Waverley Borough Council Council Offices, The Burys, Godalming, Surrey GU7 1HR www.waverley.gov.uk
To: All Members and Substitute Members of When calling please ask for: the Overview & Scrutiny Committee - Georgina Hall, Democratic Services Officer Value for Money & Customer Service Policy and Governance (Other Members for Information) E-mail: [email protected]
Direct line: 01483 523224 Date: 15 January 2021
Membership of the Overview & Scrutiny Committee - Value for Money & Customer Service Cllr Peter Martin (Chairman) Cllr Peter Marriott Cllr Joan Heagin (Vice Chairman) Cllr Stephen Mulliner Cllr Roger Blishen Cllr Peter Nicholson Cllr Jerome Davidson Cllr Julia Potts Cllr Jerry Hyman
Substitutes Cllr Richard Cole Cllr John Gray Cllr Simon Dear Cllr Kika Mirylees
Members who are unable to attend this meeting must submit apologies by the end of Monday, 18 January 2021 to enable a substitute to be arranged.
Dear Councillor
A meeting of the OVERVIEW & SCRUTINY COMMITTEE - VALUE FOR MONEY & CUSTOMER SERVICE will be held as follows:
DATE: MONDAY, 25 JANUARY 2021 TIME: 7.00 PM PLACE: ZOOM MEETING – VIRTUAL MEETING
The Agenda for the Meeting is set out below.
The meeting can be viewed remotely in accordance with the provisions of The Local Authorities and Police and Crime Panels (Coronavirus) (Flexibility of Local Authority and Police and Crime Panel Meetings) (England and Wales) Regulations 2020, via the Council’s YouTube page.
Yours sincerely
ROBIN TAYLOR Head of Policy and Governance
Agendas are available to download from Waverley’s website (www.waverley.gov.uk/committees), where you can also subscribe to updates to receive information via email regarding arrangements for particular committee meetings.
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This meeting will be webcast and can be viewed by visiting www.waverley.gov.uk/webcast
Waverley Corporate Strategy 2020 - 2025
Vision
Our vision is that Waverley will be environmentally, economically and financially sustainable with healthy, inclusive communities and housing available for all who need it.
Our strategic priorities: Local, open, participative government Supporting a strong, resilient local economy Taking action on Climate Emergency and protecting the environment Good quality housing for all income levels and age groups Effective strategic planning and development management to meet the needs of our communities Improving the health and wellbeing of our residents and communities Financial sustainability
Good scrutiny:
is an independent, Member-led function working towards the delivery of the Council’s priorities and plays an integral part in shaping and improving the delivery of services in the Borough; provides a critical friend challenge to the Executive to help support, prompt reflection and influence how public services are delivered;
is led by ‘independent minded governors’ who take ownership of the scrutiny process; and, amplifies the voices and concerns of the public and acts as a key mechanism connecting the public to the democratic process.
NOTES FOR MEMBERS
Members are reminded that contact officers are shown at the end of each report and members are welcome to raise questions etc in advance of the meeting with the appropriate officer.
AGENDA
1. MINUTES
To confirm the Minutes of the Meeting held on 16th November 2020, published on the Council’s website.
2. APOLOGIES FOR ABSENCE AND SUBSTITUTES
To receive apologies for absence and note any substitutions.
Members who are unable to attend this meeting must submit apologies by the end of Monday 18th January 2021 to enable a substitute to be arranged, if applicable.
3. DECLARATIONS OF INTERESTS
To receive Members’ declarations of interests in relation to any items included on the agenda for this meeting, in accordance with Waverley’s Code of Local Government Conduct.
4. QUESTIONS FROM MEMBERS OF THE PUBLIC
The Chairman to respond to any written questions received from members of the public in accordance with Procedure Rule 10.
Questions should be received by 5pm on 18th January 2021.
5. QUESTIONS FROM MEMBERS
The Chairman to respond to any questions received from Members in accordance with Procedure Rule 11.
Questions should be received by 5pm on Monday 18th January 2021.
6. GENERAL FUND BUDGET 2021/22 MEDIUM TERM FINANCIAL PLAN 2021/22 - 2024/25 (Pages 7 - 72)
To receive the draft budget for 2021/22. This item will be presented by The Head of Finance and Property.
Recommendation
That the Committee consider the draft budget, fees and charges and capital programme and review the revised Medium Term Financial Plan projections and pass comments and observations to the Executive.
7. ICT STRATEGY (Pages 73 - 94)
The Head of Business Transformation will present the ICT Strategy to the Committee.
Recommendation
That the Committee consider and comment on the draft strategy.
8. CORPORATE PERFORMANCE REPORT (Pages 95 - 140)
The Committee will scrutinise the performance of the areas within the Committee’s remit. This agenda item will be led by the Corporate Policy Manager.
Recommendation
That the Committee consider and comment on the Report.
9. REVIEW OF COMPLAINTS CLOSED IN 2019/20 (Pages 141 - 168)
The Committee will hear about complaints closed in 2019/20.
Recommendation
That the Committee consider the information in the report and pass any comments to the Executive.
10. COMPLAINTS TO LOCAL GOVERNMENT OMBUDSMAN (Pages 169 - 174)
The Committee will hear about complaints to the Local Government ombudsman in 2019/20.
