council plan delivery plan 2016/17 corporate performance ... a.… · $jacwadyu.doc 1 council plan...

$Jacwadyu.doc 1

Council Plan Delivery Plan 2016/17Corporate Performance Report - Quarter 1 2016/17

Definitions

Progress against plan Performance

Blue Complete

Red

There are significant concerns over achieving outputs / there is serious slippage in the timetable / there are major issues to rectify

Significantly worse than target (>10%) – urgent action required to improve performance

Amber

There are concerns over achieving deadlines or outputs / there are issues to rectify, but plans are in place to get the project back on track

Between 0.01% and 9.99% worse than target - some action required to improve performance

GreenEverything is on target / satisfactory progress is being made / no action required

On, or better than, target

Direction of travel arrows indicate whether performance since the last period has become:

Better Worse Stayed the same

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Tackling inequalityWe aim to reduce poverty and support people facing financial difficulties

Key projects/programmes Target value or dateBRAG

Progress to July 2016

Direction of Travel

Jun to Jul Po

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Work with partners such as Allerdale Credit Union to promote safe credit sources

from April 2016 Credit Union promotion to be rolled out to Housing Associations who now have it in their action plans.

Supporting people to deal with money problems

Improve signposting to money advice

Introduce more structured referral system by June 2016

Provide improved advice and signposting to money advice via our website and social media by July 2016

Referral system is in place and a process is being developed with DWP to manage personal budget referrals through the Nellbooker multi agency system.

Communications plan in development to focus on Webpage and social media.

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Review the housing benefits debt recovery strategy and procedures to reflect changes to Allerdale’s overarching debt recovery policy

To be reviewed as part of the overall review of Customer Service and Revenues and Benefits services by October 2016

Currently being reviewed as part of the service review of Revenues, Benefits and Customer Services project team.

Links in to the corporate review of debt recovery.

Reg

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Helping to create more affordable housing where it is needed most

Continue to support the development of Community Land Trusts

Establish at least 1 Community Land Trust by April 2017

Above Derwent Parish Housing Group have now registered their interest with CLT network and have written confirmation that they can begin scoping their business model (stage 1 of the application process) with specialist support and have applied for initial funding of £4k set up grant.

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Direction of Travel

Jun to Jul Po

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Identify and release Council-owned sites for affordable housing

Minimum 1 Council owned asset to be brought into use as affordable housing by April 2017

A number of sites are being considered – Maryport Toilet, draft plans and budgets costing received and option paper to be prepared.

Westfield Drive, draft plans and costings received. Further internal discussions with Economic Growth, Planning team and HCA re housing opportunities to take place.

Bring empty properties into use as affordable homes

Work with external partners (Registered Providers) and internal partners (Council Tax and Planning) to bring empty properties back into use from April 2016

Working with Westfield Housing Association to purchase a Long Term Empty Property in Broughton Moor that has been affecting the local amenity and neighbouring property for a number of years. Negotiations are taking place with the vendor around purchase price.

Regular meetings are taking place between Council Tax, Legal, Development Control and Housing and Health to address some of the worst long term empty properties in a collaborative manner.

Work with Registered Providers to ensure social housing is retained

Retain at least 5 social houses through capital grant that would have otherwise been disposed of by April 2017

New policy and process in place to enable the Council to evaluate and consider funding where Registered Providers request disposal of social housing. Currently 1 property being considered.

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Direction of Travel

Jun to Jul Po

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Review effectiveness of joint community planning project in Workington and Maryport

Options appraisal by end May 2016

Steering group meeting on 25 July to review key performance indicators and social value for the project to date. Also considering future plans. Current project due to close in October 2016.

Giving people skills, education and employment opportunities to help them improve their future Facilitate and evaluate the

pilot strengths-based project in Ewanrigg (Follow the Ewanrigg Road)

Mid-term project evaluation by June 2016

Pilot project complete by March 2017

Project update for end of year one produced, includes an assessment of social value.

Key Skills Worker only funded in post until October which limits the ability of the project to continue and deliver.

Helping those most in need

Review and update the Tackling Inequality Strategy and Action Plan

Strategy redeveloped by September 2016

Develop a framework to ensure that tackling inequality is considered across the organisation in business planning and decision making by September 2016

Partners workshop to consider redeveloped Strategy planned for Sept 2016 – Strategy now likely to be complete November 2016.

Officers have started development of a new impact assessment framework to ensure that tackling inequality is considered across the organisation in business planning and decision making.

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Direction of Travel

Jun to Jul Po

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Administer targeted Discretionary Housing Payments Scheme to ensure payments go to the people most in need

by March 2017 44% of available Discretionary Housing Payments funding has been committed to households currently identified as most in need.

We anticipate that 100% of funding will be paid out by the end of the financial year as we target those households affected by:

a) recent welfare reforms such as the removal of family premium;

b) upcoming changes such as the reduction in the level of the benefit cap and increased rate of transfer of claimants from Housing Benefit to Universal Credit.

Support residents to claim the benefits they are entitled to

Targeted activity and improved signposting from April 2016

Currently developing a managed approach to offering customers the relevant information to enable them to take advantage of initiatives (other than benefits) which could help financially such as free school meals, Central Heating campaign, Big Switch, direct debit, personal budgeting referrals etc.

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Continuing to pay the Living Wage and encouraging others to do the same

Gain living wage accreditation

by November 2016 Working towards including in the procurement template. Once achieved this will enable us to start the formal accreditation process.

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Direction of Travel

Jun to Jul Po

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Encourage other employers to pay the living wage

Further develop actions to promote good employment practices by our suppliers through tenders and contracts

Dependent on achieving formal accreditation. (see previous action)

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Helping residents save on their energy bills

Run the Big Allerdale Switch (collective energy switching scheme) three times a year

Spring Auction – March 2016Autumn Auction - August 2016Winter Auction - tbc

The Spring Big Allerdale Switch attracted 124 registrations. The average realised savings was £334.77. A total of 40 registered to switch actually switch which gave a switch rate of 32%.

The Autumn auction launched on 2nd August with officers will be attending various events to promote the scheme.

In order to ensure a more targeted approach to promoting the scheme in fuel poor areas the team will be carrying out leaflet drops in specific areas. The aim is to also get the data collated from ichoosR mapped on the GIS system to enable the team to target leaflet drops in areas that have not registered to switch previously.

