him at home due to his<br />
behaviour.<br />
It appeared that AJ had spent several nights sleeping rough and was suffering from<br />
ill health. He was tired, hungry and crying. It also transpired that AJ had had contact<br />
previously with Social Services and had in fact been placed in temporary<br />
accommodation by them for a considerable while having experienced problems<br />
when living with his father.<br />
In addition, AJ had mental health problems including self-harm and history of suicide<br />
attempts, had a poor relationship with both parents, had a long history of social<br />
services involvement with his family, educational welfare issues, increasing offending<br />
and a relationship breakdown with his partner.<br />
As it appeared that AJ had already been assessed and accommodated by Social<br />
Services, a copy of the Child in Need assessment was requested.<br />
In the meantime, a deal was brokered for placing AJ temporarily with his mum<br />
pending the outcome of his application.<br />
At first, Social Services denied that any assessment had been carried out or that AJ<br />
had been accommodated by them.<br />
AJ informed us that Social Services had placed him in B+B and then found him a<br />
hostel space. He was given money by Social Services to help buy food and clothing.<br />
This led us to believe that AJ had been in receipt of accommodation and support<br />
from Social Services because he was a child in need.<br />
When that was denied, we requested a further assessment of AJ. This assessment<br />
was allegedly carried out on 5 th October without Social Services seeing AJ or<br />
updating the information they held. We were informed that AJ had been assessed<br />
as NOT a child in need and therefore, not in need of accommodation or support<br />
provided by Social Services.<br />
Page 80<br />
54
We requested a copy of this assessment but to date, no response has been made to<br />
our request.<br />
Eventually, AJ managed to provide a copy of his original assessment confirming that<br />
he was a child in need and had been in receipt of accommodation and support from<br />
Social Services. This had ended as he was deemed to have resolved all of his<br />
issues as he had been placed in a hostel.<br />
AJ is currently not receiving any support or accommodation from Social Services.<br />
He has been referred to our in house resident support team for help and is currently<br />
temporarily at his mum’s house. If this arrangement breaks down, we will have no<br />
alternative but to place AJ in a B+B.<br />
AJ is still vulnerable. His behaviour, mental health issues and offending all indicate<br />
that his issues are not resolved and that he requires support to become successfully<br />
independent.<br />
Page 81<br />
55
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Page 82
BLABY DISTRICT COUNCIL<br />
SCRUTINY COMMISSION NOTICE OF REQUIREMENTS<br />
APPENDIX 2<br />
The Local Government and <strong>Public</strong> Involvement in Health Act 2007, implemented 1 April 09, places a duty<br />
on Scrutiny, by notice in writing, to require the Cabinet Executive, within two months of receipt of<br />
Scrutiny’s report/recommendations:<br />
Page 83
Page 84<br />
BLABY DISTRICT COUNCIL<br />
Post Scrutiny – Cabinet Executive Response in respect of<br />
Review of 16 – 17 Homelessness<br />
Date :<br />
Cabinet Member responsible for Compliance with notice of requirement:<br />
Recommendation Agreed<br />
R1 That Cabinet Executive<br />
consider and respond to the<br />
refreshed Protocol when<br />
approved by the Chief<br />
Housing Officer Group at the<br />
end of October 2012.<br />
R2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>’s<br />
officers work with County<br />
and <strong>District</strong> networks to<br />
improve data collection and<br />
presentation of information to<br />
provide a better picture of<br />
homelessness across the<br />
County that will assist in<br />
developing the service.<br />
YES/NO/PART<br />
APPENDIX 2<br />
Cabinet Response including proposed action Responsible<br />
Officer<br />
Action by<br />
date
Page 85<br />
R3 That Social Services<br />
Children & Young Peoples<br />
Services and the Housing<br />
Options Manager report<br />
back to Cabinet in six<br />
months and provide<br />
• Year end figures and<br />
benchmarking data<br />
• Impact of the refreshed<br />
Protocol<br />
• Assessment of the<br />
working relationship<br />
R4 With the majority of homeless<br />
accommodation being in the<br />
City, <strong>Blaby</strong>’s Health and<br />
Community Service Manager<br />
via the Chief Housing Officer<br />
Group continues on behalf of<br />
<strong>District</strong>s to identify if provision<br />
can be secured for County<br />
residents<br />
APPENDIX 2
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Page 86
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Quarter 2 Portfolio Performance Report 2012-13<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Ann Marie Hawkins<br />
Shared Head of Service Policy Performance &<br />
Partnerships<br />
<strong>Council</strong> Offices<br />
Tel: 0116 272 7566<br />
Cllr. David Clements, Corporate Services,<br />
Performance & Health<br />
To update the Cabinet Executive on the performance of each portfolio against<br />
the priorities set out in portfolio statements during quarter 2 2012/13.<br />
Recommendation / Recommendation to <strong>Council</strong><br />
That the quarterly portfolio performance <strong>reports</strong> be accepted<br />
Reason for Decision Recommended<br />
To enable the Cabinet to monitor performance throughout the organisation<br />
in order to focus on the rate of improvement and monitor priorities. It is<br />
important that areas of good performance are recognised and that<br />
appropriate action is taken on those requiring improvements.<br />
4. Forward Plan<br />
4.1 Has your report been included on the Forward Plan? Yes<br />
5. Key Decision<br />
5.1 No<br />
Page 87<br />
Agenda Item 8
6 Matters for Consideration<br />
6.1 The Portfolio Reports for quarter 2 2012/13 are attached at Appendix 1.<br />
6.2 Overall performance for Q2 has been analysed and 69% of indicators<br />
exceeded their target (where set) and where comparable 64% improved on<br />
performance for the previous quarter, and 64% improved on their<br />
performance for the same period last year.<br />
6.3 Quarterly meetings between individual Portfolio holders and the Portfolio<br />
holder for Corporate Services, Performance & Health were held in early<br />
November, providing an opportunity for discussion about progress within the<br />
Portfolio.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
Human rights have been considered and there are no overarching matters for<br />
concern in relation to this report.<br />
Legal Implications<br />
There are no legal implications in relation to this report.<br />
Human Resources Implications<br />
There are no implications in relation to this report.<br />
Risk Assessment & Business Continuity<br />
There are no risks, business continuity or resilience issues in relation to this<br />
report.<br />
Equalities<br />
No EINA is required for this report.<br />
Nottingham Declaration and Climate Change<br />
Not relevant to this report<br />
Crime & Disorder<br />
There are no crime and disorder issues in relation to this report<br />
8. Other Options Considered<br />
None<br />
9. Appropriate Consultations<br />
The following Officers/Members have been consulted (identified by �):<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 88
10. Financial and Efficiency Implications<br />
None<br />
11. Appendix/Appendices to this report<br />
11.1 Portfolio Performance Reports for Quarter 2 2012/13<br />
12. List of Background Papers<br />
None<br />
Page 89
This page is intentionally left blank<br />
Page 90
Performance - Exceptions:<br />
This Qtr Target Against<br />
Target<br />
1<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
% of invoices paid within 10 days 89.21% 90% ���� 92.24% ���� 93.74% ����<br />
Comments: See People Exceptions below. The Finance team was operating with a vacancy of 1 FTE<br />
between August and mid September.<br />
People – Exceptions<br />
Service Total<br />
FTE<br />
No of<br />
available<br />
days<br />
No of<br />
working<br />
days<br />
lost<br />
Vacancies Sickness<br />
%<br />
available<br />
days lost<br />
Days<br />
lost due<br />
to<br />
sickness<br />
% of<br />
available<br />
days lost<br />
Comments<br />
Finance 10.57 676.48 32 4.73% 7 1% Finance Assistant post<br />
vacant between 1 st<br />
Revenues<br />
Value for Money Indicators<br />
Finance, Efficiency & Assets<br />
Quarter 2<br />
2012/13<br />
Portfolio Priorities<br />
1. Understand costs and deliver a responsive, cost effective and high quality financial<br />
service.<br />
2. Maintaining the high collection rate of the Revenues Service whilst driving efficiency and<br />
improving Customer Service.<br />
3. Maximising the use of the council’s assets.<br />
4. Instilling principles of good, sustainable procurement.<br />
5. Continue a culture of transparency with emphasis on financial control, audit, fraud and<br />
risk.<br />
14.89 952.96 37.5 3.94%<br />
This<br />
Year<br />
To date<br />
Previous<br />
Year<br />
Page 91<br />
August and 16 th<br />
September.<br />
Actions for Improvements<br />
September 2012
Portfolio Holder’s Quarterly Statement<br />
PRIORITY 1 - Understand costs and deliver a responsive, cost effective and high quality financial<br />
service.<br />
As well as working with all managers to understand their costs and the resulting efficiencies from<br />
service improvements the Finance team continues to explore ways to automate processes in the<br />
finance function itself in order to free up staff time and improve on the quality and timeliness of<br />
data provided.<br />
The use of electronic time sheets and expense claims has reduced the need for keying of paper<br />
based forms, releasing staff to perform other tasks within the department and as a consequence<br />
increase resilience. During quarter 2 the Finance team has introduced a more streamlined<br />
approach to the production of monthly management team <strong>reports</strong>, such as the establishment<br />
report and key income report, with a view to reducing the double-keying of financial data. Work<br />
has commenced on the annual budget process which has seen the Finance team meeting with<br />
group managers and services to review their budgeted expenditure and income for the next<br />
financial year. As a result of these meetings, and ongoing discussions with managers, the draft<br />
budget is currently being compiled.<br />
The introduction on 1 st April 2013 of business rates pooling, and localisation of council tax<br />
support poses a significant challenge to the Authority’s future financial position, and the Finance<br />
team is working closely with colleagues in other services as well as other Leicestershire<br />
authorities to ensure that the impact of these new initiatives is closely managed.<br />
As a support service the Finance department continues to assist with the implementation of the<br />
new Website, Pavilion on-line booking system and Revenues System, with the aim of ensuring<br />
that the interfaces into the Financial system are correctly implemented. This assurance will retain<br />
the Financial Control mechanisms across systems in addition to automating tasks currently<br />
carried out manually within the Finance function.<br />
The Finance department continues to provide and maintain financial information in support of the<br />
monitoring of S106 contributions and the asset function is working in partnership with the<br />
Planning Obligations Officer and Parish <strong>Council</strong>s to both enhance the Authority’s relationship<br />
with Parishes and to maximise the use of the S106 monies with community engagement.<br />
The Authority’s annual Financial Statement was approved by Audit Committee on 27 th<br />
September 2012. Once again the Authority received an unqualified opinion on it’s Accounts from<br />
the external auditors Pricewaterhouse Cooper.<br />
The team’s new trainee accountant has commenced studying towards the first stage of the<br />
CIPFA (Chartered Institute of <strong>Public</strong> Finance Accountants) qualification, with initial examinations<br />
to be taken in December 2012. Finance Services continues to engage with CIPFA with a view to<br />
becoming an accredited employer, which will enable the Authority to develop training and<br />
development programs for our Finance staff and ensure that we are able to fully support our staff<br />
in reaching their full potential.<br />
2<br />
Page 92<br />
September 2012
PRIORITY 2 - Maintaining the high collection rate of the Revenues Service whilst driving<br />
efficiency and improving Customer Service.<br />
Collection rates for both <strong>Council</strong> Tax and Business Rates have remained high in recent years<br />
despite the economic climate. The Revenues Department has continually strived to deliver these<br />
high collection rates during the implementation of the Revenues System project and the<br />
continuing uncertain economy. Collection rates are slightly above the target at the end of quarter<br />
2, but slightly below the same period last year. This is during a period when Officers in the<br />
Revenues department are also engaged in the implementation of the new system due to ‘go live’<br />
in December 2012.<br />
PRIORITY 3 - Maximising the use of the council’s assets.<br />
The capital and revenue programmes for 2012/13 included a number of asset related projects to<br />
improve assets within the <strong>Council</strong>’s ownership. These projects included:<br />
• Whetstone Way Bridge. The team is project managing a range of repair works to a<br />
number bridge structures across the district to ensure bridges and structures forming<br />
country side walks and recreation areas (such as the Whetstone Way countryside<br />
recreation area); are maintained subject to funding to ensure the full use of the sites in line<br />
with the Corporate aims and objectives Works have started on site at Whetstone way with<br />
repairs to the masonry and structural repairs<br />
• Improvements to Shower/toilet facilities – Since the <strong>Council</strong>’s Climate Change Action Plan<br />
and Green travel Plan supported people travelling to work by bicycle it was recognised<br />
that the <strong>Council</strong>’s facilities required improvement in support of this initiative. The Assets<br />
team has procured and managed the installation of an additional cycle cage and currently<br />
drawing up the proposals for the other improvement to showers<br />
• Sustainability – The group is continually working to bring about improvements in the<br />
management of energy and performance of the corporate assets; this with the<br />
maintenance programmes and whilst working with the Environment team with the<br />
Corporate Climate Change Action plan.<br />
• Development of the Golf Range at the Pavilion – whilst this project is being delivered<br />
across portfolios support is being given by the Asset Management function to assist in<br />
procuring, developing and delivering the new facility.<br />
PRIORITY 4 - Instilling principles of good, sustainable procurement.<br />
The Welland Procurement Partnership continue to assist Officers to procure effectively and<br />
recent projects such as the feasibility study for the future of the Littlethorpe Depot have provided<br />
opportunity for Officers to work with the Partnership.<br />
PRIORITY 5 - Continue a culture of transparency with emphasis on financial control, audit, fraud<br />
and risk.<br />
To further the Authority’s commitment to openness and transparency we now publish details of<br />
all payments to suppliers in excess of £250 (including VAT) on our website each month. Other<br />
financial data and information published on our website includes the Financial Statement,<br />
approved by Audit Committee on 27 th September 2012, and details of senior officers’ salaries in<br />
accordance with the government’s open data requirements.<br />
3<br />
Page 93<br />
September 2012
The <strong>Council</strong> is required by law to protect the public funds we administer. Fraud and error costs<br />
public services an estimated £21 billion a year (National Fraud Authority (NFA) 2012 Annual<br />
Fraud Indicator). For example, council tax fraud is estimated to cost local authorities is now<br />
thought to cost £131 million a year, which is an increase of 32% from 2011 figures. In an effort to<br />
protect against and tackle fraud, the <strong>Council</strong> is once again taking part in the National Anti Fraud<br />
Initiative. We are therefore sharing information provided to us with other bodies through the Audit<br />
Commission to detect potential fraudulent activity.<br />
We are undergoing a Systems Thinking Intervention into Benefit Fraud Service. This has been<br />
supported by the Department of Work and Pensions to deliver improvement in the quality of the<br />
service. A new process for dealing with potential benefit fraud is being drawn up to ensure that<br />
we focus on the work of most value to the <strong>Council</strong>. This includes joint working with the Job<br />
Centre Plus, training of staff and preventative work.<br />
During the first 2 quarters of this year, we there have been 2 prosecutions, 4 administrative<br />
penalties and 1 caution issued. This equates to overpayments of nearly £6,000 of housing<br />
benefit, council tax benefit, and council tax discount, and nearly £20,000 of other benefit fraud.<br />
The work on the revision of the Corporate Plan 2011-14 Critical Activities includes an<br />
assessment of potential risks associated with the delivery of these and mitigating actions to be<br />
taken.<br />
Monitoring of Cabinet Executive Decisions:<br />
Ref Report Title Decision Current position<br />
1255 Proposed Capital<br />
Resources &<br />
Programme 12/13<br />
1217 Procurement of<br />
Replacement System for<br />
Revenues & Benefits<br />
3. That the delegated authority<br />
be granted to the Financial<br />
Services Group Manager in<br />
consultation with the Legal<br />
Services Manager to purchase<br />
the area of land for the Pavilion<br />
Golf range development.<br />
That the Financial Services<br />
Group Manager be authorised to<br />
take steps to conclude the<br />
procurement process and<br />
ultimately award the contract to<br />
the preferred bidder.<br />
4<br />
Page 94<br />
The legal process has now been<br />
completed and this piece of land<br />
has now transferred into the<br />
ownership of the <strong>Council</strong>.<br />
The contractual arrangements in<br />
relation to this purchase were<br />
finalised in October 2011. The<br />
implementation of this project is<br />
ongoing and the ‘go live’ date is<br />
anticipated to be the 10 th<br />
December 2012<br />
September 2012
Performance - Exceptions:<br />
None<br />
Performance – Exceptionally good performance<br />
Health Improvement – Number<br />
of Patients referred to the<br />
Exercise Referral Programme<br />
This Qtr Target Against<br />
Target<br />
1<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
89 80 ☺ 46 ☺ 45 ☺<br />
Comments: The project continues to perform well with increasing amounts of referrals from local GP’s. This<br />
has been achieved by improved and positive communication with GP’s about the programme. These links<br />
will be developed further as part of the <strong>Blaby</strong> Staying Healthy Forum.<br />
People – Exceptions<br />
Service Total<br />
FTE<br />
Partnerships<br />
No of<br />
available<br />
days<br />
Value for Money Indicators<br />
New indicator being developed<br />
for Q3<br />
Policy, Partnerships & Health Improvement<br />
Quarter 2<br />
2012/13<br />
Portfolio Priorities<br />
1. Enable the development of town and parish councils to deliver localism and the Big<br />
Society Agenda.<br />
2. Increase the capacity of the voluntary sector to better meet the needs of local<br />
communities.<br />
3. Get <strong>Blaby</strong> Healthier<br />
4. Increase capacity to better commission services focusing on the strategic areas of:-<br />
Children and young people, Community safety, Environment & Health and well-being.<br />
No of<br />
working<br />
days<br />
lost<br />
Vacancies Sickness<br />
%<br />
available<br />
days lost<br />
Days<br />
lost due<br />
to<br />
sickness<br />
% of<br />
available<br />
days lost<br />
3.04 194.56 7 3.60%<br />
This<br />
Year<br />
To date<br />
Previous<br />
Year<br />
Page 95<br />
Comments<br />
Actions for Improvements<br />
September 2012
Portfolio Holder’s Quarterly Statement<br />
PRIORITY 1 - Enable the development of town and parish councils to deliver localism and<br />
the Big Society Agenda.<br />
<strong>Blaby</strong> previously ran Code of Conduct Meetings with Parish and Town <strong>Council</strong>s, after<br />
consultation with clerks these meeting have been renamed to quarterly Liaison Meetings and<br />
contain an agenda that is Local <strong>Council</strong> lead. These meeting encourage discussion and<br />
feedback and are a forum to consult with Local <strong>Council</strong> to shape services.<br />
The <strong>Council</strong> have also developed a newsletter called the ‘Local <strong>Council</strong> Voice’ which allows the<br />
<strong>District</strong> to keep local councils informed with information that they request or the opportunity to<br />
circulate information they feel will be informative.<br />
Localism Act - A high level action plan has been developed by the Head of Policy, Performance<br />
and Partnerships in conjunction with the senior management team and group managers. An<br />
briefing will be prepared for members in December.<br />
PRIORITY 2 - Increase the capacity of the voluntary sector to better meet the needs of<br />
local communities.<br />
The <strong>Blaby</strong> Voluntary and Community Forum relaunched on the 12 th June 2012, having not met<br />
since December 2011. The forum provides the opportunity for voluntary and community sector<br />
organisations to come together to network, share sector intelligence, skills and experience. VAL<br />
are working to increase skills through volunteering to improve chances of employment and<br />
placements within the <strong>District</strong>. They can deliver free training in a range of subjects regarding<br />
volunteering that can assist in volunteer recruitment, to helping groups apply for funding. The<br />
more we collaborate and support our voluntary sector the more we can learn from one and other,<br />
which will provide us a better knowledge to meet the needs of our community.<br />
Discussions are ongoing with the Community Action Partnership regarding the delivery of their<br />
objectives of the Community Plan<br />
PRIORITY 3 – Get <strong>Blaby</strong> Healthier<br />
A <strong>Blaby</strong> Staying Healthy Forum has been established to bring a wide range of health partners<br />
together to improve the Health of our <strong>District</strong>. Using local health data the partnership has<br />
identified 6 local priorities:<br />
- Ageing Population - Substance Abuse<br />
- Obesity & Healthy Weight - Smoking Cessation & Tobacco Control<br />
- Teenage Pregnancy & Sexual Health - Mental Health & Wellbeing<br />
The Forum is developing a robust performance framework and a range of health improvement<br />
projects. To support the work streams Samantha Clarke our new Health Improvement Officer<br />
has recently joined us.<br />
PRIORITY 4- Increase the capacity to better commission services<br />
A review of <strong>Blaby</strong> Together is underway to consider how it should be refocused and reconfigured<br />
to develop, improve and join up locality commissioning and partnership delivery in the future<br />
including Children and Young People, Supporting Leicestershire Families, Community Safety,<br />
Environment and Health. Findings from the review will be reported to partners in December.<br />
Monitoring of Cabinet Executive Decisions:<br />
Ref Report Title Decision Current position<br />
None to be monitored<br />
2<br />
Page 96<br />
September 2012
Performance – Exceptions<br />
FOI requests – number of new<br />
requests<br />
This Qtr Target Against<br />
Target<br />
1<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
166 N/A N/A 199 ☺ 113 ����<br />
Comments: 47% increase on same period last year - Although the team continue to put work relating to<br />
FOI on the web site, the case load and work involved with FOI’s continues to increase. Analysis being<br />
undertaken to understand types of request and time taken.<br />
Number of young people involved<br />
in sports, health & recreational<br />
activities (Change 4 Life Project)<br />
1176 1100 ☺ 1229 ���� 1448 ����<br />
Comments: The programme performed well this quarter. The number of participants has reduced from last<br />
year as the programme has changed to deliver more focussed activities based on customer needs. Toddler<br />
Town is a particularly successful service with regular attendances of 80 per session.<br />
Whole <strong>Council</strong> - Number of<br />
working days lost due to sickness<br />
absence (average per employee)<br />
Corporate Services, Performance & Leisure<br />
Quarter 2<br />
2012/13<br />
Portfolio Priorities<br />
1. Put the customer first in all we do.<br />
2. Focus on continuous performance improvement.<br />
3. Ensuring that the right people with the right skills deliver excellent services for <strong>Blaby</strong>.<br />
4. Deliver efficient and cost effective support services.<br />
5. Improve opportunities for residents to engage in sport, leisure, recreation and cultural<br />
activities.<br />
2.06 1.74 ���� 2.09 ☺ 1.39 ����<br />
Comments: As previously outlined, the method for recording sickness absence has changed which has<br />
made sickness absence more accurate. For this reason, the <strong>Council</strong> is likely to see an increase in sickness<br />
absence compared to last year. We will continue to review this, highlighting trends and addressing areas of<br />
concern.<br />
Year to date figures are 4.14 days per employee compared to 2.93 days per employee at the end of<br />
September 2011, this equates to an extra 282 days sickness across the council in comparison to the year to<br />
date figure for Sept 11.<br />
Page 97<br />
September 2012
Exceptionally good performance:<br />
Website – number of unique<br />
users<br />
This Qtr Target Against<br />
Target<br />
Comments: 177% increase on same period last year<br />
2<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
101,806 N/A N/A 87,992 ☺ 36,776 ☺<br />
Pavilion Sales £43,542 £37,320 ☺ £41,955 ☺ £36,063 ☺<br />
Comments: Q2 highlights were 90 4-14yr olds per day for 6 weeks of the summer holiday. In addition the<br />
performance of the external pitches has exceeded the return on investment for year 1 with income at £7042<br />
compared with an estimated £5000.<br />
Visitors to The Pavilion 56,289 55,300 ☺ 40,512 ☺ 11,953<br />
Comments: Footfall through the centre continues to exceed expectations; this is a result of increased<br />
occupancy not just casual activities such as badminton and squash and increased marketing of club<br />
sessions, classes, meeting room bookings, Surestart activities and the children’s holiday schemes. In<br />
addition to the above, Community Action Partnership and the activities offered by the third sector continue to<br />
be well utilised by service users.<br />
Positive Activities Referral<br />
Programme – number of young 37 20 ☺ 15 ☺ N/A N/A<br />
people referred<br />
Comments: The project is developing well. Improved awareness with partner agencies has increased the<br />
level of referrals received. Feedback is positive from participants.<br />
People – Exceptions<br />
Service Total<br />
FTE<br />
Customer &<br />
Electoral<br />
Services<br />
Democratic<br />
Services<br />
No of<br />
available<br />
days<br />
No of<br />
working<br />
days<br />
lost<br />
Vacancies Sickness<br />
%<br />
available<br />
days lost<br />
Days<br />
lost due<br />
to<br />
sickness<br />
% of<br />
available<br />
days lost<br />
17.37 1111.68 69.5 6.25%<br />
5 294 38 12.93%<br />
Page 98<br />
Comments<br />
1 member of staff is<br />
currently off work with<br />
a long term sickness<br />
issue. The officer<br />
concerned is being<br />
supported through the<br />
illness and when<br />
appropriate will be<br />
assisted with a phased<br />
return to work.<br />
I member of staff was<br />
off work with a long<br />
term sickness issue.<br />
This is no longer ongoing<br />
and will therefore<br />
September 2012
Value for Money Indicators<br />
Systems Thinking – Room<br />
Bookings<br />
Other VFM indicators being<br />
developed<br />
This<br />
Year<br />
To date<br />
Approx.<br />
22<br />
weeks<br />
of staff<br />
time<br />
saved.<br />
Portfolio Holder’s Quarterly Statement<br />
PRIORITY 1<br />
Put the customer first in all we do.<br />
Previous<br />
Year<br />
3<br />
not impact on future<br />
performance.<br />
Actions for Improvements<br />
This affects all services across the <strong>Council</strong>, but in<br />
particular Property Services, Customer Services<br />
and Caretakers. The benefits are the freeing up of<br />
staff time to deliver other work. See Priority 4.<br />
A Toolkit for engaging with Harder to Reach Groups has been developed to ensure that we<br />
attempt to understand all our customer views and that we design our services around what<br />
matters to the customer.<br />
The Service Managers are working together to prepare for a Customer Excellence Award. The<br />
work is leading to a more consistent approach to customer Services and to ensure shared<br />
learning.<br />
PRIORITY 2<br />
Focus on continuous performance improvement.<br />
The Corporate Plan 2011-14 Critical Activities have been reviewed in order to ensure that they<br />
reflect current issues and changes. The progress of delivery will be monitored through a<br />
proposed new Performance Management Framework. This puts the Corporate Priorities and<br />
Ambitions at the centre of everything that we do which will support continuous improvement in<br />
service delivery across the <strong>Council</strong>.<br />
The <strong>Council</strong>’s Annual Report has been produced and distributed. This is a public facing<br />
document which highlights achievements, performance and financial reporting for 2011/12.<br />
Systems Thinking interventions have continued to be carried out across the <strong>Council</strong>. Room<br />
bookings have been completed with a new process being implemented. Understanding the<br />
service or ‘Check’ has taken place in Benefit Fraud and Benefits services and these are now<br />
moving into the re-design stage. The <strong>Council</strong> has also continued to look at ways of embedding<br />
the Systems Thinking Culture through articles on our intranet, a <strong>Blaby</strong> Lean Thinking group<br />
holding regular meetings, presentations to and involvement of Scrutiny and ‘end of check’<br />
presentations now including all Senior managers and Members.<br />
Page 99<br />
September 2012
PRIORITY 3<br />
Ensuring that the right people with the right skills deliver excellent services for <strong>Blaby</strong>.<br />
Athena, the <strong>Council</strong>s e-learning development tool was launched over this period. It was<br />
launched with a mandatory course on Data Protection which will minimise risks to the <strong>Council</strong><br />
with regards to information and data handling. We are working with a number of departments to<br />
get more courses published which will encourage financial and resource efficiencies.<br />
A staff survey has been carried out to assess the satisfaction and well being of employees. The<br />
return rate was a very positive 72%. An away day held with SLT considered the information<br />
received and ways of moving this forward. An action plan to address issues raised will be<br />
compiled following a series of staff workshops in November.<br />
A SLT away day also starting formulating the <strong>Council</strong>s People Strategy which will inform training<br />
needs for employees to deliver excellent services<br />
PRIORITY 4<br />
Deliver efficient and cost effective support services.<br />
A Systems Thinking review into the method of booking meeting rooms has resulted in potential<br />
savings of 22 weeks of staff time per year. For people requesting the rooms there is a total<br />
saving of 6 weeks approx across the organisation. The main individual beneficiaries are Property<br />
Services saving 7.5 weeks approx p.a., Customer Services saving 4.5 weeks approx p.a. and<br />
Caretakers 3 weeks approx. Property Services have used this ‘extra’ time, to offer more support<br />
to Building Control with the initial processing of applications requesting Building Regulations<br />
Approval. Caretakers are able to deal with their routine tasks with fewer interruptions and<br />
Customer Services have more time to deal with their other work.<br />
PRIORITY 5<br />
Improve opportunities for residents to engage in sport, leisure, recreation and cultural<br />
activities.<br />
Sport, Culture & Recreation<br />
The Positive Activities Referral Scheme (PARS) continues to grow with agencies referring young people<br />
at risk of offending to the scheme for the young people to take part in physical activity along with<br />
educational programmes to support them in moving away from ASB. PARS has recently been highlighted<br />
in a national publication by Sport England as an example of best practice.<br />
A revised Green Space Strategy has been developed and further consultation is now complete. The<br />
revised document will be considered by <strong>Council</strong> in November. An action plan to deliver the key themes is<br />
