(Public Pack)Agenda Document for Cabinet, 03/12/2020 18:00

Please reply to: Contact: Gillian Scott Service: Committee Services Direct line: 01784 444243 E-mail: [email protected] Date: 25 November 2020

Notice of meeting

Cabinet

Date: Thursday, 3 December 2020

Time: 6.00 pm

Place: Skype Conference call

The members of the Cabinet Cabinet member areas of responsibility J.R. Boughtflower Leader J. McIlroy Deputy Leader M.M. Attewell Deputy Leader and Portfolio Holder for Community Wellbeing and Housing R.O. Barratt Portfolio Holder for Compliance, Waste and Risk S. Buttar Portfolio Holder for Finance R. Chandler Portfolio Holder for Leisure Services and New Leisure Centre Development A.J. Mitchell Portfolio Holder for Planning and Economic Development R.J. Noble Portfolio Holder for Environment, Communications and Corporate Management

Councillors are reminded to notify Committee Services of any Gifts and Hospitality offered to you since the last Council meeting so that these may be entered in the Gifts and Hospitality Declaration book.

Spelthorne Borough Council, Council Offices, Knowle Green

Staines-upon-Thames TW18 1XB www.spelthorne.gov.uk [email protected] Telephone 01784 451499

AGENDA

Page nos.

1. Apologies for absence To receive any apologies for non-attendance.

2. Minutes 5 - 10 To confirm the minutes of the meeting held on 4 November 2020 as a correct record.

3. Disclosures of Interest To receive any disclosures of interest from councillors in accordance with the Council’s Code of Conduct for members.

4. Leader's announcements To receive any announcements from the Leader.

5. Recommendation from the Audit Committee To Follow To consider the recommendation from the Audit Committee on Corporate Risk Management.

6. Capital Monitoring Quarter 2 11 - 28 Councillor S. Buttar

To note the current Capital spend covering the period July to September 2020 and make a recommendation to Council on a supplementary estimate.

7. Revenue Monitoring Quarter 2 29 - 52 Councillor S. Buttar

To note the revenue spend for the period July to September 2020.

8. Adverse Weather Plan 53 - 100 Councillor R. Noble

To consider adoption of the Adverse Weather Plan

9. Sandbag Distribution Policy 101 - 146 Councillor R. Noble

To consider adoption of the Sandbag Distribution Policy.

10. Safeguarding Children and Adults at Risk Policy 147 - 208 Councillor M. Attewell

To consider the Safeguarding Children and Adults at Risk Policy 2020- 2022

11. Professional Services Framework Agreement 209 - 234 Councillor J. McIlroy

To consider a report on the procurement and award of a Professional Services Framework Agreement.

Reason for Exemption The appendices to this report contain exempt information within the meaning of Part 1 of Schedule 12A to the Local Government Act 1972, as amended by the Local Government (Access to Information) Act 1985 and by the Local Government (Access to information) (Variation) Order 2006:

Paragraph 3 – Information relating to the financial or business affairs of any particular person (including the authority holding that information) and in all the circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information because, disclosure to the public would prejudice the financial position of the authority in obtaining best value and agreeing contract terms with bidders for future contracts. If the rates of the preferred companies were to become public knowledge then this may put the Council in a position where they are vulnerable to securing value for money in its contracts.

12. Constru ction Contractors Framework Agreement 235 - 258 Councillor J. McIlroy

To consider a report on the procurement of a Construction Contractors Framework Agreement.

financial position of the authority in obtaining best value and agreeing contract terms with bidders for future contracts. If the rates of the preferred companies were to become public knowledge then this may put the Council in a position where they are vulnerable to securing value for money in its contracts.

13. Urgent items To consider any items which the Chairman considers as urgent.

14. Urgent Actions 259 - 260 To note those urgent actions which have been taken by the Chief Executive in consultation with the Leader since the last Cabinet meeting on 4 November 2020.

Agenda Item 2

Minutes of Cabinet

4 November 2020

Present:

Councillor J.R. Boughtflower, Leader Councillor J. McIlroy, Deputy Leader Councillor M.M. Attewell, Deputy Leader and Portfolio Holder for Community Wellbeing and Housing Councillor R.O. Barratt, Portfolio Holder for Compliance, Waste and Risk Councillor S. Buttar, Portfolio Holder for Finance Councillor R. Chandler, Portfolio Holder for Leisure Services and New Leisure Centre Development Councillor A.J. Mitchell, Portfolio Holder for Planning and Economic Development Councillor R.J. Noble, Portfolio Holder for Environment, Communications and Corporate Management

Councillors in attendance: Councillor C. Bateson Councillor R.D. Dunn

2774 Minutes The minutes of the Cabinet meeting held on 23 September 2020 were agreed as a correct record.

2775 Disclosures of Interest There were none.

2776 Recommendations from the Local Plan Task Group Cabinet considered the recommendation from the Local Plan Task Group to progress the new Local Plan on the basis of a lower housing need figure derived from proposed updated methodology in the Government’s recent consultation on Changes to the Planning System which is associated with the Planning for the Future white paper consultation.

Alternative options considered and rejected: To continue to rely on the existing higher need figure.

Resolved to agree the recommendation of the Local Plan Task Group to proceed with preparation of the new Local Plan to meet our housing need in full on the basis of the lower figure emerging from the Government consultation on the revised methodology.

Reason for decision: This endorses the views of the Task Group and will enable officers to proceed with Local Plan preparation and evidence gathering from a common position.

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It will show a clear audit trail at the Examination of our Plan to show how it has developed.

2777 Recommendation of the Audit Committee - Anti-Fraud, Bribery and Corruption Strategy Cabinet considered the recommendation of the Audit Committee on amendments to the Anti-Fraud, Bribery and Corruption Strategy.

Resolved to recommend the Anti-Fraud, Bribery and Corruption Strategy, as amended, to Council for approval.

Reason for Decision: The Strategy forms part of the Council’s Constitution and is in line with best practice. The Strategy continues to underpin the Council’s commitment to prevent all forms of fraud, bribery and corruption, demonstrating the important role it plays in the overall Corporate Governance framework.

2778 Dog Control Order - Public Space Protection Order Cabinet considered a report proposing a new Dog Control - Public Space Protection Order (PSPO) to increase responsible dog ownership and adopt fixed penalty notices for any breaches of the PSPO. A consultation had been carried out as required.

Options considered and rejected: To seek an extension of the current Dog Control Order which expired on 19 October 2020.

Resolved to recommend to Council: (a) To make a Public Space Protection Order (PSPO) relating to dog control with the listed offences set out in Appendix A to the report, in accordance with the Anti-social Behaviour, Crime and Policing Act 2014. (b) Adopt the Fixed Penalty Notices for breaches of the Dog Control PSPO which currently stand at £100. (c) Delegate authority to the Group Head of Neighbourhood Services to issue Fixed Penalty Notices for breaches of the above PSPO.

Reasons for recommendation: 1. To increase responsible dog ownership and the promotion of excellent dog care and control. 2. To create high levels of enjoyment for all users in Spelthorne Borough’s parks and open spaces environment. 3. To provide a safe environment for all users of Spelthorne Borough’s parks and open spaces including dog owners and their pets.

2779 Consultation response on managing Pavement Parking Cabinet considered the proposed response to the Department for Transport’s public consultation on tackling pavement parking. In England, parking is

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permitted on pavements and verges unless specifically prohibited by a local authority under a formal Traffic Regulation Order (TRO).

Options considered and rejected: Option 1 – to rely on improvements to the existing TRO system Option 3 – a national pavement parking prohibition

Resolved to support option 2 of the consultation to allow local authorities with Civil Parking Enforcement (CPE) powers to enforce against “unnecessary obstruction of the pavement”.

Reason for recommendation: The Open Consultation will shape the Government’s decision over what option to take, moving forward. Each of the three options has distinct impacts on Spelthorne, and Surrey in general, so it is important that formal feedback is provided to the consultation in that capacity, regardless of the outcome of the national consultation that is open to all citizens of the United Kingdom. Option 2 is the most likely to strike the right balance between flexibility, cost- effectiveness, and immediate positive impact on the key issues identified.

2780 Playing Pitch Strategy 2020-2035 Cabinet considered a report proposing adoption of a Borough Playing Pitch Strategy for 2020 – 2035. The strategy contained an assessment of all outdoor sports playing pitch provision in the borough by all providers. It offered recommendations of actions to be taken to ensure a good supply of high quality pitches until 2035.

Options considered and rejected: Not to approve the Strategy.

Resolved to adopt the 2020-2035 Borough Playing Pitch Strategy for implementation.

Reasons for decision: The Strategy provides a robust evidence base that will allow the Borough to plan, prioritise and schedule future outdoor sports pitch projects. It will help guide investment and provide the essential information required to apply for external funding. It is also an important part of the evidence required to inform the new Local Plan 2020-2035 and assist the Planning Development Management Team when making planning application decisions.

2781 Leader's announcements The Leader gave the following announcements and the latest service updates from various Council departments:

As part of this Council’s continued support for our most vulnerable residents, we are working to ensure no child goes hungry this half-term.

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We are working with food banks across the Borough who, last week, received funding from the Council to support families in Spelthorne.

The Council will also be providing food parcels, which consist of either hot/cold meals or a sandwich through our community centres via our Support4Spelthorne community hub. We understand that it has never been more important to ensure no child is ever left hungry.

As part of this commitment to support our most vulnerable residents, I am pleased to inform that, following a thorough procurement process, Metropolitan Thames Valley Housing (MTVH) have won a five-year contract to provide an intensive housing management and resident support service at two of the Council's residential developments. The White House and Harper House, both in Ashford are due to open for new residents in May 2021.

Once completed, Harper House will bring local homeless families back into the Borough and out of Bed & Breakfast accommodation. The new development includes 20 self-contained flats, cycle, and car parking as well as a garden to the rear. Residents will benefit from a seven-day service from MTVH.

The White House will comprise 27 en-suite rooms with shared kitchens, and four self-contained studio flats, designed for single, homeless people who need support in moving to more settled accommodation. Over the next six months, MTVH and the Council will be working together with partners, including health care, police, and mental health teams to ensure that existing services and new opportunities are identified to fully benefit residents to meet their support goals.

This Council also wants to promote a cleaner, greener Spelthorne and, to that end, the Mayor of Spelthorne, Cllr Colin Barnard, and Mayoress joined the Spelthorne Litter Pickers for a litter pick on 20 October at Laleham Riverside.

The litter pick saw eight bags collected, which included items such as takeaway boxes, clothes, a plastic fender and sofa cushions despite there being bins in the area to utilise. At the river's edge, large amounts of plastic pollution were collected as well as a discarded buoy and rope, which could have caused injury to wildlife.

The Mayor spoke with the co-founders of Spelthorne Litter Pickers, Shirley and Kelly, about the benefits of litter picking, including encouraging others, walking with a purpose and having pride in where you live. The group so far has over 380 members and in 11 weeks have dedicated over 700 hours to litter picking and have collected an incredible 485 bags of rubbish and 101 bags of recycling.

The Council have been running a #NoRubbishExcuses campaign, seeking to deter individuals from leaving litter and new signage has been installed at parks across the Borough. Many local shops are also supporting the campaign as well as Visit Staines, Two Rivers, The Elmsleigh Centre and

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MacDonald's. As part of the campaign The Mayor has also honoured a further 14 more children as litter heroes for their work in tidying up the Borough which brings the total roll of honour to 46.

2782 Urgent Actions Cabinet noted urgent actions taken by the Chief Executive in consultation with the Leader since the last Cabinet meeting in September 2020.

2783 Urgent items There were none.

NOTES:-

(1) Members of the Overview and Scrutiny Committee are reminded that under Overview and Scrutiny Procedure Rule 16, the “call-in” procedure shall not apply to recommendations the Cabinet makes to the Council. The matters on which recommendations have been made to the Council, if any, are identified with an asterisk [*] in the above Minutes.

(2) Members of the Overview and Scrutiny Committee are entitled to call in decisions taken by the Cabinet for scrutiny before they are implemented, other than any recommendations covered under (1) above.

(3) Within five working days of the date on which a decision of the Cabinet or a Cabinet Member is published, not less than three members [one of whom must be the Chairman] of the Overview and Scrutiny Committee are able to "call in" a decision;

(4) To avoid delay in considering an item "called in”, an extraordinary meeting of the Overview and Scrutiny Committee will be convened within seven days of a "call in" being received if an ordinary meeting is not scheduled in that period;

(5) When calling in a Cabinet decision for review the members doing so should in their notice of "call in":-  Outline their reasons for requiring a review;  Indicate any further information they consider the Overview and Scrutiny Committee needs to have before it in order to conduct a review in addition to the written report made by officers to the Cabinet;

 Indicate whether, where the decision was taken collectively by the Cabinet, they wish the Leader or his nominee (who should normally be the Cabinet Member) or where the decision was taken by a Cabinet Member, the member of the Cabinet making the decision, to attend the committee meeting; and

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 Indicate whether the officer making the report to the Cabinet or the Cabinet Member taking the decision or his/her representative should attend the meeting. (6) The deadline of five working days for "call in" by Members of the Overview and Scrutiny Committee in relation to the above decisions by the Cabinet is the close of business on 12 November 2020.

Page 10 Agenda Item 6

Cabinet

03 December 2020

Title Capital Monitoring Report Purpose of the report To make a recommendation to Council Report Author Grantley Miles (Interim Chief Accountant) Cabinet Member Councillor Sati Buttar Confidential No Corporate Priority Financial Sustainability Recommendations Cabinet to note the current level of spend in 2020/21. Cabinet recommends to Council the approval of a Supplementary Capital Estimate of £40,000 for a replacement minibus to be funded from Revenue Reserves. Cabinet recommends that the amount shown of £15,730,000 is allocated by Virement from Future Development Projects to the Development Projects in 2020/21. Reason for Not applicable Recommendation

1. Capital Programme 2020-2025 and monitoring of Capital Expenditure to date and estimated Capital Outturn.

1.1 The Council’s multi year Capital Programme covers a 5 year period (2020- 25). The sources of funding to fund capital expenditure in the Capital Programme are principally; capital borrowing, capital grants, Section 106 receipts, Asset Sales (Capital Receipts), .Community Infrastructure Levy and funding from the Revenue Budget.

1.2 In order to provide some context to monitoring, the detail of the Council’s current approved Capital Programme, is attached as Appendix A.

1.3 A high level summary of the financing of the Council’s approved Capital Programme is attached at Appendix B, with a detailed scheme by scheme funding statement at Appendix C. This identifies how each scheme within Capital Programme is financed and a cumulative monitoring summary Appendix D.

1.4 In relation to Appendix A, Members should note that items in shown as Supplementary/Virement in 2020/21 relate to a Virement of £65,000 agreed

Page 11 the last meeting of Cabinet. It also includes the detailed allocation of monies of £15.730m, shown as ‘Future Development Projects’ previously redacted for commercial reasons, as a virement to individual projects and a Supplementary Estimate of £40,000 discussed below in Para 1.11.

1.5 There are revenue consequences for the Revenue Budget in relation to capital borrowing. Financing schemes from borrowing to finance capital schemes incurs interest on the relevant loan, and the requirement to set aside money from the Revenue Budget for debt repayment (Minimum Revenue Provision). Other sources of funding do not have ongoing consequences for the Revenue Budget but the availability of these sources are limited. Therefore capital borrowing is the main source for funding capital expenditure, as other sources used by Councils are limited.

1.6 It should be noted that a number of the capital schemes in the Programme e funded by borrowing will deliver an income stream e.g Housing and Regeneration schemes which will generate an income stream which will mitigate the borrowing costs incurred by the Council, for example with Knowle Green Estates making loan repayments which will cover or more than cover the Council’s financing costs on individual housing schemes.. Appendix B &C demonstrate the prudential capital borrowing is the main source of funding for the Capital Programme. Any prudential borrowing needs to be affordable and sustainable. The 2020-25 Capital Programme will be reviewed during the budget process and any new Capital Bids will be considered for inclusion as part of the 2021/22 budget process.

1.7 Members should note that a detailed summary of the Development Projects which have been redacted are included as an exempt Appendix G, only 2020/21 has been unredacted.

The Council considers when setting its Capital Strategy, Treasury Management Strategy the Annual Borrowing Limits. and provides information via Prudential Indicators to Members which show that borrowing is prudent. These prudential indicators are reported to and approved by Members as part of the annual budget process. Future income streams arising from the Capital Projects e.g rental income is taken account in the calculation. The level of prudential borrowing and will next be considered as part of the 2021/22 budget process.. 1.8 The main focus of this report is the monitoring of budgeted capital expenditure in 2020/21. Appendices E & F detail expenditure to date on capital schemes covering the period April to September 2020. Appendix E summarises the capital schemes by portfolio. Appendix F provides more details in for each capital scheme, together with comments on progress. Where schemes are not completed on time, it is possible to request carry forward underspends and this process takes place in July when the Capital Outturn and capital slippage is approved by Cabinet.

Page 12 1.9 For the period ending September 2020, the approved 2020/21 Capital Budget including brought forward slippage is £143.0m. Actual capital expenditure including commitments to the end of September is £22.5m, with a projected outturn of £32.7m at the end of the year leading to an forecast underspend of £110.3m.

1.10 It should be noted that Covid-19 has impacted on the overall progress of capital schemes in 2020/21 and has caused delays in the procurement of contractors and supplies. It is anticipated that key planning and economic development schemes will be further delayed due to the impact of Covid-19 upon Planning Committee meetings. It is likely delays in obtaining approval for planning decisions will occur and this will make it difficult for some schemes to progress in line with the budget.

1.11 The report also proposes that Cabinet recommends to Council that a Supplementary Estimate is approved of £40,000 to add an additional scheme to the Capital Programme in respect of a Fordbridge Minibus. The replacement minibus is needed for OPAL group as there is excessive wear and tear on the existing minibus. It is proposed to fund this from the Revenue Budget via a Revenue Contribution to Capital.

1.12 Councillor Attewell – Community Wellbeing and Housing An overspend of £30k is projected at year end. This relates to a late invoice received in 2020/21 in respect of Home Improvements for 2019/20, which was higher than expected.

1.13 Councillor Barratt – Compliance, Risk and Waste An overspend of £306k is projected at year end. This relates the acquisition of replacement waste vehicles funded from reserves and additional CCTV which it is planned to fund from S106 funding.

1.14 Councillor Chandler – Leisure An underspend of £1.98m is forecast on the and Spelthorne Leisure Centre, this is a significant project.

1.15 Councillor McIIroy – Planning and Economic Development An underspend of £89.5m is forecast at year end. The underspend at year end relates to delays in a number of major redevelopments; Thameside House, Oast House, Ashford Hospital, Elmsleigh Centre. Redevelopments by their nature are subject to delay and the impact of Covid-19 on the building industry contributes significantly to the delays. Any underspend will be carried forward at year end.

Page 13 1.16 Councillor Boughtflower – Leader An underspend of £19.2m is forecast at year end. This project is aimed a acquiring sites which will support the Council’s Housing and Regeneration objectives. At the end of September it is anticipated that £0.8m will be incurred on housing and regeneration acquisitions within the Borough in 2020/21.

Councillor Noble – Communications, Corporate Management & Environment 1.17 An overspend of £80k is projected at year end. This overspend is mainly due to a £66k overspend on IT homeworking costs resulting from the need to deliver effective working from home for staff during the Covid-19 pandemic. These costs will be funded from the Covid-19 Grant via a Revenue Contribution to Capital.

2. Financial implications 2.1 Any underspend on the approved Capital Programme can be used to fund additional capital schemes or reduce the amount of borrowing costs financed from the Revenue Budget . 2.2 The addition to the Capital Programme of an additional scheme of £40,000 to fund a replacement Fordbridge minibus can be funded from within Revenue Reserves.

3. Timetable for implementation 3.1 Monthly monitoring reports are prepared for Management team which incorporate regular updates on the progress of capital schemes.

Background papers: None

Appendices: A,B,C,D, E, F & Exempt Appendix G

Page 14 CAPITAL PROGRAMME 2020-24- BUDGET SUMMARY

Approved 2019/20** Capital Slippage 2020/21 Approved Supplementary Revised Capital Programme Approved carried Supplementary Revised Approved Approved Approved Total Budget Estimate/ Budget Outturn Slippage Budget forward to Estimate Budget Budget Budget Budget Approved Capital Schemes Portfolio 2019/20* Virement 2019/20 *** 2019/20**** 2019/20**** 2020/21 *** 2020/21**** /Virement 2020/21 * 2021/22 *** 2022/23 *** 2023/24 *** Budget

Rolling Capital Programmes £ £ £ £ £ £ £ £ £ £ £ £ £

Disabled Facilities Grant (Mandatory) Cllr Attewell 770,000 61,000 831,000 757,110 73,890 831,300 0 831,300 831,300 831,300 831,300 3,325,200 Disabled Facilities Grant (Discretionary) Cllr Attewell 29,600 29,600 5,000 24,600 29,600 0 29,600 29,600 29,600 29,600 118,400 Home Improvement Agency Grants Cllr Attewell 81,000 81,000 80,450 550 0 0 0 0 0 0 0 Affordable Housing Opportunity Cllr Attewell 0 343,200 343,200 0 343,200 0 0 0 0 0 0 0 Landlord Guarantee Scheme Cllr Attewell 0 65,000 65,000 0 65,000 0 65,000 (65,000) 0 0 0 0 0 Upgrade Treatment Rooms Day Centres Cllr Attewell 0 0 0 0 12,000 0 12,000 0 0 0 12,000 Fordbridge Minibus Cllr Attewell 0 0 0 0 0 0 40,000 40,000 0 0 0 40,000 Tennis Court Refurbishment Cllr Barratt 0 6,000 6,000 6,000 0 0 0 0 0 0 0 0 Refuse & Recycling Vehicles Cllr Barratt 129,000 129,000 26,000 103,000 0 99,000 99,000 0 0 0 99,000 EV Pool Vehicles & Bikes Cllr Barratt 0 0 101,370 (101,370) 0 0 0 0 0 0 0 Waste Vehicle Cllr Barratt 0 0 0 0 0 0 0 0 0 0 0 Replacement Multi Use Vehicle Cllr Barratt 0 0 0 0 100,000 0 100,000 0 0 0 100,000 Recycling Bins Cllr Barratt 27,000 27,000 0 27,000 0 27,000 27,000 0 0 0 27,000 Wheelie Bins Cllr Barratt 50,000 11,000 61,000 61,000 0 50,000 0 50,000 50,000 50,000 50,000 200,000 Domestic Home Energy Cllr Barratt 30,000 30,000 11,180 18,820 30,000 0 30,000 0 0 0 30,000 CCTV Provision Cllr Barratt 37,100 37,100 28,770 8,330 0 0 0 0 0 0 0

Page 15 Page CCTV Enhancement Cllr Barratt 0 120,000 120,000 94,410 25,590 0 25,600 25,600 0 0 0 25,600 Renewal of Toilet Facilities Cllr Barratt 0 55,200 55,200 59,690 (4,490) 0 0 0 0 0 0 0 Air Quality Cllr Barratt 0 24,500 24,500 0 24,500 0 24,500 24,500 0 0 0 24,500 River Thames Scheme Cllr Barratt 0 0 0 0 0 0 0 0 0 1,300,000 1,300,000

Rolling Capital Programmes -Sub Total 1,153,700 685,900 1,839,600 1,230,980 608,620 1,052,900 241,100 (25,000) 1,269,000 910,900 910,900 2,210,900 5,301,700

Projects (with finite life) £ £ £ £ £ £ £ £ £ £ £ £ £

Runnymede Estates Cllr Mcllroy 55,600 55,600 47,290 8,310 55,600 0 0 55,600 55,600 55,600 55,600 222,400 Spelthorne Leisure Centre Cllr Chandler 7,090,000 0 7,090,000 772,160 6,317,840 0 0 2,980,000 2,980,000 0 0 2,980,000 Laleham Park Upgrade Cllr Mcllroy 0 248,300 248,300 10,340 237,960 0 237,900 0 237,900 0 0 237,900 Affordable Housing Opportunity Cllr Mcllroy 0 0 0 0 0 0 0 0 0 Knowle Green Car Car Park Improvements Cllr Mcllroy 0 44,000 44,000 (410) 44,410 0 44,000 0 44,000 0 0 44,000 Community Centre Programme Cllr Mcllroy 0 130,000 130,000 11,470 118,530 0 118,500 0 118,500 0 0 118,500 Ashford MCP/|Victory Place Cllr Mcllroy 465,000 465,000 3,190 461,810 0 200,000 0 200,000 0 0 200,000 Plot 12 & 13 Towpath Car Park Cllr Mcllroy 0 56,200 56,200 0 56,200 0 0 0 0 0 0 Bugle Cllr Mcllroy 0 50,000 50,000 3,890 46,110 0 46,100 0 46,100 0 0 46,100 Churchill Cllr Mcllroy 0 14,500 14,500 9,550 4,950 0 0 0 0 0 0 Ceaser Court Cllr Mcllroy 10,123,100 10,123,100 4,387,420 5,735,680 6,376,000 0 1,940,000 8,316,000 0 0 8,316,000 Building Improvements Cllr Mcllroy 5,000,000 5,000,000 0 5,000,000 5,000,000 0 0 5,000,000 5,000,000 5,000,000 0 15,000,000 Whitehouse Cllr Mcllroy 1,501,500 1,501,500 14,470 1,487,030 0 0 0 0 0 0 0 0 Thameside House Cllr Mcllroy 7,980,000 7,980,000 382,000 7,598,000 0 0 2,700,000 2,700,000 0 0 0 2,700,000 West Wing Cllr Mcllroy 5,040,000 5,040,000 1,861,270 3,178,730 2,980,000 250,000 0 3,230,000 0 0 0 3,230,000 Whitehouse Hostel Cllr Mcllroy 0 4,000,000 4,000,000 599,560 3,400,440 4,250,000 250,000 0 4,500,000 0 0 0 4,500,000 Victory Place Cllr Mcllroy 0 16,238,000 16,238,000 0 16,238,000 0 0 0 Ashford Hospital Cllr Mcllroy 0 0 0 0 0 0 4,960,000 4,960,000 0 0 0 4,960,000 Waterfront Cllr Mcllroy 0 0 168,700 (168,700) 0 0 100,000 100,000 0 0 0 100,000 Northumberland House Cllr Mcllroy 0 0 0 0 0 0 0 0 Oast House Cllr Mcllroy 0 85,700,000 85,700,000 11,071,760 74,628,240 0 74,628,200 3,050,000 77,678,200 0 0 0 77,678,200 Harper House Redevelopment Cllr Mcllroy 0 2,600,000 2,600,000 0 2,600,000 2,790,000 0 0 2,790,000 0 0 0 2,790,000 Elmsleigh Centre Cllr Mcllroy 0 0 2,600 (2,600) 8,000,000 0 0 8,000,000 10,000,000 0 0 18,000,000 Small Scale Regeneration Cllr Mcllroy 0 0 109,790 (109,790) 0 0 0 0 0 0 0 0 Regeneration and Housing Opportunities Cllr Boughtflower 40,000,000 42,000,000 82,000,000 55,523,090 26,476,910 20,000,000 0 0 20,000,000 20,000,000 20,000,000 20,000,000 80,000,000 SCP Portal Cllr Noble 0 0 7,495 (7,495) 1,500 0 0 1,500 0 0 1,500 Centros Upgrade- Integra Cllr Noble 0 0 0 0 30,000 0 0 30,000 0 0 30,000 Training Room Cllr Noble 0 0 0 0 15,000 0 0 15,000 0 0 15,000 Leisure Board Cllr Noble 0 0 0 0 15,000 0 0 15,000 0 0 15,000 Audiocodes Cllr Noble 0 0 0 0 12,000 0 0 12,000 0 0 12,000 Customer Portal Cllr Noble 0 10,000 10,000 0 10,000 0 10,000 0 10,000 0 0 10,000 Customer Services Contact Centre Cllr Noble 0 40,000 40,000 0 40,000 0 40,000 0 40,000 0 0 40,000 Reception/Meeting Room Terminals Cllr Noble 10,000 10,000 2,850 7,150 0 5,000 0 5,000 0 0 5,000 Sharepoint Upgrade Cllr Noble 0 35,000 35,000 0 35,000 0 35,000 0 35,000 0 0 35,000 General ICT Equipment Cllr Noble 0 0 0 0 90,000 0 0 90,000 0 0 90,000 COVID 19 Home Working Cllr Noble 0 0 0 0 0 0 0 0 0 0 0 Webcasting Council Meeting Cllr Noble 0 0 0 0 0 0 0 0 0 0 0 Forward Scanning Cllr Noble 0 0 0 0 20,000 0 0 20,000 0 0 20,000 Digital Spelthorne Cllr Noble 0 0 0 0 50,000 0 0 50,000 0 0 50,000 Sharepoint redesign and launch Cllr Noble 0 90,000 90,000 0 90,000 0 90,000 65,000 155,000 0 0 155,000 Corporate EDMS Project Cllr Noble 305,000 305,000 2,500 302,500 0 302,500 0 302,500 0 0 302,500 Scanners for Corporate EDMS rollout Cllr Noble 0 5,000 5,000 2,760 2,240 0 0 0 0 0 0 0 New Software Cllr Noble 20,000 20,000 9,010 10,990 0 0 0 0 0 0 0 Other Hardware Cllr Noble 40,000 40,000 46,020 (6,020) 0 0 0 0 0 0 0 Mobiles & Tablets Cllr Noble 10,000 10,000 16,650 (6,650) 0 0 0 0 0 0 0 Replacement Data Cabinets Cllr Noble 12,000 12,000 10,925 1,075 0 0 0 0 0 0 0 Members Electronic Devices Cllr Noble 41,000 41,000 34,950 6,050 0 0 0 0 0 0 0 Project Lima Cllr Noble 0 69,000 69,000 30,810 38,190 0 27,600 0 27,600 0 0 0 27,600 Future Development Projects Cllr Mcllroy 0 0 0 0 15,730,000 0 (15,730,000) 0 67,700,000 29,360,000 2,300,000 99,360,000

Projects- Sub Total 77,693,200 151,330,000 229,023,200 75,142,110 153,881,090 65,415,100 76,284,800 65,000 141,764,900 102,755,600 54,415,600 22,355,600 321,291,700

Overall Capital Programme 78,846,900 152,015,900 230,862,800 76,373,090 154,489,710 66,468,000 76,525,900 40,000 143,033,900 103,666,500 55,326,500 24,566,500 326,593,400

*Approved by Council Budget-Feb 2019 **Approved by Cabinet during 2019 ***Approved by Cabinet Feb-2020 **** Capital Outturn reported to Cabinet July 2020, Slippage approved Page 16 Page Appendix B

High Level Funding Summary (1)

Borrowing Summary

2020/21 2021/22 2022/23 2023/24 Total % £ % £ % £ % £ % £

Borrowing 135,952,800 95 102,479,600 99 54,289,600 98 23,529,600 96 316,251,600 97 Revenue Reserves 1,251,700 1 105,600 0 105,600 0 105,600 0 1,568,500 0 Homes England 2,850,000 0 0 0 2,850,000 1 Capital Receipts 148,100 0 250,000 0 100,000 0 100,000 0 598,100 0 DFG 831,300 1 831,300 1 831,300 2 831,300 3 3,325,200 1 Page 17 Page S106 2,000,000 1 0 0 0 0 0 0 2,000,000 1 CIL 0 0 0 0 0 0 0 0 0 0

Total 143,033,900 98 103,666,500 100 55,326,500 100 24,566,500 100 326,593,400 100 Appendix C

CAPITAL PROGRAMME 2020-2024- FUNDING SUMMARY

Total Funding

Total Revised Approved Approved Approved Total Capital Budget Budget Budget Budget Approved GF Homes Capital Budget Capital Schemes Portfolio 2020/21 * 2021/22 * 2022/23 * 2023/24 * Budget Borrowing Reserves England Receipts DFG S106 CIL Funding

Rolling Capital Programmes

Disabled Facilities Grant (Mandatory) Cllr Attewell 831,300 831,300 831,300 831,300 3,325,200 0 0 0 0 3,325,200 0 0 3,325,200 0 Disabled Facilities Grant (Discretionary) Cllr Attewell 29,600 29,600 29,600 29,600 118,400 0 0 0 118,400 0 0 0 118,400 0 Home Improvement Agency Grants Cllr Attewell 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Home Improvement Agency Grant Funding Cllr Attewell 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Affordable Housing Opportunity Cllr Attewell 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Landlord Guarantee Scheme Cllr Attewell 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Upgrade Treatment Rooms Day Centres Cllr Attewell 12,000 0 0 0 12,000 0 12,000 0 0 0 0 0 12,000 0 Community Centre Projects Cllr Attewell 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Fordbridge Minibus Cllr Attewell 40,000 0 0 0 40,000 0 40,000 0 0 0 0 0 40,000 0 Tennis Court Refurbishment Cllr Barratt 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Refuse & Recycling Vehicles Cllr Barratt 99,000 0 0 0 99,000 0 99,000 0 0 0 0 0 99,000 0 EV Pool Vehicles & Bikes Cllr Barratt 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Waste Vehicle Cllr Barratt 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Replacement Multi Use Vehicle Cllr Barratt 100,000 0 0 0 100,000 0 100,000 0 0 0 0 0 100,000 0

Page 18 Page Recycling Bins Cllr Barratt 27,000 0 0 0 27,000 0 27,000 0 0 0 0 0 27,000 0 Wheelie Bins Cllr Barratt 50,000 50,000 50,000 50,000 200,000 0 200,000 0 0 0 0 0 200,000 0 Domestic Home Energy Cllr Barratt 30,000 0 0 0 30,000 0 30,000 0 0 0 0 0 30,000 0 CCTV Provision Cllr Barratt 0 0 0 0 0 0 0 0 0 0 0 0 0 0 CCTV Enhancement Cllr Barratt 25,600 0 0 0 25,600 0 25,600 0 0 0 0 0 25,600 0 Renewal of Toilet Facilities Cllr Barratt 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Air Quality Cllr Barratt 24,500 0 0 0 24,500 0 24,500 0 0 0 0 0 24,500 0 River Thames Scheme Cllr Barratt 0 0 0 1,300,000 1,300,000 1,300,000 0 0 0 0 0 0 1,300,000 0 0 Rolling Capital Programmes -Sub Total 1,269,000 910,900 910,900 2,210,900 5,301,700 1,300,000 558,100 118,400 3,325,200 0 0 5,301,700 0 0 0 Projects (with finite life) 0 0 Runnymede Estates 55,600 55,600 55,600 55,600 222,400 0 222,400 0 0 0 0 0 222,400 0 Spelthorne Leisure Centre 2,980,000 0 0 2,980,000 2,980,000 0 0 0 0 0 0 2,980,000 0 Laleham Park Upgrade 237,900 0 0 237,900 0 237,900 0 0 0 0 0 237,900 0 Affordable Housing Opportunity 0 0 0 0 0 0 0 0 0 0 0 0 0 Knowle Green Car Car Park Improvements 44,000 0 0 44,000 0 44,000 0 0 0 0 0 44,000 0 Community Centre Programme 118,500 0 0 118,500 0 0 0 118,500 0 0 0 118,500 0 Ashford MCP 200,000 0 0 200,000 200,000 0 0 0 0 0 0 200,000 0 Plot 12 & 13 Towpath Car Park 0 0 0 0 0 0 0 0 0 0 0 0 Bugle 46,100 0 0 46,100 46,100 0 0 0 0 0 0 46,100 0 Churchill 0 0 0 0 0 0 0 0 0 0 0 0 Ceaser Court 8,316,000 0 0 8,316,000 8,316,000 0 0 0 0 0 0 8,316,000 0 Building Improvements 5,000,000 5,000,000 5,000,000 0 15,000,000 15,000,000 0 0 0 0 0 0 15,000,000 0 Whitehouse 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Thameside House 2,700,000 0 0 0 2,700,000 2,700,000 0 0 0 0 0 0 2,700,000 0 West Wing 3,230,000 0 0 0 3,230,000 3,230,000 0 0 0 0 0 0 3,230,000 0 Whitehouse Hostel 4,500,000 0 0 0 4,500,000 500,000 0 2,000,000 0 0 2,000,000 0 4,500,000 0 Victory Place 0 0 0 0 0 0 0 0 0 0 Ashford Hospital 4,960,000 0 0 0 4,960,000 4,960,000 0 0 0 0 0 0 4,960,000 0 Waterfront 100,000 0 0 0 100,000 100,000 0 0 0 0 0 0 100,000 0 Northumberland House 0 0 0 0 0 0 0 0 0 0 Oast House 77,678,200 0 0 0 77,678,200 77,678,200 0 0 0 0 0 0 77,678,200 0 Harper House Redevelopment 2,790,000 0 0 0 2,790,000 1,940,000 0 850,000 0 0 0 0 2,790,000 0 Elmsleigh Centre 8,000,000 10,000,000 0 0 18,000,000 18,000,000 0 0 0 0 0 0 18,000,000 0 Small Scale Regeneration 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Acquisition of Assets 20,000,000 20,000,000 20,000,000 20,000,000 80,000,000 80,000,000 0 0 0 0 0 0 80,000,000 0 SCP Portal 1,500 0 0 1,500 0 1,500 0 0 0 0 0 1,500 0 Centros Upgrade- Integra 30,000 0 0 30,000 0 30,000 0 0 0 0 0 30,000 0 Training Room 15,000 0 0 15,000 0 15,000 0 0 0 0 0 15,000 0 Leisure Board 15,000 0 0 15,000 0 15,000 0 0 0 0 0 15,000 0 Audiocodes 12,000 0 0 12,000 0 12,000 0 0 0 0 0 12,000 0 Customer Portal 10,000 0 0 10,000 0 10,000 0 0 0 0 0 10,000 0 Customer Services Contact Centre 40,000 0 0 40,000 0 40,000 0 0 0 0 0 40,000 0 Reception/Meeting Room Terminals 5,000 0 0 5,000 0 5,000 0 0 0 0 0 5,000 0 Sharepoint Upgrade 35,000 0 0 35,000 0 35,000 0 0 0 0 0 35,000 0 General ICT Equipment 90,000 0 0 90,000 0 90,000 0 0 0 0 0 90,000 0 COVID 19 Home Working 0 0 0 0 0 0 0 0 0 0 0 0 0 Webcasting Council Meeting 0 0 0 0 0 0 0 0 0 0 0 0 0 Forward Scanning 20,000 0 0 20,000 0 20,000 0 0 0 0 0 20,000 0 Digital Spelthorne 50,000 0 0 50,000 0 50,000 0 0 0 0 0 50,000 0 Sharepoint redesign and launch 155,000 0 0 155,000 0 155,000 0 0 0 0 0 155,000 0 Corporate EDMS Project 302,500 0 0 302,500 302,500 0 0 0 0 0 0 302,500 0 Scanners for Corporate EDMS rollout 0 0 0 0 0 0 0 0 0 0 0 0 0 New Software 0 0 0 0 0 0 0 0 0 0 0 0 0 Other Hardware 0 0 0 0 0 0 0 0 0 0 0 0 0 Mobiles & Tablets 0 0 0 0 0 0 0 0 0 0 0 0 0 Replacement Data Cabinets 0 0 0 0 0 0 0 0 0 0 0 0 0 Members Electronic Devices 0 0 0 0 0 0 0 0 0 0 0 0 0 Project Lima 27,600 0 0 0 27,600 0 27,600 0 0 0 0 0 27,600 0 Future Development Projects 0 67,700,000 29,360,000 2,300,000 99,360,000 98,998,800 0 0 361,200 0 0 0 99,360,000 0