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Direction of Travel

Jun to Jul Po

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Deliver Central Heating Fund grant scheme to provide fuel poor households with Central Heating in partnership with npower, Northern Gas Networks, National Grid Gas, Carlisle CC, Eden DC and SLDC

Launch scheme in March 2016

Scheme completed by August 2016

250 households across the four districts to have received central heating

A total of 75 Central Heating Fund applications have been passed to Npower to progress across the four Local Authorities. 43 of these are from Allerdale residents.

In Allerdale, 14 Central Heating Fund grants have been approved and there are 43 that are in the pipeline to be approved.

£94,000 has been committed from the Central Heating Fund budget and the scheme ha also attracted £13,000 of Affordable Warmth ECO funding from Npower thus far.

Over 100 application forms have gone out to eligible households and officers are working with applicants to complete forms to ensure they access the funding as soon as possible. Further targeted promotion of the schemes is ongoing.

There is concern that the target of 250 Central Heating Fund Grants across the four Districts will be completed by August and we are awaiting a response from DECC regarding an extension to December to complete the scheme.

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Key measures for this priority theme:

Key measure Frequency(A/Q/M)

Bigger/smaller is better

2015/16 actual

2016/17target

Q1 actual

Direction of travel baseline

to Q1

RAG

Commentary on progress

% children in poverty A Smaller 14.8%(2013) Trend information only

The latest data from HMRC is for 2013 – this is the Children in low income families local measure. The Allerdale figure is below the national average of 18%, but 3 wards have levels above 25%, the highest being 33.6%.

% households in fuel poverty A Smaller 10.5%(2013) Trend information only

The most recent figures (2013) show a fall from 11.3% in 2012. However, levels of fuel poverty in Allerdale are slightly above national levels, two Lower Super Output Areas fall within the worst 10% nationally (out of 32,844) for levels of fuel poverty.

Time taken (days) to process Housing Benefit/Council Tax benefit new claims

Q Smaller 18.87days

20.00 days

21.58 days

Benefit processing times affected by a variety of issues at the start of the new financial year. Processing times are now improving and we still anticipate hitting our target over the entire year.

Time taken (days) to process Housing Benefit/Council Tax benefit change events

Q Smaller 8.20 days

10.00days

9.79 days

Above target for quarter 1 but slightly down on last years performance.

No. of affordable homes facilitated by the Council A Bigger 4 Not measured for

quarters

This measure relates to Council activity to directly facilitate the formation of Community Land Trusts and use of Council assets for affordable housing development. The Council is currently working with Above Derwent Community Land Trust who are just establishing themselves as potential deliverers of affordable housing in this Ward.

No. of affordable homes delivered A Bigger 115 n/a 22

22 affordable homes delivered during Quarter 1.

No. of homeless preventions Q Bigger 136 n/a 38 Preventions are 5.5% up on the same quarter for 2015

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Strengthening our economyWe aim to create a strong, sustainable and vibrant local economy and create jobs

Key projects/programmes Target value or dateB RAG

Progress to July 2016Direction of Travel

Jun to Jul

Port

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Improving skills and education to enable businesses to recruit suitably skilled staff

Continue to develop the Allerdale apprenticeship scheme

Support 25 external apprentices until January 2017

Redevelop approach to supporting apprenticeships in line with requirements in Enterprise Act by March 2017

The scheme is underway and the apprentices have been identified.

Discussions are ongoing with regards to developing future programmes in line with the Enterprise Act.

Support development of education facilities in Allerdale

Continue to monitor the National Nuclear College Northern Hub

Continue to monitor the development of Workington Academy

The Hub is now fully approved and moving into operational phase. This means the commencement of a high-end technical training centre in September 2016 and due to open as the National College for Nuclear in September 2017.

The construction of the school is underway.

Encouraging business growth

Develop our assets through the Allerdale Investment Partnership to support the creation of jobs

Identify further sites for investment by March 2017 to deliver regeneration and jobs

Following the agreement to the new Asset Management Plan, the Council is currently review all its asset to agree its future use. Once this has been agreed the Council will start discussions with the AIP about surplus sites.

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Jun to Jul

Port

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Establish enterprise and innovation events with young people

Decision on funding from Social Investment Fund for two proposals by May 2016

Delivery of activity for young people by March 2017

Cumbria Youth Alliance is delivering the Allerdale Youth Leadership and Dreamscheme Enterprise Project. 10-12 projects will be developed over the pilot phase in year one of the project engaging 100-150 young people in this phase of year one.

Promote local, regional, national and European funding opportunities to encourage growth

from April 2016 Ongoing. As calls for funding are issued, these are put onto our web pages and people/organisations advised accordingly.

Explore potential for business and tourism web portals to attract inward investment and encourage tourism

Decision on preferred option by December 2016

Indicative costings for a stand-alone portal for both business and tourism obtained. Liaison with Comms and IT teams to develop alongside new Council website. Existing Economic Growth pages continue to be revised.

Engage in the development of the Centre of Nuclear Excellence

Attendance at Executive and sub group meetings as advocate for Allerdale from April 2016

Ongoing. Council officers continue to attend the Skills, Communications, Business, R&D and Infrastructure Sub Groups; and the Executive.

Improving infrastructure

Deliver Wi-Fi solutions in town centres

Finalise Wi-Fi feasibility study and go out to tender by mid-March 2016

Implement recommendations of study by December 2016

Three submissions were received and these have undergone a technical appraisal. A preferred organisation has been identified and a report will be submitted to the Executive in September

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Jun to Jul

Port

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Deliver the Council’s Asset Management Plan

Development of a commercial plan for assets by August 2016

Development of an annual work plan by July 2016

An interim Development Manager has been appointed and is leading on the development of the commercial plan for estate portfolio.

The Annual work plan is currently under development but has been delayed by the recruitment of an Estates Manager. This work will link in with the commercial plan and the asset management plan which was approved by council in July.

Support road, rail and cycleway improvements

Engage in discussions with Community Rail Partnership from April 2016

No activity during Quarter 1 – new Franchisee was bedding in.

