Agenda reports pack PDF 992 KB - Meetings, agendas, and minutes

Transcription

7 November 2011
Committee
Overview and Scrutiny
Date
Tuesday, 15 November 2011
Time of Meeting
4:30 pm
Venue
Committee Room 1
ALL MEMBERS OF THE COMMITTEE ARE REQUESTED TO ATTEND
for Sara J Freckleton
Borough Solicitor
Agenda
1.
ANNOUNCEMENTS
When the continuous alarm sounds you must evacuate the building by the
nearest available fire exit. Members and visitors should proceed to the
visitors’ car park at the front of the building and await further instructions
(staff should proceed to their usual assembly point). Please do not reenter the building unless instructed to do so.
In the event of a fire any person with a disability should be assisted in
leaving the building.
2.
APOLOGIES FOR ABSENCE AND SUBSTITUTIONS
To receive apologies for absence and advise of any substitutions.
Gloucester Road Tewkesbury Glos GL20 5TT Member Services Tel: (01684) 272021 Fax: (01684) 272040
Email: [email protected] Website: www.tewkesbury.gov.uk
Item
3.
Page(s)
DECLARATIONS OF INTEREST
Pursuant to the adoption by the Council on 24 September 2007 of the
Tewkesbury Borough Council Code of Conduct as set out in Minute No.
CL.31, Members are invited to declare any interest they may have in the
business set out on the Agenda to which the approved Code applies.
Members are reminded that they should, at all times, observe the Code in
carrying out their duties and that they signed such an undertaking in their
Declaration of Acceptance of Office.
4.
MINUTES
1-7
To approve the Minutes of the meeting held on 11 October 2011.
5.
OVERVIEW & SCRUTINY COMMITTEE WORK PROGRAMME 2011/12
8 - 10
To consider the forthcoming work of the Overview & Scrutiny Committee.
6.
CONSIDERATION OF THE EXECUTIVE COMMITTEE SIX MONTH
FORWARD PLAN
11 - 17
To determine whether there are any questions for the relevant Lead
Members and what support the Overview & Scrutiny Committee can give
to work contained within the Plan.
7.
POLICE AUTHORITY CRIME PANELS
18 - 20
To receive information from Gloucestershire County Council in respect of
the Police Authority Crime Panels.
(The attached report will be considered by Leadership Gloucestershire at
its meeting on 10 November and an update will be provided to Members
at Committee. Members will also be given the opportunity to ask
questions).
8.
REVIEW OF DISCRETIONARY CHARITY RATE RELIEF POLICY
21 - 68
To endorse the Revised Tewkesbury Borough Council National NonDomestic Rating Policy for the Granting of Discretionary Rate Relief and to
recommend to the Executive Committee that the Policy be approved.
9.
ECONOMIC DEVELOPMENT & TOURISM STRATEGY REVIEW
To adopt the Economic Development & Tourism Strategy 2012-2015:
‘Regenerating and Growing the Economy’ prior to consideration by the
Executive Committee.
10.
UPDATE ON PROGRESS OF THE HOUSING, RENEWAL &
HOMELESSNESS STRATEGY REVIEW
To receive an update on the progress of the Housing, Renewal &
Homelessness Strategy Review from the Chairman of the Working Group.
2
69 - 97
Item
11.
Page(s)
REVIEW OF PLANNING ENFORCEMENT COMMUNICATION WITH
TOWN & PARISH COUNCILS
98 - 102
To approve the Terms of Reference and to set up a workshop for the
Review of Planning Enforcement Communication with Town & Parish
Councils.
12.
PERFORMANCE MANAGEMENT - QUARTER 2 2011/12
103 - 152
To review and scrutinise the summary financial and performance
information for Quarter 2 of 2011/12 and, where appropriate, require
response or action of the Executive Committee.
DATE OF NEXT MEETING
TUESDAY, 13 DECEMBER 2011
COUNCILLORS CONSTITUTING COMMITTEE
Councillors: P W Awford, R A Bird, B C Calway (Chairman), Dr A L Carter (Vice-Chairman),
Mrs J E Day, Miss H J Healy, B C J Hesketh, Mrs S E Hillier-Richardson, B A Jones,
Mrs F M Ogden, V A Perez, M H Rowcliffe-Quarry, P D Surman, M G Sztymiak and M J Williams
The Council has a substitution procedure and any substitutions will be announced at the
beginning of the meeting.
3
Agenda Item 4
TEWKESBURY BOROUGH COUNCIL
Minutes of a Meeting of the Overview and Scrutiny Committee held at the
Council Offices, Gloucester Road, Tewkesbury on Tuesday, 11 October 2011
commencing at 4:30 pm
Present:
Chairman
Vice Chairman
Councillor B C Calway
Councillor Dr A L Carter
and Councillors:
P W Awford, R A Bird, Mrs J E Day, Miss H J Healy, Mrs S E Hillier-Richardson, B A Jones,
Mrs F M Ogden, P D Surman and M G Sztymiak
OS.36
ANNOUNCEMENTS
36.1
The evacuation procedure, as noted on the Agenda, was taken as read.
36.2
The Chairman reminded Members that a workshop had been arranged for the
Overview & Scrutiny Committee Crime & Disorder Strategic Assessment Review
on Tuesday 25 October 2011 at 2.00pm and all Members of the Committee were
asked to attend. The workshop in respect of the Overview & Scrutiny Committee
Discretionary Charity Rate Relief Policy Review held on 4 October 2011 had been
poorly attended with very few Members tendering their apologies in advance of the
workshop. The Chairman indicated that the Committee had resolved to undertake
these Reviews and were expected to attend the workshops which had been
arranged for this purpose. If Members were unable to attend they would be
expected to tender their apologies to Democratic Services.
OS.37
APOLOGIES FOR ABSENCE AND SUBSTITUTIONS
37.1
Apologies for absence had been received from Councillors V A Perez and
M J Williams.
OS.38
DECLARATIONS OF INTEREST
38.1
The Committee’s attention was drawn to the Tewkesbury Borough Council Code of
Conduct adopted by the Council on 24 September 2007, and Members were
reminded that they had signed an undertaking in their Declaration of Acceptance of
Office to observe the Code in carrying out their duties.
1
OS.11.10.11
38.2
The following declarations were made:
Councillor
Application
No./Item
Nature of Interest
(where disclosed)
Declared
Action in
respect of
Disclosure
P W Awford
General
Declaration
Is a Gloucestershire
County Councillor.
Would speak
and vote.
M G Sztymiak
General
Declaration
Is a Gloucestershire
County Councillor.
Would speak
and vote.
38.3
There were no further declarations made on this occasion.
OS.39
MINUTES
39.1
The Minutes of the meeting held on 13 September 2011, copies of which had been
circulated, were approved as a correct record and signed by the Chairman.
OS.40
OVERVIEW & SCRUTINY COMMITTEE WORK PROGRAMME 2011/12
40.1
Attention was drawn to the Overview & Scrutiny Committee Work Programme
2011/12, circulated at Pages No. 13-15, which Members were asked to consider.
40.2
Members were informed that the Work Programme was built around a number of
Member requests and had been amended since the last meeting to include regular
updates on the progress of the various Overview & Scrutiny Reviews and the dates
that the final Working Group reports would be considered by the Committee. The
Committee had requested some items which could not be undertaken at the present
time, for instance, the National Planning Policy Framework would need to be in
place prior to the commencement of a Planning Enforcement Review. These items
were listed below the Work Programme and would be monitored by the Corporate
Management Team.
40.3
A Member noted that consideration of the Draft Charging Schedule had been
removed from the Executive Committee Six Month Forward Plan and she sought
clarification as to the reason for this and whether it would be appropriate for this to
be incorporated into the Overview & Scrutiny Committee Work Programme. The
Chief Executive understood that this item had been removed from the Executive
Committee’s Six Month Forward Plan as it was no longer required and he undertook
to investigate the reasoning behind this. The Member was of the view that, given
the current economic climate, it was important that the public could be assured that
charges were being regularly reviewed by the Council. It was therefore
RESOLVED
1. That the Overview & Scrutiny Committee Work Programme
2011/12 be NOTED.
2. That Members be advised as to the reasons for the deletion
of the Charging Schedule item from the Executive Committee
Agenda for the meeting on 5 October 2011.
2
OS.11.10.11
OS.41
CONSIDERATION OF THE EXECUTIVE COMMITTEE SIX MONTH FORWARD
PLAN
41.1
Attention was drawn to the Executive Committee Six Month Forward Plan,
circulated at Pages No. 16-24. Members were asked to determine whether there
were any questions for the relevant Lead Members and what support the Overview
& Scrutiny Committee could give to work contained within the Plan.
41.2
With regard to the County Waste Partnership which was due to be considered by
the Executive Committee at its meeting on 9 November 2011, a Member sought
clarification as to whether this would require a Council decision. The Corporate
Head of Community Development & Partnerships confirmed that the Executive
Committee would be making a recommendation to Council.
41.3
It was
RESOLVED
That the Executive Committee Six Month Forward Plan be
NOTED.
OS.42
FEEDBACK FROM THE COUNTY COUNCIL HEALTH, COMMUNITY & CARE
OVERVIEW & SCRUTINY COMMITTEE
42.1
Members were invited to raise any issues arising from the last meeting of the
County Council Health, Community & Care Overview & Scrutiny Committee
following circulation of a Member Update on 30 September 2011.
42.2
The Council’s representative on the County Council Health, Community & Care
Overview & Scrutiny Committee advised that the transfer of Gloucestershire Care
Services to a Community Interest Company was on hold pending further
investigation.
42.3
The Chairman indicated that the Executive Committee had approved the payment of
the 2011/12 contribution to the County Council Health, Community & Care Overview
& Scrutiny Committee and had agreed that a contribution of £2,500 remain in the
Council’s base budget to be paid subject to the Borough’s Overview & Scrutiny
Committee undertaking an annual review. Members were advised that the
Overview & Scrutiny Committee would review the effectiveness of the Council’s
involvement in the County Council Health, Community & Care Overview & Scrutiny
Committee on an annual basis each March in order to authorise payment of the
Council’s contribution to running costs for the forthcoming year.
42.4
It was
RESOLVED
That the feedback from the last meeting of the County Council
Health, Community & Care Overview & Scrutiny Committee be
NOTED.
OS.43
FEEDBACK FROM THE COUNTY COUNCIL COMMUNITY SAFETY OVERVIEW
& SCRUTINY COMMITTEE
43.1
Members were invited to raise any issues arising from the last meeting of the
County Council Community Safety Overview & Scrutiny Committee following
circulation of a Member Update on 30 September 2011.
43.2
It was
RESOLVED
That the feedback from the last meeting of the County Council
Community Safety Overview & Scrutiny Committee be NOTED.
3
OS.11.10.11
OS.44
MONITORING OF CUSTOMER SERVICES & AICS REVIEW
RECOMMENDATIONS
44.1
Attention was drawn to the report of the Customer Services & ICT Manager,
circulated at Pages No. 25-34, which informed Members of the progress made in
relation to the recommendations from the Overview & Scrutiny Review of Customer
Services & Advice & Information Centres (AICs). Members were asked to consider
the progress that had been made in implementing the recommendations and the
progress update for the Customer Services Strategy Work Plan.
44.2
The Corporate Head of Financial Services & Resources explained that the
recommendations from the Review of Customer Services & AICs were attached at
Appendix 1 to the report and all were progressing well. Particular attention was
drawn to Recommendation 8, A Member Champion for Customer Service be
nominated, as, since the recommendations had been approved by the Executive
Committee, the Council had resolved to end the arrangements for Member
Champions that had previously been in place and it would therefore not be
possible to implement this recommendation. In response to a query, clarification
was provided that this decision had been taken by the Council following the
Elections in May. Customer Services was included in the Organisational
Development Portfolio.
44.3
With regard to the Customer Services Strategy Work Plan, attached at Appendix 2
to the report, a Member expressed concern with regard to the closure of the AICs
which was a 2011/12 Savings Plan proposal and she sought further information as
to who had taken this decision. The Corporate Head of Financial Services &
Resources explained that no decision had been taken to close the AICs; however,
he confirmed that it was a proposal in the Savings Plan which was currently being
worked up. Not all of the existing AICs were well used and it was considered that
there might be a better way to provide access to services to people in their
communities. Unfortunately, due to the financial pressures which the Council was
under, the closure of the AICs was a decision with which Members would be faced
when setting the budget for 2012/13. A Member noted that discussions had
previously taken place around the possibility of providing access to services in
local Parish Offices and, whilst this would not be an issue for larger Parish
Councils, she questioned what measures would be put in place for small Parishes
which did not have Offices. Members were advised that a range of options were
currently being considered including a project involving the replacement of the
Council’s telephony system. These options would be brought back to Members for
consideration in due course.
44.4
A Member sought further information in relation to Action 2, Develop a ‘one-stop’
approach for the main Council Offices in Tewkesbury enabling easy access to all
Council services and those provided by partner organisations. He was informed
that this was linked to the project considering options for the Council’s current
office accommodation and any proposals would be brought to Members for
consideration. As Members were aware, the County Council now rented some of
the ground floor office space from the Council and it was keen to have a presence
in reception. A Member was of the view that Action 7, Provide an automated
phone channel as an additional option, might be unpopular based on her
experience with using automated systems. The Corporate Head of Financial
Services & Resources explained that it was not intended to offer a menu of options
but rather to have a system with a single option which could be used during times
when a high volume of calls were received from people wanting to make
payments, for example, following the issue of Council Tax reminders or Garden
Waste renewals. A Member indicated that she had recently used the telephone
option to register for inclusion on the Register of Electors and had found this to be
a very simple process.
4
OS.11.10.11
44.5
A Member felt that a great deal of work had been carried out in relation to the
future of Customer Services and the AICs and she thanked everyone who had
been involved in the Review. It was
RESOLVED
That the progress made in implementing the recommendations
from the Overview & Scrutiny Review of Customer Services &
Advice & Information Centres (AICs) and the progress update
for the Customer Services Strategy Work Plan be NOTED.
OS.45
MONITORING OF COMMUNICATIONS WITH TOWN & PARISH COUNCILS &
PARISH MEETINGS REVIEW RECOMMENDATIONS
45.1
The report of the Corporate Improvement & Performance Manager, circulated at
Pages No. 35-39, asked Members to consider the progress that had been made in
relation to the implementation of the recommendations set out in the Review of
Communications with Town & Parish Councils & Parish Meetings.
45.2
Members were advised that the Review of Communications with Town & Parish
Councils & Parish Meetings had been completed and approved by the Overview &
Scrutiny Committee in April 2010. Of the 11 recommendations, set out at
Appendix 1 to the report, 8 had been completed. With regard to the 3 outstanding
recommendations, Members were advised that Recommendation 9, That the
Communications Officer pursues the logistics and cost of implementing Twitter and
suggest how the effectiveness of that method might be monitored, was now
effectively complete. A draft report and policy on the use of social media had been
produced and agreed by the Corporate Management Team and was due to be
considered by the Executive Committee at its meeting on 9 November 2011.
Recommendation 3, The Borough Council should consider how it might ensure all
Town & Parish Councils & Parish Meetings have access to email, and
Recommendation 11, That the Communications Officer and the Customer Services
& ICT Manager present a proposal on how a ‘My Parish’ section of the website
might be managed and implemented, were both progressing. With regard to
Recommendation 6, Twice-yearly meetings between the Borough Council and
Town & Parish Councils & Parish Meetings should be introduced, Members were
informed that the last meeting had been held on 6 October 2011 and had been well
attended.
45.3
A Member drew attention to Recommendation 7, A quarterly newsletter for Town &
Parish Councils & Parish Meetings should be introduced and should include a
section that clarifies responsibilities and processes of the Borough Council and a
‘Questions & Answers’ section. She questioned whether this newsletter was sent
to Borough Councillors as she felt that it might be useful for Councillors to pass on
relevant information to residents. The Corporate Improvement & Performance
Manager was unsure as to whether the newsletter was currently sent to Borough
Councillors as a matter of course but he undertook to make the necessary
arrangements should this not already be the case.
45.4
A Member felt that communication between the Borough and Town & Parish
Councils & Parish Meetings had greatly improved and she was very pleased to see
that so many recommendations had been implemented. Several Members agreed
that the circulation of press releases to all Members was very useful, as was the ‘In
the News’ email which listed articles which had appeared in the local press relating
to the Borough Council, together with online links where relevant. Confirmation
was provided that the ‘In the News’ lists were compiled by the Council’s
Communications Officer and the Corporate Head of Financial Services &
Resources explained that this had helped to save money by reducing the number
of newspapers which were purchased by the Council. In response to a Member
query, the Chief Executive clarified that the list included any articles which related
to the Borough Council, not just those which had been produced by the Council
5
OS.11.10.11
itself. However, articles which were not directly connected to the Council, for
example, where a Member was in the local news for a matter unrelated to the
Council, would not be included within ‘In the News’.
45.5
Having considered the information provided it was
RESOLVED
That the progress made in implementing the recommendations
from the Overview & Scrutiny Review of Communications with
Town & Parish Councils & Parish Meetings be NOTED.
OS.46
UPDATE ON PROGRESS OF THE ECONOMIC DEVELOPMENT & TOURISM
STRATEGY REVIEW
46.1
Members received a verbal update from the Corporate Head of Community
Development & Partnerships on the progress that had been made by the
Economic Development & Tourism Strategy Review Working Group.
46.2
In the absence of the Chairman of the Working Group, Councillor D J Waters, the
Corporate Head of Community Development & Partnerships advised that the first
meeting of the Group had been held on 20 September and had been attended by
Councillors B C Hesketh, Mrs P E Stokes and D J Waters. The meeting had
focused on the key issues which would inform the new Economic Development &
Tourism Strategy including the economic recession and increasing unemployment
rate in the Borough. Members were advised that 2.2% of the Borough’s population
were currently unemployed and there were particular pockets of high
unemployment in certain areas e.g. Prior’s Park (4.7%). Members were informed
that 30% of business premises were currently empty and there were a large
proportion of small businesses in the Borough, 76% of which employed fewer than
4 people. The business start-up rate was 8.6% which was the same as the County
rate but less than the national average of 10%. A worrying trend was that, in 2009,
more businesses had closed than had been opened which had never been
experienced before in the Borough.
46.3
The following five key themes had been identified for the Strategy:
Theme 1 – Business Development & Support
-
Grow and develop competitive businesses.
-
Support and nurture emerging growth sectors.
-
Support and sustain a vibrant rural economy.
Theme 2 – Place Potential
-
Increase the potential of retail sectors in the Borough.
-
Ensure appropriate supply of employment land and premises and local
infrastructure, encouraging increased levels of business investment.
Theme 3 – Marketing & Investment
-
Increase the volume and value of tourism in the Borough.
-
Encourage increased levels of inward investment.
-
Ensure the promotion of the retail centres within the Borough.
Theme 4 – Human Resources
-
Raise the skill levels of local people.
-
Promote employment-led growth in the Borough.
Theme 5 – Work Towards a Low Carbon Economy
-
Grow a low carbon economy through green developments.
6
OS.11.10.11
46.4
It would be important to work closely with partners throughout the process and the
Economic Development Partnership had been consulted on the draft Strategy
following the first meeting of the Working Group. The draft document was currently
subject to wider consultation with comments due back by 21 October 2011. The
Working Group would consider the responses received at its next meeting on 26
October 2011 and the final report would be brought to the Overview & Scrutiny
Committee for consideration on 15 November 2011, prior to the Executive
Committee on 7 December 2011.
46.5
A Member raised concern that the JCS was likely to have a significant impact upon
the Strategy and questioned whether the timescales for the completion of the
Review were realistic. The Corporate Head of Community Development &
Partnerships agreed that the JCS would have implications for the Strategy and this
had been taken into consideration when establishing the key themes. When the
dates for the delivery of the Strategy had been set they had been considered to be
appropriate and achievable and she was confident that this was still the case. A
Member understood that, in some areas, links were being established to enable
large businesses to bring young people into specialist industries and he questioned
whether this had been considered by the Working Group. Members were advised
that the Corporate Head of Community Development & Partnerships and the Chief
Executive had recently discussed this matter with the Management from Messier
Dowty which had been looking for support for a grant to expand the business. A
meeting had also been set up with Gloucestershire Launchpad Training Centre in
order to discuss the potential for more work with young people. The Chief
Executive indicated that it was important that businesses had good links with the
community and he felt that Launchpad provided a particular opportunity to
encourage engagement.
46.6
Having considered the information provided it was
RESOLVED
That the update on the progress of the Economic Development
& Tourism Strategy be NOTED.
The meeting closed at 5:10 pm
7
Agenda Item 5
Overview & Scrutiny Committee
Work Programme 2011/12
Regular Agenda Items –
•
•
Consideration of the Overview & Scrutiny Committee Work Programme
Consideration of the Executive Committee Six Month Forward Plan
Task Description
Lead Officer
15 November 2011
•
Police Authority Crime Panels – To receive information from Gloucestershire
County Council in respect of the Police Authority Crime Panels.
Simon Harper
•
Discretionary Charity Rate Relief Policy Review – To consider the outcomes from
the Review.
Richard Horton
•
Economic Development & Tourism Strategy Review – Report of Working Group –
To adopt the report of the Working Group prior to consideration by the Executive
Committee.
Chairman of
Working Group
•
Update on the progress of the Housing, Renewal & Homelessness Strategy
Review
Chairman of
Working Group
•
Review of Planning Enforcement Communication with Town & Parish Councils –
To approve the Terms of Reference.
Paul Skelton
•
Performance Management – Quarter 2 2011/12 - to review and scrutinise the
summary financial, risk and performance information.
Phil Claridge
13 December 2011
•
To discuss any issues arising from the last meeting of the County Council Health,
Community & Care Overview & Scrutiny Committee (22/11/11)
O&S Member
Rep
•
To discuss any issues arising from the last meeting of the County Council
Community Safety Overview & Scrutiny Committee (24/11/11)
O&S Member
Rep
•
Monitoring of the recommendations from the Climate Change Strategy Working
Group (six monthly)
Verna Green
•
Review of Advice & Information Centres – To approve the Terms of Reference,
timetable and scope of the Review.
Tina Nicholls
•
Crime & Disorder Strategic Assessment Review – To consider the outcomes from
the Review.
Val Garside
•
Review of O&S Pre-Briefings
Phil Claridge
•
Update on the progress of the Housing, Renewal & Homelessness Strategy
Review
Chairman of
Working Group
10 January 2012
8
Last Updated 07.11.11
Task Description
Lead Officer
7 February 2012
•
O&S Member
Rep
•
O&S Member
Rep
•
Presentation on managing work demands resulting from staff absence.
Mike Dawson
•
Housing, Renewal & Homelessness Strategy Review – Approval of draft Strategy
for consultation
Frances Evans /
Chairman of
Working Group
•
Mid-year review of Ombudsman Complaints.
Phil Claridge
•
Tewkesbury Borough Council Complaints Report
Tina Nicholls
6 March 2012
•
Flood Response Action Plan (FRAP) Monitoring Report (six monthly)
Mella McMahon
•
Monitoring of the recommendations from the Overview & Scrutiny Review of
Customer Services & AICs (six monthly)
Tina Nicholls/
•
Tewkesbury Borough Council Complaints Report
Tina Nicholls
•
Annual review of the effectiveness of the Council’s involvement in the
Gloucestershire Health, Community & Care Overview & Scrutiny Committee in
order to authorise payment of the Council’s contribution to the running costs for the
forthcoming year.
Phil Claridge
•
Performance Management - Quarter 3 2011/12 - to review and scrutinise the
summary financial, risk and performance information
Phil Claridge
George Hill
3 April 2012
•
Annual full scrutiny of Community Safety Partnership (six monthly)
Verna Green
•
Monitoring of the recommendations from the Overview & Scrutiny Review of
Communications with Town & Parish Councils & Parish Meetings (six monthly)
Phil Claridge
1 May 2012
•
O&S Member
Rep
•
O&S Member
Rep
•
Overview & Scrutiny draft Work Programme 2012/13
Phil Claridge
9
•
Planning Enforcement Review – Scope and Terms of Reference to be submitted to the
Overview & Scrutiny Committee once the new National Planning Policy Framework is in
place.
•
June/July 2012 (2012/13 Committee dates not yet scheduled)
Housing, Renewal & Homelessness Strategy Review – Report of Working Group - To adopt
the report of the Working Group (including the revised Strategy) prior to consideration by the
Executive Committee and Council in July.
10
Executive Committee Forward Plan of Key Decisions
DECEMBER 2011 to MAY 2012
REGULAR ITEM:
•
Six Month Forward Plan – to note the Plan for the forthcoming six months.
Addition to 9 November 2011
•
•
•
Social Media Policy and Guidelines
Single Equalities Scheme
Business Support Grant Scheme
Deletion from 9 November 2011
•
•
•
•
Review of Absence Management Policy – Not required at this time.
Review of Capability Procedure – Not required at this time.
Review of Disciplinary Procedure – Not required at this time.
County Waste Partnership – Will be taken to a special meeting of the Executive Committee before the Council meeting in November.
Committee Date: 7 December 2011
Item
Type / Reason for Item
What is to be considered
11
Performance Management
Report – Quarter Two
2011/12
Addition/Deletion from Previous Plan and
Reason (Indicate where applicable if
deferment will affect Service Delivery Plan)
To receive, and respond to, the
findings of the Overview and Scrutiny
Committee following that Committee’s
consideration of the Council’s
performance for Quarter 2 of 2011/12.
To review; to recognise
and communicate
changes & developments.
If review is timely and accurate and to
identify any required action.
Review of Housing Benefit &
Council Tax Benefit
Backdating Policy (Annual)
and communicate
The Legislation in relation to Housing Benefit
backdating has not been changed. Backdating
of benefits can only be considered in line with
the Government Regulations and Statute. The
existing Policy does not need to be reviewed.
Changes from previously published Plan shown in bold
1
Agenda Item 6
Review of Anti-Fraud and
Corruption Strategy (2
yearly)
12
Item
Council Tax Benefit Vision
Statement (Annual)
and communicate
Review of NNDR Hardship
Relief Policy (Annual)
and communicate
There have been no changes in Legislation and
the existing Policy is working well. There is no
need to review at this stage.
Review of Policy for Relief of
Partially Occupied Properties
(Annual)
and communicate
There have been no changes in Legislation and
the existing Policy is working well. There is no
need to review at this stage.
Review of Whistle-blowing
Policy
and communicate
2
Review of Economic
Development & Tourism
Strategy
Scrutiny Review.
The current Strategy was produced in
2008 for the period 2009 – 2014 and
is now due for a mid term review. This
is timely to reflect the current
economic climate and national policy
changes. The Overview & Scrutiny
Committee will be undertaking a
Scrutiny Review of the Strategy.
Addition to previous plans now forms part of
Service Plan for 2011-12.
Review of Discretionary
Charity Rate Relief Policy
Scrutiny Review.
To consider the Overview & Scrutiny
Committee’s review of the
Discretionary Charity Rate Relief
Policy
Review of the Strategic
Partnership Framework
To be approved following
review process with
partners
To approve the new framework and
the key priorities for the partnership
Recent change to LSP and Strategic
Community Strategy at national level.
Review of Play Strategy
To review the Council’s Play
Strategy
Moved from November meeting as the
evaluation had not been approved in time
for the report to be produced.
Countywide Community
Reward Incentive Scheme
To approve
13
Item
3
Committee Date: 4 January 2012
Item
Medium Term Financial
Strategy
Annual review of Strategy.
Revised five year projection and
Strategy.
Tewkesbury & Winchcombe
Conservation Area
Appraisals
To recommend the final
versions for adoption by
the Council
To recommend the Tewkesbury &
Winchcombe Conservation Area
Appraisals for adoption by the
Council.
Committee Date: 1 February 2012
Treasury Management –
Annual Strategy
It is a requirement that the To recommend a new Strategy to the
Council approves a
Council.
Strategy for each Financial
Year
Budget 2012/13
Annual item – To consider
and make a
recommendation on the
budget for the forthcoming
financial year
14
Item
To recommend a budget to the
Council.
4
Committee Date: 29 February 2012
Item
Street Trading Policy
The Policy is reviewed
regularly to keep it
relevant, to allow for
regular consultation and to
take account of recent
changes in legislation or
good practice.
To approve a revised Policy in light of
any recommendations and
representations
Housing, Renewal &
Homelessness Strategy
Scrutiny Review.
To approve the draft Strategy prior
to consultation.
15
5
Committee Date: 28 March 2012
Item
Performance Management
Report – Quarter Three
2011/12
To receive, and respond to, the
findings of the Overview and Scrutiny
Committee following that Committee’s
consideration of the Council’s
performance for Quarter 3 of 2011/12.
Review of Cultural Strategy
To review the Council’s Cultural
Strategy.
16
Bishop’s Cleeve &
Woodmancote Draft
Conservation Area
Appraisals
To approve for public
consultation.
To approve the draft Bishop’s Cleeve
& Woodmancote Conservation Area
Appraisals for the purposes of
consultation.
Review of Discretionary
Housing Payments Policy
(Annual)
and communicate
Moved from December meeting. This was
reviewed in March 2011 and was working well.
The Government has made changes to the
Benefits system which will start to impact from
January 2012 and there will therefore be a
need to undertake a review in March 2012.
Council Tax Benefit Take-up
Strategy (Annual)
and communicate
Moved from December meeting. Changes
within the Benefits Structure have been made
and there will be a need to review this after the
full impact of the Structure is known.
6
Committee Date: 25 April 2012
Item
Committee Date: 30 May 2012
Item
17
7
Agenda Item 7
10 November 2011
Shire Hall, Gloucester
POLICE AND CRIME PANELS
1
Introduction
1.1
The Police Reform and Social Responsibility Bill received Royal Assent on 15
September. Elections for the Police and Crime Commissioner will now be held
in November 2012. By that time a Police and Crime Panel will need to be
established in Gloucestershire made up of 10 councillors and two independent
members.
1.2
The panel will have powers to:
a) Require the commissioner or a member of their staff to attend meetings to
answer questions.
b) Request that the Chief Constable attends to answer questions where the
commissioner has been required to appear before the panel.
c) Veto the commissioner’s proposed police precept if two thirds of the
members of the panel vote to do so.
d) Veto the commissioner’s proposed appointment of a Chief Constable
again on a two thirds majority.
e) Review the commissioner’s draft police and crime plan and the
commissioner’s annual report.
f) Deal with complaints made about the commissioner.
2
Developing the panel in Gloucestershire
2.1
The Police Reform and Social Responsibility Act makes it clear that the Police
and Crime Panel will be a local authority scrutiny body. One local authority in
each force area will be expected to act as the lead authority in developing
local working arrangements.
2.2
The Community Safety Overview and Scrutiny Committee which includes
county councillors, district councillors and a member from the police authority
received regular briefings as the bill progressed through parliament.
18
2.3
District members on the committee have been asked to keep their councils
informed of developments. A briefing paper was produced for circulation
amongst the wider membership of each council.
2.4
The lead members of the committee, Councillors Kathy Williams
(Gloucestershire County Council), Charmian Sheppard (Gloucestershire
County Council) and Brian Calway (Tewkesbury Borough Council), have met
on a number of occasions to discuss how a Police and Crime Panel might
operate in Gloucestershire. They have spoken to senior officials from the
Home Office, Councillor Rob Garnham (Chairman of Gloucestershire Police
Authority), Councillor Mark Hawthorne (Leader of Gloucestershire County
Council) and Councillor Will Windsor Clive (Gloucestershire County Council
Cabinet Member for Communities).
2.5
The feeling from those discussions is that the elected membership of the
panel should be made up of non executive councillors from the county and
district councils. The appointment of executive councillors might place them
in a difficult position as those members are likely to have a relationship with
the commissioner in respect of community safety funding issues.
2.6
As far as we are aware Gloucestershire is the only area in the country that
has a Community Safety Scrutiny Committee that includes county, district and
police authority members. This has placed the county in a good position in
terms of preparations for a Police and Crime Panel. The work that members
have done so far has been acknowledged by the Centre for Public Scrutiny as
an example of best practice.
2.7
The preferred approach at present is to hold ‘back to back’ meetings of the
panel and the committee in order to allow the same members to attend both
meetings. This approach recognises the close links between the activities of
each body.
3
Next steps and recommendations
3.1
A Governance Transition Board has been established by Gloucestershire
Police Authority to oversee preparations for a Police and Crime Commissioner
in November 2012. One of the work streams relates to the development of a
Police and Crime Panel.
3.2
The Community Safety Overview and Scrutiny Committee will continue to
receive reports on progress. Cllr Brian Calway (Tewkesbury Borough
Council), vice-chairman of the committee, is anxious that the wider
membership of each district council is kept informed of developments.
Regular briefing notes will continue to be circulated and in future the leaders
and chief executives of each council will receive copies.
19
3.3
There are a number of steps in establishing a panel and these will require
close co-operation amongst the seven councils. These include setting the
terms of reference, determining the appointment process for independent
members, assessing the level of any allowances and organising training.
3.4
The working arrangements will need to be agreed by each council. These will
in the first instance be developed through the Community Safety Overview
and Scrutiny Committee and will then be circulated to each council.
3.5
Before the detailed work begins, there are some areas where early direction is
needed. It would be helpful, therefore, if Leadership Gloucestershire could
agree in principle that
a) Gloucestershire County Council should act as the lead authority in
establishing the panel and provides the necessary officer support.
b) The panel should be made up of 10 non-executive councillors and two
independent members.
c) The elected membership should be made up of six district councillors and
four county councillors.
Leadership Gloucestershire Sponsor – Cllr Mark Hawthorne, Leader of
Gloucestershire County Council
Report author – Simon Harper, Scrutiny Team Leader (email
[email protected], tel 01452 425230)
20
Agenda Item 8
Report to:
Overview and Scrutiny Committee
Date of Meeting:
15 November 2011
Subject:
Review of Discretionary Charity Rate Relief Policy
Report of:
Richard Horton, Revenues & Benefits Manager
Chief Officer:
George Hill, Corporate Head of Financial Services &
Resources
Lead Member:
Councillor A L Keyte
Number of Appendices:
2
Executive Summary:
On 4 October 2011 the Overview and Scrutiny Committee reviewed the current the NonDomestic Rates Discretionary Relief Policy. It made recommendations to improve the Policy to
ensure fairness, consistency and local benefit through this Council’s funding stream.
Recommendation:
To ENDORSE the Revised Tewkesbury Borough Council National Non-Domestic Rating
Policy for the Granting of Discretionary Rate Relief and RECOMMEND TO THE
EXECUTIVE COMMITTEE that it be APPROVED.
Reasons for Recommendation:
The existing Policy is due for review and it is important to ensure discretionary relief is correctly
made and provides direct benefit to Borough residents.
Resource Implications:
Currently the total cost of making awards of discretionary relief amount to £30,315.
Legal Implications:
The Council has an obligation to have a Discretionary Relief Policy in place to ensure that
awards of discretionary relief are reasonably made.
Risk Management Implications:
Failure to review the Policy could result in future awards of discretionary relief being made to
organisations that do not provide a benefit to the residents of the Borough.
Performance Management Follow-up:
Once the Non-Domestic Rates Discretionary Relief Policy has been adopted, the existing
awards of discretionary relief can be reviewed to ensure consistency and fairness.