Page 19 Page Projects- Sub Total 141,764,900 102,755,600 54,415,600 22,355,600 321,291,700 314,951,600 1,010,400 2,850,000 479,700 0 2,000,000 0 321,291,700

Overall Capital Programme 143,033,900 103,666,500 55,326,500 24,566,500 326,593,400 316,251,600 1,568,500 2,850,000 598,100 3,325,200 2,000,000 0 326,593,400 Appendix D CAPITAL PROGRAMME 2020-24- MULTI YEAR MONITORING SUMMARY

Budget Approved Capital Cumulative Managers Cumulative Cumulative Approved Revised Capital Approved Revised Revised Spend Cumulative Variance projected Forecast Forecast Budget Budget Outturn Budget Budget Capital 2020/21 at Capital 2020/21 at spend 2020/21 Variance Capital Schemes 2019/20* 2019/20 *** 2019/20**** 2020/21 *** 2020/21 * Budgets P6 Spend to P6 P6 2020/21 spend 2020/21

Rolling Capital Programmes £ £ £ £ £

Disabled Facilities Grant (Mandatory) 770,000 831,000 757,110 831,300 831,300 1,588,410 258,083 1,015,193 573,217 831,300 1,588,410 0 Disabled Facilities Grant (Discretionary) 29,600 29,600 5,000 29,600 29,600 34,600 0 5,000 29,600 29,600 34,600 0 Home Improvement Agency Grants 81,000 81,000 80,450 0 0 80,450 30,000 110,450 (30,000) 30,000 110,450 (30,000) Affordable Housing Opportunity 0 343,200 0 0 0 0 0 0 0 0 0 0 Landlord Guarantee Scheme 0 65,000 0 0 0 0 0 0 0 0 0 0 Upgrade Treatment Rooms Day Centres 0 0 0 12,000 12,000 12,000 6,793 6,793 5,207 12,000 12,000 0 Fordbridge Minibus 0 0 0 0 40,000 40,000 32,500 32,500 7,500 35,700 35,700 4,300 Tennis Court Refurbishment 0 6,000 6,000 0 0 6,000 0 6,000 0 0 6,000 0 Refuse & Recycling Vehicles 129,000 129,000 26,000 0 99,000 125,000 96,889 122,889 2,111 99,000 125,000 0 EV Pool Vehicles & Bikes 0 0 101,370 0 0 101,370 1,476 102,846 (1,476) 1,900 103,270 (1,900) Waste Vehicle 0 0 0 0 0 0 297,942 297,942 (297,942) 300,000 300,000 (300,000) Replacement Multi Use Vehicle 0 0 0 100,000 100,000 100,000 0 0 100,000 100,000 100,000 0 Page 20 Page Recycling Bins 27,000 27,000 0 0 27,000 27,000 0 0 27,000 27,000 27,000 0 Wheelie Bins 50,000 61,000 61,000 50,000 50,000 111,000 57,082 118,082 (7,082) 50,000 111,000 0 Domestic Home Energy 30,000 30,000 11,180 30,000 30,000 41,180 2,285 13,465 27,715 30,000 41,180 0 CCTV Provision 37,100 37,100 28,770 0 0 28,770 0 28,770 0 0 28,770 0 CCTV Enhancement 0 120,000 94,410 0 25,600 120,010 39,406 133,816 (13,806) 42,000 136,410 (16,400) Renewal of Toilet Facilities 0 55,200 59,690 0 0 59,690 0 59,690 0 0 59,690 0 Air Quality 0 24,500 0 0 24,500 24,500 0 0 24,500 12,000 12,000 12,500 River Thames Scheme 0 0 0 0 0 0 0 0 0 0 0 0

Rolling Capital Programmes -Sub Total 1,153,700 1,839,600 1,230,980 1,052,900 1,269,000 2,499,980 822,456 2,053,436 446,544 1,600,500 2,831,480 (331,500)

Projects (with finite life) £ £ £ £ £

Runnymede Estates 55,600 55,600 47,290 55,600 55,600 102,890 0 47,290 55,600 55,600 102,890 0 Spelthorne Leisure Centre 7,090,000 7,090,000 772,160 0 2,980,000 3,752,160 1,462,424 2,234,584 1,517,576 1,000,000 1,772,160 1,980,000 Laleham Park Upgrade 0 248,300 10,340 0 237,900 248,240 0 10,340 237,900 35,000 45,340 202,900 Affordable Housing Opportunity 0 0 0 0 0 0 0 0 0 0 Knowle Green Car Car Park Improvements 0 44,000 (410) 0 44,000 43,590 0 (410) 44,000 136,690 136,280 (92,690) Community Centre Programme 0 130,000 11,470 0 118,500 129,970 7,628 19,098 110,872 118,500 129,970 0 Ashford MCP/|Victory Place 465,000 465,000 3,190 0 200,000 203,190 0 3,190 200,000 200,000 203,190 0 Plot 12 & 13 Towpath Car Park 0 56,200 0 0 0 0 0 0 0 0 0 0 Bugle 0 50,000 3,890 0 46,100 49,990 37,810 41,700 8,290 38,000 41,890 8,100 Churchill 0 14,500 9,550 0 0 9,550 0 9,550 0 0 9,550 0 Ceaser Court 10,123,100 10,123,100 4,387,420 6,376,000 8,316,000 12,703,420 6,146,976 10,534,396 2,169,024 8,316,000 12,703,420 0 Building Improvements 5,000,000 5,000,000 0 5,000,000 5,000,000 5,000,000 0 0 5,000,000 0 0 5,000,000 Whitehouse 1,501,500 1,501,500 14,470 0 0 14,470 307,691 322,161 (307,691) 320,000 334,470 (320,000) Thameside House 7,980,000 7,980,000 382,000 0 2,700,000 3,082,000 1,103,120 1,485,120 1,596,880 1,200,000 1,582,000 1,500,000 West Wing 5,040,000 5,040,000 1,861,270 2,980,000 3,230,000 5,091,270 2,886,062 4,747,332 343,938 3,230,000 5,091,270 0 Whitehouse Hostel 0 4,000,000 599,560 4,250,000 4,500,000 5,099,560 3,827,802 4,427,362 672,198 4,500,000 5,099,560 0 Victory Place 0 16,238,000 0 0 0 0 0 0 0 0 0 0 Ashford Hospital 0 0 0 0 4,960,000 4,960,000 849,339 849,339 4,110,661 1,500,000 1,500,000 3,460,000 Waterfront 0 0 168,700 0 100,000 268,700 60,543 229,243 39,457 17,240 185,940 82,760 Northumberland House 0 0 0 0 0 0 0 0 0 0 0 0 Oast House 0 85,700,000 11,071,760 0 77,678,200 88,749,960 1,477,653 12,549,413 76,200,547 2,000,000 13,071,760 75,678,200 Harper House Redevelopment 0 2,600,000 0 2,790,000 2,790,000 2,790,000 2,756,275 2,756,275 33,725 2,790,000 2,790,000 0 Elmsleigh Centre 0 0 2,600 8,000,000 8,000,000 8,002,600 413,164 415,764 7,586,836 4,000,000 4,002,600 4,000,000 Small Scale Regeneration 0 0 109,790 0 0 109,790 1,397 111,187 (1,397) 1,500 111,290 (1,500) Regeneration and Housing Opportunities 40,000,000 82,000,000 55,523,090 20,000,000 20,000,000 75,523,090 146,733 55,669,823 19,853,267 750,000 56,273,090 19,250,000 SCP Portal 0 0 7,495 1,500 1,500 8,995 9,306 16,801 (7,806) 9,500 16,995 (8,000) Centros Upgrade- Integra 0 0 0 30,000 30,000 30,000 0 0 30,000 30,000 30,000 0 Training Room 0 0 0 15,000 15,000 15,000 0 0 15,000 15,000 15,000 0 Leisure Board 0 0 0 15,000 15,000 15,000 0 0 15,000 15,000 15,000 0 Audiocodes 0 0 0 12,000 12,000 12,000 2,640 2,640 9,360 12,000 12,000 0 Customer Portal 0 10,000 0 0 10,000 10,000 0 0 10,000 10,000 10,000 0 Customer Services Contact Centre 0 40,000 0 0 40,000 40,000 368 368 39,632 40,000 40,000 0 Reception/Meeting Room Terminals 10,000 10,000 2,850 0 5,000 7,850 73 2,923 4,927 5,000 7,850 0 Sharepoint Upgrade 0 35,000 0 0 35,000 35,000 0 0 35,000 35,000 35,000 0 General ICT Equipment 0 0 0 90,000 90,000 90,000 23,315 23,315 66,685 90,000 90,000 0 COVID 19 Home Working 0 0 0 0 0 0 59,387 59,387 (59,387) 65,300 65,300 (65,300) Webcasting Council Meeting 0 0 0 0 0 0 882 882 (882) 7,000 7,000 (7,000) Forward Scanning 0 0 0 20,000 20,000 20,000 0 0 20,000 20,000 20,000 0 Digital Spelthorne 0 0 0 50,000 50,000 50,000 0 0 50,000 50,000 50,000 0 Sharepoint redesign and launch 0 90,000 0 0 155,000 155,000 0 0 155,000 155,000 155,000 0 Page 21 Page Corporate EDMS Project 305,000 305,000 2,500 0 302,500 305,000 48,969 51,469 253,531 302,500 305,000 0 Scanners for Corporate EDMS rollout 0 5,000 2,760 0 0 2,760 0 2,760 0 0 2,760 0 New Software 20,000 20,000 9,010 0 0 9,010 0 9,010 0 0 9,010 0 Other Hardware 40,000 40,000 46,020 0 0 46,020 0 46,020 0 0 46,020 0 Mobiles & Tablets 10,000 10,000 16,650 0 0 16,650 0 16,650 0 0 16,650 0 Replacement Data Cabinets 12,000 12,000 10,925 0 0 10,925 0 10,925 0 0 10,925 0 Members Electronic Devices 41,000 41,000 34,950 0 0 34,950 0 34,950 0 0 34,950 0 Project Lima 0 69,000 30,810 0 27,600 58,410 10,897 41,707 16,703 27,600 58,410 0 Future Development Projects 0 0 0 15,730,000 0 0 0 0 0 0 0 0

Projects- Sub Total 77,693,200 229,023,200 75,142,110 65,415,100 141,764,900 216,907,010 21,640,454 96,782,564 120,124,446 31,097,430 106,239,540 110,667,470

Overall Capital Programme 78,846,900 230,862,800 76,373,090 66,468,000 143,033,900 219,406,990 22,462,910 98,836,000 120,570,990 32,697,930 109,071,020 110,335,970

*Approved by Council Budget-Feb 2019 **Approved by Cabinet during 2019 ***Approved by Cabinet Feb-2020 **** Capital Outturn reported to Cabinet July 2020, Slippage approved This page is intentionally left blank Appendix E CAPITAL MONITORING REPORT AT 30 SEPTEMBER 2020

MANAGERS MANAGERS ORIGINAL CARRY SUPPLEMENTARY REVISED ACTUALS COMMIT Portfolio Member PROJECTED PROJECTION TO BUDGET FORWARDS ESTIMATE BUDGET YTD MENTS OUTTURN REVISED BUDGET Cllr Attwell - Community Wellbeing and Housing 872,900 65,000 40,000 912,900 235,609 91,767 938,600 25,700 Cllr Barrett - Compliance, Waste & Risk 180,000 176,100 - 356,100 137,149 357,931 661,900 305,800 Cllr Chandler - Leisure Services, Leisure Centre Development 2,980,000 - - 2,980,000 195,265 1,267,159 1,000,000 (1,980,000) Cllr Mitchell - Planning and Economic Development 42,201,600 75,774,700 - 117,976,300 7,791,643 12,083,817 28,458,530 (89,517,770) Cllr Bougthflower - Leader 20,000,000 - - 20,000,000 120,233 26,500 750,000 (19,250,000) Cllr Noble - Corporate Management 233,500 510,100 - 808,600 88,301 67,536 888,900 80,300

66,468,000 76,525,900 40,000 143,033,900 8,568,200 13,894,710 32,697,930 (110,335,970) Page 23 Page Appendix F Appendix D CAPITAL MONITORING REPORT AT 30 SEPTEMBER 2020

Managers Managers Cost Original Carry Supplementary Revised Commit Portfolio Member / Service Head Description Virement Actuals YTD Projected Projection to Comments Centre Budget Forwards Estimate Budget ments Outturn Revised Budget

Housing Investment Programme

Cllr Attewell - Community Wellbeing & Housing

Deborah Ashman & K Sinclair 40203 Disabled Facilities Mandatory 831,300 - - 831,300 187,734 70,349 831,300 -

Deborah Ashman & K Sinclair 40204 Disabled Facilities Discretion 29,600 - - 29,600 - - 29,600 - Will be spent later in the financial year

Net Cost of Disabled Facilities Grants 860,900 - - - 860,900 187,734 70,349 860,900 -

Deborah Ashman & K Sinclair 40209 Home Improvement Agency grant - - - - 30,000 - 30,000 30,000 Increase in HIA 19/20 costs, invoice not received until after 19/20 closed

Total - - - - 30,000 - 30,000 30,000

Total For HIP 860,900 - - - 860,900 217,734 70,349 890,900 30,000

Other Capital Programme Cllr Barratt - Compliance, Waste & Risk

Funding to be used towards Sharepoint redesign & relauch as more work is required to implement Sandy Muirhead 42015 Landlord Guarantee Scheme - 65,000 - (65,000) - - - - - office 365 to maximise the opportunitiies to work from home due to Covid-19.

Total - 65,000 - (65,000) - - - - -

Deborah Ashman & K Sinclair 41038 Upgrade treatment rooms 12,000 - 12,000 1,500 5,293 12,000 - Works started on treatment rooms 40,000 Replacement minibus purchased for OPAL group as excessive wear and tear on existing minibus Deborah Ashman & K Sinclair 41039 Fordbridge Minibus - 0 40,000 16,375 16,125 35,700 (4,300) Total 12,000 - 40,000 - 52,000 17,875 21,418 47,700 (4,300)

Cllr Barratt - Compliance, Waste & Risk Jackie Taylor 41502 Refuse/Recyling Vehicles - 99,000 - 99,000 37,525 59,364 99,000 - Delayed due to Covid-19. Vehicles are on back order

Jackie Taylor 41504 EV Pool Vehicles/Bikes - - - - 851 625 1,900 1,900 This relates to the provision of an additional pool electric cycle. It was agreed that this should be funded from an underspend on the revenue budget as direct revenue financing of this capital expenditure.

Page 24 Page Jackie Taylor 41508 Waste Vehicle - - - - - 297,942 300,000 300,000 This relates to a replacement a refuse vehicle which was at the end of its useful life. It was agreed that this should be funded from an underspend on the revenue budget as direct revenue financing of this capital expenditure. Vehicles are on order and due for delivery by Feb/March 2021

Jackie Taylor 41609 Replacement Multi Use Vehicle 100,000 - - 100,000 - - 100,000 - Procurement has been placed on hold and will be reviewed when Community Transport recommences trips

Jackie Taylor 41612 Recycling Bins - 27,000 - 27,000 - - 27,000 - Bins will be ordered throughout the financial year depending on need as & when identified

Jackie Taylor 41620 Wheelie Bins 50,000 - 50,000 57,082 - 50,000 - Bins will be ordered throughout the financial year depending on need as & when identified. Overspents are being moved against project

Jackie Taylor 42027 Domestic Home Energy 30,000 - - 30,000 2,285 - 30,000 - Home Emergency installations will be carried out througout this financial year, take up is likely to be lower due to Covid and assessing residents energy needs Jackie Taylor 41621 CCTV Enhancement - 25,600 - 25,600 39,406 0 42,000 16,400 Project is expected to be completed by end of this finacial year. Overspends to be funded through Section 106 funding

Total 180,000 151,600 - - 331,600 137,149 357,931 649,900 318,300

Further meetings are in progress with the shortlisted Contractors. It is anticipated that contractor will Lee O'Neil 41314 Air Quality - 24,500 - 24,500 - - 12,000 (12,500) be finalised by end of this month and work will resume. Part of the budget is expected to be spent by year end. Total - 24,500 - - 24,500 - - 12,000 (12,500)

Cllr Chandler- Leisure Services, Leisure Centre Development Public consultation completed 10 April 2020 - 96% support. Cabinet approved budgets and submission of a planning application on23 September 2020 and now goes to Full Council on 22 Oct Heather Morgan 41024 SpelthorneLeisurCenDevelopment 2,980,000 - - 2,980,000 195,265 1,267,159 1,000,000 (1,980,000) for final approval. It is anticipated that a planning application will be made in November 2020. As a result of reviewing the site location the programme has slipped - no site works are currently anticipated in FY20/21. Total 2,980,000 - - - 2,980,000 195,265 1,267,159 1,000,000 (1,980,000)

Cllr Mcllroy- Deputy Leader, Housing Regeneration

Heather Morgan 41015 Runnymede Estates 55,600 55,600 - - 55,600 - Transfer made at year end. Project delayed due to Environment Agency objecting on flood risk assessment grounds. Revised site and ground floor plans issued to demonstrate ‘water-compatible’ use and awaiting a formal Heather Morgan 41026 Laleham Park Upgrade - 237,900 - 237,900 - - 35,000 (202,900) response in early September. Demolition works will now likely be delayed to spring 2021 as the window for re-roosting identified bats in pavilion is September/October or April/May. Project completion now expected in summer 2021

Heather Morgan 41622 Affordable Housing Opportunity ------

Scope of works agreed with Leader, Deputy and MAT. Phase 1 works to the front of the Council Heather Morgan 42010 KG Car Park Improvements - 44,000 - 44,000 - - 136,690 92,690 Offices are now complete. Phase 2 of works to be organised with West Wing project. Overspend to be funded by Planned Maint revenue budget (£47.7k) & part of West Wing budget (£45k).

Tender plan now complete and will be issued on 5 October. Target date for start of work 4 January Heather Morgan 42034 Community Centre Projects - 118,500 - 118,500 3,150 4,478 118,500 - 2021 with an expected completion date of March 2021. Some small c/f may be needed if project overuns. Viable feasibility options are being considered by ward councillors that optimise wider community Heather Morgan 41328 Ashford MSCP - 200,000 - 200,000 - - 200,000 - benefits. May reduce forecast spend at next review if no progress made.

Project complete. Retention being held until final works completed. The contractor will not currently Heather Morgan 42039 Bugle - 46,100 46,100 - 37,810 38,000 (8,100) enter the apartments due to Covid.

Heather Morgan 42041 Churchill ------Project complete. Phase 1 of project under construction and practical completion anticipated in mid December 2020. Heather Morgan 42042 Ceaser Court 8,316,000 - - 8,316,000 3,966,866 2,180,110 8,316,000 - A planning application for Phase 2 of the project is currently being considered. Target for planning committee has been put on hold due to Member intervention Heather Morgan 42051 Building Improvements 5,000,000 - - 5,000,000 - - - (5,000,000) This budget is for general projects and nothing has been identified as of August 2020 CAPITAL MONITORING REPORT AT 30 SEPTEMBER 2020 Appendix D

The proposed residential scheme will not proceed until the Local Plan is adopted. There will be no Heather Morgan 42052 Whitehouse - - - - - 307,691 320,000 320,000 further spend in this financial year. Planning application submitted and targeting Nov/Dec planning committee for a decision. Budget Heather Morgan 42054 Thameside House 2,700,000 - - 2,700,000 73,070 1,030,050 1,200,000 (1,500,000) reduced to cover fees and potential demolition costs. Demo tenders received and slightly below budget.

Heather Morgan 42055 West Wing 2,980,000 250,000 - 3,230,000 1,021,046 1,865,016 3,230,000 - Construction and project completion anticipated end Q1 2021.

Planning permission obtained. Construction started Q1 2020 with project completion end March Heather Morgan 42056 Whitehouse Hostel 4,250,000 250,000 - 4,500,000 836,563 2,991,239 4,500,000 - 2021. However, due to COVID-19 and the upgrade of spec to include sprinklers, the programme for PC has slipped to 14 May 2021. Partial grant funding provided by Homes England (£2m).

Application withdrawn in March 20 for political reasons and revised application for 127 units Heather Morgan 42057 Ashford Hospital 4,960,000 - 4,960,000 336,095 513,244 1,500,000 (3,460,000) registered 4 August. Determination forecast Nov 20.

Arora targeting submission of a planning application within this financial year. This budget is for a Heather Morgan 42058 Waterfront 100,000 - - 100,000 17,236 43,307 17,240 (82,760) monitoring surveyor to oversee the project on behalf of the Council (which will be paid for by Arora). It is unlikely we will draw this in the current FY due to planning delays. Design/feasibility work underway. Listed building works may start in Q1/21. Current planning application submission target date delayed to March 2021. Fee spend for FY estimated at £1.5m. Heather Morgan 42060 Oast House 3,050,000 74,628,200 - 77,678,200 537,516 940,137 2,000,000 (75,678,200) Listed Building works - estimated at £500k if undertaken in current FY. Managers note: budget excludes acquisition costs. Main contractor on site progressing works - Project ongoing with a target completion of March 2021. Heather Morgan 42062 Harper House Redevelopent 2,790,000 - 2,790,000 891,497 1,864,778 2,790,000 - Partial grant funding provided by Homes England (£850k).

For the regeneration of the Elmsleigh Centre, including Tothill car park. Proposals are currently at Heather Morgan 42063 Elmsleigh Centre 8,000,000 - 8,000,000 108,604 304,560 4,000,000 (4,000,000) pre-feasibility stage. No date for planning submssion has yet been agreed.

Keith McGroary 41619 Small Scale Area Regeneration - - - - - 1,397 1,500 1,500 Project complete

Total 42,201,600 75,774,700 - - 117,976,300 7,791,643 12,083,817 28,458,530 (89,517,770)

Cllr Bougthflower - Leader

Property Y acquistion likely to go ahead. The assets team will continue exploring acquisitions as and Heather Morgan 42038 Regeneration & Housing Opportunities 20,000,000 - - 20,000,000 120,233 26,500 750,000 (19,250,000) when they become available.

Total 20,000,000 - - - 20,000,000 120,233 26,500 750,000 (19,250,000)

Cllr Noble - Corporate Management

Page 25 Page - Necessary security improvements to enable electronic payments tocontinue to be made, The Jodie Hawkes 43601 SCP Portal 1,500 - - 1,500 - 9,306 9,500 8,000 overspend reflects by some charges by some third parties to enable integration with the Council's Secure Card Portal.

This is a major upgrade to the Council's financial system Integra. It is aimed to carry out this work by Jodie Hawkes 43602 Centro Upgrade - Integra 30,000 - - 30,000 - - 30,000 - the end of the financial year. The timescales are subject to supplier availability, Works adversely affected by the Covid-19 lockdown. It is anticipated that these works will be Alistair Corkish 43603 Training Room 15,000 - - 15,000 - - 15,000 - completed by year end. An options appraisal is in progress which includes working with the BID to provide a joined up Alistair Corkish 43604 Leisure Board 15,000 - - 15,000 - - 15,000 - solution, it is anticipated that this will be completed by year end..

Alistair Corkish 43605 Audiocodes 12,000 - - 12,000 - 2,640 12,000 - This project is in progress and expected to be completed by end of the financial year

Alistair Corkish 43625 Customer Portal - 10,000 - 10,000 - - 10,000 - This will be part of contact centre and expected to be spent by end of this financial year

Alistair Corkish 43626 Customer Services Contact Cent - 40,000 - 40,000 368 - 40,000 - Work got delayed on new telephoney system due to long procurement process and is in progress.

This is part of Lima project which is expected to be spent for updating meeting rooms and expected Alistair Corkish 43628 Reception Terminals - 5,000 - 5,000 - 73 5,000 - to be completed by end of this financial year

Alistair Corkish 43629 Sharepoint Upgrade - 35,000 - 35,000 - - 35,000 - This will be part of contact centre and expected to be spent by end of this financial year

Alistair Corkish 43632 General ICT Equipment 90,000 - - 90,000 6,560 16,755 90,000 - Expenditure on various hardware/ software enhancements throughout the financial year

Alistair Corkish 43633 Covid-19 ICT Home Working - - - - 59,387 - 65,300 65,300 Expenditure to be funded through Govt. grants relating to Covid-19

Alistair Corkish 43634 Webcasting Council Meetings - - - - - 882 7,000 7,000 Additional expenditure agreed by MAT to be funded through other projects

Total 163,500 90,000 - - 253,500 66,314 29,657 333,800 80,300

Further work to be undertaken to Reception area & office configuration and general provisions re: Sandy Muirhead 42008 Project Lima - 27,600 - 27,600 2,720 8,177 27,600 - Covid-19

That will be used for Knowle Green offices as more monitors may be required or home and office Sandy Muirhead 43501 Forward Scanning 20,000 - 20,000 - - 20,000 - working and also to fulfill longer term any hot desking requirements.

Sandy Muirhead 43502 Digital Spelthorne 50,000 - 50,000 - - 50,000 - Thiis project is expected to progress in January 2021 to improve the Spelthorne'swebsite

This project is part of Office 365 implementation & sharepoint training needs and was delayed due Sandy Muirhead 43512 Sharepoint redesign & Relaunch - 90,000 - 65,000 155,000 - - 155,000 - to Covid-19 and expected to be completed partly in this financial year and partly next financial year

This is part of office 365 and currently the full analysis is being undertaken to find out Licence Sandy Muirhead 43515 Corporate EDMS Project - 302,500 - 302,500 19,267 29,702 302,500 - requirements & software set up. The project was delayed due to Covid-19 and expected to be completed partly this year and partly in the next financial year.

Total 70,000 420,100 - 65,000 555,100 21,987 37,879 555,100 -

Total For Other 65,607,100 76,525,900 40,000 - 142,173,000 8,350,466 13,824,361 31,807,030 (110,365,970)

GRAND TOTAL 66,468,000 76,525,900 40,000 - 143,033,900 8,568,200 13,894,710 32,697,930 (110,335,970)

This page is intentionally left blank Appendix G

CAPITAL PROGRAMME 2020-24- BUDGET SUMMARY

Projects (with finite life) £ £ £ £ £ £ £ £ £ £ £ £ £

Spelthorne Leisure Centre Cllr Chandler 7,090,000 0 7,090,000 772,160 6,317,840 0 2,980,000 2,980,000 26,570,000 3,780,000 0 33,330,000 Ceaser Court Cllr Mcllroy 10,123,100 10,123,100 4,387,420 5,735,680 6,376,000 0 1,940,000 8,316,000 6,300,000 0 0 14,616,000 Whitehouse Cllr Mcllroy 1,501,500 1,501,500 14,470 1,487,030 0 0 0 0 0 2,310,000 0 2,310,000 Thameside House Cllr Mcllroy 7,980,000 7,980,000 382,000 7,598,000 0 0 2,700,000 2,700,000 21,470,000 19,980,000 2,300,000 46,450,000 Whitehouse Hostel Cllr Mcllroy 0 4,000,000 4,000,000 599,560 3,400,440 4,250,000 250,000 0 4,500,000 0 0 0 4,500,000 Victory Place Cllr Mcllroy 0 16,238,000 16,238,000 0 16,238,000 0 0 0 Ashford Hospital Cllr Mcllroy 0 0 0 0 0 0 4,960,000 4,960,000 13,360,000 3,290,000 0 21,610,000 Waterfront Cllr Mcllroy 0 0 168,700 (168,700) 0 0 100,000 100,000 0 0 0 100,000 Oast House Cllr Mcllroy 0 85,700,000 85,700,000 11,071,760 74,628,240 0 74,628,200 3,050,000 77,678,200 0 0 0 77,678,200 Future Development Projects Cllr Mcllroy 0 0 0 0 15,730,000 0 0 15,730,000 0 0 0 15,730,000

Projects- Sub Total 26,694,600 105,938,000 132,632,600 17,396,070 115,236,530 26,356,000 74,878,200 15,730,000 116,964,200 67,700,000 29,360,000 2,300,000 216,324,200 Page 27 Page

Overall Capital Programme 26,694,600 105,938,000 132,632,600 17,396,070 115,236,530 26,356,000 74,878,200 15,730,000 116,964,200 67,700,000 29,360,000 2,300,000 216,324,200

Redacted This page is intentionally left blank Agenda Item 7

Cabinet

3 December 2020

Title Revenue Monitoring Report Purpose of the report To note Report Author Grantley Miles (Chief Accountant) Cabinet Member Councillor Sati Buttar Confidential No Corporate Priority Financial Sustainability Recommendations To note the current level of spend

Reason for Not applicable Recommendation

1. Key issues 1.1 This report provides a summary of the forecast outturn position at the end for the 2020-21 financial year, based on income and expenditure up to the end of September 2020.

1.2 The report considers the Council’s financial position in the light of the Covid- 19 pandemic. It should be noted that the Covid-19 pandemic has created a dynamic environment leading to continuous change to plans and figures. The current environment is constantly changing in relation to events, plans and programmes. As a result of this it is inevitable that there will be changes over time in financial information, forecasts and reports to Members.

1.3 A forecast overspend has been identified within the General Fund budget. The key variances are summarised in the table below.

1.4 The Council’s General Fund forecast outturn, estimates that the General Fund will be underspent, against the revised budget, overall by £1.516m at the year end. The table below details the impact of Covid-19, together with the additional grant funding received from Government to meet the costs of Covid-19, is shown separately from Non-Covid-19 impacted services. The impact of Covid-19 is shown as an underspend of £1.385m, this takes into account the Supplementary Revenue Estimate which was approved by Council. This is currently suggests that the Council will not need to apply all of the £2.2m supplementary estimate, funded from reserves, that was approved by Council on 21st May. Non Covid-19 expenditure is showing an underspend of £0.131m.

Page 29

1.5 Covid-19 Uncertainties – The table shows the impact of Covid-19 on those areas affected. Appendix A and B show an additional breakdown of the forecast impact of Covid-19 on each area within the Council’s General Fund budget. The forecast overspends are based on discussions with Budget Managers and are based on knowledge available to Budget Managers and should be seen as a realistic and prudent assessment. However, it should be recognised that it is difficult for Managers to form a judgement on circumstances which are currently very fluid. There are a number of unknowns such as when the lockdown and measures on social distancing will end and importantly when a return to normal activity will occur.

Forecast Outturn Position at 31/3/21 Revised Forecast Covid-19 Non Covid-19 Total Budget Outturn Variance Variance Variance £’000 £’000 £’000 £’000 £’000 Service Level Expenditure 59,917 60,803 586 300 886 Housing Benefit Income (25,621) (25,680) - (59) (59) Service level Income (12,041) (10,156) 2,111 (226) 1,885 Salary budget saving (actual (300) - - 300 300 vacancy savings are reflected in services level expenditure) 2020/21 Pay Award 40 40 40 Supplementary Covid Budget 2,200 - (2,200) - (2,200) Net Asset Income (10,124) (9,916) - 208 208 Project Delivery Fund 1,397 1,397 - - - Other Adjustments (390) (455) 629 (694) (65) External Financing (4,351) (6,862) (2,511) - (2,511) Revenue Carry forward (204) (204) - - - General Fund Reserves (2,200) (2,200) - - - Council Tax Income (8,283) (8,283) - - - Net Over/(Underspend) - (1,516) (1,385) (131) (1,516)

1.6 Covid-19 Grant funding for the General Fund – Funding has been received from central government to mitigate the impact of Covid-19 together with a New Burdens Grant to offset the costs of the additional work involved in administering the Business Support Grants and the 100% Business Rate Relief schemes. Government has also announced additional funding will be provided for the loss of income resulting from the pandemic. Councils will have to meet the first 5% of the loss and will receive 75% funding for the remainder of the loss of Sales, Fees and Charges. The additional grant funding is shown in the table below.

Page 30

Covid- 19 Revenue Grants £’000 Covid-19 Grant (Tranche 1) – Received 34 Covid-19 Grant (Tranche 2) – Received 987 Covid-19 Grant (Tranche 3) – Received 161 Covid-19 Grant (Tranche 4) - Received 304 New Burdens Grant – Received 130 Income Recovery Grant (estimated claim) 895 Anticipated Covid-19 Revenue Grant Support 2,511

1.7 Business Support Grants – Government has provided additional funding to Local Government to be distribute to eligible small businesses within the Council’s area to mitigate against the financial impact of Covid-19. This funding provided was provided in the form of a non-discretionary scheme and a discretionary scheme. The Non- Discretionary Grants scheme ended on the 30th September. In addition to this Government has provided grant funding to Councils to enable additional Council Tax Support of up to £150 per eligible council taxpayer to be provided to Council Taxers who receive Council Tax Support..

Business Grants Grant Grant Received Distributed as at 31/9/2020 £000’s £000’s Non-Discretionary Business Grant 14,428 12,795 Discretionary Business Grant 715 715 Council Tax Hardship Grant 588 471

2. Forecast Budget Under/Overpends at year end by Portfolio 2.1 Overall the financial position shows change from the position last reported from a forecast underspend of £2.016m to a forecast underspend of £1.606m. The movement is mainly attributable to the receipt of Business Rate demands for a number of Development Properties which total £840,000 and which are subject to challenge these are offset by an additional Covid-109 Grant allocation of £0.304m. The following tables identifies significant forecast over and underspends greater than 5% or £10,000 of the spend area for each Cabinet portfolio. Figures shown without brackets represent an overspend, figures shown within brackets represent an underspend.

Page 31 Leader - Portfolio

Spend Area Variance Comment £’000 Corporate 25 Additional consultancy costs relating to Group Head Governance recruitment Legal 62 Additional temporary/agency staff costs offset by increased income Staines Town 90 The £390k per annum income share under the Centre Mgt previous arrangement with Elmsleigh has been replaced with £300k (index linked) being top sliced from the Elmsleigh rental directly. Information (50) Anticipated savings from vacant posts Technology Total 127

Deputy Leader - Portfolio Spend Area Variance Comment £’000 Asset Mgt (16) Underspend expected as a result of vacant posts Administration offset by unbudgeted Covid -19 expenditure. Development 838 This relates to costs of properties awaiting Properties development mainly Elmsleigh Centre Multi Storey, Hannover House & Thameside House. These relate in large part to large charges for Business Rates. These Business Rates charges are currently under appeal with the Valuation Office . This represents a worst case scenario but are included at this stage on the basis of prudence. The service charges in relation to Elmsleigh multi storey car park service charges can also be mitigated from the Elmsleigh Sinking Fund. Total 822

Finance - Portfolio Spend Area Variance Comment £’000 Court Costs 125 A shortfall is anticipated in the income receivable from Court Costs. The Courts have been shut for some time because of Covid-19 and have only recently re- opened. Total 125

Page 32

Leisure & New Leisure – Portfolio

Spend Area Variance Comment £’000 Leisure Admin 19 Additional costs incurred covering two posts on maternity leave Spelthorne 420 Loss of income plus support package for Spelthorne Leisure Centre Leisure Centre. This includes an amount paid to SLM of £217 for additional costs and the loss of income from the Management Fee of £260,000. This loss of income is reduced by Covid -19 Grant of £189,000 which is shown elsewhere in the Budget. Public Health 65 Higher expenditure due to Covid-19 and reduced income from courses Total 504

Community Wellbeing & Housing- Portfolio Spend Area Variance Comment £’000 SPAN (38) Surrey Telecare grant of £10k & additional SPAN income Com Care (63) Vacant positions hoping to be filled by January Admin 2021 Day Centres 153 Income affected by the closure of day centres offset by vacancies and reduced spend on supplies and services SAT (52) Income is reduced due to Covid-19 Housing Needs 92 Overspend on staffing budget due to an unbudgeted post transferred from Family Support and additional overtime as a result of Covid-19. Homelessness 252 Bed and Breakfast costs higher than budgeted due to additional demands arising from Covid-19 Housing Benefit (64) Additional new burdens grants received Admin Housing Benefit (59) Increase in DHP Contribution, amount not known Payments until after budget set Total 221

Page 33

Compliance, Waste and Risk Management- Portfolio Spend Area Variance Comment £’000 Car Parks 490 Income is lower than budgeted due to Covid-19 pandemic & lower business rates Cemeteries (49) Burials higher than budgeted due to an increase in number of deaths DS 17 No management recharge income as the contract Management with Runnymede has ended. and Support Licensing 37 Income lower than budgeted due to Covid-19 Refuse (41) Green Waste bin income is higher than anticipated Collection Staines Market 200 Income lower than budgeted due to Covid-19 & higher business rates Taxi Licensing 54 Income lower than budgeted due to Covid-19 Waste 231 Increase in the gate fees charged by Surrey and Recycling reduced income recycling credits. Total 939

Planning and Economic Development - Portfolio

Spend Area Variance Comment £’000 Building Control 83 Income lower than budgeted due to Covid-19 Community 0 Currently £296k of levies raised up to Q2. SBC Infrastructure are able to keep 5% of these as admin receipts. Levy Currently £15k approx. Economic 30 Project costs to be funded from NNDR retention Development for Business Incubator and Staines Town Centre. Land Charges 61 Income lower than budgeted due to Covid-19 Planning (154) This underspend is as a result of staff vacancies Development and additional income from planning performance agreements, this currently offsets our forecast to achieve 72% of the planning fees budget in 20-21 Planning Policy 33 This is mainly attributable to Local Plan costs not budgeted, but expected, less a staffing vacancy. Public Halls 27 Income lower than budgeted due to Covid-19 Total (106)

Page 34

Communications, Corporate Management and Environment – Portfolio

Spend Area Variance Comment £’000 Corporate 33 The overspend represents expenditure on River Management Thames improvements (to be met from reserves), increased bank charges and expenditure on the Covid- 19 pandemic.

Total 33

2.2 Net Asset Income (Commercial and Regeneration Assets) The table below shows the latest monitoring position for the acquired assets, the net income is used to meet additional expenditure resulting from reduced government grant, Surrey County Council funding and other pressures.

Net Asset Income from Commercial and Revised Forecast Variance Regeneration Assets Budget Outturn £’000 £’000 £’000 Rental Income (53,006) (53,021) (15) Loan Interest Payable 24,035 24,258 223 Minimum Revenue Provision 11,903 11,903 0 Sinking Funds 5,814 5,814 0 Asset Supervision Costs 1,130 1,130 0 Net Income (used to fund Revenue (10,124) (9,916) 208 budget)

2.3 It can be seen in the table above that the Council places a significant amount of the income earned into sinking funds (£4.022m) to cover future changes in circumstance, such as capital refurbishments or rent free periods. The sinking funds are being built up over a number of years in anticipation of when required. The sinking fund positions for the various acquisitions are as follows:

Page 35

Proposed Allocation to Balance Additions Applied Balance Reserves 31/03/20 2020/21 2020/21 31/03/21 £’000 £’000 £’000 £’000 BP Main Site 3,909 500 0 4,409 BP SW Corner 848 150 0 998 Elmbrook House 438 50 0 488 12 Hammersmith Grove 4,086 900 (1,428) 3,558 Stockley Park 1,580 100 (319) 1,361 World Business Ctre 4 200 200 0 400 Communications House 1,054 500 0 1,554 Thames Tower 1,998 1,050 0 3,048 Charter Building 4,074 1,190 0 5,264 Porter Building 1,384 200 0 1,584 Summit Centre 391 250 (44) 597 Elmsleigh Centre 548 724 0 1,272 Total 20,510 5,814 (1,791) 24,533

2.4 Project Delivery Fund Contributions This Project Delivery Fund provides funding for two separate projects:-  A sum of £0.9m was set aside for a Green Belt Fighting Fund currently none of this funding has been required and it is anticipated that this provision will be carried forward into the next financial year. .  The balance of the Fund (£0.497m) was set aside before the impact of Covid-19 occurred, to be allocated by Cabinet to support a number of specific projects. Following the start of the Pandemic, it was then decided to retain the funding to offset any net financial impact from Covid-19. At this current time, it appears that the financial position of the Council is such that these funds could be considered for release for other projects.