First meeting of the Partnership scheduled for 12 July 2016

Deliver the Energy Positive Allerdale Plan and progress energy sector champion role

from April 2016 A bid for additional DECC funding has been submitted for work in relation to district heat networks and discussions with Britain’s Energy coast have been initiated with regards to the wider delivery of the Energy Positive Allerdale Programme.

Supporting the development of renewable energy

Consider Council land to north of the Port of Workington in relation to inward investment with a focus on energy

from April 2016 Discussions with potential inward investors continue with regards to the land to the north of the Port. Furthermore the county council have submitted a growth deal 3 application to improve rail and to open up new employment sites with development of new workspace.

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Jun to Jul

Port

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Encouraging tourism

Support the tourism sector to enhance the visitor experience, spend and numbers

Develop tourism plan as part of overarching economic growth plan by October 2016

Support the implementation of the AONB Management Plan

The development of the Economic Growth Plan is underway and is expected to be completed by October 2016, tourism will play a major part of that plan.

In addition, the Heritage Plan will also be complete in September 2016.

The delivery of the AONB management plan is on-going.

Support delivery of Coastal Community teams in Maryport and Silloth

Work with the two CCTs to build capacity and develop funding bids for projects identified in the Economic Plans from April 2016

Stage 1 Coastal Communities Fund bids have been submitted to the DCLG for two projects. One of these seeks funding for the extension of the coastal path from Allonby to Silloth and has been submitted on behalf of the Silloth-on-Solway Coastal Community Team.

The other is a bid to develop Camp Farm in Maryport to create a gateway to employability for 50 trainees, safeguarding 50 construction and supply chain jobs, create 2 new jobs, and enhance a public asset. Bid submitted by North England Civic Trust and supported by Maryport Area Coastal Team.

Notification is expected from the DCLG at the end of August.

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Jun to Jul

Port

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Develop Heritage Strategy for Allerdale to provide an overarching plan for the Borough

Strategy developed by October 2016

The Heritage Strategy has been developed in draft form and is being refined in conjunction with the Economic Growth Plan. The intention is to take the strategy for approval by the Executive with the Economic Growth Plan.

Tour

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Deliver housing against Local Plan targets as measured through annual monitoring report

by December 2016 Figures are not available for the first quarter due to a lag in the data coming through. Quarter 1 progress will be included in Quarter 2 report. Ec

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Identify possible sites that the Council can make available for housing

Further develop joint approach between Housing, Planning and Economic Growth from April 2016

Regular meetings are now taking place between Housing, Planning and Economic Growth officers to identify synergies and future land uses.

Supporting the development of more homes where they are needed Work with developers to

overcome issues of viability in relation to housing sites to ensure house building

Housing and Planning teams taking a joint approach to resolving issues with developers from April 2016

List of stalled sites have been compiled. Next step is to contact developers and landowners to understand reasons for not bringing sites forward.

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Jun to Jul

Port

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Maintain key links with strategic partners to support the development of appropriate housing

Hold 4 Strategic Housing meetings a year

Play a key role at County and North West Regional Housing Forums

Work with key partners in the delivery of Extra Care Housing

The Strategic Housing Forum met in May 2016 and received presentations from Arc4 and ORS on findings from the housing studies.

Officers/Members continue to meet on a quarterly basis – Cumbria Housing Statement was agreed in the last quarter. The Council has made a financial contribution of £500 to support the North West Housing Forum.

Officer support has been provided in the allocation of housing at Greta Gardens, and supporting Your Housing to overcome challenges at this scheme.

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2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


Net change in number of businesses A Bigger 310

(2014-15) Trend information only4065 enterprises in 20134210 enterprises in 20144520 enterprises in 2015

Number of new jobs we have helped to create directly A Bigger 23 + 6* 50 Not measured for

quarters

2016/17 funding not yet received. Project concepts in pipeline70% of 2015/16 only received 11/3/2016, this is in principle virtually all committed, *6 jobs achieved this year from last year’s funding.

No. of new jobs A Bigger Trend information only Figures still only available for 2014 (NOMIS)

Unemployment levels M Smaller1.9% (June 2016)

Trend information only Between May 2015 and May 2016 Allerdale claimant count fell by -1.4%.

Youth unemployment (18-24 year olds) M Smaller

5.1% (June 2016)

Trend information only

% of residents educated to NVQ2 A Bigger 76.7%

(2015) Trend information only An increase of 3.4 percentage points since 2014.

% of residents educated to NVQ4 and above A Bigger 33.2%

(2015) Trend information only An increase of 2.2 percentage points since 2014.

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2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


Tourism revenue A Bigger £417.2m (2014) Trend information only

9.7% increase from previous year, only beaten by Eden (9.9%) and more significantly, above South Lakeland (8.6%). Third highest share in the County (17.1%) behind LDNP (46.9%) and South Lakeland (44.8%)

Number of visitors A Bigger 6.93m (2014) Trend information only

4.5% increase from previous year. Interestingly, the Borough has the 4th highest share of visitor numbers behind LDNP, South Lakeland and Carlisle – indicating our visitors are spending proportionately more.

Net additional homes provided A Bigger 385

304(annual target

to 2029)

Not measured for quarters Annual target for 2015/16 exceeded.

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Enhancing our townsWe aim to create thriving towns are attractive and welcoming and retain their distinctive characters



Jun to Jul

Port

folio

Assisting and supporting businesses

Better signposting to business support and improved links with regulatory services

Distribution of welcome packs for businesses from June 2016

Relevant information has been collated from all Allerdale departments. A draft information pack is currently with our Communications Team for sign-off before going to an external designer.

Encouraging thriving and vibrant towns

Deliver the Markets Strategy in partnership with Geraud Markets Ltd.

Launch new weekly market in Wigton by April 2016

Hold annual ‘International Street Market’ event in Workington town centre by December 2016

Hold new Food Festival event to in Keswick subject to all necessary permissions being gained

Hold new specialist market event in Silloth either as a stand-alone event or in conjunction with an existing event on Silloth Green

A 16 week trial period has been completed for the new weekly market in Wigton. Geraud Markets Ltd. Indicate that the new market is not currently viable. There are a number of reasons for this and officers are exploring possible actions.

The International Street Market event will take place in Workington from the 22 to 24 July.