being finalised and our new green space management staffing structure is being implemented. The new<br />
approach to managing green space is already seeing results as improvement projects at Bouskell Park<br />
(car park) and Jubilee Park (fencing & car park) are being implemented.<br />
The <strong>Council</strong>’s Sport & Physical Activity Commissioning Plan launched 14 new activities in this quarter<br />
which has led to an increase in participation levels and percentage take-up rates.<br />
The <strong>Council</strong>’s 3 rd Annual Sports Awards are being planned and we look forward to this successful event<br />
taking place on Wed 21 st Nov at Brockington College.<br />
The Pavilion<br />
Q2 usage data provide evidence that more of our community are accessing <strong>Blaby</strong>’s leisure facilities.<br />
Work is now taking place to profile our customers and permit a greater understanding of how we can<br />
better reach into the community. The capital programme at the Pavilion remains a focus with a further<br />
4<br />
Page 100<br />
September 2012
eport scheduled for Cabinet in November. An internet booking and payment system is now close to<br />
going live. Closer links are being formed with SLM (who manage Enderby Leisure Centre) to enhance<br />
working relationships and ensure the range and diversity of activities compliment each other.<br />
Enderby Leisure Centre<br />
The wet summer weather has reduced golf usage. However visits in other areas of the facility more than<br />
made up for this disappointment with the Olympics a contributory factor.<br />
A Customer Insight project using the MOSAIC tool is underway at Enderby Leisure Centre. The aim of the<br />
project is to profile the existing and potential customer base with the intention of conducting a marketing<br />
campaign to increase memberships at an appropriate point.<br />
Monitoring of Cabinet Executive Decisions:<br />
Ref Report Title Decision Current position<br />
1281 Green Space<br />
Strategy<br />
That the new Green Space<br />
Strategy be withdrawn for<br />
further development with<br />
scrutiny.<br />
5<br />
Page 101<br />
Green Space Strategy<br />
revised through feedback<br />
from Scrutiny and further<br />
partner consultation. The<br />
revised strategy will be going<br />
to <strong>Council</strong> in November.<br />
September 2012
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Page 102
Performance – Exceptions<br />
Exceptionally good performance:<br />
People – Exceptions<br />
Service Total<br />
FTE<br />
No of<br />
available<br />
days<br />
No of<br />
working<br />
days<br />
lost<br />
Vacancies Sickness<br />
%<br />
available<br />
days lost<br />
1<br />
Days<br />
lost due<br />
to<br />
sickness<br />
% of<br />
available<br />
days lost<br />
Neighbourhood<br />
Services<br />
70.22 4494.08 272 6.05%<br />
Comments – there have been a number of long term sickness cases this year due to manual nature of the<br />
job and an ageing work force. All of which have/are being managed appropriately through the absent<br />
management process.<br />
Portfolio Holder’s Quarterly Statement<br />
Neighbourhood & Environmental Health Services<br />
Quarter 2<br />
2012/13<br />
Portfolio Priorities<br />
1. Improve the overall appearance and cleanliness of community spaces.<br />
2. Ensure that <strong>Blaby</strong>’s Refuse and Recycling service is lean, efficient and fit for purpose.<br />
PRIORITY 1 - Improve the overall appearance and cleanliness of community spaces<br />
The service is reviewing how it monitors service requests to develop a more meaningful performance<br />
indicator. We are examining the time taken for service requests to be actioned and what factors influence<br />
this time by exception reporting. This will allow a more meaningful dataset which permits greater analysis<br />
and valuation.<br />
Empty Homes<br />
Since the Empty Homes Strategy was adopted, proactive work has been undertaken to bring empty<br />
homes back into use, through correspondence with owners of empty properties and enforcement action<br />
with long standing empty homes. Within Q2 owners of 126 empty homes, were contacted and 91 of these<br />
are now back in use. Enforcement action on tough long term empties has commenced on 10 properties<br />
from within the district. We have served notices on 3 properties, stage 4 enforcement letters sent to 2<br />
properties. Contact is currently being made with another 3 properties to understand what the owners<br />
plans are for their properties and to make them aware of our enforcement procedures.<br />
New initiatives are being explored by the Empty Homes Working Group to improve delivery of results for<br />
the strategy. These include the introduction of new funding for empty home owners to assist in bringing<br />
properties back into use (which will also provide housing for vulnerable households for a minimum of 2<br />
years); developing links with local Estate Agents to assist owners with letting or marketing their properties;<br />
and working with East Midlands Housing Association to identify owners wishing to participate in the<br />
purchase and repair scheme which is being part funded by the <strong>Council</strong>.<br />
Better Business for All<br />
Start up <strong>pack</strong> now launched for new businesses to improve accessibility and awareness of regulators and<br />
encourage and support economic business growth.<br />
Page 103<br />
September 2012
Climate Change<br />
Gold Motorvate Award received, for the second year running, for reductions in carbon dioxide production<br />
in the <strong>Council</strong>’s fleet vehicles. Over the last year, the <strong>Council</strong>’s carbon footprint has been reduced by an<br />
additional 3.1%, This is a total of 21.7% reduction in carbon dioxide emissions since 2009/10. As a result<br />
of this we are the highest performing <strong>Council</strong> in terms of CO2 emissions in the East Midlands. The Solar<br />
PV installed at the Pavilion in December 2011 has already achieved a feed-in-tariff of £3501.40, in 10<br />
months set against a predicted £3374 for the first 12 months.<br />
Envirocrime<br />
Three successful prosecutions secured. Two people were found guilty of duty of care offences and were<br />
fined a total of over £1000. One person was found guilty of a littering offence and fined a total of £215.<br />
Building Control<br />
1. Maintained income levels despite the current economic climate and in particular the extremely<br />
negative affect that it is having on the UK construction industry whilst at the same time being<br />
exposed to fierce competition from the private sector.<br />
2. Following the recent successful introduction of charges for works carried out on Street Naming and<br />
Numbering within our district, the Section has been able to report that from April of this year this has<br />
attracted £4,470.00 of additional income into the <strong>Council</strong>.<br />
3. Continued to expand on the number of Partner Agents who submit their applications to ourselves<br />
which attracts additional income into this council that would usually be payable to other Local<br />
Authorities.<br />
4. Utilised the skills of our Surveyors in a diversification exercise that has enabled the <strong>Council</strong> to save<br />
money by not having to employ the services of external consultants to carry out Fire Risk<br />
Assessments on its own buildings and have also acted on an advisory basis in the design process of<br />
the new Golf Driving Range at the Pavilion.<br />
5. Carried out 712 Building Control inspections on building works currently under construction within our<br />
<strong>District</strong> whilst at the same time maintaining our 100% record for attending those sites on the same<br />
day as requested<br />
6. Simplified the process for ourselves and our customers in dealing with both defective and new street<br />
nameplates within the <strong>District</strong> of <strong>Blaby</strong> after having carried out a Systems Thinking exercise on this<br />
area.<br />
Priority 2 - Ensure that <strong>Blaby</strong>’s Refuse and Recycling service is lean, efficient and fit for purpose<br />
A further recycling trial was conducted in Braunstone Town, Sharnford, Sapcote and Aston Flamville<br />
during September. Based on the results from the trial and the financial implications associated with glass<br />
collection, a report was taken to cabinet on Monday, 22 nd October 2012 recommending a change to the<br />
recycling collection service. The report recommended that we collect mixed recyclate (paper/card, plastic<br />
and cans) in one bin on a fortnightly basis. It also recommended that glass would not be collected from<br />
the kerbside unless the economics for collecting it become more viable. Residents would be asked to use<br />
the colour separated glass banks provided in the <strong>District</strong> or put the glass in the residual waste bin. This<br />
report was subsequently approved by Members.<br />
Monitoring of Cabinet Executive Decisions:<br />
Ref Report Title Decision Current position<br />
1248 Enforcement Action,<br />
Land at Narborough<br />
Road South Braunstone<br />
Town<br />
That the Regulatory Services<br />
Group Manager and Legal<br />
Services Manager be delegated<br />
to take action in relation to land<br />
off Narborough Road South,<br />
Braunstone Town, using the<br />
Compulsory Purchase Powers<br />
under Section 226(1)(a) of the<br />
2<br />
Page 104<br />
Compulsory Purchase Order<br />
served on 26 th March with a<br />
deadline of 31 st May 2012 for<br />
any representation to be made<br />
to the Secretary of State.<br />
Representation was made in<br />
respect of the CPO – <strong>Public</strong><br />
September 2012
Town and Country Planning Act<br />
1990 and procedure under<br />
Section 103 of the Law Of<br />
Property Act 1925.<br />
3<br />
Page 105<br />
Inquiry now set for 8/1/13. The<br />
owner is progressing a private<br />
sale.<br />
September 2012
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Page 106
Performance – Exceptions<br />
Average number of days taken to<br />
process Housing and <strong>Council</strong> Tax<br />
Benefit Claims<br />
This Qtr Target Against<br />
Target<br />
1<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
7.21 N/A N/A 6.64 ���� 5.84 ☺<br />
Comments: Increase in processing applications has been caused by the introduction of electronic notifications<br />
(ATLAS) from the DWP which has hampered progress in this area nationally. However performance in this<br />
area is now improving and new claims have improved from an average of 26 days to 14 days and similarly<br />
changes in circumstances have improved to just under 6 days.<br />
Domestic burglaries<br />
246<br />
(year to<br />
date)<br />
N/A N/A<br />
Not comparable –<br />
cumulative figures<br />
150 ����<br />
Comments: The number of domestic burglaries has risen by 69% from the corresponding month last year.<br />
The police have developed an action plan to try and tackle the issue. The rise is a Countywide rise.<br />
DFG’s – Time from first contact to<br />
approval (Majors)<br />
106.9 N/A N/A 72 ���� 145.20 ☺<br />
Comments: The approval times for major works varies enormously due to the complex nature of the jobs.<br />
Events such as hospital admission or the seriousness of the disabled persons condition can all delay the<br />
approval of work. Children’s cases tend to be more complex and lengthy too. This has happened on several<br />
occasions in the last quarter which has impacted on performance reported.<br />
Homelessness - % of cases<br />
resolved successfully<br />
61.65% N/A N/A 75.21% ���� 66.67% ����<br />
Comments:<br />
The drop in percentage of cases resolved successfully is reducing due to higher numbers of cases where we<br />
have lost contact with the client. We assume that if people no longer need our help that they have<br />
satisfactorily resolved their housing problem but cannot record an outcome against them if we have no<br />
evidence to support this. We are currently looking at “lost contact” cases to see if there is anyway we can<br />
work differently to reduce this. This is also compounded with having a higher level of complex cases in the<br />
system. These cases take much longer to resolve successfully and we are predicting a large rise in the<br />
number of successful cases in January 2013 as these cases resolve.<br />
Young people engaged via BB19<br />
bus<br />
Community Services<br />
Quarter 2<br />
2012/13<br />
Portfolio Priorities<br />
1. Improve Outcomes and Opportunities for Communities and Individuals.<br />
2. Help residents understand what services are available and make it possible for them to be<br />
able to use them.<br />
747 N/A N/A 568 ☺ 1113 ����<br />
Comments: The summer project was attended by 252 young people over 12 days in August. The first Autumn<br />
project is underway with the bus attending Croft, Cosby, Enderby and <strong>Blaby</strong><br />
Page 107<br />
September 2012
Exceptionally good performance:<br />
Substance use – number of<br />
people supported<br />
This Qtr Target Against<br />
Target<br />
21<br />
(Year to<br />
date)<br />
N/A N/A<br />
Comments: number of new cases continues to increase over time<br />
Theft of motor vehicle 30 N/A N/A<br />
Comments:<br />
First Contact – number of forms<br />
received<br />
2<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Not comparable –<br />
cumulative figures<br />
Same<br />
qtr last<br />
year<br />
12<br />
(year to<br />
date)<br />
Perf. v<br />
last year<br />
☺<br />
Not comparable –<br />
cumulative figures 62 ☺<br />
62 N/A N/A 55 ☺ 36 ☺<br />
Comments: number of forms up due to canvassing of customers who receive assisted bins<br />
People – Exceptions<br />
Service Total<br />
FTE<br />
Community<br />
Services<br />
Team<br />
(inc GM & PA)<br />
12.14<br />
Value for Money Indicators<br />
No of<br />
available<br />
days<br />
776.96<br />
No of<br />
working<br />
days<br />
lost<br />
This<br />
Year<br />
To date<br />
Vacancies Sickness<br />
%<br />
available<br />
days lost<br />
Previous<br />
Year<br />
Page 108<br />
Days<br />
lost due<br />
to<br />
sickness<br />
36.5<br />
% of<br />
available<br />
days lost<br />
4.7%<br />
Comments<br />
1 officer on phased<br />
return has impacted on<br />
figures<br />
Actions for Improvements<br />
September 2012
Portfolio Holder’s Quarterly Statement<br />
PRIORITY 1<br />
• The Housing Options Teams are now holding locality meetings with Children’s<br />
Occupational Therapy services in order to progress complex child cases more quickly.<br />
This approach has worked well with adult occupational therapy services.<br />
• New partnership arrangements have been developed with Acorn Training who now have a<br />
member of staff based within the Community Services Team who provides access to<br />
employment support for individuals and families<br />
• BB19 summer road shows held 12 locations in August reaching 252 young people<br />
• The Benefits Team have started a ‘lean thinking’ intervention to look at ways of improving<br />
the service that are provided to our customers. Given the forthcoming welfare reform<br />
changes the time is right for this intervention with an intention of looking at the barriers or<br />
obstacles that prevent us from being able to carry out our daily work/tasks<br />
PRIORITY 2<br />
• Information regarding emergency heating grants has been widely published on facebook, twitter<br />
and in contact magazine and the new parish council newsletter as have the dates for available<br />
properties on our Choice Based Lettings scheme. We have also been promoting the late night<br />
Thursday housing options session at <strong>Blaby</strong> service shop.<br />
• Consultation on the <strong>Council</strong> Tax Support changes from April 2013 has now ended.<br />
Further considerations as to the final scheme are now underway<br />
• Early preparation work has begun on the raft of welfare reform changes that will have an<br />
impact on <strong>Blaby</strong> residents which include the Social Fund, changes to LHA rules,<br />
introduction of the size criteria rules for social housing and the planned introduction of the<br />
benefit cap<br />
Monitoring of Cabinet Executive Decisions:<br />
Ref Report Title Decision Current position<br />
None to be monitored<br />
3<br />
Page 109<br />
September 2012
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Page 110
Performance – Exceptions<br />
Planning – end to end time, Major<br />
applications<br />
This Qtr Target Against<br />
Target<br />
1<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
209 N/A N/A 35 ���� 130.80 ����<br />
Comments: The figures for September show that the average E2E time for Major applications was 141 days.<br />
This is higher than Q1 outturn which was 35 days. However this increase is attributed to the 2 applications<br />
Planning – end to end time, Minor<br />
applications<br />
77.38 N/A N/A 57.46 ���� 71.16 ����<br />
Comments: The figures for September show that the average E2E time for Minor applications was 51 days.<br />
This is markedly lower than August which was 96 days and is lower than Q1 outturn which was 57 days.<br />
Planning - % of applications valid<br />
on receipt<br />
48.16% 70% ���� 49.12% ���� 50.36% ����<br />
Comments: This shows an area of work going forward to ensure that we can encourage applicant's to submit<br />
applications "right first time" to reduce rework and waste in the system.<br />
Exceptionally good performance:<br />
Planning – end to end time,<br />
householder applications<br />
This Qtr Target Against<br />
Target<br />
Previous<br />
qtr<br />
Comparison Against<br />
Perf. v<br />
previous<br />
qtr<br />
Same<br />
qtr last<br />
year<br />
Perf. v<br />
last year<br />
38.09 N/A N/A 48.65 ☺ 44.48 ☺<br />
Comments: The figures for September show that the average E2E time for Householder applications was 33<br />
days. This is markedly lower than August which was 96 days and is lower than Q1 outturn which was 48<br />
days.<br />
Planning – end to end time, other<br />
applications<br />
Planning, Economic Development & Housing<br />
Strategy<br />
Quarter 2<br />
2012/13<br />
Portfolio Priorities<br />
1. Enable the provision of appropriate and sustainable housing and employment<br />
opportunities to meet the needs of local communities.<br />
2. Increase the potential for the local economy to grow including the further regeneration of<br />
<strong>Blaby</strong> Town Centre.<br />
3. Ensure all development is acceptable and sustainable.<br />
4. Encourage a culture of compliance through more effective regulation.<br />
42.31 N/A N/A 49.21 ☺ 52.10 ☺<br />
Comments: The figures for September show that the average E2E time for Other applications was 38 days.<br />
This is markedly lower than August which was 96 days and is lower than Q1 outturn which was 51 days.<br />
Page 111<br />
September 2012
Planning - % of determined<br />
applications approved<br />
Comments:<br />
Decent Homes - % of decent<br />
Three Oaks Homes<br />
Comments:<br />
Number of affordable homes<br />
delivered<br />
Comments:<br />
People – Exceptions<br />
No significant exceptions<br />
Value for Money Indicators<br />
82.81% 75% ☺ 83.72% ���� 77.74% ☺<br />
93% N/A N/A 85% ☺ 75% ☺<br />
23 N/A N/A 18 ☺ 2 ☺<br />
This<br />
Year<br />
To date<br />
Portfolio Holder’s Quarterly Statement<br />
Previous<br />
Year<br />
2<br />
Actions for Improvements<br />
PRIORITY 1 - Enable the provision of appropriate and sustainable housing and employment<br />
opportunities to meet the needs of local communities<br />
Core Strategy Examination Pre- Hearing Inquiry held on 31 July<br />
BDC Statements submitted to the Examination on 21 September<br />
BDC responding to ad hoc requests by the Inspector<br />
Complying with Development Plan Regulations re Core Strategy.<br />
Lubbesthorpe application determined by Development Control Committee on 1 st November 2012,<br />
awaiting Secretary of State decision whether to call in.<br />
PRIORITY 2 - Increase the potential for the local economy to grow including the further<br />
regeneration of <strong>Blaby</strong> Town Centre.<br />
<strong>Blaby</strong> Heritage Trail installed and launched<br />
Environmental improvements in <strong>Blaby</strong> , including hanging baskets in the Town Centre and improvements<br />
to the village green.<br />
Town Centre Partnership meeting on 25 September<br />
Preparing for the Christmas light switch on<br />
Ongoing work with Construction futures<br />
Page 112<br />
September 2012
PRIORITY 3 - Ensure all development is acceptable and sustainable<br />
Continuing work through the development management system and ongoing advancement with the<br />
progress of the Core Strategy. Work will commence shortly on the Allocations, Designations and<br />
Development Management Development Plan Document to enshrine concepts of sustainable<br />
development within a strong policy framework and thereby ensure conformity with the National Planning<br />
Policy Framework. Core Strategy due to be adopted early 2013.<br />
PRIORITY 4 - Encourage a culture of compliance through more effective regulation.<br />
Ongoing proactive work of the Enforcement Team and provision of reactive service during ‘Out of office<br />
hours’ for responding to unauthorised development. Active monitoring of conditions attached to planning<br />
permissions.<br />
Monitoring of Cabinet Executive Decisions:<br />
Ref Report Title Decision Current position<br />
1196 Designation of a<br />
Conservation Area in<br />
Glenfield<br />
That the Draft Character<br />
Statement for the proposed<br />
designation of a conservation<br />
are in Glenfield be used for the<br />
purposes of publicising the<br />
proposed designation and that<br />
public consultation be carried<br />
out on the proposal to designate<br />
a conservation are in Glenfield.<br />
3<br />
Page 113<br />
It is proposed that the public<br />
consultation on the proposal<br />
takes place in January 2013.<br />
Following the consultation the<br />
scheme will be progressed to<br />
designation.<br />
September 2012
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Page 114
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Establishment Budget 2012/13 and 2013/14<br />
Report author<br />
and contact<br />
details:<br />
Jane Toman Sarah Pennelli<br />
Director Financial Services Group Manager<br />
<strong>Council</strong> Offices <strong>Council</strong> Offices<br />
0116 272 7502 0116 272 7650<br />
<strong>Council</strong>lor David Clements – Corporate Services,<br />
Portfolio Holder:<br />
Performance and Leisure Portfolio Holder<br />
<strong>Council</strong>lor John Hudson - Finance & Efficiencies<br />
Portfolio Holder<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
1.1 To set out, for consideration by the Cabinet Executive, the revised<br />
establishment budget for the current financial year and the proposed budget<br />
for 2013/14.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation to Cabinet Executive<br />
The Cabinet Executive is asked to consider and approve the content of this<br />
report in advance of the detailed service budget proposals and in the<br />
context of the overall budget strategy for next financial year. The<br />
establishment costs will be incorporated into the General Fund and Capital<br />
Programme draft budgets for consideration by the Cabinet Executive at a<br />
later date.<br />
Reason for Decision Recommended<br />
To make Cabinet Executive aware of the establishment costs which will<br />
influence the overall General Fund budget proposals for 2013/14.<br />
4. Forward Plan<br />
Yes<br />
5. Key Decision<br />
5.1 Yes<br />
Page 115<br />
Agenda Item 9
6. Matters for Consideration<br />
6.1 ESTABLISHMENT BUDGETS 2012/13 AND 2013/14<br />
Establishment costs represent a substantial proportion of the core costs of the<br />
<strong>Council</strong>. The majority of the budget consists of salaries, employers’<br />
superannuation and national insurance contributions but also includes<br />
provisions for sickness, maternity leave, temporary staffing and agency costs.<br />
Contingency sums are incorporated into the budget to provide a source of<br />
funds to meet unplanned establishment related costs which may arise during<br />
the course of the year.<br />
Set out in this report and the table at Appendix A are the key facts and<br />
figures relating to the size and structure of the establishment, the associated<br />
costs and additional information in respect of a number of staff related issues.<br />
The report is based on the information which is available at the present time<br />
and is based on the current establishment. Any future changes that are<br />
proposed will be reflected in the final budget proposals if known, otherwise will<br />
be incorporated at the appropriate point when the budget is revised.<br />
6.1.1 Establishment Budget – Current Year<br />
(i) The original net establishment budget of £8,587,297 for 2012/13 was<br />
approved on 28 th November 2011. Following the completion of the budget<br />
process, changes to establishment related costs were incorporated into the<br />
estimates and are reflected within the revised figure. These are shown in<br />
Table 1 below.<br />
Table 1<br />
Net Establishment Budget as approved November 2011<br />
Add:<br />
Change in Employer’s Pension Contribution rates<br />
Additional External Funding – Sure Start Receptionists/Cleaner<br />
Temporary Post – Project Officer (£15,000 part funding)<br />
Policy & Partnerships – additional external funding<br />
Reduction in external funding for Highways Cyclical Maintenance<br />
(due to pay award)<br />
Less:<br />
Reduction in Pay Award from 2.5% to nil<br />
Human Resources restructure<br />
Directorate review<br />
Building Control Admin Assistant – post deleted<br />
Grounds Maintenance – TUPE transfer to Three Oaks Homes<br />
Environmental Health & Licensing restructure<br />
£<br />
8,587,297<br />
5,078<br />
18,280<br />
37,759<br />
7,456<br />
1,628<br />
(181,019)<br />
(22,699)<br />
(62,899)<br />
(20,500)<br />
(93,645)<br />
(59,047)<br />
Net Budget per latest Establishment Report 8,217,689<br />
Page 116
(ii) Performance Against Budget<br />
As part of the original 2012/13 establishment budget proposals it was agreed<br />
to achieve savings of £80,000 in staffing costs during the course of the current<br />
year. As at the end of September 2012, expenditure on salaries was<br />
£3,946,423 against the profiled budget of £4,212,373, representing a gross<br />
saving of £265,950 achieved largely through vacant posts, and shared<br />
arrangements in respect of the Head of Policy, Performance & Partnerships.<br />
However, it has been necessary, for operational reasons, to employ<br />
temporary and agency staff in certain key areas and the cost of doing so as at<br />
30 th September was £400,528. It is envisaged that the need for temporary or<br />
casual staff will continue through to the end of the financial year, albeit at a<br />
much reduced level since much of the requirement is in the first half of the<br />
financial year. In net terms, the establishment budget is overspent by<br />
£134,578 as at 30 th September 2012. Redundancy costs incurred during the<br />
first half of the year, arising from restructuring, amount to £37,005, and this<br />
sum will be charged against the <strong>Council</strong>’s balances in line with the existing<br />
policy.<br />
(iii) Revised Budget Position<br />
Establishment costs for 2012/13, taking into account actual expenditure to<br />
date and including additional one-off temporary posts mainly within Planning<br />
and Benefits, are forecast to outturn at £8,268,982, an increase of £51,293<br />
against the original budget of £8,217,689.<br />
6.1.2 Staff Turnover<br />
Turnover of staff within the establishment has increased over the last year.<br />
Over the last 7 months (1 st April – 31 st October, 2012) 16 employees have left<br />
the <strong>Council</strong>’s employment from established posts compared with 8 for the<br />
same period last year. This represents a turnover rate for this period of 6.1%<br />
compared to a turnover rate of 2.6% for the same period last year. In addition<br />
to this there have been 6 redundancies and 3 TUPE transfers during the first<br />
7 months of this financial year.<br />
A proportion of days lost due to vacancies is recovered by employing<br />
temporary or agency staff where required. At the end of September 2012 the<br />
<strong>Council</strong> had incurred £400,528 in respect of agency/temporary staff costs<br />
compared to £192,421 for the same period the previous year. The reason for<br />
this significantly higher cost is that it has been necessary to employ additional<br />
resource in Planning Services to support the <strong>Council</strong> through the<br />
Lubbesthorpe planning application process, as well as additional assistance<br />
within the Benefits team. These costs, and projected further expenditure for<br />
the remainder of the financial year, have been incorporated into the 2012/13<br />
Revised Budget and are being closely monitored.<br />
6.1.3 Sickness Absence<br />
The 2011/12 outturn for sickness shows that an average of 6.36 days were<br />
lost per employee due to sickness compared to 7.04 days the previous year.<br />
This is below the national average of 8.0 days per employee in local<br />
government (source = Chartered Institute of Personnel and Development<br />
Page 117
(CIPD) Simply Health Absence Report 2012). Sickness has shown a slight<br />
increase during the first half of 2012/13.<br />
6.1.4 Current Year Position<br />
At 30 th September 2012 actual expenditure on establishment costs was<br />
£4,383,956, inclusive of temporary and agency staff and redundancy costs,<br />
which represents 53.34% of the full year adjusted original budget of<br />
£8,217,689. This is reflective of the number of temporary or agency staff<br />
employed during the first half of the financial year, particularly in respect of<br />
grass cutting etc. during the summer months, and the establishment budget is<br />
profiled accordingly. However, the ongoing requirement for temporary and<br />
agency staff mainly in the Planning service area, referred to in paragraph<br />
6.1.2 above, is forecast to lead to an overspend of approximately £51,000 in<br />
2012/13.<br />
6.2 BUDGET PROPOSALS 2013/14<br />
6.2.1 Personnel Statistics<br />
The establishment currently equates to 255.62 full time equivalent posts<br />
(F.T.E.), a decrease of 19.54 F.T.E.’s over the position 12 months ago. This<br />
includes the effect of the Directorate review, and restructuring exercises within<br />
Environmental Services and Human Resources, as well as the recent senior<br />
management review, and changes to the recycling service. The table at<br />
Appendix B summarises the movement between September 2011 and<br />
September 2012.<br />
6.2.2 On-Costs<br />
National Insurance<br />
The employers’ National Insurance contributions for 2013/14 have not yet<br />
been announced, and so contributions have been incorporated into the<br />
budgets assuming a 3% increase over the current rate, but with earning<br />
thresholds remaining unchanged. Any subsequent changes to the rates will<br />
be reported to the Cabinet Executive as and when the <strong>Council</strong> receives<br />
notification.<br />
Superannuation – Pension Contributions<br />
The <strong>Council</strong>’s contributions to the Leicestershire Superannuation Fund have<br />
been included at a rate of 16.7% of basic pay for 2012/13 and 17.7% of basic<br />
pay for 2013/14, in line with details provided by the County <strong>Council</strong>. It is now<br />
anticipated that proposed changes to employees’ contribution levels will not<br />
take effect until April 2014.<br />
IAS19<br />
The <strong>Council</strong> is required to fully implement the implications of the International<br />
Financial Reporting Standards (IAS19) in relation to Retirement Benefits.<br />
The objective of this is to ensure that retirement benefits are accounted for<br />
Page 118
when they are committed to, even though the actual “giving” may be several<br />
years into the future. This ensures a better reflection of the economic reality<br />
between the employer and the pension fund, showing any shortfalls or<br />
surpluses in the net assets in the pension scheme.<br />
Service costs will therefore reflect the ‘current service costs’ as assessed by<br />
actuaries, with corresponding adjustments being made within the Income and<br />
Expenditure Accounts to ensure that the <strong>Council</strong> Tax requirements reflect only<br />
actual contributions.<br />
The estimates contained within Appendix A do not include the impact of<br />
IAS19.<br />
6.2.3 Establishment Details<br />
The estimated costs projected for 2013/14, as shown in Column D of the table<br />
at Appendix A, are based on the forecast establishment as at 1 st April 2013.<br />
They are inclusive of any scale point increments which are applicable to<br />
employees with effect from 1 st April 2013 and the cost of employer pension<br />
and national insurance contributions. The figures include a provision for a pay<br />
award of 1% in line with the <strong>Council</strong>’s Medium Term Financial Strategy.<br />
The analysis includes provisions for seasonal temporary assistance in respect<br />
of the front-line workforce and overtime/market supplement budgets where<br />
applicable.<br />
The overall gross decrease from the original 2012/13 budget on a like for like<br />
basis is calculated at £213,156 inclusive of increments. The net establishment<br />
budget, in respect of the General Fund, after taking into account the<br />
implications of external and internal funding is estimated at £8,004,533,<br />
compared to the 2012/13 like for like figure of £8,217,689. This does not<br />