2.5 Impact on the Council’s Cash Flow as a result of Covid-19 There is a concern amongst Billing Authorities (i.e. the borough and district councils who raise the bills) about the extent to which Covid-19 reduces the cash collected in respect of Council Tax and Business Rates. As many Billing Authorities only retain a small proportion of, with the majority collected being paid to preceptors. The concern is as precepts were set well before the start of the financial year, prior to the onset of Covid-19 collection rates will be significantly below expectation as the finances of residents and local businesses are impacted. As precept payments to Surrey County Council, Surrey Police and the Government were set in line with statute the gearing effect will reduce the Spelthorne’s cashflow. The impact of this is shown in the table above under Other Adjustments. The impact is £0.629m, which comprise

Page 36 a loss of interest receivable of £0.398m as a result of lower interest rates and additional short term borrowing costs of £0.231m.

2.6 Currently the Council Tax and Business Rates collection rate stand at 95.6% and 96% respectively. If these rates continue to the end of the year the impact of these lower rates on the Council’s cash flow is estimated at £3.1m. These lower collection rates will impact on the Council’s borrowing costs in 2020/21. If the Council is unable to collect Council Tax/Business Rates in 2020/21 in line with the levels of previous years, it is also likely that additional bad debt provisions will need to be made in 2020/21 in respect of any uncollected debt. This could give rise to deficits on the Collection Fund for both Council Tax and Business Rates which are apportioned between SBC and the preceptors. As deficits have to be met from future budgets, this places additional pressure on the budget setting process for 2021-22. The Council is monitoring collection rates closely, to assess the risks. Government has advised that they will be flexing the regulations to enable Collection Fund deficits to be spread over 3 years, rather than 1 year as at present.

2.7 Charges to Knowle Green Estates Ltd- Knowle Green Estates is a wholly owned company set up to meet the housing needs of residents including affordable rented and private rented accommodation and key worker homes. The company does directly employ any staff but commissions or procures the work required by the Board from the Council. The services provided by the Council are provided at cost. The company is at an early stage in its development cycle and it would not be appropriate at this time to take on the burden of fixed overhead costs until it becomes more mature. 2.8 In 2020/21 the estimated charges made to Knowle Green Estates for services provided by the Council are set out in the table below.

Spelthorne Charges for Services to Knowle Green Estates Ltd 2020/21 2020/21 Budget Estimated Charge to end September £000’s £000’s Charges for Commissioned Work Senior Management 9,700 4,800 Property Team 70,600 35,250 Finance 5,500 2,700 Housing 3,500 1,800 Legal 12,000 6,000 Total of Commissioned Work 101,300 50,550 Debt Financing Costs Loan Interest* 101,320 50.060 Loan Repayment* 45,780 23,390

Total to be recharged by Spelthorne 248,400 124,000

Page 37 Table Note * Debt financing for assets transferred from Spelthorne Borough Council to Knowle Green Estates Ltd.

2.9 2020/21 Pay Award Additional Provision been included within the budget to allow for the backdated pay award, relating to the 0.25% by which the national pay award exceeded the local Spelthorne pay award, which has been agreed by the Council at an estimated cost of £40,000.

3. Financial implications 3.1 Financial implications are as set out within the report and appendices.

4. Other considerations 4.1 There are none.

5. Timetable for implementation 5.1 Monthly financial monitoring reports are produced for Management team.

Background papers: None Appendices: A and B

Page 38 APPENDIX A 2020/21 Net Revenue Budget Monitoring As at end of 30 SEPTEMBER 2020

2020/21 2020/21 2020/21 2020/21 2020/21 2020/21 Budget Forecast Variance Variance Variance Original Revised Outturn Covid Non-Covid to Revised £ £ £ £

Gross Expenditure 62,712,500 59,916,700 60,802,820 586,112 300,008 886,120 Less Housing Benefit grant (28,621,000) (25,621,000) (25,679,800) - (58,800) (58,800) Less Specific fees and charges income (12,040,600) (12,040,600) (10,155,584) 2,110,793 (225,777) 1,885,016 Net Expenditure - broken down as below 22,050,900 22,255,100 24,967,436 2,696,905 15,431 2,712,336

Leader of the Council 2,556,200 2,544,200 2,648,900 (370) 105,070 104,700 Deputy Leader 2,419,000 2,419,000 3,256,860 63,781 774,079 837,860 Finance 4,389,000 4,434,000 4,426,500 134,745 (142,245) (7,500) Community Wellbeing 1,520,700 1,548,800 1,651,900 415,479 (312,379) 103,100 Housing 2,318,500 2,383,200 2,604,000 199,006 21,794 220,800 Leisure Services 48,300 48,300 547,420 483,190 15,930 499,120 Compliance, Waste & Risk 4,248,100 4,248,100 5,187,400 1,245,072 (305,772) 939,300 Planning & Economic Development 1,060,100 1,060,100 1,139,356 114,188 (34,932) 79,256 Communications & Corporate Management 2,222,400 2,285,500 2,301,780 40,673 (24,393) 16,280 Environment 1,268,600 1,283,900 1,203,320 1,141 (81,721) (80,580)

NET EXPENDITURE AT SERVICE LEVEL 22,050,900 22,255,100 24,967,436 2,696,905 15,431 2,712,336

Salary expenditure - Vacancy monitoring (300,000) (300,000) - 300,000 300,000 2020/21 Pay Award Settlement - 40000 40,000 40,000 NET EXPENDITURE 21,750,900 21,955,100 25,007,436 2,696,905 355,431 3,052,336

NET EXPENDITURE 21,750,900 21,955,100 25,007,436 2,696,905 355,431 3,052,336

Covid-19 Supplementary Estimate 2,200,000 - (2,200,000) (2,200,000)

Asset Acquisition Income (53,006,200) (53,006,200) (53,021,200) - (15,000) (15,000) Interest Payable-Long Term 24,034,600 24,034,600 24,257,600 - 223,000 223,000 Minimum Revenue Provision 11,902,900 11,902,900 11,902,900 - - - Refurbishments Reserve Contributions 5,814,000 5,814,000 5,814,000 - - - Asset Supervision Costs 1,130,000 1,130,000 1,130,000 - - -

Project Delivery Fund Contributions 1,397,400 1,397,400 1,397,400 - - -

Interest Receivable (1,340,000) (1,340,000) (1,636,000) 398,000 (694,000) (296,000) Interest Payable-Short Term 200,000 200,000 430,800 230,800 - 230,800 Revenue Contributions to Capital Outlay 750,000 750,000 750,000 - - -

BUDGET REQUIREMENT 12,633,600 15,037,800 16,032,936 1,125,705 (130,569) 995,136

Baseline NNDR Funding (3,000,000) (3,000,000) (3,000,000) - - - Non Ring-fenced Grants (800,000) (800,000) (800,000) - - - Covid-19 Support Grant - 0 (2,511,000) (2,511,000) - (2,511,000) New Homes Bonus (551,100) (551,100) (551,100) -

NET BUDGET REQUIREMENT 8,282,500 10,686,700 9,170,836 (1,385,295) (130,569) (1,515,864)

2019/20 Revenue carry forward 0 (204,200) (204,200) - - - General Fund Reserves- Supplementary Estimate (2,200,000) (2,200,000) - - - Collection Fund Surplus/(deficit) (63,000) (63,000) (63,000) - - - Income from Council Tax (8,219,500) (8,219,500) (8,219,500) - - -

Net Position - - (1,515,864) (1,385,295) (130,569) (1,515,864)

Page 39 This page is intentionally left blank REVENUE MONITORING 2020/21 EXPENDITURE AND INCOME SUMMARY 30 SEPTEMBER 2020

Budget Forecast Results to Covid-19 Non-Covid-19 Total Variance Original Revised Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £

Leader of the Council Employees 2,010,400 2,010,400 2,059,700 259 49,041 49,300 Other Expenditure 1,258,100 1,246,100 1,097,150 (86) (148,864) (148,950) Income (712,300) (712,300) (507,950) (550) 204,900 204,350 2,556,200 2,544,200 2,648,900 (376) 105,076 104,700 Deputy Leader Employees 1,237,200 1,237,200 1,112,150 3,096 (128,146) (125,050) Other Expenditure 1,818,400 1,818,400 2,711,030 60,409 832,221 892,630 Income (636,600) (636,600) (566,320) 280 70,000 70,280 2,419,000 2,419,000 3,256,860 63,785 774,075 837,860 Finance Employees 4,140,700 4,140,700 4,011,200 0 (129,500) (129,500) Other Expenditure 628,800 673,800 670,800 9,750 (12,750) (3,000) Income (380,500) (380,500) (255,500) 125,000 0 125,000 4,389,000 4,434,000 4,426,500 134,750 (142,250) (7,500) Communications & Corporate Management Employees 1,131,100 1,176,100 1,086,980 5,958 (95,078) (89,120) Other Expenditure 1,131,300 1,149,400 1,252,280 21,297 81,583 102,880 Income (40,000) (40,000) (37,480) 13,420 (10,900) 2,520 2,222,400 2,285,500 2,301,780 40,675 (24,395) 16,280 Community Wellbeing Employees 2,087,000 2,087,000 2,015,400 11,107 (82,707) (71,600) Other Expenditure 845,200 873,300 765,300 (10,226) (97,774) (108,000) Income (1,411,500) (1,411,500) (1,128,800) 414,600 (131,900) 282,700 1,520,700 1,548,800 1,651,900 415,481 (312,381) 103,100 Leisure Services Employees 222,900 222,900 239,800 448 16,452 16,900 Other Expenditure 166,000 166,000 369,320 215,842 (12,522) 203,320 Income (340,600) (340,600) (61,700) 266,900 12,000 278,900 48,300 48,300 547,420 483,190 15,930 499,120 Compliance, Waste & Risk Employees 5,202,200 5,202,200 5,202,400 3,070 (2,870) 200 Other Expenditure 3,427,800 3,427,800 3,081,100 0 (346,700) (346,700) Income (4,381,900) (4,381,900) (3,096,100) 1,242,000 43,800 1,285,800 4,248,100 4,248,100 5,187,400 1,245,070 (305,770) 939,300 Planning & Economic Development Employees 2,014,600 2,014,600 1,884,470 638 (130,768) (130,130) Other Expenditure 341,800 341,800 466,520 1,212 123,508 124,720 Income (1,296,300) (1,296,300) (1,211,630) 112,340 (27,670) 84,670 1,060,100 1,060,100 1,139,360 114,190 (34,930) 79,260 Housing Employees 1,958,000 1,958,000 2,075,600 63,020 54,580 117,600 Other Expenditure 31,668,400 28,733,100 29,325,300 199,179 393,021 592,200 Housing Benefit grant income (28,621,000) (25,621,000) (25,679,800) 0 (58,800) (58,800) Income (2,686,900) (2,686,900) (3,117,100) (63,193) (367,007) (430,200) 2,318,500 2,383,200 2,604,000 199,007 21,793 220,800 Environment Employees 984,800 984,800 984,800 818 (818) 0 Other Expenditure 437,800 453,100 391,520 321 (61,901) (61,580) Income (154,000) (154,000) (173,000) 0 (19,000) (19,000) 1,268,600 1,283,900 1,203,320 1,139 (81,719) (80,580)

NET EXPENDITURE AT SERVICE LEVEL 22,050,900 22,255,100 24,967,440 2,696,911 15,429 2,712,340

Total Employees 20,988,900 21,033,900 20,672,500 88,416 (449,816) (361,400) Total Other Expenditure 41,723,600 38,882,800 40,130,320 497,698 749,822 1,247,520 Housing Benefit grant income (28,621,000) (25,621,000) (25,679,800) 0 (58,800) (58,800) Other Covid-19 Grant Income Total Income (12,040,600) (12,040,600) (10,155,580) 2,110,797 (225,777) 1,885,020 22,050,900 22,255,100 24,967,440 2,696,911 15,429 2,712,340

Total Expenditure 62,712,500 59,916,700 60,802,820 586,114 300,006 886,120 Total Income (40,661,600) (37,661,600) (35,835,380) 0 (284,577) 1,826,220 Net 22,050,900 22,255,100 24,967,440 586,114 15,429 2,712,340

Page 41 This page is intentionally left blank Appendix C1 Leader of the Council

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Higher due to overlapping of costs for the month of July for Corporate Employees 158,600 158,600 78,700 122,152 169,700 0 11,100 11,100 Governance. Additional costs for Procurement are expected to be recharged to Capital Projects Additional consultants costs relating to recruitment of Group Head 7,200 7,200 3,600 19,974 21,200 0 14,000 14,000 Other Expenditure post. Income 0 0 0 0 0 0 0 Corporate Governance 165,800 165,800 82,300 142,126 190,900 0 25,100 25,100

Employees 12,100 12,100 8,500 8,923 12,900 0 800 800 Other Expenditure 407,700 407,700 185,200 165,419 394,400 0 (13,300) (13,300) Savings expected against members allowances Income 0 0 0 0 0 0 0 Democratic Rep & Management 419,800 419,800 193,700 174,343 407,300 0 (12,500) (12,500)

Employees 2,300 2,300 1,100 0 0 0 (2,300) (2,300) Other Expenditure 7,900 7,900 3,900 0 0 0 (7,900) (7,900) Income 0 0 0 0 0 0 0 0 Elections 10,200 10,200 5,000 0 0 0 (10,200) (10,200) No expenditure if there is no by elections

Employees 152,600 152,600 76,900 78,488 157,200 0 4,600 4,600 Other Expenditure 100,900 100,900 31,000 29,725 104,900 0 4,000 4,000 Additional Individual Electoral Registration (IER) Grant funding of (1,000) (1,000) (500) (8,689) (9,600) 0 (8,600) (8,600) Income £8.5k to fund the additional costs as above Electoral Registration 252,500 252,500 107,400 99,525 252,500 0 0 0

Additional legal work relating to Litigation & S106 is being undertaken Employees 505,400 505,400 248,600 289,664 591,300 235 85,665 85,900 by Agency/ Temporary staff, partially expected to be off-set by additional income Higher software costs by £4k due to upgrade and higher Books & 26,600 26,600 25,100 35,122 36,000 (116) 9,516 9,400 Other Expenditure publcations by £3k and remainder relates to consultants costs Income (77,500) (77,500) (8,800) (25,407) (111,000) 0 (33,500) (33,500) Higher income due to more activity Legal 454,500 454,500 264,900 299,379 516,300 119 61,681 61,800

Employees 119,100 119,100 59,000 52,202 111,100 0 (8,000) (8,000) Savings expected due to a vacant post Other Expenditure 24,900 24,900 12,300 12,548 24,900 0 0 0 Income 0 0 0 0 0 0 0 Committee Services 144,000 144,000 71,300 64,750 136,000 0 (8,000) (8,000)

Employees 0 0 0 0 0 0 0 Other Expenditure 82,400 82,400 41,200 12,968 83,090 0 690 690 Income (83,800) (83,800) (41,900) (57,747) (84,350) (550) 0 (550) Current budgeted income due to be received. General Property Expenses (1,400) (1,400) (700) (44,779) (1,260) (550) 690 140

Employees 0 0 0 0 0 0 0 Other Expenditure 0 0 0 530 1,560 0 1,560 1,560 Cleaning costs for the Lammas Pavilion. Income 0 0 0 0 0 0 0 Sea Cadets 0 0 0 530 1,560 0 1,560 1,560

Employees 0 0 0 0 0 0 0 0 This is an old budget now due to the acquisition of the Elmsleigh Other Expenditure 160,000 160,000 80,000 0 0 0 (160,000) (160,000) Centre. Income (550,000) (550,000) (275,000) (150,000) (300,000) 0 250,000 250,000 Staines Town Centre Management (390,000) (390,000) (195,000) (150,000) (300,000) 0 90,000 90,000

Additional overtime payments and higher superannuation payments Employees 317,300 317,300 149,000 152,187 322,500 25 5,200 against the budget, expected to be funded through other lines 5,175 Other Expenditure 57,300 75,300 15,000 15,832 75,300 0 0 0 Income 0 0 0 (5) 0 0 0 0 HR 374,600 392,600 164,000 168,014 397,800 25 5,175 5,200

Employees 57,900 57,900 29,700 31,222 59,900 0 2,000 2,000 Other Expenditure 800 800 400 95 400 30 (430) (400) Income 0 0 0 0 0 0 0 0 Payroll 58,700 58,700 30,100 31,317 60,300 30 1,570 1,600

Savings expected due to vacant posts, expected to be covered by Employees 685,100 685,100 338,500 284,891 635,100 0 (50,000) (50,000) additional payments Other Expenditure 382,400 352,400 194,100 230,675 355,400 0 3,000 3,000 Income 0 0 0 (3,500) (3,000) 0 (3,000) (3,000) Information & Comms Technology 1,067,500 1,037,500 532,600 512,066 987,500 0 (50,000) (50,000)

Total Employees 2,010,400 2,010,400 990,000 1,019,729 2,059,700 259 49,041 49,300 Total Other Expenditure 1,258,100 1,246,100 591,800 522,889 1,097,150 (86) (148,864) (148,950) Total Income (712,300) (712,300) (326,200) (245,347) (507,950) (550) 204,900 204,350 2,556,200 2,544,200 1,255,600 1,297,270 2,648,900 (376) 105,076 104,700

Page 43 Appendix C2 Deputy Leader

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Employees 629,300 629,300 314,600 332,533 484,650 0 (144,650) (144,650) 2 vacant posts and a underspend on agency staff. Current cost of £58k on unbudgeted Covid19 expenditure, include the 406,600 406,600 203,300 247,069 465,350 59,259 (509) 58,750 Other Expenditure Stanwell foodbank. Year end transfer from set asides to fund expenditure, public halls income expected to be on target (£24.5k). Landid are being kept on for an extra (635,600) (635,600) (14,200) (9,800) (565,600) 0 70,000 70,000 quarter and this will cost £70k. This was funded by the set asides and factored in that only 2 quarters of payments would be made, now there will Income be 3. Asset Mgn Administration 400,300 400,300 503,700 569,803 384,400 59,259 (75,159) (15,900)

This covers revenue costs for properties being developed or awaiting Employees 0 0 0 0 0 0 0 0 development. £15k show home furniture for Ceaser Court(potentially moving to 43k per committments, extra not forecasted), £151k service charge liability for Elmsleigh Multi-story Car Park, £151k Hannover House empty costs, 0 0 0 738,155 837,780 0 837,780 837,780 £498k Thameside House running costs (electricity & insurance and a big rates demand), £7k Benwell insruance liability and running costs for Oast Other Expenditure House totalling £14 approx. Income 0 0 0 0 0 0 0 0 Development Properties 0 0 0 738,155 837,780 0 837,780 837,780

Employees 0 0 0 0 0 0 0 0 Other Expenditure 1,284,100 1,284,100 642,200 403,397 1,284,100 0 0 0 Expected to be on budget. Income 0 0 0 280 280 280 0 280 Credit note relating to the previous FY has caused this charge. Planned Maintenance Programme 1,284,100 1,284,100 642,200 403,677 1,284,380 280 0 280

Employees 213,300 213,300 95,200 97,142 216,500 0 3,200 3,200 Other Expenditure 8,400 8,400 4,000 1,681 5,000 1,150 (4,550) (3,400) Income 0 0 0 0 0 0 0 0 Chief Executive 221,700 221,700 99,200 98,824 221,500 1,150 (1,350) (200)

Employees 274,000 274,000 135,700 138,406 281,000 0 7,000 7,000 Additional allowance payment to one member of staff as S151 officer Early pension payment of £80k due to Surrey County Council is still Other Expenditure 2,400 2,400 1,300 (79,297) 2,400 0 0 0 outstanding and waiting to be charged Income 0 0 0 0 0 0 0 0 Deputy Chief Executives 276,400 276,400 137,000 59,109 283,400 0 7,000 7,000

Honorarium is being paid to 2 members of staff for additional 120,600 120,600 59,400 68,576 130,000 3,096 6,304 9,400 Employees responsibilities and additional costs relating to Covid-19 Other Expenditure 4,800 4,800 2,400 1,908 4,300 0 (500) (500) i Income 0 0 0 0 0 0 0 MaT Secretariat & Support 125,400 125,400 61,800 70,485 134,300 3,096 5,804 8,900

Employees 0 0 0 0 0 0 0 0 Other Expenditure 112,100 112,100 41,700 39,861 112,100 0 0 0 Income (1,000) (1,000) 0 0 (1,000) 0 0 0 Emergency Planning 111,100 111,100 41,700 39,861 111,100 0 0 0

Total Employees 1,237,200 1,237,200 604,900 636,657 1,112,150 3,096 (128,146) (125,050) Total Other Expenditure 1,818,400 1,818,400 894,900 1,352,775 2,711,030 60,409 832,221 892,630 Total Income (636,600) (636,600) (14,200) (9,520) (566,320) 280 70,000 70,280 2,419,000 2,419,000 1,485,600 1,979,913 3,256,860 63,785 774,075 837,860

Page 44 Appendix C3 Finance

Results to Budget Actual Forecast Covid-19 Non-Covid-19 Total Variance Comments 30-Sep-20 Original Revised YTD YTD Outturn Variance Variance to Revised £ £ £ £ £ £ £ £

Vacant posts are being covered by agency staff which are usually paid in 659,700 659,700 326,500 307,464 659,700 0 0 0 Employees arrears Other Expenditure 46,900 76,900 30,900 29,271 76,900 75 (75) 0 Income (69,000) (69,000) 0 (74) (69,000) 0 0 0 Accountancy 637,600 667,600 357,400 336,661 667,600 75 (75) 0

Added years Pension & compensation payments of £1.93m for previous 2,330,000 2,330,000 1,165,000 (207,654) 2,330,000 0 0 0 financial years is still due to Surrey County Council and September Employees payment for current financial year is actually made one month in arrears Other Expenditure 61,600 61,600 22,200 20,446 58,600 0 (3,000) (3,000) Income 0 0 0 0 0 0 0 0 Unapportionable CentralO/Heads 2,391,600 2,391,600 1,187,200 (187,208) 2,388,600 0 (3,000) (3,000)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 0 0 0 0 0 0 0 0 Income 0 0 0 0 0 0 0 0 Misc Expenses 0 0 0 0 0 0 0 0

Employees 101,000 101,000 49,600 47,028 96,500 0 (4,500) (4,500) Early pension payment of £117k due to Surrey County Council is still 71,700 86,700 12,900 (106,006) 86,700 0 0 0 Other Expenditure outstanding and waiting to be charged Income 0 0 0 0 0 0 0 0 Audit 172,700 187,700 62,500 (58,978) 183,200 0 (4,500) (4,500)

Savings expected due to vacant posts, partially to be used to pay for 1,050,000 1,050,000 524,300 450,858 925,000 0 (125,000) (125,000) Employees temporary staff to clear back log of work Other Expenditure 448,600 448,600 302,400 313,168 448,600 9,675 (9,675) 0 Income (311,500) (311,500) 0 0 (186,500) 125,000 0 125,000 Income is expected to be low due to Covid-19 crisis CServ Management & Support 1,187,100 1,187,100 826,700 764,026 1,187,100 134,675 (134,675) 0

Total Employees 4,140,700 4,140,700 2,065,400 597,696 4,011,200 0 (129,500) (129,500) Total Other Expenditure 628,800 673,800 368,400 256,879 670,800 9,750 (12,750) (3,000) Total Income (380,500) (380,500) 0 (74) (255,500) 125,000 0 125,000 4,389,000 4,434,000 2,433,800 854,501 4,426,500 134,750 (142,250) (7,500)

Page 45 Appendix C5 Community Wellbeing

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Employees 107,300 107,300 52,800 48,241 102,400 158 (5,058) (4,900) Other Expenditure 82,900 82,900 41,200 32,385 84,600 0 1,700 1,700 Income (205,000) (205,000) (147,300) (201,312) (240,200) 0 (35,200) (35,200) Surrey Telecare grant of £10k & additional SPAN income Span (14,800) (14,800) (53,300) (120,687) (53,200) 158 (38,558) (38,400)

Employees 451,900 451,900 226,100 188,544 388,500 7,752 (71,152) (63,400) Vacant positions hoping to be filled by January 2021 Other Expenditure 19,300 19,300 8,000 8,615 19,300 0 0 0 Income (20,000) (20,000) (10,000) 0 (20,000) 0 0 0 Com Care Administration 451,200 451,200 224,100 197,159 387,800 7,752 (71,152) (63,400)

Employees 622,200 622,200 308,900 245,154 523,400 2,079 (100,879) (98,800) Vacant positions hoping to be filled by January 2021 Other Expenditure 289,800 289,800 155,000 73,399 177,500 774 (113,074) (112,300) Supplies and services costs lower due to COVID19 Income (394,200) (394,200) (197,400) (8,862) (30,200) 364,000 0 364,000 Income impacted by closure of Day Centres due to COVID19 Day Centres 517,800 517,800 266,500 309,692 670,700 366,852 (213,952) 152,900

Evening MOW Driver to start in December, funded by residual balance of PPP 124,600 124,600 61,100 65,891 135,600 1,119 9,881 11,000 Employees grant Other Expenditure 87,400 87,400 47,100 53,195 96,200 0 8,800 8,800 Income (160,300) (160,300) (68,400) (88,750) (177,400) (17,100) 0 (17,100) Additional meals ordered due to COVID 19 Meals on Wheels 51,700 51,700 39,800 30,337 54,400 (15,981) 18,681 2,700

Additional costs relating to Social Workers funded through additional income from Employees 525,600 525,600 260,600 250,843 617,100 0 91,500 91,500 Surrey County Council Other Expenditure 12,400 12,400 6,100 8,616 17,200 0 4,800 4,800 Income (538,000) (538,000) (538,000) (555,434) (634,700) 0 (96,700) (96,700) Please see above Spelthorne Troubled Families 0 0 (271,300) (295,975) (400) 0 (400) (400)

Employees 199,600 199,600 96,300 92,133 199,600 0 0 0 Savings expected against overall transport budget due to less usage due to Covid- Other Expenditure 48,100 48,100 14,600 6,463 32,100 (16,000) 0 (16,000) 19 Income for the year is expected to be lower than budget due to the COVID-19 (94,000) (94,000) (36,900) (4,021) (26,300) 67,700 0 67,700 Income crisis SAT 153,700 153,700 74,000 94,575 205,400 51,700 0 51,700

Employees 55,800 55,800 27,700 24,163 48,800 0 (7,000) (7,000) Other Expenditure 82,700 87,100 42,900 12,712 92,100 5,000 0 5,000 Income 0 0 0 0 0 0 0 0 People & Partnerships 138,500 142,900 70,600 36,874 140,900 5,000 (7,000) (2,000)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 209,600 222,900 111,500 118,250 222,900 0 0 0 Income 0 0 0 0 0 0 0 0 General Grants 209,600 222,900 111,500 118,250 222,900 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 13,000 23,400 10,000 0 23,400 0 0 0 Income 0 0 0 0 0 0 0 0 Research & Consultation 13,000 23,400 10,000 0 23,400 0 0 0

Total Employees 2,087,000 2,087,000 1,033,500 914,970 2,015,400 11,107 (82,707) (71,600) Total Other Expenditure 845,200 873,300 436,400 313,635 765,300 (10,226) (97,774) (108,000) Total Income (1,411,500) (1,411,500) (998,000) (858,379) (1,128,800) 414,600 (131,900) 282,700 1,520,700 1,548,800 471,900 370,226 1,651,900 415,481 (312,381) 103,100

Page 46 Appendix C9 Housing

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Overspend due to Heads of Housing working additional hours due to 1,327,400 1,327,400 658,600 734,060 1,457,000 63,020 66,580 129,600 COVID19. One post not budgeted for, as transferred from Family Support. Employees Increase in Super contributions Other Expenditure 62,500 56,500 21,100 17,757 58,600 63 2,037 2,100 Increase of reimbursements for RSI & KGE at end of year in line with (33,900) (33,900) (16,900) (10) (74,000) 0 (40,100) (40,100) Income 19/20 actuals Housing Needs 1,356,000 1,350,000 662,800 751,807 1,441,600 63,083 28,517 91,600

Employees 39,000 39,000 19,500 0 39,000 0 0 0 Other Expenditure 2,892,200 2,898,200 1,438,100 2,009,188 3,469,300 199,116 371,984 571,100 Income (2,353,000) (2,353,000) (1,422,700) (1,588,645) (2,672,500) (63,193) (256,307) (319,500) Homelessness 578,200 584,200 34,900 420,543 835,800 135,923 115,677 251,600 B&B costs higher than budgeted, due to COVID19

Employees 591,600 591,600 292,600 286,581 579,600 0 (12,000) (12,000) Two part time posts vacant Other Expenditure 41,700 41,700 19,300 40,180 60,700 0 19,000 19,000 Software costs to be covered by new burdens grants Income (300,000) (300,000) (150,200) (265,509) (370,600) 0 (70,600) (70,600) Additional new burdens grants received Housing Benefits Admin 333,300 333,300 161,700 61,252 269,700 0 (63,600) (63,600)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 28,672,000 25,736,700 14,357,400 12,614,941 25,736,700 0 0 0 Income (28,621,000) (25,621,000) (14,310,400) (11,418,674) (25,679,800) 0 (58,800) (58,800) Increase in DHP Contribution, amount not known until after budget set Housing Benefits Payments 51,000 115,700 47,000 1,196,267 56,900 0 (58,800) (58,800)

Total Employees 1,958,000 1,958,000 970,700 1,020,641 2,075,600 63,020 54,580 117,600 Total Other Expenditure 31,668,400 28,733,100 15,835,900 14,682,067 29,325,300 199,179 393,021 592,200 Total Income (31,307,900) (28,307,900) (15,900,200) (13,272,838) (28,796,900) (63,193) (425,807) (489,000) 2,318,500 2,383,200 906,400 2,429,870 2,604,000 199,007 21,793 220,800

Page 47 Appendix C6 Leisure Services

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Employees 207,200 207,200 102,600 112,349 225,600 267 18,133 18,400 Additional costs incurred covering two posts on maternity leave Other Expenditure 11,200 11,200 5,500 4,700 11,800 613 (13) 600 Income 0 0 0 0 0 0 0 0 Leisure Administration 218,400 218,400 108,100 117,049 237,400 879 18,121 19,000

Employees 0 0 0 0 0 0 0 0 Payment Holiday of profit share & employee contributions, due to impact of 57,600 57,600 48,000 48,000 217,220 159,620 0 159,620 Other Expenditure COVID19 as agreed by Cabinet Income (260,300) (260,300) 0 0 0 260,300 0 260,300 Additional income as per contract Spelthorne Leisure Centre (202,700) (202,700) 48,000 48,000 217,220 419,920 0 419,920

Employees 12,600 12,600 6,300 6,397 12,700 181 (81) 100 Other Expenditure 3,300 3,300 2,100 2,579 6,100 0 2,800 2,800 Income (3,100) (3,100) (1,600) 332 (1,800) 1,300 0 1,300 Resource Centre 12,800 12,800 6,800 9,308 17,000 1,481 2,719 4,200

Employees 1,600 1,600 700 40 200 0 (1,400) (1,400) Other Expenditure 17,900 17,900 8,900 5,560 12,300 0 (5,600) (5,600) Income (6,500) (6,500) (3,200) 1,000 (3,000) 3,500 0 3,500 Sports Development 13,000 13,000 6,400 6,600 9,500 3,500 (7,000) (3,500)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 0 0 0 0 0 0 0 0 Income (46,200) (46,200) (8,200) (8,200) (46,200) 0 0 0 Sunbury Golf Club (46,200) (46,200) (8,200) (8,200) (46,200) 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 1,100 1,100 100 0 1,100 0 0 0 Income 0 0 0 0 0 0 0 0 Safeguarding 1,100 1,100 100 0 1,100 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 5,400 5,400 4,400 5,008 6,000 0 600 600 Income (8,000) (8,000) (8,000) 0 (8,000) 0 0 0 Museum (2,600) (2,600) (3,600) 5,008 (2,000) 0 600 600

Employees 0 0 0 0 0 0 0 0 Other Expenditure 24,800 24,800 12,800 4,896 24,800 0 0 0 Income 0 0 0 0 0 0 0 0 Youth 24,800 24,800 12,800 4,896 24,800 0 0 0

Employees 0 0 0 636 1,300 0 1,300 1,300 Other Expenditure 5,000 5,000 2,500 0 2,600 0 (2,400) (2,400) Income (600) (600) (300) 0 (300) 300 0 300 Active Lifestyle 4,400 4,400 2,200 636 3,600 300 (1,100) (800)

Employees 1,500 1,500 700 0 0 0 (1,500) (1,500) Other Expenditure 29,800 29,800 19,600 13,063 26,000 0 (3,800) (3,800) Income (3,000) (3,000) (1,500) 0 (1,500) 1,500 0 1,500 Arts Development 28,300 28,300 18,800 13,063 24,500 1,500 (5,300) (3,800)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 2,000 2,000 1,000 0 1,000 0 (1,000) (1,000) Income 0 0 0 0 0 0 0 0 Events 2,000 2,000 1,000 0 1,000 0 (1,000) (1,000)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 7,900 7,900 4,600 55,701 60,400 55,609 (3,109) 52,500 Higher expenditure relating to Health & Safety due to covid-19 crisis No income is expected for Health & Safety as no external courses are to taken (12,900) (12,900) (6,500) (468) (900) 0 12,000 12,000 due to other priority work and Public Health reimbursement income is expected to Income be lower against the budget Public Health (5,000) (5,000) (1,900) 55,233 59,500 55,609 8,891 64,500

Total Employees 222,900 222,900 110,300 119,422 239,800 448 16,452 16,900 Total Other Expenditure 166,000 166,000 109,500 139,508 369,320 215,842 (12,522) 203,320 Total Income (340,600) (340,600) (29,300) (7,336) (61,700) 266,900 12,000 278,900 48,300 48,300 190,500 251,593 547,420 483,190 15,930 499,120

Page 48 Appendix C7 Compliance, Waste & Risk

Results to Budget Actual Forecast Covid-19 Non-Covid-19 Total Variance Comments 30-Sep-20 Original Revised YTD YTD Outturn Variance Variance to Revised £ £ £ £ £ £ £ £

Vacant posts are being covered by agency staff and additional paymernts 457,000 457,000 226,000 189,717 457,000 0 0 0 Employees which are usually paid in arrears Savings expected of £258k against Business Rates budget mainly due to no Business rates paid for Elmsleigh Centre & Elmsleigh Road Car Parks and lower rates for Bridge Street Car park. £95k savings as no rental payment Other Expenditure 1,001,300 1,001,300 731,400 237,662 648,300 0 (353,000) (353,000) due to Surrey County Council for Oast House within Kingston Road car park in this financial year as this was puchased recently and annual On- Strret parking payment due to Surrey County Council is also outstanding for 2019/20 Income for the year is expected to be lower than budget due to the COVID- (2,126,200) (2,126,200) (1,017,600) (222,800) (1,283,200) 843,000 0 843,000 Income 19 crisis. Car Parks (667,900) (667,900) (60,200) 204,579 (177,900) 843,000 (353,000) 490,000

Employees 0 0 0 0 0 0 0 0 Other Expenditure 28,800 28,800 20,700 21,978 28,800 0 0 0 Income is expected to exceed the budget target due to an increase in (351,100) (351,100) (170,000) (208,752) (400,000) 0 (48,900) (48,900) Income number of deaths. Cemeteries (322,300) (322,300) (149,300) (186,774) (371,200) 0 (48,900) (48,900)

Employees 67,500 67,500 33,400 33,466 67,700 50 150 200 Other Expenditure 176,900 176,900 93,300 92,208 174,900 0 (2,000) (2,000) Income 0 0 0 0 0 0 0 0 Community Safety 244,400 244,400 126,700 125,674 242,600 50 (1,850) (1,800)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 116,200 116,200 104,500 112,491 116,200 0 0 0 Income 0 0 0 0 0 0 0 0 Depot 116,200 116,200 104,500 112,491 116,200 0 0 0

Vacant posts are being covered by agency staff which are usually paid in 1,175,200 1,175,200 580,800 554,813 1,175,200 2,500 (2,500) 0 Employees arrears Other Expenditure 136,300 136,300 80,600 82,742 136,300 0 0 0 No management recharge income from Runnymede BC due to cease of (24,200) (24,200) (20,600) (2,940) (7,000) 0 17,200 17,200 Income contract DS Management & Support 1,287,300 1,287,300 640,800 634,615 1,304,500 2,500 14,700 17,200

Employees 0 0 0 0 0 0 0 0 Other Expenditure 2,500 2,500 1,100 130 200 0 (2,300) (2,300) Income (4,500) (4,500) (2,300) (755) (1,000) 0 3,500 3,500 Food Safety (2,000) (2,000) (1,200) (625) (800) 0 1,200 1,200

Vacant posts are being covered by agency staff and additional overtime Employees 1,294,500 1,294,500 630,200 624,108 1,294,500 0 0 0 payments which are usually made in arrears Other Expenditure 643,300 643,300 255,100 257,330 643,300 0 0 0 Income (248,600) (248,600) (120,900) (112,516) (248,600) 0 0 0 Grounds Maintenance 1,689,200 1,689,200 764,400 768,922 1,689,200 0 0 0

Vacant post is expected to be covered by agency/temporary staff which are 215,200 215,200 106,900 81,640 215,200 0 0 0 Employees usually paid in arrears Other Expenditure 5,400 5,400 2,600 3,674 6,500 0 1,100 1,100 Income for the year is expected to be lower than budget due to the COVID- (115,600) (115,600) (59,600) (53,959) (79,600) 36,000 0 36,000 Income 19 crisis. Licensing 105,000 105,000 49,900 31,356 142,100 36,000 1,100 37,100

Vacant posts are being covered by agency staff and 3 members of staff are 1,333,700 1,333,700 670,500 677,249 1,333,700 0 0 0 Employees on long term sick leave also being covered by additional payments. Other Expenditure 886,000 886,000 685,300 644,777 886,000 0 0 0 Refuse Collection income is expected to be lower against the budget due to Income (793,000) (793,000) (696,500) (761,553) (834,000) 109,000 (150,000) (41,000) Covid-19 crisis, offset by higher Green wastes bins income due to more activity Refuse Collection 1,426,700 1,426,700 659,300 560,473 1,385,700 109,000 (150,000) (41,000)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 113,300 113,300 59,000 68,599 123,100 0 9,800 9,800 Higher Business Rates Income for the year is expected to be lower than budget due to the COVID- (250,000) (250,000) (125,000) (30,566) (60,000) 190,000 0 190,000 Income 19 crisis. Staines Market (136,700) (136,700) (66,000) 38,034 63,100 190,000 9,800 199,800

Vacant posts are being covered by agency staff which are usually paid in 659,100 659,100 326,200 295,626 659,100 520 (520) 0 Employees arrears Other Expenditure 314,500 314,500 222,500 215,438 314,500 0 0 0 Income (47,700) (47,700) (47,700) (46,660) (46,700) 0 1,000 1,000 Street Cleaning 925,900 925,900 501,000 464,404 926,900 520 480 1,000