Following consultation with local businesses the planned Food Festival was changed to become a family-friendly ‘Pirate Day’ and celebration event of the market. The event was held on the 28 May and was a huge success, with Keswick seeing one of the busiest bank-holiday weekends for a long time. Further events along similar lines are planned for future years.

A market event will take place in Silloth on Sunday 14 August in conjunction with a

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Jun to Jul

Port

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cycling event subject to all necessary consents being obtained.

Work in partnership to promote Allerdale’s towns

Allerdale Visitor Guide distributed throughout the year and reprinted as required

Support town-specific initiatives through town funding and officer support from April 2016

Allerdale Visitor Guides continue to be distributed at special events across the Borough.

£75k of LEP funding has been secured and is being distributed to help support events in flood-hit towns across Allerdale.

Ideas have been received from each of the Town Councils within Allerdale as to how most effectively spend the 2016/17 £10k town centre funding. The Town Centre Area Managers will continue to support the Town Councils in the delivery of these projects.

Making our towns attractive and welcoming

Take action on derelict and empty properties

Enforcement action from April 2016

Quarterly town centre walks continue ensuring properties within our town centres are not adversely affecting their amenity. All untidy site complaints are investigated liaising with housing services where appropriate with regards to empty properties. Four formal section 215 notices have been served since April. Prosecution action pending relating to 1 untidy notice that has not been complied with.

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Jun to Jul

Port

folio

Bring key long term empty properties back into use that are causing significant public health issues and/or a blight on communities

Purchase of property in Maryport from Bona Vacantia Division by June 2016

Undertake works to remove public health issues affecting immediate neighbours by July 2016

Undertake options appraisal on the property and develop appropriately

Progress action on further 3 empty properties to bring back into use by April 2017

The purchase of the empty property in Maryport from the Bona Vacantia Division is nearing completion.

A surveyor has been appointed to survey the property to advise the Council of the measures required to remove the public health issues (pest proofing and water penetration to neighbouring property). The surveyors report will also provide an options appraisal.

Work is on-going with five long term empty properties in the Borough.

Officers have met with owners to progress bringing the properties back into use. Our involvement in bringing these back into use will be through a range of options – enforcement working in partnership with council tax and legal services, the possible purchase of a property and empty property grants.

Officers continue to react to complaints about empty properties however the above targeted work is to specific problematic and long term empty homes.

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Jun to Jul

Port

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Undertake town centre clean ups and targeted environmental initiatives

Carry out 8 town centre spring cleans with the local community to improve a safe and clean environment by September 2016

2 spring cleans carried out in Cockermouth and Workington in quarter 1. The spring clean in Cockermouth concentrated on improving memorial gardens repairing flood damage and was supported by members of the Cockermouth Civic Trust. The spring clean in Workington concentrated on the harbour side and was supported by volunteers from MIND and Cumbria Young Offenders.

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Work with partners through the West Cumbria Community Safety Partnership to ensure that our towns and communities feel safe

Continue to support and promote initiatives to ensure community safety such as Pub Watch and CCTV systems from April 2016

Work closely with the Police on licensing issues and activities to address anti-social behaviour from April 2016

The Strategic Board and Tactical Delivery Group of the Community Safety Partnership continue to meet regularly to discuss the implementation of various initiatives including youth engagement, alcohol awareness, hate crime workshops, taxi marshals and more, which will be rolled out throughout the year.

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2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


Overall satisfaction with town centres 2 yrs Bigger 57%

(2014) 59% Not measured for quarters

2014/15 figure is taken from the 2014 Allerdale Residents Survey (carried out every 2 years). This figure remains is marginally higher than in 2012 (52%).

No. of empty homes in borough (6 months and over) A Smaller 466

(at 31/3/16) n/a 449 n/a The figures are a snapshot at the end of each quarter.

No. of empty homes in borough (>2 years) A Smaller 328

(at 31/3/16) n/a 328 n/a The figures are a snapshot at the end of each quarter.

No. of empty homes brought back into use through our direct action

A Bigger 8 10 3

This measure is of the number of empty properties brought back into use through the empty homes grants. To end of July 2016, 3 empty homes have been brought back into use through this grants scheme.

Household waste collected per household (kg) Q Smaller 574kg 500kg Q1 figures not yet available (July 2016)

% of household waste sent for reuse, recycling and composting Q Bigger 37% 40% Q1 figures not yet available (July 2016)

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Improving health and wellbeingWe aim to help people live healthy and active lives and reduce health inequalities

Key projects/programmes Target value or date

BRAG


Jun to Jul

Port

folio

Influence the development of the health and care provision within Allerdale including the impact on community hospitals which is developing from the West, North and East Cumbria Success Regime

Regular updates from April 2016

Regular meetings held with North Cumbria University Hospitals Trust.

Helping to make sure that people have access to high quality healthcare

Promote the District role in supporting the Allerdale Integrated Care Communities

from April 2016 Contact made with the two new Integrated Care Communities managers for Workington and Maryport, and Cockermouth. Attendance at Workington ICC meetings, presentation given on District Council’s role

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Working to create healthier communities

Work in partnership to integrate new Physical Activity Care Pathway (including exercise on referral scheme)

200 people from Allerdale accessing the new exercise on referral scheme by March 2017

New referral pathway being created with partners including Active Cumbria, Public Health and Grenwich Leisure Ltd (GLL) – Plan put to Public Health. £10k available in Allerdale.

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BRAG


Jun to Jul

Port

folio

Through the Allerdale Health and Wellbeing forum:

Promote healthy drinking behaviours and reduce alcohol related harm

Task Group to develop action plan by May 2016 (focusing on adult females who regularly drink more than the recommended daily number of alcohol units)

Task Group meetings May and June. Key areas – ensuring correct membership of group, brief interventions, future campaigns, AgeUK (West Cumbria) Rethinking Drinking Pilot, Engaging Employers.

Reduce levels of smoking and harm caused by smoking

Develop a Tobacco Control Plan for Allerdale.

Set up Task Group and develop action plan by July 2016.

Brief advice sessions offered to GPs and Community Champions.

Promote healthy weight in children

Set up Task Group

Develop action plan by September 2016.

Promoting Healthy Weight in Children Workshop June. Multi-agency attendance. Identification of task group members and key themes.

Promote healthy weight in adults

Develop a briefing paper on local intelligence.