21
Environmental Implications:
None
1.0
INTRODUCTION/BACKGROUND
1.1
The Council’s existing Policy for the award of discretionary relief was due for review, and
the Overview and Scrutiny Committee agreed to review the Policy as part of its Work
Programme.
1.2
The Review was undertaken in Workshop mode, with all Overview & Scrutiny Committee
Members invited to attend, and was completed within a single three hour meeting.
2.0
THE POLICY REVIEW
2.1
Tewkesbury Borough Council may make awards of discretionary relief to certain
organisations that are liable to pay the National Non-Domestic Rates (Business Rates).
The Council is restricted by legislation to whom it may make awards of discretionary
relief and these are:
1. rate payers who are registered charities;
2. organisations which are not registered charities but are charitable in nature;
3. certain categories of business with a population below 3,000. For example: the
sole general store, the sole post office in the village, sole public house and the
sole village petrol station;
4. certain businesses (not in receipt of mandatory relief) within a rural settlement;
5. community amateur sports clubs.
2.2
The awards of discretionary relief provide assistance to ratepayers to either top up their
award of mandatory relief or to award relief to certain ratepayers who do not qualify for
mandatory relief under any of the statutory schemes.
2.3
In order to aid the Review, a rough draft Policy was produced, and the mandatory and
discretionary elements of the Policy were clarified. This enabled Members to focus on
those elements of the Policy that were subject to the Council’s discretion, and also gain a
greater understanding of the purpose of the Policy as a whole.
2.4
The Terms of Reference required that the Policy be fair, consistent and provide local
benefit. A number of anomalies were uncovered and changes made. Further, the
discretionary element had historically always been paid in full. It was agreed that, to
ensure fairness, consistency, and most of all a local flavour to this funding stream, the
new Policy should be able to make stepped discretionary relief based on a range of
factors (see Section 11 of the new Policy).
3.0
OTHER OPTIONS CONSIDERED
3.1
None
4.0
CONSULTATION
4.1
None
22
5.0
RELEVANT COUNCIL POLICIES/STRATEGIES
5.1
The Council has an existing discretionary relief Policy - see Appendix 1.
6.0
RELEVANT GOVERNMENT POLICIES
6.1
None
7.0
RESOURCE IMPLICATIONS (Human/Property)
7.1
None
8.0
SUSTAINABILITY IMPLICATIONS (Social/Community Safety/Cultural/ Economic/
Environment)
8.1
None
9.0
IMPACT UPON (Value For Money/Equalities/E-Government/Human Rights/Health
And Safety)
9.1
Equality Impact Assessments completed. No issues have been identified.
10.0
RELATED DECISIONS AND ANY OTHER RELEVANT FACTS
10.1
None
Background Papers:
None
Contact Officer:
Richard Horton, Revenues & Benefits Manager
01684 272119
[email protected]
Appendices:
Appendix 1 - Existing Policy
Appendix 2 – Proposed Policy
23
Appendix 1
DISCRETIONARY RATE RELIEF POLICY
Registered Charities and Non-Profit making Organisations
The following criteria should be used to determine whether or not discretionary rate relief will
be granted:
I. The rate payer must be a non-profit making body.
II. Membership should be open to all members of the community. It is for the organisation to
persuade the Council that any restrictions to membership are
justified.
III. The organisation should actively encourage membership from the local community, in
particular from young people, older people, persons with disabilities or ethnic minorities.
IV. The Council wish to promote the wider use of facilities throughout the Borough and
organisations which actively encourage wider usage by the public, such as youth groups
etc., may receive recognition in the form of rate relief.
V. The extent to which an organisation provides training or education.
VI. The extent to which the facilities have been provided by self-help and are therefore
worthy of support.
VII. The extent to which the organisation enhances or supports the Council’s own services.
VIII. Whether or not the organisation is affiliated to local or national organisations and
actively involved in the local/national development of their interests.
IX. The extent to which the organisation serves the local area, given that part of the cost of
any relief granted will be borne by local chargepayers.
X. Whether or not the organisation is eligible for mandatory relief
XI. The amount of any additional revenue generated from any business activities such as the
running of a bar.
Sports Clubs
No discretionary rate relief will be granted to sports clubs but they should be encouraged to
register with the Inland Revenue as Community Amateur Sports Clubs
which would entitle them to 80% mandatory rate relief.
Rural Businesses
Where a qualifying rural business includes the provision of a Post Office, discretionary relief
of 50% should be granted making a total of 100%.
For all other qualifying rural businesses discretionary relief of up to 100% can be considered
for businesses with a gross profit of less than £50,000 and up to 75% for businesses with a
gross profit above £50,000.
24
Applications
Applications for discretionary relief must be made in writing, preferably using the Council’s
application form, and supported by audited accounts, wherever possible. If audited accounts
are not available, for new businesses for example, then alternative
sources can be accepted provided that they give sufficient information to assess the latest
financial position of the business.
Granting of Relief
Applications for discretionary relief will be determined by the Strategic Director of Resources
in accordance with this policy.
The length of the award will depend on the type of business and ratepayers will be invited to
renew their applications using the following guidelines:
Non-profit making organisations such as village/public halls, youth organisations such as
Scouts, Guides and Youth Clubs – maximum award period 5 years.
Registered charities – maximum award period 5 years
Rural businesses that include a Post Office – maximum award period 5 years.
All other businesses – maximum award period 2 years.
Discretionary relief can be withdrawn at any time by giving 12 months notice to the
ratepayer.
Summary
Set out below are some examples of mandatory and discretionary relief granted in
accordance with our current policy.
Registered Charities
Charitable Shops
Village Halls – registered
- unregistered
Youth Organisations – registered
- unregistered
Sports Clubs
Rural Post Offices
Rural Businesses – general stores, food
shops, public houses, petrol stations
Other qualifying rural businesses
Gross profit < £50,000
Gross profit > £50,000
Mandatory
80
80
80
0
80
0
80
50
50
Top Up
20
0
20
0
20
0
0
50
50
Discretionary
0
0
0
100
0
100
0
0
0
0
0
0
0
100
75
25
Appendix 2
Tewkesbury Borough Council
26
National Non Domestic Rating
Policy for the granting of Discretionary Rate Relief
__________________________________________________________________________________________________________________
Contents
27
1.0 Purpose of the Policy .................................................................................................................................................................................... 5
2.0 Legislative Background ................................................................................................................................................................................. 6
Charity Relief........................................................................................................................................................................................................ 6
Rural Rate Relief .................................................................................................................................................................................................. 6
3.0 Background to Discretionary Relief ............................................................................................................................................................... 7
Introduction........................................................................................................................................................................................................... 7
Charity Relief .................................................................................................................................................................................................... 8
Occupied Premises........................................................................................................................................................................................... 8
Mandatory Relief Recipients ............................................................................................................................................................................. 8
Non Profit Making Organisations ...................................................................................................................................................................... 8
Sports Clubs & Societies .................................................................................................................................................................................. 8
Unoccupied Premises ....................................................................................................................................................................................... 8
Rural Rate Relief .............................................................................................................................................................................................. 9
4.0 Effect on the Council’s Finances ................................................................................................................................................................. 10
5.0 Charity Relief – Mandatory Relief recipients ............................................................................................................................................... 11
General Explanation........................................................................................................................................................................................... 11
Charity registration ............................................................................................................................................................................................. 11
Use of Premises – wholly or mainly used........................................................................................................................................................... 12
Offices, administration and similar premises .................................................................................................................................................. 12
Charity shops.................................................................................................................................................................................................. 13
Premises already receiving Mandatory Relief .................................................................................................................................................... 13
6.0 Discretionary Relief – Non Profit Making Organisations ............................................................................................................................. 14
General explanation ........................................................................................................................................................................................... 14
Premises already receiving Discretionary relief ................................................................................................................................................. 14
7.0 Discretionary Relief – Recreation................................................................................................................................................................ 15
General Explanation........................................................................................................................................................................................... 15
Definition of Recreation ...................................................................................................................................................................................... 16
Access to clubs .................................................................................................................................................................................................. 17
Provision of facilities........................................................................................................................................................................................... 17
Other considerations .......................................................................................................................................................................................... 18
8.0 Discretionary Relief – Premises within Rural Settlements .......................................................................................................................... 19
General explanation............................................................................................................................................................................................... 19
2
__________________________________________________________________________________________________________________
28
Benefit to the local community ........................................................................................................................................................................... 20
9.0 Discretionary Relief – EU requirements ...................................................................................................................................................... 21
10.0 Administration of Discretionary Relief ......................................................................................................................................................... 22
Applications and Evidence ................................................................................................................................................................................. 22
Granting of relief................................................................................................................................................................................................. 22
Variation and Revocation of a decision .............................................................................................................................................................. 23
Appeal rights ...................................................................................................................................................................................................... 23
11.0 The policy for granting Discretionary Relief................................................................................................................................................. 24
Charity Relief ......................................................................................................................................................................................................... 25
Mandatory Relief Recipients (Section 5) ............................................................................................................................................................ 25
Discretionary Relief – Non Profit Making Organisations (Section 6) .................................................................................................................. 26
Discretionary Relief – Recreation (section 7) ..................................................................................................................................................... 27
Rural Rate Relief.................................................................................................................................................................................................... 28
Mandatory Relief Recipients (section 8)............................................................................................................................................................. 28
Discretionary Relief only cases (section 9) ........................................................................................................................................................ 29
12.0 Proposed Scheme of Delegation ................................................................................................................................................................ 30
Granting, Varying, Reviewing and Revocation of Relief..................................................................................................................................... 30
Appeals .............................................................................................................................................................................................................. 30
Appendix I – Inland Revenue Community Amateur Sports Club Registration (CASC).......................................................................................... 31
Guidance Given to Clubs and Societies ................................................................................................................................................................ 31
1. Introduction ........................................................................................................................................................................................................ 32
2. This Guidance.................................................................................................................................................................................................... 32
3. Community Amateur Sports Clubs (CASCs)...................................................................................................................................................... 32
3.1 What kind of club can register as a CASC? ........................................................................................................................................... 32
3.2 Open to the whole community................................................................................................................................................................ 33
3.3
Discrimination........................................................................................................................................................................................ 33
3.4 Level of fees ........................................................................................................................................................................................... 33
3.5 Organised on an amateur basis ............................................................................................................................................................. 34
3.6 Non-profit making ................................................................................................................................................................................... 34
3.7 Ordinary benefits of an amateur sports club .......................................................................................................................................... 34
3.8 Application of assets on dissolution ....................................................................................................................................................... 35
3.9
Payments to members ........................................................................................................................................................................... 35
3.10 Main Purpose ............................................................................................................................................................................................. 36
3.11 Providing facilities....................................................................................................................................................................................... 37
3
__________________________________________________________________________________________________________________
3.12 Encouraging participation....................................................................................................................................................................... 37
3.13 Eligible sports ......................................................................................................................................................................................... 37
3.14 How to register as a CASC .................................................................................................................................................................... 38
3.15 What will be the effective date of registration?....................................................................................................................................... 38
3.16 Are CASCs charities?................................................................................................................................................................................. 38
3.17 The tax reliefs for registered CASCs.......................................................................................................................................................... 39
3.18 Claiming the tax reliefs ........................................................................................................................................................................... 40
3.19 Reliefs for donors ................................................................................................................................................................................... 41
3.20 Gift Aid ................................................................................................................................................................................................... 41
3.21 How to register for Gift Aid repayments ................................................................................................................................................. 42
3.22 Non-domestic rates relief for CASCs ..................................................................................................................................................... 42
3.23 De-registration........................................................................................................................................................................................ 42
29
4
__________________________________________________________________________________________________________________
1.0 Purpose of the Policy
30
1.1
The purpose of this policy is to determine the level of discretionary relief to be granted to certain defined ratepayers within the
Tewkesbury Borough area.
1.2
The Local Government Finance Act 1988 and subsequent legislation requires the council to grant mandatory relief for premises
occupied by charities and similar organisations that own or occupy them wholly or mainly for charitable purposes. Likewise certain
premises situated within a rural settlement area will be eligible for mandatory relief.
1.3
Whilst the council is obliged to grant relief to premises which fall within the mandatory category (and the council is subsequently
recompensed for any amounts granted), the council also has powers to grant discretionary relief to ratepayers subject to certain criteria
being met.
1.4
The range of premises that could potentially receive discretionary relief is wide. Depending on the type of premises and on the level of
relief, there would be a cost, which will need to be borne by the council tax payers of the borough.
1.5
Full details of the legislative requirements for both mandatory and discretionary relief are given within Section 2 of this policy.
1.6
This policy broadly consists of two parts:
a) the main policy document;
b) a scoring matrix used for the granting of relief to appropriate organisations.
1.8
The intention as suggested by Government is to have an established policy covering all aspects of the relief, which would be in place
(subject to changes in legislation) for a considerable period of time. Where organisations apply for relief they would be granted relief on
the basis of the agreed scoring matrix. It is envisaged that members will review the scoring matrix as the need arises due to changes in
legislation or funding criteria.
5
__________________________________________________________________________________________________________________
2.0 Legislative Background
Charity Relief
2.1
The powers relating to the granting of relief are given to the council under the Local Government Finance Act 1988 1 . Charities and
Trustees for charities are only liable to pay one fifth of the non domestic rates that would otherwise be payable where property is used
wholly or mainly for charitable purposes. This amounts to a relief of 80percent. For the purposes of the Act a charity is an organisation
or trust established for charitable purposes, whether or not it is registered with the Charity Commission. The provision has recently been
extended under the Local Government Act 2003 (effective from 1st April 2004) to registered Community Amateur Sports Clubs (CASCs).
2.2
The council has discretion to grant relief of up to a further 20percent for mandatory relief cases and up to 100percent of the amount for
non-profit making organisations meeting criteria set out in legislation. These criteria cover those whose objects are concerned with
philanthropy, religion, education, social welfare, science literature, the fine arts, or recreation.
31
Rural Rate Relief
2.3
From 1st April 1998, under powers originally granted to the council under the Local Government and Rating Act 1997 2 , certain types of
business in rural settlement, with a population below 3000 may qualify for mandatory rate relief of 50 per cent. Businesses that qualify
for this relief are the sole general store and the sole post office in the village, provided it has a Rateable Value of up to £8500; any food
shop with a Rateable Value of up to £8500; and the sole pub and the sole petrol station in the village, provided they have a Rateable
Value of up to £12500.
2.4
Councils have discretion to grant up to a further 50percent relief of the remaining rates on such property.
2.5
In addition to this the authority may decide to give up to 100 per cent relief to any other business (not in receipt of mandatory relief) in
such a rural settlement, with a Rateable Value of up to £16,500, if it is satisfied that the business is of benefit to the community and
having regard to the interests of its council taxpayers
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6
__________________________________________________________________________________________________________________
3.0 Background to Discretionary Relief
Introduction
32
3.1
The primary purpose of discretionary relief is to provide assistance where the property does not qualify for mandatory relief, although
discretionary relief can also be given to ‘top’ up cases where ratepayers already receive mandatory relief.
3.2
Where no mandatory relief is given then discretionary relief (subject to the criteria being met) can be granted up to 100percent of the
total rates liability. Where mandatory relief is granted, then discretionary relief can be granted up to the difference between the
mandatory relief and 100percent. For example, a charity qualifies for 80 percent mandatory relief, the council may award up to a further
20percent discretionary relief.
3.3
The range of bodies, which are eligible for discretionary rate relief, is wide and not all of the criteria laid down by the legislation will be
applicable in each case.
3.4
The council is obliged to consider carefully every application on its merits, taking into account the contribution that the organisation
makes to the amenities of the area. There is no statutory appeal process against any decision made by the council although as with any
decision of a public council, decisions can be reviewed by Judicial Review.
3.5
Granting of the relief falls broadly into the following categories:
o
o
3.6
Discretionary Relief – charity and non-profit making organisations. This is subdivided into
premises which are occupied ;
premises which are unoccupied – no charge is made in these cases;
Discretionary Relief – Rural Rate relief.
The decision to grant or not to grant relief is a matter purely for the council although the general principles are a matter of concern to
Government.
7
__________________________________________________________________________________________________________________
Charity Relief
Occupied premises
3.7
The following conditions must be met before the council can consider an application with regard to occupied premises:
Mandatory relief recipients
The ratepayer is a charity or trustees for a charity and the premises are wholly or mainly used for charitable purposes.
Non profit making organisations
The property is not an excepted 3 one and all or part of it is occupied for the purposes of one or more institutions or other organisations,
none of which is established or conducted for profit and each of whose main objects are charitable or are otherwise philanthropic or
religious or concerned with education, social welfare, science, literature or the fine arts; or
Sports clubs and societies
33
The property is not an excepted one and it is wholly or mainly used for purposes recreation, and all or part of it is occupied for the
purpose of a club, society or other organisation not established or conducted for profit.
Unoccupied premises
3.8
3
No charge is made where a property is subject to an unoccupied property rate so long, as it appears that when next in use it will be
used wholly or mainly for the purposes stated above. This also includes Community Amateur Sports Clubs (CASCs)
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8
__________________________________________________________________________________________________________________
Rural Rate Relief
3.9
Where premises are situated in a rural settlement 4 both mandatory and discretionary relief may be granted depending on the
circumstances.
3.10
Discretionary relief can be granted to premises as follows:

where mandatory rural rate relief is given – discretionary relief acts as a top up (0 percent – 50 percent) in a similar way to that
outlined within paragraph 3.2 above; and
where a premises does not receive mandatory relief, has a rateable value of £16,500 or less and:
o the premises are used for purposes which are of benefit to the local community;
o it would be reasonable to award relief having regard to the interests of persons liable to pay council tax
In this particular case discretionary relief can be granted up to 100 percent of the rate charge payable.
34
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9
__________________________________________________________________________________________________________________
4.0 Effect on the council’s finances
4.1
The granting of discretionary relief will in all circumstances involve a cost to the council. The National Non Domestic Rate Pool
maintained by Government will finance the cost of the relief as outlined below:
Relief Type
35
Charity Relief
Discretionary relief granted to Mandatory
Relief recipients
Non profit Making Organisations
Sports Clubs and societies
Rural Rate Relief
Discretionary relief granted to Mandatory
Relief recipients
Other premises within a rural settlement
under £16500 RV
% age cost to be borne by the NDR Pool
(Government)
%age cost to be borne by the council
25%
75%
75%
75%
25%
25%
75%
25%
75%
25%
4.2
Given the number of recipients and also the overall level of relief granted it is essential that the cost to the council is minimised
wherever possible.
4.3
Recommendations and costs for the future granting of the relief are contained within sections 11 and 12 of this document.
10
__________________________________________________________________________________________________________________
5.0 Charity Relief – mandatory relief recipients
General explanation
5.1
S43 of the Local Government Finance Act 1988 allows mandatory relief (80percent) to be granted on premises where the ratepayer is a
charity or trustees for a charity and the premises are wholly or mainly used for charitable purposes. No charge is made in respect of
unoccupied premises where as it appears that when next in use it will be used wholly or mainly for those purposes.
5.2
The legislation has been amended by the Local Government Act 2003 (effective from 1 April 2004) to include registered 5 Community
Amateur Sports Clubs (CASC). These organisations can now receive the mandatory (80percent) relief.
5.3
As outlined within Section 4, where mandatory relief has already been granted, any discretionary relief granted would be borne in the
main by the council. 75percent would be met by council taxpayers and 25percent only would be financed from Government
Charity registration
36
5.4
Charities are defined within the legislation as being an institution 6 or other organisation established for charitable purposes only or by
persons administering a trust established for charitable purposes only.
5.5
The question as to whether an organisation is a charity may be resolved in the majority of cases by reference to the register of charities
maintained by the Charity Commissioners under s.4 of the Charities Act 1960. Entry in the register is conclusive evidence. By definition,
under the Non Domestic Rating legislation, there is no actual need for an organisation to be a registered charity to receive the relief and
this has been supported by litigation 7 , however in all cases the organisation must fall within the following categories:
trusts for the relief of poverty;
trusts for the advancement of religion;
trusts for the advancement of education; and
trusts for other purposes beneficial to the community, but not falling under any of the preceding heads.
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5.6
Certain organisations are exempted from registration generally and are not required to make formal application to the Charity
Commissioners these are:
the Church Commissioners and any institution administered by them;
any registered society within the meaning of the Friendly Societies Acts of 1896 to 1974 ;
units of the Boy Scouts Association or the Girl Guides Association; and
voluntary schools within the meaning of the Education Acts of 1944 to 1980
foundation schools within the meaning of the School Standards and Framework Act 1998.
5.7
The council would consider charitable organisations, registered or not, for mandatory relief.
Use of premises – wholly or mainly used
Irrespective of whether an organisation is registered as a charity or not, the premises must be wholly or mainly used for charitable
purposes. This is essential if any relief (either mandatory or discretionary) is to be granted. In most cases this can be readily seen by
inspection but on occasions the council has had to question the actual use to which the premises are to be put.
5.9
Guidance from the Department of Communities and Local Government has stated that in the case of ‘mainly’, at least 51percent must
be used for charitable purposes whether of that charity or of that and other charities.
37
5.8
5.10 As part of the Revenues and Benefits Division’s working practices, an inspection of the premises is made each time an application is
received.
5.11
The following part of this section gives details on typical uses where relief may be given plus additional criteria that have to be satisfied.
The list is not exhaustive but gives clear guidance on premises for which mandatory relief can be granted and therefore premises which
could be equally considered for discretionary rate relief.
Offices, administration and similar premises
5.12
Premises used for administration of the Charity including:
offices;
meeting rooms;
conference rooms.
12
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Charity shops
5.13
Charity shops are required to meet additional legislative criteria if they are to receive mandatory (and therefore discretionary) relief.
Section 64(10) of the Local Government Finance Act 1988 provides that a property is to be treated as being wholly or mainly used for
charitable purposes at any time if, at the time, it is wholly or mainly used for the sale of goods donated to a charity and the proceeds of
the sale of the goods (after any deduction of expenses) are applied for the purposes of the charity.
5.14
Again, in order to ascertain whether an organisation meets these requirements, inspections are made by staff when an application is
received
Premises already receiving Mandatory Relief
5.15
38
The council has granted mandatory relief from charitable organisations such as:
village halls;
community halls;
museums;
swimming pools;
leisure centres;
scouts / guides.
13
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6.0 Discretionary Relief – Non Profit Making Organisations
General explanation
39
6.1
The legislation 8 allows the council to grant discretionary relief where the property is not an excepted one and all or part of it is occupied
for the purposes of one or more institutions or other organisations none of which is established or conducted for profit and each of
whose main objects are charitable or are otherwise philanthropic or religious or concerned with education, social welfare, science,
literature or the fine arts.
6.2
Relief cannot be granted to any premises occupied by the council, the county council or any parish council (excepted premises).
6.3
A number of issues arise from the term ‘not established or conducted for profit’. This requires the council to make enquiries as to the
overall purpose of the organisation although if surpluses and such amounts are directed towards the furtherance or achievement of the
objects of the organisation then it does not necessarily mean that the organisation was established or conducted for profit. 9
6.4
Where the council grants discretionary relief under this part of the legislation (no mandatory relief will be given by definition), the
majority of the cost of any amount granted will be borne by Central Government. As highlighted within Section 4 of this document, the
NDR pool meets 75percent of any relief granted with the balance of 25percent being met by council tax payers of the Borough.
Premises already receiving Discretionary relief
6.5
At the present time the council gives relief to the following premises in this category:
x village halls;
x community centre.
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7.0 Discretionary Relief – Recreation
General explanation
7.1
Sports clubs have been subject to considerable scrutiny in respect of rate relief over the last few years. This has culminated in changes
to the legislation, which allow registered Community Amateur Sports Clubs (CASCs) to qualify for mandatory relief. This is in direct
response to clubs asking for certainty over liabilities (mandatory relief being established by right rather than by application).
7.2
Ideally all clubs should be encouraged to apply for CASC status, which would automatically entitle them to 80percent relief while at the
same time ensuring that no cost of the relief is taken on by the council.
7.3
Full details of the CASC criteria laid down by HMRC are given within Appendix III of this report.
7.4
Sports clubs can also apply to the Charity Commissioners for registration as a charity (thereby falling under the mandatory provisions)
where they meet the following conditions:
40
a. the promotion of community participation in healthy recreation and by the provision of facilities for the playing of particular
sports;
b. The advancement of the physical education of young people not undergoing formal education.
7.5
Again as with CASC registered clubs, 80percent mandatory relief would be given if they were registered as a charity. It is generally
recognised however that very few clubs take up full charity registration.
7.6
Where sports clubs do not meet the CASC requirement, and are not registered charities, discretionary relief can be granted (0100percent) where the property is not an excepted one, it is wholly or mainly used for purposes of recreation and all or part of it is
occupied for the purpose of a club, society or other organisation not established or conducted for profit.
7.7
If discretionary relief is given to sports clubs who receive mandatory relief, then the local taxpayers would have to finance 75percent of
all sums granted and Government would meet the remaining 25percent of the relief. If mandatory relief is not granted, then any
discretionary relief given would be met as follows:
75percent NDR pool;
25percent local council tax payers.
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Definition of Recreation
7.8
Recreation is clearly defined by the Sports Council as any of the following 10
41
Aikido
American Football
Angling
Archery
Arm Wrestling
Association Football
Athletics
Australian Rules Football
Badminton
Ballooning
Baseball
Basketball
Baton Twirling
Biathlon
Bicycle Polo
Billiards and Snooker
Bobsleigh
Boccia
Bowls
Boxing
Camogie
Canoeing
Caving
Chinese Martial Arts
Cricket
Croquet
Crossbow
Curling
Cycling
Disability Sport
Dragon Boat Racing
Equestrian
Fencing
Fives
Flying
Gaelic Football
Gliding
Golf
Gymnastics
Handball
Hang/Para Gliding
Highland Games
Hockey
Horse Racing
Hovering
Hurling
Ice Hockey
Ice Skating
Jet Skiing
Ju Jitsu
Judo
Tang Soo Do
Tenpin Bowling
Trampolining
Triathlon
Tug of War
Unihoc
Volleyball
Water Skiing
Weightlifting
Wrestling
Yoga
Real Tennis
Roller Hockey
Roller Skating
Rounders
Rowing
Rugby League
Rugby Union
Sailing
Sand/Land Yachting
Shinty
Shooting
Skateboarding
Skiing
Skipping
Snowboarding
Softball
Sombo Wrestling
Squash
Skater/Street Hockey
Sub-Aqua
Surf Life Saving
Surfing
Swimming & Diving
Table Tennis
Taekwondo
Kabaddi
Karate
Kendo
Korfball
Lacrosse
Lawn Tennis
Life Saving
Luge
Modern Pentathlon
Motor Cycling
Motor Sports
Mountaineering
Movement, Dance, Exercise
& Fitness
Netball
Orienteering
Parachuting
Petanque
Polo
Pony Trekking
Pool
Quoits
Racketball
Rackets
Raquetball
Rambling
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Access to clubs
Guidance issued by the Department for Communities and Local Government also requires the council to consider access to clubs within
the community before granting discretionary relief.
7.10
Membership should be open to all sections of the community. There may be legitimate restrictions placed on membership which relate
for example to ability in sport or to the achievement of a standard in the field covered by the organisation, or where the capacity of the
facility is limited, but in general membership should not be exclusive or restrictive.
7.11
Membership rates should not be set at such a high level as to exclude the general community. However, membership fees may be
payable at different rates that distinguish the different classes of membership such as juniors, adults, students, pensioners, players,
non-players, employed and unemployed. In general, the club or organisation must be prepared to show that the criteria by which it
considers applications for membership are consistent with the principle of open access.
7.12
The council also asks the following question to help establish the level of access ‘Does the organisation actively encourage membership
from particular groups in the community e.g. young people, women, older age groups, persons with disability, ethnic minorities’ etc?’ –
Where an organisation encourages such membership, the council looks more sympathetically at their application. Likewise where
facilities are made available to people other than members e.g. schools, casual public sessions etc, the council will generally grant
relief.
42
7.9
Provision of facilities
7.13
Clubs which provide training or education are encouraged as are those who provide schemes for particular groups to develop their skills
e.g. young people, the disabled, retired people.
7.14
A number of organisations run a bar. The mere existence of a bar should not in itself be a reason for not granting relief. However the
council focuses on the main purpose of the organisation. The council is encouraged to examine the balance between playing and nonplaying members. Likewise the level of bar profits is considered to be a gauge of how much relief should be given and the need for
assistance.
7.15
Within this area the council also considers whether the facilities provided relieve the council of the need to do so, or enhance and
supplement those that it does provide.
17
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Other considerations
7.16
The council encourages the organisation to be affiliated to local or national and again this helps in dictating the overall level of relief.
7.17
Of essential importance is whether membership is drawn from people mainly resident in the billing council’s area.
7.18
There are other conditions, which may encourage the council to grant relief, and all organisations are encouraged to specify these when
making an application for discretionary relief.
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18
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8.0 Discretionary Relief – premises within rural settlements
General explanation
8.1
Mandatory rural rate relief of 50percent can be granted to the following premises where they are situated within a rural settlement 11 for
the following circumstances;
qualifying general stores and qualifying post offices with a rateable value of £8500 or less; or
qualifying public houses and petrol filling stations with a rateable value of £12500; or
qualifying rural food shops with a rateable value of £8500.
8.2
Discretionary relief may be granted to ‘top up’ the 50percent mandatory relief given to the above premises in a similar way to provisions
already detailed within the previous sections.
8.3
In addition the Local Government and Rating Act 1997 allows discretionary relief of up to 100percent to be granted where the rateable
value is £16500 or less and
44

property is used for purposes which are of benefit to the local community, and
it would be reasonable for the billing council to award relief, having regards to the council’s council taxpayers
8.4
As with all discretionary relief part of the cost is met by Central Government and the balance from local sources. In the case of Rural
rate relief, 75percent is met from the NDR pool and 25percent from local taxpayers.
8.5
The main criteria for granting discretionary relief in respect of rural rate relief is that premises are used to benefit the local community.
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Benefit to the local community
8.6
Whilst each application for the relief will be considered on its own merits there are certain factors which weigh heavily in the decision
making process. It is this council's belief that the spirit of the legislation is to assist businesses and amenities which contribute
significantly to the quality of life of the people who have their main home in the rural settlement.
8.7
To be successful for consideration, a business must show that its existence is a significant benefit to the local community with the
majority of local residents directly benefiting from services or facilities provided by that business.
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9.0 Discretionary Relief – EU requirements
9.1
European Union competition rules generally prohibit Government subsidies to businesses. Relief from taxes, including non-domestic
rates, can constitute state aid. The council must bear this in mind when granting discretionary rate relief.
9.2
Rate relief for charities and non-profit making bodies is not generally considered to be state aid, because the recipients are not in
market competition with other businesses. However, if the charities or non-profit making bodies are engaged in commercial activities or
if they are displacing an economic operator or if they have a commercial partner, rate relief could constitute state aid.
9.3
Where the relief to any one business is greater than the equivalent of €160,000 (£120,000) over three years. Then permission will need
to be obtained from the European Commission. In such cases the matter will be referred to the Department for Communities and Local
Government for advice and then referred back to the council for consideration
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10.0 Administration of Discretionary Relief
10.1
The following section outlines the procedures followed by officers in granting, amending or cancelling discretionary relief. This is
essentially laid down by legislation 12 .
Applications and evidence
10.2
Discretionary rate relief must be applied for in writing by the ratepayer. Application forms are produced within the revenues department
and issued to all ratepayers requesting the relief. All applications are acknowledged in accordance with normal targets for responding to
correspondence. At this initial stage an estimate is given to the ratepayer of the likely timescale for deciding relief.
10.3
In all cases organisations are required to provide a completed application form plus such evidence, documents, accounts, financial
statements etc necessary to allow the council to make a decision. Where insufficient information is provided, despite reminders, then no
relief will be granted.
Granting of relief
47
10.4
In all cases the council must notify the ratepayer of decisions made.
10.5
Where an application is successful, then the following is notified to them in writing:
x
x
x
x
x
10.6
12
the amount of relief granted and the date from which it has been granted;
if relief has been granted for a specified period, the date on which it will end;
the new chargeable amount;
the details of any planned review dates and the notice that will be given in advance of a change to the level of relief granted;
a requirement that the applicant should notify the council of any change in circumstances that may affect entitlement to relief.
Where relief is not granted then the following information is provided, again in writing:
an explanation of the decision within the context of the council’s statutory duty;
an explanation of the appeal rights (see 10.11).
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10.7
Relief is to be granted from the beginning of the financial year in which the decision is made. When considering backdating
discretionary relief, providing an application is received by the 30th September in the current financial year, consideration may given to
backdating an award of discretionary relief to the 1st April in the previous financial year.
10.8
Relief will essentially be granted in fixed periods of one year with re-applications required from organisations as decided necessary.
Variation and Revocation of a decision
10.9
Variations in any decision will be notified to ratepayers as soon as practicable and will take effect as follows:
where the amount is to be increased due to a change in rate charge – from the date of the increase in rate charge;
where the amount is to increase for any other reason – takes effect at the expiry of a financial year, and so that at least one year’s
notice is given;
where the amount is to be reduced due to a reduction in the rate charge – from the date of the decrease in rate charge;
where the amount is to be reduced for any other reason – takes effect at the expiry of a financial year, and so that at least one
year’s notice is given.
48
10.10 A decision may be revoked, and the change will take effect at the expiry of a financial year, and at least one year’s notice must be
given.
Appeal rights
10.11 While there is no formal right of appeal except by judicial review, we are advised by the Department for Communities and Local
Government to constitute a review panel of members where a decision is appealed and where the original decision has been made by
officers under delegated powers.
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11.0 The policy for granting Discretionary Relief
11.1
It is essential that discretionary relief is granted in accordance with legislative requirements and taking into account the overall benefit to
the borough.
11.2
The following matrices show the recommended policy for granting discretionary relief. The amount of relief granted will be dependant on
the following key factors:
is the organisation is entitled / or could be entitled to mandatory relief 13 ?
are the premises of benefit to residents of the borough?
does the use of the premises relieve the borough of providing similar facilities?
does the organisation provide special facilities to certain priority groups such as elderly, disabled, minority groups,
disadvantaged groups?
e. the percentage level of funding for the organisation available by commercial means e.g. bar profits , sales of merchandise
etc;
f. in the case of clubs etc, is the organisation available and open to all members of the public within the borough area?
g. in the case of rural rate relief, is the organisation of significant benefit to that rural community?
h. charity shops will not be eligible for discretionary relief;
i. rural post offices, eligible for mandatory relief, will automatically receive 50percent discretionary relief;
j. rural shops, eligible for mandatory relief, will automatically receive 50percent discretionary relief.
a.
b.
c.
d.
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Charity Relief
Mandatory relief recipients (Section 5)
Mandatory Relief
Granted
Amount of relief
80%
Percentage of Discretionary Relief to be granted 14
Are the premises of
direct benefit to
residents of the
borough? If yes
consider making the
award, if no then the
application is refused.
Yes
10%
50
No
Does the use of the
premises relieve the
borough of providing
facilities?