Employees 0 0 0 0 0 0 0 0 Other Expenditure 3,300 3,300 1,800 1,072 3,000 0 (300) (300) Income for the year is expected to be lower than budget due to the COVID- Income (79,000) (79,000) (39,500) (19,909) (25,000) 54,000 0 54,000 19 crisis. Taxi Licensing (75,700) (75,700) (37,700) (18,837) (22,000) 54,000 (300) 53,700

Employees 0 0 0 0 0 0 0 0 Other Expenditure 0 0 0 0 0 0 0 0 Income is expected to remain below the budget due to changes to the financial mechanism system and increases in charges, which has resulted in Income (342,000) (342,000) (12,500) 40,296 (111,000) 10,000 221,000 231,000 lower income from Surrey County Council. School Recycling income is also lower by £10k due to Covid-19 crisis Waste Recycling (342,000) (342,000) (12,500) 40,296 (111,000) 10,000 221,000 231,000

Total Employees 5,202,200 5,202,200 2,574,000 2,456,621 5,202,400 3,070 (2,870) 200 Total Other Expenditure 3,427,800 3,427,800 2,257,900 1,738,102 3,081,100 0 (346,700) (346,700) Total Income (4,381,900) (4,381,900) (2,312,200) (1,420,113) (3,096,100) 1,242,000 43,800 1,285,800 4,248,100 4,248,100 2,519,700 2,774,610 5,187,400 1,245,070 (305,770) 939,300

Page 49 Appendix C8 Planning & Economic Development

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Employees 423,200 423,200 209,800 196,076 403,200 638 (20,638) (20,000) Savings expected due to a vacant post Other Expenditure 18,400 18,400 9,700 6,427 18,400 0 0 0 Income for the year is expected to be lower than budget due to the COVID- (410,000) (410,000) (205,000) (147,308) (307,500) 102,500 0 102,500 Income 19 crisis. Building Control 31,600 31,600 14,500 55,196 114,100 103,138 (20,638) 82,500

Employees 0 0 0 0 0 0 0 0 Other Expenditure 0 0 0 0 0 0 0 0 SBC is able to retain 5% of this income to administer CIL. Amounts 0 0 0 (296,009) 0 0 0 0 received in year rely on levies on developments making it difficult to Income forecast for. Community Infrastructure Levy 0 0 0 (296,009) 0 0 0 0

Recent restructure and new post created for Town Centre Manager. This Employees 145,700 145,700 72,700 57,807 146,800 0 1,100 1,100 post is to be funded from the NNDR retention cash allocated to Economic Development. Overspend relating to NNDR retention funded projects for Business Other Expenditure 46,700 46,700 23,200 13,300 118,400 132 71,568 71,700 Incuator, Town Centre cycle racks and other Town Centre related work / improvements. Income 0 0 0 0 (42,850) 0 (42,850) (42,850) EM3 grant expected to be received soon Economic Development 192,400 192,400 95,900 71,108 222,350 132 29,818 29,950

Employees 66,100 66,100 33,100 29,961 59,850 0 (6,250) (6,250) Full time post budget being temporary worked against part time. 27,500 27,500 13,600 11,501 16,800 35 (10,735) (10,700) Other Expenditure Less money to be sent onto SCC due to lower collections with search fees. Impact on searches in first quarter due to main lockdown period of Covid 19. We have seen a pick up with searches in Q2 but remain cautious on (155,000) (155,000) (77,500) (61,298) (77,500) 77,500 0 77,500 the impact of another lockdown which may be looming in Q3. Income Land Charges (61,400) (61,400) (30,800) (19,837) (850) 77,535 (16,985) 60,550

Employees 986,300 986,300 493,200 453,249 915,620 0 (70,680) (70,680) Two current vacancies. Variance due to additional legal costs resulting from planning disputes. If 169,200 169,200 84,500 99,906 181,300 914 11,186 12,100 these appeals and cases are successul, some income may be received to Other Expenditure reimburse these costs. We are forecasting to receive 72% of the planning fee budget & pre- application advice budget for the year. It is expected that we will receive (632,100) (632,100) (316,100) (418,539) (727,160) (95,060) 0 (95,060) £245k in PPAs which will offset any loss in income at these levels. Income Planning Development Control 523,400 523,400 261,600 134,616 369,760 (94,146) (59,494) (153,640)

Employees 393,300 393,300 196,700 202,776 359,000 0 (34,300) (34,300) 1 vacancy and hours reduction for 1 employee. Costs associated with local plan. Although not budgeted, these costs were 71,700 71,700 35,800 64,615 123,600 131 51,769 51,900 Other Expenditure largely expected this year for our local plan. This is to fund 2 CIL posts, currently only one post is filled. Variance here (71,800) (71,800) 0 (350) (56,620) 0 15,180 15,180 Income will be offset by favourable variance in staff costs. Planning Policy 393,200 393,200 232,500 267,041 425,980 131 32,649 32,780

Employees 0 0 0 0 0 0 0 0 Other Expenditure 8,300 8,300 5,200 4,150 8,000 0 (300) (300) No Income for the year is expected for this financial year due to the COVID- (27,400) (27,400) (18,200) 64 0 27,400 0 27,400 Income 19 crisis. Public Halls (19,100) (19,100) (13,000) 4,213 8,000 27,400 (300) 27,100

Employees 0 0 0 0 0 0 0 0 Other Expenditure 0 0 0 24 20 0 20 20 Income 0 0 0 0 0 0 0 0 Staines Upon Thames Programme 0 0 0 24 20 0 20 20

Total Employees 2,014,600 2,014,600 1,005,500 939,870 1,884,470 638 (130,768) (130,130) Total Other Expenditure 341,800 341,800 172,000 199,923 466,520 1,212 123,508 124,720 Total Income (1,296,300) (1,296,300) (616,800) (923,441) (1,211,630) 112,340 (27,670) 84,670 1,060,100 1,060,100 560,700 216,353 1,139,360 114,190 (34,930) 79,260

Page 50 Appendix C4 Communications & Corporate Management

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Employees 256,000 256,000 131,000 119,001 202,300 1,944 (55,644) (53,700) Savings expected against overall Retention Allowance budget Expenditure on River Thames Improvements of £29k to be funded through Other Expenditure 154,100 172,200 86,600 165,802 258,600 16,584 69,816 86,400 reserves, increase in bank charges and expenditure Covid-19 crisis Income 0 0 0 0 0 0 0 0 Corporate Management 410,100 428,200 217,600 284,803 460,900 18,528 14,172 32,700

Employees 0 0 (50,000) 0 0 0 0 0 Other Expenditure 0 0 0 0 0 0 0 0 Income 0 0 0 0 0 0 0 0 Corporate Savings 0 0 (50,000) 0 0 0 0 0

Employees 214,000 214,000 107,100 89,961 176,780 2,266 (39,486) (37,220) 1 vacancy - this post will be deleted for 2020-21.

Public address system causing overspend to budget along with extra cleaning 526,600 526,600 257,000 109,387 543,080 4,714 11,766 16,480 products required to deal with Covid19. There is potential scope for this to be Other Expenditure funded through budgets unspent for equipment purchases and maintenance. Income 0 0 0 13,416 13,420 13,420 0 13,420 Credit note issued on invoice relating to 1920. Facilities Management 740,600 740,600 364,100 212,764 733,280 20,400 (27,720) (7,320)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 319,100 319,100 0 0 319,100 0 0 0 Income (35,000) (35,000) 0 (897) (35,900) 0 (900) (900) Insurance 284,100 284,100 0 (897) 283,200 0 (900) (900)

Employees 188,600 188,600 93,200 106,911 190,400 1,747 53 1,800 Any overspends will be recharged to Leisure Centre project Other Expenditure 68,000 68,000 33,800 32,339 68,000 0 0 0 Income (5,000) (5,000) 0 0 (15,000) 0 (10,000) (10,000) Expected higher recharges to Runnymede BC for shared services Corporate Publicity 251,600 251,600 127,000 139,250 243,400 1,747 (9,947) (8,200)

Employees 472,500 517,500 235,600 233,114 517,500 0 0 0 Other Expenditure 63,500 63,500 1,500 2,231 63,500 0 0 0 Income 0 0 0 2 0 0 0 0 Project Management 536,000 581,000 237,100 235,347 581,000 0 0 0

Total Employees 1,131,100 1,176,100 516,900 548,987 1,086,980 5,958 (95,078) (89,120) Total Other Expenditure 1,131,300 1,149,400 378,900 309,758 1,252,280 21,297 81,583 102,880 Total Income (40,000) (40,000) 0 12,521 (37,480) 13,420 (10,900) 2,520 2,222,400 2,285,500 895,800 871,267 2,301,780 40,675 (24,395) 16,280

Page 51 Appendix C10 Environment

Budget Actual Forecast Comments Results to Covid-19 Non-Covid-19 Total Variance Original Revised YTD YTD Outturn 30-Sep-20 Variance Variance to Revised £ £ £ £ £ £ £ £

Employees 0 0 0 0 0 0 0 0 Other Expenditure 3,500 3,500 2,300 2,840 3,500 0 0 0 Income 0 0 0 0 0 0 0 0 Abandoned Vehicles 3,500 3,500 2,300 2,840 3,500 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 23,000 23,000 7,300 7,938 23,000 0 0 0 Income (30,500) (30,500) (500) (1,077) (30,500) 0 0 0 Allotments (7,500) (7,500) 6,800 6,861 (7,500) 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 25,300 25,300 24,100 3,247 4,800 0 (20,500) (20,500) No Business rates payment Income 0 0 0 0 0 0 0 0 Bus Station 25,300 25,300 24,100 3,247 4,800 0 (20,500) (20,500)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 10,100 10,100 5,000 6,310 10,100 0 0 0 Income 0 0 0 (0) 0 0 0 0 Energy Initiatives 10,100 10,100 5,000 6,310 10,100 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 46,000 46,000 43,600 44,125 46,000 0 0 0 Income (25,000) (25,000) 0 475 (25,000) 0 0 0 Environmental Enhancements 21,000 21,000 43,600 44,600 21,000 0 0 0

Vacant posts are being covered by agency/ temporary staff which are Employees 984,800 984,800 488,200 472,997 984,800 818 (818) 0 usually paid in arrears Savings expected against consultants budget due to delayed work on Other Expenditure 79,000 79,000 16,200 14,713 54,000 321 (25,321) (25,000) Heathow expansion Income 0 0 0 (4,735) (7,000) 0 (7,000) (7,000) Enforcement Notice Charges income with no budget Environmental Health Admin 1,063,800 1,063,800 504,400 482,974 1,031,800 1,139 (33,139) (32,000)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 119,400 134,700 42,100 39,129 134,700 0 0 0 Income (21,100) (21,100) (2,800) (2,696) (21,100) 0 0 0 Environmental Protection Act 98,300 113,600 39,300 36,433 113,600 0 0 0

Employees 0 0 0 0 0 0 0 0 Managing agent costs - awaiting confirmation if to be managed by KGE Other Expenditure 0 0 0 2,881 6,420 0 6,420 6,420 Ltd. Forecast on basis income will remain consistant with previous months as Income 0 0 0 (10,766) (16,000) 0 (16,000) (16,000) no change in tenants. Parks Properties Project 0 0 0 (7,885) (9,580) 0 (9,580) (9,580)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 87,200 87,200 29,500 24,776 87,200 0 0 0 Income (72,400) (72,400) (55,100) (57,314) (72,400) 0 0 0 Parks Strategy 14,800 14,800 (25,600) (32,538) 14,800 0 0 0

Employees 0 0 0 0 0 0 0 0 Other Expenditure 12,400 12,400 10,400 5,644 5,800 0 (6,600) (6,600) Savings expected due to closure of Public Conveniences Income 0 0 0 0 0 0 0 0 Public Conveniences 12,400 12,400 10,400 5,644 5,800 0 (6,600) (6,600)

Employees 0 0 0 0 0 0 0 0 Savings expected mainly due to no contract payment for Rodent & Pest Other Expenditure 26,400 26,400 13,200 5,132 10,500 0 (15,900) (15,900) control Income (5,000) (5,000) (2,500) (185) (1,000) 0 4,000 4,000 Rodent & Pest Control 21,400 21,400 10,700 4,947 9,500 0 (11,900) (11,900)

Employees 0 0 0 0 0 0 0 0 Other Expenditure 5,500 5,500 0 0 5,500 0 0 0 Income 0 0 0 0 0 0 0 0 Water Courses & Land Drainage 5,500 5,500 0 0 5,500 0 0 0

Total Employees 984,800 984,800 488,200 472,997 984,800 818 (818) 0 Total Other Expenditure 437,800 453,100 193,700 156,734 391,520 321 (61,901) (61,580) Total Income (154,000) (154,000) (60,900) (76,299) (173,000) 0 (19,000) (19,000) 1,268,600 1,283,900 621,000 553,432 1,203,320 1,139 (81,719) (80,580)

Page 52 Agenda Item 8

Cabinet

03 December 2020

Title Adverse weather plan Purpose of the report To make a decision Report Author Applied Resilience Cabinet Member Councillor R. Noble Confidential No Corporate Priority This item is not in the current list of Corporate priorities but still requires a Cabinet decision Recommendations Cabinet is asked to adopt the Adverse Weather Plan

Reason for The plan will provide a framework for the Council’s adverse weather Recommendation preparedness and response.

1. Key issues 1.1 Adverse weather, be it heatwave, flooding, storms or other extreme weather events, can have a significant and boroughwide impact. Recent experience during the ‘Beast from the East’ extreme snow event and the extreme temperatures during summer 2020 reinforces the need for a clear and pragmatic approach to responding to natural hazards. 1.2 While the borough’s Emergency Plan provides a framework for a civil emergency response, there is merit in hazard specific planning at borough level as it provides an understanding of the response required across different departments, internally and externally e.g. HR and comms working together to warn and inform staff of the risks and neighbourhood services supporting at an operational level with gritting and snow clearance in town centres. 2. Options analysis and proposal 2.1 There are two options available to the Council for adverse weather management: (a) Proceed without documenting the processes and respond on a case by case basis; or (b) Document and embed the key processes the Council will need to follow in a weather event within an Adverse Weather Plan. 2.2 The proposed recommendation is that the Council adopts the Adverse Weather Plan at appendix A. A reactive response will allow the Council to manage a severe weather event however a commonly agreed, understood

Page 53 and coordinated approach which outlines roles and responsibilities, communication to staff and the public and offers a scalable approach simplifies decision making and response requirements at the time of an adverse weather event. 3. Financial implications 3.1 Adverse weather preparedness/ planning does not have direct financial implications however the response required if the plans are activated will have financial implications including staff overtime payments. 4. Other considerations 4.1 Teams will be advised to consider Equality and Diversity, and Sustainability in delivering a response. 5. Timetable for implementation 5.1 The report will be implemented as soon as possible after approval.

Background papers: None

Appendices Appendix A - Adverse weather plan

Page 54

Spelthorne Borough Council Adverse Weather Plan

Date Septmeber 2020 Version V1 Review Septmeber 2021 Author Applied Resilience Owner Spelthorne Borough Council

SBC Adverse Weather Plan- V1 1 Page 55 Activation Flow Chart

Sudden impact Adverse Weather Advice from Met weather event Warning Office received

Call Applied Resilience (AR)

For snow and For storms and For heatwaves, For drought, ice, gales, section 3, page 13 section 4, page section 1, page 5 section 2, page 11 14

SBC Adverse Weather Plan- V1 2 Page 56 Table of Contents Linking Plans (Available on Resilience Direct) ...... 5 Exercising & Testing ...... 5 Scope ...... 5 ...... 6 Section 1: Snow and Ice ...... 6 1.1 Warnings and Triggers: ...... 6 1.2 Activation and Notifications ...... 8 1.3 Response: Initial Actions and Considerations ...... 8 1.4 Substantive response: Command and Control ...... 9 1.5 Communicating with Staff ...... 11 1.6 Communicating with the Public ...... 12 1.7 Business Continuity Considerations ...... 12 1.8 In extremis ...... 13 ...... 14 Section 2: Storms and Gales ...... 14 2.1 Warnings and Triggers ...... 14 2.2 Activation and Notifications...... 15 2.3 Initial Actions and Considerations ...... 16 2.4 Substantive Response: Operations ...... 16 2.5 Communicating with Staff ...... 17 2.6 Communicating with the Public ...... 18 2.7 Business Continuity Considerations ...... 18 2.8 In extremis ...... 19 ...... 20 Section 3: Heatwave ...... 20 3.1 Warnings and Triggers ...... 20 3.2 Activation and Notifications ...... 21 3.3 Initial Actions and Considerations ...... 21 3.4 Substantive response: Operations ...... 22 3.5 Communicating with Staff ...... 22 3.6 Communicating with the Public ...... 23 3.7 Business Continuity Considerations ...... 23 3.8 In extremis ...... 24 ...... 25 Section 4: Drought ...... 25 4.1 Warnings and Triggers ...... 25 4.2 Activation and Notifications ...... 26 4.3 Initial Actions and Considerations ...... 26 4.4 Substantive response: Operations ...... 26 4.5 Communicating with Staff ...... 27 4.6 Business Continuity Considerations ...... 27 4.7 In extremis ...... 28 Section 5: Flooding ...... 29 5.1 Warnings and Triggers ...... 29 5.2 Activation and Notification ...... 35 5.3 Initial Actions ...... 36 Stage 2: Response...... 37

SBC Adverse Weather Plan- V1 3 Page 57 Stage 3: In Extremis: Severe Flooding And/Or Major Incident Declared ...... 38 Appendix A: Vulnerable people process ...... 40 Appendix B: Version Control ...... 42 Appendix C: Possible wording for staff communications ...... 43 Appendix D: Frequently asked questions ...... 45

SBC Adverse Weather Plan- V1 4 Page 58 Introduction

This plan outlines Spelthorne Borough Council (SBC/ the Borough)’s intended response to Adverse Weather in the Borough. This plan covers:

 Snow and Ice  Storms and Gales  Heatwaves  Drought  Flooding

Linking Plans (Available on Resilience Direct)

 Surrey Local Resilience Forum (SLRF)’s Adverse Weather Plan  SBC Multi-Agency Flood Plan  SLRF Flood Plan  SLRF Drought Plan  SLRF Volunteers capability document  SLRF Identifying and Supporting Vulnerable People in an Emergency Plan

Exercising & Testing

This plan should be exercised every 18 months and reviewed following any exercise or live activation.

Scope

This plan covers the Borough’s operational response to adverse weather. It complements the SLRF Adverse Weather Plan. This plan and the SLRF Adverse Weather Plan are both available on Resilience Direct/ through Applied Resilience.

SBC Adverse Weather Plan- V1 5 Page 59 Section 1: Snow and Ice

1.1 Warnings and Triggers:

Warnings The Met Office National Severe Weather Warning Service warns of severe or hazardous weather which has the potential to cause danger to life or widespread disruption. These are often good indicators in determining if this plan should be activated. Warnings are issued when there is a risk of severe weather in the next 7 days. Before issuing a warning, the Met Office will assess the likelihood and potential impact of a weather event. Warnings will then be allocated a colour according to the impact matrix below.

Figure 1 Met Office National Severe Weather Warning Service

Impact x Likelihood

NOTE: These will often be updated – make sure to review

the most up to date version

SBC Adverse Weather Plan- V1 6 Page 60 Triggers

YELLOW Severe Weather Warning for SNOW: if significant impact is forecast, AR/ BECC Coordinators will notify relevant departments.

Surrey County Council (SCC) and the Met Office will discuss the need for a multi- agency Adverse Weather Advisory Teleconference, to share situational awareness between the partners and provide an opportunity for the Met Office to provide further Surrey specific information, as well as answer partners’ questions. Where SBC has identified issues relevant to other agencies (for example high profile or large planned events, elections, business continuity issues etc.), they can report these during this teleconference.

Key information from this meeting should be shared with the relevant SBC departments and roles, with an action log maintained where necessary.

AMBER/ RED Severe Weather Warning for SNOW: An Adverse Weather Advisory Teleconference will be triggered by SCC or the Met Office. The process will be similar to that at YELLOW warning, however additional elements may include;

- Consideration around declaration of a Major Incident - Considerations around establishing a Tactical Coordination Group (TCG) - Consideration of a welfare group teleconference to discussing provisions for vulnerable people - Consideration around establishing a Multi-Agency Information Group

Notification of an Adverse Weather Teleconference will come from Surrey County Council’s Duty Officer.

SBC Adverse Weather Plan- V1 7 Page 61 1.2 Activation and Notifications

The Tactical Lead (or Applied Resilience) will be in receipt of weather forecasts from the Met Office and will provide regular email updates as the situation develops to the following as a minimum:  Operational team/ Depot  Customer Service  Communications  Human Resources  Community Wellbeing  Facilities o IMT where necessary e.g. if there is a need to consider operating with skeleton staff, suspension of services or if a Major Incident has been declared

Unexpected Weather Conditions

On receipt of a notification of significant unexpected snow fall in the next 24hrs, the Tactical Lead would be notified by telephone call from either SCC EMRT or Applied Resilience. This will then be cascaded to (depending on forecast and judgement):  Operational team/ Neighbourhood Services  Customer Service  Communications  Human Resources  Community Wellbeing  Facilities o IMT where necessary e.g. if there is a need to consider operating with skeleton staff, suspension of services or if a Major Incident has been declared

In hours a daily internal teleconference works well to ensure internal issues are discussed and worked through. This should be completed before the first LRF Adverse Weather Teleconference as the Tactical Lead will need to give an update at the Telecon. There should also be consideration for an internal teleconference or email update after the LRF call to pass on key updates from partners.

1.3 Response: Initial Actions and Considerations

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Can staff get to and from work safely?  Have the areas around SBC’s sites including Knowle Green and the depot been gritted and snow preparedness measures been implemented?  When at work, are staff able to carry out their normal duties safely?  Consider how operations and staff required to complete site/ external visits could be affected

SBC Adverse Weather Plan- V1 8 Page 62  Business Continuity – will staffing levels be affected, are any services, key sites or equipment likely to be impacted by the adverse weather?  Support the identification of vulnerable people: o Ensure that our vulnerable people data is up to date on the Local Resilience Forum Vulnerable People Reporting System (in hours by the Community Wellbeing team if available) o Link in with multi-agency partners to support identified vulnerable people. This is usually via teleconference o We have the responsibility for the vulnerable people identified that are only known to ourselves. o Consider measures around community centres The Tactical Lead may consult with and request feedback from key operational services to make a full assessment of the likely impact.

1.4 Substantive response: Command and Control

Strategic (Gold)

Management Team will keep up to date on the situation and be ready to make decisions as and when needed. Depending on the scale of the incident a major incident may be declared and if, so they should send a representative to the Strategic coordinating Group.

Tactical (Silver)

AR will take the Tactical lead until they feel the Borough Emergency Centre needs to be opened.

Operations (Bronze)

The following resources may be called upon:  Sandbagging  Gritting  Street cleansing  Provision of equipment (temporary sanitary facilities, skips and ancillary equipment)  Refuse and debris collection

Lead Officer (s) Service Responsibility during response Group Head and Streetscene  Management Team lead

SBC Adverse Weather Plan- V1 9 Page 63 Lead Officer (s) Service Responsibility during response Deputy Group  Redeploy staff / labour / Head of service resource Neighbourhood Services Group Head and 1. Survey trees and recommend Deputy Group remedial works to hazardous Head of trees; Neighbourhood 2. Undertake various Waste & Recycling Services arboricultural operations; Senior 3. Clear storm damaged trees; Environmental 4. Organise and liaise with Health Officer external tree contractors. Group Head and Deputy Group  Collection of Waste & Head of Waste & Recycling Recycling Neighbourhood Services  Car Parking Parking Services Car Parking Manager  Gritting of designated car parking areas Group Head and Deputy Group  Receive notification/alert Head of  Make an assessment of the Neighbourhood situation (likely effect on Services Flooding response properties) Engineers  Receive and log requests for Cleansing sandbags Operations  Put operatives on standby Manager  Supervise operatives in the use of sandbagging machine  Co-ordinate delivery of Group Head and sandbags where appropriate Deputy Group Sandbags & Street  Deploy resources to grit town Head of Cleansing centres Neighbourhood Services  Deputy for Waste & Recycling Operations Manager  Operational knowledge  Mobilise resources Group Head and Deputy Group Provision of Equipment Head of (Temporary sanitary  Procure / contract necessary Neighbourhood facilities, skips and equipment. Services ancillary equipment)

SBC Adverse Weather Plan- V1 10 Page 64 Gritting services: Responsibility Overall responsibility for the gritting of roads lies with Surrey County Council (SCC) and Highways England (HE) and this should be communicated clearly to the public. However, there may be occasions whereby Spelthorne Borough Council can offer assistance where either SCC or HE cannot cope with demand. In extreme snow and ice circumstances, Spelthorne Borough Council do not offer to take insurance liability for any event resulting from their acceptance to help with gritting to meet demand. The exception to this is negligence on the part of operatives whilst working, or incidents arising from road traffic accidents involving fleet vehicles whilst on duty.

A copy of the most recent SCC priority winter gritting routes can be obtained online: https://www.surreycc.gov.uk/roads-and-transport/road-maintenance-and- cleaning/salting-and-gritting/salting-routes-in-surrey.

Salt Stock There is a limited stock of salt supplied by SCC for use in town centres and by local builders merchants for our site. Whilst the council can procure salt it does not get priority and will face the same limitations as other organisations attempting to procure salt during prolonged severe weather.

1.5 Communicating with Staff

In Office Hours During office hours, messages and decisions about maintaining services will be communicated via email, text message, Spelnet and line managers. A sample message template can be found at Appendix B for guidance.

Decisions about the messages that should be communicated will be agreed by the Management Team. Having considered, and where relevant sought input from Group Heads on, the impact the adverse weather may have on key operational services, the following teams will liaise to ensure a consistent message is disseminated via communication channels:

 Communications  Customer Service  Human Resources

SBC Adverse Weather Plan- V1 11 Page 65 line managers accordingly. Where officers have specific vulnerabilities e.g. an illness which may be impacted by the adverse weather event, line managers must take these factors into consideration and decide on a case by case basis whether specific measures should be in place to facilitate remote working or leave if necessary.

Outside of office hours

Outside of office hours messages and decisions about maintaining services will be communicated by:

 Staff page on Council website (https://spelnet.spelthorne.gov.uk/home)  Customer Service can record messages for staff (guidance and instructions on how to update this line can be found in Appendix E of the Borough Emergency Control Centre Plan)

1.6 Communicating with the Public

Communications with the public can take the form of:  Media and press announcements (jointly with other organisations);  Switchboard messages;  Council website messages; and  Appropriate social media channels.

The Communications team action the issuing of all messages via social media channels. It is important to engage local businesses, service providers, transport operators and residents during adverse weather events. Signposting the public to relevant resources including SBC and SCC’s severe weather pages assists them in making informed decisions.

During an adverse weather event, it is vital to publicise useful information to the public. The following teams will liaise to ensure a consistent message is disseminated via communication channels:  Customer Service  Communications  MAT

1.7 Business Continuity Considerations

Service Prioritisation Services should be prioritised in line with the council’s Corporate Business Continuity Plan, which highlights the critical services – for information please see plans on Resilience Direct: https://www.resilience.gov.uk

SBC Adverse Weather Plan- V1 12 Page 66 be flexible and responsive in these cases however they would not normally be asked to carry out tasks that are beyond the scope of their role profile.

Any tasks carried out should be risk assessed by management in the normal way and operational staff are asked to dynamically risk assess their roles and the impact that snow or ice could have on the fulfilment of the role. Please direct any questions to either the relevant line manager, the Health and Safety Advisor or both.

1.8 In extremis

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Do any services need to be suspended?  Does a mutual aid request need to be considered?

SBC Adverse Weather Plan- V1 13 Page 67 Section 2: Storms and Gales

2.1 Warnings and Triggers

Figure 1 Met Office National Severe Weather Warning Service

Impact x Likelihood

NOTE: These will often be updated – make sure to review the most up to date version

SBC Adverse Weather Plan- V1 14 Page 68 Triggers

YELLOW severe weather warning for wind: if significant impact is expected the Tactical Lead (or Applied Resilience if requested) will notify relevant departments of the expected weather. Surrey County Council (SCC) and the Met Office will discuss the need for a multi-agency teleconference which the Tactical Lead will attend.

AMBER/RED severe weather warning for wind: The Tactical Lead will call into a Multi-agency Adverse Weather Teleconference and inform relevant departments to take mitigating action. SCC’s Duty Officer will provide notification of an adverse weather advisory teleconference.

2.2 Activation and Notifications

Unexpected Weather Conditions

SBC Adverse Weather Plan- V1 15 Page 69 On receipt of a notification of significant unexpected high winds in the next 24hrs, the Tactical Lead would be notified by telephone call from either SCC EMRT or Applied Resilience. This will then be cascaded to (depending on forecast and judgement):  Operational team/ Depot  Customer Service  Communications  Human Resources  Community Wellbeing  Facilities o IMT where necessary e.g. if there is a need to consider operating with skeleton staff, suspension of services or if a Major Incident has been declared

2.3 Initial Actions and Considerations

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Ensure email notifications have been sent out and are kept up to date  Inform staff of risks, safety considerations and potential travel disruptions  Applied Resilience should attend any Adverse Weather Teleconferences  Consider how operations and staff required to complete site/ external visits could be affected  Business Continuity – will staffing levels be affected, are any services, key sites or equipment likely to be impacted by the adverse weather?  Support the identification of vulnerable people: o Ensure that our vulnerable people data is up to date on the Local Resilience Forum Vulnerable People Reporting System (in hours by the Community Wellbeing team if available) o Link in with multi-agency partners to support identified vulnerable people. This is usually via teleconference o We have the responsibility for the vulnerable people identified that are only known to ourselves. o Consider measures around community centres The Tactical Lead may consult with and request feedback from key operational services to make a full assessment of the likely impact.

2.4 Substantive Response: Operations

Responsibility for Managing Fallen Trees

During adverse weather, high winds may result in fallen trees; these can be hazardous, causing disruption on the highways and exacerbating river flooding.

SBC Adverse Weather Plan- V1 16 Page 70 Overall responsibility for fallen trees (regardless of the owner) on roads lies with Surrey County Council (SCC) and Highways England (HE). SBC may assist SCC or the Highways Agency when the tree is owned by SBC. SBC have responsibility for maintenance of all trees on Council owned land.

The Environment Agency are responsible for contacting the landowner to clear trees blocking rivers. The land/tree owner is responsible for clearing/removing trees blocking rivers/streams.

2.5 Communicating with Staff

In Office Hours:

During office hours, messages and decisions about maintaining services will be communicated via email, text message, Spelnet and line managers. A sample message template can be found at Appendix B for guidance.

 Communications  Customer Service  Human Resources

As the event unfolds, ongoing communication with staff should be agreed and distributed by the Communications team. This should also include consideration of whether officers’ normal place of work is safely accessible, provides a safe working environment during the adverse weather event. Information should be published on the Council’s website at the following address: https://spelnet.spelthorne.gov.uk/home. This will ensure that all staff have access to information relating to the current situation and can make arrangements with their line managers accordingly. Where officers have specific vulnerabilities e.g. an illness which may be impacted by the adverse weather event, line managers must take these factors into consideration and decide on a case by case basis whether specific measures should be in place to facilitate remote working or leave if necessary.

Outside of office hours:

It is rare that a storm develops without a lead time therefore where possible, notifications should happen in hours. Outside of office hours messages and decisions about maintaining services will be communicated by:

SBC Adverse Weather Plan- V1 17 Page 71  Staff page on Council website (https://www.spelthorne.gov.uk)  Customer Service can record messages for staff (guidance and instructions on how to update this line can be found in Appendix E of the Borough Emergency Control Centre Plan)

2.6 Communicating with the Public

2.7 Business Continuity Considerations

Staff redeployment to support critical activities In the event that the offices are open, but with a significantly reduced workforce, it may be that staff will be asked to support other service areas. Staff are expected to be flexible and responsive in these cases however they would not normally be asked to carry out tasks that are beyond the scope of their role profile.

Any tasks carried out should be risk assessed by management in the normal way and operational staff are asked to dynamically risk assess their roles and the impact

SBC Adverse Weather Plan- V1 18 Page 72 that wind and gales could have on the fulfilment of the role. Please direct any questions to either the relevant line manager, the Health and Safety Advisor or both.

2.8 In extremis

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Do any services need to be suspended?  Does a mutual aid request need to be considered?

SBC Adverse Weather Plan- V1 19 Page 73

Section 3: Heatwave

3.1 Warnings and Triggers

The Met Office run a heat health watch system from the 1st June to the 15th September which can be found here. The service forecasts day-time and night-time maximum temperatures, which are monitored regionally. When a threshold average temperature is 31 °C by day and 16 °C overnight for at least two consecutive days, a warning is issued:

Level one (Long Term Planning): This is the minimum alert and is in place every year from 1 June until 15 September, which is the period that heat-health alerts are likely to be issued. This minimum alert simply means that people should be aware of what to do if the alert level is raised. Level two (Alert & Readiness): Issued when there is a high chance that the threshold will be exceeded within the next few days Level three (Action): Issued when the thresholds have been exceeded Level four (Major Incident- emergency response): Issued when a prolonged hot spell becomes severe The Surrey County Council (SCC) Emergency Management Team will determine if a teleconference is required to respond to a heatwave following consultation with SCC, Public Health, and NHS England South (South East) partners.

SBC Adverse Weather Plan- V1 20 Page 74 3.2 Activation and Notifications

The weather forecast should be known in advance and this will lead to regular email updates as the situation develops. Updates will be sent to:

 Operational team/ Depot  Customer Service  Communications  Human Resources  Community Wellbeing  Facilities o IMT where necessary e.g. if there is a need to consider operating with skeleton staff, suspension of services or if a Major Incident has been declared

3.3 Initial Actions and Considerations

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Ensure that email notifications have been sent and are kept up to date  Consider staff health and safety and any measures that need to be put in place for a safe work environment. Consider how operations and staff required to complete site/ external visits could be affected – should hours be varied? Further water dispensers provided?  Inform staff of potential health risk and how they can protect themselves  Tactical Lead or Applied Resilience should call into any Adverse Weather, Heat Health Warning, Teleconference  Consider how to support vulnerable people in the borough, having regard to the likely duration of the heatwave. The geographical location is too large for a VPRS search however community services we provide (such as meals on wheels and community transport) need to put in considerations for extra support to the vulnerable if required.  Business Continuity – will staffing levels be affected, are any services, key sites or equipment likely to be impacted by the adverse weather?  Support the identification of vulnerable people: o Ensure that our vulnerable people data is up to date on the Local Resilience Forum Vulnerable People Reporting System (in hours by the Community Wellbeing team if available) o Link in with multi-agency partners to support identified vulnerable people. This is usually via teleconference o We have the responsibility for the vulnerable people identified that are only known to ourselves. o Consider measures around community centres and providing extra bottled water to those receiving meals on wheels.

SBC Adverse Weather Plan- V1 21 Page 75

3.4 Substantive response: Operations

There may be a multi-agency welfare teleconference call to discuss the needs of vulnerable people with all partners. In very extreme heatwave conditions consideration should be given to how SBC can support the community. This could include for example opening up air-conditioned space in the community centres to act as a temporary refuge.

3.5 Communicating with Staff

In Office Hours:

 Communications  Customer Service  Human Resources

Outside of office hours:

Outside of office hours messages and decisions about maintaining services will be communicated by:

SBC Adverse Weather Plan- V1 22 Page 76  Staff page on Council website (https://www.spelthorne.gov.uk)  Customer Service can record messages for staff (guidance and instructions on how to update this line can be found in Appendix E of the Borough Emergency Control Centre Plan)

3.6 Communicating with the Public

The Communications team would action the issuing of messages via social media channels. The Communication Team leads on updating the Council’s Twitter feed, so any twitter messages should be conveyed to them.

3.7 Business Continuity Considerations

Health and Safety The health and safety of our staff and the public will remain our main priority however the nature of emergencies is that we generally need to respond quickly; reasonable training, instruction and personal protective equipment will be given. If staff are working from Knowle Green or out in the community, particular attention should be paid to the temperatures they are working in. Where the risk to health from heat exposure is a concern, particularly if staff have individual vulnerabilities or illnesses, this will need to be factored into the Council’s business continuity capacity and if necessary, taken to IMT for discussion and review.

SBC Adverse Weather Plan- V1 23 Page 77 Any tasks carried out should be risk assessed by management in the normal way and operational staff are asked to dynamically risk assess their roles and the impact that extreme heat could have on the fulfilment of the role. Please direct any questions to either the relevant line manager, the Health and Safety Advisor or both.

3.8 In extremis

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Do any services need to be suspended?  Does a mutual aid request need to be considered?

SBC Adverse Weather Plan- V1 24 Page 78

Section 4: Drought

4.1 Warnings and Triggers

The Environment Agency routinely measure, monitor and report on a range of hydrological parameters to assess the water situation across England. They do this using their own hydrometric data, together with data provided by the Met Office and water companies.

The Environment Agency is the lead agency in determining if a Multi-Agency Adverse Weather Teleconference should be held and further detail around activation and response actions are detailed within the Surrey Local Resilience Forum Drought Plan.

Level 1: Developing Drought

Low rainfall; significant rainfall deficit; reservoirs low; some notably low groundwater, rivers/wetlands low; soil dry; wildlife affected.

Level 2: Drought

Groundwater notably and/or exceptionally low; reservoirs, rivers and/or lakes notably and/or exceptionally low; soil dry; notable impacts on the environment; restrictions on water use and abstraction.

SBC Adverse Weather Plan- V1 25 Page 79 Level 3: Severe Drought

Exceptionally low rainfall; soil very dry groundwater exceptionally low; rivers and reservoirs exceptionally low; severe damage occurring to environment; widespread severe restrictions on water use and abstraction. Triggers to reach this level would include e.g. consideration of standpipes on streets.

Level 4: Recovering from Drought

There has been significant rainfall, reservoirs/lakes remain low; some notably low groundwater, rivers/wetlands remain low; soil moisture is at average or wetter than average levels for the time of year, wildlife affected.

4.2 Activation and Notifications

A drought situation develops over many months/years and so there is advance notice of a situation developing, leading to regular email updates as the situation develops.

At Drought Level 2, communications will be sent to:

 Operational team/ Depot  Customer Service  Communications  Human Resources  Community Wellbeing  Facilities o IMT where necessary

4.3 Initial Actions and Considerations

This is a slow rising tide event which develops over several months/years. Either the Tactical Lead or Applied Resilience should be dialling into the Multi-Agency Teleconference led by the Environment Agency and ensure their plans procedures are up to date including supporting the community and internal staff procedures.

4.4 Substantive response: Operations

Borough responsibilities:

 Support the identification of vulnerable people when required. o Ensuring our vulnerable people data is up to date on the LRF VPRS o Linking in with multi-agency partners to support identified vulnerable

SBC Adverse Weather Plan- V1 26 Page 80 people. This is usually via teleconference o We have the responsibility for the vulnerable people identified that are only known to ourselves.  Increased enforcement of food safety standards  Environmental Health teams to work with those who have a private water supply (PWS). Check water quality and if source dries up work with water companies to arrange alternative supply. If the PWS fails and there is no alternative supply, the house could be classed as uninhabitable.

4.5 Communicating with Staff Communications to staff on how to look after their own welfare and how it affects the workplace should be put in place especially if business continuity issues start to arise. This should be done in line with the IMT strategy.

4.6 Communicating with the Public

The Environment Agency and water companies have pre-existing communication strategies to handle water shortage situations. The borough communications teams should link into the Multi-Agency Information Group (MIG) if set up. If not, they should take the lead from the Environment Agency and water companies’ communication strategy.