Identify priorities by August 2016

Develop action plan.

Progress to be reported in Q2.

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BRAG


Jun to Jul

Port

folio

Through the Allerdale Health and Wellbeing forum:

Promote and support ageing well

Identify priorities from local intelligence by June 2016.

Develop action plan for identified priorities.

Identify lead organisation for each priority

Twice yearly update of facilities/activities within Allerdale wards - mapping exercise carried out by Allerdale elected members

Priorities identified as winter warmth, falls prevention, dementia and health and wellbeing promotion.

Promote and support mental wellbeing

Identify priorities by October 2016

Activity planned for Quarter 2 onwards.

Improve public health

and reduce health inequalities within target areas

Work with Cumbria County Council to support a collaborative programme in Moss Bay ward to identify areas for action by May 2016

Support implementation of adjustments to improve health outcomes.

Worked with Cumbria County Council to support a collaborative programme in Moss Bay ward. Contact made with stakeholders but areas for action still being developed.

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Providing access to quality leisure and cultural facilities

Promote and facilitate access to Allerdale’s leisure centres

Increase usage of leisure centres by 2% by March 2017

New Workington Leisure Centre:

Increase numbers of users by 5% from low income

Usage for 3 leisure centres and the Wave is 116,927 for Q1.

Working on reduced priced activities for those from low income groups. Swim lessons first to be piloted.

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BRAG


Jun to Jul

Port

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groups by March 2017

Introduce 3 new adult user groups addressing issues of ageing well, mental wellbeing and heathy weight by December 2016

An additional 300 young people regularly using the leisure centre by March 2017

New leisure centre Social Inclusion plan created, which will form part of a new GLL Community Plan.

Themed days to promote new activities to new audiences every week from opening, through to December.

Awaiting new membership structure across centres. E nv ir o n m en ta

l Q ua lit y

Deliver Leisure Strategy projects

Carry out improvement to all Allerdale owned playing pitches, 3 leisure facilities, focus on increased participation in physical activity and use of open spaces by 31 March 2017

Deliver last year of Community Sports Activation Fund (CSAF) encouraging an additional 700 people to engage in sports and physical activity by March 2017

Deliver a 10p swim project

Deliver at least 15 free led cycle rides across the borough in partnership with Cumbria Cycle Partnership by March 2017

£20k in budget (one year) for £5k quarterly contribution to support sustainable swimming in North Allerdale. Maryport pitch improvements delayed, awaiting pitch report update for 1 site. School visits continue to take place through the Nature Partnership, encouraging people into our natural areas.

CSAF Targets for yr. 2 met and surpassed. Working with GLL and Active Cumbria on plan for year 3.

Prepared for 10p swims in Q2 in 5 pools. Term time 10p swim pilot at Wigton Pool delivered in Q1.

21 rides delivered across Allerdale.

Econ

omic

gro

wth

$Jacwadyu.doc 26


BRAG


Jun to Jul

Port

folio

Promote festivals and events to encourage greater participation in cultural and leisure activities

Deliver Lakesman Ironman distance Triathlon, Festival of Running, Northbound through Allerdale Live by October 2016

Support 15 festivals and events with advice and/or grants across Allerdale

Reboot and Lakesman delivered as part of the Allerdale Live project in Q1. The total value of the Lakesman event to the local economy is estimated at £1.49m, with a return on investment calculated at £14.86 for each pound invested in the event (estimated at £100,000). The event gained national recognition and had over 340 entries.

Just under 500 people attended the Reboot Festival in Workington.

9 events successful with grants during first round of applications. Of the 3 that took place in Q1, over 1400 people have engaged in the cultural activities supported through the grants.

Econ

omic

gro

wth

Deliver enhancement project at Helena Thompson Museum

by October 2016 Invitation to tender to be reopened in Q2, first was unsuccessful. Now with 2 options - design only or design and build. Aim for completion for March 2017.

Tour

ism

an

d cu

lture

Maintaining a safe and clean environment

Work with local communities to improve and manage our built environment and open spaces

Carry out 60 volunteer led clean-ups including the removal of invasive species by March 2017

30 days delivered in Q1

LEQ

$Jacwadyu.doc 27


BRAG


Jun to Jul

Port

folio

Deliver major projects to enhance our nature reserves at Siddick Pond and Harrington Reservoir, including development of new infrastructure to encourage increased public access

by December 2016 Report complete for Harrington Reservoir with proposals for restoration work. Looking at external funders to take them forward. Refurbishment of the bird hide at Siddick is complete. Consultants confirmed for design work on the hide exhibition boards. Sand Martin bank complete.

Through the LOVEmyBEACH project board work with external agencies and businesses to ensure that we have good environmental beach quality

Sign up 20 businesses to the ‘LOVEmyBEACH’ campaign by May 2017

Deliver Beach Management Action Plan by March 2017

We are using pollution forecasting to display signs to advise public against bathing where necessary.

Promotional work planned for Q2.

Work with United Utilities and Environment Agency and to improve water quality

from April 2016 Ongoing engagement with United Utilities and Environment Agency.

Reg

ulat

ory

serv

ices

Ensuring access to suitable and safe housing

Develop Housing and Homelessness Strategy and action plan

Use the information obtained from the Private Sector Stock Condition Survey and the Housing Needs Study to develop draft Housing and Homelessness Strategy by May 2016

Findings of the housing studies complete end of April 2016. New Housing and Homeless Strategy developed and draft out for consultation 13 July – 24 August.

H H W

$Jacwadyu.doc 28


BRAG


Jun to Jul

Port

folio

Consultation on draft Strategy with partners, members and households by June 2016

Strategy agreed by September 2016

Promoting better housing standards across the private rented sector

Launch incentives to encourage landlords to join Cumbria Landlord Accreditation Scheme to help raise the standard of privately rented homes by July 2016

Run landlord training courses, hold landlord forums and publish newsletters / updates for landlords from April 2016

A report is being developed to put forward incentives to encourage landlords to join the Cumbria Landlord Accreditation Scheme.

It is anticipated that agreed incentives will be launched at the October Landlord Forum.