Does the organisation
provide facilities to priority
groups/
What percentage of finances of
the organisation are raised
through commercial activities/
Yes
5%
Yes
5%
0-15%
0%
No
0%
16% - 30%
No
No
discretionary
relief to be
granted
31% - 50%
Greater
50%
No reduction
in relief
Reduction of
10% in relief
Reduction of
15% in relief
than No
Discretionary
Relief to be
granted and
the
application is
rejected.
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Discretionary Relief – non profit making organisations (Section 6)
51
Does the
Does the use of
Could the organisation Are the premises of
organisation
the premises
meet the criteria for
apply for mandatory
direct benefit to
provide facilities
relieve the
relief?
status? 16
residents of the
to priority groups/
borough of
borough? If yes
providing
consider making the
facilities?
Yes
70%
Yes
Yes
Yes
No relief to Yes
10%
10%
10%
be granted
No
No
No
No
No
Discretionary No
No
0%
0%
discretionary
Relief
discretionary
relief to be
applicable
relief to be
granted
granted
What percentage of
finances of the
organisation are raised
through commercial
activities/
0-15%
16-30%
31-50%
Greater
than 50%
No reduction
in relief
Reduction of
10% in relief
Reduction of
20% in relief
No
Discretionary
Relief to be
granted and
the
application is
rejected
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Community Amateur Sports Clubs
Discretionary Relief – recreation (section 7)
Does the
organisation meet
the criteria for
relief?
Yes 60%
52
No
No disc.
relief to be
granted
Is membership
Could the
Are the premises of Does the use
Is the
open to all
of the
organisation apply organisation
direct benefit to
borough
premises
for CASC
affiliated to a residents of the
residents?
relieve the
status? 18
borough? If yes
recognised
borough of
national body consider making
providing
the award, if no
then the application facilities?
is refused.
Yes No relief to Yes
Yes 10%
Yes
Yes 10%
10%
10%
be granted
No
Disc.
Relief
applicable
No
0%
No
No disc.relief No
to be granted
No
0%
No disc.
relief to
be
granted
Does the
organisatio
n provide
facilities to
priority
groups
What percentage of
finances of the
organisation are raised
through commercial
activities
Yes
10%
0-15%
No
0%
16-30%
31-50%
Greater
than
50%
No
reduction in
relief
Reduction
of 10% in
relief
Reduction
of 20% in
relief
No Relief,
application
is rejected
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Rural Rate Relief
Mandatory Relief Recipients (section 8)
Mandatory Relief
Granted
Amount of Relief
50%
Percentage of Discretionary Relief to be granted
53
Are the premises of
direct benefit to
residents? If yes
consider making the
Yes
20%
No
No
discretionary
relief to be
granted
Does the use of the
premises relieve the
Borough of providing
facilities?
provide facilities to priority
groups within that Rural
Settlement?
Yes
No
Yes
No
10%
0%
20%
0%
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Discretionary Relief – Rural (section 9)
Could Mandatory Relief status
be granted
Yes
No discretionary relief
to be granted except as
part of mandatory claim
No
Discretionary
may be granted
Percentage of Discretionary Relief to be granted
Are the premises of benefit
to residents of the Rural
Settlement in which it is
situated? If yes continue
with the application, if no
refuse application for the
discretionary relief.
Relief Yes
70%
54
No
Does the use of the Does the organisation provide
premises relieve the facilities to priority groups within
Borough of providing that Rural Settlement?
facilities?
Yes
No discretionary No
relief
to
be
granted
10%
Yes
20%
0%
No
0%
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12.0 Proposed Scheme of Delegation
Granting, Varying, Reviewing and Revocation of Relief
It is proposed that under powers given to the council by section 223 of the Local Government Act 1992, that all permissions for the
granting, varying, reviewing and revocation of discretionary relief given under the Local Government Finance Act 1988, the Local
Government and Rating Act 1997 and the Local Government Act 2003 be delegated to the Revenues and Benefits Manager.
13.2
The method of administration shall be that laid down within this policy document. The level of the discretionary relief shall be calculated
in accordance with the matrices given within this policy document.
13.3
The policy for granting relief will be reviewed where there is a substantial change to the legislation or funding rules. At such time a
revised policy will be brought before the relevant committee / portfolio holder
13.4
The amount of funding to be provide by the Council in respect of discretionary relief granted shall be determined by the Head of
Corporate Finance and approved by Council in the normal budgeting process
55
13.1
Appeals
13.5
Where the council receives a written appeal from the ratepayer regarding the granting, non-granting or amount of any discretionary
relief, in line with Department for Communities and Local Government guidelines the case will initially be reviewed by the Revenues and
Benefits Manager. If he or she upholds the original decision then the appeal will automatically be referred to the Head of Corporate
Finance to consider. Where a decision is revised then the ratepayer shall be informed likewise if the original decision is upheld.
13.6
Where a further written appeal is made, the matter shall be referred to a panel of members (consisting of not less than three Council
members) for a decision to be made. The person making the appeal may wish to attend the appeal hearing to make their case and
answer any further questions the panel members may have. They may wish to appoint a representative to attend the appeal to make
their case and answer any questions the panel may have.
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Appendix I – Inland Revenue Community Amateur Sports Club Registration (CASC)
Guidance Given to Clubs and Societies
56
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1. Introduction
1.1.1
With effect from April 2002 many local amateur sports clubs will be able to register with HMRC as Community Amateur Sports Clubs
(CASCs) and benefit from a range of tax reliefs, including Gift Aid.
2. This Guidance
2.1.1
This guidance is intended to help sports clubs and their supporters understand the new rules and take advantage of the new scheme
announced in Budget 2002. It explains the rules that apply to clubs that want to register as CASCs with HMRC. It does not deal with the
requirements that clubs need to satisfy to secure registration as a charity.
2.1.2
Details of the legislation can be found in Schedule 18, Finance Act 2002.
3. Community Amateur Sports Clubs (CASCs)
57
3.1
What kind of club can register as a CASC?
3.1.1
Sports clubs that are formally constituted and that meet certain requirements will be able to register.
3.1.2
The definition of a CASC is set out in the legislation. It is designed to give relief to clubs that:
are open to the whole community
are organised on an amateur basis
have as their main purpose providing facilities for, and promoting participation in one or more eligible sports
3.1.3
Your club will not qualify if, for example:
the sports councils do not recognise the sport in which the club is engaged,
where your facilities are controlled by a Ltd Company, which is separate from the sports club then only the underlying sports club
can register,
you do not have your own membership,
you provide facilities for others, but do not promote and encourage the sport for your own membership,
your main purpose is not the provision of facilities for and promotion of participation in an eligible sport.
32
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3.2
Open to the whole community
3.2.1
A club is open to the whole community if:
membership of the club is open to all without discrimination
the club’s facilities are available to members without discrimination, and
any fees are set at a level that does not pose a significant obstacle to membership or use of the club’s facilities
3.3
Discrimination
Discrimination includes indirect discrimination and includes:
discrimination on grounds of ethnicity, nationality, sexual orientation, religion or beliefs
discrimination on grounds of sex, age or disability, except as a necessary consequence of the requirements of a particular sport
3.3.2
This does not prevent a club from having different classes of membership depending on:
the age of the member
whether the member is a student
whether the member is waged or unwaged
whether the member is a playing or a non-playing member
how far from the club the member lives or
any restriction on the days or times when the member has access to the club’s facilities
3.3.3
If a club effectively discriminates by only accepting members who have already reached a certain standard, rather than seeking to
promote the attainment of excellence by enhancing access and the development of sporting aptitude, then it does not have an open
membership policy. So, a club selecting members on the basis of existing attainment would not come within the CASC requirements.
3.3.4
Clubs can refuse or revoke membership, on non-discriminatory grounds, where the membership, or continued membership of the
person concerned would be likely to be contrary to the best interests of the sport or the good conduct and interests of the club
3.3.5
Although clubs should be open to all without discrimination, single sex clubs may be permitted where such restrictions are not
discriminatory in intent but a genuine result of physical restraints (such as changing room facilities) or the requirements of the sport.
3.4
Level of fees
3.4.1
A club's fees should be set at such a level that does not pose a significant obstacle to membership or use of facilities. The legislation
does not specify what an acceptable level is, however clubs should bear in mind that the object of the scheme is to enable all of the
community to participate in sports. So fees must be set at a level that most members of the community are able to afford.
58
3.3.1
33
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59
3.4.2
Some sports, for example offshore yacht racing or polo, are inherently expensive and that tends to restrict participation. Clubs involved
with inherently expensive sports that want to register as CASCs will need to be able to demonstrate that membership and participation
is within the financial reach of the wider community. This might be achieved by using other income to cross-subsidise fees or by the club
making club-owned equipment available for use by members at reduced rates.
3.4.3
Example. Dinghy sailing does not require significant wealth, but even a basic second-hand boat and safety equipment can cost several
hundred pounds. If a club required all members to own their own boats this would present a significant obstacle to membership for
many people. However, if the club made a boat and equipment available to members for hire at modest rates this obstacle would be
removed.
3.5
Organised on an amateur basis
3.5.1
A club is organised on an amateur basis if:
it is non-profit making
it provides for members and their guests only the ordinary benefits of an amateur sports club, and
its governing document requires any net assets on the dissolution of the club to be applied for approved sporting or charitable
purposes
3.6
Non-profit making
3.6.1
3.6.2
A club is non-profit making if its governing document requires any surplus income or gains to be reinvested in the club. Surpluses or
assets cannot be distributed to members or third parties.
This does not prevent donations by the club to charities or to other clubs that are registered as community amateur sports clubs.
3.7
Ordinary benefits of an amateur sports club
3.7.1
The ordinary benefits of an amateur sports club are:
provision of sporting facilities
reasonable provision and maintenance of club-owned sports equipment
provision of suitably qualified coaches
provision, or reimbursement of the costs, of coaching courses
provision of insurance cover
provision of medical treatment
reimbursement of reasonable travel expenses incurred by players and officials travelling to away matches
34
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reasonable provision of post-match refreshments for players and match officials
sale or supply of food or drink as a social adjunct to the sporting purposes of the club
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3.8
Application of assets on dissolution
3.8.1
The governing document of the club should make it clear how its assets will be applied in the event of dissolution. The CASC legislation
requires that the assets be applied for approved sporting or charitable purposes. The term “approved sporting or charitable purposes”
means any of the following as may be approved by the members of the club in general meeting or by the members of the club’s
governing body:
the purposes of the sport’s governing body for use in related community sport,
the purposes of another CASC,
the purposes of a charity.
3.8.2
Even small, seemingly innocuous, departures from this precise wording such as “charitable or benevolent purposes” may mean that this
requirement is not met.
3.8.3
The following examples would be unacceptable for a CASC
provision for the assets to be divided amongst the members
no provision at all for the assets on dissolution
provision for assets to be given to non-charitable or not for profit organisation, or
provision for the assets to pass to what the club deems to be an approved sporting body
3.8.4
HMRC has no objection to a club having a dissolution clause that provides for repayment of any unspent grant to be made to a grant
making body, where this was a condition of the original grant.
3.8.5
Once the contractual obligation to repay any unspent grant had been met the residual surplus must be applied for approved sporting or
charitable purposes as outlined above.
3.9
Payments to members
3.9.1
A club is allowed to:
enter into agreements with members for the supply to the club of goods or services, or
employ and pay remuneration to staff who are also members of the club
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provided the terms are approved by the governing body of the club without the member concerned being present and are agreed
with the member on an arm’s length basis.
So, a club would be able to pay members for services such as coaching or grounds maintenance as long as the conditions above were
satisfied. We would not normally expect a CASC to pay members to play. However, some small payments to some members for playing
may be acceptable as long as the object of paying players is to encourage wider participation in the sport. A club which pays players
simply to achieve competitive success will not meet the qualifying criteria.
3.9.3
Example 1. A cricket club pays a member for his services as a groundsman. The rates of pay are reasonable and negotiated at arms
length. This would be acceptable.
3.9.4
Example 2. An amateur football club pays two professional players to play in a league. In addition to their playing duties the two players
have coaching and development roles with the club’s junior squads which are open to all, regardless of ability. Again, this would be
acceptable.
3.9.5
Example 3. A rugby club fields three teams that play in league tournaments. The first team players are engaged on full-time professional
playing contracts. While they are required to undertake a small number of promotional activities they do not have any coaching or junior
development role. This would be unlikely to be accepted as a CASC.
61
3.9.2
3.10 Main Purpose
3.10.1 The main purpose of the club must be to:
provide facilities for, and
encourage participation in one or more eligible sport
3.10.2 The club’s governing document must make it clear that this is the club’s main object. That does not rule out the club having social
members, but we would expect the substantial majority of the club’s activities to be directed at furthering the main object. Where a club's
social activities are disproportionately large, that might call into question whether the club meets the main purpose requirement. This
might be the case where only a minority of the club’s members actively participate in the sport concerned.
3.10.3 The club must be engaged in providing facilities and encouraging participation.
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3.11 Providing facilities
3.11.1 The club does not have to own the facilities for participating in eligible sports. So, a club that regularly hires facilities at a Local Council
leisure centre to enable members to participate would be providing facilities. Similarly, a club that provides equipment and organisation,
without providing premises, might be eligible.
3.11.2 Example 1. A swimming club that regularly hires pools to hold lessons and training sessions would be likely to qualify.
3.11.3 Example 2. A cycling club that organises social and training rides and open competitions without having any premises would be likely to
qualify.
3.12
Encouraging participation
3.12.1 The club’s emphasis must be on encouraging all members to participate regardless of their ability. So, a club that pursues a team sport
might field a number of teams, ranging in ability from recreational and novice players up to a reasonably high competitive standard. This
would be acceptable as long as the overall emphasis was on participation. A club that only allowed participation at an elite level with
other members being spectators rather than players would not be acceptable.
62
3.12.2 In order to qualify as a CASC the majority of a clubs membership must participate in an eligible sport. A participating member is not
merely restricted to a member who plays, but includes those engaged in activities such as coaching, managing, preparing surfaces,
refereeing, supervision of juniors, indeed broadly any non-paid work undertaken on behalf of the club. The club might also have junior
members (who are not included as members), but who are participating in the sport.
3.12.3 Certain classes of members, such as family members, who will generally have joined in furtherance of the sporting activities and not
primarily to enjoy social benefits, can also be included.
3.13
Eligible sports
3.13.1 Eligible sports are defined by Treasury Order, by reference to the Sports Councils’ list of recognised activities.
3.13.2 HMRC cannot consider applications from clubs whose sport is not on the Sports Councils’ list. Any requests for new activities to be
added to the list should be addressed to the Sports Councils, not to HMRC.
37
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3.14
How to register as a CASC
3.14.1 To register as a CASC you need to apply to Inland Revenue Sports Club Unit with the following information:
a copy of the CASC’s governing document - this might be a constitution, Rules or Memorandum & Articles of Association
a copy of the CASC’s latest accounts
a copy of any prospectus, member’s handbook, rule book etc
3.14.2 We will let you know when we have registered the club as a CASC and tell you what date it is registered from.
3.14.3 We might refuse to register some clubs as CASCs, or register them only after they have changed their rules. If you disagree with our
decision, either to not register or to register from a later date, there is provision for you to appeal against our decision. We will provide
details of how to appeal when we tell you our decision.
3.15
What will be the effective date of registration?
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3.15.1 The legislation gives HMRC discretion to make registration effective from a date before the application is received. Normally, we will
register a club with effect from the beginning of the accounting period in which it applies, provided it met the qualifying requirements
throughout that period.
3.15.2 Where a club has had to change its rules to meet the criteria, we will only register the club with effect from the date the new rules were
formally adopted.
3.15.3 No registration will be effective before 1 April 2002.
3.16 Are CASCs charities?
3.16.1 A sports club that is registered as a CASC is not a charity. However, it is open to any sports club to apply to the Charity Commission
("CC") for registration as a charity. While it is possible for a club to be a CASC and a charity the trading activities that a CASC can carry
on may be a bar to charitable status.
3.16.2 The CC will consider registering as charities those sports clubs, in England and Wales, that seek to encourage community participation
in healthy recreation for the public benefit.
3.16.3 Sports clubs in Scotland or Northern Ireland may apply to HMRC to be accepted as a charity for tax purposes. We would expect the
principles of the CC guidance to apply to Scottish and Northern Irish organisations applying to HMRC for recognition of their charitable
status.
38
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3.17 The tax reliefs for registered CASCs
3.17.1 Sports clubs of the kind that are eligible to register as CASCs are treated as companies for tax purposes. Consequently, their profits
may be chargeable to Corporation Tax.
3.17.2 Sports clubs that are registered as CASCs will be able to claim the following tax reliefs:
exemption from Corporation Tax on profits from trading where the turnover of the trade is less than £30,000
exemption from Corporation Tax under Schedule A on income from property where the gross income is less than £20,000
exemption from Corporation Tax on interest received
exemption from Corporation Tax on chargeable gains
3.17.3 All of the exemptions depend upon the club having been a registered CASC for the whole of the relevant accounting period and the
income or gains being used only for qualifying purposes.
64
3.17.4 If the club has only been a registered CASC for part of an accounting period the exemption amounts of £15,000 (for trading) and
£10,000 (for income from property) are reduced proportionately. Only interest and gains received after the club is registered are
exempted.
3.17.5 "For qualifying purposes" means for the purposes of providing facilities for, and promoting participation in, one or more eligible sports.
This may extend to some investments of surplus funds where those investments are clearly commercial in nature and made for the
financial benefit of the CASC.
3.17.6 Where a CASC spends its income or gains in ways that are not qualifying purposes there are rules that restrict the CASC’s exemption
from tax. For example, if a CASC spent half of its income in ways that were non-qualifying we would restrict its tax exemptions to half its
income. This would not affect income that would not be taxable anyway.
3.17.7 CASCs, of course, will also benefit from the new £10,000 nil rate band for corporation tax.
3.17.8 Example 1. CASC 1 runs a trade with turnover of £10,000, has rental income of £5,000 and interest of £500. All of the income is applied
for qualifying purposes. The trade and rental income is below the relevant limits. All the income is applied for qualifying purposes and is
consequently exempt from tax.
39
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3.17.9 Example 2. CASC 2 runs a trade with turnover £20,000, profit £6,000. Because the turnover exceeds the £15,000 limit the profit is
potentially taxable. CASC 2 also has gross rental income of £12,000, net £4,000. Because the gross rental income is above the
exemption limit it is potentially taxable. Because the total taxable income of £10,000 falls within the nil rate band no tax is payable.
3.17.10 Example 3 CASC 3 lets part of its premises to other organisations and receives rental income of £9,000 per annum. Its accounting
period ends on 30 June and it obtains registration as a CASC with effect from 1 December 2002. The property income for the period 1
December 2002 to 30 June 2003 will amount to £5250 (£9,000 x 7/12). The exemption is also reduced proportionally but, as the limit is
£5833 (£10,000 x 7/12), the income of £5250 for the first CASC period of registration will be exempt.
3.17.11 Example 4 CASC 4 is entitled, in a particular accounting period, to exemption on the following sources of income,
Bank interest
£6,000
Income from property (gross)
£5,000
Gift Aid income (gross)
£15,000
total
£26,000
65
The club also has income of £5,000 membership fees.
During the accounting period the club spends £7,000 on a non-qualifying purpose.
The calculation of the reduction of income, which is available for relief is as follows,
£26,000 : (£26,000 x £7,000 / £31,000) = £26,000 - £5870 = £20,130
HMRC will determine which source of income (£5870) will be brought back into charge to corporation tax. However, the club can, within thirty
days of being notified of this, specify which income or gains it wants brought back into charge.
NB: As CASC 4 has no other taxable income, the income of £5870 is charged at nil corporation tax rate.
3.18
Claiming the tax reliefs
3.18.1 Where a CASC receives a CTSA tax return the relief can be claimed in the return. However, most clubs will not receive a CTSA tax
return each year. If the club has had tax deducted from its income, or if it has received Gift Aid payments, it will be able to claim a
repayment from Inland Revenue Sports Clubs Unit.
3.18.2 If you think that your club is liable to tax, but it has not received a notice to file a tax return you should ask Inland Revenue Sports Clubs
Unit to send you a return.
40
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3.19
Reliefs for donors
3.19.1 There is a range of tax reliefs to encourage individuals and companies to support CASCs.
3.19.2 Individuals can make gifts to CASCs using the Gift Aid scheme
3.19.3 Individuals can obtain relief from Inheritance Tax for gifts to CASCs. Gifts will not form part of the donor's estate for inheritance tax
purposes, in the same way as gifts to charity.
3.19.4 Businesses that give goods or equipment that they make, sell or use get relief for their gifts. They do not have to bring any disposal
amount into account, but can still obtain relief for the cost, for tax purposes.
3.19.5 Gifts of chargeable assets to CASCs by individuals or companies are treated as giving rise to neither a gain nor a loss for Capital Gains
purposes.
3.19.6 There are rules to prevent the exemptions for CASCs and the donor reliefs being used for tax avoidance purposes.
66
3.20
Gift Aid
3.20.1 Individuals who are UK taxpayers can make gifts to CASCs using Gift Aid in the same way as they can make gifts to charities. Relief is
available for gifts made to a registered CASC after 6 April 2002. Gift Aid is only available for gifts to CASCs and not for other payments
such as membership subscriptions.
3.20.2 A CASC can reclaim basic rate tax on donations made by individuals, whether large or small, regular or one-off - provided the
conditions for the Gift Aid scheme are satisfied. In particular, the CASC will have to be able to show an audit trail from the donation to a
donor who has given a Gift Aid declaration that covers that donation. 3.20.3 The rules of the Gift Aid scheme for individuals, as they
apply to charities, also apply to registered CASC’s (but remember, a CASC's membership subscriptions are not eligible as Gift Aid
payments).
3.20.4 Gifts made using Gift Aid are treated as having been paid after deduction of Basic Rate income tax. As long as the CASC applies the
income for qualifying purposes it can claim repayment of this tax from Inland Revenue Charities (at present 28p for each £1 donated
(while the Basic Rate of income tax remains at 22percent))
41
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3.20.5 If the donor pays tax at the Higher Rate they can claim additional relief in their SA tax return. All they need to do is enter the amount
paid to the CASC in the Gift Aid box on their SA return.
3.20.6 Companies cannot make gifts to CASCs using Gift Aid, but can normally claim a deduction in computing their profits for either formal
sponsorship of a sports club or for payments made to enhance their standing in the local community.
3.21
How to register for Gift Aid repayments
3.21.1 When you apply to register as a CASC we will send you the information and forms that you need to register for repayments under Gift
Aid. If you have had tax deducted from other income you can claim repayment at the same time as claiming under Gift Aid.
3.21.2 In particular, you will need to nominate one named individual who is authorised to claim repayments on behalf of the CASC.
3.22
Non-domestic rates relief for CASCs
67
3.22.1 For CASCs in England and Wales Section 64 of the Local Government Act 2003 provides the same relief that would be available to a
charity (80percent mandatory relief) where the CASC property is wholly or mainly used for the purposes of that club and of other such
registered clubs. For CASCs in Scotland, the Scottish Executive has agreed voluntary relief with Local Authorities for the same amount.
3.22.2 HMRC does not administer this relief and therefore requests for advice on non-domestic rates you will need to contact your Local
Council Finance Department.
3.23
De-registration
3.23.1 There is no provision in the legislation for a club to de-register. Once a CASC always a CASC. Before applying to be a CASC, members
really need to be agreed that what they really want is to maintain the club for the continuing use of the community. If members have one
eye on selling off the ground for building a supermarket and sharing the profits, then CASC status is not for them. If a CASC ceases to
operate, its assets would have to be passed on in accordance with the legislation to another CASC, a registered charity or the
governing body of an eligible sport for use in related community sport.
3.23.2 It should also be borne in mind that where a club holds property and, without disposing of it ceases to be a registered club, or
ceases to hold property for qualifying purposes
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it will be treated as having disposed of and immediately reacquired, the property at the time of cessation for a consideration equal to its
market value at that time. As any gain will not be treated as accruing to a registered club, a CASC ceasing to be registered could have a
capital gains tax liability.
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43
Agenda Item 9
Report to:
Overview & Scrutiny Committee
Date of Meeting:
15 November 2011
Subject:
Economic Development & Tourism Strategy Review – Report of
Working Group
Report of:
Julie Wood, Economic Development & Tourism Manager
Chief Officer:
Verna Green, Corporate Head of Community Development &
Partnerships
Lead Member:
Councillor D J Waters
2
Executive Summary:
The Overview & Scrutiny Committee identified the need to carry out a mid-term review of the
Economic Development & Tourism Strategy and consequently agreed to establish a Working
Group to help develop and finalise the Strategy. The Working Group approved the draft
Strategy for consultation and, following a period of consultation, have received and reviewed
all comments received, revising the Strategy where appropriate. The final Strategy is now
reported to Overview & Scrutiny for adoption before it is reported to the Executive Committee
in December.
Recommendation:
To ADOPT the Economic Development & Tourism Strategy 2012 - 2015: ‘Regenerating
and Growing the Economy’ prior to consideration by the Executive Committee.
To demonstrate the Council’s support for growing the economy and supporting business.
Managed within current resources and budget.
Legal Implications:
None arising directly out of the report.
Effective Overview & Scrutiny supports delivery of the Council’s aims and objectives.
The recommendations of all Overview & Scrutiny Reviews are monitored every six months.
69
Implications for Biodiversity:
Strategy includes working towards a low carbon economy.
1.0
1.1
The identification of a need to carry out a mid-term review of the Economic Development
& Tourism Strategy was reported to Overview & Scrutiny Committee at its meeting on 13
September 2011. At that meeting it was agreed to establish a Working Group to help
develop and finalise the revised Strategy and to approve the Terms of Reference for the
Working Group.
1.2
The Terms of Reference were as follows:To provide input to a draft report for consultation and to endorse a final report with a
specific focus on the following:a)
the key priorities if the Borough is to have a strong economy;
b)
the actions that the Borough could take to help existing businesses; attract new
businesses; improve skills and help residents back into employment;
c)
the partners, or partnerships, the Borough Council would need to work with to
enable and encourage economic growth and to achieve the Strategy’s aims;
d)
the most appropriate period for the Strategy to cover; and
e)
the consultation process.
The review had 3 objectives:
1.
To agree the draft for consultation.
2.
To receive and discuss any comments or amendments as a result of the
consultation and to amend where appropriate.
3.
To consider any resource implications.
1.3
The Review has taken place in two stages; firstly to agree the draft document for
consultation and secondly to agree the final report for endorsement by the Overview &
Scrutiny Committee.
2.0
REVIEW FINDINGS
2.1
The first meeting of the Working Group took place on 20 September. At that meeting the
Working Group considered the focus and priorities of the Strategy and agreed the
following key themes:Theme 1
- Business development & support
- Grow and develop competitive businesses.
- Support and nurture emerging growth sectors.
- Support and sustain a vibrant rural economy.
Theme 2
- Place potential
- Increase the potential of retail sectors in the Borough.
- Ensure appropriate supply of employment land and premises and local
infrastructure, encouraging increased levels of business investment.
70
Theme 3
- Marketing & Investment
- Increase the volume and value of tourism in the Borough.
- Encourage increased levels of inward investment.
- Ensure the promotion of the retail centres within the Borough.
Theme 4
- Human Resources
- Raise the skill levels of local people.
- Promote employment-led growth in the Borough.
Theme 5
- Work Towards a Low Carbon Economy
- Grow a low carbon economy.
The Working Group considered and agreed the contents of the draft Strategy and
approved the draft as a consultation document. The Working Group acknowledged that
the consultation process would commence with a presentation to the Borough’s
Economic Development Partnership which was programmed for the 27 September and
that other key partners would also be consulted.
2.2
The consultation took place between 27 September and 21 October and the consultation
responses are attached at Appendix 1. There were some excellent and very positive
responses which were reported to the second Working Group meeting which took place
on the 27 October. As required by the review, the Working Group considered the
responses and, as a result, the Working Group agreed to incorporate the responses
where practicable and applicable and to amend the wording in the Strategy to reflect the
agreed changes.
2.3
The final Economic Development and Tourism Strategy 2012 – 2015: ‘Regenerating and
Growing the Economy’ is attached at Appendix 2.
3.0
3.1
None.
4.0
CONSULTATION
4.1
Consultation took place with the Economic Development Partnership and with other key
partners.
5.0
5.1
Economic Development & Tourism Strategy ‘Regenerating & Maintaining a Healthy
Economy (2009-2014).
Joint Core Strategy.
6.0
6.1
Local Growth White paper – Oct 2010
Government Tourism Policy – March 2011
Localism Bill – Dec – 2010
Draft National Planning Policy Framework 2011
71
7.0
7.1
Managed within current and approved resources and budget. Delivery will include
partnership working.
8.0
Environment)
8.1
The Strategy includes sustainability implications – economic sustainability, community
sustainability and environmental sustainability.
9.0
And Safety)
9.1
The Strategy delivers an effective and efficient economic development service identifying
the role of key partners in helping to delivery the Strategy.
10.0
10.1
Overview & Scrutiny Committee 13 September 2011.
Background Papers:
None
Contact Officer:
Julie Wood, Economic Development & Tourism Manager
01684 272095
[email protected]
Appendices:
12-
Consultation Responses
Economic Development and Tourism Strategy 2012 – 2015:
‘Regenerating and Growing the Economy’
72
Appendix 1
Comments Received on the Draft Economic Development & Tourism Strategy 2012 – 2015
Regenerating and Growing the Economy
Name of Person
or organisation
submitting
comments
Comment Received
Borough Councillor 1) Airport is in parish of Churchdown St Johns – reference to
Comments
airport being in Staverton needs amending
Action
Wording amended – delete reference to
Staverton Page 1 - Strategy
2) Churchdown are in process of establishing a Business Club in
the parish – this needs to be added.
73
Winchcombe
Business Forum
3) Brockworth is also in the process of establishing a Business Club
– this should also be added
Added reference in Action Plan to include
working with Brockworth and Churchdown
business networks – Theme 1, Strategic
Aim 1, Key Focus 4
4) Raised impact of road works affecting A4019 affecting
businesses at Knightsbridge
Added general reference to
supporting/working with businesses where
businesses are affected by infrastructure
changes such as road works – Theme 2:
Strategic Aim 2: Key Focus 1
1) Strategy needs increased reference to the Joint Core Strategy
and the coalition plans for growth (e.g. Theme 3, Strategic Aim 1)
Added reference under Theme 2: Strategic
Aim 2: Key Focus 1
Winchcombe has real interest in a Neighbourhood Plan arising from
the Localism Bill. This would take a broad approach and include all
aspects of jobs and economic growth.
Added new Aim added - reference to
supporting and working with Winchcombe
as part of their Neighbourhood Plan –
Theme 2: Strategic Aim 1: Key Focus 4
3. There is no reference anywhere to government bureaucracy
relating to business or tax reform as inhibitors to business growth
and development. Is this a deliberate omission/considered to be
outside the terms of reference of the strategy.
View – this is considered to be outside the
scope of the strategy as a national issue;
however will be monitored and reviewed
later if necessary
74
4. If the Forum broadly supports the 5 Key Themes and 11
Strategic Aims we would want to be assured about focus and
relative priorities. The document currently reads that TBC/partner
influence will be spread evenly across the Themes and Aims. Given
limited resources and capacity we believe a more focused approach
is required. For example, Themes 4 and 5 appear to have been
lower priority in 2010/11. We are particularly concerned about
Strategic Aim 3 and employment opportunities in rural economies.
Limited resources and capacity are
recognised as an issue. There is a difficulty
with a borough such as Tewkesbury in that
there is not a ‘one size fits all’ solution.
Some actions will not be delivered by TBC
and we can only influence partners.
5. In terms of developing point 4. we have some scepticism about
the “knowledge economy”. Whilst it sounds attractive it must be
grounded in the skills of the local workforce and industries. We
support ways of preparing young people for the world of work
through bringing together businesses with schools, colleges and
universities to collaborate on training, research and development.
The knowledge economy is recognised
across the county as a priority and one of
the main growth sectors. What is important
is that the borough does not impede or
prevent growth in this sector and that we
work with partners, in particular the LEP to
ensure that the borough benefits from the
opportunities to increase this sector. This
will include working with planners to
encourage inward investment in this sector
and to encourage existing businesses to
grow.
6. Page 2 – Theme 1/Aim 4 – refer to WBF’s role in Annual
Business Survey
Reference to Business Networks includes
Winchcombe Business Forum
7. Page 2 – Theme 1/Aim 2 – add reference to WBF Tourism
Development initiatives in the Winchcombe Marketing Strategy.
Amended wording to refer specifically to
Winchcombe initiatives in Theme 1:
Strategic Aim 2 and refer to Marketing
Strategy: Theme 3: Strategic Aim 1: Key
Focus 2
8. Page 2 – Theme 1/Aim 3, second dash - include WBF’s role as
well as that of Parish Council.
Amended reference to add business forums
and chambers and business networks.
Theme 1: Strategic Aim 3: Key Focus 1
All the Strategic Aims are priorities and the
borough council will need to identify
partners and opportunities to deliver against
all of the strategy
75
Gloucestershire
Enterprise
9. Page 3 – Theme 2/Aim 1, focus 3, second dash – add
Winchcombe Festival of Music & Arts and other emerging specialist
festivals in the Town.
Whilst recognised that Winchcombe has
developed a range of festivals – it is not
possible to refer to every festival across the
borough
10. Page 5 – Theme 3/Aim 1, focus 3 – add working with WBF on
the Winchcombe Marketing Strategy.
See above
11. Page 5 – Theme 3/Aim 1, focus 4 – the last dash needs to be
more specific (eg: is there a survey to test this out?).
Delete the reference as too generic
12. Page 6 – Theme 3/Aim 3, focus 1 – needs to be reworded to
refer to all the USPs set out in the Winchcombe Marketing Strategy.
Amended action plan to refer to
Winchcombe Marketing Strategy. Theme 3:
Strategic Aim 1: Key Focus 2. Not possible
to mention all the USPs in this document
13. We think it would be helpful to have a discussion on the
Strategy with key Officers before it is finalised.
Timescale does not allow for discussion
prior to approval; however the Lead
Member for Economic Development &
Promotion would be happy to attend a
future Winchcombe Business Forum
meeting and other business networks if
requested.
General comment:
Thought the paper was clear and informative and focused on many
of the key aspects and challenges facing the Borough. It aligns, in
principle, to both LEP and national initiatives, but keeps its local
focus. Many aspects of this plan are important to us too and inform
the work of Gloucestershire Enterprise (GE) and we are delighted at
the prospect of working with you to realise some of the targets set.
Specific Comments:Business Start Up. Rising unemployment makes the prospect of
‘working for yourself’ ever more attractive. The Creative Industries
and Knowledge Economy businesses are well suited to this
employment route, as are an aging population. Furthermore,
Added a general comment to the strategy.
Will also form part of Opportunity
Tewkesbury where GE will be a partner.
because self employment tends to keep people at home more, it will
arrest the migration rate and reduce environmental impact. Those
who choose self-employment as a lifestyle choice rather than for
growth reasons, will make an impact by coming off benefits and
paying taxes. Government drives such as the Work Programme
and New Enterprise Allowance scheme (for which GE are the Lead
Accountable Body for the West of England and Glos.) offer clear
support for those seeking self-employment and our Enterprise
Agency status means these services will remain local, affordable
and cost-effective - despite the loss of Business Link services. GE
has planned Start Up courses and Business Awareness sessions
until April 2012 and has bid to Flexible Support Funds (DWP) to
make these even more accessible. A Business Advice Pack is
something we have already and could with very little effort modify
for TBC purposes.