4.6 Business Continuity Considerations

Depending on the level at which the council buildings are affected, measures should be put in place to provide bottled water and promote staff working from home.

If the drought coincides with a heatwave, policies and business continuity plans need to be activated as this can become a protracted incident.

SBC Adverse Weather Plan- V1 27 Page 81

Any tasks carried out should be risk assessed by management in the normal way and operational staff are asked to dynamically risk assess their roles and the impact that extreme heat could have on the fulfilment of the role. Please direct any questions to either the relevant line manager, the Health and Safety Advisor or both.

4.7 In extremis

The Tactical Lead will make an assessment of the alert to determine whether further action is required. This assessment may include the following:

 Do any services need to be suspended?  Does a mutual aid request need to be considered?

SBC Adverse Weather Plan- V1 28 Page 82 Section 5: Flooding

5.1 Warnings and Triggers

Response Triggers Actual or Forecast LRF Response Level impact No warnings in None No specific No specific response, force response, normal normal awareness of awareness of possible risk of severe possible risk of weather events.

severe weather events.

Low Flood Guidance Statement There is a low risk Some routine or (EA Lead) of flooding within preparatory responses the next 5 days. may be underway. Flooding is possible,  Heightened be prepared. awareness of risk.  Possible activation of Multi-Agency Yellow Severe Weather Flood Plans. Warning  Consider the need

or for holding a flooding Notification of burst pipe from Impact may include: teleconference water company  Fast flowing and/or EA to rivers. disseminate  Bank full rivers. information to  Overland flow partners regarding from rivers and possible flooding streams. impacts.  Localised flooding  Monitor NSWW including roads, Rain warnings to farmland/ inform decision recreational land. making.  Individual coastal properties affected.  Travel disruption. Medium Flood Guidance Statement There is a medium EA to call and chair an risk of flooding advisory flooding within the next 5 teleconference. days.  Relevant Districts Flooding is and Boroughs activate their Multi- expected, immediate Agency Flood Plans. Amber Severe Weather  Actions taken as outlined in the Warning Surrey Multi- or Agency Flood Plan Notification of burst pipe from and Districts/ water company Boroughs’ Multi- Impact may include: Agency Flood Plans.  Property flooding.  Consideration of

SBC Adverse Weather Plan- V1 29 Page 83  Damage to temporary flood infrastructure and defences buildings. mobilisation.  Possible danger  Monitor NSWW to life Rain warnings to  Disruption to/ inform decision loss of key sites, making. transportation  Consider Multi- and utilities. Agency coordination  Damage to flood requirements. defences possible.  Consider setting up Tactical Coordinating Group (TCG), if required. Does the chair now need to pass to the Police?  Consider setting up Strategic Coordinating Group (SCG), if required. High Flood Guidance Statement There is a high risk As Medium then: of flooding within  Consider setting up the next 5 days. a SCG if not already Severe flooding, set up. danger to life.  A TCG should be set up. If any neighbouring Red Severe Weather Warning counties are coloured red then LRF partners will maintain a Impact may include: watching brief.  Danger to  If it hasn’t already life. been done chair  Large scale should be passed to evacuation the Police. of properties  Consider setting up may be Forward Command required. Post(s) as required.  Widespread  Establish liaison flooding. with Ministry of  Widespread Housing, loss of key Communities and sites, Local Government transportatio Resilience and n and Emergencies utilities. Division (MHCLG  Collapse of RED). structure/  If the Flood buildings Guidance possible. Statement is red  Significant for a neighbouring impact on area then the LRF professional partners will

SBC Adverse Weather Plan- V1 30 Page 84 partners’ maintain a capacity to watching brief. respond,  The Media to be including co-ordinated as per requirement the Major Incident for mutual Communications aid. plan.  Severe  Consider disruption to evacuation and travel. shelter strategies.  Flood  Establish a defence watching brief on failure/ key infrastructure overtopping and utilities. and extreme flooding.

SBC has 5 Environment Agency flood alert areas which are further divided. The details of these can be found in the SBC LRF Multi Agency Flood Plan, part 2, which is available on Resilience Direct and Here.

Flood Alert Area 1: River Thames from Datchet to Shepperton Green 063WAF23 Datchet

River Thames from Datchet to Shepperton Green including Old Windsor, Wraysbury, Horton, Staines, Egham, Laleham and Chertsey

SBC Flood EA Flood EA Flood Warning Description Warning Area Warning Area Area Reference Code

Area 1.1 River Thames at 061FWF23Staines River Thames at Staines and Egham Staines and including Bell Weir and Penton Egham Hook Locks, Runnymede, Hythe End, Pooley Green, Thorpe Lea, and East Egham * note below

Area 1.2 River Thames at 061FWF23Laleham River Thames at Laleham and Laleham Penton Hook including Penton Park, Laleham Reach and Laleham Abbey, Staines Road, The Broadway and Thames Side

Area 1.3 River Thames at 061FWF23ShepGrn River Thames in the Shepperton Shepperton Green village area. Green

SBC Adverse Weather Plan- V1 31 Page 85 Area 1.4 River Thames at 061FWF23Chertsey River Thames at Chertsey including Chertsey Chertsey Lock, Abbeychase, Chertsey Bridge Road, Thames Close, Hazelbank Road, Mead Lane and Bridge Wharf

Area 1.5 Properties 061FWF23XShepG River Thames at the Littleton Lane, closest to the Chertsey Road and Pool End areas River Thames of Shepperton Green – as well as between Dockett Eddy, Dockett Point and Littleton Lane Pharaoh’s Island (Shepperton Green) and Shepperton Lock

Area 1.6 Properties 061FWF23XStaines River Thames between Runnymede closest to the Pleasure Grounds, Staines and River Thames Penton Hook – including Hythe End from Road, Bell Weir Lock, Holm Island, Runnymede Church Island, Truss Island, and Pleasure Penton Hook Lock areas of Staines Grounds, Staines to Penton Hook

Area 1.7 Properties 061FWF23XSunbry River Thames at Sunbury from closest to the Wheatley’s Eyot to Sunbury Court River Thames at Island – including Wheatley’s Eyot, Sunbury Sunburylock Ait, Sunbury Ait, Sunbury Court Island and properties on The Creek, Parke Road, Thames Street and Lower Hampton Road

Flood Alert Area 2: River Thames from Shepperton to Molesey 063WAF23 LHalifrd

River Thames from Shepperton to West and East Molesey – including Hamm Court, Walton-on- Thames and Sunbury

SBC Flood EA Flood EA Flood Warning Description Warning Area Warning Area Area Reference Code

Area 2.1 River Thames at 061FWF23LHalifrd The River Thames from Shepperton Shepperton and Lock to Beasley’s Ait – including Lower Halliford Sandhills Meadow, Thames Meadow, Penny Lane and Felix Lane areas

SBC Adverse Weather Plan- V1 32 Page 86 Area 2.2 River Thames at 061FWF23Sunbury River Thames in the Sunbury town Sunbury area, including Longwood Business Park, Halliford Road areas of Upper Halliford and Sunbury, Lower Hampton Road Park, Kenton Court Meadow and Kempton Park Racecourse areas

Area 2.3 River Thames at 061FWF23HammCrt River Thames at Hamm Court Hamm Court including Shepperton Lock, Hamhaugh Island, Hamm Court Estate and Dorney Grove

Area 2.4 River Thames at 061FWF23Walton River Thames at Walton-on-Thames Walton including Desborough Island, Walton Bridge and Elmbridge Leisure Centre

Area 2.5 Properties 061FWF23XLHalif The River Thames from Shepperton closest to the Lock to Beasley’s Ait, including River Thames Sandhills Meadow, Thames from Shepperton Meadow, Penny Lane and Felix Lane Lock to Beasley’s areas Ait

Flood Alert Area 3: The Colne Brook at Iver and Colnbrook 062WAF28 Colnbrk

The Colne Brook at Iver and Colnbrook including Fulmer

SBC Flood EA Flood EA Flood Warning Description Warning Area Warning Area Area Reference Code

Area 3.1 The Colne Brook 062FWF28Colnbrk The Colne Brook at Colnbrook at Colnbrook including Horton and Wraysbury

Flood Alert Area 4: The Lower River Colne and Frays River 062WAF28LowColne

The Lower River Colne and Frays River at Uxbridge, West Drayton, Poyle and Stanwell Moor

SBC Flood EA Flood EA Flood Warning Description Warning Area Warning Area Area Reference Code

Area 4.1 The Lower River 062FWF28WDrayton The River Colne and Frays River at Colne and Frays West Drayton and Stanwell Moor – River at West including Longford and Poyle Drayton and Stanwell Moor

SBC Adverse Weather Plan- V1 33 Page 87 Flood Alert Area 5: The River Ash in the Borough of Spelthorne 062WAF31AshMidd

The River Ash in the Borough of Spelthorne including Ashford and Staines

SBC Flood EA Flood EA Flood Warning Description Warning Area Warning Area Area Reference Code

Area 5.1 The River Ash at 062FWF31Ashford The River Ash at Ashford and Ashford and Staines, including Birch Green, Staines Knowle Green, Littleton and Shepperton

NB: Area 1.1 Sweeps Ditch:

Sweeps Ditch watercourse runs from Riverside Car Park through Staines to its outfall by Penton Hook lock. The watercourse floods when the River Thames backs water up its course, causing the flooding to The Ryde, Thamesgate and back gardens of Grosvenor Road and Gordon Close. It is not a naturally fed watercourse but pumped with the pump situated under a manhole by Riverside Car Park. The controls for the pump are in the Thames Water pump room building and it is turned off by a Spelthorne Officer or Runnymede responsive maintenance team when there is a flood alert.

Sweeps Ditch Update December 2019: Following previous flooding in the area we installed flood gates on the Sweeps Ditch. During normal flows the Sweeps Ditch flows into the River Thames. When flows are high on Sweeps Ditch the flood gate remains open to allow the river to drain into the River Thames. When the levels on the River Thames levels increase the water can back up the Sweeps Ditch increasing the risk of flooding to properties. At this point we would close the flood gates to stop the River Thames water backing up Sweeps Ditch at the same time as putting up temporary flood barriers. However, the flood gate cannot be closed until pumps are in place at Penton Hook Lock and Staines Road. This allows the water to be over pumped from behind the structures at the same time as the closure, to reduce water levels in the Sweeps Ditch and prevent property flooding from this river.

The EA have a duty team who monitor Thames river levels. When high levels are seen during a flood, working in partnership with emergency responders in the Surrey Resilience Forum (such as Police, Fire & Rescue, Spelthorne Borough Council and Surrey County Council), the operations team will install these flood reduction measures.

The EA hold the key to the non-return valve. During the incident in December, someone in the community was opening and closing it – it should just be the EA who are able to do this. Since, the lock has been changed to try preventing this from happening again. As the valve was closed during the incident due to the member of the community closing it, residents now believe it should be closed during potential flooding when this isn’t always the case. The EA are developing comms to ensure residents understand what it is used for. The process at Sweeps Ditch is under review at the moment by the EA to see if they can start using the non-return valve on a more regular occasion independent of the temporary defences.

SBC Adverse Weather Plan- V1 34 Page 88

5.2 Activation and Notification

SBC Adverse Weather Plan- V1 35 Page 89 5.3 Initial Actions

Stage 1: Warning & Informing Operational Actions Tactical Actions Strategic Actions

- Advise operational officers of situation. - Carry out SBC internal notification, particularly - Monitor the situation. - Check leave commitments. of lead operational officers. - Check resource levels. - Gather & relay information from SLRF - Check land drainage records and carry out checks of teleconference. known critical grilles, culverts, and ditches – order any necessary work. - Any immediate issues found that are likely to exacerbate risk of flooding should be made known to Tactical officers Page 90 Page

Out of hours: Except in exceptional circumstances, Stage 1 actions should be carried out only during working hours. Outside of working hours, the situation should be monitored by a Tactical level officer, which includes attendance on SLRF teleconferences.

SBC Adverse Weather Plan- V1 36

Stage 2: Response Operational Actions Tactical Actions Strategic Actions

- In addition to all Stage 1 functions; - In addition to all Stage 1 functions; -Consider meeting as an - Information should be regularly relayed and - Activate all relevant SBC emergency plans and Incident Management sought to/from Tactical level SBC staff to sandbag policy. Team maintain shared situational awareness. - Inform Surrey CC Duty Officer of any and all SBC plan activation. -Ensure Elected Members Page 91 Page - If required, place on standby and deploy are kept up to date incident liaison officers to attend Tactical Coordination Group meetings. -Ensure resources are - Consider the activation of the SBC Borough made available to Emergency Coordination Centre – this will be a resource the response as tactical decision based on the anticipated scale necessary of the incident. - Ensure appropriate link with the Tactical -Develop/authorise Coordination Group (TCG), if established, either messages to staff and through Applied Resilience or Incident Liaison externally Officers (ILOs). - Place on standby emergency assistance centre provision and activate if necessary. - Notify communications officers and liaise on appropriate messages. Coordinate attendance at a Multi-Agency Information Group (MIG) if

SBC Adverse Weather Plan- V1 37 established.

Stage 3: In Extremis: Severe Flooding And/Or Major Incident Declared Operational Actions Tactical Actions Strategic Actions

- In addition to all Stage 1 & 2 Actions; - See Stage 1 and 2 actions and review -Meet as Incident - A staffing rota should be established to - Ensure spending is appropriately recorded Management Team (IMT) ensure that staff are not working excessive hours – tiredness causes accidents. -Represent the council on - Ensure that clear liaison is in place between the Strategic Coordination Page 92 Page Operational Services and the Operations Cell Group (SCG) of the Borough Emergency Coordination Centre (BECC). -Ensure Elected Members - Ensure that regular updates are provided to are kept up to date the Operations Cell of the BECC. -Ensure resources are made available to resource the response as necessary

-Develop/authorise messages to staff and residents

-Consider recovery issues,

SBC Adverse Weather Plan- V1 38 including programme management

Page 93 Page

SBC Adverse Weather Plan- V1 39 Appendix A: Vulnerable people process

AR Notification of Search (Full procedures in Vulnerable People Part 2 Plan)

If informed of an incident by alternative means call SCC EMRT and ask to activate VPRS. If they do not wish to run a search or the system is down the Community Wellbeing Team can run their own independent search. Notification of a vulnerable people search by SCC EMRT determine.

Supporting Vulnerable people in Evacuation Situ. Go to Next Page

Vulnerable people reporting If there is a failure in the VPRS Vulnerable people reporting system working. system working. Go to Next page

Obtain the extent of the VP search completed by SCC EMRT geographic area affected by the and output sent to emergency incident. services partners and possible multi agency teleconfernce

Request for further SBC support Community Team run a serach maybe received. Community independently. Wellbeing to consider with, AR, SCC EMRT how data used i.e in rest centre etc.

Email this exported data securely via Egress to the Emergency Management Team at Surrey County Council. The email address to send this to is:[email protected]

SBC Adverse Weather Plan- V1 40 Page 94

Supporting Vulnerable People in Situ. Vulnerable People Reporting System VPRS.

PRE – INCIDENT PHASE Proactive dataset upload to (PRO-ACTIVE ACTIONS) VPRS

INCIDENT

AR notified of

emergency

Multi-Agency welfare teleconference held to determine if a Vulnerable People search is

required. Timeframe for upload agreed Out of hours

If in hours contact the Community Team and ask if they would like to do DMa new & upload user with in the VPRS required timeframe.access assess If not need use datafor new already onupload system.

Data from all providers matched by VPRS

VP Search output sent to Local Welfare Group

SBC will receive direction from the Local Welfare Group as to supporting any VP within the Borough. In conjunction the community team may SBC action want to do their own search. VP – Vulnerable People AR- Applied Resilience VPRS/SCC action SCC – Surrey County Council

SBC Adverse Weather Plan- V1 41 Page 95

Appendix B: Version Control

Version Number Date Created Amendments Made by V1.0D March 2019 Plan introduced AR V1.1D Jan 2020 Flooding section AR added; changes to business continuity sections; plan reformatted; comms template added; further considerations around vulnerable officers and working in/ accessing normal place of work added V1.2D Feb 2020 Sweeps Ditch AR information added V1 Sept 2020 Updated for MAT AR

SBC Adverse Weather Plan- V1 42 Page 96 Appendix C: Possible wording for staff communications

Communications statements should include as a minimum:  Adverse weather forecast and its expected impact  Considerations for staff accessing their normal workplace  Considerations for staff with dependents  Provisions for maintaining key services

To all staff:

The Incident Management Team met at [00:00] today to discuss the snow situation and I have been asked to update you.

We have received the following information this morning from our Met Office advisor:

As expected locally heavy snow is now falling across many western parts of our area with 3- 6 cm currently in parts of Hampshire. Snow will continue to move northeast during the day although will gradually weaken as it does. 5-10 cm can be expected across many southern counties (more especially Hampshire and West Sussex) with 2-5 isolated 10 cm elsewhere. The snow will gradually become lighter and more patchy during the afternoon with the main risk of snow by the evening transferring to eastern areas. However, light snow could occur almost anywhere during the evening and night. Many places becoming dry tomorrow but light snow is likely more especially in the north and east.

A new feature from yesterday’s outlook is another system which looks like it may spread another area of snow across London and SE England during Sunday. Currently the highest risk of this snow is across eastern areas (i.e. Kent, London, Surrey and East Sussex) but there are still uncertainties around this system and it will need watching. This has the potential to give fresh accumulations of 2-5 locally 10 cm in the higher risk areas.

Another front is due to move north during Monday which looks like giving some further snow, especially inland, but there is low confidence around timings and precipitation type as yet.

We know from colleagues west of the County that conditions are slightly worse than they are here and the front is moving this way.

Staff are expected to ensure there is continuity of service and should take the following steps:

- Working from home should be approved by managers where that is possible and appropriate. Managers should ensure there is service provision such as staggering departures and diverting phones to mobile phones. - Managers should be mindful of people with dependents or any other issues such as long journeys home and any other appropriate considerations such as poor mobility. - Staff should ensure they take with them key contact information, laptops, dual factor authentication dongles and are in a position to effectively work from home, possibly including Monday as well depending on weather conditions. - Where this is not possible staff should discuss alternatives with their managers, such as taking flexi leave or special arrangements for their service area. - Critical services that cannot stop or be managed by home working will be managed closely with the Incident Management Team and the relevant heads of service/manager should liaise with MAT on provision.

SBC Adverse Weather Plan- V1 43 Page 97

MAT have made the decision that the building will be closing early and staff who are staying must make sure they have vacated by [00:00]. Customer Services will be closing at [00:00] therefore calls to the main number will not be transferred. Front facing departments must send a contact number to Communications as a contact point for the department (for example, the number that will be diverted to a mobile) to put on the website, as Customer Services will not be able to divert the calls from the main number.

When travelling staff are advised to check traffic conditionshttp://www.bbc.co.uk/travelnews/surrey

Staff should keep an eye on spelnet, email or through their managers on developments for [the next working day].

Thank you for your co-operation and wishing you safe journeys home.

SBC Adverse Weather Plan- V1 44 Page 98 Appendix D: Frequently asked questions

FAQ Response

The office is too hot/ too cold, can I work remotely?

Do I have to come in if it snows/ there is flooding or can I work remotely?

My children’s school is closed due to the weather conditions, can I work remotely or do I need to take annual leave?

I am not set up to work remotely but I cannot get into the office, do I need to take leave?

My property has been flooded, I don’t think I will be able to come in for a few days, is there any support available to me? …

SBC Adverse Weather Plan- V1 45 Page 99 This page is intentionally left blank Agenda Item 9

Cabinet

3 December 2020

Title Sandbag Distribution Policy Purpose of the report To make a decision

Report Author Sandy Muirhead and Applied Resilience Cabinet Member Councillor Robert Noble Confidential No Corporate Priority This item is not in the current list of Corporate Priorities but still requires a Cabinet decision Recommendations Cabinet/Committee is asked to: To adopt the Sandbag Distribution Policy as detailed in Appendix 1 and Appendix 2 Sandbag distribution Plan

Reason for To provide a clear and achievable strategy for supporting the Recommendation local community in relation to sandbags in a flood event. .

1. Key issues 1.1 This explains the main criteria upon which the decision is to be based. Spelthorne Borough Council (SBC) maintains a stock of filled sandbags as well as sand and unfilled bags and has during previous flooding events distributed these based on operational judgment. During a serious flood event further sand and empty bags are ordered and filled by the depot crew at best possible speed, with staff being diverted from other front-line services to do so. SBC has attempted to deliver sandbags to properties thought to be at risk of flooding or where requests have been received by residents identifying themselves to be vulnerable, or in some cases where they are known to be vulnerable (or both). Due to the numbers of properties within the Borough at flood risk (20,086 within the 1 in 1000 year outline), along with the number of requests received (including by residents not at risk of flooding) it is not possible to provide enough sandbags or assist in a uniform way in in their deployment. There is no current clear strategic objective behind this strategy and there is no evidence of direct benefits in terms of protecting properties from flooding, mitigating the impact of flood water (for example by filtering flood water of pollution) or of good will generated.

Version: 3, Last saved: 19/11/20 15:0414.34 Page 101

During the flooding of 2014, the military assisted with the deployment of sandbags, focusing on those who were vulnerable. Intelligence on this was obtained via the SLRF vulnerable people data however multi-agency coordination issues during the response meant that liaison between the borough and military was not effective. Multi agency co-ordination has since greatly improved taking on board the lessons learnt.

1.2 There are several concerns identified with the current approach taken by SBC: (a) Distribution diverts significant resource away from front line services, services that could otherwise be diverted to another useful emergency response related tasks. (b) Distribution presents significant risks to SBC staff in terms of operating within a flood zone, manual handling, and potential violence towards staff. (c) The scale of properties either at risk or requesting sandbags means that not enough sandbags can be delivered to meet resident expectations though sandbags have limited use in protecting properties.. (d) Sandbags cannot be placed easily for the resident though previously have been placed at residents’ direction. (e) Properties at risk of flooding and requesting sandbags have received them but had led to staff being in flooded areas with possible risks to them. (f) There are costs associated with purchasing sand and bags and their distribution (although these costs are often claimed back through the Government’s Bellwin scheme). 1.3 As part of the learning from the 2013/ 14 flooding, SBC’s emergency planning function reconsidered the options available to support flood response and the provision of sandbags effectively and efficiently. This was completed in consultation with community groups in Surrey. The possible solutions proposed are detailed in Section 2 below.

2. Options analysis and proposal 2.1 Detail the pros and cons of the options available and which one is being proposed. Include the risk assessment. The options available to support the community with the provision of sandbags are limited. SBC could: (a) Continue to distribute under the current reactive arrangements without a clear strategic objective. i) Pros: This would allow the council to fulfil the needs identified by residents. ii) Cons: Demand will inevitably exceed the available supply and staff required to distribute as detailed in 1.2 above. (b) Distribute to areas considered to be the most at risk of flooding where it is viable and safe to do so.

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i) Pros: This will provide support to the most exposed residents. ii) Cons: Compared to the community demand for sandbags, this would only cover a small number of properties. (c) In addition to option b, support the distribution of sandbags by community-based groups. SBC would provide locations, sandbags and the required equipment, logistics and health and safety guidance for the community groups or volunteers to fill and distribute sandbags for residents requiring them. i) Pros: This approach frees up SBC staff to ensure that critical services are maintained and the emergency response is sustained internally. This promotes community empowerment, collective responsibility, and wider engagement in local community resilience. Larger numbers of residents will have access to sandbags. Community groups in Surrey have expressed interest in this idea during consultations. ii) Cons: This approach is dependent on the local community providing support for running the centres. Volunteers may have concerns that they are not fully covered under the Council’s insurance policy iii) Cons: The Council will come under criticism for not doing enough for residents. (d) Not provide sandbags as there is no statutory duty on the Council to do so. i) Pros: This will provide clarity on the Council’s position and allow SBC resources to be entirely dedicated to other areas of the flood response. ii) Cons: The Council will come under criticism for not doing enough for residents, particularly given the local flood risk and other authorities in Surrey providing their residents with sandbags. Proposal: Option C is considered to be the most viable option and SBC have developed a Community Sandbag Distribution Centre Plan which is currently in draft form but will be finalised once agreed.

3. Financial implications 3.1 To set up the distribution centres, a number of resources would need to be purchased including sand tippers, sandbags, and hoppers. Assessment in detail is required of costs but a proportion of costs in the event of a flood could be claimed back via the Bellwin scheme. 4. Other considerations 4.1 The policy may result in a change to the way in which vulnerable people in the borough are supported as the onus is on residents to access their own sandbags. This risk is mitigated by promoting community members to support each other and collect sandbags for vulnerable members in their community. Where vulnerable people do not have networks in place to rely on support in this way, the Community Sandbag Distribution Centre Plan details the

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process for customer services to manage requests and if viable, consider requesting an evacuation for the resident.

5. Sustainability/Climate Change Implications 5.1 Sandbags in themselves will not mitigate climate change but we have to recognise that with climate change we may see more extreme weather events including flooding. If the River Thames scheme, as proposed, goes ahead that will help mitigate flooding and provide opportunities for improving biodiversity and leisure activities when built in 24/25 6. Timetable for implementation 6.1 Provided the policy is approved, resourcing the centres can begin immediately with a view to centres being activated in flood events. In the event of a flood this will require resource from the Depot to set them up and ongoing support to ensure sand and bag supplies etc are maintained. .

Background papers:

Appendices: Appendix 1 Spelthorne Borough Council’s Sandbag Policy Appendix 2 Spelthorne Borough Council Community Sandbag Distribution Centre (CSDC) Operation Plan

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Appendix 1 Spelthorne Borough Council’s Sandbag Policy

1.0 Purpose

1.1 The purpose of this policy is to inform staff, members, residents, businesses, partners and other stakeholders as to how Spelthorne Borough Council (SBC) plans to assist the community during a flooding incident, focusing on the supply of sandbags within the Borough.

2.0 Scope

2.1 This policy will cover SBC’s supply of sandbags in the borough of Spelthorne during a flooding incident.

3.0 Definitions

3.1 Key terms are defined below:

Sandbag: This can either be a bag filled with sand, a bag and sand provided separately, or an alternative product e.g. the Hydrosnake product (which inflates following its submersion in water).

Community Sandbag Distribution Centres (CSDCs): A location where sandbags can be collected by local residents to assist them in the protection of their residential property. These centres will be supported by SBC but will be primarily managed by community volunteers.

Vulnerable People: People who are unable to manage their welfare during a flood event. Many vulnerable people will be known to SBC and other partners such as Adult Social Care or the NHS as current service users. However, some people will become vulnerable as a result of flooding, for example by becoming housebound and having no support network or because of a loss of utilities.

Community Resilience Group: A collection of individuals who voluntarily come together to assist in supporting others during an emergency.

Borough Emergency Control Centre (BECC): The command and coordination centre for SBC, opened in response to a major emergency. It is managed by SBC Officers.

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4.0 Introduction

4.1 The Borough of Spelthorne has one of the highest risks of river (fluvial) flooding in England, owing to the River Thames and its tributaries. A large number of properties are at risk of ground water flooding. Widespread flooding occurred in Spelthorne in 2014.

4.2 There are no duties on SBC to provide sandbags to the community. The decision as to whether an attempt is made to protect dwellings rests with the property owner.

4.3 In many cases, sandbags provide little protection from internal property flooding relating to rivers, and none from ground water flooding. However, if sufficient numbers of sandbags are placed, together with waterproof plastic sheeting to all areas of potential water ingress (including air vents), in some cases they can be effective in protecting a property.

4.4 Aside from the limited effectiveness of sandbags, there are also very real risks to SBC staff around driving and walking through flood water to deliver sandbags.

4.5 This policy is based on the following assertions:

 It is not possible to deliver sandbags to all that request them.  It is not possible to assist in the placing of sandbags at properties.  Sandbags have no role in helping to protect properties from internal flooding in the case of groundwater flooding.  The previous distribution method of sandbags can utilise significant resources when demand from residnets is high.  As a Council, we want to be innovative and cost-effective in finding solutions.

5.0 Policy

5.1 Major Incidents

5.1.1 When a major flooding incident is anticipated, SBC’s strategic objectives are to focus its resource on preserving life. Delivering sandbags to specific locations could divert resources away from possibly more important tasks depending on the scale of the flood. Therefore, we need to seek effective supply methods when demand for sandbags is high. Potential options are as follows:-

1. Pallet dropping (or something similar) sandbags to specific areas/locations considered key strategic points which either have a positive net effect on reducing flood risk to multiple properties or protecting key infrastructure.

Page 106 2. Supporting the provision of sandbags to residential properties via Community Resilience Groups at Community Sandbag Distribution Centres (CSDCs) by: a. supplying sand and empty bags/ and equipment; b. assisting in communications; and c. assisting with other logistics and intelligence. 3. Where no Community Resilience Group exists, SBC operational staff will endeavour to provide sand and empty bags/ at specific locations initially managed by operational SBC staff, but with a view to finding volunteers to assume management. 4. Ensuring there is promotion of contact numbers via the Borough’s Emergency Co-ordinating centre (BECC) for Vulnerable People without a support network to be able to contact a Community Resilience Group representative for assistance. 5. Providing guidance and assistance when vulnerable people wish to consider evacuating their properties. 6. Supporting the community through providing timely communications via social media. 7. Maximising goodwill and collective responsibility.

5.1.2 Community Sandbag Distribution Centres (CSDCs)

5.1.2.1 SBC, in consultation with community groups where possible, will make a decision as to whether activation of one or more Community Sandbag Distribution Centres (CSDCs) is/are necessary. This will be based on information provided by the Environment Agency, the Met Office and from observations on the ground locally by SBC staff and Community Resilience Group representatives.

5.1.2.2 Should it be determined that one or more CSDCs is/are required, SBC ‘s BECC will make contact with relevant Community Resilience Group contacts and deploy staff and equipment as per the operational plans. The operational plans are appended to this policy

5.1.2.3 The aim of a CSDC will be to provide a location where residents can collect a provision of sandbags to help protect their residential properties. SBC will endeavor to provide continued support to the CSDCs through providing equipment, supplies of sand and empty bags, and advice.

5.1.2.2 The final location(s) of the CSDC(s) will be determined by SBC, in consultation with relevant community based groups, at the time of a potential flooding event. To assist with this process, a number of the most suitable locations have been pre-identified, each with a corresponding operational plan should it be required. Where possible, these operational plans have been developed in conjunction with specific community resilience groups.

5.1.2.3 SBC will ensure that there is regular communication between the CSDCs and the Borough Emergency Control Centre (BECC) in order to ensure

Page 107 activities are closely monitored and coordinated with the multi-agency response. Where possible, this link will be via a Community Resilience Group lead provided with a SBC mobile. Where none is identified it will be through an identified SBC Officer.

5.1.3 Provision and distribution of sandbags at CSDCs

5.1.3.1 Responsibility for obtaining sandbags will always remain with the property owner and there is no automatic right to sandbags. Many products are available from the market to assist in the protection from flooding and where householders are at risk they are strongly advised to make their own arrangements to deal with a potential or ongoing flood. However, SBC will endeavor to assist residents who are at risk of flooding by providing sandbags at Community Sandbag Distribution Centres (CSDCs) for residents to collect (subject to supplies).

5.1.3.2 As a guide, SBC believes no more than 10 sandbags should be offered per vehicle. However, the lead representative of each CSDC reserves the right to limit the quantity of sandbags which can be taken at any given time in order to help manage demand and supply.

5.1.3.3 A CSDC may also co-ordinate with local Community Resilience Group representatives to assist with the distribution of sandbags to the local community directly.

5.1.3.4 The localised logistics will be for the CSDC and Community Resilience Group representatives to determine, however close co-ordination with the BECC will be necessary to ensure clear communication to the public is provided, as well as relevant logistical support.

5.1.4 Vulnerable People

5.1.4.1 All responding agencies should prioritise their resources on protecting those most vulnerable. The preference is for vulnerable people to evacuate from at risk areas prior to a flood event. SBC will be working closely with multi-agency partners to ensure that Vulnerable People are contacted and provided with the support required during and after a flood event. This may include the provision of medication, services such as meals on wheels, support where there is a loss of utilities such as running water, or in some cases evacuation and shelter in suitable, supported accommodation.

5.1.4.2 It is accepted that many vulnerable people will find it difficult to access sandbags through visiting the CSDCs. Where this is the case, Vulnerable People are strongly encouraged to reach out to an available support network, such as family, friends or neighbours should they require assistance with sandbags. If no support network is available to an individual, the welfare cell in the BECC will ensure contact is made between vulnerable people without a support network and a Community Resilience Group representative.

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5.2 Minor Incidents

5.2.1 When a minor flooding incident is anticipated, SBC’s strategic objectives are to focus resource on preserving life by:

1. Distributing sandbags to areas/locations considered key strategic points which either have a positive net effect on reducing flood risk to multiple properties or protecting key infrastructure. 2. Supporting the distribution of sandbags in the area at risk, possibly with the support of Community Resilience Groups by: a. supplying sandbags in the nearby vicinity; b. assisting in communications; and c. assisting with other logistics and intelligence. 3. Providing guidance regarding when vulnerable people may wish to consider evacuating their properties. 4. Ensuring there are links between the BECC welfare cell and vulnerable people without a support network for assistance. 5. Support the community through providing timely communications. 6. To maximise goodwill and collective responsibility.

5.3 Health and Safety

5.3.1 The health and safety of Spelthorne’s staff, community volunteers, partners and the general public is a key priority.

5.3.2 Guidelines for general public:

 Sandbags are limited to ten per vehicle.  Children under the age of 16 who present at the CSDCs are required to stay in the vehicle at all times, and under no circumstances will they be permitted to assist in any activity relating to filling or moving sandbags.

5.3.3 Guidelines for volunteers:

 Each volunteer will be given a health and safety briefing by the lead volunteer upon presenting at the CSDC and prior to engaging in any work. Formal training prior to an event is not necessary.  Volunteers are to be rotated among different tasks throughout their shift, in order to avoid fatigue and/or injury.  Adequate break-times and refreshments must be provided for, managed and provided by the lead volunteer and SBC respectively.

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5.3.4 First Aid

5.3.4.1 It is crucial that there is one person who is trained in First Aid on site at each CSDC at all times, and that a first aid kit is provided by SBC.

5.4 Insurance

5.4.1 Volunteers are covered under SBC’s Public Liability Policy and therefore if they are responsible for causing damage or injury in the activity of making up sandbags, any claim that arises will be dealt with under SBC’s Public Liability Policy. Personal injury is not covered under the policy.

5.5 Communications

5.5.1 Public awareness prior to a flooding event

5.5.1.1 The public will be made aware of the new Sandbag Policy through:

i) press releases; ii) the Council’s website; iii) social media; iv) through our regular engagement with the Community Resilience Group members; v) through engagement with elected members; vi) producing a hard copy leaflet to deliver to our vulnerable clients who may not have access to the above digital information and delivering it through our Independent Living services (subject to floodwater levels). This leaflet would also include more general advice for vulnerable people during an incident.

5.5.2 Public awareness during a flooding event

5.5.2.1 SBC will provide information regarding any CSDCs established during a flooding event, particularly regarding their location and to encourage volunteer support. The most suitable method of information dissemination will be determined at the time, following a consideration of the nature and scale of the particular event, and of any arrangements being put in place, with consideration of all the communication channels listed in 5.5.1. The contact details of willing Community Resilience Group representatives will be promoted, to enable residents without their own support network to establish contact with volunteer groups and organise potential access to sandbags. There will also be the usual check-ups about general welfare

Page 110 with anybody on the Vulnerable People list performed in partnership with other organisations including Surrey County Council.

5.5.3 Public awareness after a flooding event

5.5.3.1 As with information prior to and during a flooding event, SBC will disseminate information regarding the disposal of used sandbags. The most suitable method of communication for this will be identified at the time, based on consideration of the nature and scale of the flood response activities.

5.5.4 Communication between CSDCs and SBC

5.5.4.1 To coordinate the provision of resources during a major incident, a nominated volunteer at each CSDC will be provided with a contact for the BECC. The localised logistics will be for the lead Community Resilience Group representatives to determine, however close co-ordination with the BECC will be necessary to ensure clear communication to the public is provided, as well as relevant logistical support.

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Appendix 2

Spelthorne Borough Council Community Sandbag Distribution Centre (CSDC) Operational Plan

1 Page 113

Version V3

Date November 2020

Owner Spelthorne Borough Council

Sandy Muirhead Group Head Commissioning and Authors Transformation Jackie Taylor, Group Head of Neighbourhood Services Mark Rachwal, Sustainability Officer

Authorised by Management Team (MAT)

Version Control Amendments Date Changes by V1 Plan initiated 2017 AB, JT, MW V2 Plan reviewed 2019 CY (AR) V3 Plan reviewed 2020 SM

2 Page 114

Table of Contents

1...... INTRODUCTION AND AIMS ...... 5

2...... COMMUNITY SANDBAG CENTRES (CSCS) ...... 6

2.1 RELATIONSHIP TO SPELTHORNE BOROUGH COUNCIL ...... 6 2.2 LOCATIONS ...... 6 2.3 STAFFING/ VOLUNTEERS ...... 8 2.4 INITIATION AND SETTING UP ...... 8 2.5 HEALTH, SAFETY AND INSURANCE ...... 8 2.6 OPERATIONAL COMMUNICATIONS ...... 10 2.7 PUBLIC COMMUNICATIONS ...... 10 2.8 OPENING HOURS ...... 11 2.9 CLOSING DOWN ...... 11 3. EQUIPMENT ...... 11

4...... COUNCIL DEPOT ...... 13

5. SUNBURY ON THAMES ...... 14

5.1 LOCATION...... 14 5.2 CONSIDERATIONS ...... 14 5.3 SITE LAYOUT ...... 14

6. LALEHAM ...... 16

6.1 LOCATION...... 16 6.2 CONSIDERATIONS ...... 16 6.3 SITE LAYOUT ...... 16

7. SHEPPERTON ...... 18

7.1 LOCATION ...... 18 7.2 CONSIDERATIONS ...... 18 7.3 SITE LAYOUT ...... 18

8. ASHFORD ...... 20

8.1 LOCATION ...... 20

3 Page 115

8.2 CONSIDERATIONS ...... 20 8.3 SITE LAYOUT ...... 20

9. STANWELL ...... 22

9.1 LOCATION...... 22 9.2 CONSIDERATIONS ...... 22 9.3 SITE LAYOUT ...... 22

APPENDIX A: SUMMARY OF FLOODING LEVELS ...... 24

APPENDIX B: HEALTH AND SAFETY BRIEFING ...... ERROR! BOOKMARK NOT DEFINED.

APPENDIX C: PUBLIC MESSAGING ...... 28

APPENDIX D: DISTRIBUTION LIST ...... 28

APPENDIX E: SBC COVID-19 CONSIDERATIONS FOR A SANDBAG DISTRIBUTION CENTRE ...... 32

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1. Introduction and Aims

This plan has been developed as a result of the ongoing reflection and learning which has taken place in light of the 2013/2014 flooding event throughout the Borough. Spelthorne Borough Council will no longer pallet drop pre-filled sandbags to residential areas during a major flooding event. This mass distribution will be replaced by the following means:

 Community Sandbag Centres will be set up in strategic locations across the Borough, where volunteers will be supplied with equipment and support to fill their own sandbags.

 Spelthorne Borough Council’s Depot will fill sandbags that are deemed to be operationally useful.

The principal aims of this new approach are as follows:

 To enhance the levels of community resilience in Spelthorne, and to empower the local community to take responsibility for their own properties during a major flooding event.

 To allow Borough staff to engage in activities that are more operationally beneficial to the overall response to a major emergency.