include any provision for IAS19 which is an accounting entry that does not<br />
affect the total budget requirement. This represents a 2.6% decrease against<br />
the original net budget for the current year. If the pay award is not settled and<br />
there is no increase in pay for 2013/14 there will be a saving of around<br />
£78,500.<br />
6.2.4 External Funding<br />
Column C of the table at Appendix A and the table in paragraph 6.2.6<br />
indicate those posts which have been and/or are planned to be funded<br />
externally and/or from balances over the two years 2012/13 and 2013/14.<br />
6.2.5 Summary<br />
The overall proposed reduction in establishment costs for 2013/14 is 2.6%, at<br />
a time when inflation is running at over 2%. 2013/14 will undoubtedly<br />
represent a challenging year in terms of delivering a balanced budget and<br />
these costs form an important element of the overall equation.<br />
6.2.6 The table below shows the sources of the external funds receivable.<br />
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2012/13<br />
Original<br />
£<br />
2012/13<br />
Revised<br />
£<br />
2013/14<br />
First<br />
£<br />
The Pavilion – Sure Start Funding 0 18,280 20,803<br />
Capital Funding – Revenues & Benefits 0 26,091 0<br />
Community Services Manager – part<br />
funded by Hinckley & Bosworth B.C.<br />
0 2,651<br />
0<br />
Domestic Abuse Outreach Worker 0 6,000 6,600<br />
Substance Use Officer<br />
Deputy Chief Executive – Shared S151<br />
0 14,410 0<br />
role with Harborough D.C.<br />
0 46,800<br />
0<br />
Project Officer (Neighbourhood Services) 0 15,000 0<br />
Sport & Physical Activity Graduate<br />
Trainee<br />
0 12,956 4,561<br />
Highways Cyclical Maintenance 76,648 75,021 75,496<br />
Lubbesthorpe Planning Application 0 29,963 0<br />
Policy & Partnerships 0 7,456 0<br />
TOTAL 76,648 254,628 107,460<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
N/A<br />
Legal Implications<br />
The proposals are compliant with the <strong>Council</strong>’s constitution<br />
Human Resources Implications<br />
N/A<br />
Risk Assessment & Business Continuity<br />
N/A<br />
Equalities<br />
No Equalities Impact Need Assessment is needed for this report<br />
Nottingham Declaration and Climate Change<br />
N/A<br />
Crime & Disorder<br />
N/A<br />
Other<br />
N/A<br />
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8. Other Options Considered<br />
To report separately on the establishment costs in advance of the main<br />
budget considerations<br />
9. Appropriate Consultations<br />
None<br />
10. Financial and Efficiency Implications<br />
These are set out in the body of the report<br />
11. Appendix/Appendices to this report<br />
11.1 Appendix A – Budgeted Establishment costs for 2012/13 and 2013/14<br />
11.2 Appendix B – Number of FTE’s for 2012/13 and 2013/14<br />
12. List of Background Papers<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 121
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Page 122
ESTABLISHMENT COSTS 2012/13 REVISED AND 2013/14 FIRST ESTIMATES APPENDIX A<br />
2012/13 2012/13 2012/13 2012/13 2013/14 2013/14 2013/14<br />
POSTS @ FTE @ FIRST REVISED EXTERNAL REVISED VARIANCE FIRST EXTERNAL FIRST NET VARIANCE NO<br />
01/04/13 01/04/13 FUNDING NET % + 1 % FUNDING % OF<br />
A B C D D TO A B C D D TO A INC<br />
CHIEF EXECUTIVE 8 6.54 354,707 324,791 324,791 -8.43% 321,316 321,316 -9.41% 4<br />
DEPUTY CHIEF EXECUTIVE 2 1.54 124,342 140,032 -46,800 93,232 -25.02% 122,018 122,018 -1.87% 0<br />
DIRECTOR OF OPERATIONS 2 1.68 127,101 115,343 115,343 -9.25% 30,120 30,120 -76.30% 1<br />
DIRECTOR OF PERFORMANCE & PEOPLE 2 1.54 108,366 112,300 112,300 3.63% 114,498 114,498 5.66% 0<br />
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<br />
FINANCIAL SERVICES GROUP MANAGER 37 32.14 937,347 916,067 -26,091 889,976 -5.05% 924,705 924,705 -1.35% 9<br />
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<br />
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<br />
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<br />
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<br />
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<br />
TRAINEES 4 4.00 33,455 33,455 33,455 0.00% 36,955 36,955 10.46% 0<br />
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<br />
CENTRAL PROVISIONS<br />
SICK PAY/COVER 25,625 25,625 25,625 0.00% 25,625 25,625 0.00%<br />
OCCUPATIONAL MATERNITY PAY 13,093 13,093 13,093 0.00% 18,996 18,996 45.09%<br />
GROSS STATUTORY MATERNITY PAY 52,312 52,312 52,312 0.00% 46,919 46,919 -10.31%<br />
RECOVERABLE STAT. MATERNITY PAY -48,127 -48,127 -48,127 0.00% -43,165 -43,165 -10.31%<br />
CORPORATE CONTINGENCY SENIOR MANAGERS PRP inc in revised 17,000 0 0 0.00% 0 0 -100.00%<br />
CHILDCARE VOUCHER SCHEME 1,700 1,700 1,700 0.00% 1,700 1,700 0.00%<br />
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OTHER<br />
NET TURNOVER SAVINGS RE VACANCIES -80,000 -80,000 -80,000 0.00% -80,000 -80,000 0.00%<br />
Reduction in Pay Award from 2.5% to Nil -181,019<br />
Change in Employer's Pension Contribution rates 5,078<br />
Human Resources restructure -22,699<br />
Corporate Services restructure -33,617<br />
Legal & Information Officer - post deleted -29,282<br />
Additional External Funding - Sure Start Receptionists/Cleaner 18,280<br />
Building Control Admin Assistant - post deleted -20,500<br />
Grounds Maintenance - TUPE transfer to Three Oaks Homes -93,645<br />
Environmental Health & Licensing restructure - phase 1 -4,047<br />
Environmental Health & Licensing restructure - phase 2 -55,000<br />
Temporary post - Project Officer (£15,000 part funding) 37,759<br />
Policy & Partnerships - additional external funding 7,456<br />
Reduction in External Funding - Highways Cyclical Maintenance 1,628<br />
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%<br />
-318,315 DECREASE (£) -582,764<br />
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%<br />
51,293 DECREASE (£) -213,156
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Page 124
Establishment 2013/14 : Projected Movement in Posts & FTE's APPENDIX B<br />
Note : excludes temporary posts which are externally funded for 2013/14<br />
Actual Actual Projected Projected Projected 2013/14<br />
No.of No.of Movement Movement Based On<br />
Posts Posts in in No. of Posts No. of FTEs<br />
Division Code at Sep 2011 at Sep 2011 Posts FTEs at Sep 2012 at Sep 2012 NOTES<br />
Chief Executive 1103 2 1.81 2 1.81<br />
Human Resources 8002 8 6.31 -2 -1.58 6 4.73 Following service review April 2012.<br />
DCE 8026 2 1.54 2 1.54<br />
Director 8028 2 1.68 -1 -1.00 1 0.68 Voluntary Redundancy<br />
Director 8023 2 1.54 2 1.54<br />
Corporate Services Group Manager 1301 2 1.50 0.50 2<br />
0.5 Administrator post merged with 0.5<br />
vacant Legal Services Support Officer<br />
2.00 post.<br />
Scrutiny 1008 2 1.50 2 1.50<br />
2 new posts created as part of Corporate<br />
Services review + 1 transferred from Legal<br />
Democratic Services & Governance Mgmt 1370 0 0.00 3 3.00 3 3.00 Services.<br />
2 posts deleted as part of Corporate<br />
Services review, 2 transferred to<br />
Communications, 0.81 FTE moved to<br />
Customer Systems 1350 5 4.81 -5 -4.81 0 0.00 Corporate Performance.<br />
Customer Services 8025 17 14.89 1 0.05 18 14.94<br />
Reprographics 8000 2 1.39 2 1.39<br />
Civics 8012 1 0.97 -1 -0.97 0 0.00 Post deleted.<br />
2 posts transferred from Customer<br />
Communications 1109 2 2.00 2 2.00 4 4.00 Systems.<br />
Part time post transferred to Electoral<br />
Democratic Services 8005 4 3.55 -1 -0.55 3 3.00 Services.<br />
Part time post transferred from Democratic<br />
Electoral Services 1305 3 1.97 1 0.70 4 2.67 Services.<br />
2 posts deleted as part of Corporate<br />
Services review; 1 post transferred to DS<br />
& Governance; 0.5 FTE transferred to CS<br />
Legal Services 8011 4 3.61 -4 -3.61 0 0.00 Group Manager.<br />
Land Charges 1308 3 2.86 3 2.86<br />
Financial Services Group Manager 8090 1 1.00 1 1.00<br />
Finance 8006 11 10.57 11 10.57<br />
Temporary posts 2012/13 only - working<br />
on installation of new Revenues & Benefits<br />
Revenues 1302 19 15.46 -3 -0.47 16 14.99 System.<br />
Property Services 8029 2 2.00 2 2.00<br />
Cleaners/Caretakers 8008 7 3.58 7 3.58<br />
Housing & Community Services Group Mgr 3050 2 1.50 2 1.50<br />
Housing Private Sector 3003 3 3.00 3 3.00<br />
Housing Options 3021 6 6.00 1 0.00 7 6.00<br />
Domestic Abuse Outreach post now<br />
covered by two part-time employees (one<br />
day per week funded by Hinckley<br />
&Bosworth BC). Substance Abuse Officer<br />
Community Services 2006 9 9.00 1 -0.28 10 8.72 reduced to 3 days per week.<br />
Benefits 3008 21 19.00 21 19.00<br />
Administrator post created as part of<br />
Regulatory Services Group Manager 8050 1 1.00 1 0.61 2 1.61 Environmental Services review.<br />
Reduction in establishment following<br />
Environmental Services 8013 23 21.05 -3 -2.72 20 18.33 Environmental Services review.<br />
Building Control 2212 6 6.00 -1 -1.00 5 5.00 Admin Assistant post deleted.<br />
Health & Recreation (NEW) 2140 3 2.00 3 2.00<br />
Countryside Officer post deleted following<br />
Green Space review. New post - Green<br />
Space Engagement Officer working one<br />
Countryside Recreation Areas 2004 1 1.00 -0.80 1 0.20 day per week.<br />
Physical Development Sports 2003 1 1.00 1 1.00<br />
The Pavilion 2011 12 5.81 0.07 12 5.88 Minor change in working hours.<br />
Health Promotion 2141 1 1.00 1 1.00<br />
New post arising from Senior Management<br />
Planning & Economic Devpt Group Manager 2270 0 0.00 1 1.00 1 1.00 review.<br />
Planning Enforcement 2204 4 3.28 0.01 4 3.29<br />
Development Control 2202 10 10.00 10 10.00<br />
Planning Admin 2210 4 3.68 4 3.68<br />
Planning Policy 2205 8 5.90 8 5.90<br />
Housing Strategy 3000 3 3.00 3 3.00<br />
Neighbourhood Services Group Manager 8070 2 2.00 2 2.00<br />
Environmental Service Operations 8016 3 3.00 1 1.00 4 4.00 Project Officer 1 FTE secondment<br />
Cleansing 2126 11 10.22 11 10.22<br />
Boxes to Bins - reduction of 3 drivers and 5<br />
Refuse & Recycling 2127 48 48.00 -8 -8.00 40 40.00 operatives.<br />
Vehicle Maintenance 2130 4 4.00 4 4.00<br />
3 FTE's transferred to Three Oaks Homes<br />
Grounds Maintenance 2005 7 7.00 -3 -3.00 4 4.00 under TUPE arrangements.<br />
Highways Cyclical Maintenance 4001 2 2.00 2 2.00<br />
Head of Service post now shared with<br />
Head of Policy, Performance & Partnerships 8017 3 2.50 -0.50 3 2.00 Harborough <strong>District</strong> <strong>Council</strong>.<br />
0.81 FTE transferred from Customer<br />
Systems following Corporate Services<br />
Corporate Performance 1112 4 3.68 1 0.81 5 4.49 review.<br />
Risk & Benefit Fraud 1110 1 1.00 1 1.00<br />
Trainees 8035 4 4.00 4 4.00<br />
308 275.16 -19 -19.54 289 255.62<br />
Net Decrease -19 -19.54<br />
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Prepared by Deborah Jarvis 08/11/12 Page 1
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Page 126
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November, 2012<br />
Subject: Treasury Management Strategy – Change of<br />
Direction<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
Jim Holden<br />
Deputy Chief Executive<br />
<strong>Council</strong> Offices<br />
0116 272 7502<br />
<strong>Council</strong>lor John Hudson – Finance & Efficiencies<br />
Portfolio Holder<br />
1.1 To provide Members with an update on progress in connection with the<br />
Treasury Management Strategy Change in Direction approved by Cabinet<br />
Executive earlier this year.<br />
2.<br />
2.1<br />
2.2<br />
3.<br />
3.1<br />
3.2<br />
Recommendation to Cabinet Executive<br />
Agenda Item 10<br />
That the decision to withdraw the entirety of the <strong>Council</strong>’s holding in the<br />
Scottish Widows Investment Partnership liquidity investment funds is<br />
approved; and<br />
That the 2012/13 approved counterparty limit in relation to investments<br />
placed with nationalised or part-nationalised UK banks be increased from<br />
£5m to £8m.<br />
Reason for Decision Recommended<br />
The Scottish Widows fund is invested in short dated highly liquid financial<br />
instruments and the rate of return on the investment has fallen significantly<br />
in recent years. The forecast return for 2013/14 financial year indicates a<br />
further fall in the return with little or no prospect of a reversal of this trend in<br />
the foreseeable future. By withdrawing from the fund and managing the<br />
investments in house the <strong>Council</strong> will be able to benefit from higher returns<br />
from fixed term longer term deposits.<br />
The <strong>Council</strong>’s current Investment Strategy limits the maximum amount that<br />
can be invested with an individual counterparty to £5m. By increasing this<br />
limit to £8m for nationalised or part-nationalised UK banks the <strong>Council</strong> will<br />
be able to take advantage of a greater range of investment opportunities<br />
for deposits of one year and above.<br />
Page 127
4. Forward Plan<br />
This report has not been included in the last Forward Plan. It is a key<br />
decision. Since the publication of the Forward Plan it has become apparent<br />
that returns on investments held with Scottish Widows Investment Partnership<br />
are diminishing and that there is a window of opportunity whereby the <strong>Council</strong><br />
can re-invest funds for a fixed term one year period at a more attractive rate of<br />
interest. Therefore it is impracticable to defer the decision on this report until<br />
after the operative date of the next Forward Plan on which it could appear.<br />
Accordingly the General Exception Procedure contained in Part 4 Section 2<br />
Paragraph 18 of the Constitution has been invoked to enable its<br />
consideration. The Scrutiny Commissioners have been informed and public<br />
notice has been given by posting it at the <strong>Council</strong> Offices.<br />
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
6.1 Introduction<br />
Earlier this year the Cabinet Executive was presented with a report which<br />
suggested a change in direction in relation to its long term external investment<br />
fund with the Scottish Widows Investment Partnership (SWIP) and long term<br />
borrowing plans.<br />
Members, having considered the proposals set out in the report, approved the<br />
following recommendations:<br />
• to utilise a proportion of the funds currently held in the external<br />
investment fund to reduce the <strong>Council</strong>’s exposure to current and<br />
potential future borrowing costs.<br />
• to also redirect a proportion of the monies held in the external<br />
investment fund from short dated highly liquid financial instruments into<br />
longer dated fixed rate financial instruments to achieve higher rates of<br />
return.<br />
6.2 Since then the <strong>Council</strong> has withdrawn a total of £2.8m from the SWIP fund as<br />
follows:<br />
• £1m in support of the initial deposit with Lloyds TSB in relation to the<br />
Local Authority Mortgage Scheme.<br />
• £1.8m to negate the need to take up long term borrowing through the<br />
<strong>Public</strong> Works Loan Board (PWLB) to finance capital investment.<br />
6.3 However, shortly after the Cabinet Executive’s approval was granted<br />
investment rates with SWIP began to show signs of improvement and so<br />
further withdrawals from the fund were put on temporary hold.<br />
6.4 Over the first half of 2012/13 the SWIP fund has earned a rate of return of<br />
Page 128
0.82% (equating to an annual return of 1.64%). However, the view of the fund<br />
managers is that this level of return is expected to fall away significantly over<br />
the second half of the financial year and into 2013/14. Expectations for<br />
2012/13 is for a full year return of around 1.1%, with next year’s forecast<br />
return falling further to approximately 0.9%. In contrast to this, in house<br />
investments have faired better to date in 2012/13, with an average rate of<br />
return of 1.48%.<br />
6.5 Given the position outlined above it is now proposed that the <strong>Council</strong><br />
withdraws its remaining funds held with SWIP, currently just over £5.5m, and<br />
instead manages those funds within the umbrella of its own internal<br />
investments. One year fixed term interest rates with some of the nationalised<br />
and part-nationalised UK banks are currently available at around 2.25%.It is<br />
proposed therefore that a proportion of these funds currently held by SWIP,<br />
up to £3m, is placed into a one year sterling enhanced fixed rate deposit.<br />
6.6 With regard to the balance of the funds, approximately £2.5m, an exercise is<br />
currently being undertaken to ascertain whether it would be financially<br />
beneficial for the <strong>Council</strong> to<br />
a) retain these funds to avoid additional future borrowing or to<br />
b) invest over a longer term (i.e. two to three years) to secure a competitive<br />
longer term rate of return which may not be available in a years time.<br />
Paradoxically longer term investments, i.e. two year funds, are presently<br />
earning marginally lower interest rates than one year investments. The return<br />
on all these options i.e. one, two and three year deposits, is higher than the<br />
<strong>Public</strong> Works Loan board borrowing costs, currently 1.7% over ten years..<br />
6.7 The <strong>Council</strong>’s current investment strategy limits the maximum amount that<br />
can be invested with an individual counterparty to £5m. In recent years falling<br />
credit ratings as a result of the state of the global economy has meant that the<br />
number of institutions eligible for inclusion on the <strong>Council</strong>’s approved lending<br />
list has become very limited.<br />
For this reason, coupled with the fact that the <strong>Council</strong>’s in house treasury<br />
officers will have an additional £5.5m to invest, it is proposed that the<br />
counterparty limit for nationalised and part-nationalised UK banks only should<br />
be increased from £5m to £8m, to provide greater flexibility.<br />
At the same time the <strong>Council</strong> need to be mindful of the risks associated with<br />
placing a significant proportion of its available investment funds with any one<br />
single institution. The <strong>Council</strong>’s current total exposure to Lloyds Bank is as set<br />
out below:-<br />
Amount Rate Maturity Date<br />
£ %<br />
Lloyds TSB – 11 months 1,000,000 3.10 13 th February 2013<br />
Lloyds TSB – 7 months 1,400,000 1.70 13 th March 2013<br />
Lloyds TSB – 11 months 1,600,000 3.00 11 th April 2013<br />
Lloyds TSB – 11 months 1,000,000 3.00 11 th April 2013<br />
Total 5,000,000<br />
Page 129
In addition the <strong>Council</strong> has placed two tranches of £1m each with Lloyds for a<br />
five year period to support the Local Authority Mortgage Scheme.<br />
By approving the increased limit the potential exposure would increase to<br />
£10m, and for this reason it would be prudent, should investing the balance of<br />
£2.5m be the most appropriate course of action, to look to another institution.<br />
6.8 Attached at Appendix A is the <strong>Council</strong>’s current approved counterparty list,<br />
updated to reflect the higher limits being proposed in this report.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
N/A<br />
Legal Implications<br />
The proposals are compliant with the <strong>Council</strong>’s constitution<br />
Human Resources Implications<br />
N/A<br />
Risk Assessment & Business Continuity<br />
N/A<br />
Equalities<br />
No Equalities Impact Need Assessment is needed for this report<br />
Nottingham Declaration and Climate Change<br />
N/A<br />
Crime & Disorder<br />
N/A<br />
Other<br />
N/A<br />
8. Other Options Considered<br />
To maintain the <strong>Council</strong>’s investment with the Scottish Widows Investment<br />
Partnership. Falling rates of return on the external fund make this option<br />
increasingly less viable.<br />
9. Appropriate Consultations<br />
None.<br />
Page 130
10. Financial and Efficiency Implications<br />
As set out in the report.<br />
11. Appendix/Appendices to this report<br />
Appendix A – Approved Counterparty List<br />
12. List of Background Papers<br />
None.<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 131
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Page 132
UK Banks<br />
Monetary Maximum Period<br />
Limit for Investment<br />
Santander UK plc £5m 3 Months<br />
Barclays Bank plc £5m 3 Months<br />
HSBC Bank plc £5m 3 Months<br />
Standard Chartered Bank £5m 3 Months<br />
Nationalised/Part Nationalised Banks<br />
Lloyds TSB Bank plc/Bank of Scotland plc £8m 3 Years<br />
RBS plc/Nat West Bank plc £8m 3 Years<br />
Building Societies<br />
Nationwide Building Society £5m 3 Months<br />
Yorkshire Building Society £5m 3 Months<br />
Coventry Building Society £5m 3 Months<br />
Leeds Building Society £5m 3 Months<br />
Nottingham Building Society £5m 3 Months<br />
Other Institutions<br />
APPROVED COUNTERPARTY LENDING LIST 2012/13<br />
Local Authorities £5m 5 Years<br />
UK Debt Management Office (DMADF) £5m 5 Years<br />
Supranational Institutions £5m 5 Years<br />
Multi-Lateral Development Banks £5m 5 Years<br />
UK Gilts £5m 5 Years<br />
Money Market Funds (per Fund) £5m n/a<br />
NB: Monetary limits apply to groups as well as individual counterparties.<br />
Page 133<br />
APPENDIX A
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Page 134
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November, 2012<br />
Subject: Half Year Budget Review and Budget Issues 2012/13<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
Jim Holden<br />
Deputy Chief Executive<br />
<strong>Council</strong> Offices<br />
0116 272 7502<br />
<strong>Council</strong>lor John Hudson – Finance & Efficiencies<br />
Portfolio Holder<br />
1.1 To bring to the attention of the Cabinet Executive a number of matters in<br />
relation to the approved budgets for 2012/13 financial year based on the<br />
performance over the first six months of the financial year.<br />
2.<br />
2.1<br />
2.2<br />
3.<br />
3.1<br />
Recommendation to Cabinet Executive<br />
That the Cabinet Executive accepts the outcome of the half-yearly budget<br />
review including the revised outturn forecast and in particular those specific<br />
areas of income and expenditure which have been highlighted.<br />
That the <strong>Council</strong> makes an additional contribution of £175,496 from the<br />
General Fund Balances, representing the amount by which 2012/13 net<br />
expenditure is projected to exceed the original net revenue expenditure<br />
budget.<br />
Reason for Decision Recommended<br />
The most recent information relating to actual expenditure and income<br />
performance against the budget for the first half of 2012/13 indicates that<br />
the <strong>Council</strong>’s General Fund Revenue Account net expenditure is likely to<br />
exceed the original budget by around £175,000.<br />
4. Forward Plan<br />
Yes<br />
Page 135<br />
Agenda Item 11
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
6.1 Introduction<br />
The <strong>Council</strong>’s arrangements for the sound stewardship of public funds<br />
incorporate a requirement to carry out a formal review of its revenue<br />
budgetary performance over the first six months of each financial year. This<br />
exercise complements the regular monthly and quarterly portfolio budget<br />
monitoring <strong>reports</strong> submitted to Cabinet Executive. Performance in respect of<br />
capital expenditure and income is dealt with in a separate report.<br />
In addition to providing an indication of the overall performance the review<br />
aims specifically to identify any significant areas of concern relating to<br />
expenditure or income including those which cannot reasonably be dealt with<br />
either through:-<br />
a) the established virement arrangements, or<br />
b) off-set against identified underspends and/or income increases going<br />
forward<br />
This information is then also incorporated into the formal revised estimates for<br />
the current financial year which will be presented to Cabinet Executive in<br />
February 2013.<br />
6.2 Establishment Costs<br />
The overall establishment costs represent a key element of the <strong>Council</strong>’s total<br />
budgetary requirements. As part of the arrangements for overseeing the<br />
budget monitoring of these costs the Cabinet Executive receive a regular<br />
report analysing performance against profiled budget.<br />
The <strong>Council</strong> included provision for a pay award of 1% in the 2012/13 budget<br />
proposal, albeit subsequently this award did not materialise. In addition there<br />
were increases built in to reflect increments for those employees not yet at the<br />
top of their pay scales. The original net revenue funded establishment budget<br />
for 2012/13 therefore, excluding the pay award, but including those posts<br />
whose costs are met through specific external funding, was £8,217,689.<br />
At 30 th September 2012 net expenditure amounted to £4,383,956 against the<br />
profiled budget of £4,212,373 net of planned efficiency savings of £40,000<br />
over the first half year. This represents an overspend variance of £134,578 or<br />
3.19%. This takes into account around £400,528 of agency and temporary<br />
staff costs incurred in the first six months primarily within the planning,<br />
benefits, refuse and recycling, cleansing, grounds maintenance and health<br />
and leisure services. It is anticipated that, due to seasonal variations, and in<br />
line with previous years, agency and temporary staffing costs will reduce<br />
Page 136
during the second half of the financial year although the ongoing requirement<br />
for temporary support within planning and benefits means that the forecast<br />
outturn costs will exceed the original approved budget by around £51,000.<br />
Redundancy costs incurred during the first half of the year, arising from<br />
restructuring, amount to £37,005, and this sum will be charged against the<br />
<strong>Council</strong>’s balances in line with the existing policy.<br />
6.3 Specific Cost Centres<br />
The half-year budget monitoring information has also highlighted a number of<br />
non-establishment expenditure and income matters in relation to the General<br />
Fund Revenue Account which needs to be brought to Members attention.<br />
These are set out in more detail below.<br />
6.3.1 Fuel Costs<br />
Fuel expenditure represents a significant cost to the <strong>Council</strong> with an annual<br />
budget of £351,965. At the half year stage expenditure is £175,624 against a<br />
profiled budget of £175,985. This represents a small underspend and full<br />
year costs remain on course to outturn within the annual budget.<br />
6.3.2 Legal Costs<br />
External legal costs incurred at the half-year stage amount to £24,119 against<br />
a full year budget of £62,383. The highest levels of spend relates to planning<br />
conditions and enforcement work. Based on the information available to date<br />
there is no requirement to increase the full year budget for these areas.<br />
A further £38,700 is expected to be incurred on legal work in connection with<br />
the Lubbesthorpe planning application, although this sum will be funded from<br />
the earmarked reserve set aside specifically for this purpose.<br />
There are no known additional costs to date in respect of Planning appeals<br />
costs, which are charged directly to the <strong>Council</strong>’s balances.<br />
6.3.3 Income Variances<br />
Income generation from fees and charges forms a key part of the <strong>Council</strong>’s<br />
overall financial health and variations have a significant impact on net outturn<br />
expenditure. The table below sets out the actual position at the half year,<br />
relating to the key income streams together with a full year revised forecast.<br />
Full Year Profiled Actual Variance Full Year<br />
Income Half Year Half Year +/(-) Income<br />
Budget Income Income<br />
Revised<br />
Budget<br />
Forecast<br />
£<br />
£<br />
£<br />
£<br />
£<br />
Development Control Fees 400,000 200,000 130,686 (69,314) 325,000<br />
Building Control Fees 235,000 136,300 130,371 (5,929) 235,000<br />
Local Land Charge Fees 170,000 85,000 90,674 5,674 170,000<br />
Scottish Widows Investment 60,689 29,131 45,275 16,144 63,717<br />
Internally Managed Funds 60,000 30,000 79,295 49,295 160,000<br />
Refuse/Recycling 1,704,147 977,352 906,409 (70,943) 1,541,550<br />
Page 137
Pavilion – Huncote 149,280 82,140 85,039 2,899 153,304<br />
Pest Control 31,000 23,870 10,952 (12,918) 13,824<br />
Car Parks 125,700 62,346 51,948 (10,398) 125,700<br />
TOTAL 2,935,816 1,626,139 1,530,649 (95,490) 2,788,095<br />
It can be seen from the above table that, in total, the first half year outturn<br />
income from all these sources is £95,490 or 5.87% below the original profiled<br />
estimate. The full year outturn forecast indicates an overall negative variance<br />
of £157,721 or 5.37% for these income streams. Specific comments are set<br />
out below.<br />
6.3.4 Development Control/Building Control<br />
Fees and charges from Development Control and Building Control have a<br />
strong correlation to the state of the local economy. Building Control fees are<br />
running ahead of budget at the half year stage but since income is traditionally<br />
weighted towards the spring and summer months it is anticipated that income<br />
will outturn around budget. Development Control income is significantly below<br />
profile at the end of September 2012. This is as a result of a number of factors<br />
including a reflection of the current state of the economy, the seasonal<br />
variations in submission of applications, and developers holding back the<br />
submission of large fee income generating schemes pending the initial<br />
outcomes of both the Core Strategy Examination in <strong>Public</strong> and the<br />
determination of the Sustainable Urban Extension application at<br />
Lubbesthorpe. Consequently the revised income forecast has been reduced<br />
to £325,000<br />
The fee of £125,000 received for the application in respect of the proposed<br />
development at Lubbesthorpe has been transferred into an earmarked<br />
reserve and all additional costs associated with dealing with this application<br />
are being off-set against this income. The original fee income has been<br />
supplemented with a further £50,000 at the 2011/12 year end to take account<br />
of the extended time required to process and determine the application.<br />
6.3.5 Investment Income<br />
The <strong>Council</strong> generates investment income in two ways. Firstly through its<br />
externally managed investment fund valued at £5.541m at 1 st April 2012 and<br />
secondly through earnings on short term cash flow surpluses.<br />
With regard to the former it was originally estimated that the fund would return<br />
a rate of 1.1% over the full financial year, compared to a rate of 1.38% during<br />
2011/12 based on advice received from the fund managers. The fund<br />
managers are required to achieve a return over the year of at least 0.5%<br />
above the London Interbank Bid rate (LIBID) for local authority seven day<br />
money (which is currently 0.37% per annum) and therefore their benchmark<br />
return for the year is 0.87%. Current performance to the half year stage<br />
indicates an annual return of 1.64%, however this rate of return is expected to<br />
fall away significantly in the second half year to an annual rate of around<br />
1.15%.<br />
The Cabinet Executive has previously approved the following change in<br />
direction of the <strong>Council</strong>’s Investment Strategy:<br />
• To utilise a proportion of the funds currently held with Scottish Widows<br />
Page 138
Investment Partnership to reduce the <strong>Council</strong>’s exposure to current and<br />
potential future borrowing costs;<br />
• To redirect a proportion of the funds from short dated highly liquid<br />
financial instruments into longer dated fixed rate financial instruments<br />
to achieve a higher rate of return.<br />
During 2011/12, the <strong>Council</strong> utilised £1m to support the Local Authority<br />
Mortgage Scheme, and a further £1.8m to repay maturing long term loans.<br />
Initially the remaining funds were left with Scottish Widows in short dated<br />
liquid investments since the rate of return showed signs of improvement<br />
towards the end of 2011/12, and in the first half of this financial year.<br />
However, given the fund managers’ forecast of a downturn in the rate of<br />
return it is considered that the time is right to withdraw the remaining balance<br />
and instead manage the investments in house alongside the <strong>Council</strong>’s other<br />
cashflow surpluses. By locking funds into longer dated fixed term rates offered<br />
by approved counterparties the <strong>Council</strong> will be able to achieve more certainty<br />
in its investment returns.<br />
Earnings on in-year cash flow surpluses have significantly outperformed<br />
Scottish Widows, with an average annual earnings rate of 1.48% over the first<br />
six months of the year. The half year budget of £30,000 has been exceeded<br />
by £49,295 producing a total income figure of £79,295. This compares with<br />
half year earnings of £69,175 from cash flow surpluses in the 2011/12<br />
financial year. The full year budget for 2012/13 has therefore been increased<br />
to £160,000 compared to the original budget which was £60,000.<br />
6.3.6 Refuse/Recycling Income<br />
At the half year stage income from refuse/recycling activities was £70,943<br />
short of the profiled budget. A general fall in the prices achievable for<br />
recyclable materials suggest that by the year end income will fall short of the<br />
original budget by approximately £162,000.<br />