76
Micro-business Support (0-10). By supporting micro-businesses
we will create opportunities for growth, particularly in new job
creation. We will also help arrest death rates in Start Ups because
most small business failures tend to be as a result of a lack of
business, leadership or management skills and not the technical
skills of the business itself. The micro-business support we offer
ranges from business advice, coaching for new skills and
confidence, mentoring support, training, workshops and seminars,
as well as networking events and opportunities to connect
businesses together.
Skills Development. All companies, all size-bands and all sectors
need to develop their staff to (a) realise opportunities, (b) take
advantage of them and (c) grow! The Open Programme offered by
GE provides over 110 different business, leadership and
management skills courses and a range of short-course
qualifications, each one suitable for public, private and third sector
organisations. A bespoke training service exists also, along with
around 160 different online learning programmes. The premise of
the Open Programme is access (local, affordable and sponsored
through funding where we can) and quality (national standards,
customer satisfaction and high skill transfer rates). These skills
Ensure references are made clear in Action
Plan to working with GE
Included additional wording – work with GE
on business advice pack Theme 1,
Strategic Aim 1, focus 3
Added reference in action plan – to ensure
that GE partnership delivery is clear and
how we can ensure that local businesses
are aware of the services offered by GE
add reference in Theme 1, Strategic Aim 1,
Focus 1
Added reference to the Open Programme
and how TBC will work with GE to help
determine needs of local organisations
Reference added under Theme 4, Strategic
Aim 1, Focus 1
programmes are also accessible by those currently unemployed or
about to be made redundant. GE is ready to work with TBC to help
determine the needs of local organisations.
Apprenticeships. GE is an apprenticeship provider with a
difference, in that we pitch our programmes under the banner of
‘small businesses need talent too’! Our programmes are designed
to meet the needs of smaller companies, as well as SMEs and
larger organisations, and are fully structured, taught programmes.
This is proving very successful and our cohorts are growing at an
inspiring rate. GE is working the LEP on promoting and increasing
apprenticeship take up.
77
Care and Tourism. GE has a strong focus on both of these
sectors because they have a strong technical competence to them
and are subject to certain levels of compliance training. What these
sectors suffer from most are the skills needed to develop the
organisation and the people within. Compliance tends to bring the
need to ‘do things right’ and sometimes at the expense of ‘doing the
right things’.
Gloucestershire Enterprise - Areas of development of relevance to
strategy
• The Young People’s Company. A pilot to employ 10 x
young people at GE and place them on an
entrepreneurial/business skills apprenticeship
programme. Then offer their services out to local
companies at affordable rates. The premise of YPC is
that young people say they want to show what they can
do but there aren’t any opportunities. This scheme gives
10 people an opportunity; it also gives them a national
qualification, a taste of working life and whole lot of
confidence from the process. Any company engaging the
young person who wants to employ full time, can do so
and thus create another place for another YPC member.
In addition, GE is seeking to run a scheme called: Trial
an Apprentice, which offers small companies,
particularly micros, the chance to trial a young person for
Added reference –that TBC will work with
GE to ensure that apprenticeships offered
by GE are promoted within the borough to
achieve an increase in apprenticeship take
up. Will form part of Opportunity
Tewkesbury. Add reference to Theme 4,
Strategic Aim 2, Focus 1
Added general reference in strategy.
Links to the comments in our strategy about
increasing apprenticeships – for example
through Opportunity Tewkesbury. TBC will
work with GE to ensure that opportunities
exist and are promoted within TBC area.
Added reference Add reference to Theme
4, Strategic Aim 2, Focus 1
3 months to see if they bring value to their business. If
so, they take them on, if not, we look for another
company, another opportunity. This really is a low-cost,
low-risk solution that gives people the chance to shine.
•
•
78
•
Federation of
Small
Businesses
Incubator Units. Although we haven’t pursued this
option to any great depth, the facilities at Twigworth Court
Business Centre offer low cost incubator units with easyin, easy-out terms and are co-located with the Enterprise
Agency and the business skills training unit. Maybe an
opportunity worth exploring.
Commerce Based Degrees. A truly innovative option for
A-level students to seek employment and through a
Higher Level Apprenticeship and a final year degree
course, they can achieve their degree whilst in work. No
debt, no anxiety about job search and the company have
the chance to mould an A-level student to suit their
business. This win-win scenario means a three-year
relationship between learner and employer can be
realised.
National Skills Academy (Retail). GE is seeking to
establish a National Skills Academy (Retail) at its Training
centre in Twigworth. This will be a significant centre for
retail skills training, qualifications and apprenticeships.
Agree with key themes and strategic aims with the
following comments:
Theme 1
1.1 We would like to see specific reference to a
positive and constructive approach from the
planning dept. no just about more flexible use.
1.2 Printed 2012 directory not required – unnecessary
cost and out of date quickly. If anything directory
should be online.
TBC recognises the need for flexible
workspace, especially for new and small
businesses. TBC would like to work with
GE to explore possibilities further
Added reference Theme 4, Strategic Aim 2,
Focus 1
Added reference Theme 4, Strategic Aim 2,
Focus 1
Amended wording Theme 1, Strategic Aim
1, Focus 1
The Directory is available on line. Produced
by private company with small contribution
from TBC. Some paper copies are available
and this still proves popular with a high
number of enquiries received.
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1.3 Similar to 1.2 ref cost of printing business advice
pack – online only and include info on all local
business groups and networks
The advice pack will be on line and will only
be printed if requested or appropriate. Will
liaise with partners, such as GE, FSB etc to
ensure comprehensive information.
2.1 Work with GFirst to ensure they promote
Tewkesbury’s offering alongside other major centres
This is already happening with strong links
to G1st. Also links to the G1st Delivery Plan
and to Masterplan
Consider the needs of micro businesses and home
workers as a defined sector of the business
community.
See Gloucestershire Enterprise comments
above - Added ref in Theme 1, Strategic
Aim 1, Focus 1
Work with Cotswold Tourism whilst creating a
distinct identity for Tewkesbury
Agree – this is in hand as part of our
ongoing work with Cotswolds Tourism but
also specifically as part of the Tewkesbury
Town Centre Masterplan
3.1 Flexible approach to planning for rural business
to ensure growth and diversification
Agree – flexibility in terms of provision of
employment opportunities and encouraging
business start ups and growth is
fundamental to the strategy. No
amendments required
Theme 2
1.3 Work with appropriate agencies and retail
communities to integrate festivals and markets into
the heart of the towns
1.4 Tewkesbury Town Centre Master Plan: include
improved signage
Agree – festivals are generally not
organised by TBC – but it is recognised that
festivals should also support the town
centre, encouraging increased footfall.
Added reference in Theme 2:Strategic Aim
1: Key Focus 2
Will be included as part of Tewkesbury
Town Centre Masterplan public realm
strategy reference to signage is included in
Theme 2: Strategic Aim 1: Focus 3
2.2 Improve bus routes to business parks.
Improve clarity of naming and signage for business
parks e.g. J9 East & J9 West.
Although bus routes are not a TBC function
reference will be made to TBC having an
enabling role in improving access and
movement in Theme 2:Strategic Aim 1: Key
Focus 3
Theme 3
1.3 Ensure Tewkesbury is marketed as a distinct
visitor and different destination with the Cotswold
superbrand.
Will form part of marketing review of
Cotswolds Tourism but also a role for
Tewkesbury to develop its own profile and
marketing plan. Action plan already refers
to promoting the borough’s own identity and
strengths
Use of events and festivals to promote the borough
80
This already happens where practicable.
Throughout the borough there are hundreds
of events and festivals. Website has events
listing and main events form part of wider
marketing. An example is the Queen
Katherine Parr festival in Winchcombe
(2102) which is already attracting
considerable overseas press. Considered
already covered in Theme 2, Strategic Aim
1, Focus 2
1.4 Provide online information about Tourism and
events in the borough not just posters & printed
material as many tourists research on line
Theme 4
Add section for tbc human resources
Review roles and responsibilities to ensure delivery of
plan eg. business investment, tourism and town
promotion/development resource
General comment ref adding timescales for each element
of the plan
Information is already on line and is fed
through to Cotswolds.com and Visit
England. Will form part of a general review
of marketing
The council is responsible for facilitation
and enabling and not necessarily direct
delivery.
Timescales and lead organisations have
been added but will need to work with our
partners in some cases to develop
timescales and detailed actions further.
Cleeve is not represented and not mentioned in this report
Invest in two websites for the borough (i.e. tourism and business)
and a person responsible for updating them
A town centre manager is required to identify opportunities and
develop relationships with national chains and the bigger employers
in the area
Cleeve is referred to as part of retail centres
Theme 2 and also general reference to
business groups and organisations. Cleeve
Chamber of Commerce have been
consulted on the draft strategy
Overall review of website/s required to look
at need, function and audience as part of
wider marketing review
This is not a strategic function of the
borough council
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Appendix 2
Economic Development and Tourism Strategy 2012- 2015
Regenerating and Growing the Economy
1. BACKGROUND
1.1 Economic Development and Tourism Strategy - 2009 – 2014
The previous Economic Development and Tourism Strategy – ‘Regenerating and
Maintaining a Healthy Economy’ was approved in June 2009 at a time when the
economy was entering a recession. Since the strategy was written there have been
major changes. These include a change of government, the demise of the Regional
Development Agencies, the introduction of Local Enterprise Partnerships and a new
drive towards economic led growth. Current economic forecasts are mixed but
generally the indications are that recovery will be slow.
2. ECONOMIC BACKGROUND
2.1 Nature of the borough
The Borough of Tewkesbury is located in the north of Gloucestershire. It includes
parts of the Severn Vale and the Cotswolds Area of Outstanding Natural Beauty and
stretches south beyond the outskirts of Gloucester and Cheltenham, including areas
of green belt. It has an excellent location at the heart of the motorway network with
the M5 passing north to south through the borough and the M50 joining the M5 just to
the north of Tewkesbury. The A417 links from the M5 to the M4 at Swindon. The
borough has one main line rail station and also benefits from Gloucestershire Airport.
The area is predominantly rural in nature with the majority of the population living in
rural settlements and large market towns and falls into ‘Rural 50’ with at least 50%
but less than 80% of their population in rural settlements and large market towns.
The borough is known for its high landscape quality and it includes one of the best
known domestic and international tourism brands, The Cotswolds. The diverse and
contrasting range of settlements within the borough provides a high quality
environment in which to live and this, combined with its excellent strategic location,
make it an ideal area in which to establish and develop a business.
2.2 Variety of businesses
Despite its apparently rural character, the borough includes a wide range of
economic activity, ranging from large multinationals to micro businesses. These
businesses use a diversity of new and renovated industrial and commercial
premises. There is also a useful pool of converted rural buildings, which, while
retaining high quality accommodation and facilities, offer smaller businesses the
choice of a more rural setting. The award-winning Steadings Business Centre, just
five minutes drive from central Gloucester, is an excellent example. While the rural
sites are, by definition, spread across the borough, the larger industrial/commercial
facilities are concentrated in the Tewkesbury/Ashchurch transport node in the north
of the borough and near Cheltenham and Gloucester to the south. They include
thriving strategic sites such as Tewkesbury Business Park (M5 Junction 9) in the
north and the major Gloucester Business Park (direct access to Junction 11) at the
south of the borough. The borough has a varied employment base; both in
recognised key sectors and potential growth sectors. The supply of jobs in the
Borough is dominated by the service industry, which is broken down into a number of
sub sectors; the largest being ‘public administration, education and health’, closely
82
flowed by ‘distribution and hotels’. Tewkesbury borough is also an established centre
for high quality manufacturing and is home to some world class high tech aero
engineering firms. The tourism sector is also increasingly important, particularly for
the rural economy with the decline in the traditional agricultural base. Opportunities
for training and re-skilling are vital to ensuring that we have the right skills to meet
demand and minimise unemployment.
3. KEY TRENDS AND ISSUES
3.1 Labour market activity
A high economic activity rate indicates a healthy labour market where a large
proportion of the population (Working age i.e. 16-64 yrs) are available or potentially
available to work in the economy. During the period Jan 2010 – Dec 2010
Tewkesbury Borough had an economic activity rate of 79.7% (42,800), which is just
below the County rate (79.8%) but higher than the national (76.2%) and regional
(78.5%) rates. This high economic activity rate reflects both little overall ‘slack’ in the
labour market and also an increasingly ageing population.
The current employment rate in the borough is also relatively high at 76.6% for the
period January 2010 – December 2010 (ONS 2011), again suggesting little slack in
the market. This is higher than the county (75.2%), regional (73.6%) and national
(70.3%) rates. The majority (73%) of these employees are in full time employment
compared to only a quarter (27%) in part time employment. It is interesting to note
that the proportion of full time workers is higher in the borough than Gloucestershire
(64.7%), the SW Region (65%) and Great Britain (69%).
In September 2011 the unemployment rate the borough was 2.2% with a total
claimant count of 1089 and the highest claiming ward was Priors Park (5.1%).
Although the borough still has one of the lowest rates in the county, only above
Stroud and Cotswold, it remains at a high level for the borough compared to previous
years. In 2008 the rate for borough was 1.2%, compared to county (2.6%), regional
(2.6%) and national (3.9%) rates.
Rising unemployment makes the prospect of ‘working for yourself’ ever more
attractive. The creative industries and knowledge economy businesses are well
suited to this employment route, as are an aging population. Furthermore, because
self employment tends to keep people at home more, it may also arrest the migration
rate and reduce environmental impact.
When considering that labour supply/market it is also important to examine the
commuting patterns of workers in the borough. In terms of outward commuting to
work, in Tewkesbury borough the ‘level of containment’ is lower than in other
Gloucestershire districts with over half (54%) of the residents commuting to either
Gloucester (18%) or Cheltenham (36%) to work and just 52% of people both live and
work in the borough.
3.2 Population projections
In the longer term, the population in the borough is projected to increase. The
Gloucestershire County Council in-house estimates (Research Team, 2010) show
that the Tewkesbury borough population is predicted to rise by 9000 (11.2%) over the
period 2008 – 2033. In-migrants will continue to play a key role in driving population
growth as the rural districts, such as Tewkesbury, are forecast to experience a
negative natural growth (i.e. more deaths than births) with the number of people of
fertility age declining and the number of older people increasing.
This projected increase in population is likely to result in an increased labour supply
in the borough which may potentially outstrip demand for labour (i.e. there will be
83
more people than available jobs). Therefore there is a need to plan ahead to ensure
there is sufficient demand from employers for workers in the borough. This may be
achieved by increasing employment opportunities through increased business start
ups and expansion of existing businesses.
3.3 Projected population change by age
Over the period 2008 – 2033 the projected population change by age in Tewkesbury
Borough shows it will experience an increase in its aged population (+81.3%) but a
decrease in both its young (-7.1%) and working age (-4.9%) population. The
reduction in working age population is a trend replicated across all Gloucestershire
districts with Tewkesbury actually showing the smallest decrease. As a result, the
growth in those requiring jobs may be slightly lower, but still higher than compared to
now and unlikely to correct the expected imbalance between supply and demand.
The borough’s population is ageing in line with national trends. The increase in those
aged 75+ has occurred across all districts with Tewkesbury experiencing the largest
increase of 2,427 people between 1991 and 2008. This will have an implication for
‘care’ as a growth sector but as stated above also for a reduction in working age
population. It is also important that we consider this against an out migration of the
younger age groups, a problem especially prevalent in rural boroughs such as
Tewkesbury.
3.4 Key sectors
Structurally the economy of the borough is fairly diverse and well balanced with no
over dependence on one sector or firm. It is also fairly dynamic, reflected in the
presence of key growth sectors and the apparent strength of the Knowledge
Economy in the borough.
The borough has a large proportion of manufacturing (25.3%) employment,
accounting for a quarter of all the jobs. The other significant sectors are distribution,
hotels and restaurants (18.9%), finance, IT and other business services (18.6%) and
public administration, education and health (18%). Combined, these accounted for a
little over half of the employment in the borough in 2008 (ONS).
The finance, IT and other business activities sector remains fairly strong with 18.6%
of employees in the borough. However it did decline by 15% over the period 2004 –
2008, compared to a 2.2% increase at county level, 14% increase regionally and
13% increase nationally. Therefore although it remains an important sector in the
borough and county it has not fared as well as it has at a national and regional level.
Tourism continues to play an important role in the rural borough. In 2008 tourism
employed 6.7% of total employees and had seen a decline of 9.7% during the period
2004 and 2008. This is one of the lowest rates of decline across the county and is
significantly lower when compared to the county figures which witnessed a decline of
16% over that same period.
3.5 Sectors showing growth in the borough
The creative industries are viewed as offering a significant opportunity for growth in
the future. The Coalition Government has also suggested the creative industries will
have a key role in securing future economic growth and rebalancing the economy
nationally (Prime Ministers Office, 2010). Therefore it is important to note that over
the period 2004 and 2008 Tewkesbury actually witnessed one of the highest growth
rates in the sector at 40%, outperforming county (9%), regional (3%) and national
level (8%) increases. This shows that the creative industries have experienced
substantial growth in the borough and it is important to sustain and nurture this in the
future.
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It is widely acknowledged that the structure of the economy has been changing, with
a number of traditional sectors experiencing decline alongside emerging and
developing new sectors. These changes are encapsulated in the growth of the
knowledge economy. The knowledge economy is a term coined to describe an
emerging economic structure that relates economic success to the effective
utilisation of intangible assets such as knowledge, skills and innovative potential as
the key resources of competitive advantage. (Boddy,2005). In recent years,
economic strategy has focused on enhancing the knowledge economy and this looks
set to continue, with the Coalition Government stressing that it will have a
fundamental role in securing economic recovery. (Prime Ministers Office, 2010). The
knowledge economy is significant in all six districts but is particularly strong in
Tewkesbury borough, employing 28.3% of total employees. It has also seen the
largest increase in of 15.2% during the period 2004 – 2008. This is higher than the
county, regional and national growth levels.
The needs of an ageing population point to the increasing importance of the care
sector. Between 2004 and 2008, Gloucestershire’s care sector grew by 6%, with
much of this growth concentrated in Tewkesbury borough, which saw the number of
employees increase by 51%. The needs of the ageing population in the borough
suggest the ongoing and increasing importance of this sector and that it will continue
to be an area of growth. This sector also requires a certain levels of compliance and
competence training as it suffers from a lack of skills needed to develop the
organisation and the people within.
The environmental technologies have also been highlighted as a potential growth
sector. In Gloucestershire it has seen higher growth than at national level but lower
than regional level. The recycling and manufacture of non domestic cooling,
ventilation equipment; electricity distribution and control apparatus sub sectors, are
also highlighted as being stronger in Gloucestershire than in the South West and
Great Britain.
In addition to the above, economic projections generated by the Local Economic
Forecasting Model (LEFM) also provide an indication of future economic growth and
predict potential changes in employment.
The sectors of banking, finance and insurance, care and tourism are forecast to grow
in Tewkesbury borough. Growth of the care sector is not surprising, considering the
pressure and needs an ageing population will place on the sector in future years. It
is expected that there will be declines in Agriculture, Manufacturing and public sector.
Manufacturing is forecast to see the bigger decline than in any of the other districts,
perhaps a reflection of its stronger presence in the borough. However, the
employment projections were produced before the Comprehensive Spending
Review, so may under-estimate the extent of the decline.
3.6 Business enterprise
Recent figures show that there are currently 3370 VAT registered businesses in the
borough (2010 ONS) and business start up rates currently follow county and regional
trends at 8.60%. However these are below the national level at 10.2% and have also
seen decline from 9.60% in 2006. Healthy numbers of enterprise births create
competitiveness resulting in enhanced performance and variety in the market place
so it is important that the relevant interventions are made to stimulate business start
up rates in the borough.
There was a general decline in both business birth and death rates between 2004
and 2008 but in 2009 business death rates began to rise, outstripping births.
Therefore action needs to be taken to increase start ups and stem the rise in deaths.
It is encouraging to note that borough businesses have a better 5 year survival rate
than the county average and there is a need to maintain and develop on this.
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The majority of businesses in the borough are small with most (76%) falling within the
0-4 size employment size band, followed by the 5 -9 size band. Support and
assistance will need to be tailored to the needs of these businesses.
4. KEY CHANGES, POLICIES AND POSSIBLE IMPACTS
•
Business Link – changes to the way the government delivers business
support and improvement services has meant that the regional Business Link
advisory service will close in November 2011. The service will now be a
national web based service and there is concern that this will leave a gap in
support and advice for small businesses.
•
Local Enterprise Partnerships (LEPS) Local Enterprise Partnerships are
locally-owned partnerships between local authorities and businesses and play
a central role in determining local economic priorities and undertaking
activities to drive economic growth and the creation of local jobs. They are
also a key vehicle in delivering Government objectives for economic growth
and decentralisation, whilst also providing a means for local authorities to
work together with business in order to quicken the economic recovery. A
Gloucestershire LEP was approved in May 2011. The priorities for the LEP
are Investment, Connection, Skills and Promotion.
Tewkesbury borough is a partner in the Gloucestershire Local Enterprise
Partnership. The priority of the LEP is:“To create and foster in Gloucestershire a sustainable, low carbon economic
environment in which businesses flourish, communities thrive, and individuals
have the opportunity to reach their potential”.
The Strategic Objectives of the Integrated Economic Strategy (IES) are:-
o
To make Gloucestershire a place where the economy thrives in both the
urban and rural areas and in all communities.
o
To develop a more competitive and productive Gloucestershire economy by
2015 in terms of sectors and employment opportunities.
o
To provide the connectivity that enables Gloucestershire to be a place where
people and communities interact and connect whether locally, regionally or
globally.
o
To develop an exemplary low carbon economy in Gloucestershire.
o
To adapt the economy of Gloucestershire to climate change and its resilience
to natural disasters, major accidents, malicious attacks and world or national
economic crisis.
o
To adapt the economy of Gloucestershire to climate change and its resilience
to natural disasters, major accidents, malicious attacks and world or national
economic crisis.
o
To realise fully the economic potential of Gloucestershire’s environment whilst
conserving and enhancing its exceptional quality of the countryside as a
foundation for a sustainable economy.
o
To increase the proportion of high value productive jobs, particularly in the
‘knowledge economy’, in the long term, whilst minimising unemployment in
the short term.
•
Worklessness/ Work Programme - The government has introduced a single
work programme which offers a positive opportunity to tackle worklessness by
reducing duplication of effort and eradicating current constraints on delivery.
Jobcentre Plus is a government agency supporting people of working age
86
from welfare into work, and helping employers to fill their vacancies. The
introduction of the Flexible Support Fund has enabled JCP Districts to trial
different approaches to tackling worklessness before claimants enter the
Work Programme.
•
New Enterprise Allowance Scheme –On 5th October the Secretary of State
for Work and Pensions announced that the Government would give extra help to
unemployed people who want to start their own business through the New
Enterprise Allowance (NEA). Supporting business start ups as new business
development is seen as one of the key engines of recovery from the
recession
•
Growth in apprenticeships - As part of the plan for growth, the government
has announced a package of new measures to make it easier for employers
to take on large numbers of apprentices. The target is to expand the number
of adult apprenticeships by up to 75,000 by 2014–15
•
Draft National Planning Policy Framework – The draft framework makes
clear ‘that local councils should aim to meet the needs of business, and help
make the economy fit for the future. Local councils should support both town
centres and rural business, and raise the quality of life in rural areas. Local
councils should have a clear economic strategy for their area, based on
understanding business needs to support sustainable growth.
In section 73 of the Draft National Planning Policy framework (Draft for
Consultation – consultation period ends on 17th October) the government sets
out the following:Local planning authorities should ensure that they:
• Set out a clear economic vision and strategy for their area which
positively and proactively encourages sustainable economic growth
• Set criteria, or identify strategic sites, for local and inward investment
to match the strategy and to meet anticipated requirements over the
plan period
• Support existing business sectors, taking account of whether they are
expanding or contracting and, where possible, identify and plan for
new or emerging sectors likely to locate in their area. Policies should
be flexible enough to accommodate requirements not anticipated in
the plan and to allow a rapid response to changes in economic
circumstances
• Positively plan for the location, promotion and expansion of clusters or
networks of knowledge driven, creative or high technology industries
• Identify priority areas for economic regeneration, infrastructure
provision and environmental enhancement; and
• Facilitate new working practices such as live/work.
The Government wants to support town centres and to protect local high
streets. The Draft Framework says that:• Town centres are at the heart of communities and that a ‘town centres
first’ approach should be maintained.
• Town centres should be recognised as the heart of their communities
and policies should be pursued to support the viability and vitality of
town centres
87
•
Tourism - The government’s new Tourism Strategy (March 2011) recognises
the value of tourism to the economy and states that tourism directly provides
£52bn of our GDP, is one of the 6 biggest industries, provides 4.4% of jobs,
and is one of the fastest growing sectors. A new government campaign with
Visit Britain aims to attract 4 million extra visitors to Britain over the next 4
years. That equates to £2bn more spend in the national economy, and
50,000 new jobs.
•
Joint Core Strategy - The Joint Core Strategy will set the strategic
framework for housing and employment growth
•
Localism Bill - The Bill provides the legislative basis for this proposed shift
of power from Central Government to local communities. Although the
Localism Bill is not yet finalised, it describes six key actions to decentralise
reform:
• Lift the burden of bureaucracy
• Empower communities to do things their way
• Increase local control of public finance
• Diversify the supply of public services
• Open up government to public scrutiny
• Strengthen accountability to local people
The Localism Bill will have an impact upon the way services are delivered
and on the strategy; for example the potential for Neighbourhood Plans and
proposals to change business rates
5. WHAT INTERVENTIONS & SUPPORT ARE REQUIRED
The Borough Council has limited resource both financially and human. Much of what
the strategy focuses on can only be achieved through partnership, this could be
partnership with the LEP, other delivery partners such as Jobcentre Plus and
Gloucestershire Enterprise Ltd and our own private businesses, either though local
business groups such as the Chambers of Commerce, Winchcombe Business Forum
or the Federation of Small Businesses.
It is also important that we complement the priorities of the LEP, delivering LEP
aspirations at local level; plugging gaps where these exist and delivering on our very
local priorities.
Given the current economic climate and the lack of clear economic forecasts, it is
important to focus on key areas of work that can deliver short term improvements but
also place the borough in a position where it can benefit from future growth. It is also
important to ensure that economic growth balances any planned housing growth.
The key areas of activity are as follows:1) Theme 1 - Business Development & Support
i. Grow and develop competitive businesses
ii. Support and nurture emerging growth sectors
iii. Support and sustain a vibrant rural economy
2) Theme 2 - Place Potential
i. Increase the potential of retail sectors in the borough
ii. Ensure appropriate supply of employment land and premises
and local infrastructure, encouraging increased levels of
business investment
88
3) Theme 3 - Marketing & Investment
i. Increase the volume & Value of tourism in the borough
ii. Encourage increased levels of inward investment
iii. Ensure the promotion of the retail centres within the borough
4) Theme 4 - Human Resources
i. Raise the skills levels of local people
ii. Promote employment led growth in the borough
5) Theme 5 - Work Towards a Low Carbon Economy
i. Growing a low carbon economy
89
Strategy Action Plan
THEME 1 – BUSINESS DEVELOPMENT AND SUPPORT
Strategic Aim 1 : Grow and develop competitive business
Focus
1. Sustain and
encourage
growth of
existing
businesses
Actions
Partners
Timescale
Outcome
-
Maintain regular and effective communications with the business
and tourism community
Identify gaps in support, resulting from the demise of Business Link
and work with other providers/partners to ensure that businesses
receive appropriate support and advice.
Develop ‘One Point of Contact’ for businesses with other council
services
Provide current vacant premises list to identify possible
opportunities for businesses to expand or relocate
Deliver a programme of Business Support Grants
Work with GE to ensure that micro businesses and home
businesses are aware of, and provided with, appropriate support
Working with planning to encourage a positive approach to more
flexible provision/uses of premises
TBC/CT
Yr 1,2, 3
TBC/GE
Yr 1 –
Ongoing
Improve support and
advice to local
businesses
TBC
Ongoing
No. of businesses
supported
TBC/G1st
TBC
GE
Quarterly
updates
Yr 1
Ongoing
Increase %
occupancy rate
Increase business
survival rates
TBC
Ongoing
-
Arrange annual programme of business networking events
Produce 2012 Business Directory
Promote local procurement opportunities for the private and social
sectors
TBC
TBC
TBC/BN
Annual
Yr 1
Planning permissions
support new and
growing businesses
No. events/yr
Business directory
produced
-
Development of Business Advice Pack in consultation with
Gloucestershire Enterprise to be available on website
Provision of ‘Welcome information’ to new businesses
Promote available sites & premises, including business start up
units and incubator space
Business Support Grants
Work with partners to promote any business start up
mentoring/training Initiatives, including enterprise club
development.
TBC/GE
Yr 1
TBC/BN
TBC/G1st
Yr 1
Yr 1,2,3
TBC
Yr 1
TBC/GE
Yr 1,2,3
-
-
90
-
2. Assist
businesses to
identify and
develop local
supply chains
3. Stimulate
business startup and
entrepreneurshi
p
-
No of business start
ups
Increase %
occupancy rate
No. businesses
supported
No. business
supported/start ups
1
4. Foster a
positive
business
environment
through
partnership and
joint working
-
-
Work with partners and local business networks to continue
successful B2B networking model
Continue the development of partnership working with Cotswolds
Tourism to increase volume and value of tourism
Undertake annual business survey to identify areas of need and
areas of support required.
Continue engagement with local business networks (FSB,
Chambers of Commerce, Business Forums and J9)and work with
potential new business networks in Brockworth and Churchdown to
develop action plans tailored to identified need
Collation of key economic data and fact sheets to inform local
businesses of trends and issues within the local economy
TBC
Yr 1,2, 3
CT
Ongoing
TBC/BN
Annual
TBC
Yr 1, 2, 3
TBC/G1st
Quarterly
updates
Provision of up to
date data
Partners
TBC/GCC
G1st
Timescale
Yr 2
Target/ Output
Improved job/skills
match
TBC/G1st
Yr 2
An environment and
facilities that enable
businesses to invest
and grow
No of businesses
engaged through B2B
Increased value from
tourism
Understand needs of
local businesses
Strategic aim 2 - Support and nurture emerging growth sectors
91
Key focus
1. Create an
environment for
high growth
business in the
Borough,
encouraging
enterprise and
innovation
Actions
- Create closer links with Gloucestershire Research Team, and
GFirst to develop sector intelligence, identifying barriers to growth
and any skills gaps in key growth sectors
- Complement work by G1st sector groups to ensure relevance and
inclusion of the borough
- Work with JCS to provide employment accommodation that meets
the needs of growth sectors e.g. incubation units to foster growth,
and as part of Tewkesbury Town Centre Masterplan
- Identify needs of non b sector growth and work with the JCS to
facilitate these needs
- Work with GE and local businesses to identify potential training
needs in key growth sectors
- Work with Cotswolds Tourism and tourism businesses to increase
volume and value.
- Explore potential of Ashchurch/J9 as Hi – Tech Knowledge hub
/Advanced manufacturing as part of M5 Corridor
- Work with Winchcombe Business Forum on development initiatives
JCS
Yr 2 & 3
JCS
Yr 2 & 3
TBC/GE
Yr 1
Increase skill levels
Yr 1, 2, 3
Improve value
TBC/CT
TBC/G1st
Yr 2 & 3
WBF
2
Strategic aim 3 - Support and sustain a vibrant rural economy
Key Focus
1. Maintain support
for rural businesses
and services,
including rural
shops and post
offices, pubs and
tourism businesses.
2. Provision of local
employment
opportunities in
rural communities
Actions
- Continue to represent TBC on the Rural Services Support
Group (RSSG)
- To assist rural businesses; such as shops, post offices, tourism
businesses and pubs, to identify new opportunities to help them
survive and identify funding opportunities post RDPE
- Work with Parish Councils, chambers, business forums and
networks to improve communications with rural businesses
-
-
92
-
Work with planning to support appropriate rural diversification
and businesses development opportunities – including small
business units and increased tourism opportunities
Work with planning to encourage more flexible working
premises through provision of live/work units.
Work with JCP and GRCC through ‘Opportunity Tewkesbury’,
helping those seeking work or training in rural areas to access
to employment opportunities
Partners
TBC
Timescale
Ongoing
Target/ Output
Info transfer
TBC
When
required
Increase survival rate
rural bsuiness
Yr 1
Increased dialogue
with local business
community
Increase bsuiness
survival and start up
rates
TBC
TBC
Yr 1,2 3
TBC
Yr 1,2,3
JCP
Yr 1
Partners
Timescale
Target/ Output
TBC
Yr 1,2, 3
Improved vitality of
retail centres
TBC
Yr 1
Improved knowledge
of trends and issues
CT
Yr 1
Increased
accessibility to
employment
opportunities
THEME 2 - PLACE POTENTIAL
Strategic aim 1 - Increase the potential of retail centres in the borough
Key Focus
1. Ensure
current data
collection to
inform
actions
Actions
-
-
-
Undertake economic survey work and collation of benchmark
data on health of retail centres and work with local business
community to develop appropriate action plans
Work with local businesses community to Identify issues and
concerns regarding the evening and night time economy in the
retail centres and develop initiative to enhance their
attractiveness
Develop the pilot tourism survey work (T-Stats)
Improved
understanding of
business trends
3
2. Develop
opportunities and
activities to enable
vibrant and thriving
retail centres
-
3. Tewkesbury Town
Centre Masterplan
-
4. Work with
Winchcombe Town
Council and
Winchcombe
Business Forum on
a potential
Neighbourhood Plan
-
-
Work with Market providers and local business community to
enhance the range of markets in the Borough, including the
reinstatement of farmers markets and development of other
events such as craft markets/specialist markets
Work with communities in retail centres to support and enhance
current festivals and to enable improved vitality
To work with the business community to ensure that
Tewkesbury is in the position to benefit from economic growth –
through provision of appropriate sites and premises, retail mix,
good quality signage, a review of access and movement,
improved vibrancy of the riverside and encouraging investment.
Winchcombe have identified a need to explore the development
of a Neighbourhood Plan. Borough Council will have an
enabling role
93
TBC
Yr 1,2,3
1xnew market/event
per annum
TBC/BN
Ongoing
TBC
Masterplan
partnerships
and groups
Yr 1,2 3
Development of
existing Festival offer
Increased investment
In town
WTC and
WBF
Yr 1
Plan focused on jobs
and economic growth
Timescale
Yr 1, 2, 3
Target/ Output
Appropriate supply
business premises
Strategic aim 2 - Ensure appropriate supply of employment land and premises and local infrastructure
Key Focus
1. Continue to
protect existing
employment land
and ensure a mix of
size and types of
sites are available to
ensure resilient
economic growth.