 To minimise the number of members of the public presenting at the Council Depot, thereby increasing health and safety, as well as efficiency.

 To increase the cost effectiveness associated with sandbags, through minimising waste by avoiding unnecessary distribution and, to a reasonable extent, sandbag theft.

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2. Community Sandbag Centres (CSCs)

Community Sandbag Centres (CSCs) are locations throughout the Borough that are used to produce and distribute sandbags. Spelthorne Borough Council and volunteers from the community work collaboratively, with the Council providing the location, necessary equipment and support for the volunteers, who will assist the public in filling sandbags on site. A number of sites have been pre-defined (see section 2.2), but the decision on where to locate a CSDC will ultimately depend on the flooding context.

2.1 Relationship to Spelthorne Borough Council

Spelthorne Borough Council will facilitate access to sand and sandbags for distribution to the general public, however the CSDCs will be manned and run by volunteering members of the public. Support from the Council for the volunteers will include equipment, communications, refreshments and overnight storage facilities, depending on scale of flood.

2.2 Locations

Five sites have been pre-identified for use as CSDCs in Spelthorne.

Sunbury on Thames Sunbury Park Carpark, Green Street (TW16 6RA) Laleham Abbey Drive Carpark (TW181SR) Shepperton Littleton Lane Recreation Ground (TW17 0JS) Ashford Fordbridge Park Carpark (TW15 3SJ) Stanwell Long Lane Recreation Ground (TW19 7ER)

Table 1: Locations of CSDCs

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Figure 1: Map of potential CSDCs

These sites have been selected over others based on a number of factors, including (but not limited to);

 Flood Zone and Risk  Proximity to potential affected communities  Relative level of disruption to the public  Facilities

Specifications will be provided for each CSDC in the coming sections (sections 3, 4 and 5). The number of CSDCs open at any one time will depend on the nature and severity of a major flooding event, and its associated effects. This decision will be made by the Incident Management Team in consultation with SBC Neighbourhood Services.

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2.3 Staffing/ Volunteers

The CSDCs will be community managed and led, with support from the Council. SBC will provide a limited number of staff who will assist in opening and setting up the CSDCs. Once a CSDC becomes fully operational, responsibility will be handed over to a nominated public volunteer.

During a major incident, ‘Spontaneous Volunteers’ (members of the public who come forward to support the response but are not affiliated with any specific community resilience group or voluntary sector organisation) may be coordinated by Team Rubicon (voluntary assistance), if the existing memorandum of understanding has been activated by Surrey County Council. This depends on Team Rubicon’s availability. The local CVS, Voluntary Support North Surrey can also support in signposting volunteers to the CSDCs.

The network of community resilience groups which has been put in place will also be utilised to assist with staffing (be it directly or by referring people to the CSDCs) and local knowledge.

2.4 Initiation and Setting Up

A decision to set up a CSDC will be made by the IMT in consultation with Neighbourhood Services. Identifying an exact trigger point is difficult, as this would not take into account all the variables that may occur which in turn could lead to a lack of resources.

Information will be gathered via logging sandbag requests from the public, by Customer Services (in hours) and Safer Runnymede (out of hours) to determine when demand outgrows the requests available (see section 1.1 and Appendices A and B). Information will also be gathered from community resilience group leads and partner agencies.

SBC operational staff will initiate the set-up of a CSDC, before handing over to volunteers, with sufficient staff to fulfill the following actions:

 Deliver and place filling equipment (as detailed in sections 3, 4 and 5)  Deliver and put up signage  Ensure provisions for locking away the equipment at night are in place  Deliver high visibility vests for volunteers  Deliver sand and make an assessment of predicted levels of requirement  Order more sand if necessary

2.5 Health, Safety and Insurance

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The health and safety of Spelthorne staff, community volunteers and the general public is a key priority.

General Public:

 Children under the age of 16 who present at the CSDCs are required to stay in the vehicle at all times, and under no circumstances will they be permitted to assist in any activity relating to filling or moving sandbags.

SANDBAG DISTRIBUTION CENTRE

10 sandbags per vehicle maximum

Persons and vehicles using this facility do so at their own risk. Verbal or physical aggression towards volunteers, staff or residents will NOT be tolerated.

Image 1: Example Signage provided by SBC

Volunteers:

 Each volunteer will be given a health and safety briefing by the lead volunteer upon presenting at the centre and prior to engaging in any work (See Appendix C). Formal training prior to an event is not necessary.  Volunteers are to be rotated among different tasks throughout their shift, to avoid fatigue and/or injury.  Adequate break-times and refreshments must be provided for. These will be facilitated by the lead volunteer and SBC respectively.

First Aid:

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It is crucial that there is one person who is trained in First Aid at each CDSC at all times, and that a first aid kit is provided. There are several ways in which this can be achieved:

 Voluntary Organisations have many first aid trained volunteers (such as the British Red Cross).  Community Resilience groups can assist in finding local community members with such qualifications.  If deployed during a major incident, Team Rubicon will be able to assist in identifying volunteers with relevant skills.  Voluntary Support North Surrey (VSNS) can be made aware of the requirement for First Aid skills.

Insurance:

 Volunteers are covered under SBC’s Public Liability Policy and therefore if they are responsible for causing damage or injury in the activity of making up sandbags, any claim that arises will be dealt with under SBC’s Public Liability Policy. Personal injury is not covered under the policy.

2.6 Operational Communications

In order to ensure that the CSDCs run efficiently, a nominated volunteer will be in direct contact with Spelthorne Borough Council’s Neighbourhood Services, in order to arrange for the delivery of more sand and equipment, as required. Provided that the communications network has not been compromised, the nominated volunteer on site will use a provided phone to enable them to contact SBC Neighbourhood Services, and will in turn be provided with a contact number for SBC. The Depot will then pass the information that is relevant onto the BECC. It may be the case that the communications network is down. If this is the case, radios can be supplied by the Council and utilised.

2.7 Public communications

Public facing information about the CSDCs will be disseminated primarily through the Council’s website andCustomer Services, who will be provided with a full brief on the nature of the CSDC(s) that are currently active. Community Resilience groups will also be made aware, as well as VSNS. This information will be passed directly on via the Resilience Advisors.

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See appendix D for messaging.

2.8 Opening hours

The exact opening hours of the CSDCs will depend on the time of year an incident occurs at, as well as other factors such as number of volunteers who can safely continue to work under flood lights to be organized by SBC, whilst adhering to health and safety guidance. The guideline for opening times will be 07.00- 19.00. SBC retain the right, however, to open or close the CSDCs at whatever time is deemed appropriate. This decision will be made by the IMT and Neighborhood Services.

2.9 Closing down

A decision to shut down the CSDC(s) will be made by the Incident Management Team (IMT), in direct consultation with Neighbourhood Services based on the contextual factors at the time. Information on forecasts, potential future warnings etc. will be gathered from colleagues in the Environment Agency by the BECC to inform any situation reports. SBC Neighbourhood Services will take full control of shutting down a CSDC in order to ensure that resources are not damaged or stolen, however volunteers may assist under supervision. SBC will be responsible for removing sand and any leftover items or litter.

3. Equipment

The exact quantity of specific equipment will be decided upon by Neighbourhood Services at the outset of an incident, and this information will be communicated to Depot staff and the IMT/ Borough Emergency Coordination Centre (BECC). This information will depend on severalfactors, such as the scale of the area effected by flooding and how many CSDCs are going to be operational. The possibility of additional CSDCs opening later in an incident should be kept in mind when allocating resources.

The planning assumption is that there will be three sandhoppers per CSDC, assuming all are open concurrently, in order to be prepared for the reasonable worst case scenario.

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Spelthorne Borough Council Depot will hold the following equipment to stock the CSDCs: (subject to approval of MAT report)

Equipment Notes Sandhoppers To be collected each night and returned (Fifteen) to the Depot by SBC staff. Fencing & padlocks Remaining sand and equipment to be secued each evening where practical and possible. Zip Ties Easily sourced if required. To be brought (Approx. 10,000) to CSDCs to tie sandbags and place signage. High Visibility Vests 50 specific vests, with ‘volunteer’ written on the back in the Depot will be 50 distributed. It is preferable the distinguishable vests are worn by volunteers, but if needs be they can be generic. First Aid Kits It is critical that there is a first aid kit at (Three per site) each centre, as well as somebody qualified in first aid at all times during opening hours. Shovels Number distributed will depend on number of volunteers that are present. Gloves As required Traffic cones As required

Signage Signs to be places at each CSDC (see image 1). These contain important health and safety information for the public. The remaining signage will be for general instructions, such as driving directions etc. Empty sandbags and sand The community volunteers will remain in

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contact with the allocated SBC contact in order to ensure stocks of sand and bags are replenished when possible.

4. Council Depot

Spelthorne Borough Council Depot will continue to fill sandbags for strategic purposes, primarily for the protection of infrastructure within the Borough. Members of the public will not be permitted to enter the Depot, in the interests of Health and Safety, and will instead be instructed to obtain sandbags from the community distribution centres. This health and safety element is a key reason for the CSDCs, and therefore should be strictly enforced.

5. 2020 COVID 19

All sites will need to be individually risk assessed to ensure COVID secure arrangements can be put in place to allow sites to operate.

All volunteers and SBC will need to:-  Wear face coverings  Have gloves  Be provided with wipes and hand sanitizer  To ensure use same piece of equipment used for their shift and wipe down at beginning and end of shift.  To maintain social distancing

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5. Sunbury on Thames

5.1 Location

Sunbury Park Carpark, Green Street TW16 6RA

5.2 Considerations

 This carpark is owned by Spelthorne Borough Council.

 It is in the centre of Sunbury on Thames, and therefore consideration should be given to efficient traffic management.

5.3 Site layout

Please see the following page for an indicative site layout schematic. It details of a suggested layout, which may need to be altered depending on the circumstances of an event. This decision will be made by Neighbourhood Services. Please remember to display the relevant health and safety and traffic signage in prominent location.

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Indicative layout of Sunbury Park CSDC

6. Laleham

6.1 Location

Abbey Drive Parking Areas TW18 1SR

6.2 Considerations

 This carpark is owned by Spelthorne Borough Council.

6.3 Site layout

Please see the following page for an indicative site layout schematic. It details of a suggested layout, which may need to be altered depending on the circumstances of an event. This decision will be made by Neighbourhood Services. Please remember to hang the relevant health and safety and traffic signage in prominent location.

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7. Shepperton

7.1 Location

Littleton Lane Recreation Ground (TW17 0JS)

7.2 Considerations

 This carpark is owned by Spelthorne Borough Council but in an emergency will need to ensure have access as the pavilion is leased out. .

7.3 Site layout

Please see the following page for an indicative site layout schematic. It details of a suggested layout, which may need to be altered depending on the circumstances of an event. This decision will be made by Neighbourhood Services. Please remember to hang the relevant health and safety and traffic signage in prominent location.

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8. Ashford

8.1 Location

Fordbridge Park Carpark (TW15 3SJ)

8.2 Considerations

 This carpark is owned by Spelthorne Borough Council.

8.3 Site layout

Please see the following page for an indicative site layout schematic. It details of a suggested layout, which may need to be altered depending on the circumstances of an event. This decision will be made by Neighbourhood Services. Please remember to hang the relevant health and safety and traffic signage in prominent location

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9. Stanwell

9.1 Location

Long Lane Recreation Ground (TW19 7ER)

9.2 Considerations

Page 134 Page  This carpark is owned by Spelthorne Borough Council.

9.3 Site layout

Please see the following page for an indicative site layout schematic. It details of a suggested layout, which may need to be altered depending on the circumstances of an event. This decision will be made by Neighbourhood Services. Please remember to hang the relevant health and safety and traffic signage in prominent location

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APPENDIX A: Summary of Flooding Levels

For the purpose of this plan, the levels of flooding are as follows:

LEVEL 1:

Initial calls, flooding is very localised (1-3 roads close to rivers or affected by

Page 136 Page groundwater), not sufficient to open a Community Sandbag Distribution Centre.

LEVEL 2:

Flood warning(s) issued, incident has escalated to the stage of requiring the setting up of a Community Sandbag Distribution Centre.

LEVEL 3:

Multiple flood warnings issued, and possibly multiple Community Sandbag Distribution Centres opened.

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Appendix B: Health and Safety Briefing

Filling, Moving and Placing Sandbags

During Flooding

Manually filling, moving and placing sandbags is physically demanding work. It involves repeatedly lifting and carrying heavy loads, and may involve working in awkward positions. This work may lead to back and other injuries.

General Safety and Health Advice

. Use gloves to protect hands from sandbags and contaminants in sand and floodwater. Avoid touching your eyes and mouth. Wash your hands and face before eating or drinking. . Wear work boots . Use waterproof clothing and footwear if working in rain. . Use protective clothing if exposed to floodwater. . Do not enter floodwater.

General Lifting Advice . Do not overfill sandbags - fill bag to 2/3 full. . Keep load in front of and close to your body. . Keep the lift between knee and waist height. . Do not reach out, bend over, or twist when lifting. . Lift with your legs muscles, not your back. . Ensure hands are firmly gripping the bags

Filling Sandbags Safely

Manual Filling . Using three-person crews works best: -Bagger - holds open and closes bags. -Shoveler - shovels sand into sandbags. - Mover - carries and places sandbags. . Alternate positions every 20 to 30 minutes. . Take frequent short rest breaks.

Bagging Safety . Fold the bag opening outward and form collar to grip and keep the bag open more easily. . Use a bag holder or rest the bag on the ground so that the opening is between knee and knuckle height. . Fold neck and tie the bag opening closed.

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Shoveling Safety . Bend the knees, not the back, to scoop sand.

Moving and Placing Sandbags Safely

Safety Advice for Transporters (Movers) . Use General Lifting Advice to move and place bags. . Carry bag in front of and close to your body. . Carry bag at waist height using a cradle hold. . Drag the bag vertically, holding the folded/ closed end. . Use a brigade line to pass bags to staging areas that are further away. Stagger the line and face each other to avoid twisting and turning. . Do not throw sandbags - it stresses the back and shoulders. . Straddle drop point with the bag between your ankles as you place it.

2 people with one shovel can only bag c90 bags an hour.

YES

2 people 2 Sandhoppers or similar devices can bag c 480 bags an hour.

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Appendix C: Public Messaging

Base Message for council website and social media Notes

Notice to Residents of (note flooded area): Communications Team to monitor Spelthorne Borough Council have opened a Community public comments Sandbag Distribution Centre (CSDC) at (insert locations). We on social media have provided sand, bags and filling equipment at these and responses locations. If you feel that you require sandbags, please arrange to the council’s to visit these centres to fill and transport your own website. sandbags. Remember to look in on your vulnerable neighbours to see if they require assistance at this time.

Please remember that sandbags are not useful in most situations, especially in the cases of groundwater flooding. We encourage residents to use their time to arrange to evacuate. If you have no support network to call upon to collect sandbags for you (family, friends, community groups), you are classed as highly vulnerable and should not be staying in your home during flooding as it is dangerous. Vulnerable residents are encouraged to make themselves known to authorities so that they can be safely evacuated and receive any welfare support required.

If you still feel that you would like sandbags, please note the following:

- Centres will be open from (times- Neighbourhood Services to advise in situ). After this time, equipment will be securely stored. - There is a strict limit of 10 sandbags per vehicle per visit. - Under 16s must remain in the vehicle at all times, and under no circumstances should be filling or assisting to fill sandbags. - Persons are advised that they are using this facility at their own risk. SBC accept no liability for injury or vehicular damage. - Please allow plenty of time to carry out your journey to the CSDC. Traffic is likely to be heavy in the area. - Verbal or physical abuse towards volunteers, agency staff or other members of the public

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will NOT be tolerated and you will be asked to leave the centre with immediate effect.

Volunteers:

Volunteers are urgently required to assist at the centre(s). In particular, we need people who are in good health and able to carry out physically demanding work.

Volunteers with first aid skills are especially welcome.

Volunteers should report to: (This will depend on the situation; Applied Resilience will advise)

1) Volunteer Support North Surrey – Staines. Staines Library (First Floor), Friends Walk, Staines TW18 4PG Tel: 01784 465536

2) Team Rubicon (location will be decided at the time of an incident).

Please do not go to the CSDCs until you have spoken to our volunteer coordinators, as you will need to be rostered and briefed before you begin.

Images:

1) Use map of relevant location(s) 2) Image below

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SANDBAG DISTRIBUTION CENTRE

10 sandbags per vehicle maximum

Persons and vehicles using this facility do so at their own risk. Verbal or physical aggression towards volunteers, staff or residents will NOT be tolerated.

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Sample map of indicative layout (this is the Hythe Centre in Runnymede)

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Appendix D: Distribution List

Distribution Name Title Copies Sandy Muirhead 1 Jackie Taylor 1 Cathy Munro 1 Mark Rachwal 1 Stuart Mann 1 Tracey Wilmott-French 1 Roy Tilbury 1 Martyn Forward 1 Applied Resilience 1

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Appendix E SBC COVID-19 considerations for a sandbag distribution centre

Social distance . Ensure that the centre is operated as a strict, one-way, drive through system. . Residents must drive to the collection point, have the pre-filled sandbag loaded into their vehicle by the volunteers with minimal contact. . Residents may only leave their vehicles to provide access to a boot/ back seat for loading and must wear a face covering if leaving their vehicle. . Where the site allows, having multiple lanes to multiple collections points will limit the period of time residents spend at the centre. . Volunteers and residents must not congregate in the centre and Council staff should stagger break times as far as possible to limit congregation in the welfare area.

Volunteers/ operatives . Volunteers and staff should work in pairs within strict bubbles. . The centre lead (Council staff) must take a register of volunteers’ names and contact numbers in case details are required for Test and Trace. . Staff overseeing the centre must ensure that no Clinically Extremely Vulnerable, self- isolating or symptomatic volunteers are accepted to support the centre. The same restrictions apply to staff. The centre lead must ask all staff and volunteers to disclose any health concerns falling in the categories above. . If any volunteers or staff develop symptoms, they are required to inform the site supervisor (this may be by telephone if safer and faster) leave the site, self-isolate and get a test.

Equipment/ sanitation . Where possible, do not share shovels and other equipment during shifts. Allocate each volunteer their equipment for the shift and Council staff should ensure that equipment is either cleaned thoroughly at the end of a shift or left in a designated area for cleaning prior to centre closure. . Carry out an enhanced clean at the end of the shift, particularly of the welfare facilities – ensure that an early request is made for enhanced cleaning via the emergency planning lead when a centre is set up.

PPE . Sanitiser, gloves and masks must be made available for all volunteers and staff at the centres. These should be stored in the welfare centre once a centre is activated and will provide sufficient coverage for at least one change of gloves and mask per shift.

Key internal contacts . Operational questions – Jackie Taylor or Cathy Munro . Tactical/ emergency planning – Sandy Muirhead . Health & Safety – Stuart Mann . Communications with community groups – Tracy Reynolds

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Cabinet

3 December 2020

Title: Safeguarding Children and Adults at Risk Policy 2020-2022

Purpose To make a decision Report Author Jayne Brownlow Cabinet Member Councillor Maureen Attewell Confidential No Corporate Priority Clean and Safe Environment Recommendations Cabinet/Council is asked to: 1.Approve the attached policy 2. Delegate authority to the Portfolio Holder to and the Designated Strategic Lead for Safeguarding to approve any minor amendments to the policy such as procedure changes and telephone numbers.

Reason for Cabinet is being asked to take this decision because Recommendation 1. It is statutory requirement for the Council to have a Safeguarding Policy. 2. Minor changes to procedures and personnel will inevitably occur and as such the policy will need updating to reflect this. Delegation of approval to the Portfolio Holder and the Designated Strategic Lead for Safeguarding would expedite this process. 3. Any major changes or updates will seek the appropriate approval.

1. Key issues 1.1 A robust Safeguarding Policy for both adults and children is required to ensure that Spelthorne Borough Council complies with our statutory duty under section 11 of the Children’s Act 2004 and under the Care Act 2014. 1.2 Spelthorne’s Safeguarding Children and Adults at Risk Policy 2020-2022 has been written to update and replace the previous version. It covers all aspects of safeguarding best practice as well as the national and local context upon which the Councils policies are based.

Version: 1, Last saved: 18/11/20 12:11 Page 147 1.3 The safeguarding of children and adults at risk are governed by separate legislation and separate Surrey County Council safeguarding boards. The policy therefore considers the safeguarding of children and adults at risk independently, before addressing where there is overlap between the two safeguarding areas 1.4 In context, the policy complements and supports the agreed multi-agency procedures set down by the Surrey Safeguarding Children Partnership and the Surrey Safeguarding Adults Board and sets out how Spelthorne Borough Council will work independently and alongside other agencies to meet its obligations to safeguard children and adults at risk. 1.5 This policy applies equally to staff, agency workers, volunteers and contractors employed by the Council. It is also applicable to Councillors undertaking official duties on behalf of the Council. 2. Options analysis and proposal 2.1 As a statutory document, Cabinet is asked to approve Spelthorne’s Safeguarding Children and Adults at Risk Policy 2020-2022 (See Appendix 1). 2.2 Additional supplementary information relating to the Council’s context, how we operate within the Surrey Safeguarding structure and information on how to identify forms of and indicators of abuse in adults and children is included in the Spelthorne Safeguarding Handbook (See Appendix 2). 2.3 It is proposed that approval is given to delegate authority to the Portfolio Holder and the Designated Strategic Lead for Safeguarding to approve any minor amendments to the policy, such as contact details and minor procedural changes instigated by Surrey County Council Safeguarding Boards. Failure to do this would require any updates to be approved by Cabinet. 3. Financial implications 3.1 There are currently no known financial implications in relation to the adoption of this strategy. 3.2 Basic safeguarding training for staff continues to be provided by e learning. It is proposed to run a refresher training session for Councillors in the near future based the entry level on line staff training. More advanced training for safeguarding champions is provided through the Surrey Safeguarding Boards for adults and children, to which Spelthorne make a financial contribution. Time out to attend training is an operational cost.

4. Other considerations 4.1 All staff are required to complete the Equality and Diversity e-learning modules to increase awareness and enhance understating in this area. 4.2 An Equality Impact Assessment has been created against this Policy (See Appendix 3)

5. Sustainability/Climate Change Implications

Page 148 5.1 The recommendations detailed are unlikely to impact sustainability and/or climate change issues

6. Timetable for implementation 6.1 The policy will be implemented immediately upon approval and will be communicated to all staff.

Background papers: None

Appendices: List as Appendix A, B etc with a short description of each The name of the document you send to Committees should be identical to how you list it here.

Appendix 1 - Safeguarding Children and Adults at Risk Policy 2020-2022 Appendix 2 – Spelthorne Safeguarding Handbook. Appendix 3 – Spelthorne Safeguarding Equality Impact Assessment

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Safeguarding Policy for Children and Adults at Risk

2020 - 2022

Updated October 2020

Page 151 Contents ______1.0 Foreword 2.0 Policy Overview and Aims 2.1 Overview 2.2 Aims of the Policy

3.0 Referral Process - How to report a safeguarding concern

4.0 Safeguarding Children at Risk

4.1 Introduction 4.2 Key principles 4.2.1 ‘Safeguarding is everyone’s responsibility’ 4.2.2 A child Centred Approach 4.3 Good Practice when working with children 4.4 What to do if a child or third party makes an allegation 4.5 When to raise a concern 4.6 Allegations against staff, councillors and/or volunteers 4.6.1 Staff and volunteers 4.6.2 Councillors

5.0 Safeguarding Adults at Risk

5.1 Introduction 5.2 Who is an adult at risk? 5.3 Key principles 5.3.1 Making Safeguarding Personal 5.3.2 The Wellbeing Principle 5.4 What is abuse? 5.5 Good Practice when working with Adults at Risk 5.6 When to be concerned about possible abuse 5.7 Responding to a person who discloses a concern of abuse 5.8 Action after the concern of abuse has been recognised:

6.0 The Council’s Roles and Responsibilities

6.1 The Council as an Organisation 6.2 The Council as an Employer 6.2.1 Recruitment Procedures 6.2.1 Staff and Councillor Training 6.2.3 The Council as a Licensing Authority 6.2.4 Contracts 6.3 Recording and Monitoring 6.3.1 A guide to making a record 6.4 Information sharing

Page 152 1. Foreword

A life that is free from harm, abuse, and neglect is a basic right of every person. The objective of safeguarding is to prevent and reduce the risk of harm to children and adults from abuse or other types of exploitation and impairment of development, while supporting individuals to maintain control over their lives and enabling them to make informed decisions without coercion.

Although safeguarding is recognised as a key duty of local authorities, safeguarding is everybody’s responsibility, and as neighbours, citizens, and community members we need to be alerted to neglect and abuse and be committed to reporting our concerns.

2. Overview and Aims of the Policy

2.1 Overview Spelthorne Borough Council is committed to practices that protect both adults and children at risk from harm and treat them with dignity and respect. The Council will seek to ensure that any adult or child at risk receiving services from the Council can access Council services in safety without fear of abuse. At the same time the Council will protect its staff and elected members from the risk of unfounded allegations Spelthorne Borough Council will seek to implement its policy on the safeguarding of adults and children at risk by:  Ensuring that all staff that have regular, direct and unsupervised contact with adults or children at risks are carefully selected providing two written references and that, staff complete a Disclosure Barring Service check. All staff and appropriate elected members will receive basic training, accredited where necessary. All Elected members should understand the adult and children’s protection process.

 Ensuring that all our contractors who have regular, direct and unsupervised contact with persons at risk have current and effective policies and procedures in place.

 Ensuring that organisations that apply for grant aid for programmes that include dealing with adults or children at risk have effective policies and procedures in place.

 Giving all the parties involved, and the general public information about what they can expect from the Council in relation to protecting and safeguarding adults and children at risk.

 Ensuring that there is a clear complaint procedure in place that can be used if there are any concerns.

 Sharing information about concerns with appropriate agencies and involving adults and children at risk and their carers as appropriate.

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2.2 Aims of the Policy

This policy sets out how Spelthorne Borough Council will work independently and alongside other agencies to meet its obligations to safeguard children and adults at risk. This applies equally to staff, agency workers, volunteers and contractors employed by the Council. It is also applicable to Councillors undertaking official duties on behalf of the Council.

This policy complements and supports the agreed multi-agency procedures set down by the Surrey Safeguarding Children Partnership and Surrey Safeguarding Adults Board. It is governed by a set of key principles and themes, designed to ensure that people who are at risk experience the process in such a way that it is sensitive to individual circumstances, is person-centred and is outcome focused.

It is vital for successful safeguarding that the procedures in this policy are understood and applied consistently at an individual, managerial, and organisational level.

The aims of safeguarding are to:

 Prevent harm and reduce the risk of abuse or neglect.  Stop abuse or neglect wherever possible.  Prevent impairment of development and enable individuals to have the best outcomes.  Safeguard individuals in such a way that supports them in making choices and having control over how they want to live.  Promote an approach that concentrates on improving life for the individual.  Raising public awareness so that communities, alongside professionals, play their part in preventing, identifying and responding to abuse and neglect.  Provide accessible information and support to help people understand what constitutes abuse and neglect, and how to respond.  Address what has caused the abuse or neglect.

The Safeguarding of children and adults at risk are governed by separate Government legislation and separate Surrey County Council safeguarding boards. The policy will therefore consider the safeguarding of children and adults at risk independently, before addressing where there is overlap between the two safeguarding areas.

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3.0 Referral Process - How to report a safeguarding concern

This could be a suspicion, an allegation, an observation or a disclosure of abuse or risk of abuse - if YES please follow the flow chart below.

* For children’s referrals, please follow up this phone call with a Surrey CC Request for Support Form - Request for Support Form

** For adult referrals, please follow up this phone call with a `Raise a Concern’ Form - Raise a Concern form

Child Sexual Exploitation, Modern Slavery and Prevent referrals should also be referred to Surrey Police on 101 unless it is an emergency in which case call 999.

Page 155 4.0 Safeguarding Children at Risk

4.1 Introduction

Spelthorne Borough Council has a legal duty to work together with other statutory and voluntary agencies to safeguard and promote the welfare of children. For the purposes of this document children are considered as between 0 -18 years of age.

This policy is designed to work in conjunction with the Children’s Act 2004, the government guidance ‘What to do if you are worried a child is being abused (2015) and the Surrey Safeguarding Children’s Partnership Manual.

Links to these documents can be found below: https://www.legislation.gov.uk/ukpga/2014/6/contents/enacted https://www.gov.uk/government/publications/what-to-do-if-youre-worried-a-child-is- being-abused--2 https://surreyscb.procedures.org.uk/

Safeguarding and promoting the welfare of children is defined as:

 protecting children from maltreatment  preventing impairment of children's health or development  ensuring that children grow up in circumstances consistent with the provision of safe and effective care  taking action to enable all children to have the best outcomes

Children need to be loved and valued and be supported by a network of reliable and loving relationships. If children are denied this, they are at an increased risk of an impoverished childhood, and at an increased risk of disadvantage and social exclusion in adulthood. Abuse and neglect lead to particular problems.

When safeguarding children, the Working Together to Safeguard Children guidance requires that the focus should be to promote children’s wellbeing and welfare through supporting families. It recommends that safeguarding must address the needs of a child as much as the risk to a child to ensure that children and families have positive outcomes.

Spelthorne Borough Council’s Safeguarding Policy for Children and Adults at Risk has been developed in accordance with Surrey County Council guidance regarding:

 a clear safeguarding staff structure, roles and responsibilities  the safeguarding induction and training programme  recruitment procedures that will safeguard children and will also promote welfare such as Disclosure and Barring checks for specified employees and thorough selection procedures  the appointment of Designated Safeguarding Champions 6

Page 156  the procedures that staff and Councillors must follow if they believe a child or young person may be at risk  It is a statutory duty under the Children Act 2004 for each local authority to have a Safeguarding Board. Government guidance contained in the Working Together to Safeguard Children advice added further duties. The Surrey Safeguarding Children’s Board is led by Surrey County Council. Spelthorne and other District and Borough Councils are partner agencies of the Board along with other statutory and voluntary agencies.  the ‘Effective Support Windscreen’ and Social Work Practice model are the key component of the Effective Family Resilience Guidance. Effective Family Resilience responds to the requirement of children and families across four levels of need, Universal, Early Help, Targeted Help, Specialist. This provides for a consistent approach across all partners, organisations and services across Surrey https://www.surreyscp.org.uk/wp-content/uploads/2018/12/Effective-family- resilience-SSCB-Final-March-2019-1.pdf

. 4.2 Key principles for safeguarding of children

Effective safeguarding arrangements in every local area must be underpinned by two key principles:

• Safeguarding is everyone’s responsibility: for services to be effective, each professional and organisation must play its full part.

• A child-centred approach: for services to be effective they must be based on a clear understanding of the needs and views of children.

4.2.1 ‘Safeguarding is everyone’s responsibility’

‘Safeguarding is everyone’s responsibility’ is the founding principle of safeguarding children. It asserts that everybody has a role to play in protecting children from harm and keeping them safe. If a person has concerns about a child, they must take action to safeguard the child. It is unlikely that a single individual’s insight into a child’s situation will form a complete picture and by raising concerns, however small, and sharing information, it will allow for more informed decision making and decisive action to be taken.

4.2.2 A Child Centred Approach

Effective safeguarding of children can only be achieved by putting children at the centre of the system, and by every individual and agency playing their full part, working together to meet the needs of vulnerable children. The `Working Together to Safeguard Children’ document (2018) states that children are clear about what they want from an effective safeguarding process, which include:

Page 157 Vigilance: To have adults notice when things are troubling them. Understanding and action: To understand what is happening; to be heard and understood; and to have that understanding acted upon. Stability: To be able to develop an on-going stable relationship of trust with those helping them. Respect: To be treated with the expectation that they are competent rather than not. Information and engagement: To be informed about and involved in procedures, decisions, concerns and plans. Explanation: To be informed of the outcome of assessments and decisions and reasons when their views have not met with a positive response. Support: To be provided with support in their own right as well as a member of their family. Advocacy: To be provided with advocacy to assist them in putting forward their views. Protection: To be protected against all forms of abuse and discrimination and the right to special protection and help if a refugee.

4.3 Good Practice when working with children

When working with children it is important to follow the good practice outlined below:

 Adults should not behave in a manner which would lead any reasonable person to question their suitability to work with children, or act as a role model.  Adults must not work on their own with children. If a situation occurs when this arises, due to sickness or an emergency, always inform colleagues or parents/carers to ensure that someone can be present or nearby.  It is inappropriate to offer lifts to a child or young person. There may be occasions where the child or young person requires transport in an emergency or where not to do so may place a child at risk. If circumstances permit, the parent/carer or line manager should be informed before the lift is provided.  The event must always be recorded and reported to a senior manager and parents/carers.  Physical contact is discouraged and should only take place only when it is absolutely necessary and in a safe and open environment i.e. one easily observed by others.  Always report any accidents/incidents or situations where a child becomes distressed or angry to a senior colleague.

4.4 What to do if a child or third party makes an allegation

If a child or third party makes an allegation or discloses information which raises concern about significant harm, the initial response should be to listen carefully to what the child or third party says to:

 clarify the concerns,  offer reassurance about how the child will be kept safe; and  explain that what they say cannot be kept in confidence and will be discussed with one of the Council’s Safeguarding Leads or Safeguarding Champions to consider how to manage the concern and if appropriate contact Surrey Children’s Single Point of Access for advice and guidance.

Page 158 If the allegation is raised by a child, the child must not be pressed for information, led or cross examined or given false assurances of absolute confidentiality. Such well-intentioned actions could prejudice police investigations, especially in cases of sexual abuse. An interpreter should be used if necessary.

If the child can understand the significance and consequences of making a referral to Surrey Children’s Single Point of Access (C-SPA), the referring professional should inform them about this. Although the child’s view should be considered, it remains the responsibility of the professional to take whatever action is required to ensure the safety of that child and any other children.

Professionals should generally seek to discuss any concerns with the family and where possible, seek their agreement to contact Surrey Children’s Single Point of Access (C-SPA) for advice and guidance, but there will be some circumstances where professionals should not seek consent if it could:

 place a child at increased risk of significant harm  place an adult at risk of serious harm  prejudice the prevention or detection of a serious crime  lead to unjustified delay in making enquiries about allegations of significant harm

Professionals should record in writing, whether they have discussed the concern and/or referral with the family. They should also record the reasons if they decide not to inform the family of these matters.

4.5 When to raise a concern

It is important that employees or Councillors raise their concern with one of the Council’s safeguarding leads or safeguarding champions if it is believed or suspected that:

 A child is suffering or likely to suffer significant harm or  A child’s health or development may be impaired without the provision of services or  With the agreement of the person with parental responsibility, a child would be likely to benefit from family support services

4.6 Allegations against staff, councillors and/or volunteers

An investigation is required if there is an allegation or concern that any person who works with children, in connection with their employment or voluntary activity that they have:

 behaved in a way that has harmed a child, or may have harmed a child  possibly committed a criminal offence against or related to a child

Page 159  behaved towards a child or children in a way that indicates that they are unsuitable to work with children

Although some behaviours may not constitute a criminal offence, consideration will need to be given as to whether they may indicate unsuitability to work with children. These include concerns relating to inappropriate relationships between members of staff and children such as:

 A person in a position of trust having a sexual relationship with a child under 18, even if it is consensual  `grooming’ i.e. meeting a child under 16 with intent to commit a relevant offence  other `grooming’ behaviour giving rise to concerns of a broader child protection nature - for example: inappropriate text/email messages or images, gifts, socialising etc.  possession of indecent photographs/pseudo-photographs of children

4.6.1 Staff and volunteers

Any allegations or concerns about a member of staff or volunteer should be immediately referred to either the Deputy Chief Executive, the HR Manager or the Group Head of Corporate Governance who will act in accordance with the Council’s Safeguarding Policy and any relevant HR policies.

4.6.2 Councillors

Any allegations or concerns about a Councillor, should be immediately referred to either Deputy Chief Executive or the Head of Corporate Governance/Monitoring Officer

It is the responsibility of the individual political groups to have processes and procedures in place to check the suitability of any proposed councillor to carry out their duties.

Note

If the alleged behaviour harmed a child, (either a possible criminal offence, or the behaviour indicates that they are unsuitable to work with children), the Local Authority Designated Officer (LADO) at Surrey County Council must be informed within one working day of the allegation.

The Local Authority Designated Officer is responsible for advising on and monitoring such allegations and can be contacted on 0300 123 1650 (option 3) or [email protected].

If allegations are made directly to the police and if an organisation removes an individual from work such as looking after children (or would have, had the person not left first) because the person poses a risk of harm to children, the organisation must make a referral to the Disclosure and Barring Service. It is an offence to fail to make a referral without good reason. 10

Page 160 The process for raising a concern and/or making a referral relating to children or adults at risk is set out under the Referral Process – How to register a concern

Page 161 5.0 Safeguarding Adults at Risk

5.1 Introduction

Spelthorne Borough Council has a legal duty to work together with other statutory and voluntary agencies to safeguard and promote the welfare of adults at risk and treat them with dignity and respect. We will seek to ensure that any adult at risk receiving services from the Council can access Council services in safety without fear of abuse. At the same time the Council will protect its staff and elected members from the risk of unfounded allegations.

This policy is designed to work in conjunction with Surrey Multi-Agency Adult Protection Procedures. These are available on Surrey County Council’s website:

Surrey Multi-Agency Adult Protection Procedures

The Council will seek to implement its policy on the protection of adults at risk by:

 ensuring that all staff who have regular, direct and unsupervised contact with adults at risk are carefully selected. They must provide two written references. Certain staff will also have to undertake a Disclosure and Barring check prior to employment as per the Disclosure and Barring Service Guidelines. Staff will receive safeguarding training, accredited where necessary.  All elected members must have an understanding of the adult protection process. Awareness sessions will be offered to all members.  ensuring that all Council contractors who have regular, direct and unsupervised contact with adult at risks have effective policies and procedures in place.  ensuring that organisations that apply for grant aid for programmes that include adults at risk have effective policies and procedures in place.  Providing information about what the public/service users can expect from the council in relation to protecting and safeguarding adults at risk.  ensuring that there is a clear complaints procedure in place that can be used if there are any concerns.  sharing information about concerns with appropriate agencies and involving adults at risk and their carers as appropriate.

5.2 Key principles

5.2.1 The Care Act 2014 - Six Principles of Safeguarding

These include

Empowerment: Presumption of person-led decision making and informed consent.

Page 162 Prevention: Take action before harm occurs.

Proportionality: Take the least intrusive response appropriate to the risk presented.

Protection: Provide support and representation for those in the greatest need.

Partnership: Local solutions through services working with their communities.

Accountability: Ensure there is accountability and transparency in safeguarding practices.

In view of the above, the following principles have been adopted by all agencies and professionals working together within Surrey to protect adults at risk.

 All adults at risk have a right to be protected and their decisions respected even if that decision involves risk.  The prime concern at all stages will be the interests and safety of the adult at risk.  The aim will be to give a professional service to support and minimise the distress of any adult at risk.  Everyone will be treated sensitively at all stages of any investigation.  The importance of professionals working in partnership with the adult at risk and others involved will be recognised throughout the process.  All services will be provided in a manner that respects the rights, dignity, privacy and beliefs of all the individuals concerned and does not discriminate on the basis of race, culture, religion, language, gender, disability, age or sexual orientation.  Adults who have been abused need the same care and sensitivity whoever the alleged abuser.  The responsibility to refer the adult at risk rests with the person who has the concern.  All agencies receiving confidential information in the context of an adult at risk investigation will make decisions about sharing this information in appropriate circumstances.  Procedures provide a framework to ensure that agencies work together for the protection of the adult at risk. They are not a substitute for professional judgement and sensitivity.  Adults at risk have the right to have an independent advocate if they wish, at any stage in the process.