6.3.7 Pavilion – Huncote<br />
The table above indicates that income generation from activities at the<br />
Pavilion in Huncote is currently slightly above profile at £85,039 compared<br />
with a half year budget of £82,140. Income is forecast to outturn at year end<br />
at around £153,300, marginally above the original budget.<br />
6.3.8 Land Charges<br />
Income from this source is above profile at the half year stage. Actual income<br />
is £90,674 against a budget of £85,000, although historically fee income tends<br />
to fall away during the winter months and it is expected that by the year end<br />
income will be in line with the approved budget. The <strong>Council</strong> continues to<br />
carry out the Land Charges function on behalf of Hinckley & Bosworth <strong>Council</strong><br />
and income and expenditure in respect of this aspect of the service is<br />
included in the figures above.<br />
6.3.9 Car Park Income<br />
Income from charges for parking in 2012/13 was included in the original<br />
budget at £125,700. Actual income to 30 th September amounts to £51,948<br />
Page 139
against a profiled budget of £62,346. However, it is still anticipated that the<br />
original budgeted income target for 2012/13 will be achieved.<br />
6.3.10 Minimum Revenue Provision (MRP) – Proxy for Depreciation<br />
In addition to meeting the interest charges on loans each year the <strong>Council</strong> is<br />
also statutorily required to set-aside funds to meet the principal element of<br />
loan repayments. This is referred to as the Minimum Revenue Provision<br />
which, from a prudence perspective, is the minimum amount that has to be<br />
charged within the <strong>Council</strong>’s accounts.<br />
Every <strong>Council</strong> is required to have in place a policy in respect of MRP. The<br />
<strong>Council</strong>’s approved policy in relation to the charging of Minimum Revenue<br />
Provision (MRP) is as follows:<br />
• Historic debt incurred prior to the introduction of the Prudential Code on 1 st<br />
April, 2004 will be charged using the regulatory method, i.e. at the rate of<br />
4% per annum on a reducing balance basis<br />
• MRP in respect of assets acquired under Finance Lease will be charged<br />
at a rate equal to the principal element of the annual lease rental for the<br />
year in question<br />
• Prudential borrowing incurred since 1 st April, 2004 will attract MRP using<br />
the asset life method, and will be charged over a period which is<br />
reasonably commensurate with the estimated useful life applicable to the<br />
nature of the expenditure, using equal annual instalments. For example,<br />
capital expenditure on a new building, or on the refurbishment or<br />
enhancement of a building, will be related to the estimated life of that<br />
building<br />
The MRP liability for 2012/13 is now estimated at £550,951 compared with the<br />
approved budget of £564,846, representing a decrease of £13,895. The latest<br />
estimate for MRP includes provision for repayment of new borrowing<br />
undertaken to finance capital schemes, and reflects a change in the method<br />
of calculating the annual repayment in respect of borrowing to fund disabled<br />
facilities grants to more accurately reflect the useful life of the assets being<br />
funded.<br />
Page 140
6.4 Summary of Variances<br />
The table below sets out by portfolio an analysis of the original and revised<br />
budgets for 2012/13.<br />
Community Services<br />
Finance, Efficiency & Assets<br />
Health Improvement & Corporate Services<br />
Leader<br />
Neighbourhood & Environmental Health<br />
Services<br />
Planning, Economic Development &<br />
Housing Strategy<br />
Policy, Performance & Partnerships<br />
Appropriations<br />
Transfer to/(from) General Fund Balances<br />
Net Budget Requirement<br />
Surplus/(Deficit)<br />
Original<br />
Estimate<br />
2012/13<br />
£<br />
2,091,065<br />
1,543,805<br />
2,146,981<br />
511,971<br />
3,156,824<br />
1,176,252<br />
511,650<br />
(1,796,514)<br />
(234,599)<br />
9,107,435<br />
Revised<br />
Estimate<br />
2012/13<br />
£<br />
2,137,210<br />
1,281,595<br />
2,027,456<br />
470,810<br />
3,312,292<br />
1,590,747<br />
665,541<br />
(1,968,121)<br />
(234,599)<br />
9,282,931<br />
(175,496)<br />
The table below provides a breakdown of the movement of £171,607 in the<br />
Appropriations Account between the original estimate and revised estimate for<br />
2012/13. This cost centre is used to account for material changes which are<br />
complex to account for within individual service cost centres at the half year<br />
stage.<br />
Analysis of Movement in Appropriations Variance<br />
£<br />
Reduction in pay award re-allocated to services<br />
Corporate Services Review savings re-allocated to services<br />
Environmental Health & licensing Review savings re-allocated to<br />
services<br />
Reversal of Increased Capital Charges (inc. in service budgets)<br />
HR Settlements and Termination Payments<br />
Local Development Framework – central budget provision<br />
transferred to service<br />
Revenue Contributions towards Capital Expenditure<br />
IAS19 Pensions Adjustments<br />
Contributions from Earmarked Reserves to meet budgets brought<br />
forward and other commitments<br />
Reduction in Minimum Revenue Provision (MRP)<br />
New Homes Bonus - agreed contribution to Parish <strong>Council</strong>s<br />
Total Variance<br />
Page 141<br />
120,557<br />
30,000<br />
50,000<br />
(37,341)<br />
20,145<br />
(8,200)<br />
257,028<br />
(62,077)<br />
(578,310)<br />
(13,895)<br />
50,486<br />
(171,607)
The overall forecast variance equates to an increase of £175,496 or 1.92%<br />
against the original full year budget. The table below shows the most<br />
significant individual changes that have contributed to this overall variance:<br />
Analysis of Significant Variances<br />
Increases in Expenditure/Reductions in Income<br />
Establishment<br />
51,293<br />
Reduction in Locality Partnership funding 10,000<br />
Reduction in income from <strong>Council</strong> Tax Summons costs 30,000<br />
Reduction in income from Planning Fees 75,000<br />
Reduction in Pest Control fees and charges 17,176<br />
Refuse & Recycling Composting fees 11,330<br />
Reduction in Refuse & Recycling income 162,597<br />
Provision for Boxes to Bins Trial 20,000<br />
Costs associated with Depot Relocation project 30,000<br />
Compromise Agreements 20,155<br />
Reductions in Expenditure/Increases in Income<br />
Brought Forward budgets no longer required (34,272)<br />
Reduction in External Audit Fees (78,370)<br />
Estimated Loan Interest Payable (20,584)<br />
Estimated Investment Income Receivable (103,146)<br />
Minimum Revenue Provision (13,895)<br />
Other Minor Increases/(Decreases) in Net Expenditure (1,788)<br />
Total Variance<br />
£<br />
175,496<br />
Based on the above forecast there is a need to make an additional<br />
contribution of £175,496 from the <strong>Council</strong>’s balances to support net revenue<br />
expenditure.<br />
6.5 Utilisation of General Reserve Fund<br />
The <strong>Council</strong> established a General Reserve Fund at the start of the current<br />
financial year to provide a source of funding to:-<br />
a) mitigate the short term impact of any loss of formula grant<br />
b) provide the opportunity for “invest to save” projects to be delivered<br />
subject to a sound business case<br />
This fund stood at £2.247m at 1 st April 2012. Planned utilisation during the<br />
year includes £200,000 to support the 2012/13 budget and a further £177,104<br />
to cover the costs of two major capital schemes – the website development<br />
project and the new revenues and benefits system.<br />
In accordance with the Medium Term Financial Strategy, future utilisation to<br />
underpin General Fund Revenue Account expenditure is planned to be at a<br />
much reduced level. Based on the above transactions the fund will stand at<br />
£1.870m at 1 st April 2013.<br />
Page 142
6.6 Utilisation of General Fund Balances<br />
Under arrangements incorporated into the <strong>Council</strong>’s constitution, the Cabinet<br />
Executive has authority to access the <strong>Council</strong>’s balances to meet additional<br />
cost pressures which may arise during the course of any one financial year up<br />
to the value of 2% of the net revenue budget. This equates to £182,149 for<br />
2012/13 financial year. The forecast extra net revenue expenditure falls within<br />
this figure.<br />
The balances at the commencement of the financial year stood at £2.641m.<br />
After taking into account the forecast outturn figure referred to earlier in this<br />
report, and planned contributions principally in respect of the Core Strategy,<br />
the net impact would be a reduction of £410,095 in the General Fund balance<br />
bringing the year end figure to £2.231m, equivalent to 24.5% of the net<br />
General Revenue Account budget.<br />
6.7 Looking Forward<br />
There are a significant number of financial challenges going forward which the<br />
<strong>Council</strong> will need to start to get to grips with as we approach the new financial<br />
year. These include:-<br />
• Proposals to change <strong>Council</strong> Tax Benefit, including a 10% reduction in<br />
funding, from 2013/14 onwards<br />
• Preparation for the introduction of Universal Credit over a period from<br />
2013/14 to 2017/18<br />
• The further reductions in core grant funding planned for 2013/14 through<br />
to 2014/15, as set out in the Spending Review<br />
• The risks associated with the introduction of Business Rate Reduction,<br />
placing increasing resilience on the buoyancy of the local economy for any<br />
growth in core grant funding<br />
• The Government’s requirement to fund future allocations of New Homes<br />
Bonus, estimated nationally at £2bn, from within income generated by<br />
Business Rates and the drive to generate additional income through<br />
delivering on new homes<br />
• The increasing focus on the development of the local economy to both<br />
sustain and create jobs and wealth<br />
6.8 Conclusion<br />
The first half of 2012/13 financial year has seen services continue to be<br />
delivered to a high standard. There are additional budget pressures evident at<br />
the half year arising principally from reductions in income and increases in<br />
establishment costs. This is being addressed by way of a contribution from<br />
the balances. It will be essential to maintain close monitoring of revenue<br />
income and expenditure during the second half of the year to minimise any<br />
potential end of year adverse variance. The <strong>Council</strong> is well prepared<br />
financially for the future challenges ahead and will continue to provide sound<br />
financial management of the public funds under its stewardship.<br />
Page 143
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
N/A<br />
Legal Implications<br />
The proposals are compliant with the <strong>Council</strong>’s constitution<br />
Human Resources Implications<br />
N/A<br />
Risk Assessment & Business Continuity<br />
N/A<br />
Equalities<br />
No Equalities Impact Need Assessment is needed for this report<br />
Nottingham Declaration and Climate Change<br />
N/A<br />
Crime & Disorder<br />
N/A<br />
Other<br />
N/A<br />
8. Other Options Considered<br />
The <strong>Council</strong> has put in place a range of measures to enable in-year variances<br />
between forecast actual expenditure and available budgets to be addressed.<br />
To opt not to address such issues would not be in the best interests of<br />
managing the <strong>Council</strong>’s financial affairs.<br />
9. Appropriate Consultations<br />
N/A<br />
10. Financial and Efficiency Implications<br />
As set out in the report<br />
Page 144
11. Appendix/Appendices to this report<br />
None to this report<br />
12. List of Background Papers<br />
Budget Monitoring Reports for 2012/13<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 145
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Page 146
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Revised Capital Programme 2012/13<br />
Report author<br />
and contact<br />
details:<br />
Sarah Pennelli<br />
Financial Services Group Manager<br />
<strong>Council</strong> Offices<br />
0116 272 7650<br />
Portfolio Holder <strong>Council</strong>lor J. Hudson – Finance & Efficiency<br />
Portfolio Holder<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
1.1 To inform Members of the available capital resources, the progress of the<br />
Capital Programme 2012/13 and to gain approval for additional items to the<br />
programme.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation to <strong>Council</strong><br />
That the report be accepted and that the additional capital expenditure of<br />
£112,000 be authorised as an addition to the Capital Programme.<br />
Reason for Decision Recommended<br />
The additional expenditure is required to ensure resources are available to<br />
implement the new Revenues and Benefits system with as little risk to<br />
customers as possible. To ensure the appropriate vehicles and machinery<br />
are provided to operational areas of the Authority.<br />
4. Forward Plan<br />
4.1 Yes<br />
5. Key Decision<br />
5.1 Not applicable it is a matter for <strong>Council</strong><br />
Page 147<br />
Agenda Item 12
6. Matters for Consideration<br />
6.1 The 2012/13 Capital Programme was formally approved by <strong>Council</strong> on 20 th<br />
February 2012. The detailed programme, which is set out in Appendix A,<br />
amounted to an investment of £1.584m. Added to this there were a number<br />
of schemes brought forward from previous years together with the associated<br />
funding allocation, which amounted to £1.087m, as well as net expenditure on<br />
new projects totalling a further £1,772m. Altogether this leads to a revised<br />
capital programme of £4.443m for 2012/13.<br />
6.2 In accordance with the <strong>Council</strong>’s Capital Strategy, the Officer Asset<br />
Management Group is charged with constantly monitoring and reviewing<br />
progress on the capital programme. This includes those schemes brought<br />
forward from previous years, to seek to ensure that the resources available<br />
are deployed efficiently and effectively. Each capital project has a nominated<br />
project manager who is responsible for the delivery of the project.<br />
6.3 Capital Expenditure 2012/13<br />
6.3.1 Appendix B gives details of the actual spending against budget for all<br />
schemes in the approved capital programme for the period 1 st April 2012 to<br />
31 st October 2012. The table includes any in-year changes and identified<br />
variations in project costs.<br />
6.3.2 The overall position at 31 st October 2012 is that actual expenditure of<br />
£1.655m has been incurred, with additional commitments of £0.243m against<br />
the overall revised budget of £4.443m. This represents 42.72% of the<br />
proposed programme. The Asset Management Group are monitoring the<br />
schemes closely to ensure completion by the end of the financial year and<br />
where possible reallocate unused funding to allow additional capital projects<br />
to be undertaken but stay within the agreed programme budgets.<br />
6.3.3 As part of the monitoring process a number of amendments to the original<br />
programme have been identified. The additional expenditure on these<br />
projects have been authorised through separate <strong>reports</strong> that have been<br />
brought before <strong>Council</strong> or have been added through the monitoring of<br />
received funds. S106 Monies being an example of this. In addition to this an<br />
additional requirement has been identified for £112,000 to be added to the<br />
Capital Programme for which Authorisation is sought. The movement in the<br />
total Capital Programme is detailed in the table overleaf and additional<br />
narrative around each item is provided in further depth in the text.<br />
Page 148
Authorised Capital Programme 2012/13 ( inlcuding 2011/12 B/Fwd) 2,670,726<br />
Authorised Additions<br />
Bin Purchase (Boxes to Bins) 900,000<br />
Local Authority Mortgage Scheme 1,000,000<br />
Contribution from NHB - empty properties 50,000<br />
Revised Authorised Programme 4,620,726<br />
Vehicle Saving (Boxes to Bins) (390,000)<br />
Disabled Facility Grants - further funding rec'd 23,831<br />
Additional S106 Monies Rec'd 70,415<br />
Additional Enhancement to Payroll - funded within revenue budget 5,901<br />
Net savings to Capital Programme net of self funded additions (289,853)<br />
Revenues & Benefits Replacement System 25,000<br />
Additional Vehicles - Three Oaks Homes 35,182<br />
Operational Vehicles/Mowers 51,624<br />
Proposed Additions to Capital Programme 111,806<br />
Total Revised Capital Programme 4,442,679<br />
Note : The following items have been funded from the contingency within the Capital<br />
Programme and therefore do not form additional capital investment over and above<br />
that authorised.<br />
Formation of additional Staff Car Park Area 7,000<br />
Installation of Ramp at the Pavilion 4,000<br />
Contribution towards Narborough Park Fencing 5,000<br />
Online Booking System at the Pavilion – to integrate to corporate systems 10,697<br />
Covers for Inspection Pits at Depot 4,900<br />
31,597<br />
6.3.4 The original 2012/13 Capital Programme included the sum of £978,000 for the<br />
replacement of fleet vehicles, including four kerbside recycling vehicles. The<br />
Boxes to Bins initiative that was approved at <strong>Council</strong> on the 22 nd October<br />
removed the requirement to replace the four kerbside recycling vehicles but<br />
required an additional refuse vehicle be purchased in addition to those<br />
already included in the initial Capital Programme. This revision generates a<br />
net saving in capital expenditure of £390,000 on vehicles that is attributable to<br />
the Boxes to Bins initiative.<br />
6.3.5 Offset against this is a further requirement to fund additional vehicles as<br />
follows:<br />
• £35,000 leased to Three Oaks Homes, the cost of which is recovered<br />
in the recharge made to Three Oaks Homes<br />
• £51,624 for operational vehicles and mowers<br />
6.3.6 The requirement to borrow £900,000 to purchase 40,000 240 litre wheeled<br />
bins was identified in the Boxes to Bins initiative approved by <strong>Council</strong> on 22 nd<br />
October 2012.<br />
6.3.7 On 19 th July 2011 the <strong>Council</strong> approved an advance of £1m to Lloyds Banking<br />
Page 149<br />
£
Group as part of the Local Authority Mortgage Scheme. This scheme is aimed<br />
at first time buyers and the advance equated to the <strong>Council</strong>’s share of<br />
financial assistance through the provision of an indemnity. The scheme has<br />
proven to be a great success and the <strong>Council</strong>, therefore, agreed to support<br />
the scheme with a further £1m advance which was transferred to Lloyds in<br />
July 2012. This additional £1m has now been fully utilised and additional<br />
funds from Leicestershire County <strong>Council</strong> are in the process of being made<br />
available to <strong>Blaby</strong> <strong>District</strong> residents.<br />
6.3.8 Along with East Midlands Housing Association, the <strong>Council</strong> has also<br />
contributed £50,000 from its New Homes Bonus grant allocation towards<br />
bringing empty homes back into use on a purchase and repair basis. It is<br />
estimated that the <strong>Council</strong>’s contributions will lead to 2 to 3 empty properties<br />
being brought back into use during this financial year.<br />
6.3.9 Included within the 2011/12 capital programme was an amount of £175,000<br />
for the replacement Revenues and Benefits system. The remaining amount of<br />
£105,000 was brought forward into this financial year and this project is<br />
anticipated to be delivered in the coming months. A further provision of<br />
£25,000 has been included within the revised capital programme to make<br />
allowance for additional staffing costs during the ‘go live’ period. This will<br />
ensure any backlogs that have built up over the ‘go live’ period is processed<br />
quickly and brought fully up to date. Provision has been made for the resource<br />
requirements for both the Revenues and Benefits departments.<br />
This project was funded through spend to save reserves and the payback<br />
period including this additional expense is still within a five year period.<br />
6.3.10 Spend on Disabled Facilities Grants is shown in the table below. Although<br />
this only equates to 47% of available DFG resources, it is expected to require<br />
the ability to commit 2013/14 funding towards the end of this financial year to<br />
allow an earlier start on next year’s grant awards. Of the £626,185 2012/13<br />
funding, £409,354 is funded through borrowing.<br />
Brought Forward from 2011/12 209,354<br />
New resources made available in 2012/13 416,831<br />
Expenditure to date (238,062)<br />
Commitments to date (91,692)<br />
Balance Carried Forward 296,432<br />
6.3.11 The improvements to the Pavilion and the development of a golf range are<br />
included within the Capital Programme and Appendix B in line with the original<br />
investment proposals. A separate report providing an update on the Pavilion<br />
Capital Expenditure has capital implications which will be incorporated in the<br />
Capital Programme should the recommendations be accepted by <strong>Council</strong>.<br />
6.4 Capital Resources<br />
6.4.1 The <strong>Council</strong>’s projected available capital resources are determined at the<br />
beginning of each financial year and a detailed breakdown of the resources<br />
required to support the programme are shown at Appendix C. The funding<br />
shown in Appendix C assumes that all schemes will be fully implemented.<br />
Page 150<br />
£
6.5 Estimated Resources Carried Forward<br />
6.5.1 The total resources estimated to be carried forward into 2013/14 are £985,499<br />
but of this £809,620 is already committed or ring fenced as follows:<br />
VAT Shelter Receipts from Three Oaks Homes<br />
277,441<br />
Special Schemes Reserve Fund 42,763<br />
Computer Room Reserve Fund 100,000<br />
Leisure Centre Renewals Fund 389,416<br />
Total 809,620<br />
6.5.2 This leaves only £197,879 available to spend on new projects or variations<br />
within current projects. The Asset Management Group are monitoring spend<br />
against projects very closely to ensure that the resources are maximised in<br />
this financial year.<br />
6.5.3 Should any significant asset issues arise requiring immediate attention,<br />
having only £197,879 available is cause for concern. It is not sustainable to<br />
continue to borrow regardless of the current interest rates available as<br />
repayments of principle/interest have to be found from within an ever<br />
constrained revenue account. This concern was highlighted in the 2009/10<br />
Financial Statement Audit report by the authority’s external auditors,<br />
PriceWaterhouse Coopers.<br />
“With lower levels of receipts now available to the <strong>Council</strong> in the Usable<br />
Capital Receipts reserve, future capital funding will need to come from<br />
increased borrowing or through the use of revenue resources. In either<br />
case the long term consequences will mean an additional charge to<br />
revenue, either through the impact of financial capital expenditure directly<br />
with revenue resources or through the additional interest payments of<br />
long term borrowing. The <strong>Council</strong> should consider the long term<br />
consequences on the revenue budget of future capital expenditure.”<br />
6.5.4 Accordingly, any capital projects that gain approval for 2013/14 will again<br />
largely have to be funded from borrowing. Asset disposals have diminished in<br />
recent years from an already low base of building assets. It is, therefore, likely<br />
that Members will once again be asked to consider a substantially reduced<br />
capital programme for the forthcoming financial year.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
N/A<br />
Legal Implications<br />
N/A<br />
Page 151<br />
£
Equalities<br />
N/A<br />
Nottingham Declaration and Climate Change<br />
N/A<br />
Crime & Disorder<br />
N/A<br />
Human Resources Implications<br />
N/A<br />
Risk Assessment<br />
N/A<br />
Other<br />
N/A<br />
8. Other Options Considered<br />
8.1 The option of proceedings with the current year’s capital programme without<br />
review and amendment could lead to a mismatch at resources and needs.<br />
9. Appropriate Consultations<br />
9.1 This report has been produced in consultation with the Asset Management<br />
Group.<br />
10. Financial and Efficiency Implications<br />
10.1 This report sets out the up to date position with regard to the <strong>Council</strong>’s<br />
2012/13 Capital Programme.<br />
11. Appendix to this report<br />
11.1 Appendix A – Capital Expenditure and Funding Summaries<br />
11.2 Appendix B – Detailed Revised Capital Programme 2012/13<br />
11.3 Appendix C – Budgeted Capital Resources<br />
12. List of Background Papers<br />
12.1 Asset Management Group working papers<br />
Page 152
The following Officers/Members have been consulted (identified by �):<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Legal Services Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 153
This page is intentionally left blank<br />
Page 154
Capital Expenditure - 2012/2013<br />
Prior Years<br />
Schemes<br />
B/Fwd<br />
Approved<br />
Allocations<br />
March 2010<br />
In-Year<br />
Movements<br />
Revised<br />
Expenditure<br />
Expenditure +<br />
Commit's to<br />
Period 7<br />
2012/2013<br />
APPENDIX A<br />
Unspent Project<br />
Budget C/Fwd<br />
£ £ £ £ £ £<br />
HOUSING<br />
Emergency Boiler Replacement Contingency 8,496 20,000 0 28,496 7,321 21,175<br />
Local Authority Mortgage Scheme (LAMS) 0 0 1,000,000 1,000,000 1,000,000 0<br />
Contribution Towards Empty Homes Scheme 0 0 50,000 50,000 0 50,000<br />
Disabled Facilities Grants - Major Works 209,354 200,000 23,831 433,185 234,243 198,942<br />
Disabled Facilities Grants - Minor Works 0 193,000 0 193,000 95,510 97,490<br />
GENERAL FUND<br />
Assets - New Builds 0 0 15,788 15,788 15,788 0<br />
- In year Additions 15,788<br />
- In year Reductions 0<br />
Asset Maintenance 383,148 11,000 11,000 405,148 54,273 350,875<br />
- In year Additions 11,000<br />
- In year Reductions 0<br />
Community Projects 201,197 144,500 59,627 405,324 196,748 208,576<br />
- In year Additions 112,160<br />
- In year Reductions ( 52,533 )<br />
Corporate Equipment and Information Technology 247,992 1,015,000 611,899 1,874,891 282,957 1,591,933<br />
- In year Additions 946,496<br />
- In year Reductions ( 334,597 )<br />
Environmental Services 37,039 0 0 37,039 11,176 25,863<br />
Land Use and Economic Development 0 0 0 0 0 0<br />
TOTAL 1,087,226 1,583,500 1,772,145 4,442,870 1,898,016 2,544,854<br />
Funding - 2011/2012<br />
Funding for<br />
Schemes<br />
B/Fwd<br />
Original Total<br />
Funding<br />
2011/2012<br />
Supplementary<br />
Funding<br />
2011/2012<br />
Total Capital<br />
Programme<br />
Funding<br />
2011/2012<br />
Capital<br />
Expenditure<br />
Funding<br />
2011/2012<br />
Funding<br />
C/FWD<br />
£ £ £ £ £<br />
Internally Funded:<br />
Prudential Borrowing 622,058 1,359,500 593,722 2,575,281 ( 538,539 ) 2,036,741<br />
Useable Capital Receipts 0 0 37,153 37,153 ( 29,599 ) 7,554<br />
Useable Capital Receipts / Investments (LAMS) 0 0 1,000,000 1,000,000 ( 1,000,000 ) 0<br />
Leisure Centre Renewals Fund 3,714 0 3,140 6,854 ( 5,836 ) 1,018<br />
Special Schemes Reserve 27,365 31,000 0 58,365 ( 7,321 ) 51,043<br />
Revenue Funded Capital Expenditure 227,257 0 59,672 286,929 ( 125,130 ) 161,798<br />
Externally Funded:<br />
Disabled Facilities Grant 0 193,000 0 193,000 ( 95,510 ) 97,490<br />
Leicestershire CC - <strong>Blaby</strong> Town Centre Works 7,957 0 0 7,957 ( 7,876 ) 82<br />
Leicestershire CC - Bouskell Park 15,000 0 0 15,000 ( 15,000 ) 0<br />
Leicestershire CC - Cycle Facilities 3,921 0 0 3,921 ( 3,140 ) 781<br />
Leicestershire CC - Play Builder 1,909 0 0 1,909 0 1,909<br />
Housing Association Contibutions to DFG Grants 0 0 23,831 23,831 ( 5,456 ) 18,375<br />
S106 Contributions - Various 141,006 54,625 195,631 ( 53,434 ) 142,197<br />
DEFRA - Air Quality Grant 37,039 0 0 37,039 ( 11,175 ) 25,864<br />
Total Funding 1,087,226 1,583,500 1,772,145 4,442,870 ( 1,898,016 ) 2,544,854<br />
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REVISED CAPITAL PROGRAMME 2012/13 APPENDIX B<br />
GENERAL FUND<br />
Assets - New Builds<br />
Budgets bfwd from<br />
2011/12<br />
Original Approved<br />
Budget<br />
Programme<br />
2012/2013<br />
Virements /<br />
Additions etc<br />
within the year<br />
REVISED BUDGET<br />
PROGRAMME<br />
Expenditure +<br />
Commit's to Period<br />
7 2012/2013<br />
Unspent Project<br />
Budget C/Fwd<br />
£ £ £ £ £ £<br />
Thorpe Astley Community Centre 0 0 15,788 15,788 15,788 0<br />
Asset Maintenance<br />
<strong>Blaby</strong> Joint Service Shop Remodelling 899 0 0 899 776 123<br />
Carbon Management Works 2,761 0 0 2,761 0 2,761<br />
Create Fitness/Dance Studio At Pavillion 40,000 0 0 40,000 0 40,000<br />
Create Golf Driving Range At Pavillion 220,954 0 0 220,954 34,707 186,247<br />
Refurbishment Of Facilities At Pavillion 37,420 0 0 37,420 0 37,420<br />
Improvements To Pavillion Car Park 53,000 0 0 53,000 0 53,000<br />
Installation Of Extra Pavillion Heating 6,854 0 0 6,854 5,838 1,016<br />
Improve Cycle Facilites At <strong>Council</strong> Offic 6,440 0 0 6,440 3,140 3,300<br />
Increase Size Of Depot Yard 9,820 0 0 9,820 9,812 8<br />
Create Additional Staff Car Parking Spaces 0 0 7,000 7,000 0 7,000<br />
Install Ramp Outside Pavillion Portcabin 0 0 4,000 4,000 0 4,000<br />
Refurbishment Of Shower Facilities At Co 0 11,000 0 11,000 0 11,000<br />
Fire Alarm Installation At The Depot 5,000 0 0 5,000 0 5,000<br />
Sub Total 383,148 11,000 11,000 405,148 54,273 350,875<br />
Community Projects<br />
Improvements To Btc Paving & Landscaping 3,840 0 0 3,840 3,840 0<br />
<strong>Blaby</strong> Town Masterplan Improvements 1,990 0 0 1,990 0 1,990<br />
Improvements To Btc Hanging Baskets 5,522 0 0 5,522 5,428 94<br />
Improvements To Btc Addnl Benches & Bins 4,780 0 0 4,780 4,682 98<br />
Improvements To Btc Addnl Notice Boards 5,000 0 0 5,000 4,935 65<br />
Installation Of Benches - 2012 0 0 4,000 4,000 2,750 1,250<br />
<strong>Blaby</strong> Town Masterplan Improv. 12-13 0 25,000 -4,000 21,000 0 21,000<br />
Addnl Bollards In <strong>Blaby</strong> Town Centre 3,606 0 0 3,606 2,800 806<br />
Whistleway Steps Improvements 0 15,000 0 15,000 12,000 3,000<br />
Bouskell Park Better Places Project 30,000 0 0 30,000 24,355 5,645<br />
S106 Contrib To Littlethorpe Play Area 0 0 53,891 53,891 53,891 0<br />
Contrib. towards fencing of Narborough Park 0 0 5,000 5,000 0 5,000<br />
Whistleway Countryside Bridges 12-13 975 30,000 0 30,975 28,027 2,948<br />
Capital Grant Programme - 2012/13 0 54,500 0 54,500 54,500 0<br />
On-Street Parking Schemes 12-13 0 20,000 0 20,000 0 20,000<br />
Whistleway / Speedwell Cl. Play Area 1,909 0 0 1,909 0 1,909<br />
Childrens Play Programme 2,569 0 0 2,569 0 2,569<br />
S106 Receipts<br />
S106 - Stoney Stanton 0 0 0 0 -460 460<br />
S106 - 4A Duncan Avenue, Huncote 2,436 0 0 2,436 0 2,436<br />
S106 - Coventry Road, Narborough 48,533 0 -48,533 0 0 0<br />
S106 - Barns Lane, Kirby Muxloe 61,414 0 0 61,414 0 61,414<br />
S106 - Oakfield Avenue, Glenfield 0 0 556 556 0 556<br />
S106 - Huncote Road, Croft 0 0 3,897 3,897 0 3,897<br />
S106 - Nowell Close, Glen Parva 0 0 2,436 2,436 0 2,436<br />
S106 - Groby Road, Glenfield 0 0 2,436 2,436 0 2,436<br />
S106 - Fairview Avenue, Whetstone 0 0 11,691 11,691 0 11,691<br />
S106 - Church Farm, Elmesthorpe 0 0 4,871 4,871 0 4,871<br />
S106 - Barry Drive, Kirby Muxloe 0 0 4,872 4,872 0 4,872<br />
S106 - Hillborough Close, Glen Parva 0 0 2,436 2,436 0 2,436<br />
S106 - Desford Road, Kirby Muxloe 0 0 4,871 4,871 0 4,871<br />
S106 - Wigston Street, Countesthorpe 0 0 1,461 1,461 0 1,461<br />
S106 - Forest Drive, Kirby Muxloe 0 0 4,871 4,871 0 4,871<br />
S106 - Tournament Drive, Glenfield 0 0 4,871 4,871 0 4,871<br />
S106 - St. Johns - Enderby 28,623 0 0 28,623 0 28,623<br />
Sub Total 201,197 144,500 59,627 405,324 196,748 208,576<br />
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REVISED CAPITAL PROGRAMME 2012/13 APPENDIX B<br />
Budgets bfwd from<br />
2011/12<br />
Original Approved<br />
Budget<br />
Programme<br />
2012/2013<br />
Virements /<br />
Additions etc<br />
within the year<br />
REVISED BUDGET<br />
PROGRAMME<br />
Expenditure +<br />
Commit's to Period<br />
7 2012/2013<br />
Unspent Project<br />
Budget C/Fwd<br />
£ £ £ £ £ £<br />
Corporate Equipment and Information Technology<br />
Personnel & Payroll System 831 0 5,901 6,732 6,732 0<br />
Upgrade Of <strong>Council</strong> Web Services 71,788 0 0 71,788 67,304 4,484<br />
Power Standby Generator 6,732 0 0 6,732 4,534 2,198<br />
Pv Polar Systems 1,966 0 0 1,966 1,943 23<br />
Litterbin Replacement Programme 12-13 0 12,000 0 12,000 11,836 164<br />
Purchase Fleet Vehicles - 2012-13 Prog. 0 978,000 -303,000 675,000 138,377 536,623<br />
Purchase 240Ltr Bins For Boxes To Bins 0 0 900,000 900,000 0 900,000<br />
Covers for Inspection Pits at Depot 0 0 4,900 4,900 4,778 122<br />
Gas Monitoring Works At The Pavillion 16,350 0 0 16,350 0 16,350<br />
E-Financials Upgrade To 4.1 0 25,000 0 25,000 0 25,000<br />
Online Booking System At The Pavillion 228 0 10,695 10,923 10,923 0<br />
Replacement Revenues & Benefits System 105,317 0 25,000 130,317 36,530 93,787<br />
CONTINGENCIES :<br />
Amg Capital Contingency 44,780 0 -31,597 13,183 0 13,182<br />
Sub Total 247,992 1,015,000 611,899 1,874,891 282,957 1,591,933<br />
Environmental Services<br />
Air Quality Action Plan 37,039 0 0 37,039 11,176 25,863<br />