2.Work with
partners to provide
appropriate
infrastructure to
encourage
investment
Actions
- Work with G1st to gather intelligence on sector needs to ensure
suitable range of business units in the Borough
- Through the JCS process ensure the allocation of employment
land and / or floorspace sufficient to meet the needs of existing
businesses and future employment growth in line with
government’s growth agenda.
- Seek to protect existing or allocated business sites and
premises from changes to other uses unless suitable alternative
provision can be made elsewhere.
- Work with G1st on the Borders Broadband project
- To support and work with businesses which are affected by
infrastructure changes such as roadworks
Partners
G1st
JCS
Increase %
Floorspace/employ
land
TBC
Safeguard sites
G1st
TBC
Yr 1 and 2
Increase access
4
THEME 3 - MARKETING AND INVESTMENT
Strategic aim 1 – Increase the value and volume of tourism in the borough
Key Focus
1. Ensure delivery of
appropriate
research from which
to formulate key
tourism activity.
94
2. To review
marketing and
promotion to
maximise the
potential of volume
and value of tourism
to the borough.
Actions
- To implement visitor and coach surveys where appropriate
- Cotswolds Tourism/Cotswolds Superbrand – review market
segmentation research to identify key growth markets priorities
and activities
- Working with local authority partners and businesses on a new
data collection and analysis package – T- stats
-
-
-
3. To ensure the
effective and
efficient provision of
Tourist Information
-
To deliver a new Marketing Strategy, including new social
media opportunities, through Cotswolds Tourism partnership
to improve seasonal spread, increased overnight stays,
increase overseas visitors
To produce a new Cotswolds website for Cotswolds Tourism
and review need for a borough wide website
To write a marketing strategy for the borough, which will
complement marketing through the Cotswolds Superbrand but
whilst also promoting the borough’s own unique identity and
strengths
To work with the businesses of Tewkesbury & Winchcombe to
delver improved marketing, either through the Tewkesbury
Town Centre Masterplan or through working with Winchcombe
Business Forum on the Winchcombe Marketing Strategy
Support and help facilitate key events that promote the borough
Build on the opportunities for 2012 – Olympics, Diamond
Jubilee, Queen Katherine Parr festival
To continually monitor and review performance at Out of the
Hat Heritage Centre and Winchcombe TIC
To provide a marketing strategy for Out of the Hat Heritage
Centre in
Winchcombe Tourist Information Centre – continued support
Partners
TBC/BN
CT
Timescale
Yr 1
Yr 1
CT
Yr 1
CT
Yr 1,2,3
Target/ Output
Data capture
Delivery of work
programme with
partners
CT/TBC
TBC
Yr 1
TBC/BN
Yr 1, 2, 3
TBC/BN
TBC/BN/TC
TBC
Yr 1,2, 3
TBC
Efficient and effective
tourist information
provision
Yr 1,2 ,3
5
-
and management of this TIC in partnership with Winchcombe
Town Council.
To continue to support the provision of Tourist Information
Points and Visitor Information Points
TBC/WTC
Yr 1,2,3
TBC
Strategic aim 2 – Encourage increased levels of inward investment
Key Focus
1. Promote the
borough to potential
investors as the
place to do
business
95
Actions
- Monitor and maintain vacant land and premises database for
the borough
- Provide rapid response to employment land and premises
enquiries, working through G1st
- Work with local agents and G1st to generate key intelligence on
target markets and develop a coordinated approach to
marketing the borough
- Develop marketing and investment plan for the borough to
attract increased levels of inward investment
- Development of Investment prospectus for the borough
- Investigate the potential for using social media to promote the
borough to potential investors
- Provide up to date details on available commercial premises in
retail centres
- Undertake retail centre audits and develop targeted strategy to
promote investment in centres facilitate
- Work with agents to identify any barriers to retail investors and
identify solutions
Partners
TBC/G1st
TBC
Timescale
Quarterly
updates
Ongoing
Target/ Output
Promote Invest opps
Yr 1-Ongoing
Coord Approach
Yr 1
Attract/No new firms
Annual
Yr 1
No Enquiries
Increased promotion
No Invest enquiries/yr
TBC/G1st
TBC
TBC/BN
TBC
Ongoing
TBC
Yr 1
Reduce % occupancy
rates
TBC
Yr 1
Increased investment
in retail centres
Timescale
Ongoing
Target/ Output
Increase vitality of
retail centres
Ongoing
Increased
footfall/visitor no
Strategic Aim 3 – Ensure the promotion of retail centres within the borough
Key Focus
1. To help market
and promote market
towns and retail
centres as locations
for shopping,
leisure, recreation
Actions
- Work with G1st and local business community to provide
continued promotion of any trade local schemes
- Support retail centres in marketing and promotion campaigns
- Work with the business community of Tewkesbury through the
Tewkesbury Town Masterplan – Marketing & Investment group
to promote new investment opportunities and promotion of the
Partners
TBC/BN
TBC/BN/TTC
TBC/Masterpl
an M& I
working
6
and tourism
-
town
Work with Winchcombe Business Forum to help deliver the
Winchcombe Marketing Strategy
Work with the Gloucestershire Market Towns Forum to support
market towns across the borough
group
WBF/GMTF
Increased vitality of
Market Towns
GMTF
Ongoing
THEME 4 - HUMAN RESOURCES
Strategic aim 1 - Raise the skills levels of local people
Key Focus
1. To promote and
facilitate training
and skills
development
opportunities
96
Actions
- To map and provide information on and training available to
both residents and businesses, with details on website
- Work with Gloucestershire Enterprise, such as the Open
Programme to improve skill levels
- To promote up skilling of young people working with local
business networks and Gloucestershire Enterprise
- Work with partners at JCP to establish regular job clubs in the
borough
Partners
TBC/GE,
Timescale
Yr 1-ongoing
updates
GE
Yr 1,2, 3
GE
JCP/TBC
Yr 1, 2 & 3
Yr 1
Target/ Output
Increase info
provision / Increased
skill levels
No training
places/courses
established
No Job Clubs
established
Strategic aim 2 - Promote Employment led growth in the borough
Key Focus
1. Improve access
to employment
opportunities
Actions
- Work with partners at JCP to increase employment
opportunities in the borough through ‘Opportunity Tewkesbury’,
helping to promote the initiative with local employers
- Work with JCP and private sector to develop employer led
initiatives in the borough, including enterprise clubs
- Engage with local employers and voluntary organisations to
encourage work experience placements
- Work with GE to promote opportunities through the Enterprise
Allowance Scheme
- Promote opportunities of apprenticeship scheme to local
businesses – including ‘small businesses need talent too’
programme offered by GE, Young People’s Company and Trial
Partners
TBC/JCP/GE/
GRCC
Timescale
Yr 1 and 2
TBC/JCP/GE
Yr 1
JCP/TBC
Yr 1
GE
Yr 1 and 2
GE
Yr 1, 2, 3
Target/ Output
Reduce claimant
count and create
employ opps
No Enterprise Clubs
established
No work placements
No Business
starts/reduce claimant
No Apprenticeships/yr
7
-
-
an Apprentice
Through ‘Opportunity Tewkesbury’, work with local JCP and
local organisations such as GRCC to remove barriers to
employment, such as lack of transport and childcare
Working with GE, promote Commerce Based Degrees for
higher level apprenticeship
Work with GE to establish a National Skills Academy (Retail)
Yr 1
TBC/JCP/
GRCC
Increased access to
employment opps and
availability of workers
GE
Yr1
GE
Y2 1
Partners
TBC/G1st
Timescale
Yr 1, 2, 3
Target/ Output
No. Events and
businesses supported
TBC/GE
Yr 1
No of training places
TBC/BN
Yr 1 Ongoing
Delivery of food
festival in 2012 - 14
Reinstatement of
farmers’ market
THEME 5 – WORK TOWARDS A LOW CARBON ECONOMY
Strategic aim 1: Growing the low carbon economy
97
Key Focus
1. Work with local
businesses to
reduce their carbon
emissions and to
increase resource
efficiency
Actions
- Work with partners to encourage investment of ‘green
businesses’, through a programme of information, advice and
events
- Work with partners and local businesses to enable training
opportunities relevant to the growth the low carbon economy
- Promote local producers – through facilitation of food festival
and reinstatement of farmers markets in the borough, working
with new market providers
- To ensure the promotion of sustainable tourism to the rural
economy including the encouragement of the Green Tourism
Business Scheme.
Abbreviations
TBC – Tewkesbury Borough Council
CT – Cotswold Tourism
GE – Gloucestershire Enterprise
G1st - Gloucestershire First
BN – Business Networks
GCC – Gloucestershire County Council
JCS – Joint Core Strategy
TBC/CT
WBF – Winchcombe Business Forum
JCP – Jobcentre Plus
WTC – Winchcombe Town Council
TTC – Tewkesbury Town Council
M & I Working Group – Tewkesbury Masterplan Marketing and
Investment Group
GMTF – Gloucestershire Market Towns Forum
GRCC – Gloucestershire Rural Community Council
8
Agenda Item 11
Report to:
Date of Meeting:
15 November 2011
Subject:
Review of Planning Enforcement Communication with Town
& Parish Councils
Report of:
Paul Skelton, Development Control Manager
Chief Officer:
Mella McMahon, Corporate Head of Borough Development
Lead Member:
Councillor D M M Davies
1
Executive Summary:
In July the Committee decided to undertake a review during 2011-12 of the way we
communicate with Town & Parish Councils over Planning Enforcement activities. Town &
Parish Councils are also keen that the process be reviewed.
Recommendation:
To APPROVE the Terms of Reference for the Review and to set up a workshop for the
Committee to undertake the Review.
Effective communication between Tewkesbury Borough Council and the Borough’s Town &
Parish Councils is a corporate improvement objective.
Within existing resources.
Legal Implications:
None directly rising from this report.
None directly arising from report.
Overview and Scrutiny Committee reviews are considered six-monthly until all
recommendations have been undertaken.
Environmental Implications:
None directly arising from this report.
98
1.0
1.1
At the Overview & Scrutiny Committee meeting on 12 July 2011, a review of
communications with Town & Parish Councils on planning enforcement activity was
agreed. Through the twice yearly networking meetings, Town & Parish Councils have
also requested a review of the process.
2.0
THE REVIEW
2.1
The review will be undertaken by the Overview & Scrutiny Committee in workshop mode
and the Terms of Reference for the Review are attached Appendix 1.
2.2
It is expected that, following the initial workshop and the consultation session with a
representative group of the Town & Parish Councils, one further workshop will be
required to complete the Review.
3.0
3.1
None.
4.0
CONSULTATION
4.1
A representative group of Town & Parish Councils will be consulted.
5.0
5.1
None.
6.0
6.1
None.
7.0
7.1
Any resource implications that arise from Review recommendations will be subject to
normal budgetary processes.
8.0
Environment)
8.1
None directly arising from the report.
9.0
And Safety)
9.1
Any recommendations will be individually impact assessed.
99
10.0
10.1
None directly associated to the report or Review.
Background Papers:
None
Contact Officer:
Paul Skelton, Development Control Manager
01684 272102
[email protected]
Appendices:
Appendix 1 – Draft Terms of Reference
100
Appendix 1
REVIEW OF PLANNING ENFORCEMENT COMMUNICATION WITH TOWN
& PARISH COUNCILS
TERMS OF REFERENCE
Subject
Review of Planning Enforcement Communication with Town & Parish Councils
Purpose of Review
The Overview & Scrutiny Committee identified concerns over the communication of planning
enforcement between this Council and Town & Parish Councils. This had also been raised by Town
and Parish Councillors at their twice-yearly Borough networking meetings. It was subsequently
agreed on 12 July 2011 that the Committee should review the process during 2011-12.
Through this Review the Committee would hope to understand the main channels of communication
between the Council and its Town & Parish Councils, and determine what level of service in respect
of communication would reasonably be expected of this Council.
The review seeks to consider a number of issues:
a) to understand the current process and any legal constraints in respect of planning
enforcement communication;
b) to understand the current concerns of Town & Parish Councils in respect of how the Council
communicates activity on planning enforcement;
c) to consider the current communication process and how barriers might be removed to
address concerns and improve the process;
d) to consider what regular information could be exchanged with Town & Parish Councils and
the best medium for that exchange;
e) to identify what level of communication on planning enforcement might reasonably be
expected of both this Council and of Town & Parish Councils;
f)
to determine how this Council might monitor effectiveness of any new process.
Through that consideration, the Communications Review seeks to achieve 2 objectives:
1. to gain greater understanding of current issues relating to planning enforcement
communications; and
2. to improve the process through which the Council and Town & Parish Councils communicate
on planning enforcement matters.
Desired Outcome
A planning enforcement communication process with Town & Parish Councils that improves the
delivery of planning enforcement and fully engages Town & Parish Councils through greater
understanding and improved communication.
Method of review:
A workshop to be convened comprising of all Members of the Overview & Scrutiny Committee, and
also the Lead Member for the Built Environment. Representatives from a range of Town & Parish
Councils will be invited to present their concerns.
101
Resources
The Committee has a budget to undertake reviews.
The Development Control Manager will lead the Review.
The Communications Officer and Corporate Improvement & Performance Manager will provide
support and facilitation.
Evidence Sources
Consultation with Town & Parish Councils.
Analysis of:
•
•
•
current method of planning enforcement communication;
legal requirements affecting communication in respect of planning enforcement;
alternatives.
Timescale
To commence 24 November 2011.
Completion by 6 March 2012.
102
Agenda Item 12
Report to:
Date of Meeting:
15 November 2011
Subject:
Performance Management – Quarter 2 2011/12
Report of:
Phil Claridge, Corporate Improvement & Performance
Manager
Chief Officer:
Mike Dawson, Chief Executive
Lead Member:
Councillors Ms A E Ricks and A L Keyte
3
Executive Summary:
Members are asked to consider the Summary Service Delivery Plans for quarter 2 of 2011/12
(Appendix A), to consider the Strategic Risk Register (Appendix B), and to note the
summarised Financial Performance Statement (Appendix C).
Recommendation:
To review and scrutinise the performance management report, and where appropriate
require action or response from the Executive Committee
The Overview and Scrutiny Committee’s terms of reference requires it to review and scrutinise
the decisions and performance of the council’s committees.
None in addition to those identified in the Summary Service Delivery Plans.
Legal Implications:
None specifically unless mentioned in Summary Service Delivery Plans.
Quarterly review of risks enables services and the council to consider and mitigate risk or
emerging issues at an early stage.
Quarterly reports will continue to be presented to the Overview and Scrutiny Committee,
followed by the Executive Committee, to provide on-going management of performance and
improvement.
103
Implications for Biodiversity:
None
1.0
1.1
In line with the council’s Performance Management Framework, the Summary Service
Delivery Plans (comprising performance, risk and financial data, as well as project
progress) are presented quarterly to members.
1.2
The objective is to provide a range of information to indicate how well the council is
performing against its priorities, identify and mitigate emerging risks or issues, and as
appropriate determine actions to correct any shortfalls in performance.
1.3
Members are asked to consider and approve the Summary Service Delivery Plans for the
period July – September 2011 (Appendix A), to consider the corporate risks (Appendix B
i-ii), and to note the summarised financial performance (Appendix C).
2.0
PERFORMANCE AND NATIONAL INDICATORS 2011/12
2.1
The Government abolished the national indicator set (NIS) from 1 April 2011. Some
national indicators have been retained as they provide useful managerial local
performance measures, and also trend and comparative information.
2.2
The Single Data List (SDL) was launched on 14 April 2011 to replace the national
indicator set. It is a list of data collections rather than an exercise in itself and is due to be
extended to include further data collections from April 2012.
2.3
There is an expectation that performance and financial information should be made
frequently and readily available to the public in such a way as to allow them to determine
how well a council serves communities and businesses. We are currently developing
local performance measures to allow ‘arm-chair’ analysis to take place. This would also
enable the council to improve the way it assesses its effectiveness in respect of services
and projects.
3.0
STRATEGIC RISK REGISTER
3.1
A requirement of the Risk Management Strategy is that quarterly updates are provided to
members on progress to mitigate significant risks. This is reported through the Strategic
Risk Register (SRR) (see Appendix B(i)). The SRR also includes any significant risks that
have been reported through Operational Risk Registers (ORR).
3.2
The register identifies a score based upon impact and likelihood of each risk occurring.
There are three scores. Firstly, if no controls were in place to mitigate the risk; secondly,
to reflect the current position where controls are in place; and thirdly, a target score
where actions have been agreed to further mitigate the risk.
3.3
The Corporate Governance Group has reviewed the register that was noted by Overview
& Scrutiny Committee on 13th September 2011 and Executive Committee on 5th October
2011 (see Appendix B(ii)) and considers that the 2 previous risks reported on the SRR
have been successfully mitigated from red.
104
3.3i
Housing Benefits (risk ref 23) – the Revenues & Benefits Manager has reported that
proactive measures have been taken and are now becoming embedded to ensure that
benefit related work is processed effectively. Initiatives taken include : •
prioritised duties – higher risk work such as new claims and change of
circumstances are dealt with first;
•
improved work flows – for example, if staff are on leave then paperwork is
channelled to other officers;
•
use of e-capture software – this has now been in place for a couple of months
and is working well. The software helps reduce processing time;
•
section restructure – this includes a full time member of staff undertaking booth
duties and there is also a formal telephone rota now in place;
•
introduction of individual staff targets and increased monitoring – the Revenues
Manager has stated that staff have embraced this and he now feels this has also
resulted in better staff morale;
•
continued support from Northgate for the processing of change of circumstances;
•
auto-letter generation.
Although the overall caseload has risen from 5481 applicants to 5541 the processing
time for new claims dropped from 52 days in September to 28 days in October and the
change of circumstances processing time reduced from 30 days in September to 24 days
in October. Given the economic climate the Revenues & Benefits Manager is proactively
monitoring performance to ensure current performance is sustained.
3.3ii
Housing Options (risk ref 28) – the Housing Options Manager has reported that capacity
within the section has been resolved through: •
continued employment of temporary staff who are also now sufficiently trained;
•
recruitment of permanent full time officer;
•
an added bonus is that Government grant money totalling £28,000 which was
previously ring fenced for a specific initiative has been released for general
prevention work.
3.4
A new risk (ref 29) has been reported through the Financial Services operational risk
register. This relates to achieving the targets within the savings programme and ongoing
work to manage this and future year’s potential budget deficit. Given its strategic nature,
Corporate Management Team is assigned to lead on the mitigation of this risk.
4.0
FINANCIAL POSITION STATEMENT
4.1
The financial budget summary statement (Appendix C) highlights a deficit for the council
of £112,608 or 2.79% as at the end of September. The deficit has arisen largely as a
result of a number of under performing income streams and also a failure to deliver the
2011/12 savings plan against the anticipated timescales. The deficit requires urgent
action to mitigate the current position and further shortfalls as we go through the financial
year. The prospect of an increased deficit in the second half of the year is heightened as
income producing areas show no sign of recovery in the current economic climate and
the delivery of savings plan targets fall largely into the second half of the year.
105
4.2
As a result, the Corporate Management Team has reviewed the current budget and
issued an action plan to all services. The actions to be taken include a freeze on all nonessential recruitment, a freeze on all non-essential expenditure, re-focus and delivery of
savings plans and a review of earmarked reserves. The impact of the actions will be
reviewed through monthly monitoring at Corporate Management Team of the council’s
financial position
5.0
CONSIDERATION BY THE EXECUTIVE COMMITTEE
5.1
When the committee considers the performance and financial information it may require
services to provide further clarification. It may also wish to take specific concerns or
questions to the Executive Committee either to seek clarification on decisions that may
affect performance, or to ask that action is taken to address concerns.
5.2
Consequently, when the Executive Committee considers the council’s performance on 7
December 2011, a paper detailing your concerns and comments will be presented.
6.0
6.1
None.
7.0
CONSULTATION
7.1
None.
8.0
8.1
Supports the Council Plan and DRIVE Programme
9.0
9.1
None directly.
10.0
10.1
Set out in individual service delivery plans.
11.0
Environment)
11.1
Identified in Summary Service Delivery Plans.
12.0
And Safety)
12.1
Identified in Summary Service Delivery Plans.
106
13.0
13.1
Executive Committee to consider Qtr 2 data on 7 December
Background Papers:
None
Contact Officer:
Phil Claridge, Corporate Improvement & Performance Manager
[email protected] T. 01684 272002
Debbie Garner, Performance & Scrutiny Officer
[email protected] T. 01684 272196
Appendices:
A - Summary Service Delivery Plans Qtr 2 2011/12
B(i) - Strategic Risk Register November 2011
B(ii) - Strategic Risk Register September 2011
C - Financial Position Statement to 30/09/2011
107
SERVICE DELIVERY PLAN REVIEW
CAR PARKING TRANSPORT
SERVICE PURPOSE
2011/12 - QTR 2
Appendix A
BUSINESS PERFORMANCE
To maximise the opportunities for vehicle parking through consistent and responsible parking management and provision
of facilities with the intention of supporting the local economy.
No. of off street parking tickets sold (Local Indicator)
45000
To provide and manage a range of public car parks and to manage on street parking to meet the needs of the
whole community.
To seek to support the vitality of town centres and local businesses through the provision and management
of appropriate car parking.
To ensure that parking issues are fully considered in the development of local transport plans, the local plan
and other strategic transport policies.
2009/10 Actual
2010/11 Actual
40000
2011/12 Actual
35000
30000
25000
To ensure that parking facilities are used in accordance with current parking orders.
To provide a consistent response to issues raised as a consequence of enforcing parking regulations.
20000
Apr
May
FINANCIAL PERFORMANCE
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
No. of off street Penalty Charge Notices' issued (Local Indicator)
350
108
Employees
Premises
Transport
Supplies and Services
Third Party Payments
Support Services
Capital Charges
Transfer Payments
Sub-Total Expenditure
Budget to
date
107,001
81,833
10,704
50,882
3,298
0
0
0
2011/12
Actual to Variance to
date
date
117,733
-10,732
72,127
9,706
8,255
2,449
37,933
12,949
6,282
-2,984
0
0
0
0
0
0
2009/10 Actual
Notes to variances over £10k
2010/11 Actual
300
2011/12 Actual
250
200
150
100
Apr
Income
Recharge Income
Sub-Total Income
-434,308
Total Net Expenditure
-180,590
-403,563
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
-30,745 * See notes under summary
No. of on street Penalty Charge Notice's issued (Local Indicator)
-161,231
-19,359
600
2009/10 Actual
550
2010/11 Actual
500
2011/12 Actual
450
400
350
300
250
200
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Service Manager: John Horsey, Car Parking Transport Manager T. 01684 272105 [email protected]
Dec
Jan
Feb
Mar
CAR PARKING TRANSPORT
Review resource requirements for the delivery of on
and off-street parking enforcement across the
borough. (Excellent)
40%
OPERATIONAL RISKS
Target completion date: March 2012 Exercise
underway. Consultancy work undertaken and various
options currently being explored.
Mitigating control
Residual
score
Impact assessment
Initial risk
Risk
Impact
Comment
Likelihood
Score
Risk ref.
Service Delivery Plan Action
% Complete
PROGRESS TOWARDS ACHIEVING 2011/12 SERVICE DELIVERY PLAN ACTIONS
2011/12 - QTR 2
Action
Target score
No significant risks at this time.
4
Review the contract for parking cash collection.
(Excellent)
80%
Target completion date October 2011. This is a
county project with Cheltenham Borough Council
leading. Tenders are currently being evaluated
100%
Target completion date September 2011. Exercise
undertaken using this year's Food and Drink Festival as
the template.
8
109
Prepare and implement a management plan for
parking provision for major events such as the Food
& Drink Festival. (Strong)
Prepare a project plan for the review of the council’s
Parking Strategy. (Excellent)
30%
Tewkesbury Masterplan - support the processes in
relation to the Access and Movement project.
(Corporate project)
30%
Target completion date: March 2012. Information/data
gathering exercise commenced. Full off street and on
street parking survey scheduled for October. The survey
will assist in providing essential data to inform the
review.
Ongoing. Internal meeting held to determine priorities.
Work linked to a number of other projects and will be
considered alongside work being undertaken on the
parking strategy to ensure alignment. Survey scheduled
for October as above.
BUSINESS & FINANCIAL PERFORMANCE SUMMARY
Employee expenditure remains higher than budgeted. Issues surrounding this and long term sickness cover is being addressed as part of the
resource requirements review.
The number of Penalty Charge Notices issued, particularly on street, continues to decline in comparison with the corresponding period in
previous years. This is in line with the national trend but also reflects improved compliance throughout the borough and changes to traffic
regulation orders in Tewkesbury.
Inevitably a reduction in PCNs has a direct link with a reduction in income.
The number of motorists using our off street car parks during this quarter is fairly comparative with the same period last year.
Service Manager: John Horsey, Car Parking Transport Manager T. 01684 272105 [email protected]
4
COMMERCIAL SERVICES
SERVICE PURPOSE
2011/12 - QTR 2
The commercial service seeks to protect the public and workers from unsafe workplaces and practices and unsafe food
that is produced, prepared or sold within the borough. This is achieved by a mixture of enforcement, education and
consultation with internal and external agencies. It also acts as health and safety advisor to the council. The main areas of
work are:
LPI 184 - Food establishments in area broadly compliant with food hygiene legislation
2010/11 Actual
91
2011/12 Target
90
% of food establishments
• Food safety
• Infectious diseases
• Health and safety
• Corporate Health and Safety Advice
2011/12 Actual
89
88
H
(High is good)
87
86
85
84
83
2011/12
110
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Income
Recharge Income
Sub-Total Income
Budget Actual to
to date
date
124,623
123,465
0
0
6,516
6,876
13,273
7,936
2,618
2,250
0
0
0
0
0
0
147,030
140,526
Variance
to date
1,158
0
-360
5,337
368
0
0
0
6,504
0
0
0
-7,384
0
-7,384
7,384
0
7,384
147,030
133,142
13,888
82
Qtr 1
Qtr 2
Qtr 3
Service Manager: Sonia Bagshaw, Commercial Services Manager T. 01684 272173 [email protected]
Qtr 4
COMMERCIAL SERVICES
OPERATIONAL RISKS
Establish a Safety Advisory Group to act as
point of contact for events held within
Tewkesbury borough area (Safe)
Assessment impact on service in relation to
National Food Hygiene Rating Scheme
(Healthy)
Planning and delivery of public health
educational promotion campaign in
connection with National Food Safety Week
(Excellent)
100%
Identify elements of commercial services
activity suitable for migration to customer
services
Review and amend information on intranet (iconnect) (Key activity)
Target completion date: April 2011. Multi-agency group
established and first meeting held to discuss terms of
reference and Cheese Rolling event
Target completion date: February 2012- Planned for
anniversary of launch of scheme
0%
50%
111
Monitor the progress of the work programme
of projects agreed by the health and safety
working group
75%
100%
75%
Target completion date: October 2011 Activities developed
and planned for community groups.Decision taken to change
emphasis to cover public health messages of protection
against viral borne infections such as norovirus (in light of
recent outbreak investigations in the borough). Press
information being drafted.
Target completion date: December 2011 Excellent progress
with workplan for the Health and Safety Working Group.
Majority of projects on-track to deliver outcomes within agreed
timescales
Target completion date: May 2011 Work completed to
identify simple processes suitable for migration to customer
services. Additional systems review work planned to make
further process improvements
Target completion date: December 2011 Work on-going to
update pages of web site and intranet for commercial services
and corporate health and safety
Initial risk
Impact assessment
Impact
Risk
Likelihood
Comment
Risk ref.
% Complete
Score
Mitigating control
Action
Target score
2011/12 - QTR 2
Residual score
No significant risks have
been identified.
The funding from the Food Standards Agency has been approved and received in respect of work carried out in 2010/11 for the
implementation of the Food Hygiene Rating Scheme. The scheme has now been running for eight months and has proved to be
an effective method of encouraging improvements in hygiene standards within the Borough.
The food premises in the borough are currently rated as follows:
Rating number of food businesses
Five
350
Four 198
Three 146
Two
24
One
49
Zero
1
A successful completion of the investigation and legal proceedings relating to the fatal accident at Sudeley Castle, Winchcombe in
2007, has resulted in the award of some of the council's costs incurred in the the case. Significantly this will cover the costs of the
outsourced legal fees paid for counsel used in the case.
Health and safety targeted interventions are continuing with a focus on high risk premises and the provision of business support for
small and medium enterprises in the form of advice and assistance with managing and documenting systems.
The work plan for the health and safety working group is progressing well with the following projects being given attention:
Review and update of accident and incident procedures
Review and update of fire and evacuation procedures
Review and update of asbestos procedures
Development of systems to manage external contractors
Follow-up of audit of health and safety arrangements in the waste service
Service Manager: Sonia Bagshaw, Commercial Services Manager T. 01684 272173 [email protected]
CUSTOMER SERVICES ICT
SERVICE PURPOSE
2011/12 - QTR 2
To ensure that our customers receive the information and services they need or want in a professional and
courteous manner, and in a way that meets their needs.
CS.2 % enquiries resolved by customer services team within target times
(Local Indicator-NEW)
2011/12 Target
2011/12 Actual
To provide and maintain a range of computing equipment, systems and services to council departments, both
directly and with external partners.
% Closed
100
To ensure consistent, responsive and helpful access to council services for all customers, either at first point of
contact or as a result of one, appropriate transfer to a specialist.
90
85
80
75
To help council managers, staff and councillors to make best use of current and emerging computer technology,
applications, equipment and processes to meet their business needs, enabling the ongoing delivery of services
to the council's customers through the use of ICT.
Apr
112
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2009/10 Actual
2010/11 Actual
2011/12 Target
2011/12 Actual
% Queries dealt with
90
80
70
60
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2011/12
Variance
to date
16,116 1.5 fte unfilled vacant posts
0
-80
5,719
4,895
0
284,254
0
4,844
298,047
4,571
0
0
0
0
0
0
0
618,365
591,715
26,650
-15,244
0
-15,244
-99
0
-99
603,121
591,616
2010/11 Actual
100
300,370
0
4,764
303,766
9,465
0
Income
Recharge Income
Sub-Total Income
2009/10 Actual
IT.2 Availability (uptime) of core IT infrastructure (Local Indicator)
This figure indicates savings expected during
2011/12 profiled over the year, figure not yet
-15,145 updated
0
-15,145
11,505
2011/12 Target
2011/12 Actual
99
% availability
Budget to Actual to
date
date
98
97
96
95
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2007/08 Actual
Total enquiries logged by customer services team (Trend)
2008/09 Actual
9000
2009/10 Actual
8000
2011/12 Actual
7000
No. of queries
Capital Charges
Transfer Payments
Jun
100
Employees
Premises
Transport
Support Services
May
IT.1 Help Desk - incidents & service requests resolved within agreed timescales
(Local Indicator)
To offer advice and guidance in good practice in project management and develop tools and procedures to help
manage projects successfully.
To provide services and support to all council departments in respect of designing and developing maps and
other graphics materials.
95
6000
5000
4000
3000
2000
1000
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Service Manager: Tina Nicholls Customer Services ICT Manager T. 01684 272117 [email protected]
Dec
Jan
Feb
Mar
Various target dates during 2011/12. Strategy action
plan is in place and being monitored. 10 projects are
scheduled to complete during 2011/12. Updated strategy
in November 2011 will propose others.
55%
Deliver Savings Plan projects as directed by Savings
Board in line with agreed project plans (Corporate
project)
Various target dates during 2011/12. 6 savings projects
within the service area, progress is being monitored by
Savings Board. Some slippage / revision of target dates
necessary to accommodate large number of projects
within customer services & ICT service area.
50%
Develop and seek approval of corporate strategy for
GIS (Geographic Information Systems) (Corporate
project)
Target completion date October 2011. Initial
consultation completed with service managers and
gloucestershire councils. Updated ICT strategy now
reflects GIS priorities. Written document will be developed
by GIS / Uniform corporate group. Revised date Feb 2012.
50%
113
Maintain Continuous Service Improvement Programme
for the service area (Key activity)
Various target dates during 2011/12. Tasks on the CS
& ICT SIP for 2011/12 are all on track against their
delivery dates.
50%
Completion of ongoing service projects: (Key activity)
- replacement financial systems (payment modules)
- revenues & benefits systems improvements
- Uniform & IDOX enhancements (new activity)
60%
Complete Tell Us Once rollout (Excellent)
100%
Lack of capacity within ICT Service provision, statutory
team will not allow us to
duty, morale, reputation
meet all corporate &
operational demands
within agreed timescales
Risk of failure of aging
components of the ICT
infrastructure
3
Finance, reputation,
statutory duties, litigation,
morale.
Corporate website is poor Reputation, service
and will not enable
provision, morale.
essential improvements in
electronic working
3
Prioritisation, additional funding,
governance, project &
programme procedures
Action
Tighter controls over reactive &
unplanned work requests,
investigate sharing services /
15
resources with partner
organisations
20
5
ICT strategy & funding, new
Switchboard / switch
storage area network, thin client
replacement project pending.
15 project, new server
12 Resources stretched so
replacements
remedial work taking longer to
complete
5
Flexibility in covering peak
Decision on AICs, increase
times, capacity & service
customer self-service,
review completed, some impact
improved website, apply flexible
15 on service quality remains
12 working arrangements, review
inevitable
vision for customer services
team
Communication, awareness
raising, governance
(programme board), monitoring
Target non-compliance,
develop corporate project
manager, tighter programme12
level monitoring
Improved management of the
site, using customer feedback
9 to improve the site.
4
4
16
3
4
Improvement action, corporate
communications group acting
12 as project board
Target score
Mitigating control
4
Service provision,
reputation, morale.
Lack of capacity within
Service provision,
customer services team
reputation, morale.
will not enable us to
provide service at multiple
sites without degrading
overall service quality
Non-adherence to project
management processes
will increase risk of
projects failing
5
Initial risk
Impact assessment
Impact
Risk
Likelihood
Risk ref.
Score
6
6
6
4
2
Various target live dates during 2011/2012. Work is
completed in line with service project plans; ICT supports
the implementation of service projects.
50%
Review and development of the professional graphics
service (Key activity)
ICT1
20%
ICT4
Deliver ICT improvements: year 2 of 3-year strategy
(ICT Strategy)
- prioritised action plan
- initiated projects
- monitoring
Various target dates during 2011/12. Strategy action
plan in place and being monitored. There are 12 projects
remaining on work plan. 8 projects are scheduled to
complete during this year.
CUS1
Deliver Customer Service improvements: year 1 of 3year strategy (Customer Services Strategy)
- prioritised action plan
- initiated projects
- monitoring
Comment
OPERATIONAL RISKS
PM1
% Complete
2011/12 - QTR 2
Residual sco
CUSTOMER SERVICES ICT
CUS5
Target completion date: January 2012. Costs of
leasing new high spec printer to be re-covered by
completing more printing in-house.
Completed October 2011
Project update: Some slippage in savings plan projects; progress is monitored by the Savings Board. GIS strategy not yet written, although consultation and identification of requirements is completed.