5.2.2 Making Safeguarding Personal

Making Safeguarding Personal (MSP) is a shift in culture and practice in response to what we now know about the effectiveness of safeguarding from the perspective of the person being safeguarded.

MSP promotes conversations about how we might respond in safeguarding situations in a way that enhances involvement, choice and control as well as improving quality of life, wellbeing and safety. It also sees people as experts in their own lives and advocates working alongside them. It is a shift from a process supported by conversations to a series of conversations supported by a process.

Page 163 The key focus is on developing a real understanding of what adults at risk wish to achieve by agreeing, negotiating and recording their desired outcomes. How best these outcomes might be realised is worked out with them (and their representatives or advocates if they lack capacity). The extent to which the desired outcomes have been met will be evaluated at the end of the process.

5.2.3 The Wellbeing Principle

The Care Act 2014 introduced a duty to promote wellbeing when carrying out any care and support functions in respect of a person. This is sometimes referred to as The Wellbeing Principle because wellbeing is put at the heart of care and support.

The Wellbeing Principle applies in all cases where care and support are being carried out, decisions are made, or safeguarding is exercised. This applies equally to adults with care and support needs and their carers.

Promoting wellbeing means actively seeking improvements at every stage in relation to the individual, and where applicable their carer. It is a shift from providing services to purely meet a need. It should be assumed that individuals are best placed to judge their own wellbeing. Their individual views, beliefs, feelings and wishes are paramount, and they should be empowered to participate as fully as possible.

5.3 Who is an adult at risk?

The term ‘adult at risk’ refers to anyone aged 18 and over who:

 is or may be in need of Community Care Services by reason of mental or other disability, age or illness; and  is or may be unable to take care of himself or herself, and/or:  is unable to protect themselves against significant harm or exploitation.

Whether or not a person is vulnerable in these cases will depend upon the surrounding circumstances, environment and each case must be judged on its own merits.

5.4 What is abuse?

Abuse is a violation of an individual’s human and civil rights by any other person or persons or organisation. Abuse may consist of a single act or repeated acts. It may be physical, verbal or psychological, it may be an act of neglect or omission to act, or it may occur where a vulnerable person is persuaded to enter into a financial or sexual transaction to which he or she has not consented, or cannot consent.

Any act of abuse is a violation of the adult at risk’s human and civil rights and can occur in any setting or any situation.

Abuse may occur in:

Page 164 Domestic settings: including the adult at risk’s own home, or another person's home.

Institutional settings: including day care, residential care, nursing homes and hospitals.

Public settings: including in the street, any public area, social or work environment.

Abuse of adults at risk occurs in all cultures, all religions and at all levels of society. The abuser may be anyone, including a member of the family, friend, neighbour, partner, carer, stranger, care worker, manager, volunteer, another service user or any other person who comes into contact with the adult at risk.

5.5 Good Practice when working with Adults at Risk

To help prevent abuse occurring and false allegations arising, the following basic guidelines will help safeguard both the adult at risk and members of staff.

You must:

 treat all service users with dignity and respect.  provide an example of good conduct you wish others to follow.  Challenge unacceptable behaviour - e.g. bullying and report all allegations/suspicions of abuse.  Be identifiable and wear a name badge at all times.

You must not:

 have unwarranted contact with an adult at risk.  make any comments, which may have a sexual connotation.

There may be exceptional circumstances where it is necessary to restrain the adult at risk to prevent them from damaging themselves or others. Only the minimum reasonable force necessary may be used. All incidents of physical restraint must be recorded on an incident form and be submitted to a nominated Safeguarding Lead and the Health and Safety Officer.

5.6 When to be concerned about possible abuse

It is not Spelthorne Borough Council’s role to decide if an adult at risk is being abused or not, but it is our job to pass on any concerns to Surrey County Council. The ‘Adults at Risk: forms of abuse and indicators of abuse’ document provides a list of types of abuse and examples of behaviours associated with each type of abuse. This list is not exhaustive, and there may be other indicators.

5.7 Responding to a person who discloses a concern of abuse

 In an emergency ring 999. Ensure the safety of the individual and others.  Do not be judgemental or jump to conclusions. Listen carefully and use open questions.

Page 165  Provide support and information to meet the individual’s specific communication needs.  Tell them that they did a good or the right thing by disclosing the concern and that you are treating the information seriously.  Tell them it was not their fault.  Ask them what they need to do to keep themselves safe.  Do not make promises you cannot keep and do not promise to keep secrets.  Explain that you have a duty to tell a safeguarding champion and seek consent to share the information. However, lack of consent should not prevent you from reporting your concerns.  Do not confront the person alleged to have caused the harm as this could place you at risk, or provide an opportunity to destroy evidence, or intimidate the person alleged to have been harmed or any witnesses.  Explain that you will try to take steps to protect them from further abuse or neglect. Support and reassure the person.  Preserve any forensic or other evidence.

5.8 Action after the concern of abuse has been recognised:

 Action to be taken as soon as possible or within 4 hours  Discuss your concerns with one of the Council’s Safeguarding Champions (for details, see appendix 3) who will support you to manage the concern, record the details and if appropriate make a referral to the Multi Agency Safeguarding Hub (MASH).  Record your concerns and how they came to light, along with information to you, details of any witnesses, the individual’s wishes, actions taken, who was present at the time, dates and times of incident(s).  Record details of the person alleged to have caused harm.  Record any concerns about the person’s capacity to make any decisions and the reasons for the concerns.  Record whether the person is aware that the concerns have been reported and their viewpoint.  Record any previous concerns about the person.  Do not breach confidentiality for example by telling friends or other work colleagues.  Use the Council Confidential Reporting Code (Whistleblowing) if you feel that you will not be believed, taken seriously, or believe that your manager or lead for safeguarding may be causing the risks of abuse to the adult or child.

https://democracy.spelthorne.gov.uk/documents/s18492/Part%205%20e%20C onfidential%20Reporting%20Code.pdf

This Code ensures that serious concerns are reported, investigated and dealt with. It forms part of the Council constitution and sets out how to raise serious concerns about any aspect of the Council’s work. It also clarifies the legal protection under the Public Interest Disclosure Act against reprisals. The Code is available on the Intranet.

Page 166 If allegations are made directly to the police and if an organisation removes an individual from work such as looking after adults (or would have, had the person not left first) because the person poses a risk of harm to children, the organisation must make a referral to the Disclosure and Barring Service. It is an offence to fail to make a referral without good reason.

The process for raising a concern and/or making a referral relating to children or adults at risk is set out under the Referral Process – How to register a concern

Page 167 6.0 The Council’s Roles and Responsibilities

This policy has considered children and adults at risk independently as they are the subject of different legislation. However, there are areas where safeguarding children and adults at risk overlap. These are set out below:

6.1 The Council as an Organisation

The Council recognises its responsibilities under the Care Act 2014, The Children Act 2004, and Working Together to Safeguard Children 2015. Safeguarding is a priority which is supported by the Council’s senior officers and members This is clearly demonstrated by:

 representation at the Surrey Safeguarding Adults Board and the completion of standard returns for this board.  representation at the Surrey Safeguarding Children Partnership and the completion of the statutory Section 11 returns.  appointment of a nominated senior Lead Safeguarding officer at Spelthorne Borough Council for Safeguarding Children and Adults at Risk  appointment of Safeguarding Champions across the Council to support frontline officers manage concerns and/or make a referral if appropriate.  An internal Safeguarding Board that meets quarterly.  the Council sign up to protocols and policies written by the Surrey Safeguarding Children Partnership and the Surrey Safeguarding Adults Board.

6.2 The Council as an Employer

The Council has incorporated several safeguarding measures into the recruitment procedure. It also provides mandatory safeguarding training for all employees and is committed to widely advertising advice and guidance on how to report a concern 6.2.1 Recruitment Procedures

Spelthorne Borough Council is committed to safer recruitment. Some members of staff are required to undergo a Disclosure and Barring Service (DBS) checks to obtain a Basic Disclosure Scotland certificate. Basic disclosures verify identity and show details of all convictions considered to be unspent under the Rehabilitation of Offenders Act 1974 or state that there are no such convictions. New employees who are taking up a position which involves working closely with children or adults at risk (in a voluntary or paid capacity) will be required to acquire an Enhanced DBS Disclosure. Enhanced DBS Disclosures provide additional detail about unspent and spent convictions, cautions, reprimands, final warnings plus any additional information held by the police.

6.2.1 Training

Page 168 All new employees to the Council will attend induction training that includes safeguarding information and good practice guidelines to ensure that all staff are aware of the policies and will know how to refer concerns via the appropriate routes.

All new Councillors will also attend induction training that includes information regarding safeguarding and good practice guidelines.

All Spelthorne employees are required to undertake safeguarding training and become familiar with the Safeguarding Policy as part of their induction. Training is provided at three levels:

Group 1: This training is designed for all members of staff to give them an awareness of what safeguarding is, forms of abuse, and how to report any concerns they may have. This takes the form of online training and must be completed by all staff. Group 2: This training is aimed at those employees who have a role that involves direct contact with children and adults at risk and is aimed at a more in-depth understanding of Safeguarding than the basic level. Group 3 : The Lead for safeguarding and all designated Safeguarding Champions, will undertake additional training recommended by the Surrey Safeguarding Adults Board and Surrey Safeguarding Children Partnership to ensure their knowledge is up to date and that this is reflected in Spelthorne’s policies and procedures.

6.2.3 The Council as a Licensing Authority The Council is a licensing authority for services such as taxi drivers, public events, alcohol and regulated entertainment, The Council ensure that all relevant checks are carried out prior to issuing licences and if a safeguarding concern is raised at any time during the process, the Council’s safeguarding policy and procedure must be followed, including the notification of other government or national bodies. 6.2.4 Contracts Safeguarding is referenced in the general conditions of contact for suppliers. If a supplier breaches the contract, the legal team will follow its processes in addition to following the Council’s Safeguarding Policy for Children and Adults at Risk. 6.3 Recording and Monitoring Good record-keeping is an essential part of the accountability of organisations to those who use their services. Maintaining proper records is vital to individuals care and safety. If records are inaccurate, future decisions may be wrong and harm may be caused to the individual. Where an allegation of abuse is made, all agencies have a responsibility to keep clear and accurate records. It is fundamental to ensure that evidence is protected and to show what action has been taken, what decisions have been made and why. 6.3.1 A guide to making a record

Page 169 As soon as possible on the same day, a written record should be made of what has been seen, been said and any other concerns. It is important to make sure anyone else who saw or heard anything relating to the concern also makes a written report. All safeguarding concerns referrals about children and adults must be recorded on the central safeguarding log by the Safeguarding Champion or Lead. This log is confidential and will only be accessed by those involved in the Safeguarding process. The information recorded will aid in the relaying of information to the Children’s Single Point of Access (C-SPA) for children’s referrals, the Multi Agency Safeguarding Hub (MASH) for adult referrals, and other organisations such as the police if necessary. 6.4 Information sharing Information sharing is vital to safeguarding and promoting the welfare of children and adults at risk. A key factor in many cases where children and adults have been harmed has been the failure to record information, to share it, to understand the significance of the information shared and to take appropriate action. Often it is only when information from a number of sources has been shared that it becomes clear that a child or adult at risk might be suffering harm.

Members of staff who have concerns about children and adults should discuss this with either one of the Council’s safeguarding leads or safeguarding champions and if appropriate share the concern with the Children’s Single Point of Access (C-SPA) or the Multi- Agency Safeguarding Hub (MASH). All information sharing should be in line with the agreed set of principles about sharing personal or confidential information in the Surrey CC Multi Agency Information Sharing Protocol

https://www.surreycc.gov.uk/social-care-and-health/childrens-social-care/surrey-children-and-young-peoples- partnership/information-sharing-for-professionals/information-sharing-protocol-for-multi-agency-staff

This Protocol has been developed in partnership with Surrey County Council, all Borough’s and Districts’, the Health Services and Surrey Police.

Page 170

Spelthorne Safeguarding Handbook

1. Roles and Responsibilities of the SURREY SAFEGUARDING PARTNERSHIP BOARDS

2. Spelthorne Borough Council – Overview of Safeguarding Staffing Structure

3. Spelthorne Borough Council – Safeguarding Champions

4. Surrey Safeguarding models a. Effective Family Resilience b. Children's Single Point of Access (C-SPA)

5. The Legal Framework around Safeguarding Adults and Children

6. Children at Risk: forms of abuse and indicators of abuse

7. Adults at Risk: forms of abuse and indicators of abuse

8. POLICIES, STRATEGIES and PROTOCOLS Spelthorne are signed up to

Page 171

Appendix 1

Roles and Responsibilities

of the

SURREY SAFEGUARDING PARTNERSHIP BOARDS

In Surrey, the statutory Safeguarding Children Partnership and Safeguarding Adults Board are the bodies responsible for providing local agencies with guidance and holding agencies to account for their actions.

Representation on Safeguarding Partnership Boards

The Children Act 2004 and Care Act 2014 together with associated statutory guidance sets out which organisations are required to sit on both boards. This comprises of all relevant statutory and key voluntary agencies.

The 11 Surrey Borough and District Councils have a single representative nominated by the Surrey Chief Executives Group to represent them on each board. The current representative on the Safeguarding Children’s Partnership is Tom Horwood (Chief Executive of Waverley Borough Council). The representative on the Safeguarding Adults Board is Rachel O’Reilly (Executive Head of Service at Mole Valley District Council). Other Borough and District council officers may attend the boards or the various sub-groups that deal with the operational arrangements and ensure effective practice throughout the County.

Performance and Quality Assurance

Organisations represented on the boards are responsible for ensuring that they provide any data that is required by the boards for their respective Performance and Quality Assurance Frameworks. Likewise, they are expected to complete any returns and comply with any audit requirements.

Surrey Safeguarding Children Partnership (SSCP)

The overall role of the SSCP is to coordinate local work to safeguard and promote the welfare of children and to ensure the effectiveness of what the member organisations do individually and together by developing interagency policies and procedures for safeguarding and promoting the welfare of children, including:

 the action to be taken where there are concerns about a child’s safety or welfare.  training of those working with children and/or families or in services affecting the safety and welfare of children.  investigation of allegations concerning persons working with children.

It is very important that local safeguarding arrangements are strongly led and promoted at a local level, specifically by: 2

Page 172  a strong lead from local authority members, and the commitment of Chief Officers in all agencies, in particular the Director of Children’s Services and Lead Member for Children’s Services at Surrey County Council; and  effective local coordination and challenge by the Local Safeguarding Children’s Partnership.

Borough and District Councils have a crucial role to play in the safeguarding of children in their areas. The Surrey Safeguarding Partnership Procedures Manual specifically refers to the duty of Housing Authorities to share information that is relevant to safeguarding children and their welfare. Leisure Services departments and leisure contractors must ensure that their leisure facilities safeguard children. All casual and temporary members of staff must be aware of safeguarding children issues and know how to report concerns.

Section 11 of the Children Act 2004 places duties on a range of organisations and individuals to ensure their functions safeguard and promote the welfare of children. This also applies to any services that they contract out to others.

Each Surrey Borough and District Council completes Section 11 forms that are returned to the Surrey Safeguarding Children Partnership by the Lead Safeguarding Officer.

The Surrey Safeguarding Children Partnership has five core objectives to enable it to deliver its responsibilities as set out in Working Together to Safeguard Children 2015. https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/7794 01/Working_Together_to_Safeguard-Children.pdf

These are:

 to optimise the effectiveness of arrangements to safeguard and protect children and young people.  to ensure clear governance arrangements are in place for safeguarding children and young people.  to oversee Serious Case Reviews (SCRs), Partnership Reviews and Child Death (CDOP) processes and ensure learning and actions are implemented as a result.  to ensure a safe workforce and that single-agency and multi-agency training is effective and disseminate good practice.  to raise awareness of the roles and responsibilities of agency and community roles and responsibilities in relation to safeguarding children and young people.

In addition, the Partnership:

 coordinates what is done by each person or body represented on the Board for the purposes of safeguarding and promoting the welfare of children in the area

Page 173  ensures the effectiveness of what is done by each such person or body for those purposes

In order to achieve the above objectives, the SSCP:

 develops policies and procedures  communicate and raise awareness  monitor and evaluate the effectiveness of partners individually and collectively  participate in the planning of services  undertake reviews of all child deaths and serious case reviews and disseminate the learning  commissioning and delivery of multi-agency training  evaluation of single agency and multi-agency training

Additional Priorities

In addition to the delivery of core business the SSCP has identified four targeted priorities on which to focus:

 To monitor and challenge the effectiveness of the new Effective Family Resilience Model and to ensure that the voice of children and young people is heard.  To ensure professionals and the current child protection processes effectively protect those children identified as in need of protection and who are looked after.  To ensure children and young people at risk of Child Exploitation (CE) are protected.  To monitor and challenge the effectiveness and impact of the Domestic Abuse Services in reducing the incidences of Domestic Abuse and protecting children and young people from harm.

Surrey Safeguarding Adults Board (SSAB)

The Surrey Safeguarding Adults Board (SSAB) helps and protects adults in Surrey who have care and support needs and who are experiencing, or are at risk of, abuse or neglect.

The Board ensures that the voices of adults at risk, their families and their carers are heard. Representatives from carers' groups, disability groups and older people's groups are members of the Board.

The partnership guarantees that there are effective processes in place to prevent and respond to abuse and neglect. The board also raises awareness of the importance of safeguarding through publicity campaigns and has a multi-agency training programme in place to give staff the right skills to safeguard adults.

The SSAB has three core duties:

Page 174  to publish a strategic plan that sets out how it will meet its main objective and what the members will do to achieve this  to publish an annual report detailing what the SSAP has done during the year to achieve its main objective and implement its strategic plan  To conduct any safeguarding adult reviews in accordance with the to conduct any safeguarding adult reviews in accordance with the Care Act 2014

In order to achieve the above objectives, the SSAB:

 Has developed a framework of multi-agency polices, protocols and procedures  require member agencies to provide assurance on their safeguarding activities  quality assure the safeguarding of member agencies  implement a multi-agency Competency Framework and training programme  undertaking Safeguarding Adults Reviews and learning lessons from them  learn lessons from other reviews including Domestic Homicide Reviews  undertake activities to raise awareness of safeguarding and to support the prevention of abuse and neglect

Page 175 Appendix 2

Spelthorne Borough Council Safeguarding Staff Structure - Roles and Responsibilities

Page 176 Appendix 3

Safeguarding Leads Terry Collier (Designated Strategic Lead for Safeguarding) 01784 44 6296 Lisa Stonehouse (Designated Operational Safeguarding Lead) 01784 446431

Safeguarding Champions Community Wellbeing Deborah Ashman (Joint Group Head Community Wellbeing) 01784 44 6208 Karen Sinclair (Joint Group Head Community Wellbeing) 01784 44 6206 Lisa Stonehouse (Senior Leisure Services Manager) 01784 446431 Claire Moore (Sport and Facilities Manager) 01784 446452 Niky Rentall (Independent Living Manager) 01784 446343 Victoria Mason (Independent Living Supervisor) 01784 446290 Nicki Goulds (Independent Living Assistant) 01784 448643 Ken Emerson (Housing Options Manager) 01784 446382 Herbie Mann (Senior Housing Options Officer) 01784 446382 Sarah Morrison (Housing Options Officer) 01784 446479 David Birley (Housing Strategy and Policy Manager) 01784 446364

Community Centres Jan Kinsella (Manager, Fordbridge Community Centre) 01784 243880 Janice Hutchinson (Deputy Manager, Fordbridge Community Centre) 01784 243880 Pat White (Manager, Greeno Community Centre) 01923 246173 Vanessa Welch (Deputy Manager, Greeno Community Centre) 01932 246173

Environmental Health Louise McVey (Environmental Health Regulatory Officer) 01784 444287 Deborah Dobson (Environmental Health Technical Officer) 01784 448563

Customer Services Sarah Parkes (Customer Services Operational Team Leader) 01784 446445

Human Resources Katy Frame (Human Resources Advisor) 01784 444296

Community Safety Paul Smith (Anti-Social Behaviour Coordinator) 01784 446322 Will Jack (Community Safety Officer) 01784 448550

Neighborhood Services Martin Cole (Neighborhoods Manager) 01784 448635 Lisa Dunton (Senior Admin Manager) 01784 446411 Sabena Sims (Allotments and Parks Officer) 01784 446327

Family Support Charlene Edwards (Family Support Manager) 01784 44 4249

Planning Lynsey Tracy (Enforcement Officer) 01784 446313/446408 7

Page 177 Appendix 4

SURREY Safeguarding Models

EFFECTIVE FAMILY RESILIENCE and CHILDREN'S SINGLE POINT of ACCESS (C-SPA)

In May 2019 the Surrey Safeguarding Board launched the new The Early Help approach ‘Effective Family Resilience’ and the Social Work practice model ‘Family Safeguarding’.

The Surrey Effective Support Windscreen

There are four levels of need identified within this approach: `Universal, Early Help, Targeted Help, and Specialist.

The purpose of this new model is to provide a consistent approach to safeguarding across all organisations including voluntary and charitable organisations who may come into contact with and support children and their families. This model focuses on the need to work together in an open way with the child and their family to gain their confidence, identify strengths and needs, to find practical and achievable solutions, and to provide the right amount of information, advice to support the family.

The guidance paper ‘Effective Family Resilience Surrey - Every Child in Surrey Matters’ can be found here: https://www.surreyscp.org.uk/wp-content/uploads/2018/12/Effective-family-resilience- SSCB-Final-March-2019-1.pdf

Page 178

Children's Single Point of Access (C-SPA)

The Children's Single Point of Access (C-SPA), (formerly known as the Multi Agency Safeguarding Hub or MASH.) is the umbrella term used to describe the front door to Surrey County Council services for children. Parents, carers and practitioners can phone in to access support, information and advice for families and those who work with children in Surrey.

Calls/emails will be answered by the Children's Request for Support Team. They may be able to answer your query directly, or when a response is required from a specific team, they will send the service request to the appropriate team to respond to you.

Requests for support up to Level 3 of Effective Family Resilience will be directed to the Early Help Hub. Families meeting the threshold for Level 4 of Effective Family Resilience will be sent straight to the Quadrant Assessment Teams (Children's Social Care).

If you are concerned about the safety of a child or young person you must contact the Surrey Children's Single Point of Access (SPA). The C-SPA can be contacted on 0300 470 9100 Monday- Friday 9am -5pm or email [email protected]

Out of hours phone: 01483 517898 to speak to our emergency duty team.

Appendix 5

Page 179 The LEGAL FRAMEWORK around Safeguarding Children and Adults

The Spelthorne Safeguarding policy and the associated Surrey wide policies are underpinned by a range of legislation including, but not limited to:

Legislation relating to Children

The Children Act 1989 and Children Act 2004 along with the statutory guidance, Working Together to Safeguard Children 2018 provide the current framework for safeguarding children.

This legislation places an overarching responsibility on Surrey County Council, as the lead authority for children, for safeguarding and promoting the welfare of all children in their area but makes clear that other agencies also have a role to play.

The Children Acts 1989 and 2004 Section 11 of the Children Act 2004 places a statutory duty on various agencies, including districts and borough councils, to make arrangements to ensure that their functions are discharged, taking account of the need to safeguard and promote the welfare of children. This includes any services or function they contract out.

This Act lead to the establishment of the Surrey Safeguarding Children’s Board (now the Surrey Safeguarding Children’s partnership) and required Surrey County Council to secure the co-operation of partners in setting up arrangements to improve the well-being of children in Surrey.

Working Together to Safeguard Children (2018)

This document sets out how organisations and individuals should work together to safeguard children. Safeguarding is everyone’s responsibility: For services to be effective each professional and organisation should play their full part.

The approach must be child centred. In order to be effective, there needs to be a clear understanding of the needs of the child.

The Working Together to Safeguard Children’ (2018): A guide to inter-agency working to safeguard and promote the welfare of children paper can be viewed here .. https://assets.publishing.service.gov.uk/government/uploads/system/uploads/att achment_data/file/779401/Working_Together_to_Safeguard-Children.pdf

Page 180

Legislation relating to Adults

The Care Act 2014

The main legislation governing safeguarding relating to adults is contained in the Care Act 2014. This sets out the legal framework for how local authorities and other statutory agencies, (including district and borough councils), should protect adults with care and support needs who are at risk of abuse or neglect. It consolidates existing law and puts similar arrangements in place to those safeguarding children.

The Act required Surrey County Council, as the lead authority for vulnerable adults, to establish a Safeguarding Adults Board to bring together the key local partners to focus on safeguarding strategy and practice. The Act also places a duty on Surrey County Council to carry out safeguarding enquiries where it is suspected that someone is suffering abuse or neglect or is at risk of abuse or neglect. Surrey also conduct Safeguarding Adults Reviews (SARs) where there is a cause for concern about a particular case in order to learn lessons for the future. All these initiatives are designed to ensure greater multi-agency collaboration as a means of transforming adult social care.

The guidance around the Care Act 2014 can be viewed here https://www.gov.uk/government/publications/care-act-2014-part-1-factsheets/care- act-factsheets

Page 181

Appendix 6

CHILDREN AT RISK Forms of abuse and indicators of abuse

Physical abuse This is a form of significant harm which may include hitting, shaking, throwing, poisoning, burning or scalding, drowning, suffocating or otherwise causing physical harm to a child. Physical harm may also be caused when a parent or carer fabricates the symptoms of, or deliberately induces, illness in a child.

 The following are often regarded as indications of concern:  An explanation which is inconsistent with an injury  Several different explanations provided for an injury  Unexplained delay in seeking treatment  The parents/carers are uninterested or undisturbed by an accident or injury  Reluctance to give information or mention previous injuries.

If you notice that a child or young person has injuries such as bruising, bite marks, burns and scalds, or scars and are concerned about the cause, it should be reported using the procedures set out in the referral process - Do You Have a Safeguarding Concern?

Emotional Abuse Emotional abuse is a form of significant harm which involves the persistent emotional maltreatment of a child such as to cause severe and persistent adverse effects on the child’s emotional development.

Emotional abuse may include conveying to children that they are worthless, unloved, inadequate, and not valued. It may also include not giving the child opportunities to express their views, deliberately silencing them or `making fun’ of what they say, or how they communicate. Age or developmentally inappropriate expectations may also be imposed on the child. These may include interactions that are beyond the child’s developmental capabilities such as the exploitation or corruption of a child. Conversely, overprotection and limitation of exploration and learning or preventing the child participating in normal social interaction can also be emotionally abusive. Seeing or hearing the ill treatment of another, serious bullying (including cyber bullying), or anything which causes a child to frequently feel frightened or in danger.

Staff must also be aware to raise concerns relating to a child witnessing or being a victim of domestic abuse. In 2013, the Home Office announced changes to the definition of domestic abuse to include those aged 16 or over.

……..Any incident or pattern of incidents of controlling, coercive or threatening behaviour, violence or abuse between those aged 16 or over who are or have been

Page 182 intimate partners or family member regardless of gender or sexuality. This can encompass, but is not limited to the following types of abuse:

• Psychological • Physical • Sexual • Financial • Emotional

Controlling behaviour is a range of acts designed to make a person subordinate and/or dependent by isolating them from sources of support, exploiting their resources and capacities for personal gain, depriving them of the means needed for independence, resistance and escape and regulating their everyday behaviour.

Coercive behaviour is an act or a pattern of acts of assault, threats, humiliation and intimidation or other abuse that is used to harm, punish, or frighten their victim.

This definition includes so called ‘honour’ based violence, female genital mutilation (FGM) and forced marriage. Victims are not confined to one gender or ethnic group.

Sexual Abuse Sexual abuse is a form of significant harm which involves forcing or enticing a child or young person to take part in sexual activities, not necessarily involving a high level of violence, whether or not the child is aware of what is happening. The activities may involve physical contact, including assault by penetration or non-penetrative acts such as masturbation, kissing, rubbing and touching outside of clothing. They may also include non-contact activities such as involving children in looking at, or in the production of, sexual activities, encouraging children to behave in a sexually inappropriate ways or grooming a child in preparation for abuse (including via the internet). Sexual abuse is not solely perpetrated by adult males. Women can also commit acts of sexual abuse, as can other children.

Staff must also be aware of Child Sexual Exploitation as a high priority concern.

CSE is defined as:

…involving exploitative situations, contexts and relationships where young people (or a third person or persons) receive ‘something’ (e.g. food, accommodation, drugs, alcohol, cigarettes, affection, gifts, money) as a result of their performing, and/or another or others performing on them, sexual activities. It can occur through the use of technology without the child’s immediate recognition, e.g. being persuaded to post sexual images on the internet/mobile phones without immediate payment or gain. In all cases, those exploiting the child have power over them by virtue of their age, gender, intellect, physical strength and/or economic or other resources. Violence, coercion and intimidation are common. Involvement in exploitative relationships are characterised in

Page 183 the main by the child’s limited availability of choice resulting from their social/economic and/or emotional vulnerability.

Sexual exploitation can have a serious long-term impact upon every aspect of a child or young person’s life, health and education. It also damages the lives of families and carers and can lead to families breaking up.

It is a multi-agency responsibility of partner agencies to identify those children and young people at risk of exploitation, to protect them and safeguard them from further risk of harm and to prevent children from becoming victims of this form of abuse County Lines County Lines refers to urban gangs supplying drugs to suburban areas, market and coastal towns using dedicated mobile phone lines or deal lines. This criminal activity often involves child criminal exploitation (CCE) as gangs use children and vulnerable people to move drugs and money.

New guidance has been developed by the Home Office to support frontline staff – particularly those who work with children, young people and potentially vulnerable adults – in identifying potential victims of this type of criminal exploitation. It sets out the signs to look for in potential victims, and what action staff should take so that potential victims get the support and help they need.

Any practitioner working with a vulnerable person who they think may be at risk of county lines exploitation should follow the local safeguarding guidance and the referral process - Do You Have a Safeguarding Concern? if necessary

If you believe a person is in immediate risk of harm, you should contact the police. Guidance: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attac hment_data/file/863323/HOCountyLinesGuidance_-_Sept2018.pdf Neglect

Neglect is a form of significant harm which involves the persistent failure to meet a child’s basic physical and/or psychological needs, likely to result in the serious impairment of the child’s health or development.

Neglect may involve a parent or carer failing to:  Provide adequate food, clothing and shelter (including exclusion from home or abandonment)  Protect a child from physical and emotional harm or danger  Ensure adequate supervision (including the use of inadequate caregivers)  Ensure access to appropriate medical care or treatment  It may also include neglect of, or unresponsiveness to, a child’s basic emotional needs.

Page 184 Conclusion

If you suspect that significant harm may be occurring from either physical abuse , emotional abuse, sexual abuse or neglect, or you have any other concerns regarding significant harm, discuss your concern with a safeguarding champion if appropriate, or make a referral immediately using the referral method - Do You Have a Safeguarding Concern?

A piece of information, no matter how small, could mean that a child at risk is identified. Several small pieces of information from different agencies have in the past identified horrific cases of abuse that would not have been identified by one single agency.

Page 185

Appendix 7 ADULTS AT RISK: Forms of abuse and indicators of abuse

These include: Physical abuse Physical abuse includes assault, hitting, slapping, pushing, kicking, misuse of medication, being locked in a room, inappropriate sanctions or force-feeding, inappropriate methods of restraint, and unlawfully depriving a person of their liberty.

Possible indicators • Unexplained or inappropriately explained injuries • Exhibiting untypical self-harm • Unexplained cuts or scratches to mouth, lips, gums, eyes or external genitalia • Unexplained bruising to the face, torso, arms, back, buttocks, thighs, in various stages of healing. Collections of bruises that form regular patterns which correspond to the shape of an object or which appear on several areas of the body • Unexplained burns on unlikely areas of the body (e.g. soles of the feet, palms of the hands, back), immersion burns (from scalding in hot water/liquid), rope burns, burns from an electrical appliance • Unexplained or inappropriately explained fractures at various stages of healing to any part of the body • Medical problems that go unattended • Sudden and unexplained urinary and/or faecal incontinence. Evidence of over/under-medication • Flinches at physical contact • Appears frightened or subdued in the presence of particular people • Asks not to be hurt • May repeat what the person causing harm has said (e.g. ‘Shut up or I’ll hit you’) • Reluctance to undress or uncover parts of the body • Wears clothes that cover all parts of their body or specific parts of their body • An adult with capacity not being allowed to go out of a care home when they ask to • An adult without capacity not being allowed to be discharged at the request of an unpaid carer/family member

Note: The NHS defines capacity as the ability to use and understand information to make a decision, and communicate any decision made. A person lacks capacity if their mind is impaired or disturbed in some way and this means the person is unable to make a decision at that time.

NHS definition: What is capacity?

Domestic abuse Domestic abuse includes psychological, physical, sexual, financial, emotional abuse, and so called ‘honour’ based violence. 16

Page 186 In 2013, the Home Office announced changes to the definition of domestic abuse:

……..Any incident or pattern of incidents of controlling, coercive or threatening behaviour, violence or abuse between those aged 16 or over who are or have been intimate partners or family member regardless of gender or sexuality. This can encompass, but is not limited to the following types of abuse:

• Psychological • Physical • Sexual • Financial • Emotional

Controlling behaviour is: a range of acts designed to make a person subordinate and/or dependent by isolating them from sources of support, exploiting their resources and capacities for personal gain, depriving them of the means needed for independence, resistance and escape and regulating their everyday behaviour.

Coercive behaviour is: an act or a pattern of acts of assault, threats, humiliation and intimidation or other abuse that is used to harm, punish, or frighten their victim.

This definition includes so called ‘honour’ based violence, female genital mutilation (FGM) and forced marriage. Victims are not confined to one gender or ethnic group.

Many people think that domestic abuse relates to intimate partners, but other family members are included. A significant amount of safeguarding work is connected with domestic abuse.

Family members are defined as: mother, father, son, daughter, brother, sister and grandparents, whether directly related, in-laws or stepfamily.

Forced Marriage

The Anti-social Behaviour, Crime and Policing Act 2014 means it is now a criminal offence to force someone to marry. In addition, the Forced Marriage (Civil Protection) Act 2007 may be used to obtain a Forced Marriage Protection Order as a civil remedy.

Forced marriage is a term used to describe a marriage in which one or both of the parties are married without their consent or against their will. A forced marriage differs from an arranged marriage, in which both parties’ consent to the assistance of their parents or a third party in identifying a spouse.

In a situation where there is concern that an adult with care and support needs is being forced into a marriage they do not or cannot consent to, there will be an overlap between action taken under the forced marriage provisions and the adult safeguarding process. In this case action will be co-ordinated with the police and

Page 187 other relevant organisations. The police must always be contacted in such cases as urgent action may need to be taken.

Honour Based Violence

Honour-based violence is a crime. If it is suspected it must be reported to the police. Honour based violence may occur when families feel that dishonour has been brought to them. Women are predominantly (but not exclusively) the victims and the violence is often committed with a degree of collusion from family members and/or the community. Many of these victims will contact the police or other organisations. However, many others are so isolated and controlled that they are unable to seek help.

Safeguarding concerns that may indicate honour-based violence include domestic violence, concerns about forced marriage, enforced house arrest and missing person’s reports. If a safeguarding concern is raised, and there is a suspicion that the adult is the victim of honour-based violence, the matter should be referred to the police as they have the necessary expertise to manage the risk.

Female genital mutilation (FGM)

Female genital mutilation (FGM) involves procedures that intentionally alter or injure female genital organs for non-medical reasons. The procedure has no health benefits for girls and women. The Female Genital Mutilation Act (FGMA) was introduced in 2003 and came into effect in March 2004. The Act makes it illegal to practise FGM in the UK or to take girls who are British nationals or permanent residents of the UK abroad for FGM whether or not it is lawful in another country. It also makes it illegal to aid, abet, counsel, or procure the carrying out of FGM abroad.

Sexual abuse

Sexual abuse includes rape, indecent exposure, sexual harassment, inappropriate looking or touching, sexual teasing or innuendo, sexual photography, subjection to pornography or witnessing sexual acts, indecent exposure and sexual assault or sexual acts to which the adult has not consented or was pressured into consenting.

It includes penetration of any sort, incest and situations where the person causing harm touches the abused person’s body (e.g. breasts, buttocks, genital area), exposes his or her genitals (possibly encouraging the abused person to touch them) or coerces the abused person into participating in or looking at pornographic videos or photographs. Denial of a sexual life to consenting adults is also considered abusive practice.

Any sexual relationship that develops where one person is in a position of trust, power or authority in relation to the other (e.g. day centre worker/social worker/residential worker/health worker) may also constitute sexual abuse

Page 188 Possible indicators

• Urinary tract infections, vaginal infections or sexually transmitted diseases that are not otherwise explained • Appears unusually subdued, withdrawn or has poor concentration • Exhibits significant changes in sexual behaviour or outlook • Experiences pain, itching or bleeding in the genital/anal area • Underclothing is torn, stained or bloody • A child or a woman who lacks the mental capacity to consent to sexual intercourse becomes pregnant

Sexual exploitation

The sexual exploitation of adults with care and support needs involves exploitative situations, contexts and relationships where adults with care and support needs (or a third person or persons) receive ‘something’ (e.g. food, accommodation, drugs, alcohol, cigarettes, affection, gifts, money) as a result of performing sexual activities, and/or others performing sexual activities on them.

Sexual exploitation can also occur via the use of technology without the person’s immediate recognition. This can include being persuaded to post sexual images or videos on the internet or a mobile phone with no immediate payment or gain or being sent such an image by the person alleged to be causing harm. In all cases those exploiting the individual have power over them by virtue of their age, gender, intellect, physical strength, and/or economic or other resources. Psychological abuse

Psychological abuse includes ‘emotional abuse’ and takes the form of threats of harm or abandonment, deprivation of contact, humiliation, rejection, blaming, controlling, intimidation, coercion, indifference, harassment, verbal abuse (including shouting or swearing), cyber bullying, isolation or withdrawal from services or support networks.

Psychological abuse is the denial of a person’s human and civil rights including choice and opinion, privacy and dignity and being able to follow one’s own spiritual and cultural beliefs or sexual orientation.

It includes preventing a person from using services that would otherwise support them and enhance their lives. It also includes the intentional and/or unintentional withholding of information (e.g. information not being available in different formats/languages etc).

Possible indicators • Untypical ambivalence, deference, passivity, resignation • Appears anxious or withdrawn, especially in the presence of the alleged abuser • Exhibits low self-esteem • Untypical changes in behaviour (e.g. continence problems, sleep disturbance) • Not allowed visitors/phone calls • Locked in a room/in their home 19

Page 189 • Denied access to aids or equipment (e.g. glasses, dentures, hearing aid, crutches etc.) • Access to personal hygiene and toilet is restricted • Movement is restricted by use of furniture or other equipment • Bullying via social networking internet sites and persistent texting

Financial or material abuse

This includes theft, fraud, internet scamming, coercion in relation to an adult’s financial affairs or arrangements, including in connection with wills, property, inheritance or financial transactions, or the misuse or misappropriation of property, possessions, or benefits.