Sub Total 37,039 0 0 37,039 11,176 25,863<br />
Land Use and Economic Development<br />
Sub Total 0 0 0 0 0 0<br />
TOTAL GENERAL FUND CAPITAL PROGRAMME 869,376 1,170,500 698,314 2,738,189 560,942 2,177,247<br />
HOUSING<br />
Private Sector Housing<br />
Disabled Facilities Grants - Major Works 209,354 200,000 23,831 433,185 234,243 198,942<br />
Disabled Facilities Grants - Minor Works 0 193,000 0 193,000 95,510 97,490<br />
Contribution Towards Empty Homes Scheme 0 0 50,000 50,000 0 50,000<br />
Contribution To L.A. Mortgage Scheme 0 0 1,000,000 1,000,000 1,000,000 0<br />
Provision Of Heating Grants 8,496 20,000 0 28,496 7,321 21,175<br />
Sub Total 217,850 413,000 1,073,831 1,704,681 1,337,074 367,607<br />
CAPITAL PROGRAMME - SUMMARY<br />
HOUSING 217,850 413,000 1,073,831 1,704,681 1,337,074 367,607<br />
GENERAL FUND 869,376 1,170,500 698,314 2,738,189 560,942 2,177,247<br />
TOTAL - 20112/13 PROGRAMME 1,087,226 1,583,500 1,772,145 4,442,870 1,898,016 2,544,854<br />
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INTERNAL FUNDING<br />
Useable Capital Receipts - Sale of General Fund Assets 188,360<br />
- TOH VAT Shelter Receipts<br />
(Ringfenced for Investment)<br />
998,592<br />
Unsupported Borrowing - General Fund - Prudential Borrowing 622,058<br />
Renewals Fund - Leisure 396,270<br />
Special Schemes Reserves - Various Projects 101,128<br />
- Computer Room Reserve 100,000<br />
Revenue Funded Capital Expenditure 227,257<br />
EXTERNAL FUNDING<br />
BUDGETED CAPITAL RESOURCES STATEMENT<br />
for the financial year 2012/13 as at Period 7<br />
TOTAL INTERNAL FUNDING 2,633,666<br />
Disabled Facilities Grant - DCLG -<br />
- Housing Association Contrib. -<br />
S106 Contributions - Various 171,765<br />
DEFRA - Air Quality Grant 37,039<br />
Leicestershire County <strong>Council</strong> - Better Places - <strong>Blaby</strong> 22,957<br />
- Playbuilder 1,909<br />
- Cycle Facilities 3,921<br />
TOTAL EXTERNAL FUNDING 237,591<br />
TOTAL FUNDING 2,871,257<br />
OF WHICH COMMITTED 2,683,217<br />
FREE BALANCE 188,041<br />
Page 158<br />
APPENDIX C<br />
BALANCE ADDITIONAL FUNDING FUNDING OF BALANCE<br />
B/F FUNDING UTILISED REMAINING C/F<br />
as at IN as at CAPITAL as at<br />
01-Apr-12 2012 / 13 31-Oct-12 PROGAMME 31-Mar-13<br />
(IN RESERVES) (Estimated) * (Estimated) *<br />
£ £ £ £<br />
47,671<br />
278,848<br />
1,939,222<br />
-<br />
-<br />
-<br />
59,672<br />
2,325,414<br />
193,000<br />
23,831<br />
23,866<br />
-<br />
-<br />
-<br />
240,697<br />
2,566,111<br />
(29,599)<br />
(1,000,000)<br />
(538,539)<br />
(5,836)<br />
(7,321)<br />
-<br />
(125,130)<br />
(1,706,425)<br />
(95,510)<br />
(5,456)<br />
(53,434)<br />
(11,175)<br />
(22,876)<br />
-<br />
(3,140)<br />
(191,591)<br />
(1,898,016)<br />
(7,554)<br />
-<br />
(2,022,741)<br />
(1,018)<br />
(51,043)<br />
-<br />
(161,798)<br />
(2,244,156)<br />
(97,490)<br />
(18,375)<br />
(142,197)<br />
(25,864)<br />
(82)<br />
(1,909)<br />
(781)<br />
(286,698)<br />
(2,530,854)<br />
198,879<br />
277,441<br />
-<br />
389,416<br />
42,763<br />
100,000<br />
-<br />
1,008,499<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
1,008,499<br />
809,620<br />
198,879
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Corporate Plan Refresh<br />
Report author<br />
and contact<br />
details:<br />
Sandra Whiles, Chief Executive<br />
0116 272 7501<br />
sw2@blaby.gov.uk<br />
Portfolio Holder: Cllr E White - Leader<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
1.1 To advise Members of the outcome of the Corporate Plan refresh and to seek<br />
approval for the revised critical activities<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation / Recommendation to <strong>Council</strong><br />
To approve the refreshed Corporate Plan<br />
Reason for Decision Recommended<br />
It is timely to update the plan to reflect current and known future challenges<br />
4. Forward Plan<br />
Yes<br />
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
Agenda Item 13<br />
The Corporate Plan is the document which sets out how <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong><br />
will deliver its commitments set out in the Community Plan which is the<br />
vision developed with other public services, outlining what we want the district<br />
to be like in 2026.<br />
The Corporate Plan is based on information about the district and customer<br />
feedback and identifies how we will contribute to improvements over the next<br />
3 years which will help us to deliver our long term vision.<br />
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Since the 3 year Corporate Plan was approved by <strong>Council</strong> in April 2011, the<br />
landscape has changed both due to reducing resources and changing<br />
priorities, be they national or local and, it was therefore considered timely to<br />
review the critical activities set out within the Plan. As they were developed by<br />
the community and our partners, the priorities and ambitions within the report<br />
remain unchanged with the 4 priorities for the council being:<br />
• Vibrant Places – Sustaining and Improving the Environment<br />
• Access to Quality Provision for Children and Young People<br />
• Health & Well Being for All<br />
• High Quality, Responsive, Efficient and Valued <strong>Public</strong> Services<br />
There are 24 ambitions within the plan which will remain the same for reasons<br />
already stated. The critical activities have been revised to incorporate new<br />
priorities such as the implementation of the Supporting Leicestershire<br />
Families model and the implementation of the scheme for the Localisation of<br />
<strong>Council</strong> Tax as well as responding to the impact of Welfare Reform.<br />
The revised critical activities are high level activities and each of these may<br />
require several different services working on a number of projects in order to<br />
achieve. These individual activities will be identified within service plans and<br />
will be reported on via the quarterly performance <strong>reports</strong>. A report setting out<br />
the revised performance management framework will be the subject of a<br />
report to the Cabinet Executive on 14 th January 2013.<br />
The revised Critical activities are detailed at Appendix 1 of this report.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
Human rights have been considered but there are no overarching matters for<br />
concern in relation to this report.<br />
Legal Implications<br />
There are none associated with this report.<br />
Human Resources Implications<br />
There are none associated with this report.<br />
Risk Assessment & Business Continuity<br />
There are none associated with this report.<br />
Equalities<br />
As the priorities within the plan have remained unchanged, there is no EINA<br />
for this report.<br />
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8. Other Options Considered<br />
• No other options were considered as the Corporate Plan should reflect<br />
current priorities.<br />
9. Financial and Efficiency Implications<br />
• The Medium Term Financial strategy details how we will deliver our<br />
Corporate Priorities and the annual budget is agreed by <strong>Council</strong> each<br />
February. There are no additional resource implications as an outcome of<br />
this report.<br />
10. Appendix/Appendices to this report<br />
10.1 Revised list of critical activities 2011 - 14<br />
11. List of Background Papers<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 161
This page is intentionally left blank<br />
Page 162
Priority 1 - Vibrant Places – Sustaining & Improving the<br />
Environment<br />
Ambition 1: There will be less nuisance and fewer community safety<br />
issues relating to traffic.<br />
• Consider and represent community views to Leicestershire County <strong>Council</strong> and partners etc on<br />
traffic issues, relating to infrastructure, development proposals and Core Strategy.<br />
• Deliver and update Air Quality Action Plans.<br />
Ambition 2: There will be greater opportunities for people to travel by<br />
public transport and means other than the car.<br />
• To ensure that the Development Plan enables opportunities for reduced car use, increased<br />
public transport networks and for us to influence the provision of infrastructure.<br />
Ambition 3: Community areas including recreation, parks and open<br />
spaces and streets will be clear for all to enjoy and use.<br />
• Deliver the Clean & Safe Strategy.<br />
• Deliver the Green Space Strategy Action Plan.<br />
Ambition 4: <strong>Blaby</strong> town centre will provide a greater retail experience<br />
for shoppers.<br />
• Support and develop the <strong>Blaby</strong> Town Centre Partnership to improve the Town Centre ‘offer’ for<br />
residents, businesses and customers.<br />
Ambition 5: Use of current infrastructure (roads, community facilities,<br />
public realm) will be maximised and improved where economically<br />
viable.<br />
• Put a rigorous process in place to deal with potential challenge through ‘The Community Right to<br />
Bid’.<br />
Ambition 6: New infrastructure (roads, community facilities etc) will<br />
be included as appropriate to support any proposed growth through<br />
development.<br />
• Use the planning system to support the provision of new infrastructure.<br />
Ambition 7: The housing needs of communities will be met, including<br />
ensuring affordable housing for all age groups across the <strong>District</strong>.<br />
• Deliver the Development Plan.<br />
• Review and deliver the Housing Strategy and associated policies including production of an<br />
affordable housing supplementary planning document and a vulnerable persons housing<br />
strategy.<br />
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Ambition 8: Development of the right quality and quantity (housing<br />
and employment sites) to take place in the right places, informed by<br />
local communities and their representatives.<br />
• Deliver the Local Plan, and build confidence in <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> around influencing<br />
planning matters appropriately.<br />
Ambition 9: Communities make appropriate adaptations to climate<br />
change and take steps to reduce its impact.<br />
• Commit to and Implement ‘Climate Local’ and deliver the critical activities.<br />
Priority 2 - Access to Quality Provision for Children & Young<br />
People<br />
Ambition 10: There will be better and more facilities and activities for<br />
Children and Young People.<br />
• Revise and implement the Children’s and Young People’s Strategy<br />
Ambition 11: Integrated youth support work available for the most<br />
vulnerable young people.<br />
• Revise and implement the Children’s and Young People’s Strategy<br />
Ambition 12: Greater support for families with young children and<br />
teenagers.<br />
• Deliver a local model for Supporting Families Leicestershire<br />
Ambition 13: Young people are actively involved in planning and<br />
delivering improvements to services.<br />
• Revise and implement the Children’s and Young People’s Strategy<br />
Ambition 14: All children and young people reach their potential,<br />
including in education.<br />
• Revise and implement the Children’s and Young People’s Strategy<br />
Priority 3 - Health & Well Being for All<br />
Ambition 15: The health of residents will improve through<br />
preventative measures.<br />
• Develop and deliver a local health plan for <strong>Blaby</strong> <strong>District</strong><br />
Page 164
Ambition 16: Vulnerable people are more involved, valued and<br />
supported to live independently within the community with a good<br />
quality of life.<br />
• Deliver a Vulnerable Persons Strategy and Action Plan.<br />
• Maximise our ability to provide an advice service, including welfare reform, to enable people to<br />
access income appropriately.<br />
Ambition 17: There will be greater opportunities for people to<br />
improve their chances of employment.<br />
• Develop and implement the Economic Development Strategy.<br />
Ambition 18: People feel a greater sense of pride, local identity and<br />
get on well together in their communities irrespective of personal<br />
background.<br />
• Working with parishes, key community groups and the voluntary sector to share and achieve<br />
common goals, including an effective community engagement mechanism.<br />
Ambition 19: Crime levels including Anti-Social Behaviour will fall;<br />
people will feel safer and have a greater public confidence in all<br />
community safety services.<br />
• Deliver the Community Safety Plan<br />
Priority – 4 High Quality, Responsive, Efficient and Valued<br />
<strong>Public</strong> Services<br />
Ambition 20: High performing accessible services that meet the<br />
needs of our community.<br />
• Deliver continuous improvement by challenging our services to provide what matters to the<br />
customer as efficiently and effectively as possible.<br />
• Improve access to services based on an understanding of the customer’s needs and point of<br />
view.<br />
Ambition 21: Transparent reporting and involvement of the local<br />
community.<br />
• Provide relevant and accessible information that matters to the local community.<br />
• Improve service delivery by ensuring services are shaped by customer demand.<br />
Ambition 22: Efficient services that provide value for money.<br />
• Continually challenge and review service costs and quality.<br />
Ambition 23: Fairness and respect for all with no one suffering<br />
disadvantage.<br />
• Ensuring that services meet the diverse needs of the community.<br />
• Deliver the People Strategy (The <strong>Blaby</strong> Way).<br />
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Ambition 24: There are talented people within the <strong>Council</strong> who have<br />
the skills to deliver high quality, responsive, efficient, valued public<br />
services.<br />
• The People Strategy (The <strong>Blaby</strong> Way) is in place, communicated and delivered<br />
• Deliver the Member Development Strategy.<br />
Page 166
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Neighbourhood Planning: Management, Support and<br />
Protocol Arrangements<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
Flo Churchill<br />
Interim Group Manager, Planning, Housing Strategy<br />
and Economic Development<br />
0116 272 7727<br />
Flo.Churchill@blaby.gov.uk<br />
<strong>Council</strong>lor Terry Richardson – Planning, Economic<br />
Development and Housing Strategy<br />
1.1 This report sets out the issues relating to the practical implementation of the<br />
Neighbourhood Planning Regulations, outlining the new responsibilities that<br />
fall to the <strong>Council</strong> and seeking approval for the area designation for the Fosse<br />
Villages Neighbourhood Plan Area.<br />
2.<br />
2.1<br />
2.2<br />
2.3<br />
2.4<br />
2.5<br />
Recommendations:<br />
That Cabinet Executive:<br />
Agenda Item 14<br />
Delegates to the relevant Group Manager the duty to make an application<br />
for further funding available from the Department of Communities and<br />
Local Government when the appropriate stage in the Neighbourhood<br />
Planning process has been met for the Fosse Villages Neighbourhood<br />
Plan.<br />
Approves the establishment of a Neighbourhood Planning Reserve Fund<br />
for monies received in relation to designation, examination and<br />
referendums on Neighbourhood Plans.<br />
Approves the suggested management arrangements contained in Section<br />
6 of this Report.<br />
Accepts the progress on the Leicester and Leicestershire Neighbourhood<br />
Planning Toolkit.<br />
Approves the application from the Fosse Villages Neighbourhood Working<br />
Group for the Neighbourhood Plan Area to be confirmed.<br />
Page 167
3.<br />
3.1<br />
Reason for Decision Recommended<br />
A Neighbourhood Plan is capable of becoming part of the Statutory<br />
Development Plan for the area and therefore a material consideration in<br />
the determination of planning applications. It is therefore appropriate for<br />
there to be a mechanism whereby the <strong>Council</strong>, in line with the<br />
Neighbourhood Planning Regulations 2012, can formally approve any<br />
applications to be recognised as an ‘Qualifying Body’ or for an area to be<br />
recognised as an ‘Appropriate Area’ for Neighbourhood planning purposes.<br />
4. Forward Plan<br />
4.1 This report has not been included in the last Forward Plan. It is a key<br />
decision. The matter has become apparent since the publication of the<br />
Forward Plan and because of the application from the Fosse Villages<br />
Neighbourhood Group it is impracticable to defer the decision on this report<br />
until after the operative date of the next Forward Plan on which it could<br />
appear. Accordingly the General Exception Procedure contained in Part 4<br />
Section 2 Paragraph 9 of the Constitution has been invoked to enable its<br />
consideration. The Scrutiny Commissioners have been informed and public<br />
notice has been given by posting it at the <strong>Council</strong> Offices.<br />
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
Main issues<br />
6.1 The Localism Act 2011 devolves planning powers to Parish and Town<br />
<strong>Council</strong>s or Neighbourhood Forums to lead on the preparation of<br />
Neighbourhood Plans. These powers are outlined in detail in the<br />
Neighbourhood Planning (General) Regulations which came into force on 6 th<br />
April 2012. Neighbourhood planning is one of the five key measures in the<br />
Localism Act and specifically relates to the production of Neighbourhood<br />
Plans, Neighbourhood Development Orders and Community Right to Build<br />
Orders.<br />
6.2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> has the responsibility as the local planning authority for<br />
the area to determine applications for Neighbourhood Plan Areas. The<br />
<strong>Council</strong> also has a general duty to support those preparing Neighbourhood<br />
Plans. This is a new responsibility arising from the Localism Act.<br />
Background Information<br />
6.3 Neighbourhood planning is a key measure in the Localism Act 2012. It<br />
devolves some of the responsibility to parish and town councils and<br />
neighbourhood forums as “Qualifying Bodies.” Neighbourhood Plans are<br />
required to be ‘pro-development.’ They cannot be used to stop development<br />
already allocated or permitted and cannot propose less development than that<br />
in the Local Plan Core Strategy. They can however propose more<br />
development than allowed for in the Local Plan Core Strategy. This report<br />
Page 168
deals with Neighbourhood Plans.<br />
6.4 The Neighbourhood planning process also provides Parish and Town<br />
<strong>Council</strong>s an opportunity to work in partnership with the <strong>Council</strong> in the<br />
preparation of the Allocations and Development Management part of the<br />
Local Plan Core Strategy.<br />
6.5 Neighbourhood Plans will be subject to an independent check by the<br />
appointed Examiner to ensure that proposals comply with equalities and<br />
human rights legislation. <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> will have advised prior to the<br />
examination whether it is considered that the Neighbourhood Plan is in<br />
conformity with the Core Strategy Local Plan.<br />
Neighbourhood Planning regulations<br />
6.6 The Neighbourhood Planning Regulations became effective on April 6 2012<br />
and set out the statutory procedures for Neighbourhood Plans. <strong>Blaby</strong> has<br />
received a request from the Fosse Villages Neighbourhood Plan group area to<br />
be recognised for formal designation as a neighbourhood plan area and it is<br />
intended that advertisements will be placed to advertise this application in line<br />
with the Regulations. .<br />
6.7 There are seven new key duties for <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> in respect of<br />
Neighbourhood Planning thus:<br />
1. Duty to support<br />
2. Designate Neighbourhood Area<br />
3. Designate Neighbourhood Forum<br />
4. Consider compliance with statutory<br />
and EU requirements<br />
5. Advise independent examiner on<br />
representations received and other<br />
matters<br />
6. Fund and organise examination<br />
7. Consider examiners<br />
recommendations<br />
8. Fund and undertake referendum<br />
9. Duty to Adopt<br />
Designation of a Neighbourhood Area<br />
6.8 The <strong>Council</strong> is responsible for receiving and determining applications for the<br />
designation of a neighbourhood area such as the one received from the<br />
Fosse Villages Group. The whole of the district in <strong>Blaby</strong> is covered by either<br />
Parish or Town <strong>Council</strong>s or Parish Meetings.<br />
6.9 Applications for the designation of a neighbourhood area must include the<br />
proposed boundary and supporting information on why the boundary is an<br />
appropriate one. The <strong>Council</strong> is then required to advertise the application for a<br />
statutory six week period and thereafter consider any representations<br />
received.<br />
6.10 The only potential difficulty that may arise in respect of the designation of<br />
Page 169
Neighbourhood Areas is if an application is received from a group promoting<br />
for instance a Business Led neighbourhood plan where the areas are already<br />
covered by parish councils.<br />
Application by Fosse Villages Neighbourhood Forum<br />
6.11 The <strong>Council</strong> has received an application from the Fosse Villages Forum to<br />
have the area they have designated recognised as “An appropriate area” for<br />
the purposes of composing a Neighbourhood Plan. Officers are now in a<br />
position to recommend that <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> approves the designation of<br />
its first Neighbourhood Plan area.<br />
Independent Examination<br />
6.12 A Neighbourhood Plan or Neighbourhood Development Order will need to be<br />
assessed by an “Independent Examiner” who will be paid for by the <strong>Council</strong><br />
and appointed in conjunction with the “Qualifying Body.” The examiner will<br />
then recommend either that the plan is submitted to a referendum (with or<br />
without amendments) or that the proposed plan is refused. In reaching the<br />
decision the examiner will have to have regard to the plan’s conformity with<br />
the National Planning Policy Framework and any other national planning<br />
policy and with the <strong>Council</strong>`s Core Strategy, compliance with EU Directives,<br />
how the plan promotes equality and human rights, any consultation<br />
undertaken and the plan’s response to consultation. Costs of the examination<br />
have been estimated to be around £20,000 according to CLG..<br />
6.13 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> will also be responsible for publishing the Examiner’s<br />
report and considering any recommendations that the Examiner may make.<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> has the right to endorse the Examiner’s comments and<br />
recommendations or to reject them and refer back to the Examiner for further<br />
examination.<br />
Referendum<br />
6.14 If the Neighbourhood Plan passes the examination then the next stage is for<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> to hold a referendum on the making of the plan. The<br />
<strong>Council</strong> is responsible for organising and paying for the referendum.. A<br />
referendum must take place as a minimum in the designated area to which<br />
the plan relates and those entitled to vote are those persons within the plan<br />
area who are entitled to vote in local elections. If the plan gains support from<br />
over 50% of those voting however small the turnout might be then the <strong>Council</strong><br />
have no choice but to adopt the Neighbourhood Plan as part of the<br />
Development Plan.<br />
Duty to Support<br />
6.15 The Localism Act requires local authorities to support communities in all<br />
aspects of neighbourhood planning. This is a new duty. It is up to each local<br />
authority to determine how that support is expressed. To date <strong>Blaby</strong> <strong>District</strong><br />
<strong>Council</strong> has given financial support in terms of the Front Runner monies<br />
received from CLG that were passed in their entirety to the Fosse Villages<br />
Forum; other authorities have not been so generous. The Duty to Support is a<br />
significant resource challenge to the <strong>Council</strong> but at the same time could also<br />
comprise an opportunity to better connect with our communities and to work<br />
Page 170
with them to help them realise their communities’ aspirations. Support can be<br />
given in ways that do not directly involve financial expenditure such as<br />
allowing groups access to council information and data bases and to<br />
resources such as maps etc without passing on charges.<br />
6.16 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> has to determine what level of support it wishes to<br />
provide to the Neighbourhood Planning process and whether it is appropriate<br />
to devote either financial resources or officer time and commitment towards<br />
helping groups and forums to develop their plans.<br />
6.17 Currently <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> provides support to the Fosse Villages<br />
Neighbourhood Forum by both passing on finance in terms of Front Runner<br />
monies and providing officer support to the regular meetings of the Forum and<br />
to the public consultation exercises that they run.<br />
6.18 Additional funding has recently been announced that is intended to support<br />
local authorities in resourcing the required support for Neighbourhood Plans.<br />
Funding will be available in two tranches, £5,000 on designation of the<br />
Neighbourhood Plan area and £20,000 on completion of the referendum. It is<br />
clear from the current guidance on this funding that it is intended to directly<br />
support the additional burden placed on local authorities and it is therefore<br />
recommended that this funding is placed within a Neighbourhood Planning<br />
reserve fund to support the <strong>Council</strong>’s work in discharging it’s responsibilities<br />
for neighbourhood planning<br />
Duty to Adopt<br />
6.19 Once a Neighbourhood plan has received more than 50% support at a local<br />
referendum the <strong>Council</strong> will be required to adopt it as part of the Development<br />
Plan and will therefore be required to determine future applications for<br />
development bearing it in mind as a ‘material consideration.’<br />
Governance and Protocols<br />
6.20 The Portfolio Holder for Planning will be the lead Member for Neighbourhood<br />
Planning matters and will be supported from officers within the Planning<br />
Service and the Policy, Partnerships and Performance Service. Closer<br />
engagement will be critical to the success of the Neighbourhood Planning<br />
process within <strong>Blaby</strong>. The ability of the Planning Service to provide the likely<br />
level of support within existing resources is unclear but these issues will be<br />
closely examined during the forthcoming review of the Planning Service.<br />
Leicester and Leicestershire Neighbourhood Planning Toolkit<br />
6.21 The County <strong>Council</strong> continue to give a very high level of support to the Fosse<br />
Villages Neighbourhood Forum and are working on a Leicester and<br />
Leicestershire Neighbourhood Planning Toolkit and have established a project<br />
steering group to carry this work forward. <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> is represented<br />
on this body by the Planning Policy Team Leader. The toolkit will aim to<br />
support communities across the County in developing a Neighbourhood Plan<br />
and will provide:<br />
Page 171
o An overview of what Neighbourhood Plans can and cannot do;<br />
o Signpost and support groups to access the information and guidance<br />
already available;<br />
o Provide a framework for developing a Neighbourhood Plan in<br />
Leicestershire and the roles and responsibilities of all key partners;<br />
o Outline minimum requirements before commencing engagement in the<br />
process for both communities and local authorities;<br />
o Outline details of other approaches that may be more suitable such as<br />
Village Design Statement, or single issue projects and documents<br />
6.22 Co-operation on Neighbourhood Planning matters will also count towards<br />
helping the <strong>Council</strong> to discharge its duty to cooperate on planning matters,<br />
another new duty introduced by the Localism Act and the NPPF.<br />
6.23 It is anticipated that the following support mechanisms are required to support<br />
Neighbourhood Planning:<br />
o Developing a timetable for engagement with any future proposals for<br />
Neighbourhood Plans;<br />
o Provide advice and encouragement to Neighbourhood Forums to<br />
engage with the development plan process and to have an input into<br />
the Allocations, Designations and Development Management DPD that<br />
will follow on after the Core Strategy Local Plan;<br />
o Subject to reasonable requests area and site plans to be provided at<br />
cost<br />
o Subject to reasonable requests technical <strong>reports</strong> and extracts of data<br />
sets to be provided at cost<br />
o Subject to reasonable requests site histories to be provided<br />
o Subject to reasonable requests provision of any other information that<br />
is in the public domain<br />
o Provision of officer support in respect of meeting compliance with EU<br />
Directives and National Policy with regard to equalities legislation and<br />
human rights legislation.<br />
o Continued support to the Fosse Villages Neighbourhood Forum<br />
including provision of council facilities such as meeting rooms without<br />
charge<br />
o Creation of a Neighbourhood Planning page on the official <strong>Blaby</strong><br />
<strong>District</strong> <strong>Council</strong> Website to act as a single point of reference for<br />
information, to share best practice and to promote awareness of<br />
Neighbourhood Planning<br />
Resources to support this work will be considered during the forthcoming<br />
review of the Planning service<br />
Summary of Main Issues<br />
6.24 It is proposed that the following protocols are adopted in dealing with any<br />
Neighbourhood Planning issues:<br />
Task/Duty Protocol to be adopted<br />
Advertisement of the request to Planning Group Manager to arrange<br />
designate an area or a forum advertisement for 6 weeks<br />
Preparation of report on Planning Group manager to prepare report for<br />
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application to be designated a<br />
Forum or Area<br />
Cabinet setting out decisions to be made<br />
Appointment of the Examiner Planning Group Manager to appoint examiner in<br />
conjunction with Neighbourhood Forum<br />
Referendum Democratic services to fund and organise<br />
referendum<br />
Adoption of the Plan Report to Cabinet prepared by Group Manager<br />
informing members of the result of the<br />
referendum<br />
Consideration of the Development Control Committee to determine<br />
Neighbourhood Plan as a applications in accordance with the<br />
‘material consideration.’<br />
Neighbourhood Plan as part of the statutory<br />
Development Plan.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
• Human rights have been considered but there are no overarching matters<br />
for concern in relation to this report.<br />
Legal Implications<br />
• Any Neighbourhood Plans that pass the referendum stage must be<br />
adopted by <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> and will then become part of the<br />
statutory Development Plan which in turn becomes a material<br />
consideration in the determination of planning applications<br />
Human Resources Implications<br />
• Human resource implications have been outlined in the body of the report<br />
and comprise mainly of officer time and commitment.<br />
Risk Assessment & Business Continuity<br />
• Neighbourhood Planning, whilst important does not present any major<br />
risks to the corporate business of the <strong>Council</strong>. There is some potential<br />
impact in terms of the officer commitment that may be required but<br />
involvement will always be considered against a back ground of business<br />
requirements and resilience.<br />
• Risk and business continuity/resilience issues have been considered in the<br />
report.<br />
Equalities<br />
• The proposals contained within this report are not judged to have any<br />
significant impacts in terms of the various equalities groups and this has<br />
been demonstrated through carrying out an Impact and Needs<br />
assessment.<br />
• An EINA has been carried out and no adverse impacts identified<br />
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Nottingham Declaration and Climate Change<br />
• Climate risks have been considered. It is noted that Neighbourhood Plans<br />
will be required to undergo Environmental Assessment and Strategic<br />
Environmental Assessment according to European legislation.<br />
Crime & Disorder<br />
• No potential impacts or crime and disorder risks have been identified.<br />
Other<br />
• None<br />
8. Other Options Considered<br />
• Not engaging in supporting neighbourhood planning activities would be a<br />
dereliction of the duty imposed by the Localism Act and therefore not<br />
engaging in the process has not been considered.<br />
9. Appropriate Consultations<br />
• None<br />
10. Financial and Efficiency Implications<br />
• It is currently anticipated that current known financial implications<br />
can be met from existing budgets<br />
• Implications for resourcing will be considered as an integral part of<br />