Performance update: All performance targets achieved for Q2. Indicator CS.2: This new indicator (from April 2011) measures the percentage of enquiries from customers that were resolved & closed by customer services staff within specified target
times. 10% of enquiries logged were passed to back office teams to fulfil. The indicator has been corrected in Q2 to remove these from the calculation , so the figure reported accurately reflects first time resolution by Customer Service Advisors. CS
Trend - total enquiries logged by customer services. This historic indicator reports the numbers of enquiries from customers that customer services advisors log on the CRM system. It shows the increasing number of enquiries logged year-on-year and has
been retained during 2011/12 in order to demonstrate the success of actions to move customer payments to electronic channels.
Financial update: No issues, anticipated savings are being achieved but are not yet reflected in the budget figures.
Quarter two update:
Following a review of service management within the Finance & Resources department, a new ICT operations manager was appointed. Two members of the ICT team also left the authority during Q2. Work started to re-negotiate a major contract for the
provision of internet services. The 'thin client' project is a major focus for ICT at the moment. A new high specification printer has been leased to encourage more graphic design and printing to be completed in house. This will reduce the amount of printing
being completed externally. Project Support is now supporting the Waste Project helping with developing the structure and schedule for the project board. Customer Services staff coped with a higher than usual number of enquiries from customers
through the main holiday period. Work has continued to prepare for the launch of the Tell Us Once service in Gloucestershire on 12 October. Main issue for Q3 will be recruitment of Web & Digital take up officer, and continuing to cover vacant posts.
Service Manager: Tina Nicholls Customer Services ICT Manager T. 01684 272117 [email protected]
DEVELOPMENT CONTROL AND CONSERVATION
SERVICE PURPOSE
2011/12 - QTR 2
The purpose of the service is to enable development that accords with development plan policy, to ensure that
developments contribute towards creating a clean, green, healthy and safe environment.
Percentage of major applications determined within 13 weeks
2009/10 Actual
2010/11 Actual
2011/12 Target
2011/12 Actual
120
• To ensure that decisions on planning and related applications provide for good quality development which preserves
and enhances the historic and natural environment in accordance with relevant legislation and policies;
• To provide an excellent and transparent service to all customers, including applicants, agents, town and parish
councils, consultees and others making representations on applications, and local land charges customers;
% determined
Service Objectives:
100
80
H
(High is good)
60
40
• To ensure that there is capacity to respond to future housing and employment needs for the borough developed
through the Joint Core Strategy to ensure that new communities comprise desirable places to live and work
•
20
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Percentage of minor applications determined within 8 weeks
2009/10 Actual
2010/11 Actual
2011/12 Target
2011/12 Actual
85
80
114
Budget
to date
Employees
Premises
Transport
360,982
0
14,686
38,022
Support Services
Capital Charges
Transfer Payments
32,831
0
0
0
446,521
2011/12
Actual to Variance
date
to date
Variance mainly due to senior planning officer post and
support services post maternity leave not being filled. Also
338,298
22,684 two part time admin posts have not been filled.
0
0
12,737
1,949
32,468
5,554
Variance due to the fact that an invoice received had been in
12,506
20,325 dispute.
0
0
0
0
0
0
396,008
50,513
% determined
75
H
(High is good)
70
•
65
60
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Processing of planning applications as measured against targets for 'other' application types
95
2009/10 Actual
Income
Recharge Income
Sub-Total Income
-406,548
0
-406,548
39,973
-326,884
0
-326,884
69,125
Shortfall mainly due to large scale major application not being
-79,664 submitted. Submission is expected by end of financial year.
0
-79,664
-29,152
% of applications
90
2010/11 Actual
2011/12 Target
85
2011/12 Actual
80
H
(High is good)
75
70
•
65
60
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
PLEASE NOTE - The above 3 indicators are part of the statutory SDL (Single Data List) return made to central government.
Service Manager: Paul Skelton, Development Control Manager T. 01684 272102 [email protected]
DEVELOPMENT CONTROL AND CONSERVATION
Target End Date Oct 2011. Strategic Framework: Draft for
Consultation to be reported to the October Executive for
approval as a consultation document - the Urban Design
contribution has been completed.
Urban design officer contribution to
completion of Phase III of the Tewkesbury
Town Centre Masterplan. (Excellent)
0%
Planning Enforcement Systems Review
(Excellent)
0%
Appoint Counsel for Homelands 2 and
Cleevelands Public Inquiry. (Excellent)
100%
115
80%
Completion of Tree Preservation Order
Review (Clean & Green)
96%
Review design and procurement of planning
application advertisement (Provide value for
money)
Mitigating control
Action
None identified this quarter.
Target Date April 2012. This will follow on from approval of
the Phase II Strategic Framework document.
Due to Commence January 2012.
Completed May 2011.
Prepare the council’s case at the Homelands
2 and Cleevelands Public Inquiries.
(Excellent)
Produce a robust charging scheme for
planning applications and related
development control work (Provide value for
money)
Initial risk
100%
Impact assessment
Impact
Target completion date: March 2012. The survey works
and first drafts of the appraisals have been completed. The
project is on target for consultation drafts to be considered by
Executive committee in March.
Risk
Likelihood
50%
Risk ref.
Comment
Complete Bishops Cleeve and Woodmancote
Conservation Area Appraisals (Strong)
Urban design officer contribution to
completion of Phase II of the Tewkesbury
Town Centre Masterplan. (Excellent)
Score
% Complete
OPERATIONAL RISKS
Target score
2011/12 - QTR 2
Residual score
15%
Revised target completion date: December 2011 The 1st
stage of the inquiry is completed with evidence given on
agricultural land quality, design and landscape. A further proof
of evidence is required relating to housing evidence updating
progress with the Joint Core Strategy. Work is continuing with
the developers to reach agreement on technical issues where
possible. Target date amended to December 2011 to reflect
the dates of the Inquiry.
Target completion date: December 2011. The landscape
appraisal element has been fully completed and the legal
element has been completed for the majority of orders.
Target completion date: To be agreed once the enabling
legislation is in place. All the council's targets have been
achieved however the enabling legislation has not yet been
passed.
Completed: October 2011.
100%
Digitise register of planning decisions.
(Provide value for money)
5%
Review and implementation of storage
requirements for planning history records.
(Provide value for money)
30%
Revised target completion date: June 2013. A system is in
place to enable digitising to be carried out. Given office
moves and fee benchmarking exercise it is unlikely that the
target of March 2012 will be achieved, a revised target
completion date has been set.
Revised target completion date: March 2012. Storage
requirements were partially reviewed as part of the office
move. The main issue to be addressed will be the digitising of
records which is likely to be a corporate issue and a proposal
will be set out to corporate management team in due course.
The planning fees benchmarking has had to take precedence over other projects. That information gathering part of the project has been
completed and draft results have been received. Due to a problem with the construction of the national electronic model constructed by
CIPFA, further work is required before an accurate draft fee schedule can be produced. Nonetheless good progress has been made on the
majority of projects.
The number of applications has reduced slightly from the same period in 2010/11 from 621 - 603 however there has been an increase in the
number of larger scale and more complex applications. Income shows a deficit of £79,664 against the annualised budget however the annual
budget includes a large scale major application which is not expected until later in the financial year, but the fee has been spread pro rata
across the year. Based on current income, submission of this application would address the current deficit.
Performance against targets for all application types is down on last year. Performance has been affected by capacity issues within the
team, in particular given the resources required to deal with the Homelands 2/Cleevelands public inquiry. The reduction in capacity is being
absorbed by the rest of the team however this resource will be transferred back following conclusion of the Inquiry in December. As a result it
is anticipated that performance targets for minor/other applications will be met by the end of the year.
100% of searches were dealt with within the 10 day target.
The design of adverts has been reviewed and changed resulting in up to 50% savings in advertising costs. The procurement project has
resulted in a change in service provider and further savings.
Service Manager: Paul Skelton, Development Control Manager T. 01684 272102 [email protected]
DIRECT SERVICES
SERVICE PURPOSE
2011/12 - QTR 2
The purpose for Waste Collection is:
To collect waste from all our customers on the right day, at the right time and deliver value for money.
The purpose for Street Cleansing is:
To keep the borough clean and clear of litter, debris, abandoned cars and flytipping in a manner that provides quality and
value for money.
NOTE:-
Local indicators are to be developed this year to help improvement.
Service Objectives:
• maximise the borough’s recycling rate;
• minimise waste;
• provide value for money;
• cleanse the borough daily;
• support people to dispose of litter in an acceptable manner;
• remove flytips and abandoned cars as soon as possible.
116
2011/12
Budget
Actual
Year To Date Year To Date
Employees
Premises
Transport
Support Services
Capital Charges to
Revenue
Transfer Payments
Income
Recharge Income
Sub-Total Income
718,181
16,126
463,023
23,927
135,640
0
714,474
22,490
450,650
17,718
125,520
0
0
0
1,356,897
0
0
1,330,853
-745,887
0
-745,887
-779,280
0
-779,280
611,010
551,572
Variance
To Date
3,707
-6,364
12,373 Largely due to reductions in repair costs.
6,209
10,120 Saving made in commercial tipping costs.
0
0
0
26,044
33,393 Includes additional payments to county
0
33,393
59,438
Service Manager: Rob Bell, Interim Head of Direct Service
[email protected]
DIRECT SERVICES
117
Implement a training programme for vehicle drivers
and review the management control of accidental
vehicle damage. (Other key activity)
Develop key performance measures in line with
partners & improve the CRM (customer relationship
management) system to automatically produce the
data. (Other key activity)
80%
60%
0%
Target completion date: March 2012. The service
continues to deliver efficiences and value for money to
reduce waste to landfill through constantly monitoring
and improving service delivery.
Target completion date: October 2011. Staff training is
continuing. Working jointly with Cheltenham Borough
Council the updating of risk assessments etc is largely
complete. The HSE inspections are scheduled for 17th &
22nd November.
Target completion date: March 2012. Training being
delivered jointly. Two units completed with a further two
units scheduled for February 2012.
Target completion date: 31 March 2012. Work has yet
to be started on this project. The decision to participate
or not in the Joint Waste Partnership will also have an
influence on key performance indicators (KPI's)
Residual
score
Initial risk
Prepare for the Health & Safety Audit (Oct 11) via:
1. Roll out training programme;
2. Review and update risk assessments;
3. Implement outstanding Health & Safety measures
as identified in previous audit.
Response to change & drive improvement
Comment
Likelihood
50%
Score
Impact
Deliver the operational priorities identified in the
Corporate Waste Strategy. (Clean & Green)
OPERATIONAL RISKS
Risk ref.
% Complete
2011/12 - QTR 2
Target score
RSC Reliability and
1
availability of front line
service delivery and
support services with
correct skills and
capacity.
Service failure, lower
levels of service
delivery, damage to
council image
5
4
20 Continuous focus on
retaining reliable staff,
access to agency staff,
planned balance between
permanent, casual and
temporary staffing levels
10 Reduce sickness
absence
10
RSC Availability and
2
reliability of vehicle
fleet and other
equipment.
Service failure
4
4
16 Regular inspections
maintenance and repairs,
regular contract review
meetings in place.
12 Excessive tyre wear
and recharges under
review.
8
5
5
25 Risk assessments, training,
induction training, lone
working policy, review
accident data
15 Annual review of risk
assessments,
implementation of H&S
Action Plan
10
Risk
Impact assessment
RSC Health& Safety (H&S) Injury to staff, injury to
3
public, staff absences,
issues, staff
low staff morale
vulnerability
(aggressive
customers, lone
working, risk of
assault)
Mitigating control
Action
Interim shared management arrangements with Cheltenham Borough Council are continuing and financial management is under
strict control with a significant improvement compared to the same period last year.
Significant progress has been made on the health and safety work required prior to a HSE (Health & Safety Executive) inspection
due in November. The HSE inspection may result in further improvement actions that would need to be completed in this municipal
year.
Service Manager: Rob Bell, Interim Head of Direct Service
[email protected]
TOURISM ECONOMIC DEVELOPMENT
SERVICE PURPOSE
2011/12 - QTR 2
Tewkesbury TIC Cumulative Net Cost V Budget 2011/2012
To ensure that the borough is a place where people want to live, work, visit and invest to maintain economic vitality.
Actual 2011/2012
40000
Actual 2010/2011
35000
30000
L
(Low is good)
25000
£
Service Objectives:
• To work with our business community and partners to promote the borough to investors and visitors;
encourage economic growth and support for Small & Medium Enterprises (SMEs).
• To ensure that employment needs and growth opportunities are delivered through the Joint Core
Strategy (JCS) process in partnership with the JCS team.
• To deliver an effective and efficient tourism service to promote tourism and heritage in the borough
• To develop and deliver the statutory Sustainable Community Strategy in partnership with stakeholders
and to manage, develop, review and co-ordinate the Local Strategic Partnership (LSP).
• Provide support for voluntary and community sector organisations, including funding advice and
capacity building
• Delivery of effective community engagement partnership working as part of the coalition’s localism
agenda
Budget 2011/2012
20000
15000
10000
5000
0
April
May
June
July
Aug
Sept
Month
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Budget to
date
114,818
7,256
2,379
19,816
24,163
0
0
0
168,432
Actual to
date
97,963
5,622
2,316
17,605
18,857
0
0
0
142,363
2011/12
Variance
to date
16,855 Savings to staff costs
1,634
63
2,211
5,306
0
0
0
26,069
Winchcombe TIC Cumulative Net Cost V Budget 2011/2012
Budget 2011/2012
Actual 2011/2012
Actual 2010/2011
3500
3000
L
(Low is good)
2500
2000
£
118
1500
1000
500
Income
Recharge Income
Sub-Total Income
-116,554
0
-116,554
-76,732
0
-76,732
51,878
65,631
Variance due to reduced market income. Budget £7166
-39,822 per month, acutal £4333 per month
0
-39,822
0
April
May
June
July
Month
-13,753
Service Manager: Julie Wood, Economic Development Tourism Manager T. 01684 272095 [email protected]
Aug
Sept
TOURISM ECONOMIC DEVELOPMENT
Comment
% Complete
Comment
100%
Target End Date 30th Sept 2011. Completion of LSP
review has been delayed to examine more fully the purpose
and scope of a borough wide strategic partnership and to
consider a range of delivery mechanisms. New target end
date 31st March 2012
Complete a mid term review of the Economic Development & Tourism
Strategy to respond to national and local economic agendas and needs
(Excellent/Strong)
100%
Target Date - Draft-July 2011. Draft strategy completed and Overview &
Scrutiny have established a member working group to work with officers
on developing the final strategy. Draft strategy is currently out for
consultation with partners. Target date for completion of final strategy is
December 2011
Target End Date 31st Dec 2011. Partnership Action Plan
written and agreed. Links to review of LSP above
Delivery of Phase II of Tewkesbury Town Masterplan in line with
approved Project Initiation Form (Corporate project)
90%
Target End Date Oct 2011. Strategic Framework: Draft for Consultation
to be reported to the October Executive for approval as a consultation
document
Target Date 31st Dec 2011. Economic Development
Partnership currently establishing new priorities based on
evidence from business survey and draft Economic
Development & Tourism Strategy
Development of Phase III PIF for Tewkesbury Town Masterplan
(Corporate project)
100%
Target Date Mar 2012. New Voluntary & Community
Sector Forum established with a Service Level Agreement
in place. Delivery against the SLA will be monitored
Evaluation and completion of reports for the Count Me In project as part
of the DoH Healthy Towns programme and delivery of partnership exit
strategy for any potential continuation of good practice and roll our
across the borough (Healthy)
100%
Target Date Sept 2011. 2011 Food & Drink Festival
evaluated and a new tender process is currently underway
to identify a new operator for future years.
Evaluate success of the external provision of the Food
& Drink Festival and identify way forward for future
provision (Response to change and to drive
improvement)
119
To deliver improved links with the tourism sector
working in partnership with Cotswolds & Forest of Dean
Tourism Destination Management Organisation (DMO),
including:1) Establishing a new Local Accommodation
Assessment Scheme
2) Introduction of a new data capture system (T-Stats)
as a 6 month pilot (Excellent/Strong
Complete tender process for the concession to operate
the charter market in Tewkesbury (Strong)
70%
100%
Review delivery of Tewkesbury Heritage & Visitor
Centre, including delivery of an improved marketing plan
and campaign, and possible links and impacts on
Winchcombe TIC. (Response to change & to drive
improvement)
50%
Develop a new marketing & investment plan for the
borough, including action plans, working with the
business community (also links to Tewkesbury Town
Centre Masterplan project) (Strong)
20%
Target Date Mar 2012. Cotswolds & Forest of Dean DMO
now re-branded 'Cotswolds Tourism'. New lmproved links
established with businesses include the introduction of a
pilot Local Assessment Scheme for accommodation
businesses and the introduction of a pilot computerised
data capture system (T-Stats) where businesses upload
their 'how's business' data enabling comparitive analysis
and reporting. A new Cotswolds Tourism newletter has
been produced which goes to businesses as part of their
membership of Cotswolds Tourism.
Target Date Sep 2011. Tender has been awarded but
contract not yet completed
Target End Date Mar 2012. Measures put in place to
reduce expenditure and increase income. Both TICs have
increased visitor figures in this quarter. Tewkesbury is 32%
up on the same period for 2010 and Winchcombe is
showing an increase of 5.5% Tewkesbury has reduced
expenditure over budget by £9k Winchcombe is showing
increased expenditure over budget which is due to
increased goods for resale purchases over the summer
period. This will be managed over the winter period to
ensure that budget on target. Partnership working with
Winchcombe Town Council is working well with the local
community supporting the TIC. Tewkesbury Town Council
are currently considering potential options for supporting
Tewkesbury Heritage & Visitor Centre
100%
Completed. Reports all completed and submitted to the DoH. Final
evaluation from the University of Gloucestershire is scheduled for
December in line with DoH approval. Of the 9 Healthy Towns, only 8
completed the 3 year programme and Tewkesbury is the only project with
baseline and outcome data.
OPERATIONAL RISKS
Score
Risk
Impact assessment
Mitigating control
Action
Target score
To strengthen the Voluntary Community Sector (VCS)
(Response to change and to drive improvement)
0%
Residual score
30%
Target Date April 2012. This will follow on from approval of the Phase II
Strategic Framework document.
Initial risk
Review Economic Development Partnership priorities
and membership to reflect the new strategic partnership
and priorities (SCS/LSP)
100%
Impact
Agreed Partnership Action Plan (Sustainable
Community Strategy - SCS)
Likelihood
Review and restructure the LSP (Local Strategic
Partnership)
Risk ref.
PROGRESS TOWARDS ACHIEVING 2011/12 SERVICE DELIVERY PLAN ACTIONS cont…
% Complete
2011/12 - QTR 2
There are no significant risks identified at this time
Tewkesbury Heritage & Visitor Centre has performed better than projected budget and has had an exceptionally busy summer period
with visitor figures up 32% on 2010 in this quarter
Wincombe TIC is showing increased expenditure. This is due to additional expenditure on goods for resale, especially on stocks of
books. as the bookshop in Winchcombe has recently closed. Expenditure tends to reduce over the winter period. and the budget should
be back on track Visitor figures have increased on 2010 - 5.5%. this quarter
The Local Strategic Partnership is undergoing a fundamental review in terms of effectiveness and how partnership working links to
localism, community concept working and locality planning. There is potential for a new, innovative and more flexible form of
partnership working, especially as there is not a requirement to have a formal Local Strategic Partnership
Target Date - Jan 2012. Marketing & Investment Plan for
Tewkesbury now forms part of the Tewkesbury Town
Centre Strategic Framework:Draft for Consultation
document. A new tourism marketing plan is being prepared
in conjunction with Cotswolds Tourism. Officers are
currently working on a borough wide marketing &
investment plan, which will include and link to the activities
already referred to above.
Service Manager: Julie Wood, Economic Development Tourism Manager T. 01684 272095 [email protected]
GROUNDS MAINTENANCE
SERVICE PURPOSE
2011/12 - QTR 2
To maintain the borough council’s public realm green space, parks and gardens to high standards of maintenance for
the benefit of residents and visitors to the borough of Tewkesbury.
Service objectives:
• To provide a pleasant and attractive environment for all users of green space
• To promote a positive image of the borough
• To provide good quality parks, gardens and open spaces which are fundamental in enhancing the
quality of life for residents and visitors
• To provide high quality green space and playing fields to enhance the physical and mental health to the
benefit of young children and young people
• To provide high quality open space in order to reduce crime and the fear of crime and which supports
local cohesion
• To help protect the environment and encourage biodiversity
120
2011/12
Budget
to date
Employees
Premises
Transport
Support Services
Capital Charges to Revenue
Transfer Payments
Income
Recharge Income
Sub-Total Income
Actual
to date
Variance
to date
On the implementation of Single Status all ground's
maintenance staff received an increase in their salary bands
in addition to which they receive annual increments which may
be the cause of the overspend. Staffing levels remain the
-10,644 same as in previous years.
109,684
0
30,789
8,281
18,947
0
0
0
167,701
120,328
0
32,743
8,070
13,811
0
0
0
174,951
-1,794
0
-1,794
-219
0
-219
-1,575
0
-1,575
165,907
174,732
-8,825
0
-1,954
211
5,136
0
0
0
-7,250
Service Manager: John Rees, Grounds Maintenance Manager.
[email protected]
GROUNDS MAINTENANCE
121
Review the charges levied by the private
sector for the repairs and maintenance of
small plant, equipment and grass cutting
machinery. Explore the option of using the in
house maintenance team based at the
central depot. (Excellent)
Evaluate customer satisfaction levels within
grounds maintenance operations by way of
service questionnaire. (Excellent)
Deliver actions arising from 2011/12
Equalities Impact Assessment.
Ensure that all health and safety
documentation has been re-evaluated and
updated and cascaded to all staff. (other key
activity)
75%
GM4
Dangerous trees posing a
risk to the public and property
due to lack of tree register
and programmed inspection.
Target completion date: March 2012. An in depth safety report on all play areas has
been undertaken by a company RSA Engineering based in Manchester. Their
engineering surveyor carried out the survey during the summer of 2011. The report
contains a number of recommendations for repair and maintenance to play areas and I
now seek evidence that these repairs were undertaken in accordance with the report. I
can also confirm that weekly inspections of play areas are taking place.
GM 6
Lack of future burial capacity Local people unable to
at Tewkesbury Cemetery. A buried in their town, damage
pandemic could result in a
to reputation.
much higher burial rate,
severely reducing capacity
Target completion date: December 2011. Ongoing repairs to plant,machinery and
equipment continue to be carried out by the in house team of engineers based at the
Central Depot giving overall efficiency and economic savings.
75%
50%
75%
50%
5
3
15 £15k has been identified in
the 2010/11 budget to begin
the process of registering
and inspecting trees on
council land
4
3
12 Planners instructed to explore
12 Develop a strategy for the
availability of suitable land.
planning of a replacement
facility. Work is being carried
out to explore the
opportunities of obtaining a
new cemetery facility
through new development
around the town
Falling trees or branches
causing death, injury or
damage to property,
damage to council
reputation. Statutory
requirement to maintain
assets in a safe condition.
All risks and safe systems of work have been recorded and communicated to staff.
Task Completed
100%
All play areas to receive a weekly visual
inspection and be recorded, an in depth
inspection of all equipment and play surfaces
to be carried out monthly and recorded
together with a ROSPA (Royal Society for
the Prevention of Accidents) inspection on
an annual basis. (Clean, Green & Safe)
/ŵƉĂĐƚĂƐƐĞƐƐŵĞŶƚ
Tree Database:
Target completion date: March 2012. The satisfaction survey is being carried out
on a 1-2-1 basis with members of the public with recent surveys being completed in
Tewkesbury and Bishop's Cleeve areas .
Target completion date: March 2012. A training session on diversity and equality
awareness has been arranged for early November at the central depot for all grounds
maintenance staff and will be delivered by the community development and equalities
officer of Tewkesbury borough.
Target completion date: December 2011. All risk assessments and safe systems
of work are currently being updated. In accordance with best practice and HSE
guidelines.. A number of staff have recently commenced their Certificate of
Professional Competence training which will allow them to drive vehicles over 3.5
tonnes . The module is to be completed by 2013. Manual handling training for all staff
is scheduled for November 04 2011.
Service Manager: John Rees, Grounds Maintenance Manager.
[email protected]
Mitigating control
Action
15 Risk based approach to be
adopted for tree inspections. Also
exploring options for joint working
with Cheltenham.
Target score
ZŝƐŬ
Initial risk
Comment
Likelihood
Score
/ŵƉĂĐƚ
Implement outcomes following health and
safety review of grounds maintenance
activities (safe)
OPERATIONAL RISKS
Risk ref.
% Complete
2011/12 - QTR 2
Residual score
12
8
HOUSING ADVICE COMMUNITY SAFETY
SERVICE PURPOSE
2011/12 - QTR 2
To provide a comprehensive Housing Advice Service to all applicants of the borough and beyond.
2009/10 Target
Total number of homelessness cases prevented
Purpose of the Community Safety Team:
The Crime and Disorder Act, 1998 and in particular Section 17 imposes a duty on local authorities and the police to
"without prejudice to any other obligation imposed upon it - exercise its function with due regard to the need to do all
it reasonably can to prevent crime and disorder in its area".
Section 11 of the Children Act 2004 places a duty on Tewkesbury Borough Council to make arrangements to ensure
that its functions are discharged with regard to the need to safeguard and promote the welfare of children.
200
Total no. of cases
Purpose of the Safeguarding Children’s Policy
2009/10 Actual
2010/11 Target
2010/11 Actual
2011/12 Target
250
2011/12 Actual
H
(High is good)
150
100
50
0
Qtr 1
122
2011/12
Budget to Actual to Variance
date
date to date
Employees
133,936 125,577
8,359
Premises
1,126
2,967
-1,841
Transport
3,216
3,647
-431
1,906
837
1,069
Due to staff sickness it has been necessary to employ
temporary staff with payment from the Homeless Prevention
50,634
63,041 -12,407 Grant.
Support Services
0
0
0
0
0
190,818
0
0
196,069
0
0
-5,251
Income
Recharge Income
Sub-Total Income
-27,469
0
-27,469
-34,491
0
-34,491
7,022
0
7,022
163,349
161,577
1,772
Qtr 3
Qtr 4
2009/10 Homeless Actual
Total number of homelessness cases accepted
25
20
Total no. of cases
Capital Charges to
Revenue
Transfer Payments
Qtr 2
15
10
5
0
Qtr 1
Qtr 2
Qtr 3
Service Manger: Val Garside, Housing Advice Community Safety Manager T. 01684 272259 [email protected]
Qtr 4
HOUSING ADVICE COMMUNITY SAFETY
123
To raise awareness of Terrorism Action and
Child Protection through staff briefings,
communications and awareness training
(Response to change and to drive
improvement)
Target score
Loss of Community Safety
Funding as a result of the
money being delivered to
Police Commissioners.
5
Rural CSPs may not see
money for local initiatives as
a result of Police
Commonsionners favouring
Urban areas.
5
25 To ensure that Police
Commisioners once
appointed are made aware
of the local issues in order
that funds can be bid for.
Target completion date: March 2012.
Draft procedure has been completed, need to consult with
police before implementing.
H2
Housing market improves
yet wages and
unemployment increases,
resulting in an increase in
number of people at risk of
eviction due to mortgage
arrears/rent arrears.
Increased numbers of
households presenting
themselves as homeless or
threatened with
homelessness.
5
5
10 Increase marketing to
25 Increased awareness and
ensure public aware of
promotion to households of
services available.
the availability of housing
advice and assistance at an
early stage.
10
On hold from a national level.
H3
Lack of partnership
involvement with the
Community Safety
Partnership as a result of
the cuts taking place across
Gloucestershire
Lack of Partnership
Members to carry out
partneship work in
connection with Community
Safety.
5
5
25 Maintain community and
support to partners.
10
50%
In order to comply with Section 11 Audit ensure front line staff
are trained in Child Protection.
0%
Waiting for county policy to be adopted before district policy
produced
50%
Awaiting analysis of questionnaires.
50%
WRAP training currently on hold as directed by central
Government. Child Protection awareness delivered at staff
briefings in July 2011. Need to present briefings to Depot and
Cascades staff.
Risk
Impact assessment
Impact
H1
0%
Develop Adult Safeguarding Policy (safe)
Take proactive action in response to
customer suggestions (Excellent)
As a result of tha age change to allow the ASB Youth
Diversion Officer to work with youngsters from the age of 11,
the ASB officer is now dealing with a 12 year old girl and a 13
year old girl.
Comment
50%
Provide training sessions to 100% front line
staff on PREVENT (Safe)
Facilitate Child Protection Training for 100%
front line staff. (Safe)
Initial risk
Develop a draft Procedure for Acceptable
Behaviour Contracts and ensure successful
adoption by partner agencies within the CSP.
(Strong)
50%
Score
Likelihood
Within the workload of the ASB Diversion
Officer, to receive referrals from partner
agencies and respond accordingly.
Promote extension of service of ASB
Diversion Officer to work with younger age
group. (Strong)
OPERATIONAL RISKS
Risk ref.
% Complete
PROGRESS TOWARD ACHIEVING 2011/12 SERVICE DELIVERY PLAN ACTIONS
2011/12 - QTR 2
Residual score
Mitigating control
Action
10
10 Ensure that Police
Commisioners are aware of
local issues and the
importance of these issues
to local people.
10 Ensure that lines of
communication with
partners are open and
partners are supported.
Community Safety Partership - Partnership have agreed to deliver a number of projects across the borough which will help address a
number of issues including anti-social behaviour and substance misuse. A decision was also made to change the age group that the Anti
Social Behaviour Youth Diversion Officer works with, from 14 - 19 year olds to 11 - 19 year olds. The change has been welcomed by
partnership agencies and referrals have been recieved for younger clients.
Housing Advice Team - The team have faced difficulties with staff sickness, maternity leave and increased applications. Management
action has been taken to respond to the difficulties through employment of three temporary members of staff. Solutions to resolve the
situation are in place.
Service Manger: Val Garside, Housing Advice Community Safety Manager T. 01684 272259 [email protected]
HOUSING ENABLING
SERVICE PURPOSE
2011/12 - QTR 2
Purpose of the Housing Enabling Service:
The Housing Enabling Service ensures that the council meets its statutory duties within the Housing Act which requires
the council to identify and address the housing needs of borough residents. Key aspects of the service are:
• Research & development of housing and homelessness strategies and policies.
• Negotiation with developers, landowners and housing associations to enable the delivery of additional, suitable
affordable housing to meet local needs and contribute towards the development of sustainable communities.
Purpose of the Corporate Equalities and Diversity service:
To ensure that the council meets with its Equality Duty and its vision of reaching the ‘Achieving’ level of the Equalities
Framework for Local Government or equivalent assessment in 2011/12 and continues to improve.
Service Objectives:
To implement the council’s ‘Concept for Working with Local Communities’
To implement the requirements of the Equality Framework for Local Government (or equivalent replacement measure)
and to ensure that the council is meeting its statutory duty to inform, consult and involve residents and partner
organisations.
2009/10 Actual
2010/11 Target
120
2010/11 Actual
2011/12 Target
Total of affordable homes
Purpose of the Community Development Service:
To enable community development within the borough through enabling, empowering and engaging with communities in
line with the aims of the council’s ‘’Concept for Working with Local Communities’’ document and the council’s statutory
duty to ‘involve, consult and engage’ with residents and partner organisations.
Number of Affordable Homes Delivered
100
2011/12 Actual
80
60
40
20
0
Qtr 1
Qtr 2
124
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Income
Recharge Income
Sub-Total Income
Budget Actual to Variance
to date
date
to date
59,738
62,879
-3,141
0
0
0
1,479
856
623
53,854
53,718
136
172
0
172
0
0
0
0
0
0
0
0
0
115,243
117,454
-2,211
0
0
0
0
0
0
0
0
0
115,243
117,454
-2,211
2011/12
Service Manager: Frances Evans T. 01684 272162 [email protected]
Qtr 3
Qtr 4
HOUSING ENABLING
Develop and implement a Single Equalities
Scheme to replace the existing TBC equalities
policies (Excellent)
Consult and engage to identify community
needs (Excellent)
100%
125
Undertake a customer satisfaction survey for
residents of new-build affordable housing.
Develop and publish a guidance document for
staff and Members on access and translation
for customers. (Excellent)
Work in partnership to enable (through
empowerment, advice and assistance) the
development of 3 new community projects in
the borough in line with the ‘Concept for
Working with Communities’ paper (Corporate
project)
70%
70%
50%
Review the Housing and Homelessness
Strategy (Key activity)
15%
Review and renew the Gypsy and Traveller
Accommodation Assessment (GTAA) which
will expire in 2012 (Key activity)
0%
Mitigating control
Residual
score
Initial risk
Impact assessment
Impact
32%
Target completion date: 31 March 2012. Whilst the number
of affordable housing completions in the first two quarters
have been low, further completions in Q3 and Q4 are likely to
bring the action back on target.
risk
Likelihood
40%
Target completion date: 31 March 2012. Research has
been undertaken to establish what should be included in a
Single Equalities Scheme and inform the development of a
draft document which will be presented to the Executive
Committee on 9 November (Q3) and subject to agreement will
be published for public consultation in Q3.
Risk ref.
Comment
Enable the delivery of more than 50 affordable
housing units to meet housing needs (Strong)
OPERATIONAL RISKS
Score
% Complete
2011/12 - QTR 2
Action
Target score
No significant risks
identified for this qtr.
Target completion date: 31 July 2011. The ''Concept for
Working with Communities'' was adopted by Council on 29
July 2011. This project is now complete. The implementation
of the concept has already started and will be ongoing.
Target completion date: 31 March 2012. A draft survey
questionnaire has been developed and sent out at the end of
Q2. Survey results and report expected in Q3.
Target completion date: October 2011. A draft internal
guidance document for staff and members has been
completed. It will be sent out for internal consultation in
October 2011 (Q3) and this will inform any final adjustments.
Target completion date: 31 March 2012. A successful
community project in Northway was completed in June 2011.
The community garden project in Bishops Cleeve is almost
complete with a planned completion date of 13/10 (Q3). A
joint project with Roses and Everyman Theatre which will
involve BME (black and ethnic minorities) families is planned
for Q4.
Target completion date: June 2012. A request to set up a
Housing and Homelessness Strategy and Housing Renewal
Policy Review Working Group was made to the Overview &
Scrutiny Committee on 13/9/11. This was agreed. The group
will meet on 14/10/11 to agree the project timetable.
Target completion date: June 2012. New/revised National
Guidance on GTAA is awaited. The guidance will inform the
requirements that need to be met when undertaking an
accommodation assessment for these client groups.
The projects identified in the service plan are progressing as planned with key milestones planned in quarters 2 and 3.
At its meeting on 13 September 2011, the Overview and Scrutiny Committee agreed for a Working Group of 8 Members to be set up to
review and inform the develoment of a combined Housing, Homelessness and Housing Renewal strategy. The first meeting of the working
group has been planned for 14 October 2011 at which point a Chair of the group will be elected and a timetable for the project implementation
will be agreed. The involvement of the Overview and Scrutiny Members, Lead Member for Built Environment and lead officers in the working
group will help to promote a general understanding of local housing issues and highlight the opportunities to use innovation to address them.
It will also help to promote a shared vision of how Tewkesbury Borough Council will work in partnership to address local housing issues. The
work of this group will inform the development of the combined Housing, Homelessness and Housing Renewal Strategy for 2012 onwards.