Possible indicators  Lack of heating, clothing or food  Inability to pay bills/unexplained shortage of money  Lack of money, especially after collecting benefits  Inadequately explained withdrawals from accounts  Unexplained loss/misplacement of financial documents  The recent addition of authorised signatories on accounts or cards  Disparity between assets/income and living conditions  Power of attorney obtained when the adult lacks the capacity to make this decision  Recent changes of deeds/title of house or will  Recent acquaintances expressing sudden or disproportionate interest in the person and their money  Service user not in control of their direct payment or individualised budget  Miss-selling/selling by door-to-door traders/cold calling  Illegal moneylending. Modern Day slavery

Modern Day Slavery encompasses slavery, human trafficking, forced and compulsory labour and domestic servitude. Traffickers and slave masters use whatever means they have at their disposal to coerce, deceive and force individuals into a life of abuse, servitude and inhumane treatment.

Active organised crime groups are often involved in modern day slavery, but it is also committed by individual opportunistic perpetrators.

There are many different characteristics that distinguish slavery from other human rights violations – however, only one needs to be present for slavery to exist.

Contemporary slavery takes various forms and affects people of all ages, gender and races. Someone is in slavery if they are:

 forced to work by mental or physical threat  owned or controlled by an 'employer', usually through mental or physical abuse or the threat of abuse  dehumanised, treated as a commodity or bought and sold as 'property'  physically constrained or has restrictions placed on his/her freedom of movement

Page 190 Human trafficking involves an act of recruiting, transporting, transferring, harbouring or receiving a person through a use of force, coercion or other means, for the purpose of exploiting that person.

Possible Indicators Signs of various types of slavery and exploitation are often hidden, making it hard to recognise potential victims. Victims can be any age, gender or ethnicity or nationality. Although by no means exhaustive, some common signs follow.

Persons may:  not be in possession of legal documents (passport, identification, and bank account details) and they are being held by someone else  have old or serious untreated injuries and they are vague, reluctant, or inconsistent in explaining how the injury occurred  look malnourished, unkempt, or appears withdrawn  have few personal possessions and often wear the same clothes  what clothes they wear may not be suitable for their work  be withdrawn or appear frightened, unable to answer questions directed at them or speak for themselves and/or an accompanying third party speaks for them. If they do speak, they are inconsistent in the information they provide, including basic facts such as the address where they live  appear under the control/influence of others, rarely interact or appear unfamiliar with their neighbourhood or where they work. Many victims will not be able to speak English  exhibit fear of the authorities  perceive themselves to be in debt to someone else or in a situation of dependence

Environmental indicators

 Outside the property: there are bars covering the windows of the property or they are permanently covered on the inside. Curtains are always drawn. Windows have reflective film or coatings applied to them. The entrance to the property has CCTV cameras installed. The letterbox is sealed to prevent use. There are signs that the electricity may have been connected from neighbouring properties or directly from power lines.  Inside the property: access to the back rooms of the property is restricted or doors are locked. The property is overcrowded and in poor repair.

Discriminatory abuse

This includes discrimination on the grounds of race, faith or religion, age, disability, gender, sexual orientation and political views, along with racist, sexist, homophobic or ageist comments or jokes, or comments and jokes based on a person’s disability or any other form of harassment, slur or similar treatment. Hate crime can be viewed as a form of discriminatory abuse, although will often involve other types of abuse as well. It also includes not responding to dietary needs and not providing appropriate spiritual

Page 191 support. Excluding a person from activities on the basis they are ‘not liked’ is also discriminatory abuse.

The government has published a four-year plan for tackling hate crime: Action Against Hate. Guidance: Action against hate: the UK government’s plan for tackling hate crime

Antisemitism. There is evidence that antisemitism is once again on the rise, The International Holocaust Remembrance Alliance (IHRA) are taking a leading role in combatting it. IHRA experts determined that in order to begin to address the problem of antisemitism, there must be clarity about what antisemitism is and have therefore agreed the following definition.

“Antisemitism is a certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilities”. https://www.holocaustremembrance.com/working-definition-antisemitism

Possible Indicators Indicators for discriminatory abuse may not always be obvious and may also be linked to acts of physical abuse and assault, sexual abuse and assault, financial abuse, neglect, psychological abuse and harassment, so all the indicators listed above may apply to discriminatory abuse.

A person may reject his or her own cultural background and/or racial origin or other personal beliefs, sexual practices or lifestyle choices, or make complaints about the service not meeting his or her needs.

Organisational abuse Organisational abuse is the mistreatment, abuse or neglect of person by a regime or individuals in a setting or service where the person lives or that they use. Such abuse violates the person’s dignity and represents a lack of respect for their human rights.

Organisational abuse occurs when the routines, systems and regimes of an institution result in poor or inadequate standards of care and poor practice which affect the whole setting and deny, restrict or curtail the dignity, privacy, choice, independence or fulfilment of the individuals.

It can include neglect and poor care practice within an institution or specific care setting such as a hospital or care home, or where care is provided within a person’s own home. This may range from one off incidents to on-going ill-treatment. It can be through neglect or poor professional practice as a result of the structure, policies, processes and practices within an organisation.

Organisational abuse can occur in any setting providing health or social care. A number of inquiries into care in residential settings have highlighted that organisational abuse is most likely to occur when staff:

Page 192 • receive little support from management • are inadequately trained • are poorly supervised and poorly supported in their work • receive inadequate guidance or where there is: • unnecessary or inappropriate rules and regulations • lack of stimulation or the development of individual interests • inappropriate staff behaviour, such as the development of factions, misuse of drugs or alcohol, failure to respond to leadership • restriction of external contacts or opportunities to socialise

Neglect and acts of omission

These include ignoring medical, emotional or physical care needs, failure to provide access to appropriate health, social care or educational services, and the withholding of the necessities of life such as medication, adequate nutrition and heating. Neglect also includes a failure to intervene in situations that are dangerous to the person concerned or to others, particularly when the person lacks the mental capacity to assess risk for themselves.

Neglect and poor professional practice may take the form of isolated incidents or pervasive ill treatment and gross misconduct. Neglect of this type may happen within a person’s own home or in an institution. Repeated instances of poor care may be an indication of more serious problems. Neglect can be intentional or unintentional.

Possible indicators

 Inadequate heating and/or lighting  Physical condition/appearance is poor (e.g. ulcers, pressure sores, soiled or wet clothing)  Malnourished, has sudden or continuous weight loss and/or is dehydrated  Cannot access appropriate medication or medical care  Not afforded appropriate privacy or dignity  Has inconsistent or reluctant contact with health and social services  Callers/visitors are refused access to the person  Person is exposed to unacceptable risk

Self-neglect Self-neglect covers a wide range of behaviour, neglecting to care for one’s personal hygiene, health or surroundings including behaviour such as hoarding. Self-neglect is also defined as the inability (intentional or non-intentional) to maintain a socially and culturally accepted standard of self-care with the potential for serious consequences to the health and well-being of the individual and sometimes to his or her community.

Possible indicators  Living in very unclean, sometimes verminous, circumstances  Poor self-care leading to a decline in personal hygiene  Poor nutrition  Poor healing/sores  Poorly maintained clothing  Long toenails 23

Page 193  Isolation  Failure to take medication  Keeping large numbers of pets  Neglecting household maintenance  Portraying eccentric behaviour/lifestyles

NOTE: Poor environments and personal hygiene may be due to personal or lifestyle choice or other issues such as insufficient income.

Where does abuse take place?

Abuse can take place anywhere. For example:  The person’s own home, whether living alone, with relatives or others  Day or residential centres  Supported housing  Work settings  Educational establishments  Care homes  Clinics and hospitals  Prisons  Other places in the community

Who might abuse?

Abuse can occur in any relationship and may result in significant harm to, or exploitation of the child or adult with care and support needs. A wide range of people may harm others. These include:

• a spouse/partner • an adult with care and support needs • other family members • neighbours • friends • local residents • people who deliberately exploit adults they perceive as vulnerable to abuse • paid staff or professionals • volunteers • strangers • gangs - small groups of people known to each other

Page 194

Appendix 8

POLICIES, STRATEGIES and PROTOCOLS Spelthorne are signed up to

The Surrey Police ‘PREVENT’ Strategy

The underpinning aim of the ‘Surrey Police PREVENT' Strategy is to outline how the Police will work with partners such as Borough Councils and other organisations in the community to prevent extremism’ and to stop people becoming terrorists or supporting terrorism. It aims to identify individuals at risk of radicalisation and being drawn into extremist activity. The Surrey Community Safety Board has overall governance of the PREVENT agenda across for Surrey with a Multi-Agency Partnership Group established to review trends and developments as well as provide a ‘quality assurance’ overview around PREVENT delivery across Surrey.

PREVENT is a regular item on the agenda of the Spelthorne Safer Stronger Partnership.

Domestic Abuse: Surrey Wide Policy

Domestic abuse can be any incident of threatening behaviour, violence or abuse between adults who are, or have been, intimate partners, family members or members of the same household regardless of gender or sexuality. Domestic abuse is not limited to violent abuse; it can be physical, psychological, sexual, emotional or financial.

Children’s health and wellbeing can be seriously affected by living in households where there is any form of domestic abuse.

The county-wide Domestic Abuse Management Board has overall responsibility for the development and implementation of the Surrey Domestic Abuse Strategy. Spelthorne Borough Council is represented on the local domestic abuse forums.

More information including contacts for agencies that can offer support and practical advice can be found at https://www.healthysurrey.org.uk/domestic-abuse/professionals/surrey-against- domestic-abuse-strategy

Child Sexual Exploitation: Surrey Police and Surrey CC

Page 195 Child Sexual Exploitation (CSE) is the sexual abuse of a child or young person aged under 18 by an adult who involves them in inappropriate sexual activities either with themselves or another person. The activity often takes place in exchange for money, alcohol, drugs, food, accommodation or presents. Online grooming is a type of CSE that impacts both boys and girls across Surrey. This area of work is led by specialist police officers working closely with partners such as local Councils, social services, youth services, housing providers and the voluntary sector.

A West Surrey meeting Mapping Offenders Location and Trends (MOLT ) chaired by Surrey County Council’s Child Exploitation, Missing and Hidden Crimes Coordinator meets monthly to discuss and agree actions to safeguard those young people identified as being at high/medium risk of Child Exploitation (CE). District/Borough officers also attend and participate in these meetings.

More information can be found at https://www.surrey.police.uk/advice/advice-and-information/caa/child-abuse/ https://www.surreycc.gov.uk/people-and-community/families/support-and- advice/keeping-your-family-safe/child-sexual-exploitation

Missing Persons Protocol: Surrey Police and Surrey CC

This is in place to ensure that there is a coordinated response from agencies when a vulnerable adult goes missing. This includes Surrey Police, Surrey & Borders Partnership Trust, and Surrey Care Association, Surrey County Council Adult Social Care Services and Surrey Care providers and associated agencies. It provides guidelines to all parties as to what actions should be taken when a person receiving care goes missing.

More information can be found on the Surrey Safeguarding Adults Board website. https://www.surreysab.org.uk/wp-content/uploads/2019/01/SSAB-Missing-Adults-Multi- Agency-Response-Agreement.pdf

How to report a missing person https://www.surrey.police.uk/police-forces/surrey-police/areas/n/missingpersons/

People in a Position of Trust Protocol: Surrey CC

The Care Act 2014 requires that Safeguarding Adults Boards should establish and agree a framework and process for any organisation to respond to allegation against anyone who works (in either a paid or unpaid capacity) with adults with care and support needs. The framework and process in the context is referred to as the Protocol. The Protocol applies to all partner agencies of Surrey Safeguarding Adults Board (SSAB) and organisations commissioned to provide services by them, so they respond

Page 196 appropriately to allegations against people who, whether an employee, volunteer or student, paid or unpaid, works with or cares for adults with care and support needs.

These individuals are known as People in a Position of Trust (PiPoT). SSAB also requires partner agencies and the service providers they commission to identify a designated PiPoT lead or contact to oversee the delivery of responsibilities in their organisation.

Page 197 This page is intentionally left blank Equality Analysis Template

Directorate: Community and Wellbeing Lead Officer: Jayne Brownlow

Service Area: Safeguarding of Adults and Children at Risk Date completed: 21 October 2020

Service / Function / Policy / Procedure to be assessed:

The Spelthorne Safeguarding Adults and Children Policy

Is this:  Review date: October 2022 New / Proposed  Page 199 Page Existing/Review  Changing 

(Please tick appropriate box) 

Part A – Initial Equality Analysis to determine if a full Equality Analysis is required.

What are the aims and objectives/purpose of this service, function, policy or procedure?

The overall aims of the Spelthorne Safeguarding Adults and Childrens Policy is to:

 present an overview of the statutory requirements relating to safeguarding which Splethorne Borough Council are required to fulfill. This includes separate legislation for children and adults.  provide clear guidance of how members of staff should refer a concern to the relevant bodies (MASH for Adult concerns and C-SPA for concerns relating to children)  document key areas around identifying risk factors and traits displayed by children who are at risk and identify the mechanisms in place to assist in safeguarding  document key areas around identifying risk factors and traits displayed by adults who are at risk and identify the mechanisms in place to assist in safeguarding  recognise the responsibilities of the Council in the Safeguarding process and what methods are in place to manage it.

Page 200 Page

Please indicate its relevance to any of the equality duties (below) by selecting Yes or No?

Yes No  Eliminating unlawful discrimination, victimisation and harassment  Advancing equality of opportunity  Fostering good community relations

If not relevant to any of the three equality duties and this is agreed by your Head of Service, the Equality Analysis is now complete - please send a copy to.XXXXXXXXXXX If relevant, a Full Equality Analysis will need to be undertaken (PART B below).

PART B: Full Equality Analysis.

Step 1 – Identifying outcomes and delivery mechanisms (in relation to what you are assessing)

What outcomes are sought and for whom? The Council will seek to ensure that any adult or child at risk receiving services from the Council or known to the Council can access Council services in safety without fear of abuse. Are there any associated policies, functions, services or The policy is produced in line with all of the relevant corporate policies procedures? and procedures and Surrey safeguarding procedures.

If partners (including external partners) are involved in Although safeguarding is recognised as a key duty of local delivering the service, who are they? authorities, safeguarding is everybody’s responsibility. This policy complements and supports the agreed multi-agency

Page 201 Page procedures set down by the Surrey Safeguarding Children Partnership and Surrey Safeguarding Adults Board. Other partners include the Police and Health Service who attend meetings and share relevant information on safeguarding concerns.

Step 2 – What does the information you have collected, or that you have available, tell you?

What evidence/data already exists about the service and its users? (in terms of its impact on the ‘equality strands’, i.e. race, disability, gender, gender identity, age, religion or belief, sexual orientation, maternity/pregnancy, marriage/civil partnership and other socially excluded communities or groups) and what does the data tell you? e.g. are there any significant gaps?

General Spelthorne context Almost half of Surrey’s 20 most deprived super output areas are in Spelthorne. Three are in the ward of Stanwell North, two in Ashford North and Stanwell South and one in each of Ashford East and Sunbury Common. Spelthorne has the highest number of lone parent families and the highest level of child poverty in Surrey; it also has the highest under-18 conception rate in the county. That said, residents are largely healthy, with life expectancy for both males and females slightly above the national average.

Spelthorne has a low rate of unemployment: 1.4% of those economically active aged 16 to 64, compared to the South East (2.2%) and UK as a whole (3.5%). Heathrow Airport is a significant local employer, with 8.3% of Spelthorne’s working population employed there. Significantly, 21.5% of those in work in Stanwell North are in low level employment compared to an average of 11.6% in Surrey. Average wages are slightly above regional averages at £630 per week for full-time employees.

Whilst house prices remain well above the national average, most residents are owner-occupiers (73%), followed by private rented (13%) and social rented (12%).

Gender / gender identity Census data from 2011 shows that 50.5% of residents in Spelthorne were female, with the remaning 49.5% being male. There is no data known to be held in relation of other gender identities.

Age Spelthorne has a slightly lower population of under-30s (34%) compared to the rest of the country (37%), and a slightly higher population of 30- 69 year olds (42%) compared with the UK average of (40%), The number of 70+ is 23%, which is broadly in line with the rest of the UK (24%). Source: https://commonslibrary.parliament.uk/local-data/constituency-statistics-population-by-age/

Ethnicity

Page 202 Page The ethnic make-up of Spelthorne is largely in line with the UK average, although we have more residents who identify as Asian and fewer residents who identify as Black than the national average. Spelthorne Region UK Ethnic group Number % % % White 83,455 87.3% 90.7% 87.2% Mixed 2,382 2.5% 1.9% 2.0% Asian 7,295 7.6% 5.2% 6.9% Black 1,545 1.6% 1.6% 3.0% Other 921 1.0% 0.6% 0.9%

Total 95,598 100.0% 100.0% 100.0% Source: https://commonslibrary.parliament.uk/home-affairs/communities/demography/constituency-statistics-ethnicity/

Disability As of July 2019 there were around 2,020 PIP claimants in Spelthorne constituency. In comparison, there was an average of 2,500 claimants per constituency across the South East. Within Spelthorne, psychiatric disorders were the most common reason for claiming PIP. They accounted for 37% of awards, compared to 36% in Great Britain. ‘Psychiatric disorders’ include anxiety and depression, learning disabilities and autism. The second most common reason for awards was musculoskeletal disease (general), which accounted for 17% of awards within the constituency and 21% in Great Britain. Musculoskeletal disease (general) includes osteoarthritis, inflammatory arthritis and chronic pain syndromes. Source: http://data.parliament.uk/resources/constituencystatistics/personal%20independence%20payment/PIP%20claimants%20in%20Spelthorne.pdf

Religion Residents of Spelthorne predominately identify themselves as either Christian or having no religion. There is a smaller Muslim population compared with the national average, but a larger Hindu population. Constituency Region UK Number % % % Has religion 67,392 70.5% 65.0% 66.7% of which Christian 60,954 63.8% 59.8% 58.8% Muslim 1,808 1.9% 2.3% 4.5% Hindu 2,332 2.4% 1.1% 1.4% Buddhist 420 0.4% 0.5% 0.4% Jewish 206 0.2% 0.2% 0.4% Sikh 1,325 1.4% 0.6% 0.7% Other 347 0.4% 0.5% 0.4%

No religion 21,511 22.5% 27.7% 26.1% Page 203 Page Not stated 6,695 7.0% 7.4% 7.2% Source: https://commonslibrary.parliament.uk/home-affairs/communities/constituency-data-religion/

Sexual orientation There is no accurate dataset which can be used to reflect solely Spelthorne.

Marriage / Civil Partnership More people in Spelthorne are married compared to the rest of England and Wales, and fewer people identify as single. Marital Status Spelthorne England and Wales All usual residents aged 16+ 78,089 45,496,780 Single (never married or never registered a same-sex civil partnership) 24,562 31% 15,730,275 35% Married 38,984 50% 21,196,684 47% In a registered same-sex civil partnership 153 0% 104,942 0% Separated (but still legally married or still legally in a same-sex civil partnership) 2,042 3% 1,195,882 3% Divorced or formerly in a same-sex civil partnership which is now legally dissolved 6,870 9% 4,099,330 9% Widowed or surviving partner from a same-sex civil partnership 5,478 7% 3,169,667 7%

Has there been any consultation with, or input from, customers / service users or other stakeholders? If so, with whom, how were they consulted and what did they say? If you haven’t consulted yet and are intending to do so, please list which specific groups or communities you are going to consult with and when.

There has been no consultation on Spelthorne’s Safeguarding Policy for Adults and Children at Risk. It will be made available to all service users and stakeholders when approved.

Are there any complaints, compliments, satisfaction surveys or customer feedback that could help inform this assessment? If yes, what do these tell you?

There are none.

Page 204 Page Step 3 – Identifying the negative impact.

a. Is there any negative impact on individuals or groups in the community?

Barriers:

What are the potential or known barriers/impacts for the different ‘equality strands’ set out below? Consider:

 Where you provide your service, e.g. the facilities/premises;  Who provides it, e.g. are staff trained and representative of the local population/users?  How it is provided, e.g. do people come to you or do you go to them? Do any rules or requirements prevent certain people accessing the service?  When it is provided, e.g. opening hours?  What is provided, e.g. does the service meet everyone’s needs? How do you know?

* Some barriers are justified, e.g. for health or safety reasons, or might actually be designed to promote equality, e.g. single sex swimming/exercise sessions, or cannot be removed without excessive cost. If you believe any of the barriers identified to be justified then please indicate which they are and why.

Solutions:

What can be done to minimise or remove these barriers to make sure everyone has equal access to the service or to reduce adverse impact? Consider:

 Other arrangements that can be made to ensure people’s diverse needs are met;  How your actions might help to promote good relations between communities;  How you might prevent any unintentional future discrimination.

Equality Themes Barriers/Impacts identified Solutions (ways in which you could mitigate the impact) Age (including children, young Adults at risk and vunerable children may not be The purpose of the policy is to improve services for people and older people) treated equally. all adults and children, whatever age, who are at risk of harm and to specifically address the needs of those people to ensure services are provided that Page 205 Page meet the needs of these individuals. The policy will assist people to indentify types of abuse so people at risk of harm will receive the same level of choice and care in their services as any other. In addition, there will be robust, agreed multi agency processes in place to address harm or the concern that harm has occurred regardless of age. Disability (including carers) Adults at risk and vulnerable children with disability These procedures aim to improve services for are more likely to suffer from abuse and children and adults at risk of harm and specifically discrimination. the needs of those who have a physical disability, learning difficulty or who temporarily or permanently lack mental capacity. There are specific sections on 8 different Acts of Parliament that address the needs of people with a disability and their carers. It is hoped that with these agreed procedures in place, those who have a disability will receive the same level of choice and care in their services as any other and if a problem does occur there will be a swift and appropriate process in place to rectify the issues Gender (men and women) Abuse can affect people of any gender . As above

Race (including Gypsies Exploitation is potentially more common in those This policy raises awareness of these issues and &Travellers and Asylum Seekers) seekingt asylum for example modern day slavery will enable identification of these crimes Religion or belief (including Identification of positive equality regardless of This policy supports the promotion of equality and people of no religion or belief) religion or belief treating people with dignity and respect throughout and specifically address types of harm that may occur due to a persons religion or belief. Examples of the type of harm identified are: honour based violence, forced marriages, dowry abuse, female genital mutilation, hate crime, non - criminal hate incidents and race related harrassment. With these agreed procedures in place, adults and children will receive the same level of choice and care in their services irrespective of their persons beliefs and

Page 206 Page when a problem does occur there will be a swift and appropriate process in place to rectify the issues Gender Re-assignment (those None that are going through transition: male to female or female to male) Pregnancy and Maternity None

Sexual orientation (including gay, None lesbian, bisexual and heterosexual)

Step 4 – Changes or mitigating actions proposed or adopted

Having undertaken the assessment are there any changes necessary to the existing service, policy, function or procedure? What changes or mitigating actions are proposed?

Future reviews of the policy and regular auditing of practices and procedures should ensure equality is considered throughout the process. Recommendations which have an impact on equality should be actioned

Step 5 – Monitoring

How are you going to monitor the existing service, function, policy or procedure ?

 A statutory bi-annual Section 11 audit of the childrens safeguarding provision at Spelthorne is completed and submitted to Surrey Councty Council for review. Recommentations and findings are actioned.  Quarterly internal Safeguarding Board meetings will review the service provision and identify any areas for improvement  An internal audit is scheduled for 2021/22

Part C - Action Plan

Barrier/s or improvement/s Action Required Lead Officer Timescale/update Page 207 Page identified . . .

Equality Analysis approved by:

Group Head: Date:

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Cabinet

3 December 2020 Procurement & Award of a Professional Services Framework Agreement Purpose of the report To make a decision

Report Author Nicholas Cummings, Property and Development Manager Cabinet Member Councillor Jim McIlroy Confidential No Corporate Priority Financial Sustainability

Recommendations Cabinet Approve the Professional Services Framework Agreement

Approve the named providers in each lot for the Professional Services Framework Agreement as set out in Confidential Appendix C

Reason for Cabinet approval is required for all procurements subject to Recommendation the Public Contracts Regulations 2015 unless the matter has been delegated to portfolio holder(s) and designated post holders by Cabinet. The establishment of the Framework Agreement will provide a faster and more compliant route to market. The fees proposed by the Professional Services provider are the basis for a negotiation to obtain the lowest possible project fees which demonstrate value for money.

Appendices (Confidential): Appendix A – Fees Analysis Appendix B – Procurement Tender Report (contains full details of the Procurement exercise to establish the Framework Agreement) Appendix C – Professional Services Framework Agreement Providers by Lot Appendix D – Performance Monitoring – Report Example

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1. Key issues 1.1 The successful delivery of the Council’s property and development project pipeline necessitates the use of external professional services, which the Assets team does not have in-house. 1.2 Fees for collective professional services account for around 10% of the build cost of a construction project. The Council has a pipeline of projects with an estimated value of between £190m- £300m, the estimated value of this bespoke professional services framework is between £14m and £28m.1 Being able to demonstrate value for money is critical. 1.3 Procuring services on a project-by-project basis is time consuming, and resource intensive, with a large amount of work in the development pipeline. 1.4 As a public sector organisation, the Council must comply with procurement regulations (the Public Contracts Regulations 2015), and the need to competitively tender our requirements to demonstrate value for money. 1.5 The Council has hitherto used various framework agreements (such as the Newlon Housing and Perfect Circle Frameworks) to appoint the most commonly used professional services (architects, quantity surveyors, structural engineers, mechanical and electrical engineers). However, establishing our own framework agreements has significant advantages: (a) Our own, bespoke frameworks are tailored to our specific portfolio of work, and focus on delivering our values; (b) There is no further charge to using our own agreements, whereas many other framework providers charge us to use theirs; (c) Our own frameworks use our own specific contract terms, are inside our direct control, and have our own specific KPIs; (d) Our own frameworks present an opportunity to embed social value, such as local employment and work experience and the development of local supply chains. 1.6 In order to ensure that the Council always fully meets the requirement to maximise value for money, delivers compliant appointments of service providers, and achieves a consistently high quality delivery of project professional services, the options at point 2 below were considered.

2. Options considered

1 Other professional services, not included within the scope of the framework will also be required.

Page 210 2.1 Procure professional services on a project by project basis: This is in part what is done now, but adds time and cost to each project. 2.2 Continue the use of other external frameworks: This does not offer the opportunity to use our own terms, or develop our social value contributions; 2.3 Develop a bespoke Council Framework Agreement: the development and use of a bespoke Council framework agreement provides a long term, compliant services appointment, with the ability to demonstrate value for money and improve social value. 2.4 The development of a bespoke Council framework agreement was agreed as the preferred option. 2.5 The most-used professional services were identified as:  Architects (Lot 1);  Quantity Surveyors (Lot 2);  Structural Engineers (Lot 3);  Mechanical & Electrical Engineers (Lot 4);  Property & FM Management Consultants (Lot 5).

2.6 In establishing the framework agreement, the Council is not committed in any way to awarding any volume or value of contract work to any of the framework providers. This provides reassurance should there be fluctuation (either up or down) in the property and development programme. More detail on the operation of the framework is set out in section 7 below. 2.7 The procurement of this framework agreement, via a compliant OJEU process, means that there is no further need to undertake full OJEU procurements to appoint each professional service requirement. This will reduce time to market and, consequently, cost of tendering.

3. Fees analysis 3.1 The analysis of the fees for a bespoke Council framework agreement are contained in Confidential Appendix A. 3.2 Some, but by no means all, of the proposed framework fees for Lots 1-4 show that benefits may have been achieved when compared with actual fees charged on some for the case study projects (see Appendix A). 3.3 In using the Professional Services framework, the Assets team will use the framework agreement fee percentages as a starting point from which to negotiate fees when appointing any of the professional services to a specified project to achieve value for money. 3.4 Lot 5 differs quite significantly from the other professional services Lots. Buildings within SBC’s commercial property portfolio are currently managed by Cushman and Wakefield, and these contracts will expire in mid-August 2021.

Page 211 3.5 Lot 5 was added to the scope of the framework agreement as a compliant and efficient way to access high quality property management providers in advance of the contract expiry. 3.6 The fees provided by these providers are indicative, provided for comparison and evaluation purposes and to form the basis of the tender exercise to be undertaken early in the financial year 2021/22, for the new contract to commence August 2021.

4. Other considerations 4.1 Tendering the Council’s requirements in an open market has allowed access to small and medium enterprises (SMEs), who have demonstrated a value for money offer in their fee submissions. Over forty seven percent (47.22%) of bidder appointments across all five framework lots are SMEs. Other frameworks have not necessarily allowed us to focus on supporting SME’s. 4.2 In the Invitation to Tender, all bidders were asked to demonstrate their proposed approach to the delivery of Social Value (in addition to financial value for money). Bidders recommended for inclusion on the framework have all demonstrated their intention to offer – where appropriate - local employment, work experience and apprenticeships, in addition to other creative, community benefits. Again, this gives a potentially significant opportunity to local residents and businesses to access opportunities which they may not otherwise have had.

5. Sustainability 5.1 Bidders (in particular on Lot 1(architects) and Lot 4 (mechanical and electrical engineers) have clearly demonstrated their innovative approach to sustainable design and have a proven track record in the delivery of energy efficient buildings. 5.2 This aligns with the Councils ambition to build greener homes, and fully recognises the climate change challenge that we face in line with the ‘Climate Emergency’ which was declared in October 2020.

6. Timetable for implementation 6.1 Assuming Cabinet approve the recommendation to conclude this bespoke framework agreement, as described, a 10-day statutory standstill period will apply. Once this has concluded, the providers on all of the framework lots will be advised and the framework agreement will be concluded. Providers will then be required to sign the framework agreement contracts. The framework agreement commencement date is anticipated to be 11 January 2021.

7. Operation of the Framework Agreement 7.1 In accordance with the contract terms issued to bidders, the framework agreement may be used as follows:

Page 212 (a) By undertaking a direct award of a provider via a call off, where the anticipated value of the contract does not exceed £40,000; (b) By undertaking a mini-competition of suitable providers within the Lot, where the value is anticipated to be in excess of £40,000. All Professional Services appointments will be made in accordance with the requirements of the Council’s Contract Standing Orders (CSOs). 7.2 Fees proposed by the providers for each Lot will be used as a starting position from which the Assets team will undertake further negotiations to obtain optimal project pricing. 7.3 The Corporate Procurement Manager and Property and Development Manager will regularly monitor and review the performance of the Framework Agreement, and present a quarterly report to the Development & Investment Group (DIG). 7.4 All call-offs from the framework agreement will be recorded on the Monitoring Report, a suggested example of which can be found at Appendix D. This information will be incorporated into a 6-monthly report for Cabinet (see 7.4), with input on the content and format from the Portfolio Holder. 7.5 In addition, there will be a six monthly report to Cabinet advising on the performance of the Framework Agreement, with specific reference to the Key Performance Indicators (KPIs), below, within the Framework Agreement Contract and highlighting any issues and setting out how these will be mitigated and/or rectified. The Portfolio Holder will be kept fully informed of any emerging issues in the intervening period as required.

Key Performance Indicators

No. Measure Description Target KPI 1. On time, in full The required service is delivered on the date 100% delivery of and / or time specified, and to the cost agreed Professional prior to commencement (subject to agreed Service variations) 2. Client Satisfaction Feedback from Customers about the Service is 98% either ‘Very Good’ or ‘Excellent’ 3. Management Management Reports are provided to the 100% Information Authorised Representative on the agreed date provided on time and time and in full 4. Certifications kept The Supplier provides all certifications, 100% up to date insurances, accreditations etc. on time, without Customer intervention 5. Social value The Supplier delivers the social value As agreed contributions agreed at the Order start prior to Order start date

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8. Recommendation 8.1 Cabinet is asked to approve the Professional Services Framework Agreement; and to approve the named providers in each lot for the Professional Services Framework Agreement as set out in Confidential Appendix C.

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Cabinet

3 December 2020 Procurement of a Construction Contractor Framework Agreement Purpose of the report To make a decision

Report Author Nicholas Cummings Cabinet Member Councillor Jim McIlroy Confidential No Corporate Priority Financial Sustainability

Recommendations Cabinet is asked to:

Approve the Construction Contractors Framework Agreement

Approve the named providers in each lot for the Construction Contractors Framework Agreement as set out in Confidential Appendix C

The establishment of the Construction Contractors Framework Agreement will provide a faster and more compliant route to market, and deliver additional benefits, e.g. such as improved social value.

The fees proposed by the Construction Contractors are the basis for a negotiation to obtain the lowest possible project fees which demonstrate value for money.

Appendices (Confidential) Appendix A – Contractors’ Prelims, Profits and Overheads Appendix B – Procurement Tender Report. (The report contains full details of the Procurement exercise undertaken to establish the Framework Agreement) Appendix C – Construction Contractors Framework Agreement – Contractors by Lot Appendix D – Performance Monitoring Report Format

Version: 2, Last saved: 10/11/2020 Page 235 1. Key issues 1.1 The Council’s property and development programme requires construction contractors with demonstrable ability (experience, financial standing, etc.) to carry out the required construction works. 1.2 As a public sector organisation, SBC must comply with procurement regulations (the Public Contracts Regulations 2015), with its own Contract Standing Orders and with the requirement to competitively tender our requirements in an open market. We must be able to demonstrate value for money in all such procurement activity. 1.3 Procuring works contractors on a project by project basis, whilst providing a compliant route to market which may demonstrate value for money, is proving to be time-consuming. Not can this approach guarantee to secure the best possible outcomes in terms of project construction cost. Further, this approach does not enable the development of a longer-term relationship with contractors who understand our requirements and our corporate priorities. 1.4 The Assets team has hitherto either undertaken individual tender exercises to select a construction contractor or has used various third party framework agreements (such as the Newlon Housing and the Prefect Circle Frameworks) to appoint construction contractors. This has generally delivered a compliant route to market. 1.5 However, the continued reliance on these other external frameworks presents a number of disadvantages to using a third party’s framework agreement: (a) These frameworks are more general and not tailored to our specific portfolio of work. Our bespoke framework has focused on delivering our values and specific project requirements; (b) They do not use our specific contract terms and are outside of our direct control in other respects; (c) They are utilised by many other organisations. As such we are competing with other users of the framework for availability and value for money; (d) In some cases, the Council has had to pay a fee to access the providers on these frameworks. 1.7 In order to ensure that the Council always fully meets the requirement to maximise value for money, delivers compliant appointments of service providers, and achieves a consistently high quality delivery of project professional services, the options below were considered. 2. Options considered 2.7 Procure works contractors on a project by project basis: This is in part what is done now, but adds time (up to 6 months in some cases) and cost to project delivery. 2.8 Continue the use of other external frameworks: External frameworks are currently used; in some cases the Council is charged for access to providers. Others’ frameworks do not reflect our specific requirements. 2.9 Develop a bespoke Council Framework Agreement: the development of a bespoke Council framework agreement, with contractors who specifically

Page 236 meet our requirements, provides a long term, compliant solution, and the ability to demonstrate value for money. 2.10 The development of SBC’s own framework agreement was considered to be the preferred option, with the framework comprising of 5 Lots to cover the range of project types and values:  Lot 1 - Contractors with capacity for projects valued between £0-1m  Lot 2 - Contractors with capacity for projects valued between £1-5m  Lot 3 - Contractors with capacity for projects valued between £5-20m  Lot 4 - Contractors with capacity for projects valued between >£20m  Lot 5 - Fitout contractors.

2.11 In establishing this framework agreement, it is important to note that the Council is not committed in any way to award any volume or value of contract work to any of the framework providers. This provides reassurance to the Council in the event that there are any changes to the property and development programme of work. More detail on the operation of the framework is set out at section 7.

3. Contractors Prelims, Profits and Overheads 3.1 Contractors were required to submit their indicative Prelims, Profits and Overheads percentages for project case studies for each Lot; these are shown at Confidential Appendix A. 3.2 There is a wide variation in the percentage fees for Prelims, Profits and Overheads. This can, in part, be explained by contractors’ different project approaches and different corporate arrangements. 3.3 Under the terms of the framework agreement, contractors may be directly awarded a contract without further competition, or by a mini-competition conducted with all capable contractors on the relevant Lot. 3.4 The mini-competition is the opportunity for all contractors on the bespoke framework agreement to submit their most competitive overall fees. Where there is a requirement to directly award a contractor, then this must be with a contractor who has demonstrated the most competitive fees in their original fee submission.

4. Other considerations 4.1 When expressing an interest in bidding for the framework agreement, contractors were asked to demonstrate the social value benefits that they have delivered on previous construction projects. The examples provided by the majority of the contractors gives confidence that they will be able to deliver social value benefits to the community as an added value to the delivery of the contract. Other frameworks have not necessarily allowed us to focus on delivering these community benefits. 4.2 The added value benefits will be monitored and recorded

Page 237 4.3 Many of the contractors identified sourcing from local suppliers, employing residents from within the Borough, and work experience and training as opportunities they would offer as additional contract benefits should they be awarded project contracts, and this will be a requirement when undertaking the mini-competition.

5. Sustainability 5.1 Contactors also demonstrated, in their expressions of interest, the requirement to limit the environmental impact of their organisation in the execution of SBC’s contracts.

6. Timetable for implementation 6.1 Assuming Cabinet approve the recommendation to conclude the framework agreement, as described, a 10-day statutory standstill period will apply. Once this has concluded, the providers on all of the framework lots will be advised and the framework agreement will be concluded. Providers will then be required to sign the framework agreement contracts. The framework agreement commencement date is anticipated to be 11 January 2021.

7. Operation of the Framework Agreement 7.1 In accordance with the contract terms issued to bidders, the framework agreement may be used as follows: (a) By undertaking a direct award of a provider via a call off, taking into account availability of the contractor to undertake the works, their price and the proposed quality; (b) By undertaking a mini-competition with all capable contractors within the Lot. Please note that the Prelims, Overheads and Profits submitted by the contractors in their proposals are a starting position from which the Assets team will undertake further negotiations to obtain optimal project pricing. Appointments of all contractors will be undertaken in accordance with Contract Standing Orders. 7.2 The Corporate Procurement Manager and Property and Development Manager will regularly monitor and review the performance of the Framework Agreement, and present a quarterly report to the Development & Investment Group (DIG). 7.3 Call offs from the framework agreement will be subject to the JCT contract terms issued to bidders during the procurement process, and these terms, and any project-specific requirements, will form the basis of the contractor performance monitoring. 7.3 All call-offs from the framework agreement will be recorded on the Monitoring Report, a suggested example of which can be found at Appendix D. This information will be incorporated into a 6-monthly report for Cabinet with input on the content and format from the Portfolio Holder.

Page 238 7.4 In addition, there will be a six-monthly report to Cabinet advising on the performance of the Framework Agreement, highlighting any issues and setting out how these will be mitigated and/or rectified. The Portfolio Holder will be kept fully informed of any emerging issues in the intervening period as required.

8. Recommendation 8.1 Cabinet is asked to: Approve the Construction Contractors Framework Agreement.

Approve the named providers in each lot for the Construction Contractors Framework Agreement as set out in Confidential Appendix C.

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Page 257 This page is intentionally left blank Agenda Item 14

Urgent actions

Cabinet 3 December 2020

These are the urgent actions which have been taken since the last Cabinet meeting on 4 November 2020.

The following urgent actions were agreed by the Chief Executive in consultation with the Leader, on the following dates and for the reasons stated. These are not Key Decisions.

DATE ACTION REASON FOR URGENCY 12 A new letting in the Elmsleigh To secure the transaction November Centre, Staines-upon- completion of the letting before 2020 Thames. the Cabinet or its Sub-Committee was next due to meet 25 A new letting in the Elmsleigh To secure the transaction November Centre, Staines-upon-Thames completion of the letting before 2020 the Cabinet or its Sub-Committee was next due to meet

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