A suite of Landlord training courses including; Landlord Foundation, Safer Homes, Deposits, Damages and Disputes and Immigration are being hosted by the council in September, October and December. These are being run by the National Landlord Association and will be promoted through our Landlord Newsletters, Forums and Social media

Carry out strategic review of Disabled Facilities Grants (DFGs)

by March 2017 The Strategic Review of Disabled Facilities Grants (DFG) is well underway and officers have visited other authorities to look at delivery methods elsewhere. Quick fix changes such as the introduction of discretionary grant to assist people to move will take place with a change of policy and will be in place by the next quarterly report.

Officers are leading on the work of the

Hou

sing

, hea

lth a

nd w

ellb

eing

$Jacwadyu.doc 29


BRAG


Jun to Jul

Port

folio

Countywide DFG Task Group which is driving forward the Countywide procurement of adaptations, change in delivery options for stair lifts and other innovative approaches to achieving prevention outcomes.

Deliver Allerdale Healthy Homes Programme

Improvement of sub-standard homes on an individual, block or area basis

Review Grants and Assistance Policy by end June 2016

The draft Housing strategy is currently out for consultation and the intention is to start drawing up possible schemes to deliver as part of the Housing Strategy. This work is ongoing.

The review of the Grants and Assistance Policy has taken place and a revised policy is to being developed. The Policy will need to cover the changes to Disabled Facilities Grants deliver so is being developed alongside the Strategic Review of DFGs.

Hou

sing

, hea

lth a

nd

wel

lbei

ng

Ensure the Council are represented and consulted on flood related matters

Attendance at all flood related recovery / action groups including Strategic Recovery Group (SRG) to influence at a county and national level

The Council is well represented at all levels and within all areas throughout Cumbria. We have attended all Strategic Recovery Group and Strategic Command Group meetings and established links with all authorities and external organisations to influence the resilience and recovery functions. We have established links with central government and have an influence in the way recovery and groups are working together

Tran

sfor

mat

ion

Provide advice and support to local Flood Action Groups

Presence at existing local groups

Allerdale have established close working relationships with flood groups in Keswick, Cockermouth and Workington and are

$Jacwadyu.doc 30


BRAG


Jun to Jul

Port

folio

Involvement in the development of new groups in areas affected by flooding

working on the establishment and support of further flood action groups throughout the borough.

Continue to administer Flood Resilience Grants

Ensure that households have access to the grants in a timely and efficient manner.

Take part in countywide debriefs and approaches to administering the resilience grant scheme.

A team has been established to administer the flood support grants - Property Level Resilience (PLR) grants.

We have established a working relationship with BERG (Business Emergency recovery group), to assist in the grant process.

We have established close working relationships with all District authorities and sit on the main Housing Sub Group that is also dealing with the PLR process.

We are in constant contact with DCLG and DEFRA making sure the grant process is unified throughout Cumbria.

We have developed a series of initiatives making sure all residents with Allerdale have full knowledge of how to apply for the PLR grants

Tran

sfor

mat

ion

Review of the way the Council approached the 2015 floods and draw upon lessons learned

Review through relevant Flood Sub Groups

Development and implementation of an action plan through the Emergency Planning team.

The Council has established close working relationships with all agencies including the Environment Agency (EA) and hold regular meetings.

Working with the EA in the implementation of all flood alleviation projects based within Allerdale and assisting with project management and resource management.

$Jacwadyu.doc 31


BRAG


Jun to Jul

Port

folio

An internal Emergency Planning group has been established that will look at all potential emergencies and establish a protocol to manage accordingly.

Improve food hygiene standards in food businesses

Deliver a programme of interventions in low performing food businesses

Carry out food and environmental sampling in accordance with co-ordinated national and regional sampling programme by March 2017

Planned interventions in poor performing food businesses carried out, but no increased provision.

Reduced level of sampling.

Staff absence and vacancies have led to a reduced programme.

Protecting and promoting health and wellbeing

Increase number of businesses offering healthy choices on the menu

Re-launch the Healthy Choices Award to businesses and secondary schools

Contact all businesses and secondary schools who register an interest by September 2016

This has been put on hold due to lack of staff resources.

Reg

ulat

ory

serv

ices

Deliver action plan to promote the health and wellbeing of our employees

from April 2016

Employee Health and Wellbeing Day September 2016

The Council has promoted Men’s Health Week and signed up to the Better Health at Work Award.

A new Employee Welfare Room has been provided for staff.

$Jacwadyu.doc 32




2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


% of adults classed as overweight including obese A Smaller 24.2%

(2012) Trend information only% of obese adults not significantly different from average. All wards reflect this.

% of children classed as having healthy weight (Reception) A Bigger 73.9%

(2014/15) Trend information onlyWorse than the England average.

% of children classed as overweight including obese (Reception)

A Smaller 25.2%(2014/15) Trend information only

Worse than the England average with a downwards trend.

% of children classed as having healthy weight (Year 6) A Bigger 65.6%

(2014/15) Trend information onlyThis is similar to the England Average with an upwards trend.

% of children classed as overweight including obese (Year 6)

A Smaller 33.8%(2014/15) Trend information only

This is similar to the England average, but the trend is downwards.

Life expectancy male A Bigger 78.9 yrs (2011-13) Trend information only

Life expectancy at birth for males (years) significantly worse than England average. Life expectancy trend is upwards.

Life expectancy female A Bigger 81.7 yrs(2011-13) Trend information only

Life expectancy at birth for females (years) significantly worse than England average. Life expectancy trend is upwards.

Months of life lost due to alcohol (female) A Smaller 6.4

(2011-13) Trend information only

Alcohol–specific mortality rate (female) A Smaller 12.9

(2011-13) Trend information only

The alcohol specific mortality rate for females in Allerdale (12.9 per 100,000 population) has increased by 36.2% since the previous period (2010-12) and is significantly worse than the England average (7.5 per 100,000).

$Jacwadyu.doc 33

Smoking prevalence (%) A Smaller 16.2%(2013) Trend information only

Prevalence of smoking in Allerdale is worse than the National average of 18.4% (of adults aged 18 and over who smoke). Rates vary across Allerdale with prevalence higher in more deprived areas.

Proportion of adults (aged 16 and over) participating in at least 4 sessions of at least 30 mins of sport in last 28 days

A Bigger32.5% (2014) Trend information only APS 9 Q2 For April 2014 – Mar 2015 = 33%

Still awaiting APS10 results for Apr 15 – Mar 16

Satisfaction with sport and leisure facilities 2 yrs Bigger 46%


2014/15 figure is taken from the 2014 Allerdale Residents Survey (carried out every 2 years). The 2014 figure is slightly higher than the 2012 figure (42%).