In terms of the affordable housing schemes, the development programme is ongoing and although only a small number of affordable homes
were completed in the first two quarters of this year, additional affordable housing is expected to be completed in Q3 and Q4. Discussions
are ongoing with developers to ensure affordable housing will continue to be built in the near future.
In line with the approved 'Concept for Working with Local Communities', the Housing Enabling (Community Develoment) team worked in
partnership with Northway Parish Council and other partners to facilitate the launch of a successful community fun day in June 2011. In
addition, a community garden scheme in Bishops Cleeve has been started (due for completion in October 2011). Following contact from the
local member, the team has provided advice, guidance and assistance on the project to clear a disused piece of land and transform it into a
community garden which will be cared for by the local community in the future. A further community project is planned for Q4 this year and
this will involve local theatres and the participation and engagement of BME families in the borough.
Service Manager: Frances Evans T. 01684 272162 [email protected]
LEISURE CULTURAL DEVELOPMENT AND LEISURE PROVISION
SERVICE PURPOSE
2011/12 - QTR 2
The purpose of the service is to promote, support, enable and deliver opportunities for our communities to participate in
and appreciate leisure and culture, incorporating Cascades, sport, art, play, open space, health and events.
Deficit at Cascades (Local Indicator)
2011/12Target
60,000
2011/12 Actual
50,000
Service objectives:
• promote healthier lifestyles and tackle causes of poor health;
• ensure good access to a range of leisure and cultural activities;
• improve the environment through planning, to make it easier to be healthy and active;
• provide affordable and accessible sport opportunities;
• support the council’s healthy, strong, safe and excellent objectives.
L
(Low is good)
40,000
30,000
20,000
10,000
0
Q1
Q2
Q3
Q4
Memberships sold at Cascades
2011/12 Target
2011/12 Actual
700
600
H
(High is good)
500
400
300
200
2011/12
Budget to
date
126
Employees
Premises
Transport
Third Party payments
Support Services
Capital Charges
Transfer Payments
Actual to
date
Variance
to date
321,805
31,585
2,820
32,677
4,981
0
0
313,009
38,282
3,695
38,024
5,003
0
0
8,796
(6,697)
(875)
(5,347)
(22)
0
0
393,868
398,013
(4,145)
100
0
Q1
Q2
Q3
Q4
Attendances in sports & activities
6,000
2011/12 Target
2011/12 Actual
5,000
4,000
H
(High is good)
3,000
2,000
Income
Recharge Income
Sub-Total Income
(357,456)
0
(357,456)
(334,900)
0
(334,900)
36,412
63,114
Income for this period was above target but not all
(22,556) transactionswere included on the new system within the time
0
(22,556)
1,000
0
Q1
Q2
(26,702)
Q3
Q4
Participation in swimming lessons at Cascades
2011/12 Target
55000
2011/12 Actual
50000
45000
H
(High is good)
40000
35000
30000
25000
20000
15000
10000
Q1
Q2
Service Manager: Andy Sanders, Leisure and Culture Manager T. 01684 272094 [email protected]
Q3
Q4
LEISURE CULTURAL DEVELOPMENT AND LEISURE PROVISION
To put a plan in place for extending the Community Sport
& Physical Activity Network borough wide
20%
To install and launch Fitzone in Northway
Funding panel has met. Panel included young people, PCT, Police,
Localities team, Youth Support Service, Assoc of Parish Councils &
Tewkesbury Borough Council. Expected completion for allocating
funding October 2011.
R1
Complete. Facility installed and launched.
Project commencement December 11. Target completion March 2012.
Complete. Coffee shop open to the public and proving successful.
100%
127
To complete delivery and to evaluate the 3rd year of the
play ranger scheme
Plan for future leisure, play, open space, public art and
cultural provision through the Section 106 and planning
process
To produce, communicate and distribute a database of
local clubs and organisations
4
16 Regular maintenance
12 Long term strategy in place for
future provision.
Council decision to replace
facility.
8
Discontinued funding for outreach Reduced services for children, 4
activities, affecting number of
young people and older people.
opportunities for yp, their health
and wellbeing
4
16 Alternative funding in place or
activities sustainable or cost
neutral.
12 Research alternative funding
8
Service interruption or closure of
Cascades due to reduced usage
and increased costs of the
building
Impact assessment
No public borough leisure facility
for Borough
Mitigating control
Action
R2
0%
Launch new healthy eating coffee shop at Cascades
To develop options in respect of the potential for
replacement of the Cascades Leisure Centre
4
Risk
Working with county partners to investigate one county approach to
CSPAN's. Target completion March 2012.
100%
To review the Cultural Strategy and put in place a revised
strategic framework for the leisure and culture service
Target score
Comment
Residual score
Score
Initial risk
90%
OPERATIONAL RISKS
Impact
To work with partners to appropriately allocate the county
council young people’s grant funding
2011/12 - QTR 2
Likelihood
% Complete
Risk ref.
100%
The second quarter has seen good progress on the actions for the year.
Delivery and evaluation completed. Target completion Oct 2011.
Cascades is the main operational facility for the department, attracting attendances averaging 660 users per day for the first half of the year, which is slightly ahead of
estimates. This is mainly down to a good attendances during the summer holidays. The coffee shop is continuing to thrive and secondary spend has increased.
Swimming lessons attendances have recovered and are now ahead of targets. Overall the annual deficit is expected to be achieved.
100%
50%
Proposals made for play, playing pitch and leisure provision. Target
completion March 2012.
Information collation nearing completion. Target completion March 2012.
50%
Options taken and agreed at October Executive. Next phase of work
initiated for completion by June 2012.
As reported previously, concerns remain over the long term suitability of the building. The condiiton survey highlighted a number of works required for the short, medium
and long term. Further options for replacement provision continue to be progressed.
The Play Ranger and Playful Festivals schemes have now finished as a result of the Big Lottery funding ceasing. During the 3 years there were 5,012 play attendances,
286 afterschool sessions, 122 holiday sessions, 1,237 hours of play and 4,234 festival attendances. Sessions are continuing through alternative funding in Bishops
Cleeve, Northway and Shurdington.
Outreach work continues to thrive. The Active and Able sessions for older people are delivered in 12 community venues per week with the continued support of Severn
Vale Housing. New sessions have also been introduced through the Women's Running Network, as well as the continuation of health walks and through the support of
community sport events and clubs. The community sports minibus continues to provide links and enable people of all ages to sample new activities with the aim of
providing long term links between clubs and communities. The minibus has now provided transport for over 5,000 passengers to access sport and community activity
they otherwise wouldn't have had the opportunity to do so. Outreach numbers are not anticipated to increase at the same level. In addition to the Big Lottery funding for
Play work ceasing, guaranteed funding for the minibus is not in place. However, the department will continue to work creatively to source new opportunities and
partnerships with the community to develop leisure in the borough.
The Health Improvement post that the council hosted on behalf of the PCT finished in July. The department has looked to continue the succesful elements of this post
where possible.
The department has also taken a lead on distributing £50,000 to community groups to provide activities for young people. This funding stemmed from the county council
as a way of mitigating the changes in youth provision at county level. Thirty organisations applied for funding ranging from sports clubs, to uniformed groups to churches.
The funding panel included young people, PCT, Police, Localities team, Youth Support Service, Assoc of Parish Councils & Tewkesbury Borough Council. Final decisions
will be made shortly.
Service Manager: Andy Sanders, Leisure and Culture Manager T. 01684 272094 [email protected]
PLANNING POLICY
2011/12 - QTR 2
SERVICE PURPOSE
To guide development in a way that protects the natural environment, enhances the built environment and contributes to more sustainable
communities.
Consideration of indicators for this area is being discussed. See commentary in business performance summary below.
Service Objectives:
• To prepare Tewkesbury’s Development Plan – putting in place planning policies that guide sustainable development; including the
delivery of the Joint Core Strategy with Cheltenham Borough and Gloucester City Councils.
• To produce specific detailed guidance for the development of key sites and locations experiencing significant change;
• To produce Supplementary Planning Documents on specific planning issues which will help the borough deliver national and local
planning policies;
• To monitor and report on development, demographic, social, economic and environmental trends to inform future policies and monitor the
effectiveness of existing planning policies ;
• To ensure that the borough's interests are properly represented in the strategic planning process at the national level and more locally
across Gloucestershire and neighbouring counties.
• To develop neighbourhood planning.
128
2011/12
Budget
to date
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Income
Recharge Income
Sub-Total Income
Acutal
to date
79,548 59,869
0
0
2,682
1,416
11,026
8,607
63,338 60,227
0
0
0
0
0
0
156,594 130,119
-36
0
-36
Variance
to date
19,679
0
1,266
2,419
3,111
0
0
0
26,475
-75
0
-75
39
0
39
156,558 130,044
26,514
Variance relates to secondment of Spatial Planning Manager,
saving of 50%. There is a small saving made in qtr 2
performance. However no further saving will be made for
2011/12
Service Manager: Nigel Gilmore, Planning Policy Manager T. 01684 272089 [email protected]
PLANNING POLICY
2011/12 - QTR 2
To prepare Gloucester, Cheltenham and
Tewkesbury Joint Core Strategy (JCS).
Target end date: March 2012 (Qtr2 key milestone October 2011 %
complete relates to this milestone and not full SDP milestone)
Key milestone for qtr 2 performance - preparation
and consideration of council report by
Tewkesbury borough by end October 2011.
There has been a programme of member events to brief members on the
emerging Joint Core Strategy. These have dealt with key issues such as local
demographic projections, Gloucestershire Affordaibility Model, Settlement
Strategy, scenarios and urban capacity. JCS material made available via a
dedicated space on intranet, facilitating members concerns regarding
dissemination of information.
20
Delay to the delivery of the
JCS may result in
inappropriate development
and increased costs in
defending appeals.
Lack of a strategic context
for neighbourhood planning
(localism bill).
Agreement across
Gloucestershire districts to
work collaboratively on
determining housing and
employment projections.
Interim reporting – March
2011; full reporting August
2011.
5
3
95%
15 Programme mgt framework
delivered through JCS
Programme Manager
(appointed Oct 2010)
10
Series of
workshops/seminars
scheduled to disseminate
information and debate key
issues with all Members
Target score
Action
10
Use of assistance Cross
Boundary Programme Board
and Member Steering Group
to address risks as early as
possible.
Head of Borough
Development in role as
director level lead for Joint
Core Strategy.
Risk to be kept under review
and if necessary escalated.
129
Detailed risk assessment sits
within the JCS programme.
Risks regularly monitored
and reviewed and where
appropriate escalated to JCS
Programme Board/TBC
Programme Board
To have identified the framework for the delivery
of strategic infrastructure to support proposals set
out in the JCS
Target end date: October 2011 Resource for 8 month fixed term contract for
appointment of Infrastructure Planner agreed (funded via JCS budget).
Officer in post since 23 August 2011.
100%
To produce a Strategic Housing Land Availability
Assessment (SHLAA) to evidence the
deliverability of housing sites
Mitigating control
Member Steering
Group/Cross Boundary
Programme Board meeting
regularly to inform
development of JCS.
JCS team running all
scenarios on housing
delivery through the
Econometric model
August/September 2011 to
be presented to Tewkesbury
Borough Council October
2011.
The Joint Core Strategy - developing the Preferred Option will be considered
at a Council meeting on 26th October 2011.
Initial risk
Impact assessment
Impact
Risk
Likelihood
Comment
Risk ref.
% Complete
Score
Residual score
OPERATIONAL RISKS
100%
To review the 5 year housing land supply position
100%
Provide spatial planning input into Tewkesbury
Town Centre Masterplan
Target end date: September 2011 SHLAA will be delivered in advance of
target date. Resource focussed on completion of this action to support
Homelands/Cleevelands Inquiry. The report was published on Friday 26th
August 2011.
Target end date: May 2011 All monitoring undertaken within target date.
Final report was published Thursday 28th July 2011. Details of the report will
be presented to members through JCS dissemination.
Target end date: March 2012 Planning policy team providing support and
advice as requested. Priority is ensuruing Tewkesbury Town Centre Master
Plan is embedded within the JCS and that the masterplan fulfills its role as a
delivery tool in bringing forward key sites.
30%
Executive Committee agreed 8 June 2011 to prepare a Supplementary
Planning Document to help deliver Tewkesbury Town Centre Masterplan.
Dialogue is ongoing with Economic Development Manger to progress this.
22
Strategic Infrastructure
Delivery Plan not sufficiently
advanced or robust to
support the Joint Core
Strategy and lack of strategic
context for the consideration
of strategic planning
applications
(Priority – strong) 1) unsound 5
JCS
2) poor development with
inadequate infrastructure
2
10 Appointment of temporary
10
infrastructure planner to
support the JCS team to lead
on infrastructure planning
Milestones to be achieved in 10
accordance with timetable.
Risk to be kept under review
and if necessary escalated.
Monitoring
The planning policy team have performed well despite pressures of work streams of JCS to deliver SHLAA and completion of monitoring to help
identify the current 5 year land supply position for Tewkesbury. Both work activities delivered in advance of target completion dates in order to deliver
technical information required to support the Homelands/Cleevelands Inquiry.
JCS
The planning policy team are working in partnership with Gloucester City and Cheltenham Borough Councils in producing the Joint Core Strategy. A
series of seminars for all members were scheduled through September and October 2011 to consider elements of the emerging Joint Core Strategy
and the evidence base.
Tewkesbury's communications officer is providing resource to the JCS team both in respect of media support and facilitating the dissemination of
information to members. This resource is a direct response to concerns raised by Tewkesbury members in regard to information available in an
accesible format. An area of the intranet has been established for the storing and sharing of information relating to JCS activities. This is being
updated regularly.
The planning policy team has also prepared the council's case at the Homelands 2 and Cleevelands Public Inquiries and will be appearing when the
Inquiry resumes in November.
Business Performance
Once Tewkesbury have prepared and agreed its development requirements through the emerging JCS, monitoring by means of performance
indicators will recommence.
Service Manager: Nigel Gilmore, Planning Policy Manager T. 01684 272089 [email protected]
RESIDENTIAL SERVICES WITH LAND DRAINAGE, DESIGN CONSULTANCY
Residential Services seeks to protect the public and is responsible for ensuring the council meets its statutory duties relating to
private sector housing, environmental protection and licensing. This is achieved by a mixture of enforcement, education,
incentives and consultation with internal and external agencies.
Service objectives:
• To ensure delivery of the council’s statutory licensing functions;
• To control all types of pollution to acceptable levels (noise, air, water, contaminated land, drainage, dog and
pest control) to maintain a good standard of public health;
• Improving standards and facilities in the local housing stock by using statutory controls, loans and grants,
bringing empty properties back into use, and administering disabled facilities grants;
LPI EH1b - response time to complaints received by Environmental Protection Officers concerning environmental
nuisance (e.g. noise, smell etc)
% responded within 72 hours
SERVICE PURPOSE
100
H
(High is good)
90
85
2011/12
Actual to Variance to
date
date
171,096
0
10,884
40,977
179,499
0
11,020
31,628
-8,403
0
-136
9,349
8,772
0
14,679
0
-5,907
0
Capital Charges to
Revenue
Transfer Payments
0
0
231,729
0
0
236,826
0
0
-5,097
Income
Recharge Income
Sub-Total Income
-96,071
0
-96,071
-100,679
0
-100,679
4,608
0
4,608
135,658
136,147
-489
Support Services
Quarter 3
Quarter 4
2009/10 Actual
100
2010/11 Actual
2011/12 Target
95
2011/12 Actual
H
(High is good)
90
85
80
Quarter 1
Quarter 2
Quarter 3
Quarter 4
NOTE: Graphs above and below as a result of satisfaction surveys issued to all clients following each interaton with the service
Satisfaction of Applicants with Licensing Service
% 'Satisfied' or 'very satisfied'
130
Budget to
date
Quarter 2
Satisfaction with the Disabled Facilities Grant service
% 'Satisfied' or 'very satisfied'
2010/11 Actual
2011/12 Actual
95
Quarter 1
Land Drainage, Design Consultancy seeks to reduce the consequences of heavy rainfall to a minimum through the effective
management of land drainage and proactive flood response, and to provide a support service for construction and maintenance
projects.
2009/10 Actual
2011/12 Target
• To promote home energy efficiency improvements.
Employees
Premises
Transport
2011/12 - QTR 2
2011/12 Target
100
2011/12 Actual
95
90
H
(High is good)
85
80
75
70
65
60
Apr
May
Jun
Jul
Aug
Sep
Oct
Service Manager: David Steels, Residential Services Manager T. 01684 272172 [email protected]
Nov
Dec
Jan
Feb
Mar
RESIDENTIAL SERVICES WITH LAND DRAINAGE, DESIGN CONSULTANCY
SERVICE DELIVERY PLAN ACTIONS CONT'D…
Prepare a Programme of Routine Maintenance for all
Tewkesbury Borough Council owned Watercourses (Clean &
Green)
15%
Comment
Amend local air quality strategy in light of the proposed
National Air Quality Strategy (Clean & Green)
Target completion date: March 2012 Latest update
80% complete, although still waiting for latest national
recommendations
Deliver high priority flood projects within the Flood Response
Action Plan Projects (Clean & Green)
Review Street Trading Policy (Safe & Strong)
Target completion date: March 2012 Consultation exercise
complete. Draft policy amended following consultation and
75% being considered by Licensing Committee on 13 October 2011.
Will then be recommended to Executive Committee for
adoption
Deliver medium priority flood projects within the Flood
Response Action Plan Projects (Clean & Green)
131
Implement the requirements of the Police Reform and
Social Responsibility Bill. (Response to change & to drive
improvement)
Target completion date: March 2012 Act received Royal
Assent on 15 September 2011. Report to Licensing
50% Committee in October. Majority of the legislative reforms
unlikely to be enacted before autumn 2012.
Residential Services website pages to be reviewed
improved and streamlined. (Response to change & to
drive improvement)
Target completion date: February 2012 Review of
environmental protection web pages completed. Other pages
90% still to be completed
Review the fees and charges for stray dog control
(Corporate projects)
100%
Reduce the number of debtors generated by Residential
Services by taking action on older existing debts and
investigating procedures to encourage payments of new
debts. (Corporate projects)
Review outcome of contaminated land survey at
Vineyards and implement recommendations including
securing available funding required (Other key activities)
Target completion date: August 2011 Fees and charges
adjusted - webpage altered to reflect the changes
99%
Target completion date: March 2012. Following the completion of the high
priority schemes (above) work will commence on the remaining 'Medium'
priority schemes. Estimates suggest that all schemes can be completed within
the available budget and by end of March 2012.
Target completion date: August 2011. Final snagging being undertaken for
hand over in August to town council
OPERATIONAL RISKS
Score
Risk
Impact assessment
Mitigating control
Target score
5%
Target completion date: October 2011 Members at
Overview and Scrutiny housing strategy working group
expressed an interest to include the Empty Homes Strategy as
part of the review. Amended completion date July 2012
(date of approval of housing strategy by Council)
Tewkesbury Town, new build of Public Toilets (Clean & Green)
Target completion date: December 2011. The council is working with
Gloucestershire Highways to ensure that all remaining 'High' priority schemes
are completed by end of December 2011.
Residual risk
Review Empty Homes Strategy to account for recent
Government changes (Response to change & to drive
improvement)
Target completion date: December 2011 Service has now
launched. Project is being monitored countywide via a
partnership board. Overall control via Supporting People
Target completion date: March 2012. All sites inspected. Previous years
schedule and process will be used to inform this years work. A proposed
programme of work was submitted for approval to the council Flood Risk
Management Group in September 2011. Tender documents to be issued in
October with a view to work commencing on site in mid November, 2011.
Initial risk
100%
25%
Risk ref.
Introduction of a new Gloucestershire Home
Improvement Agency (Healthy)
50%
Impact
% Complete
2011/12 - QTR 2
Likelihood
Action
There are no significant risks identified at this time
Target completion date: March 2012 Action plan started to
tackle older outstanding debts.
BUSINESS AND FINANCIAL PERFORMANCE SUMMARY
10%
Licensing income to the end of Q2 is around 5% higher than for the same period in 2010/11
90%
Target completion date: March 2012 Environment Agency
will not take further action. Gas monitoring almost complete.
Overview and scrutiny review of the Housing Renewal Policy has commenced. They have expressed an opinion to also include a review of the Empty
Homes Strategy.
An increase in fees for stray dogs has commenced as agreed by the Executive Committee on 7 September 2011
Transfer the enforcement of private drainage legislation to
Severn Trent Water (Other key activities)
Target completion date: March 2012 STW adoption of
private sewers commenced. Protocol meeting delayed until
90% 19th October; memorandum of understanding drawn up by
STW to be signed to complete handover
Risk assess all private water supplies except private
water distribution systems (Other key activities)
Target completion date: March 2012 Sampling and risk
assessments ongoing. Officer will continue to carry out
20% sampling full time over next 3 months.
Scope (with partners) a review of the Gloucestershire
Warm & Well scheme in light of the Government’s Green
Deal (Other key activities)
0%
Tewkesbury Borough Council has confirmed its watercourse maintenance programme for 2011/12. The programme is currently subject to a tender process
and it is hoped works will start November 2011 and complete by March 2012.
Work on the provision of new toilets in Tewkesbury at Spring Gardens and Gloucester Road are now complete. Members agreed at the Executive
Committee meeting on 5 October 2011 to transfer the toilets to Tewkesbury Town Council. It is expected that the transfer will be complete by August 2012.
Target completion date: March 2012 Green Deal national
consultation likely to commence November 2011
Service Manager: David Steels, Residential Services Manager T. 01684 272172 [email protected]
REVENUES AND BENEFITS
SERVICE PURPOSE
2011/12 - QTR 2
The council has a statutory duty to assess and pay housing and council tax benefit. We aim to ensure that
benefits are paid promptly and accurately to those who are entitled to them. There is also a duty to protect
the public purse by detecting and preventing fraudulent claims for benefit.
Service Objectives
1. The administration of housing benefit and council tax benefit
2. The prevention and detection of benefit fraud
3. Housing, council tax & welfare benefits take-up
4. Administration of the discretionary housing payment scheme
5. The administration, collection and recovery of council tax
6. The administration, collection and recovery of non domestic rates
No of days to process
There is a statutory requirement for the council to collect council tax and non domestic rates. We will
ensure that we have sound and efficient measures in place to maximise the collection of these charges.
Processing New Benefit Claims
2010/11 Actual
50
2011/12 Target
45
2011/12 Actual
40
L
(Low is good)
35
30
25
20
15
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Council Tax Collection
2010/11 Actual
120.00
Budget to
date
132
Employees
Premises
Transport
406,904
0
8,780
29,466
8,890
Actual to
date
2011/12
Variance to
date
391,217
0
4,265
35,679
7,453
Staff have left through natural wastage
15,687 and cutting overtime
0
4,515
-6,213
1,437
% of C.Tax collected
2011/12 Target
100.00
2011/12 Actual
80.00
H
(High is good)
60.00
40.00
20.00
0.00
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2010/11
Average new claims processed per member of staff
45
2011/12 Target
40
Support Services
Capital Charges
0
0
0
0
0
0
Transfer Payments
8,991,400
9,364,779
Increase in benefit payments due to
-373,379 economic downturn
9,445,440
9,803,394
-357,954
2011/12 Actual
35
30
25
15
H
(High is good)
20
10
5
Income
-80,725
-121,487
Increase in collection of housing benefits
40,762 overpayments
Recharge Income
Sub-Total Income
0
-80725
0
-121487
0
40762
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Percentage of Business Rates Collected
2010/11 Actual
120
9,364,715
9,681,906
The net expenditure will be met from
-317,192 grant received from central government.
2011/12 Target
100
2011/12 Actual
80
H
(High is good)
60
40
20
0
April
May
Jun
Jul
Aug
Sep
Oct
Nov
Service Manager: Richard Horton Revenues Benefits Manager T. 01684 272119 [email protected]
Dec
Jan
Feb
Mar
REVENUES AND BENEFITS
Management Restructure in Revenues and
Benefits
Target completion date: Dec 2011. The
final restructure has been produced.
Completed October 2011
100%
Target completion date: Dec 2011. The
management restructure has been
completed on time. Completed October
2011
100%
Completed May 2011. Completed and is
fully operational.
100%
Completed May 2011. Completed and is
fully operational.
Complete the implementation of E Capture
Install new Council Tax and Business Rates
recovery software
Implement Landlord Portal commenced
RB7 Inability to cope with
increased workload
resulting from economic
downturn. The transition to
moving to the new
management and staff
structures may stall any
improvements.
Impact assessment
The economic downturn is 5
continuing and at the time
of writing the caseload of
benefit claims is at the
highest ever level.
Perfromance is gradually
improving in benefits and
the backlog of claims is
starting to fall. The level of
council tax being collected
has increased. Business
rates collection has fallen
against last year's
performance it still remains
high.
4
20 Prioritisation of duties.
Making full use of new
technology and work
processes to improve
performance.
Implementing system
thinking review
recommendations.
Target completion date: September
2011. Completed September 2011
100%
Mitigating control
Residual
score
Risk
Impact
Comment
Initial risk
100%
Score
Likelihood
Staff restructure in Revenues and Benefits
OPERATIONAL RISKS
Risk ref.
Service Delivery Plan Actions
(all listed as key activities)
% Complete
2011/12 - QTR 2
Action
Target score
10
15 Regular monitoring of
workloads.
Implementing
performance targets for
staff. The new
management
restructure and staff
structure have been put
in place. Using
Northgate processing
services to help with the
processing of changes
in circumstances.
Ensuring that all
possible means of
ensuring that
performance are
implemented.
133
The council’s caseload of claims to housing and council tax benefits is now at its highest ever level of 5,481. This is an increase on the
previous month’s caseload figure (5,469) and an indication that the economic downturn still has a significant impact upon residents’
incomes. While the processing times for new claims to housing and council tax benefit for September is very high at 45.28 days, the action
plan to reduce the backlog of benefit claims has worked. When the new work processes were first implemented, during June 2011, the
backlog of claims waiting to be processed was 224. This figure has been reduced to 118 claims, and the trend indicates that this figure will
fall. However, it should be noted that the number of claims continues to increase reflecting the current economic downturn. During
September 2011 our staff processed 329 claims to benefit, a record for the eight staff working in benefits. Many of the claims processed
were old claims and the high processing times for September reflect the age of the claims being processed. Early indications for October
show that processing times have started to fall.
The current council tax collection rate of 57.84% has improved on last year's performance of 57.50%. The revenues section has
implemented new technology and work processes to improve collection. It is hoped that progress will continue to be made, however, the
economic downturn is having an impact on residents’ incomes and this will impact on collection.
Business rates collection remains high. The increased small business relief awards have been implemented from 1 October 2011. This has
been achieved on time and many of the ratepayers will have no rates to pay and some have received refunds for overpaid rates. While the
collection rate has dropped slightly against last year's collection rate, with the implementation of the new more generous small business
relief awards, it is hoped that the collection rate will increase again.
Service Manager: Richard Horton Revenues Benefits Manager T. 01684 272119 [email protected]
WASTE POLICY
SERVICE PURPOSE
2011/12 - QTR 2
Waste Management
Provide information and advice on waste management, recycling, composting, conservation of natural resources and
waste minimisation.
Residual household waste per property (kgs)
40
2010/11 Actual
38
Engage in annual council and countywide promotional campaigns.
2011/12 Actual
36
Climate Change
To work positively to lessen the impact of the council's activities on the climate:
- Implement the council's Climate Change Strategy;
- Support energy conservation initiative;
- Raise awareness of climate change;
- To ensure the council services and business continuity are prepared to adapt for the impact of climate change.
34
L
(Low is good)
32
30
28
26
24
Joint Waste Strategy
Currently joint working with Gloucestershire Waste Partnership. Aspiration for a Joint Waste Board by 2012.
22
20
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
134
Budget
to date
2011/12
Actual to Variance
date
to date
Employees
Premises
Transport
22,374
0
2,460
22,174
0
2,396
200
0
64
Support Services
Capital Charges
Transfer Payments
2,157
0
0
0
0
26,991
1,188
0
0
0
0
25,758
969
0
0
0
0
1,233
0
0
0
0
0
0
0
0
0
26,991
25,758
1,233
Monthly percentage recycling rate
2010/11 Actual
61.00
2011/12 Actual
59.00
2011/12 Target
57.00
H
(High is good)
55.00
53.00
51.00
49.00
47.00
Income
Recharge Income
Sub-Total Income
45.00
Apr
Contact Officer: Chris Bosley, Waste Policy Specialist
May
Jun
Jul
Aug
Sep
[email protected]
Oct
Nov
Dec
Jan
Feb
Mar
WASTE POLICY
Overseeing of revised Waste Strategy operation
(clean & green)
10%
Target completion date: March 2012. Early stages of
development.
Identifying long term improvements to theWaste
Strategy (clean & green)
25%
Target completion date: March 2012. Commencing
project for new material recycling facility provider
procurement..
Work as member of Gloucestershire Waste
Partnership towards the development of joint
working in waste management across the county
50%
Target completion date: March 2012. Waste
partnership currently exploring feasability of co-mingled
collections countywide.Joint Waste Management Unit
under development.
Continue to promote the new recycling scheme
ensuring the collections methodology is understood
by all residents and that material collection is
maximised. (clean, green & excellent)
25%
Target completion date: March 2012. Focus will be on
waste minimisation with a mail out planned for December.
The council is party to DEFRA bid for Household Reward
and Incentive scheme with Brockworth as target area.
135
Environment policy - Develop action plans for strands within policy: (clean, green & excellent)
a) Own House in order (OHIO)
75%
Target completion date: March 2012. Implemented
and being monitored.
b) Waste and recycling
50%
Target completion date: November 2011. Funding for
Community Reward Incentive Scheme received. Working
on comms plan for implementation of scheme in
November .
c) Sustainable Planning
0%
Target completion date: March 2012. Scoping work to
be undertaken in Q4
d) Biodiversity
0%
Target completion date: March 2012. Scoping work to
be undertaken in Q4
Develop the Corporate Environmental Management
System (corporate project)
0%
Target completion date: March 2013 To be
commenced following establishment of Environmental
Partnership.
Impact assessment
Initial risk
Risk
Likelihood
Comment
Impact
Score
Mitigating
control
Action
Target score
OPERATIONAL RISKS
Risk ref.
% Complete
2011/12 - QTR 2
Residual score
No significant risks
identified
Waste Strategy
Major project on operational options for November council taking priority over all other work at present.
Initial stages of MRF procurement programme under way. Dry recycling performance continues to be best in county.
The council is featuring as a case study for lightbulb recycling with Recolight, the company collecting and recycling the low energy
lightbulbs.
The Gloucestershire Waste Partnership has been awarded funding by DEFRA to be one of 13 pilot areas trialling incentivised
recycling. The scheme has been called CRIS - Community Recycling Incentive Scheme. The trial will go ahead next year between
March and November. A community project is selected by the community to receive a pot of funding from CRIS. The funding comes
from recycling credit diversion. Baseline data is being collected this year, a communitcation campaign will take place beginning of 2012
to promote recycling in the pilot area. The recycling credits earned from the extra recycling collected will be put into the community
fund. The trial area covers Brockworth and Hucclecote. DEFRA funding will cover the communications, research and performance
monitoring.
A waste reduction leaflet has been drafted and ready to be designed and printed for distribution as an insert with the Borough News in
December. There will also be articles in the Borough News regarding food waste.
Climate Change
Promotional activity is continuing to encourage residents for insulating homes and taking up the Feed in Tariff for generating renewable
energy. Using networks such as the village agents to promote the free for over 70s and discounted for up to 70.
Preparation for the launch of the Renewable Heat Incentive is being made.
Energy data for the council's own operations has been collated. Early predictions show a reduction in energy consumption across the
council's operations.A local performance indicator will be established.
Council energy and OHIO work focussed on in house energy awareness, recycling and food waste collections.
Officers are preparing for the best way to manage the green deal when the annoucnement regarding its implementation and the role of
local authorities is made. The consultation period ended in October 2011 and the results will be made available in due course.
Joint Working in Waste Management
Continuing work on joint waste management unit establishment.
Officer working group to explore co-mingled recycling collections throughout county is meeting on a monthly basis.
Contact Officer: Chris Bosley, Waste Policy Specialist
[email protected]
INTERNAL AUDIT
SERVICE PURPOSE
2011/12 - QTR 2
Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an
organisation’s operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve the effectiveness of risk management, control and governance processes
• Review, appraise and report upon the adequacy of the internal controls as a contribution to the proper,
economic, efficient, and, effective use of resources.
• Support the corporate head of financial services & resources to discharge his duties as the council’s
Section 151 officer
• Contribute to, and support, the organisation aim for the borough council to be an excellent council.
Completion of annual audit plan
2009/10 Actual
2011/12
Target
2010/11 Actual
35
30
25
20
15
10
5
0
Qtr 1
136
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
2011/12
to date
date
to date
46,724
45,609
1,115
0
0
0
822
735
87
162
99
63
0
0
0
0
0
0
47,708
0
0
0
46,443
0
0
0
1,265
0
0
0
-1,002
0
-1,002
1,002
0
1,002
Qtr 2
Qtr 3
Qtr 4
2009/10 actual
Client satisfaction
2011/12 Target
4
2010/11 Actual
3.5
2011/12 actual
3
2.5
2
Income
Recharge Income
Sub-Total Income
1.5
1
0.5
47,708
45,441
2,267
0
Qtr 1
Qtr 2
Contact Officer: Terry Rodway, Head of Internal Audit 01684 272004 [email protected]
Qtr 3
Qtr 4
INTERNAL AUDIT
Achieve a minimum of 90% completion of the
Annual Audit Plan
Contribute to the provision of an effective
system of internal audit
Of the 17 audits programmed to Qtr 2, 13 have been
completed.
0%
This is an annual review usually undertaken in the final
quarter of the financial year.
10%
This is programmed to be achieved by the end of the financial
year. A lean auditing seminar was hosted at Tewkesbury on
2nd June.
Mitigating control
Residual
score
Impact assessment
Initial risk
Risk
Impact
Comment
Likelihood
Score
76%
To undertake a Lean Review of Internal Audit
OPERATIONAL RISKS
Risk ref.
% Complete
2011/12 - QTR 2
Action
Target score
No significant or moderate risks identified
137
Completion of the audit plan
Outturn as at 30.09.11 is 76.47%. This figure does not include 2 audits that were in progress. Over the years, Internal Audit (IA) have
continually achieved a minimum 90% completion of the plan and the quarter 2 outturn figure is not cause for concern.
In addition to planned work, IA continue to provide valuable corporate support in key governance areas. On going support includes
membership of the Project Management Board (to challenge & scrutinise corporate projects), Corporate Governance Group (to help
facilitate the effectiveness of risk management arrangements, production of the Annual Government Statement, review of partnerships etc),
corporate Procurement Group (to help embed good procurement practice), Business Continuity Group and the Equalities Forum.
Effectiveness of Internal Audit
On an annual basis a review is undertaken on the effectiveness of IA. This is a requirementt of the Account & Audit regulations. The review
is based upon a self assessment against compliance with a checklist found in the CIPFA Code of Practice for Internal Audit (2006). The self
assessment is subject to peer review, usually by the Corporate Governance Group and takes place in the final quarter of the financial year.