the forthcoming Planning Service Review<br />
• It is anticipated that <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> will apply for the<br />
additional funding recently announced by CLG and available from<br />
October 2012 according to the stage of progress that has been<br />
achieved.<br />
11. Appendix/Appendices to this report<br />
• Fosse Villages Neighbourhood Plan Area Designation request<br />
12. List of Background Papers<br />
Neighbourhood Planning Regulations 2012<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 174
Page 175
Page 176
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Broadband Roll Out for the <strong>District</strong><br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
• Colin Jones<br />
• Group Manager, Corporate Services<br />
• <strong>Council</strong> Offices<br />
• 0116 2727569<br />
Cllr D Clements<br />
Corporate Services, Performance and Leisure<br />
1.1 To seek approval to apply £50,000, as a contribution to a partnership project,<br />
led by Leicestershire County <strong>Council</strong>, to improve broadband connectivity<br />
across the <strong>District</strong><br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation<br />
That a contribution of £50,000 from the Broadband Reserve, be allocated to<br />
enable <strong>Blaby</strong> <strong>District</strong> to participate in a partnership project, led by<br />
Leicestershire County <strong>Council</strong>, to improve broadband connectivity across<br />
the <strong>District</strong><br />
Reason for Decision Recommended<br />
To support the county wide initiative and provide benefits to the community<br />
4. Forward Plan<br />
4.1 Yes<br />
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
Broadband Across Leicestershire<br />
Page 177<br />
Agenda Item 15
6.1 Super-fast broadband (SFBB) is emerging as a priority infrastructure within<br />
Leicestershire. The deployment of super-fast broadband (SFBB) will:<br />
• provide the foundations from which the UK economy will grow and recover<br />
from �the recession – to improve prosperity in the wider economy<br />
• ensure the UK is competitive in global markets<br />
• improve consumer power and choice, overcoming rural isolation<br />
• help transform the way public services are delivered<br />
• increase access to services<br />
• reduce the need to travel and tackle climate change<br />
National and Local Funding<br />
6.2 British Telecom (BT) is investing £2.5bn to roll-out SFBB across the UK. It is<br />
anticipated that through this investment two thirds of the UK population will<br />
have access to SFBB by the end of 2014. A map showing the location of BT<br />
investment in Leicestershire is included at appendix A. BT considers that all<br />
other areas, referred to as the final third, are not commercially viable and will<br />
require public sector funding.<br />
6.3 The Government aims to ensure that all of the UK has access to the best<br />
broadband connectivity in Europe by 2015. Leicestershire County <strong>Council</strong> has<br />
a vision to deliver SFBB (c24Mbit/s) to all premises in Leicestershire by 2017<br />
with at least 90% being delivered by 2015.<br />
£6m has been allocated by Leicestershire County <strong>Council</strong> to match the<br />
Government’s £3.14m allocation. A further £300,000 has been allocated by<br />
the County <strong>Council</strong> to provide better broadband services in the most remote<br />
areas.<br />
All Leicestershire district council’s are being invited to invest to ensure that the<br />
deployment can extend to as many businesses and residential premises as<br />
possible. Furthermore, the County <strong>Council</strong> is leading efforts to encourage<br />
Government to increase its allocation and is working with other East Midlands<br />
authorities to secure European Regional Development Funding (ERDF).<br />
Broadband Roll-Out Proposals<br />
6.4 Following the Government’s approval of Leicestershire’s broadband strategy,<br />
the County <strong>Council</strong> will lead the procurement of a supplier using the<br />
Government’s national procurement Framework; this includes BT and Fujitsu.<br />
Procurement will commence in December 2012 and be complete by summer<br />
2013. Deployment will commence following this until 2015.<br />
At this stage it is not possible to determine the specific technology which the<br />
contracted supplier will use to improve broadband connectivity. It is, however,<br />
expected that the majority of improvements will be through fixed-line<br />
connections rather than through mobile (4G) and satellite broadband. These<br />
innovative solutions could be especially important in remote rural areas.<br />
It is not possible to identify the full costs of deploying SFBB to the final third<br />
with Leicestershire until later in the procurement process. Indicative research<br />
has estimated this at a minimum of £20m. For <strong>Blaby</strong> <strong>District</strong> the total cost is<br />
Page 178
estimated as £2.8m.<br />
It is estimated that public investment in SFBB within areas that will not receive<br />
commercial support could result in a Gross Value Added uplift of £36.4m (for<br />
Leicester, Leicestershire and Rutland).<br />
Key Issues<br />
6.5 There is significant evidence within the <strong>District</strong> that poor connectivity issues<br />
have affected both businesses and communities<br />
It is estimated that 8600 premises within <strong>Blaby</strong> <strong>District</strong> will not have access to<br />
SFBB without public sector investment. This equates to 21% of all premises<br />
within the district. Across all Leicestershire premises this figure is estimated at<br />
30%.<br />
There are areas within <strong>Blaby</strong> <strong>District</strong> with very poor broadband connectivity. It<br />
is estimated that 1,235 premises are classified a Slow-Spots with current<br />
broadband speeds of between 0.5Mbit/s and 2Mbit/s. 248 premises are<br />
classified as Not-Spots with speeds of less than 0.5Mbit/s.<br />
Current estimated broadband speeds have been mapped and are available at<br />
www.leics.gov.uk/broadband.<br />
7. Other Relevant Considerations<br />
7.1 Human Rights Act 1998<br />
Human rights have been considered but there are no overarching matters for<br />
concern in relation to this report.<br />
7.2 Legal Implications<br />
There are no direct legal implications arising from this report.<br />
7.3 Human Resources Implications<br />
There are no Human Resources implications.<br />
7.4 Risk Assessment & Business Continuity<br />
This project does not present any major risks.<br />
7.5 Equalities<br />
No EINA is required for this report.<br />
7.6 Nottingham Declaration and Climate Change<br />
No impact<br />
7.7 Crime & Disorder<br />
There are no Crime and Disorder implications.<br />
8. Other Options Considered<br />
Take no action – Not considered the most appropriate action as the<br />
community may loose out on the benefits of this county wide scheme.<br />
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9. Appropriate Consultations<br />
Earlier in 2012 Leicestershire County <strong>Council</strong> undertook a broadband survey.<br />
Over 4,600 responses were received, including 650 from businesses. The<br />
results of the consultation will help to create a picture of where there is poor<br />
connectivity and demand for super-fast broadband. The full report is available<br />
at www.leics.gov.uk/broadband<br />
10. Financial and Efficiency Implications<br />
Current year 2013/14 2014/15<br />
Revenue £0 £0 £0<br />
Capital £50,000 £0 £0<br />
This funding was provided for as part of the closedown of the 2011/12 financial year<br />
by the creation of a specific broadband reserve as noted in the Audit Committee<br />
report of 28 th June 2012 relating to the closedown of accounts 2011/12.<br />
11. Appendix/Appendices to this report<br />
Appendix A - A map showing the location of BT investment in<br />
Leicestershire<br />
12. List of Background Papers<br />
N/A<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 180
Appendix A<br />
BT commercial deployment of super-fast broadband by Exchange area<br />
copyright. All rights reserved. Leicestershire County <strong>Council</strong>. LA100019271. Published 2012<br />
Red shaded areas show telephone exchanges BT has or will deploy SFBB to<br />
Boundaries of telephone exchanges are indicative<br />
© Crown<br />
N.B. SFBB will not be available to all premises in enabled exchange areas. Some small areas<br />
will still be considered commercially unviable. Such areas will fall within scope for pubic<br />
sector investment under Leicestershire County <strong>Council</strong>’s procurement.<br />
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BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Amendment to Lease of Land to Narborough Parish<br />
<strong>Council</strong><br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
Sarah Pennelli<br />
Financial Services Group Manager<br />
<strong>Council</strong> Offices<br />
0116 272 7650<br />
Cllr J. Hudson – Finance & Efficiency Portfolio<br />
Holder<br />
1.1 To seek authority to amend and combine the existing leases in relation to the<br />
open space known as “Narborough Park”.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation to <strong>Council</strong><br />
That the existing lease to Narborough Parish <strong>Council</strong> be amended to<br />
combine the areas of land as highlighted on the plan in Appendix 1 and<br />
delegated Authority be given to the Financial Services Group Manager in<br />
consultation with the Portfolio Holder to agree terms and conclude the legal<br />
arrangements.<br />
Reason for Decision Recommended<br />
It is appropriate to amalgamate the lease agreements with Narborough<br />
Parish <strong>Council</strong> and alter the boundary of those leases to coincide with the<br />
replacement fencing.<br />
4. Forward Plan<br />
Yes<br />
5. Key Decision<br />
5.1 Not applicable it is a matter for <strong>Council</strong><br />
Page 183<br />
Agenda Item 16
6. Matters for Consideration<br />
Narborough Parish <strong>Council</strong> currently lease the area known as Narborough<br />
Park under two lease agreements dated 4 th November 2009.<br />
Discussions in relation to the replacement of the fencing on the boundary<br />
between Narborough Park and the <strong>Council</strong> Offices have led to a proposal to<br />
alter the boundary of the area leased by Narborough Parish <strong>Council</strong> and also<br />
to amalgamate the two leases that are currently in existence.<br />
Extended discussions between Officers of <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> and the<br />
Parish <strong>Council</strong> have taken place and the following are elements that have<br />
been considered in the process:<br />
o The replacement fencing should be of the type to ensure safety of the<br />
public utilising the park in relation to vehicles accessing the <strong>Council</strong><br />
Offices via the driveway.<br />
o That a contribution is made by <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> to reflect some of<br />
the additional expenditure that has resulted in this enhanced<br />
specification.<br />
o That the boundary of the leased area be amended to extend the verge<br />
as shown in Appendix A in order that a further six spaces be<br />
accommodated within the staff car park and to allow access for<br />
emergency vehicles.<br />
o That the annual lease value of £1,065 be reduced to a nominal sum.<br />
Recent arrangements where Parish <strong>Council</strong>s have taken on the<br />
responsibility and costs of maintenance have been at a nominal<br />
amount to recognise the expenditure that the Parish <strong>Council</strong>s take on<br />
with maintenance and upkeep of such areas.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
Not Applicable<br />
Legal Implications<br />
All legal implications will be considered throughout the process.<br />
Human Resources Implications<br />
There are no Human Resources implications.<br />
Risk Assessment & Business Continuity<br />
The considerations for the replacement fencing took into account the physical<br />
barrier that was needed along the boundary between the park and the<br />
driveway leading to the <strong>Council</strong> Offices. It is anticipated that a fence line<br />
providing a physical barrier reduced the risk of incidents of children running<br />
into the path of oncoming vehicles.<br />
Equalities<br />
No EINA is required for this report.<br />
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Nottingham Declaration and Climate Change<br />
There are no Nottingham Declaration implications.<br />
Crime & Disorder<br />
There are no Crime and Disorder implications.<br />
8. Other Options Considered<br />
Not to make alterations to the lease agreement. With the replacement of the<br />
fencing it seemed the appropriate time to consider the boundary of the area<br />
used and take the opportunity to revise the boundary and to amalgamate the<br />
agreements. For this reason not altering the existing leases was not<br />
considered.<br />
9. Appropriate Consultations<br />
Narborough Parish <strong>Council</strong> has been consulted through discussions with the<br />
Parish Clerk.<br />
The Regulatory Services Group Manager has also been consulted throughout<br />
this process.<br />
10. Financial and Efficiency Implications<br />
It is proposed that a nominal rent is charged for the amalgamated lease<br />
agreements.<br />
A contribution towards the replacement fencing equating to approximately<br />
50%,(£5,000) of the cost is proposed. This has been included within the<br />
Report detailing the Revised Capital Programme 2012/13.<br />
Per annum<br />
Revenue/Cost £1,065<br />
Capital £5,000<br />
11. Appendix/Appendices to this report<br />
11.1 Appendix 1 : Plan of Land to be Leased to Narborough Parish <strong>Council</strong>.<br />
12. List of Background Papers<br />
12.1 Counter Part Lease 1 between <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> dated 4 th Nov. 2009<br />
12.2 Counter Part Lease 2 between <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> dated 4 th Nov. 2009<br />
The following Officers/Members have been consulted (identified by �):<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Legal Services Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
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Page 188
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Climate Local<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
• Jon Wells<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
• Group Manager, Regulatory and Leisure Services<br />
• <strong>Council</strong> Offices<br />
• 0116 2727545<br />
Cllr Guy Jackson – Neighbourhood and<br />
Environmental Health Services Portfolio Holder<br />
1.1 To advise members of the Local Government Association ‘Climate Local’<br />
initiative and seek the <strong>Council</strong>’s approval to sign up to it.<br />
1.2 To outline the implications of making such a declaration.<br />
1.3 Seek approval for the Climate Change Working Members Group to progress<br />
the next stage of the process; which is, to propose an ambition and set out<br />
clear and measurable actions. The Regulatory and Leisure Services Group<br />
Manager will then bring a further detailed report back to <strong>Council</strong> setting this<br />
out for approval.<br />
2.<br />
2.1<br />
2.2<br />
3.<br />
3.1<br />
3.2<br />
Recommendations to Cabinet Executive/<strong>Council</strong><br />
That <strong>Council</strong> sign up to Climate Local.<br />
That the Climate Change Working Members Group be requested to set out<br />
a level of ambition, develop an action plan and report this back to a future<br />
<strong>Council</strong> meeting for approval.<br />
Reason for Decision Recommended<br />
Agenda Item 17<br />
The initiative supports the <strong>Council</strong>’s continued drive and ambition to act on<br />
a changing climate following the signing of the Nottingham Declaration in<br />
2006.<br />
This will help the <strong>Council</strong> to capture opportunities and benefits of action on<br />
climate change through:<br />
Page 189
3.3<br />
1) Saving on energy bills.<br />
2) Generating income from renewable energy.<br />
3) Attracting new jobs and investment in ‘green’ industries.<br />
4) Reduce flood risks and help to manage the impacts of extreme<br />
weather (such as drought).<br />
5) Tackling fuel poverty.<br />
6) Protecting the natural environment.<br />
This will provide a way to show the <strong>Council</strong>’s leadership on climate change<br />
to our communities, partners and collectively to government and other<br />
national stakeholders.<br />
4. Forward Plan<br />
4.1 Yes<br />
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
6.1.1 The <strong>Council</strong> signed the Nottingham Declaration in December 2006 thereby<br />
demonstrating its commitment to act on a changing climate. Following on<br />
from this the <strong>Council</strong> implemented a Fuel Poverty Strategy and developed<br />
and delivered action plans for Climate Change, Green Travel and Carbon<br />
Management. Some of the key work carried out is detailed below:<br />
• The installation of a Combined Heat and Power System at Enderby<br />
Leisure Centre giving a carbon dioxide saving of 351.9 tonnes ongoing<br />
• Installation of a Solar PV system at the Pavilion which has provided<br />
£3,500 in Feed In Tariffs (FITs) in its first year<br />
• Bike week cycle servicing and car tyre checks<br />
• The installation of automatic meter reading for all utilities throughout the<br />
organisation<br />
• Refuse and recycling round rationalisation<br />
• Safe and efficient driving SaFeD training sessions for all staff<br />
This has resulted in the following achievements:<br />
• A Green Apple Award for our Time 4 Change programme<br />
• Silver and Gold Motorvate Awards for a reduction in vehicle emissions<br />
• Top performer in the East Midlands with a 21.7% reduction in carbon<br />
emissions in three years<br />
• Established a knowledge partnership with DeMontfort University to support<br />
local communities in reducing costs associated with running a home<br />
• A greater awareness of resource usage, saving over £25,000 year on year<br />
in fuel bills<br />
6.2 Climate Local is an initiative to drive, inspire and support <strong>Council</strong> action on a<br />
changing climate. The initiative supports our efforts both to reduce carbon<br />
Page 190
emissions and also to improve resilience to the affects of our changing climate<br />
and extreme weather. Climate Local will help the <strong>Council</strong> to capture<br />
opportunities and benefits of action on climate change, through saving on<br />
energy bills, generating income from renewable energy, attracting new jobs<br />
and investment in ‘green’ industries, reducing flood risks and managing<br />
impacts of extreme weather, tackling fuel poverty and protecting our natural<br />
environment.<br />
6.3 By signing Climate Local the <strong>Council</strong> will commit to:<br />
• Set out actions we intend to take locally to further reduce our carbon<br />
emissions and respond to changes in the climate within our own<br />
operations, services and with the local community<br />
• Set a level of ambition and actions in the following areas: mainstreaming<br />
climate change, energy, local economic growth, natural environment,<br />
planning and the built environment, transport, waste, health and our<br />
communities.<br />
• Share actions, progress and learning with other partners<br />
6.4 To ensure delivery against the Nottingham Declaration a Climate Change<br />
cross-party Members Working Group was established. This has successfully<br />
helped to guide and aid delivery of Climate Change and Green Travel actions<br />
while raising carbon awareness among members and staff. The success of<br />
the Group is such that if the <strong>Council</strong> are minded to commit to Climate Local<br />
then they should be asked to develop future actions and outcomes. This will<br />
also ensure leadership within the local community.<br />
7. Other Relevant Considerations<br />
7.1 Human Rights Act 1998<br />
Human rights have been considered but there are no overarching matters for<br />
concern in relation to this report.<br />
7.2 Legal Implications<br />
All legal implications will be advised upon when an action list is developed<br />
subsequent to this Report being approved.<br />
7.3 Human Resources Implications<br />
There are no Human Resources implications.<br />
7.4 Risk Assessment & Business Continuity<br />
Financial risks and future revenue streams will be considered as part of this<br />
process.<br />
7.5 Equalities<br />
No EINA is required for this report.<br />
7.6 Nottingham Declaration and Climate Change<br />
The Nottingham Declaration has now been replaced by the Climate Local<br />
document, and it is recommended the <strong>Council</strong> sign up to the new Climate<br />
Local to show its continued support to the Environment, and allow the <strong>Council</strong><br />
to continue to excel in this area of work.<br />
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7.7 Crime & Disorder<br />
There are no Crime and Disorder implications.<br />
8. Other Options Considered<br />
8.1 Do nothing and risk reputational damage through lack of commitment to the<br />
climate change agenda.<br />
9. Appropriate Consultations<br />
9.1 Climate Change Members Working Group<br />
Leicestershire Together Environment Hub<br />
10. Financial and Efficiency Implications<br />
10.1 Costs associated with any actions will be brought forward for discussion in the<br />
next paper. Resource costs are already incorporated within revenue budgets.<br />
10.2 Resource for delivery exists within the Environmental Health Service. There<br />
maybe implications moving forward dependent on final actions agreed.<br />
11. Appendix/Appendices to this report<br />
11.1 Appendix 1 – Climate Local Declaration<br />
12. List of Background Papers<br />
12.1 Cabinet Executive 7 December 2006<br />
12.2 Cabinet Executive 30 June 2008<br />
12.3 Cabinet Executive 8 September 2008<br />
12.4 Cabinet Executive 6 October 2008<br />
12.5 Cabinet Executive 1 December 2008<br />
12.6 Cabinet Executive 23 March 2009<br />
12.7 Cabinet Executive 18 January 2010<br />
12.8 Cabinet Executive 22 March 2010<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 192
APPENDIX 1 – CLIMATE LOCAL DECLARATION<br />
Climate Local<br />
BLABY DISTRICT COUNCIL<br />
Our commitment to taking action in a changing climate<br />
We recognise that our council has an important role to help our residents and<br />
businesses to capture the opportunities and benefits of action on climate change.<br />
These include saving money on energy bills, generating income from renewable<br />
energy, attracting new jobs and investment in ‘green’ industries, supporting new<br />
sources of energy, managing local flood-risk and water scarcity and protecting our<br />
natural environment.<br />
We will progressively address the risks and pursue the opportunities<br />
presented by a changing climate, inline with local priorities, through our role<br />
as:<br />
• Community leader – helping local people and businesses to be smarter about<br />
their energy use and to prepare for climate impacts;<br />
• Service provider – delivering services that are resource efficient, less carbon<br />
intensive, resilient and that protect those who are most vulnerable to climate<br />
impacts;<br />
• Estate manager – ensuring that our own buildings and operations are<br />
resource efficient, use clean energy, and are well prepared for the impacts of<br />
a changing climate.<br />
In signing this commitment, we will:<br />
[Date]<br />
• Set locally-owned and determined commitments and actions to reduce<br />
carbon emissions and to manage climate impacts. These will be specific,<br />
measurable and challenging;<br />
• Publish our commitments, actions and progress, enabling local<br />
communities to hold us to account;<br />
• Share the learning from our experiences and achievements with other<br />
councils; and<br />
• Regularly refresh our commitments and actions to ensure they are current<br />
and continue to reflect local priorities.<br />
BLABY DISTRICT COUNCIL<br />
[Signature of Leader]<br />
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BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Green Space Strategy<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
Phill Turner<br />
Health & Recreation Manager<br />
Pavilion<br />
0116 2727647<br />
Cllr David Clements, Portfolio Holder for Corporate<br />
Services, Performance & Leisure<br />
1.1 To approve a Green Space Strategy for the <strong>Council</strong>.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation to <strong>Council</strong><br />
That the Green Space Strategy at Appendix 1 be approved.<br />
Reason for Decision Recommended<br />
The <strong>Council</strong> needs to develop and adopt a Green Space Strategy in order<br />
to strengthen its strategic approach to the provision of green space within<br />
the <strong>District</strong> and ensure a co-ordinated approach with partners.<br />
4. Forward Plan<br />
4.1 Yes<br />
5. Key Decision<br />
5.1 Yes<br />
6. Matters for Consideration<br />
Agenda Item 18<br />
6.1 At present the <strong>Council</strong> does not have a Green Space Strategy and therefore<br />
has no formalised strategic direction for green space.<br />
6.2 Green space is an essential ingredient of successful neighbourhoods and it<br />
provides a wide range of social, economic and environmental benefits to local<br />
communities. There is huge national demand for better quality green spaces.<br />
Page 195
Surveys repeatedly show how much the public values them, while research<br />
reveals how closely the quality of green spaces links to levels of health, crime<br />
and the quality of life in every neighbourhood. Well designed green space<br />
provides space for recreational activities, improving physical health and<br />
fitness and improving mental health and well being.<br />
6.3 National best practice guidance for developing Green Space Strategies has<br />
been used to provide the structure of the Green Space Strategy.<br />
6.4 An earlier version of the Green Space Strategy was brought to Cabinet<br />
Executive on 11 June 2012 (minute 48 refers). Following Scrutiny ‘call in’ a<br />
further report was taken to Cabinet Executive on 30 July 2012 (minute 101)<br />
withdrawing the Strategy: recognising it needed further development work and<br />
consultation. This process is now complete and the version appended to this<br />
report is a complete revision taking on board the views of the <strong>Council</strong>’s<br />
Scrutiny Commission and those of local Parish <strong>Council</strong>s and other external<br />
community groups.<br />
6.5 The Strategy now has a clear purpose, to:<br />
• Provide a shared vision for the future and ensure linkages are evident.<br />
• Provide a framework for Parish / Town <strong>Council</strong>’s and community<br />
groups.<br />
• Help to identify improvements required and to set priorities.<br />
• Help make the case for funding opportunities and planning obligations.<br />
• Be responsive to the changing financial, planning and policy<br />
environment.<br />
� Understand and manage public expectations in relation to green space<br />
issues.<br />
• Improve access and usage.<br />
6.6 To deliver the strategy an action plan has been developed using the following<br />
themes:<br />
• Provide - we will seek to provide sufficient accessible green space to<br />
meet current and future demand<br />
• Improve - we will seek to maintain and raise the quality of our green<br />
spaces<br />
• Connect - we will work in partnership to develop and manage<br />
continuous green networks for people and wildlife<br />
• Involve - we will work in partnership with the community and<br />
stakeholders to develop, manage and promote green spaces<br />
• Resource - we will seek to ensure sufficient resources are available to<br />
develop, manage and maintain green spaces<br />
• Sustain - we will work to ensure that the management of our green<br />
spaces have a positive impact on people, the local economy and the<br />
environment<br />
• Conserve - we will ensure that green space biodiversity, landscape<br />
and natural heritage is protected and conserved<br />
6.7 The action plan will be monitored through quarterly Portfolio Reports and<br />
internal working groups and will remain a working document.<br />
Page 196
6.8 The Strategy has been developed jointly with our partners, through<br />
consultation with related statutory and voluntary sector organisations, service<br />
providers and customers.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
Human rights have been considered but there are no overarching matters for<br />
concern in relation to this report.<br />
Legal Implications<br />
There are no legal implications.<br />
Human Resources Implications<br />
There are no human resources implications.<br />
Risk Assessment & Business Continuity<br />
There are no risks, business continuity or resilience issues associated with<br />
this report.<br />
Equalities<br />
An EINA has been carried out and any adverse impacts identified have been<br />
mitigated in the EINA Action Plan.<br />
Nottingham Declaration and Climate Change<br />
Climate Change has been considered within the strategy. On page 4 of the<br />
strategy it is stated that in delivering the strategy we will recognise the<br />
changing climate and manage sites accordingly.<br />
Crime & Disorder<br />
Through the strategy we will work to reduce anti-social behaviour (ASB) by<br />
implementing good design principles and by working with local agencies to<br />
address ASB when it occurs.<br />
8. Other Options Considered<br />
8.1 To not adopt the strategy – this would continue the present position with<br />
uncertainty around required provision and lack of clarity of role and ownership<br />
of sites.<br />
9. Appropriate Consultations<br />
9.1 Consultations with internal and external partners have been undertaken with<br />
139 comments, suggestions or amendments put forward.<br />
Page 197
9.2 The following internal groups were consulted:<br />
• Green Infrastructure Forum<br />
• S106 Working Group<br />
• Management Board<br />
• Scrutiny Commission<br />
• Cabinet Briefing<br />
• Cabinet Executive<br />
• Quality Services Working Group<br />
9.3 The following external partners were consulted:<br />
• Environment Agency<br />
• Natural England<br />
• Leicestershire and Rutland Wildlife Trust<br />
• The Woodland Trust<br />
• Parish <strong>Council</strong>’s<br />
• Leicestershire Access Forum<br />
• The Friends of Fosse Meadows<br />
• Stepping Stones<br />
• Leicester City <strong>Council</strong><br />
• Leicestershire County <strong>Council</strong><br />
10. Financial and Efficiency Implications<br />
10.1 There are no financial implications arising directly from the adoption of the<br />
strategy. Implementation of the action plan will have budgetary implications<br />
which will be subject to the usual budgetary processes.<br />
11. Appendices to this report<br />
11.1 Appendix 1 – Green Space Strategy<br />
12. List of Background Papers<br />
• Planning Policy Guidance – PPG17: Planning for Open Space, Sport and<br />
Recreation (2002)<br />
• Urban Green Spaces Task Force report – Green Spaces Better Places (2002)<br />
• Living Spaces, Cleaner, Safer, Greener (2002)<br />
• European Landscape Convention<br />
• The Natural Environment & Rural Communities (NERC) Act<br />
• Green Space Strategies – A Good Practice Guide (2004)<br />
• 6C’s Green Infrastructure Strategy (2010)<br />
• East Midlands Green Infrastructure Scoping Study (2009) & Stepping Stones<br />
Project<br />
• Leicester, Leicestershire and Rutland Landscape and Woodland Strategy<br />
• Building a Big Society for our area – A Community Plan for <strong>Blaby</strong> <strong>District</strong><br />
(2011)<br />
• <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Local Development Framework (LDF) Core Strategy<br />
Submission Version (January 2012)<br />
Page 198
• <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> PPG 17 Open Space, Sports & Recreation Facilities<br />
Assessment (2009)<br />
• <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Children’s Play Strategy (2007-2012)<br />
• Local Health Data (various sources)<br />
• Leicester, Leicestershire & Rutland Biodiversity Action Plan<br />
• Areas of Separation Policy (included in Core Strategy)<br />
• Countryside Policy (included in Core Strategy)<br />
• Leicestershire Rights of Way Improvement Plan<br />
• Leicester City Rights of Way Improvement Plan<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Legal Services Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 199<br />
REPORT END
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Page 200
BLABY<br />
GREEN SPACE<br />
STRATEGY 2012<br />
Draft – October 2012<br />
Page 201
Introduction p.3<br />
Purpose of the Strategy<br />
Scope<br />
Vision for our Green Space p.4<br />
How will we deliver this?<br />
Current Green Space Provision p.5<br />
Consultation Key Findings p.5<br />
Green Space Standards & Practice p.6-7<br />
Summary of Green Space<br />
Standards<br />
Assessing Green Space<br />
Adoption, Ownership<br />
and Management<br />
Disposal or Leasing<br />
of Sites<br />
Developer Contributions<br />
Safeguarding Green Space<br />
Partnership Working<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> Strategic Sites p.8<br />
Delivering the Strategy p.8<br />
2<br />
Action Plan<br />
Evaluation & Review<br />
Page 202
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> has risen to the challenge of preparing a strategy for its green<br />