Total number of young people actively using our leisure centres Q Bigger 962 +300 980

Total Allerdale leisure centre usage Q Bigger 155778

(Q415/16) +2% 157263116927

GLL have a new reporting system. For this year we will report with 2 figures; the top one being the figures via the old system so comparisons can be made to last year. The bottom figure is from the new system and will be used as the baseline for future comparisons

Reported incidents of food poisoning traced to commercial premises

Q Smaller 0% 0% 0% No food from commercial premises have been implicated in food poisonings.

Risk rating score - food businesses A 97% 95% Q1 figures note yet available – will reported in

Q2. Number of Healthy Homes interventions A Bigger Healthy Homes interventions not yet introduced

$Jacwadyu.doc 34

Creating a sustainable businessWe aim to develop a commercially focussed organisation committed to delivering high quality, sustainable services to the people communities and businesses of Allerdale


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Providing great services to people and communities

Deliver website improvements

Deliver new customer orientated website with improved transactional services and accessibility by August 2016

Website has been enhanced to include the MyAllerdale reporting, and webchat and call back facilities from the Customer Contact Platform.

A new website platform has been acquired and implementation planning is being undertaken. The platform will ease integration of line of business, provide further transactional improvements and as it is Cloud based will provide improved availability and business continuity.

Tran

sfor

mat

ion

$Jacwadyu.doc 35


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Implement new customer services platform – My Allerdale

Phase 2 by September 2016

Phase 1 comes to completion and moves to go live on 2 August. There will be an evaluation before we start to implement phase 2 of the customer platform for an increased range of services.

Actions April/July 2016

Tested all the new reporting forms Tested the new mobile working processes Agreed the format of the App Tested the MyAllerdale App Trained Street Scene, FCC (contractor) staff

and Customer Services staff Integrated the MyAllerdale with the Barclays

Payment system ( currently being tested) Created 4 payment forms Fixing issues and bugs for go live which is

expected to be 2nd August Planning the next phase looking at new

features Web pages for Street Cleansing have been

updated Purchased Street Scene devices and had

them setup for go live.

Tran

sfor

mat

ion

$Jacwadyu.doc 36


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Review high volume, high value service functions to deliver improved services to the customer

Implement business structure to deliver by June 2016

Establish review programme by July 2016

Implement review programme from August 2016

Restructure of Programme Office and Commissioning now complete and work to review programme of projects will commence during August.

Develop and improve our presence in our local areas

Enable local offices with Wi-Fi to improve access for customers and staff by July 2016

All Council offices have been enabled with WIFI Services. Public wifi will be available as each local office is connected to the new BT network.

Tran

sfor

mat

ion

Develop and improve engagement in our local areas to address local issues

Further develop role of local area senior management champions by July 2016

Develop framework for engagement in seven local areas by July 2016

Implement new engagement approach by September 2016

Senior management champions attended each section 19 flood meeting to represent Allerdale during June/July.

Framework in development for broadening engagement in our seven local areas.

Loca

lity

and

Envi

ronm

enta

l Q

ualit

y

$Jacwadyu.doc 37


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Merge Revs and Bens and Customer Services teams

by November 2016 Now designated as Project Embrace the project is on track to deliver the new structure by end of October 2016. R

eg

serv

ices

$Jacwadyu.doc 38


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Getting the best value goods and services

Improve procurement and commissioning processes building on best practice

Develop ‘standard processes’ for completing strategic reviews and service redesigns to ensure services are meeting the needs of the community and Council priorities – implement review programme from May 2016

Create better communication data and information flows to inform procurement decisions through supplier and stakeholder engagement events from May 2016

April 2016 - As part of a strategic commissioning approach for services agreed a Standard Strategic Review Process identified by the Commissioning and Procurement Board. April /May 2016 met with all voluntary and community services who currently provide advice services and also carried out wider consultation with stakeholders as part of strategic review of advice services. May 2016 - Updated Corporate Contract and Procurement rules in Financial Regulations (awaiting sign off by Executive Sept 2016). May 2016 - Produced a Procurement Code and associated documents to support Officers carrying out procurement. These have been presented to SMT (30th June) and now started to take out to third tier managers at team meetings for consultation (July). June /July 2016 - Held 11 Market Scoping Events with providers of print services in the pre-tender period in order to ensure local providers are aware of potential procurement activities and to assess how the market could meet our outcomes for postage and print/capacity and capability.

Tran

sfor

mat

ion

$Jacwadyu.doc 39


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Review identified contracts (top 10 spend areas) for compliance, value for money and strategic relevance and work with suppliers to identify innovation and cost savings

Implement contract negotiations from April 2016

June/July 2016 – Facilities & Management Services as part of market sounding events (above) started to identify new innovative ways of meeting outcomes that can reduce costs and add value including social value measures for print and postage services.

May/June 2016 - As part of the review of Disabled Facilities Grant there has been agreement and commitment for a joint Framework for Disabled Facilities Grant adaptions with other Cumbria District Councils. This has potential to reduce costs and improve waiting times for people accessing support.

June/July 2016 – Retender of Financial Services Contracts including:

Preparation for tender of Insurance Provider Preparation for tender of Broker & Insurance

Providers Preparation of tender for Treasury Services Preparation of tender for Merchant Provider

for card payments (identified potential to make savings on card charges)

New contracts will be in place April 2017

Collaborate with voluntary sector providers to identify innovation and any possible opportunities for partnerships to maximise the impact of grants to voluntary sector partners

Engagement with voluntary sector partners from April 2016

June 2016 – A review and options appraisal completed in partnership with voluntary organisation who provide advice services. Recommendations about a standard strategic grants process awaiting sign off.

Tran

sfor

mat

ion

$Jacwadyu.doc 40


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Thinking and acting more like a business

Increase income from Trade Waste services

Increase Trade Waste customer base by March 2017

A review of the Waste and Recycling Service commenced in Q1, which will look at opportunities to grow the service and increase the customer base. The review will conclude in Q2. The service also launched an informal consultation proposing a new Business Development function whose aim will be to increase income generated through the delivery of the service.