Lean Review of Internal Audit
The section strives to keep up to date with best practice and on 2 June 2011 the section hosted a seminar on 'lean auditing'. The emphasis
is to step back and review how we go about the audit process and, where possible, eliminate any unneccessary processes. At the heart of
the review is to recognise who our customers are and how we can best meet their needs. A formal review will be completed by the end of
the financial year.
Contact Officer: Terry Rodway, Head of Internal Audit 01684 272004 [email protected]
CORPORATE DEVELOPMENT PERFORMANCE
SERVICE PURPOSE
2011-2012 QTR 2
The 4 main areas of work covered by this service are:
ANALYSIS OF LOCAL PRESS ARTICLES
Communications, Performance, Policy, and Scrutiny • To improve external and internal communications to enhance the reputation of the Council
• To ensure the performance of the authority achieves improvement
• To support the Chief Executive on all corporate issues, Council Plan and DRIVE to achieve excellence
• To support the work of the Overview & Scrutiny Committee
70
L
(Low negative is good)
60
50
40
30
20
10
0
138
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Income
Recharge Income
Sub-Total Income
2011/12 - Quarter 2
Variance
to date
2,384
0
539
4,840
4,105
0
0
0
11,869
Budget
to date
61,409
0
1,186
12,436
6,298
0
0
0
81,329
Actual
to date
59,025
0
647
7,596
2,193
0
0
0
69,460
0
0
0
-23
0
-23
23
0
23
81,329
69,437
11,892
Base -10/11
Q1 - 11/12
Q2 - 11/12
Positive
35
35
35
Neutral
59
62
61
Negative
6
3
4
Q3 - 11/12
Q4 - 11/12
Target for 2011/12 to reduce negative press stories to 5%
Service Manager: Phil Claridge, Corporate Development Performance Manager T. 01684 272002 [email protected]
CORPORATE DEVELOPMENT PERFORMANCE
Complete an equalities audit of all council
publications (Excellent)
ϱй
Completion date 31/03/2012 This is an ongoing project in which
majority of work is planned for the end of the financial year.
Rough assessment carried out. Completion date 31/03/2012
Complete an EQIA for whole service (Excellent)
ϮϬй
Arrange media training for members and
managers (Excellent)
ϭϬϬй
Develop and introduce a branding guide
(Excellent)
Ϭй
139
Identify current gaps in photo library and
organise photo-shoot (Excellent)
ϮϬй
ϵϱй
ϭϬϬй
ϲϬй
Review and develop the Council Plan to produce
“CHESS 2012-16” (Corporate project)
Then we may face additional
costs, the inability to build
costs into the MTFS, or
disruption to existing services.
Staff morale might suffer
through increasing work
pressure due to short term
change and uncertainty.
4
4
16 O&S provides a degree of
“horizon scanning”, or
promotes reviews to reduce
their impact.
CMT advised as legislation
emerges.
Executive Forward Work
Programme.
Strategic and systems review
programme.
Mitigating control
Completion date 31/03/2012 Programmed to commence last half
of year.
Completion date 31/03/2012 Request issued for copies of all
'stock' letters. A number have been receievd and work is ongoing
with those to ensure they comply with plain english guidance and
with the style guide. Progress slowed pending CMT review of the
Style Guide.
Completion date 31/12/2011 Draft approved by CMT and to be
considered at Executive Committee November 2011.
Completed 31/08/2011 .
12
Action
8
Identify implications of
government requirements of
key bills and white papers (e.g.
Localism Bill, Open Public
services White Paper).
Publication and maintenance of
a register of key local and
national initiatives and
pressures – once set up to be
maintained by services.
Need to identify responsible
committee or a process that
ensures register is maintained
and formally reviewed.
Extra work taken on (to improve JCS communications), but despite this added pressure, all projects on track, with two projects completed,
and social media protocol on track to finish early.
Work is increasing within overview and scrutiny as services have committed to a series of policy reviews.
Develop and implement DRIVE 2011-16 (Drive
Improvement)
Review full service plan format (Corporate
project)
Failure to anticipate the impact
of new legislation or corporate
initiatives that are driven by
external agencies or central
government, and we do not
proactively consider new or
changing services
Completed 30/09/2011
Undertake a check of standard letters for plain
English (Excellent)
Provide guidance, parameters and framework on
use of social media (Excellent)
PS2
Initial risk
Completion date 31/03/2012 Work progressing through the Internal
Communications group.
Impact assessment
Impact
Ϯϱй
Risk
Likelihood
Develop and implement the website
communications protocol (Excellent)
Risk ref.
% Complete
Score
Comment
OPERATIONAL RISKS
Target score
2011-2012 QTR 2
Residual score
Ϯϱй
ϮϬй
Completion date 31/10/2011 SMG/CMT reviewed format and draft
DRIVE outcomes and objectives have been reviewed by members
through workshops. SMG have reviewed possible actions to deliver
the outcomes and objectives. Town and parish councils will be
asked for their views 6 October. The feedback from the consultation
and the member and manager workshops will be used to update the
draft DRIVE programme, and then presented to the DRIVE Board 18
October. Following the board's review of the draft it will be presented
to the Executive Committee in November for approval.
The draft DRIVE Programme 2011-16 was prepared and workshops for all members and managers were run 29 September.Comments from
town and parish councils will be sought at their network meeting at these offices on 6 October. Feedback from the consultation will then be
amalgamated into the programme draft for review by the DRIVE Board in October and approval by the Executive Committee in November.
Indications are that the government will look at measuring at local level the delivery impact of some of its initiatives, and although these may
not be implemented until 2012/13, work will be required to prepare for a 1 April 2012 start. It is unlikely that the guidance will be produced until
March which will create a pressure for all managers invlved.
Completion date 31/01/2012 Rough plan outline created from
reduced external assessment requirements. No more work until
Localism Bill finalised.
Although the Audit Commission may not be involved in comparative performance information, the Local Government Group, supported by the
government, has produced some comparative information on a basket of indicators. It is probable that this will be formalised and used as part
of 'open public services' initiative/White Paper, and within any external assessment of councils.
Completion date 31/03/2012 Sources of data identified and
timetable agreed so that in place for service planning 2012.
There is a strong hint that 'peer reviews' (a group of local government members and managers led by staff from the Local Government
Group) will replace the work previously undertaken by the Audit Commission. The Local Government Group is offering every local authority
support to self-assess its performance and improvement in preparation for any such assessment.
Service Manager: Phil Claridge, Corporate Development Performance Manager T. 01684 272002 [email protected]
DEMOCRATIC SERVICES
SERVICE PURPOSE
2011/12 - QTR 2
To administer, and support, the democratic processes of the Council, to administer the civic function and to provide
support, guidance and information to Members, Officers and the public.
Draft Minutes Circulated within 8 Days (Local Indicator)
2009/10 Actual
2010/11 Actual
14
2011/12 Actual
12
No. of Days
Service Objectives:
yTo support, and promote, the democratic processes of the Council.
yTo maintain an accurate and up to date Register of Electors in accordance with the legislative
requirements.
yTo organise Parish, Borough, County, Parliamentary and European Elections in accordance with the
statutory requirements.
yTo enable effective and efficient decision-making arrangements within the Council that are compliant with
legislative and constitutional requirements.
yTo provide support to Members of the Council, both in an advisory capacity and through ongoing training
and development.
yTo organise civic functions.
yTo promote a high standard of probity and ethics within the Council.
2011/12 Target
10
L
(Low is good)
8
6
4
2
•
0
1
2
3
4
5
6
7
8
9
10
11
12
Decision notices published within 3 days
2010/11 Actual
2011/12 Actual
2011/12 Target
140
Employees
Premises
Transport
Support Services
Capital Charges to
Revenue
Budget to Actual to
date
date
120,409
86,535
0
7,901
8,504
10,205
304,494 260,726
10,030
9,211
0
0
2011/12
Variance
to date
33,874 Staff Vacancies
-7,901
-1,701
43,768 Includes an election reserve fund of £30,000pa
819
0
No. of days
4
3
L
(Low is good)
2
1
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2009/10 Actual
Percentage Registrations Received at Annual Canvass (Local Indicator)
0
443,437
0
374,577
•
2010/11 Actual
0
68,860
2011/12 Actual
2011/12 Target
Income
Recharge Income
Sub-Total Income
0
0
0
-70
0
-70
70
0
70
443,437
374,507
68,930
% Received
99.50%
H
(High is good)
99.00%
98.50%
98.00%
•
97.50%
97.00%
1
2
3
4
5
6
7
Service Manager: Lin O'Brien, Democratic Services Manager T. 01684 272020 [email protected]
8
9
10
11
12
DEMOCRATIC SERVICES
141
Revision of the Scheme of Delegation and
Constitution. (Excellent)
Completed.
100%
40%
Revision of Protocols in view of the Localism Bill.
(Excellent)
0%
Review of conduct regime in light of the Localism Bill.
(Excellent)
0%
Organisation of Annual Canvass. (Excellent)
80%
Polling Places Review. (Excellent)
Renewal of all Postal Vote Personal Identifiers.
(Excellent)
80%
0%
Target completion date: March 2012. Carried over from
2010/11 Service Plan. Work had halted due to the Elections
but can begin again now the new Council has been
established. Impact of Localism Bill needs to be assessed.
Target completion date: March 2012. Impact of Localism Bill
unknown.
Initial risk
Risk ref.
3
4
12 Recruitment of temporary staff
Mitigating control
Statutory and Regulatory
Compliance
Target completion date: March 2012. Work will commence
in January 2012.
Increasing reliance on external
printers for production of poll
cards and postal votes due to
increase in volumes
Compliance
4
3
12 Quality checks built into process
12 Ensure receipts of live data proofs
and quality checking. Build
relationship with printer.
12
Personal visits to properties by
canvassers undertaking the
Annual Canvass
Compliance
3
4
12 Health & Safety Training together
with detailed Manual
12 Ensure Manual and Training is
kept up to date and revised
accordingly.
Fraudulent Registration Claims
Compliance
3
12 Procedures reviewed and careful
checking of applications. Liaison
with SPOC, AEA and Electoral
Commission.
9
4
Work on Service Delivery Plan actions is progressing well.
Electoral Registration participating in 'Tell Us Only Once' for updating the Register in respect of deaths.
Assessment against Electoral Commission's Performance Indicators currently being undertaken.
Completion of the Election Plan (Excellent)
100%
Completed in June 2011.
Update of Electoral Registration Plan (Excellent)
100%
Completed in June 2011.
9
9
Target completion date: March 2012. Impact of Localism
Bill unknown.
Target completion date: December 2011. Canvassers have
been trained and have commenced door to door visits to
residents that have not yet returned their canvass forms.
Target completion date: December 2011. Consultation
phase completed and final report being prepared.
Action
Unable to meet statutory
requirements for organisation of
Elections due to capacity.
Completed. Elections took place on 5 May 2011.
Completed. Induction Programme was in place for the start of
the new Council and completed in June 2011.
Impact
100%
Likelihood
Preparation & Delivery of Induction Programme.
(Excellent)
Impact assessment
RRDS1
100%
Risk
RRDS2
Organisation of Borough & Parish Elections.
(Excellent)
Completed. Referendum took place on 5 May 2011.
RRDS5
100%
Comment
RRDS6
Organisation of Referendum on Alternative Vote
System. (Excellent)
Set up political arrangements for new Council.
(Excellent)
Score
% Complete
OPERATIONAL RISKS
Residual score
2011/12 - QTR 2
Target score
A number of additional Working Groups and extra meetings are being serviced by the Section.
Service Manager: Lin O'Brien, Democratic Services Manager T. 01684 272020 [email protected]
Countrywide network established
to exchange areas of concern and
alert to possible patterns across
the Country. Regular contact with
SPOC.
12
9
FINANCE
SERVICE PURPOSE
2011/12 - QTR 2
The purpose of Financial Services is to support the council in delivery of its statutory financial reporting and
budget setting. In addition support is provided to service managers to facilitate service delivery. This
includes budget monitoring and assisting managers to optimise the use of resources and achieve VFM as
well as providing a range of centralised financial services.
Percentage of supplier invoices paid within 32 days of receipt
(Local Indicator)
2009/10 Actual
2010/11 Actual
94
2011/12 Target
92
% payments made
The objectives of the service include:
1. Production of the Statement of Accounts
2. Production of a balanced budget and Medium Term Financial Plan
3. Provision of financial advice to the council
4. Provision of all financial services to the council.
2011/12 Actual
90
H
(High is good)
88
86
•
84
82
80
78
Qtr 1
Income
Recharge Income
Sub-Total Income
-85,957
0
(85,957)
-1,372
0
(1,372)
569,734 644,003
Variance
to date
-317
0
282
7,271
3,079
0
0
0
10,315
Qtr 4
Outstanding sundry debt in excess of 12 months old (Local Indicator)
2009/10 Actual
2010/11 Actual
2011/12 Target
120,000
2011/12 Actual
110,000
-84,585 Corporate savings plan targets have yet to deliver
0 savings as forecast
(84,585)
(74,269)
Qtr 3
130,000
Debt (£)
142
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Budget to Actual
date to date
512,550 512,867
0
0
1,552
1,270
117,482 110,211
24,107 21,028
0
0
0
0
0
0
655,691 645,376
Qtr 2
2011/12
L
(Low is good)
100,000
90,000
•
80,000
70,000
Qtr 1
Qtr 2
Qtr 3
Service Manager: Simon Dix Financial Services Manager T. 01684 272005 [email protected]
Qtr 4
FINANCE
Implementation of new finance system
(Response to change and to drive
improvement)
60%
Target completion date: 31st December 2011.
Report writing and Bank Rec now ready to go
live. System rolled out across the council.
Budgeting and procurement next to be tackled.
40%
Support given to many projects including planning
and waste as well as leading on 2 other projects.
0%
Target completion date: 30th September 2011.
Delayed due to other workstreams. Revised
target of 31st October.
Re-tender cash collection contract (other key
activity)
85%
Target completion date: 30th October 2011.
Tenders now received and being evaluated
county wide
Re-tender banking contract (other key activity)
20%
Banking consultant providing advice on current
service levels and best approach.
143
Develop the ‘You Choose’ budget consultation
tool for the website re-design (Corporate
project)
Lack of financial
Poor financial decisions and
management knowledge
FIN7
budgetary control within the
throughout the services of
council
the authority
Some key council
priorities, projects or
services may not be
delivered in full or in part
FIN8 due to loss of income,
planned savings not fully
materialising, and the
impact of new
Government legislation.
Large deficit for 2011/12
and further impact on
budget requirement going
forward
3
5
Target score
Residual score
Impact assessment
Initial risk
0%
Not yet commenced
Risk
Likelihood
Comment
Impact
Score
Completion of finance equality impact
assessment (Excellent)
Financial support to deliver the council’s
savings programme (Corporate project)
OPERATIONAL RISKS
Risk ref.
% Complete
2011/12 - QTR 2
4
Overall budget
management by financial
12 services. Regular
management information
provided.
9
5
Monthly savings board
meetings. Programme
Board controls. Some
25
projects delivering extra
savings. Budget Working
Group.
Identify alternative options
for savings delivery.
15
20 Review council priorities
and non-priorities. System
and service reviews.
Mitigating control
Action
Financial awareness
training to be provided in
conjunction with improved
access and understanding
of new finance system
3
100%
Target completion date: 31st May 2011. Tender
awarded to current service providers. £1800
procurement saving recorded.
70%
Target date: 31st October 2011. Detailed
costing of each option carried out. Further
refinement of figures needed.
NEW - implementation of cash office system
and income management system
100%
Target date: 30th September 2011. Systems in
place and now live.
NEW - introduce automated telephone
payments and replace e-payments systems
15%
Target Date: 31st March 2012. System procured
in line with other financial systems.
Re-tender treasury advice contract (other key
activity)
NEW - Develop financial aspect of waste
strategy business case
The audit of the 2010/11 accounts was completed during the quarter and the Statement of Accounts and auditors certificate presented to the
Audit Committee in September. An unqualified opinion on the Statement was issued by the Audit Commission with favourable comments
being made on the good quality of the working papers provided. The audit also concluded that the council had effectively implemented the
requirements of the new International Financial Reporting Standards.
Further developmental work on the new finance system took place during the quarter. This included the replacement of the cash office
system and the bank reconciliation system. Access to the new system was provided for all end users together with training materials and
tuition. The scope of the project has also been extended to include the introduction of automated telephone payments and the replacement of
the council's e-payments facility.
There has been a surprising increase in debt outstanding following 5 consecutive quarters of a reductions in balances. There appears to be
no particular reason for this but further work with service managers and One Legal will be required to address this increase and ensure that
debts are collected.
Payment of invoices decreased by almost 6% in the quarter and followed an apparent trend set last year. This can be put down to the holiday
season. Work continues on the new finance system with the target of getting scanned invoices paid immediately by the end of the 1st quarter
of 2012/13.
Service Manager: Simon Dix Financial Services Manager T. 01684 272005 [email protected]
HUMAN RESOURCES
SERVICE PURPOSE
2011/12 - QTR 2
To provide a proactive, cost effective and legally compliant service; to enable the council to manage its Human
Resource effectively in order to achieve the Council Plan.
Sickness absence per employee (days)
Service Objectives:
3.5
• To provide a creative, efficient and professional recruitment service to ensure high quality candidates join
the organisation.
2010/11 Actual
3
2011/12 Target
• To minimise employee conflict through effective employee relations which provide a productive,
constructive and supportive environment.
2.5
2011/12 Actual
• To align rewards (pay & benefits) so that they are equitable, fair and based on objective criteria.
2
• To provide training and development opportunities at all levels of the organisation to ensure that
employees have the skills to perform in their current roles and future roles.
1.5
L
(Low is good)
1
144
•
0.5
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Income
Recharge Income
Sub-Total Income
2011/12
to date
date
to date
65,690
61,411
4,279
0
0
0
861
646
215
9,700
2,604
7,096
8,752
8,080
672
0
0
0
0
0
0
0
0
0
85,003
72,742
12,261
0
0
0
0
0
0
0
0
0
85,003
72,742
12,261
0
Qtr 1
Qtr 2
Janet Martin: Human Resources Advisor T. 01684 272030 [email protected]
Qtr 3
Qtr 4
HUMAN RESOURCES
Target completion date: 31 March 2012. The HR section have
been involved in drawing up the timetable and consultation
documents.
Review of HR policies – Disciplinary, Capability,
Absence Management. (Excellent)
ϱϬй
Target completion date: March 2012. Draft disciplinary
procedure and draft absence management procedure almost
completed.
Coaching and support for managers of service
areas with a poor sickness record to identify and
implement a plan of action. (Excellent)
ϱϬй
Target completion date: March 2012. Assistant HR Advisor
has been supporting Line Managers in managing absence and
also researching alternative ways of managing absence including
the Bradford Factor
ϭϬϬй
Target completion date: September 2011. Revised working
hours and attendance pattern policies being produced. A first
draft was presented to CMT in August 2011
145
Phase 1 Review of working hours and attendance
patterns. (Excellent)
Phase 2 Review of working hours and attendance
patterns. (Excellent)
Ϭй
To complete the pay and grading review, process
incremental payments and freeze salaries for “red
circled” staff and the implementation of the
service managers pay review. (Excellent)
Review and procurement of statutory and
mandatory training e.g. First Aid, Manual
Handling and Fire Warden Training. (Excellent)
Improve online recruitment process and
advertising by exploring new media and keeping
up to date with trends. (Response to change and
to drive improvement)
Complete the Equality Audit for pay and grading.
(Corporate project)
ϵϴй
ϵϱй
ϱϬй
ϱϬй
Target completion date: June 2012. Revised working hours
and attendance pattern policies to be signed off by CMT.
Consultation needs to be undertaken with the trade unions and
agreement sought to implement changes to terms and conditions
of employment. Changes to terms and conditions of employment
will need to be implemented.
Target completion date: March 2012. Service Manager formal
appeals completed. Dismiss and re-engage letter agreed but
discussion on-going with the three yet to sign.
Target completion date: September 2011. Negotiations
ongoing for a three year deal with providers of first aid training
and other health and safety training. Fire Warden training
completed. Revised completion date: March 2012.
Target completion date: March 2012. Very limited recruitment
but when taking place free on-line advertising is being utilised
successfully
Initial risk
Ϯϱй
Service Manager Review - Phase 1
/ŵƉĂĐƚĂƐƐĞƐƐŵĞŶƚ
/ŵƉĂĐƚ
ϭϬϬй
Target completion date: Sept 2011. HR have been fully
involved in all restructures. The One Legal restructure was
completed in August 2011. The Financial Services and
Resources Restructure is complete.
To meet with service managers whose staff will
be affected by budget cuts and explain and agree
an effective plan of action. (Excellent)
ZŝƐŬ
>ŝŬĞůŝŚŽŽĚ
ϱϬй
Target completion date: March 2012 Management
development competencies have been developed and a draft
development programme will be reviewed by the focus group in
November. This will result in commencement of the tender
process for external training and agreement to what development
can be delivered utilising internal expertise.
To design and roll out the employing people
training programme for line managers.
(Excellent)
Risk ref.
% Complete
^ĐŽƌĞ
Comment
OPERATIONAL RISKS
Mitigating control
Action
Target score
2011/12 - QTR 2
Residual score
None identified this quarter
Sickness - we have seen a reduction in absence in the first quarter and an increase in the second quarter. Both long term and short term
sickness absence has increased to three days per employee. The target for this quarter is no more than two days per employee. During this
quarter there were seven members of staff on long term sickness absence. Flu jabs arranged for staff in October and November. Stress
Management workshops have been arranged for the third quarter.
Work is on-going reviewing HR policies, HR have been drafting a revised disciplinary procedure, absence managment procedure and
capability procedure. A major review of attendance patterns and premium rates, flexible working, time off in lieu, compressed hours,
annualised hours, subsistence policy has been undertaken to reflect the 24/7 working patterns of some front line services. The aim is to
reduce overtime costs and remove inconsistencies. This has involved all CMT and selected service managers. The next step will be to
commence negotiation with the Trade Unions.
Recruitment for apprentices has started with three appointments in the pipeline. Adult apprenticeships offered to staff in business
administration and team leading. The staff undertaking apprenticeships will be asked to write testimonials which will be posted on the intranet.
The council has been working in partnership with Gloucester City Council since 2002 in the delivery of the trainee scheme, which has been
inspected and approved as "Outstanding" by Ofsted. The council has had a 100% success rate with all apprentices completing an advanced
apprenticeship with the council. Since 2002, the council has had fourty three apprentices of which twenty three have been employed by the
council and fifteen are still here, thus helping our Recruitment and Retention Strategy. Once employed, apprentices tend to stay and make
their careers with the council. The traineeship scheme provides us with an opportunity to attract and retain young people and to be recognised
as a responsible employer taking action for the future. It has also meant that by “growing our own” we have not experienced skill shortages in
technical and administrative roles.
Target completion date: March 2012. First draft report
completed, we are waiting for all appeals to be completed to
ensure an accurate reflection of the impact of the pay and
grading structure.
Janet Martin: Human Resources Advisor T. 01684 272030 [email protected]
ONE LEGAL
SERVICE PURPOSE
2011/12 - QTR 2
Purpose of One Legal: To be trusted and valued advisors to our clients by providing high quality and dynamic legal
services to enable them to achieve their objectives
OL 001 - % Measure of Productivity
100
Our Main Service Objectives:
• To provide clear and robust corporate advice to officers and elected members
• To be focused on the business needs of our clients
• To work cost effectively and to quality management systems
• To set challenging standards and work to them
• To be innovative and flexible in approach
• To provide a dynamic and supportive environment for team members
• To actively seek out and deliver on external income generation opportunities
2011/12 Target
98
2011/12 Actual
96
H
(High is good)
94
92
•
90
88
Qtr 1
146
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
Budget
Actual
Variance
Year To
Date
Year To
Date
To Date
392,667
0
7,937
36,648
5,226
0
0
0
442,478
367,811
0
6,384
39,701
23,899
0
0
0
437,795
Qtr 2
Qtr 3
Qtr 4
2011/12
OL 002 - % Savings made through avoidance of external legal provision
80
24,856 Savings from new structure and vacant post
0
1,553
-3,053
-18,673 Disbursements paid - balanced in income (below)
0
0
0
4,683
2011/12 Target
70
2011/12 Actual
60
H
(High is good)
50
40
30
20
•
10
0
Income
Recharge Income
Sub-Total Income
-169,386 -201,272
0
0
-169,386 -201,272
273,092
236,523
31,886 Includes disbursements (above) and additional income
0
31,886
Qtr 1
36,569
Qtr 2
Qtr 3
Qtr 4
2011/12 Baseline
budget
OL 003 - % Income generation above baseline budget
35
2011/12 Target (5%
above baseline)
30
2011/12 Actual
25
20
H
(High is good)
15
10
•
5
0
Qtr 1
Qtr 2
Peter Lewis, Head of Legal Services [email protected]
Qtr 3
Qtr 4
ONE LEGAL
Provide advice and documentation in respect
of key asset management issues for the
Tewkesbury Masterplan project
Provide legal advice and documentation for
TBC Waste Project
Provide advice on and, if agreed, draft
documentation for the implementation of a
disposal and collection joint committee
Provide legal support to Development Control
in dealing with the Homelands and
Cleevelands planning appeals
147
Provide legal advice on process, case law and
evidence on the Joint Core Strategy
10%
Target completion date: 30 April 2012 GCC are in
discussions with other councils to align process
Mitigating control
Action
Target score
Initial risk
Impact assessment
Impact
Risk
likelihood
90%
Risk ref.
%
Complete
Work with the County Council and Service
Manager to develop and agree a procedure for
dealing with road closures for events.
ŽŵŵĞŶƚ
Score
Residual
score
OPERATIONAL RISKS
2011/12 - QTR 2
There are no significant risks to report at this time.
Ongoing. Support and advice is being provided to the
working group as necessary.
Ongoing. Advice has been given on delivery models.
50%
50%
80%
Ongoing. Draft constitution and inter-authority agreement is
currently being prepared.
Original target completion date: 30 Sept 2011 The public
inquiry has been substantially completed.
New target completion date (to completion of inquiry): 31
Dec 2011
Target completion date: 30 March 2012 Ongoing advice.
70%
During the second quarter of this year the new structure has continued to bed in and effective service delivery has been maintained.
The new structure has begun to deliver on achieving the targeted savings and has so far adapted well to meeting the increasing work demands
of the partner councils.
Productivity (OL 001) is at 99% which is 7% above this year's increased target of 92%. Savings generated through avoidance of external legal
provision (OL 002) are at 68% which represents a financial saving of £18,151. External income generation (OL 003) is at £43,877 which is a
29% increase on the baseline profile of £33,912.
Note: Service plan actions formulated for Cheltenham Borough Council are NOT included above
Peter Lewis, Head of Legal Services [email protected]
PROPERTY ESTATES
SERVICE PURPOSE
2011/12 - QTR 2
Property Services is a support service and as such its primary function is to provide and maintain the
infrastructure, which enables the authority to deliver its front line services and meet its corporate
aims. To do this we aim to provide a quality service which meets the needs of our customers,
satisfies statutory requirements and is value for money.
PE001 - Electricity useage
2008/09
2009/10
60000
2010/11
2011/12
50000
L
(Low is good)
40000
30000
20000
148
Employees
Premises
Transport
Support Services
Capital Charges
Transfer Payments
2011/12
to date
date
to date
84,101
80,560
3,541
172,555 193,461
-20,906 Annual maintenance costs and essential works
1,156
950
206
9,163
11,309
-2,146
13,304
20,720
-7,416
0
0
0
0
0
0
0
0
0
280,279 307,000
-26,721
Income
Recharge Income
Sub-Total Income
-206,445
0
-206,445
-182,379
0
-182,379
73,824
124,620
•
10000
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2009/10 total 1.06% less than 2008/9 total
PE002 - Gas useage
2008/09
2009/10
4000
2010/11
3500
2011/12
3000
L
(Low is good)
2500
-24,066 Income payment delayed.
0
-24,066
2000
1500
1000
500
-50,786
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
•
2009/10 total 6.9% less than 2008/9 total
Note: The units on the charts above are direct readings from the meters, with no conversion to KWh, and are not reliant on figures
from the energy suppliers' invoices. They are thus more realistically comparable across time periods.
Contact Officer: Chris Johns, Property Estates Service Manager: 01684 272274
PROPERTY ESTATES
Deliver actions for OHIO (Own House In
Order) by educating staff on recycling
initiatives, targets and expectations (Clean &
green)
% Complete
100%
Quarterly assessments of the building
management system.
25%
149
Plan and implement the final stages of internal
office moves.
Investigate the options for TBC
accommodation (rebuild/relocate/with
Cascades) and produce final report for full
council.
Target completion date: March 2012. Quarterly
assessments ongoing concerning on/off regime
light savings, ambient temperature reassessment
to allow optimisation of heating systems.Target set
of 5% energy reduction by end of Q4
Completed.
50%
50%
25%
OPERATIONAL RISKS
No risks to report.
Completed. We have successfully initiated the
new recycling procedures, and savings are already
evident.
100%
Let vacant accommodation space within TBC
main offices.
Complete a risk assessment of the security of
TBC offices, and tender for contract for
updated security provisions.
Comment
Target completion date: October 2011.
Ongoing assessment, to corporate management
team end Oct 11.
Negotiations continue to let the now vacated space
to other public service providers. Further
information early November from interested
parties.
Target completion date: November 2011. This
requirement is ongoing and we intend to tender by
end of Q2 with award in Q3. Preparing tender
documents prior to issue. On target.
BUSINESS AND FINANCIAL PERFORMANCE SUMMARY
Business Summary:
We have initiated a Premises Condition Survey programme to ensure that we are compliant for audit purposes, and to ensure that we
are fully informed of asset condition which need to be considered during development. Our ongoing programme of valuations is up to
date and is fully compliant for audit purposes. We are currently addressing essential statutory requirements for the council Offices to
ensure that all health and safety elements are compliant for staff use. We are at an advanced stage of reorganisation of the fire
evacuation procedures, with fire warden training now complete. We have registered the council's interest in the framework agreement
being tendered by Gloucestershire County Council (GCC) for supply and installation of photovoltaic panels (PV). This is an ongoing
consideration, we are not tied into any formal agreement with GCC but can benefit from their framework. We need to agree to self fund
these schemes. We have proposals for PV on the office buildings, with a payback in the region of eight years. We are seeking
costings to fit voltage optimisation equipment in both the offfices and Cascades. We have jointly, with Julie Davies, initiated the
recycling initiatives throughout the offices, which have resulted in savings on both waste to landfill and container costs. We have
implemented a new cleaning programme within the office, which will result in savings from October 2011.
Financial Summary:
The premises shortfall is due to rates payments, upfront annual maintenance contracts, and works to fencing at nature reserve, prior to
possible handover to parish.
The third party figures are influences by valuation works to various assets.
Backdated tenant payment due to eradicate income shortfall.
Completed.
Complete tender for repairs to the Roses
Theatre roof
2011/12 - QTR 2
100%
Contact Officer: Chris Johns, Property Estates Service Manager: 01684 272274
Appendix B i)
Tewkesbury Borough Council: Strategic Risk Register – Significant Risks (Updated November 2011)
Summary of Residual Risk Ratings and Targets
Some key council priorities, projects or
services may not be delivered in full or
in part due to loss of income, planned
savings not fully materialising, and the
impact of new government legislation
(Priority – excellent)
1)
2)
3)
Deficit for
2011/12
Use of
reserves
Pressure on
future budgets
5
5
25
Monthly savings
board meetings
Responsibility
Corporate
Management Team
Identified risk mgt
action points
Programme
board controls
Budget working
group
20
Identify alternative
options for savings
delivery
Review priorities and
non-priorities
System and service
reviews
Target risk
score (Mar 12)
Mitigating
Controls
Current risk
score
150
29
Gross risk
score
Impact
assessment /
comment
Risk ref
Strategic Risk identified
(link the risk to priorities i.e
CHESS)
Risk Management view
Must be managed down to reduce risk scores in the next year
Seek to improve the risk score in the medium term
Tolerate and monitor
Likelihood
Score (1-5)
Risk score
16 – 25
9 – 15
0–8
Impact
Score (1-5)
Code
Red
Amber
Green
15
Appendix Bii)
Tewkesbury Borough Council: Strategic Risk Register – Significant Risks (Updated September 2011)
Summary of Residual Risk Ratings and Targets
Housing Benefits - inability to cope with
increased workload as a result of
economic downturn leading to customer
dissatisfaction (RB7)
1)
2)
(Priority – excellent)
increased time
taken to
process
Benefit claims
customer
dissatisfaction
& complaints
5
5
25
Staff overtime
Responsibility
Revenues and
Benefits Manager
Identified risk mgt
action points
20
Prioritisation of
workload
Regular monitoring of
workloads
Target risk
score (Mar 12)
Mitigating
Controls
Current risk
score
151
23
Gross risk
score
Impact
assessment /
comment
Risk ref
Strategic Risk identified
(link the risk to priorities i.e
CHESS)
Risk Management view
Must be managed down to reduce risk scores in the next year
Seek to improve the risk score in the medium term
Tolerate and monitor
Likelihood
Score (1-5)
Risk score
16 – 25
9 – 15
0–8
Impact
Score (1-5)
Code
Red
Amber
Green
15
Roll out and embedding
of E-Capture software
Appointment of
additional
assessor
Implementation
of E-Capture
software
28
Housing Options - inability to cope with
increased workload as a result of staff
absence leading to customer
dissatisfaction
1)
(Priority – strong)
3)
2)
customer
dissatisfaction
& complaints
additional b&b
costs
morale & well
being of staff
5
5
25
Appointment of
temporary staff
Prioritisation of
workloads
Service Manager
undertaking
operational
duties
Housing Options
Manager
20
Retain & on going
training of temporary
staff
Communication with
clients
Encouragement of
appointments rather
than ad hoc visits
15
Appendix C
2011 - 2012 Quarter 2 Budget Statement
Analysis Level
Full Year
Budget
£
Profiled Q2
Budget
£
Actual
£
Savings /
(Deficit)
£
Comments
10,116,131
4,571,657
4,511,259
60,398
Training budgets underspent in most areas. Also vacant posts in a number of services including
democratic services and development control
Premises
856,150
321,426
354,042
-32,616
Additional responsive maintenance requirements e.g. Repairs to generator, sewer repairs & boiler
repairs. Business rates incurred on assets awaiting transfer. Overspends on water and gas, but
these are largely offset by savings on electricity.
Transport
1,311,350
627,142
612,519
14,623
Savings on fuel, repairs & maintenance, mileage & essential user
Supplies & Services
3,266,530
1,584,285
1,504,375
79,910
Savings on election costs, advertising, printing & tipping charges. Also subscriptions underspent in
most areas.
Income
-7,802,095
-3,065,818
-2,830,895
-234,923
TOTAL
7,748,066
4,038,692
4,151,299
(112,608)
Employees
152
Many areas of income generation down, particularly parking, planning, rental income and interest on
balances. Also, the first element of savings targets came into budget during Q2, many of which are
yet to deliver savings as anticipated.