spaces in the light of the current fi nancial situation to make the greatest use of the<br />
resources and meet the needs of local residents. The Green Space Strategy is one of<br />
a number of plans refl ecting the Community Plan and will inform the development<br />
of the <strong>Council</strong>’s Local Development Framework. The Strategy will inform planning<br />
policy and enable the <strong>Council</strong> to protect and enhance Green Spaces. The strategy<br />
should become the reference point for all the <strong>Council</strong>’s decisions in relation to the<br />
design, development, management, maintenance and funding of green spaces.<br />
Purpose of the Strategy:<br />
Scope<br />
Provide a shared vision for the future and ensure the linkages are evident<br />
Provide a framework for parish / town councils and community groups<br />
Help to identify improvements required and to set priorities<br />
Help make the case for funding opportunities and planning obligations<br />
Be responsive to the changing fi nancial, planning and policy environment<br />
Understand and manage public expectations in relation to green space issues<br />
Improve access and usage<br />
The scope of this strategy will include the following classifi cations of green space:<br />
Green Space Classifi cation Description<br />
Parks and Recreation Grounds Recreation grounds, parks, and formal gardens often with a wide range<br />
of uses<br />
Outdoor Sports Space Fixed sports spaces that are accessible to the public (sports pitches, tennis<br />
courts etc)<br />
Children’s and Young People’s Space Equipped space (play areas) and provision for teenagers (multi-use games<br />
areas)<br />
Informal Open Space Spaces open and free to use but neither laid out or managed for a specifi c<br />
function<br />
Natural Green Space Natural Green Space open to the public (meadows, river fl oodplain & woodland)<br />
Allotments Areas for people to grow their own produce and plants<br />
Churchyards and Cemeteries Churchyards & cemeteries which can provide a tranquil haven for people<br />
and wildlife<br />
Green Corridors Green links from urban areas to the countryside and other settlements<br />
Green Wedges Strategic green space to prevent settlements merging and to guide development<br />
<strong>Public</strong> Rights of Way <strong>Public</strong> rights of way can include bridleways, paths and cycle routes<br />
Civic Spaces This includes Market Squares, often in busy shopping areas<br />
Sites of Special Scientifi c Interest (SSSI) Sites designated as being ecologically or geologically important<br />
Page 203<br />
3
The Strategic vision for <strong>Blaby</strong>’s green spaces was developed by the <strong>Council</strong>’s Green<br />
Infrastructure Forum with key stakeholders and has the support of Elected Members.<br />
The strategic vision for <strong>Blaby</strong>’s green space strategy is shown below:<br />
“ To provide green spaces that make a positive contribution to the quality and<br />
diversity of the local environment and to the health and well-being of our residents.<br />
Our green spaces can be used, valued and enjoyed by everyone.”<br />
4<br />
How will we deliver this?<br />
Promote our green spaces to increase usage<br />
and encourage the use of green spaces as part<br />
of a healthy lifestyle<br />
Listen to the views of local residents about what<br />
they want in relation to green space<br />
Provide events and activities on our green spaces<br />
Reduce defi ciencies in green space across the<br />
district through the planning system<br />
Prioritise our green space sites and identify sites<br />
of strategic importance<br />
Prioritise investment and improvements at our<br />
green space sites<br />
Work in partnership with Parish / Town <strong>Council</strong>s<br />
and other relevant organisations to ensure a coordinated<br />
approach to green space issues.<br />
Monitor this strategy and review it annually.<br />
Encourage voluntary & community groups to<br />
participate in the management & development of<br />
green spaces.<br />
Manage & maintain green space sites to provide<br />
quality local facilities.<br />
Recognise the changing climate and manage sites<br />
accordingly.<br />
Page 204
2.5<br />
2.0<br />
1.5<br />
1.0<br />
0.5<br />
0<br />
The charts below provide an overview of the supply and defi ciencies of green space<br />
throughout the <strong>District</strong>:<br />
Category Current level of provision<br />
(Hectares/1000 population)<br />
Current level of provision (hectares/1000 population)<br />
National standard (hectares/1000 population)<br />
Allotments Children and<br />
young people<br />
Churchyards<br />
and cemetaries<br />
Informal<br />
open space<br />
Natural<br />
green space<br />
National standard<br />
(Hectares/1000 population)<br />
Allotments 0.16 0.3<br />
Children and young people 0.05 0.3<br />
Churchyards and cemetaries 0.19 0<br />
Informal open space 1.31 0.5<br />
Natural green space 2.24 1<br />
Outdoor sport 1.52 1<br />
Parks and recreation grounds 0.41 0.8<br />
Outdoor<br />
sport<br />
Parks and<br />
recreation grounds<br />
A range of consultation has taken place with residents in relation to green space,<br />
including a Community & Young Persons survey, a <strong>Public</strong> Satisfaction with Parks<br />
& Open Spaces report and the <strong>Blaby</strong> Residents survey. Common themes can be<br />
drawn from these different consultations, these are shown below:<br />
Increasing the amount of provision for teenagers<br />
Increasing the amount of park furniture (benches, bins & lighting)<br />
Reducing the amount of dog fouling<br />
Satisfaction levels with open spaces remains high<br />
Only a small proportion of local residents want to<br />
volunteer at a local open<br />
space.<br />
Page 205<br />
5
The following information highlights key standards and practice which will be<br />
undertaken by the <strong>District</strong> <strong>Council</strong> when managing green space:<br />
Summary of Green Space National Standards<br />
This table below summaries the proposed quantity and access standards for green<br />
space across the <strong>District</strong>.<br />
Typology Quantity Standard Access Standard<br />
Parks and Recreation Grounds 0.8 ha/1000 800 metres (15 mins straight line walk time)<br />
Outdoor Sports Space 1.0 ha/1000 480 metres (10 mins straight line walk time)<br />
Children & Young People’s Space 0.30 ha/1000 Junior Provision – 450m (just under 10 mins straight line walk time)<br />
Youth Provision – 800 m (15 mins straightline walk time)<br />
Informal Open Space 0.5 ha/1000 480 metres (10 mins straight line walk time)<br />
Natural Greenspace 1.0 ha/1000 960 metres (20 mins straight line walk time)<br />
Allotments 0.3 ha/1000 480m (10 mins straight line walk time)<br />
A comparison with existing provision establishes the following key themes:<br />
Assessing Green Space<br />
Existing green space and new green space submitted through the planning process<br />
will be assessed against a strategic criteria to determine its strategic value. The<br />
<strong>Council</strong>’s criteria for assessing green space is based on the following elements:<br />
6<br />
Protect and enhance existing sites<br />
Increase play areas and facilities for<br />
young people<br />
Increase and improve rural provision<br />
Usage<br />
Facilities<br />
Size<br />
Biodiversity & wildlife<br />
Develop multi-functional sites<br />
Improve access and quality of sites<br />
Increase allotment provision<br />
Utilise existing natural green space<br />
Linkages to strategic green<br />
infrastructure / wedges or corridors<br />
Other considerations<br />
(historical and cultural)<br />
This strategic value will be used to determine our approach to adoption, ownership<br />
and management to help establish future priorities and create a positive change in<br />
service delivery.<br />
Adoption, Ownership and Management<br />
Following the above assessment, the process below will be followed to determine<br />
who will take ownership of the site:<br />
Stage 1 – <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> to adopt (if no, progress to stage 2)<br />
Stage 2 – Parish / Town <strong>Council</strong> to adopt (if no, progress to stage 3)<br />
Stage 3 – Management Company to adopt (minimum standards to be applied)<br />
Page 206
Disposal or Leasing of Sites<br />
The <strong>Council</strong> will use the following criteria when considering any sites for disposal<br />
and in relation to any requests made to BDC by Parish / Town <strong>Council</strong>s or Community<br />
Organisations wishing to take ownership of a BDC site:<br />
Is there suffi cient quantity<br />
in the locality?<br />
Is there suffi cient access to<br />
other similar opportunities?<br />
Is there suffi cient quality in the locality?<br />
What is the current and future value of the land?<br />
Will the green space be improved or<br />
alternative/additional facilities provided?<br />
The <strong>District</strong> <strong>Council</strong> will endeavour to re-invest into green space sites with receipts and<br />
maintenance resources released from any such arrangements.<br />
Developer Contributions<br />
Contributions are typically secured against residential development but can also be<br />
required for non residential development if it would have an impact on the area. The<br />
provision of infrastructure, facilities and services which are required by a planning<br />
obligation should, where possible, be provided on site. However, there will be<br />
circumstances where this may not be practical or appropriate. In these circumstances,<br />
the <strong>Council</strong> will seek fi nancial contributions towards the provision and / or maintenance<br />
of infrastructure, facilities and services at an alternative off-site location.<br />
In relation to off-site contributions, due to the variation between sites and locations of new<br />
residential housing developments, it is considered to be impractical (given the time scale<br />
allowed to determine planning applications) to individually cost up each application where<br />
an off-site contribution is required. Therefore the <strong>Council</strong> has developed a standard formula<br />
for calculating the cost of providing the required facilities offsite. This model considers<br />
the diverse range of recreational, play and sporting needs of the community along with<br />
providing areas natural green space that will benefi t wildlife and ecology.<br />
Planning legislation requires for these off-site contributions to be invested in local<br />
infrastructure that will benefi t the residents of the new development. The <strong>Council</strong> has<br />
established a Working Group to make recommendations on how these contributions are<br />
used in consultation with local Parish / Town <strong>Council</strong>s.<br />
Safeguarding Green Space<br />
The National Planning Policy Framework (NPPF) provides against building on green<br />
spaces and the sites of sports and recreational buildings for non-recreational uses. The<br />
NPPF indicates that local communities can identify for special protection green areas of<br />
particular importance by designating land as Local Green Space. Green Wedges and Areas<br />
of Separation along with their detailed boundaries will be reviewed through the <strong>District</strong><br />
<strong>Council</strong>’s Allocations, Designations and Development Management Plan Document.<br />
Partnership Working<br />
We will work in partnership with the County <strong>Council</strong>, Parish / Town <strong>Council</strong>s and<br />
Community Groups to manage and enhance our green spaces. The <strong>Council</strong> needs to<br />
develop strong relationships with external organisations and its residents to provide,<br />
develop and enhance services. It will continue to work with its partners to improve<br />
the <strong>District</strong>’s green spaces, from listening to what local users want to adopting new<br />
ideas on their use, layout and management.<br />
7<br />
Page 207
The sites listed below are the <strong>District</strong> <strong>Council</strong>’s strategic sites (these sites have the highest<br />
score using the assessment described on p6 and will be prioritised for investment)<br />
8<br />
Fosse Meadows (Sharnford)<br />
Bouskell Park (<strong>Blaby</strong>)<br />
Glen Hills Nature Reserve (Glen Parva)<br />
Crow Mills Way (South Wigston)<br />
Osiers Nature Reserve (Braunstone)<br />
Action Plan<br />
An Action Plan has been developed to implement the Strategy, this will deliver<br />
against the following strategic themes:<br />
Provide - we will seek to provide suffi cient accessible green space to meet<br />
current and future demand<br />
Improve - we will seek to maintain and raise the quality of our green spaces<br />
Connect - we will work in partnership to develop and manage continuous<br />
green networks for people and wildlife<br />
Involve - we will work in partnership with the community and stakeholders<br />
to develop, manage and promote green spaces<br />
Resource - we will seek to ensure suffi cient resources are available to<br />
develop, manage and maintain green spaces<br />
Sustain - we will work to ensure that the management of our green spaces<br />
have a positive impact on people, the local economy and the environment<br />
Conserve - we will ensure that green space biodiversity,<br />
landscape and natural heritage is protected and conserved<br />
Evaluation and Review<br />
The Green Space Strategy will be monitored and evaluated<br />
through the following mechanisms:<br />
The <strong>Council</strong>’s Green Infrastructure Forum<br />
The <strong>Council</strong>’s Planning Obligations Monitoring Group<br />
<strong>Public</strong> Satisfaction Surveys<br />
Quality Audits<br />
Regular Strategy Updates and Annual Review<br />
Cabinet Executive Portfolio<br />
Reports<br />
Tel: 0116 275 0555<br />
www.blaby.gov.uk<br />
Page 208<br />
Jubilee Park (Enderby)<br />
Whetstone Way (Whetstone)<br />
Whistle Way (Narborough / Enderby)<br />
Countesthorpe Country Park
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 November 2012<br />
Subject: Update on Pavilion Capital Expenditure<br />
Report author<br />
and contact<br />
details:<br />
Portfolio Holder:<br />
• Jon Wells<br />
Status: <strong>Public</strong><br />
1. Purpose of Report<br />
• Group Manager, Regulatory and Leisure Services<br />
• <strong>Council</strong> Offices<br />
• 0116 2727545<br />
Cllr David Clements – Health Improvement and<br />
Corporate Services Portfolio Holder<br />
1.1 To provide an update to Members of the Cabinet Executive on the Pavilion<br />
Capital Investment proposals approved on 4 July 2011 (minute 63 refers).<br />
1.2 Members are asked to approve in principle further investment.<br />
2.<br />
2.1<br />
2.2<br />
3.<br />
3.1<br />
3.2<br />
Recommendations<br />
That Cabinet Executive defers a decision on the Driving Range Project until<br />
early 2013.<br />
To approve additional capital expenditure of £25,000 for the refurbishment<br />
of changing areas/squash courts/ancillary facilities<br />
Reason for Decision Recommended<br />
To allow further consideration and examination of the options for the driving<br />
range in the light of tender prices received.<br />
The proposals will address identified weaknesses with the current offer and<br />
maintain the building to a proper standard.<br />
4. Forward Plan<br />
4.1 Yes<br />
5. Key Decision<br />
5.1 Yes<br />
Page 209<br />
Agenda Item 19
6. Matters for Consideration<br />
6.1 Cabinet agreed the following investment programme for the Pavilion on 4 July<br />
2011 (minute 63 refers).<br />
1 Golf driving range £225,000<br />
2 Refurbishment of changing rooms, squash<br />
courts etc<br />
£40,000<br />
3 Replacement of all weather pitch £22,000<br />
4 Development of fitness suite and dance<br />
studio<br />
£40,000<br />
5 Car parking £53,000<br />
Total £380,000<br />
Appendix 1 provides an update of capital spend to date and the latest position<br />
with the investment programme.<br />
6.2 This report seeks authority to vary from the original capital investment as<br />
follows:<br />
1 Golf driving range £225,000 Defer a<br />
decision<br />
until early<br />
2013<br />
2 Refurbishment of changing rooms, squash<br />
courts etc<br />
£40,000 £65,000<br />
3 Replacement of all weather pitch £22,000 £22,000<br />
(completed)<br />
4 Development of fitness suite and dance £40,000 £40,000<br />
studio<br />
5 Car parking £53,000 £53,000<br />
Total £380,000 £180,000<br />
The capital programme can be scheduled for completion within the next six<br />
months. During this time further consideration can be given to the driving<br />
range project to enable a more detailed proposal to be brought forward for<br />
future deliberation.<br />
7. Other Relevant Considerations<br />
7.1 Human Rights Act 1998<br />
Human rights have been considered but there are no overarching matters for<br />
concern in relation to this report.<br />
7.2 Legal Implications<br />
There are no legal implications.<br />
7.3 Human Resources Implications<br />
Additional employment will be provided through the management of the<br />
Driving Range, increased catering and supervision of new activities.<br />
7.4 Risk Assessment & Business Continuity<br />
Page 210
The risks associated with these proposals are mainly financial:<br />
Firstly, if the centre doesn’t continue to offer a product which meets customer<br />
Expectations the income will decline. This investment is therefore designed to<br />
keep the offer relevant to today’s demands and thereby minimise this risk.<br />
Secondly the report identifies anticipated levels of income. If these are not<br />
achieved the return of investment will take longer. The anticipated usage,<br />
customer demand and likely income levels have been examined closely and<br />
are considered to be realistic. Competitor analysis has been undertaken and<br />
there is a clear under provision of the intended facilities in this area. The<br />
proposed developments will compliment the facilities offered at Enderby and<br />
enhance the viability of both sites.<br />
These proposals will not affect the <strong>Council</strong> business continuity and resilience<br />
plans and will not create new critical services.<br />
7.5 Equalities<br />
The proposals seek to address issues relating to gender, age and sexual<br />
orientation and the new facilities will be designed to be fully accessible by all<br />
groups. An EINA has been carried out and the proposals positively address<br />
identified under provision for some age groups and some barriers to<br />
participation for other groups.<br />
7.6 Nottingham Declaration and Climate Change<br />
The Pavilion has achieved very significant reductions in its energy and water<br />
consumption over the past two years.<br />
7.7 Crime & Disorder<br />
The proposals are intended to reduce incidents of crime and disorder by<br />
offering alternative activities for young people. The design of the<br />
development will seek to minimise the possibility of vandalism, etc.<br />
8. Other Options Considered<br />
8.1 Do nothing – if the Pavilion doesn’t continue to offer a product which meets<br />
customer expectations the income will decline. This investment is therefore<br />
designed to keep the offer relevant to today’s demands and thereby minimise<br />
this risk.<br />
9. Appropriate Consultations<br />
9.1 Through the Planning process for the Golf Driving Range. There will be<br />
consultation with Young people, Sport England on the details of the proposals<br />
moving forward.<br />
10. Financial and Efficiency Implications<br />
10.1 The finance implications assume the project is funded through a loan repaid<br />
over 10 years with an interest rate of 2.5%. This is done for illustrative<br />
purposes to show funding costs. Actual treatment of returns will be<br />
determined in accordance with treasury and investment strategy.<br />
A summary of all the finance information is provided in Appendix 2 along with<br />
assumptions made.<br />
Page 211
11. Appendix/Appendices to this report<br />
11.1 Appendix 1 – Details of the Proposed Developments and Update<br />
11.2 Appendix 2 – Financial and Efficiency Implications<br />
12. List of Background Papers<br />
12.1 Cabinet Executive 4 July 2011<br />
The following Officers/Members have been consulted:<br />
(insert � below to show relevant consultation has taken place)<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Corporate Services Group Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 212
Appendix 1 - Details of the Proposed Developments.<br />
1. Golf Driving Range<br />
It is proposed to design build and operate a golf driving range on the open land at<br />
the rear of The Pavilion in Huncote. Research indicates that the site would be a good<br />
venue / location for such a facility. Flood lighting – essential to enable all year round<br />
use – is recognised as a potential problem in terms of impact. It is proposed<br />
therefore to use lights mounted on columns around the range with light directed<br />
inwards and down to minimise light pollution and spread. The proposed site has a<br />
public footpath running across it and this would need to be diverted.<br />
Reasons<br />
• Good location for the development of a Golf Driving Range<br />
• Uses underutilised land and is a suitable leisure use for a contaminated and<br />
unstable former landfill site.<br />
• Provides a new income stream<br />
• Will increase the range of facilities on offer to some of the Pavilions target groups<br />
e.g. Young People.<br />
• Low operating costs which minimises financial risk<br />
Financial<br />
The capital cost is estimated at £225,000<br />
Revenue costs include;<br />
• Staffing – one part time staff member to cut grass, collect balls, etc. (£11,000pa)<br />
• Maintenance (catered for within an overall provision of a part time maintenance<br />
employee working 10 hrs per week at the centre - £4,000pa)<br />
• Fuel costs – flood lighting (£3,550pa)<br />
Additional income is estimated at £125,000 pa.<br />
Potential Barriers<br />
• Planning consent required<br />
• Footpath realignment will be necessary<br />
• Additional car parking will be needed<br />
Update<br />
The 16 bay driving range proposed to the rear of the centre has now received<br />
planning consent, diversion routes for the public footpath have been agreed and the<br />
building design and landscaping scheme approved. Several matters have since<br />
arisen which now require closer consideration before proceeding, in particular the<br />
substructure of the building, lighting requirements and perimeter<br />
fencing/landscaping. A further report will therefore be brought to Cabinet early next<br />
year with further detail on this project. Initial tender prices suggest the budgeted<br />
figure of £225,000 is someway short of the initial estimated cost of £400,000. In<br />
addition NNDR costs attributable to the driving range are £8015 per year.<br />
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2. Refurbishment of Changing areas / Squash courts / Ancillary facilities<br />
It is proposed to fully overhaul the changing facilities (including floors, walls and<br />
seating arrangements, giving attention to colour schemes and utilising materials to<br />
minimise ongoing maintenance costs), refurbish and decorate squash courts and to<br />
provide heating to the squash court corridor. The intention is to provide facilities to a<br />
standard similar to that available at Enderby.<br />
Reasons<br />
• The existing provision for male and female changing is in urgent need of attention.<br />
The open communal showers in the male change are considered to be a barrier to<br />
participation by some segments and the changing facilities generally are looking tired<br />
and whilst staff work hard to keep them clean and to a level that meets customer’s<br />
expectations, they are dull and dingy with mould at high levels. They currently fall<br />
below the current expectations of customers and as such represent a risk to the<br />
continued levels of usage and income.<br />
• The only heating in the squash court area is provided by radiant electric heaters in<br />
the courts themselves. The glazing of openings between the squash area and the<br />
main sports hall carried out many years ago resulted in disruption to the air<br />
movement within the building. This means that the corridors get very cold in the<br />
winter months as do the courts when they are not in active use. The original tiled<br />
floor is still in place; replacement tiles are not available as they are now<br />
discontinued.<br />
• The Squash courts need redecoration and some require continual of the wall<br />
plaster due to general deterioration due to age and usage. The need to add value<br />
and properly maintain our squash facility is of growing importance with the continued<br />
reduction of alternative squash venues in the area which is creating an opportunity to<br />
benefit.<br />
• The Pavilion now has 4 Squash teams competing in local Leagues and socialising<br />
at The Pavilion, in 2008 there was only 1 team and little or no social or club<br />
networking. This demonstrates the potential for growth and increasing income<br />
through secondary spend in the centre.<br />
Financial<br />
The capital cost of the works is estimated to be £40,000<br />
It is proposed to make provision for increased staffing of the bar (12 hours per week)<br />
to cater for increased centre usage arising from all the developments (£4,400pa)<br />
(actual spend will depend on demand and income will more than balance<br />
expenditure).<br />
The refurbishment will help to reduce the risk to the current annual income of<br />
£150,000pa.<br />
Potential Barriers<br />
• None identified<br />
Update<br />
It is now proposed that this refurbishment be extended into the main staircase area<br />
to encourage greater use and development of the existing bar and kitchen facilities.<br />
The initial cost for this is in the region of £65,000. The potential for growth is<br />
demonstrated as 5 squash teams competing in local leagues in Leicestershire are<br />
based at the Pavilion with this now becoming the preferred choice within the area.<br />
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3. Replace Astro Turf external court surface with a 3G rubber crumb.<br />
It is proposed to remove existing astro turf surface from one external court and<br />
replace with 3G rubber crumb surface similar to existing surface on the other<br />
external court. There are two external courts,1 of which is an astro turf surface and<br />
the other is state of the art 3G Rubber crumb. These surfaces were both laid in 2007<br />
and it was decided then to install astro turf on one as it offered the potential for a<br />
range of sports such as tennis , netball etc. In practice these games have never<br />
been taken up and the court is underutilised as customers playing 5-a-side football<br />
have a strong preference for the 3G surface.<br />
Reasons<br />
• 3G Surface out sells astro 2 to 1 and many court hires are lost.<br />
• Tennis, netball and multi sports have not taken off and with 5 a side now being as<br />
popular as it is there is a potential to increase sales of court time on another 3G<br />
surface<br />
• There is now the opportunity for multi sports to be played on 3G.<br />
• The existing maintenance programme would be amended and less equipment<br />
required - reducing costs.<br />
• There is an opportunity to increase footfall and secondary income generation.<br />
Financial<br />
The capital cost of the work is estimated to be £22,000<br />
Assuming the resurfaced court is used as often as the existing 3G court an additional<br />
£5,000 income pa would be realised.<br />
Payback on investment on this basis alone would therefore be achieved in under 5<br />
years.<br />
Potential Barriers<br />
• None identified<br />
Update<br />
This work was completed on budget (£22,000) and has increased income above<br />
projections by £2,000 in the first year.<br />
Page 215
4. Fitness Suite and Dance Studio Development<br />
The Fitness suite is under utilised and currently has old equipment that is fast<br />
approaching the end of its life span. Replacing with the same equipment is<br />
considered to have little or no prospect of generating a return or enhancing the<br />
programme on offer. It is proposed to remove all gym equipment from the fitness<br />
suite. Mobile equipment will be added to enable the space to also be used as a<br />
versatile multi activity area, aimed particularly at 6 -16 year olds. This equipment can<br />
also be utilised in the Dance Studio, elsewhere around the building or even in our<br />
parks and open spaces.<br />
The Dance Studio was created in 2007 from a squash court. It is now in need of<br />
redecoration and currently offers 5 classes per week, doubles up as a overspill<br />
meeting room and is well used during school holidays for the successful kids activity<br />
schemes that have been running since the summer of 2010. The Dance studio will<br />
have a mirror wall added and new equipment which will include a Transverse<br />
Climbing Wall which is a virtual climbing experience generated by computer.<br />
Reasons<br />
• The Fitness suite space can be better utilised to increase footfall.<br />
• The gym equipment is fast approaching the end of its life and will require<br />
investment with little or no additional return.<br />
• The new offer better supports the <strong>Council</strong>s corporate aims with respect to 6-16 year<br />
olds and the disabled, community segments currently under provided for within our<br />
programmes.<br />
• Creates funding opportunities and has the potential to reduce anti social behaviour<br />
in the district<br />
• Is attractive to schools and emergency services and other community groups.<br />
• Reduces the risk of obesity in young people.<br />
• The offer for 6-16 years would fill a gap in provision and provide a complete range<br />
of activities from birth to retirement and beyond thereby addressing more fully the<br />
ambitions around Healthier lifestyles and reducing obesity.<br />
Financial<br />
The Capital Costs of the work is estimated at £40,000.<br />
Revenue spend is planned to include additional Dance/Activity leader wages (19 hrs<br />
per week) £11,300pa (actual spend will depend on demand and income will more<br />
that balance expenditure).<br />
Potential Barriers<br />
• None identified<br />
Update<br />
The proposal and cost estimate has not changed from that approved by Cabinet in<br />
July 2011. The costs estimate remains at £40,000.<br />
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5. Additional car parking<br />
The increased usage anticipated would cause parking problems as the capacity is<br />
fully utilised now at peak times. It is proposed to rationalise the car park to create<br />
more spaces and resolve some of the poor layout issues. Additional car parking to<br />
the rear of the Pavilion is also envisaged, particularly for Driving Range users.<br />
Reasons<br />
• Anticipated need for additional capacity<br />
• Desire to rationalise existing car parking and landscaped areas to improve flow and<br />
appearance of the centre.<br />
• Additional car parking to the rear of the Pavilion for Driving Range users.<br />
Financial<br />
This is estimated to require a Capital expenditure in the region of £53,000.<br />
Potential barriers<br />
• Requires Planning Consent.<br />
Update<br />
To support the anticipated increased usage there will be a need to create additional<br />
spaces. This was to be provided in two ways: a new car park at the rear and<br />
changing the layout of the main car park. With a decision to defer the driving range<br />
project it is now proposed that this money is fully utilised to make more effective use<br />
of the current car park area by changing layout.<br />
Page 217
APPENDIX 2 – Financial and Efficiency Implications<br />
All Weather Pitch<br />
Capital investment £22,000<br />
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19<br />
£ £ £ £ £ £<br />
Income 7,000 7,175 7,354 7,538 7,727 7,920<br />
No Additional Rev Expenditure 0 0 0 0 0 0<br />
Cost of Capital Borrowing 2,201 2,201 2,201 2,201 2,201 2,201<br />
Interest 550 550 550 550 550 550<br />
Profit/(Loss) 4,249 4,424 4,603 4,787 4,975 5,169<br />
Fitness & Dance Studio<br />
Capital investment £65,000<br />
Income 9,000 9,225 9,456 9,692 9,934 10,183<br />
Establishment costs 5,000 5,050 5,101 5,152 5,203 5,255<br />
Cost of Capital Borrowing 4,000 4,000 4,000 4,000 4,000 4,000<br />
Interest 1,000 1,000 1,000 1,000 1,000 1,000<br />
Profit/(Loss) (1,000) (825) (645) (459) (269) (72)<br />
Squash & Changing Room Refurb<br />
Capital investment £40,000<br />
Income - Vending 6,000 6,000 6,000 6,000 6,000 6,000<br />
Income - Squash court 2,000 2,000 2,000 2,000 2,000 2,000<br />
Vending costs & consumables 4,600 4,600 4,600 4,600 4,600 4,600<br />
Cost of Capital Borrowing 6,500 6,500 6,500 6,500 6,500 6,500<br />
Interest 1,625 1,625 1,625 1,625 1,625 1,625<br />
Profit/(Loss) (4,725) (4,725) (4,725) (4,725) (4,725) (4,725)<br />
Car Park<br />
Capital investment £53,000<br />
Cost of Capital Borrowing 5,300 5,300 5,300 5,300 5,300 5,300<br />
Interest 1,325 1,325 1,325 1,325 1,325 1,325<br />
Profit/(Loss) (6,625) (6,625) (6,625) (6,625) (6,625) (6,625)<br />
Summary<br />
Income 24,000 24,400 24,810 25,230 25,661 26,103<br />
Revenue Costs 9,600 9,650 9,701 9,752 9,803 9,855<br />
Cost of Capital Borrowing 18,001 18,001 18,001 18,001 18,001 18,001<br />
Interest 4,500 4,500 4,500 4,500 4,500 4,500<br />
Total Profit/(Loss) (8,101) (7,751) (7,392) (7,023) (6,643) (6,254)<br />
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19<br />