Implement Car Parking Review Action Plan

Install new Pay and Display machines by September 2016

The new machines were purchased in Q1 with plans in place to install by the end of Q2. Lo

calit

y an

d En

viro

nmen

tal

Qua

lity

Implement recommendations from the Planning Resource Review

Implement charges for some services by June 2016

A range of new discretionary charges for Planning and Building Control services were introduced from May 2016. These charges included new charges for the provision of pre-application planning advice.

Develop opportunities for

rental income generation through creation of Keswick Artisan Arcade, an incubator unit for craft enterprises

Develop rental space for new artisan enterprises on ‘easy in/easy out’ basis by September 2016

Preparatory work for this project is being undertaken by officers.

Econ

omic

gro

wth

$Jacwadyu.doc 41


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Develop and promote brand identity for the Allerdale district

Design website, materials, signage by December 2016

Develop and deliver campaign to promote Allerdale district by December 2016

New website in development, technical staff training on website development for new platform.

Econ

omic

gro

wth

Running an efficient and effective council

Deliver the Smarter Ways of Working programme

by March 2017 Telephony Project: Implemented new phone system for Customer Service July 2016

HR Policies: new policies developed and trialled to support the Smarter Ways of working programme including a new Mobile Working Policy and a 3 month trial of new flexible working arrangements.

Document scanning project: limited progress, prioritisation of projects to take place.

Office Moves and Rationalisation: planning phase, awaiting a decision on whether to progress. Share Point: limited progress, but the introduction of Office 365 will allow some projects to move forward.

Corporate Wi-Fi: Implemented so that all staff and members can work in all areas of the building.

Tran

sfor

mat

ion

$Jacwadyu.doc 42


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Deliver the ICT strategy and action plan to provide more robust and effective ICT services to support the delivery of the Council’s objectives

by July 2017 A range of services have been Cloud enabled, including the new service desk, customer contact solution, and the Customer Management system and soon the telephone system providing improved continuity of services and enabling anywhere working to improve resilience and flexibility.

Solway House is configured as a Business Continuity centre.

The Network is in the process of being replaced with a more manageable and robust environment.

Developing our people

Deliver 2 key elements of the Workforce Development Plan – corporate visibility and internal communications

Employee briefing (share 360 themes and focus for next 12 months) by May 2016

Hold Employee Awards evening April 2016

Further embed the new vision for Allerdale Borough Council of “improving lives”

Launch handbook by June 2016 and launch Thank You cards (IIP)

Employee briefings held in Allerdale House and Area offices (second quarter of these).

New employee handbook and code of conduct to be launched at the employee briefings.

HR to deliver workshops on the new code of conduct

Successful Employee Awards evening held in April 2016.

Workshop held with SMT on cultural change – follow up 21 July 2016.

New employee newsletter launched July 2016.

Cor

pora

te R

esou

rces

$Jacwadyu.doc 43


BRAG


Direction of Travel

Jun to Jul Po

rtfo

lio

Support succession planning in the organisation

Make effective use of agreed apprenticeship budget to support succession planning from April 2016

Contact made with all local secondary schools, with a view to developing working relationship to facilitate more work experiences and identify students for succession planning gaps.

Recruitment initiated for a second Building Control trainee.




2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


Number of customer contacts dealt with by customer service – face to face

M Smaller 13177 n/a 3666 n/a

Number of customer contacts dealt with by customer services - telephone

M Smaller 133628 n/a 34009 n/a

Reduction in contact by telephone as compared to previous quarter. This reduction was anticipated following an increase due to flood related customer contact during Q4.

% of abandoned calls M Smaller 25.6% 10% 21% New customer service staff currently in training and their shift patterns changed to resource peak telephone traffic periods across the lunchtimes to reduce the abandoned call rate. Also the

$Jacwadyu.doc 44



2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


introduction of the new call back service will enable customers to choose to be called back instead of waiting in the queue – this will have a positive impact on the number of customers hanging up before customer service staff can answer the call.

Nos. of complaints received M Smaller 146 n/a 18 Fewer complaints than same period last year (28 complaints in Q1 2015/16).

% of customer contact moved to on-line channels Q Bigger n/a n/a n/a n/a n/a

New contact centre system installed July 2016 to manage voice, email and webchat customer interactions. This will enable measurement of current customer contact into the customer service centre by contact channel. Once initial measurement is obtained movement between channels will be monitored and reported on to demonstrate on-line channel take up.

% of people satisfied with Council services 2 yrs Bigger 74%


2014/15 figure is taken from the 2014 Allerdale Residents Survey (carried out every 2 years). This figure shows a substantial increase in overall satisfaction from 49% in 2012.

% of people who feel the Council provides value for money 2 yrs Bigger 40%


2014/15 figure is taken from the 2014 Allerdale Residents Survey (carried out every 2 years). This figure remains similar to previous years (2012 – 42%).

% of customers who think the Council keeps them informed 2 yrs Bigger 74%


2014/15 figure is taken from the 2014 Allerdale Residents Survey (carried out every 2 years). The perception of being well informed about services has substantially increased from just 51% in 2012.

% of people who feel they can influence decisions in their locality

2 yrs Bigger 31%(2014) 32% Not measured for

quarters

2014/15 figure is taken from the 2014 Allerdale Residents Survey (carried out every 2 years). This figure remains unchanged from 2012 (32%).

$Jacwadyu.doc 45



2015/16 actual

2016/17target

Q1 actual


to Q1

RAG


Council Tax collection rate Q Bigger 97.8% 30.02%Q1 29.64% Slightly below target

NNDR collection rate Q Bigger 98.2% 30.18%Q1 30.31% Achieving target

% of invoices paid within 28 days M Bigger 96.3% 98% 94.42%

Slightly below target. Monitored as part of the monthly finance report to SMT and quarterly to Exec.

Age of debt analysis - outstanding debtors >30 days Q Smaller 42.32%

(Mar16) n/a 72.01% n/a

PortfolioCorporate ResourcesHousing, Health and WellbeingTourism and CultureEconomic GrowthRegulatory ServicesLocality and Environmental QualityTransformation

council plan delivery plan 2016/17 corporate performance ... a.… · $jacwadyu.doc 1 council plan...

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