Note: The investment in the All Weather Pitch has taken place and is generating income above that originally<br />
anticipated. Assumptions. Interest is based on 2.5% PWLB borrowing rate over 10 years. Element of the capital<br />
investment are written over the estimated life of 10 years.<br />
Page 218
BLABY DISTRICT COUNCIL<br />
Meeting: Cabinet Executive<br />
Date: 19 th November 2012<br />
Subject: Strategy for Supporting Vulnerable People<br />
2012-2014<br />
Report of: Teresa Neal<br />
Community Services Manager<br />
<strong>Council</strong> Offices<br />
0116 272 7785<br />
Portfolio Holder:<br />
Status: <strong>Public</strong><br />
Cllr. D. Jennings<br />
Community Services Portfolio Holder<br />
1. Purpose of Report<br />
1.1 To advise Members of the new Vulnerable Persons Strategy and to<br />
recommend endorsement of the strategy.<br />
2.<br />
2.1<br />
3.<br />
3.1<br />
Recommendation / Recommendation to <strong>Council</strong><br />
That the Vulnerable Persons Strategy be approved.<br />
Reason for Decision Recommended<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> is committed to ensuring access to our services is<br />
available to all parts of our community including those that are the most<br />
vulnerable.<br />
4. Forward Plan<br />
4.1 Yes.<br />
5. Key Decision<br />
5.1 Yes.<br />
Agenda Item 20<br />
6. Matters for Consideration<br />
6.1 At present the <strong>Council</strong> does not have a Vulnerable Persons Strategy and<br />
therefore has no formalised strategic direction.<br />
6.2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> is committed to assisting vulnerable people in<br />
sustaining independent living. We will throughout our business processes<br />
ensure that vulnerable and potentially vulnerable people are identified at an<br />
early stage and receive the appropriate advice and support either through<br />
direct service provision or through partnerships with key stakeholders such as<br />
Leicestershire County <strong>Council</strong>, Police and voluntary sector.<br />
Page 219
6.3 The Strategy outlines an approach which will meet the expectations of<br />
vulnerable people and their supporting agencies whilst meeting the overall<br />
objectives of the Government, including the focus on supporting families<br />
without compromising <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>’s business objectives.<br />
6.4 The purpose of the strategy is to ensure services to vulnerable adults are<br />
more personalised, more preventative and more focused by:<br />
• Providing a shared vision and commitment to assisting vulnerable people<br />
• Improved access and usage of services by vulnerable people<br />
• Ensuring all departments within <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> consider the impact of<br />
any changes in service provision, funding or policies on vulnerable people.<br />
• Vulnerable people are consulted and help us shape services of the future.<br />
• <strong>District</strong> and parish councillors understand what we mean by vulnerability and<br />
know where to refer individuals and families to.<br />
• The safeguarding of vulnerable adults and children is considered in respect of<br />
any information we become aware of.<br />
6.5 All teams within <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> should:<br />
• Support people to live as independently as possible and have a good quality<br />
of life.<br />
• Ensure people have the opportunity to make choices and have as much<br />
control as possible over their lives.<br />
• People get the support they need in local and community settings.<br />
• Ensure the most vulnerable people are safeguarded against abuse.<br />
• Support and encourage individuals to adopt a healthier lifestyle and behaviour<br />
and be self-reliant.<br />
• Provide people with information about the range of services available to them<br />
as a first response to need.<br />
6.6 The Vulnerable Persons Strategy 2012-2014 has been developed jointly by<br />
the council and its partners, through consultation with related statutory and<br />
voluntary sector organisations and service providers. The strategy comprises<br />
of the strategy itself, identification of vulnerable people, map of services and<br />
an action plan. The action plan will be reviewed quarterly through the<br />
Vulnerable People & Places Forum.<br />
7. Other Relevant Considerations<br />
Human Rights Act 1998<br />
• Human rights have been considered but there are no overarching matters<br />
for concern in relation to this report.<br />
Legal Implications<br />
• There are no legal implications<br />
Human Resources Implications<br />
• There are some implications in terms of human resources in relation to<br />
ensuring staff and members receive training on what we mean by<br />
vulnerability, identifying and signposting individuals.<br />
Risk Assessment & Business Continuity<br />
• There are no risks, business continuity or resilience issues associated with<br />
this report.<br />
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Equalities<br />
• An EINA has been carried out and any adverse impacts identified have<br />
been mitigated in the EINA Action Plan.<br />
Nottingham Declaration and Climate Change<br />
• N/A<br />
Crime & Disorder<br />
• The strategy supports the Community Safety Strategy for 2012-2014, in<br />
relation to ensuring that those most vulnerable within our communities<br />
including offenders are supported to reduce the chance of them<br />
reoffending or individuals becoming involved in crime and disorder.<br />
8. Other Options Considered<br />
8.1 There is an expectation on the <strong>Council</strong> to develop and adopt a Vulnerable<br />
Persons Strategy. There are no alternative options available.<br />
9. Appropriate Consultations<br />
9.1 The consultation period has proved successful with internal and external<br />
partners contributing comments, suggestions and amendments.<br />
9.2 The following internal partners were consulted:<br />
• Service Managers with responsibility for front facing teams & strategic<br />
housing<br />
9.3 The following external partners were consulted:<br />
• Members of the Vulnerable People & Places Forum<br />
• Police<br />
• Leicestershire County <strong>Council</strong><br />
• Community Action Partnership<br />
10. Financial and Efficiency Implications<br />
10.1 Recommendation can be implemented within existing resources.<br />
11. Appendices to this report<br />
11.1 Appendix A – Strategy for Supporting Vulnerable People 2012-2014.<br />
12. List of Background Papers<br />
• The Vulnerable People & Places Forum has been operational for over twelve<br />
months and the cases we have dealt with at this meeting have informed this<br />
strategy. The notes from the meeting are confidential as they name<br />
individuals/families but the support required for these persons has helped us<br />
develop both the strategy and the action plan.<br />
• The Vulnerability Action Plan is attached to this report to inform on how we<br />
intend to implement the strategy at an operational level.<br />
The following Officers/Members have been consulted (identified by �):<br />
� Head of Paid Service (Chief Executive)<br />
� S. 151 Officer (Deputy Chief Executive)<br />
� Monitoring Officer (Legal Services Manager)<br />
� Cabinet Executive Portfolio Holder (Cabinet Executive/<strong>Council</strong> <strong>reports</strong> only)<br />
Page 221
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Page 222
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong><br />
Strategy for supporting vulnerable people<br />
2012-2014<br />
This document sets out the commitment and approach of <strong>Blaby</strong> <strong>District</strong><br />
<strong>Council</strong> towards supporting vulnerable people in all aspects of its service<br />
planning and delivery.<br />
Page 223
Contents<br />
Introduction<br />
Section 1 Purpose & Scope<br />
• Local Priorities<br />
• Policies<br />
Section 2 Evidence of local need<br />
• Definition of vulnerability<br />
• Joint Strategic Needs Assessment<br />
Section 3 Identifying Vulnerability<br />
• Vulnerable People & Places Forum<br />
Section 4 Delivering the Strategy<br />
• Support services<br />
• Leicestershire Supporting Families<br />
Section 5 Measuring outcomes<br />
• Social Return on Investment<br />
Section 6 Conclusion & Summary<br />
Appendices<br />
Appendix 1 Identification of vulnerable people<br />
Appendix 2 Map of services<br />
Page 224
A Strategy to Support Vulnerable People within <strong>Blaby</strong> <strong>District</strong> 2012<br />
Introduction<br />
Improving the life chances of our most vulnerable residents is a key strategic<br />
priority for <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> (BDC). We know that increasingly people<br />
with care and support needs expect a better quality of life and services that<br />
are tailored to their needs.<br />
Delivering this requires people to have a real choice and control over services<br />
and access to the resources they need when they need them to ensure they<br />
live a healthy life and remain independent for as long as possible.<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> is committed to assisting vulnerable people in<br />
sustaining independent living. We will throughout our business processes<br />
ensure that vulnerable and potentially vulnerable people are identified at an<br />
early stage and receive the appropriate advice and support either through<br />
direct service provision or through partnerships with key stakeholders such as<br />
Leicestershire County <strong>Council</strong>, Police, and the voluntary sector.<br />
Whilst there continues to be a focus on high performance across the council,<br />
it is essential that we are able to demonstrate that our service provision is<br />
tailored to meet the needs of our most vulnerable customers.<br />
The purpose of this strategy is to ensure services to vulnerable adults are<br />
more personalised, more preventative and more focused.<br />
This strategy outlines an approach which will meet the expectations of<br />
vulnerable people and their supporting agencies whilst meeting the overall<br />
objectives of the Government, including the focus on supporting families,<br />
without compromising <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong>’s business objectives.<br />
The strategy has been informed by national policy such as the Welfare<br />
Reforms, Localism Bill and the Health & Social Care Bill.<br />
Page 225
Section 1 Purpose & Scope<br />
1.1 The purpose of the strategy is to:<br />
• Provide a shared vision and commitment to assisting vulnerable people<br />
• Improve access and usage of services by vulnerable people<br />
• Ensure all services within <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> consider the impact of<br />
any changes in service provision, funding or policies on vulnerable<br />
people.<br />
• Vulnerable people are consulted and help us shape services of the<br />
future.<br />
• <strong>District</strong>, Parish <strong>Council</strong>lors and officers understand what we mean by<br />
vulnerability and know where to refer individuals and families to.<br />
• The safeguarding of vulnerable adults and children is considered in<br />
respect of any information we become aware of.<br />
1.2 The scope of the strategy is that vulnerable people are everyone’s<br />
business. This is supported by <strong>Blaby</strong>’s principles and our policies<br />
which are detailed below:<br />
• Personalisation – recognition that service users play a central role in<br />
the shaping of their own care.<br />
• Prevention and early intervention - High quality universal services can<br />
act to prevent problems occurring.<br />
• Personal responsibility – To note that prevention is not something<br />
services can do alone and that the empowerment of individuals and<br />
communities is key in people improving their own lives.<br />
• Building Community Capacity – in recognition of the role of active<br />
communities in directly promoting the well being of individuals.<br />
• Service development – to facilitate the growth of an improved range of<br />
service provision (working alongside service users, providers, potential<br />
providers and partners.)<br />
All teams within <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> will:<br />
• Support people to live as independently as possible and have a good<br />
quality of life.<br />
• Ensure people have the opportunity to make choices and have as<br />
much control as possible over their lives.<br />
• Ensure people get the support they need in local and community<br />
settings<br />
• Ensure the most vulnerable people are safeguarded against abuse.<br />
• Support and encourage individuals to adopt a healthier lifestyle and<br />
behaviour and be self-reliant.<br />
• Provide people with information about the range of services available<br />
to them as a first response to need.<br />
Page 226
Section 2 - Evidence of Local Need<br />
.<br />
2.1 Definition of vulnerability<br />
We recognise that we have a responsibility to ensure that the<br />
vulnerable and socially excluded are protected. Our policies and<br />
processes need to be sensitive and provide adequate opportunity for<br />
the less resourceful to access and obtain relevant assistance and<br />
support both in the short term and beyond.<br />
A vulnerable adult is a person aged 18 or over, “who is or may be in<br />
need of community care services by reason of mental or other<br />
disability, age or illness: and who is or may be unable to take care of<br />
him or herself, or unable to protect him or herself against significant<br />
harm or exploitation.” Section 2 “no Secrets”, Department of Health and<br />
the Home Office (2000)<br />
2.2 Those that might be potentially vulnerable therefore include but not<br />
limited to;<br />
• · Supporting Leicestershire Families<br />
• · Tenant under 18;<br />
• · Tenant under 25;<br />
• · Pensionable age;<br />
• · Leaving care;<br />
• · Homeless;<br />
• · First Tenancy;<br />
• · Ex-offender;<br />
• · Fleeing domestic abuse/harassment;<br />
• · Misusing drugs;<br />
• · Misusing alcohol;<br />
• · Neurological impairment;<br />
• · Sensory impairment;<br />
• · Physical impairment;<br />
• · Mental health impairment;<br />
• · Chaotic lifestyle;<br />
• · Literacy;<br />
• · Learning difficulties;<br />
• · Life skills issues;<br />
• · Involvement with Social Services;<br />
• · Cultural/religious/sexual orientation<br />
• · Recently bereaved;<br />
• · Single parent families;<br />
• · Pregnant women (particularly teenagers);<br />
• · Unemployed people;<br />
• · People who are considered to be financially excluded; and<br />
• · Those who have difficulty in understanding, speaking or reading<br />
English.<br />
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2.3 Joint Strategic Needs Assessment (JSNA)<br />
The <strong>Blaby</strong> JSNA is the primary document which describes the health<br />
and wellbeing needs in <strong>Blaby</strong> <strong>District</strong>. It tell us that<br />
• In 2010 the population of <strong>Blaby</strong> was estimated to be 128200. Around<br />
42% of the population are aged 60 years and over. By 2030 the<br />
population of over 65’s is estimated to increase by 60%.<br />
• In 2010 there were 54100 people over 60 years and 27500 aged over<br />
80.<br />
• In 2010 there are estimated to be around 7500 people in <strong>Blaby</strong> over<br />
the age of 65 with a limiting long term illness. By 2030 this is estimated<br />
to increase to around 12200, an increase of 63.6%.<br />
• It is estimated that 19, 400 adults are obese, 6.4% of reception<br />
children and 14% of year 6’s.<br />
• 14, 700 adults smoke<br />
• There are an estimated 13700 adults who binge drink (18.2%)<br />
• In 2010 there are estimated 1170 people in <strong>Blaby</strong> with dementia. By<br />
2030 this is estimated to increase to 2280 people, an increase of 96%.<br />
• In 2010/11 there were 499 people in <strong>Blaby</strong> registered with their GP as<br />
having a mental health disorder including schizophrenia, biopolar<br />
disorder and other psychoses.<br />
This evidences a greater need for mental health support services.<br />
The facts and figures inform us that in the longer term an ageing<br />
population will mean there will be a rise in demand for health services<br />
and long term care, creating a challenge for the funding of public<br />
services. We will also need to provide more choice in homes for the<br />
elderly. Current supported (sheltered) stock is out of date and fails to<br />
meet decent homes standard. We need to work towards improving the<br />
choice for the elderly.<br />
Alongside this there are those individuals within the district whose<br />
unhealthy lifestyles have a significant impact on people’s quality of life<br />
and ability for people to maintain independence. They also have a<br />
significant impact on the demand for health and social care services.<br />
These choices and behaviours include alcohol, substance use,<br />
smoking and healthy weight.<br />
Section 3 Identifying vulnerability<br />
3.1. The key element is that we identify a vulnerable person at the earliest<br />
possible stage. Identification can be difficult as vulnerable people often<br />
demonstrate quite rational and normal behaviour with the<br />
characteristics being fragmented, obscure and particular to individuals.<br />
Identification of a vulnerable person can occur at any time during the<br />
course of an individuals’ contact with us and staff should ensure that<br />
they use any contact as a way by which potential vulnerability can be<br />
identified.<br />
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3.2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> will use all the sources of information available to<br />
help us to identify vulnerability. It is more difficult where a vulnerable<br />
person is not on our radar and this is where we need staff and<br />
councillors to share knowledge with the Community Services Team.<br />
The sharing of this information then allows the team to support the<br />
vulnerable person using a range of tools that are available to us.<br />
3.3. The current service provision at BDC has a breadth of experience of<br />
supporting people in independent living across a wide range of client<br />
groups such as, households where there is Domestic Abuse; rehousing<br />
of high risk offenders, drug and alcohol users, families with complex<br />
needs, children with behavioral difficulties; etc. Many of the service<br />
users span several groups and over 30% have mental health<br />
difficulties. BDC workers have developed skills and expertise at<br />
working with clients on many issues simultaneously.<br />
3.4. Alongside this the Vulnerable People & Places Forum (VPPF) allows<br />
those individuals or families that are identified by other teams within the<br />
local authority, partners and other external organisations to be brought<br />
to a multi agency meeting to discuss their needs and ensure the<br />
relevant support is put in place. A single referral process is used which<br />
all internal teams and external agencies have adopted.<br />
3.5. In anti social behaviour cases a ‘vulnerability matrix’ is completed<br />
which prompts a series of questions and subject areas aimed at being<br />
able to identify and determine the extent of vulnerability. Where the<br />
matrix comes out as high risk then a referral to the Vulnerable People<br />
and Places Forum (VPPF) is made automatically.<br />
3.6. The completion of the referral form and in ASB cases the vulnerability<br />
matrix enables us to assess what support if any is required. In<br />
particular we will ensure;<br />
• Appropriate agencies are advised of the service user’s circumstances<br />
and if required a referral made for specialist support<br />
• Policy and procedures are adopted and regularly reviewed to ensure<br />
synergy across disparate teams<br />
• Capture and record all relevant details and actions through the VPPF<br />
• Where appropriate hold to account agencies to ensure actions are<br />
followed through.<br />
• Individual/family will remain as a case at the VPPF until their risk has<br />
been reduced or the case has moved to the responsibility of one<br />
agency.<br />
3.7. The purpose of identifying potential vulnerability is to ensure that the<br />
service provided is wherever possible tailored to meet the needs of the<br />
individual. Where we do not directly provide a service, identifying<br />
vulnerability can prompt staff to signpost people to relevant<br />
organisations that can provide support.<br />
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3.8. We have access to a great deal of information through direct and<br />
indirect contact with individuals. Whilst sensitivity and discretion are<br />
obviously important in protecting the privacy of individuals it is essential<br />
that data is shared amongst different sections of the organisation and<br />
partners, and is used to maximum effect to ensure that vulnerable<br />
people are known and identified. Data will be shared in line with the<br />
Data Protection Act. It is also important that internal relationships are<br />
effective especially the relationship between key teams such as our<br />
Environmental Health Officers and those officers who work within the<br />
Community Services Group.<br />
Section 4 - Delivering the strategy<br />
4.1. The pathway by which vulnerable people are identified and potentially<br />
supported is outlined in Appendix 1 .The provision of support may be<br />
long term or may also be time limited to enable an individual to gain the<br />
skills, motivation and confidence to move on to greater independence.<br />
4.2. Level of support and roles of support services will be determined<br />
following an assessment of individual’s circumstances.<br />
4.3 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> provides the following services:-<br />
• · Domestic abuse outreach service<br />
• · Substance use support<br />
• . Alcohol Support Group<br />
• · Resident Support<br />
• · Children’s Worker<br />
• · Anti Social Behaviour<br />
• · First Contact<br />
• · GP referral scheme<br />
• · Home Security Scheme<br />
• · Youth provision via BB19 Bus<br />
• · Financial & Debt management advice<br />
• · Benefit & Housing advice<br />
• · Positive Activities for Young People<br />
• · Disability Facilities Grant<br />
• .Environmental Protection<br />
• · Translator service<br />
• · Assisted bin collection<br />
• . Memo cameras<br />
4.4 Provision provided by external agencies includes:-<br />
• · Befriending service<br />
• · Victim support for people who have been victims of ASB or hate<br />
• · Mental Health Forum<br />
• · Carers Forum<br />
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• · Children’s Centres, associated provision through these<br />
• · Place to grow<br />
• · 20:20 mentoring<br />
• . Safe Inside Safe Outside<br />
• Housing Related Support from Nottingham Community Housing<br />
Association<br />
• Employment support by Acorn Training<br />
Please see Appendix 2 map of services.<br />
4.5 Vulnerability can affect an individual, a couple and families. The<br />
Government is committed to significantly improving outcomes for<br />
families and their children while reducing the current costs to the public<br />
services. Leicestershire Supporting Families Programme will roll out in<br />
April 2013.<br />
The service will be provided for families across Leicester,<br />
Leicestershire & Rutland across housing tenures and referrals will<br />
come from a wide range of services including self-referrals, local<br />
Registered Social Landlords, Social Services, Health, Education,<br />
Police, Probation and Voluntary Sector agencies. This will build on the<br />
work we already undertake as detailed within this strategy with<br />
vulnerable people.<br />
4.6 The family workers will network with other local initiatives and the full<br />
range of statutory agencies to build a network of support to assist<br />
families to settle into the area, break social isolation and to improve the<br />
quality of family life. It is anticipated that the workers will sit within a<br />
multi-disciplinary team to aid this initiative. The emphasis will be on<br />
supporting and empowering service users to build on their independent<br />
living skills and parenting skills.<br />
4.7 The eligibility criteria for the programme will be families who:<br />
• Consist of at least one adult and one child, who are involved in crime<br />
and anti-social behaviour and or,<br />
• Have children not in school and or<br />
• Have an adult on out of works benefits and or,<br />
• Cause high cost to the public purse<br />
• Who agree to work with the BDC team and allow the worker to meet<br />
with them on a pre-agreed basis (for example, once or twice a week)<br />
• Have basic self care skills of budgeting, cooking or cleaning or be<br />
willing to develop these with staff support<br />
4.8 The worker will complete a holistic assessment with the client which will<br />
include:<br />
• Parenting<br />
• Education<br />
• Housing<br />
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• Health and associated needs<br />
• Income and expenditure<br />
• Debts and loans<br />
• Life skills<br />
• Community activity<br />
Under these broad headings an action plan will be agreed between the<br />
worker and the family, prioritised by the family.<br />
4.9 Specific problems that have been identified include families<br />
experiencing and/or causing ASB, mental health, drug and alcohol<br />
issues, parenting skills and money management. Specific support<br />
services will focus on these issues and will link with local communities<br />
and other services.<br />
4.10 Therefore, this service has been identified as a key strategy to break<br />
the cycle of disadvantage by:<br />
� Directly delivering supportive services which will include referrals to<br />
appropriate agencies, practical assistance with life skills, welfare rights<br />
and ongoing support as agreed in a support contract with the family.<br />
� Enable the family to be able to disclose abuse situations (our<br />
experience in working with women experiencing Domestic Abuse will<br />
assist with this process) Latest figures suggest 77% of Leicestershire<br />
Supporting Families would have experienced domestic abuse.<br />
� Enable the family to benefit from our experience of multi-agency<br />
working and of being the ‘lynch pin’ in bringing services together.<br />
� Enable the family to make a successful transition to sustaining<br />
independent tenancies in the community.<br />
� To identify at an early stage families that are struggling to maintain<br />
their tenancy and to work with them to ensure they continue to live<br />
independently.<br />
� Maximise independence of clients including active encouragement to<br />
use and engage with local community facilities, services and groups.<br />
� Ensure that people are aware of and engage with relevant health<br />
provision such as GP, community health visitors, and specialist health<br />
providers.<br />
� Assist and work with Social Care and Health, Education and Probation<br />
services to ensure that those interventions are completed and<br />
supported.<br />
� Commit to and provide a quality service that is client focused and<br />
committed to developing good practice across statutory and voluntary<br />
agencies.<br />
4.11 Intensive work will be provided through joined-up relationships with<br />
other organisations in the area with the aim of forming effective links to:<br />
� Drug and alcohol treatment programme<br />
� General medical services<br />
� Peer support<br />
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� Encourage the family to develop social networks with the community<br />
e.g. through take up of life time learning<br />
� Basic skills development including literacy and numeracy<br />
� Money Management<br />
4.12 The development of the supporting families programme is in its early<br />
development and <strong>Blaby</strong> will form a key part of this development and<br />
ensure it fits into our wider strategy for supporting vulnerable people.<br />
Section 5 - Measuring outcomes<br />
5.1 Social Return on Investment is a framework for understanding,<br />
measuring and managing the outcomes of an organisation’s activities.<br />
SROI can include all types of outcomes, social, economic and<br />
environmental the key is that they are based on involving the service<br />
user in determining distance travelled. SROI is different from other<br />
performance measures as it places a monetary value on outcomes<br />
which can then be measured against investments made.<br />
5.2 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> is committed to evidencing the difference our<br />
support services have made. We have already begun to collect SROI<br />
data for our support services within the Community Services Team<br />
which includes service users scoring themselves on several different<br />
elements such as accommodation, finance, safety, health and<br />
wellbeing. These scores are collected when they access support<br />
services and reviewed every three months.<br />
5.3 On closure of a case where support is no longer required the scores<br />
will be collected again and alongside data about changes within their<br />
lifestyle i.e. starting work will evidence the distance an individual or<br />
family have travelled during the support process. This will evidence the<br />
difference BDC and its partner agencies have made to the individual or<br />
the families lives.<br />
Section 6 - Conclusion & Summary<br />
6.1 <strong>Blaby</strong> <strong>District</strong> <strong>Council</strong> acknowledges the strides that it has made to<br />
improve services to vulnerable people and recognises the need to<br />
make further progress. The development and roll out of Leicestershire<br />
Supporting families across the district will see an alignment of current<br />
support services to take forward this agenda. A vulnerability action plan<br />
has been developed which identifies key actions and lead officers to<br />
progress this work. The action plan will be reviewed quarterly.<br />
6.2 A report be brought back to Cabinet Board identifying progress made.<br />
on a regular basis.<br />
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Appendix 1 Identification of vulnerable people<br />
Identification Key Worker Process<br />
First Contact Coordinator One form completed, signpost to a range of agencies, provide support to<br />
Self Referral to<br />
Community Services<br />
Team<br />
Vulnerable People &<br />
Places Forum<br />
Internal referral from<br />
another team within<br />
BDC<br />
Domestic Abuse<br />
Children’s Worker<br />
Substance Use Officer<br />
Resident Support<br />
Officer<br />
Local Authority<br />
Police<br />
Social Services<br />
Housing Associations<br />
Community Action<br />
Partnership<br />
Youth Service<br />
Youth Offending Team<br />
Probation<br />
Integrated Offender<br />
Management<br />
Family Intervention<br />
Project<br />
Community Services<br />
Manager<br />
By external agency Community Services<br />
Manager<br />
individual/family, and provide feedback on work undertaken.<br />
Allocated to worker, assessment undertaken, action plan agreed with<br />
individual/family. Regular face to face contact undertaken to provide<br />
support. Regular recording of performance information to show social<br />
return on investment.<br />
All relevant agencies involved in managing a vulnerable individual or<br />
family. Monitor progress, reduce vulnerability and risk, case closed at<br />
agreement of all agencies.<br />
Consider case and decide on most appropriate worker, then rest of<br />
process as for a self referral.<br />
Consider case and decide on most appropriate worker, then rest of<br />
process as for a self referral.
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Appendix 2— Map of Services<br />
Leicestershire Police<br />
Comprehensive Referral<br />
Desk<br />
DAIO’s (Domestic Abuse<br />
Specialist Officers)<br />
Vulnerability Identified /<br />
History markers on<br />
address<br />
Strategic Housing<br />
Gap analysis on housing<br />
provision.<br />
Provision of affordable<br />
housing.<br />
Benefits<br />
Advice<br />
Home visits<br />
Housing benefit<br />
<strong>Council</strong> tax benefit<br />
<strong>Council</strong> tax support<br />
Hardship funding<br />
Environmental<br />
Protection<br />
Noise Nuisance<br />
Fly tipping/litter<br />
Dog Warden<br />
Community Action<br />
Partnership<br />
Carers Forum<br />
Mental Health Forum<br />
Place to Grow<br />
Befriending<br />
Children’s Centre<br />
Range of support to<br />
parents with children<br />
aged 0-5<br />
Police Volunteers<br />
Memo Camera’s<br />
Service Users<br />
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Children’s Social<br />
Services<br />
Safeguarding of children<br />
Community Services<br />
Resident Support<br />
First Contact<br />
Domestic Abuse<br />
Children’s Worker<br />
Anti Social Behaviour<br />
Youth Provision<br />
Probation<br />
Integrated Offender<br />
Management<br />
Mappon<br />
Mappa<br />
Health & Recreation<br />
Health Improvement<br />
Officer<br />
Positive Activities<br />
Referral Scheme<br />
<strong>Blaby</strong> <strong>District</strong> Staying<br />
Healthy Forum<br />
Housing Options<br />
Housing Advice<br />
Choice based letting<br />
Adult Social Services<br />
Safeguarding of adults<br />
Leicestershire County <strong>Council</strong><br />
Voluntary Sector<br />
<strong>Blaby</strong> <strong>District</strong> <strong>Council</strong><br />
External Organisations
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