Recommendation
That the Committee consider the information in the report and pass any comments to the Executive.
11. COMMITTEE WORK PROGRAMME (Pages 175 - 180)
The Value for Money & Customer Service Overview & Scrutiny Committee is responsible for managing its work programme.
A Scrutiny Tracker has been produced to assist the Committee in monitoring the recommendations that have been agreed at its meetings. The Tracker
details the latest position on the implementation of these recommendations and is attached as Part C of the work programme.
Recommendation
That the Committee note the work programme and make suggestions.
12. PROPERTY INVESTMENT ADVISORY BOARD ACTIVITY UPDATE (Pages 181 - 188)
The Committee will receive a report updating the Committee on the progress and activity of the Property Investment Advisory Board. This agenda item will be led by the Head of Finance and Property.
Recommendation
That the Committee note the property investment activity and make any observations or recommendations to the Portfolio Holder and / or the Executive.
13. EXCLUSION OF PRESS AND PUBLIC
To consider the following recommendation on the motion of the Chairman:
Recommendation
That pursuant to Procedure Rule 20 and in accordance with Section 100A(4) of the Local government Act 1972, the press and public be excluded from the meeting during consideration of the following items on the grounds that it is likely, in view of the nature of the business to be transacted or the nature of the proceedings, that if members of the public were present during the items, there would be disclosure to them of exempt information (as defined by Section 100I of the Act) of the description specified in the appropriate paragraph(s) of the revised Part 1 of Schedule 12A to the Act (to be specified at the meeting).
14. ANY OTHER ISSUES TO BE CONSIDERED IN EXEMPT SESSION
To consider any matters relating to aspects of any reports on this agenda which, it is felt, may need to be considered in exempt session.
Officer contacts: Mark Mills, Policy Officer - Scrutiny Tel. 01483 523078 or email: [email protected] Georgina Hall, Democratic Services Officer Tel. 01483 523224 or email: [email protected]
This page is intentionally left blank Agenda Item 6.
WAVERLEY BOROUGH COUNCIL
VALUE FOR MONEY O & S COMMITTEE
25 JANUARY 2021
EXECUTIVE - 9 FEBRUARY 2021
Title: GENERAL FUND BUDGET 2021/22 MEDIUM TERM FINANCIAL PLAN 2021/22 – 2024/25
Portfolio Holder: Cllr Mark Merryweather , Portfolio Holder for Finance, Assets & Commercial Services
Head of Service: Peter Vickers, Head of Finance and Property
Key decision: Yes
Access: Public
1 Purpose and summary
The purpose of the report is for the VFM O&S Committee to scrutinise the draft budget and Medium Term Financial Plan update and pass comments to the Executive ahead of its meeting on 9th February. This report sets out in detail the draft General Fund Budget for 2021/22 and the latest Medium Term Financial Plan. The Financial Plan sets out the key work streams for the Council to focus on which, collectively, aim to address the significant shortfall in annual budget projected over the medium term.
This report contains the following Annexes:
Annexe 1 – draft Medium Term Financial Plan Annexe 2 - draft General Fund Budget Summary 2021/22 Annexe 3 – statement of key variations from 2020/21 base budget Annexe 4 – draft Fees & Charges for 2021/22 Annexe 5 – draft Capital Programme Annexe 6 – schedule of projected reserves and provisions
2. Recommendation for Overview and Scrutiny Committee
2.1 The Value for Money O&S Committee consider the draft budget, fees and charges and capital programme and review the revised Medium Term Financial Plan projections and pass comments and observations to the Executive.
3. Reason for the recommendation(s)
3.1 The Budget is a major decision for the Council and setting a balanced budget is a statutory requirement. Scrutiny of the financial plan and budget proposals demonstrate transparency and good governance. As a result of the sudden and unexpected Covid-19 impact, the Council had to act quickly to take steps to
Page 7 address the significant projected net budget shortfall so that the Council can continue to function. A revised budget for 2020/21 was set in August and Council asked that the medium term financial projections be updated in February 2021 alongside the budget setting report for 2021/22. The Medium Term Financial Plan projects future financial pressures and opportunities to enable the Council to take action to ensure sufficient funding is in place to deliver services.
3.2. For information, the following are the draft recommendations from Executive to Council:
1. It is recommended that the Executive, after considering comments from the Value for Money Overview & Scrutiny Committee, makes the following recommendations to Council, to:
2. agree a £5 increase in Waverley’s Band D Council Tax Charge for 2021/22 with resultant increases to the other council tax bands;
3. agree to make no change to the Council’s existing Council Tax Support Scheme and continue to allocate additional Government support to help those council taxpayers most financially affected by the pandemic;
4. agree the proposed Fees and Charges for 2021/22;
5. approve the General Fund Budget for 2021/22 as summarised in Annexe 2, incorporating the baseline net service cost variations included at Annexe 3;
6. approve the specific use of reserves to mitigate the Covid-19 uncertainty risk and the estimated reduction in retained business rate funding over the Medium Term Finance Plan period, and the other reserve movements as set out in the annexe 6,
7. approve the General Fund Capital Programme; and,
8. agrees to extend the 2020/21 Capital Strategy to cover the period up to the Council meeting in April 2021
4. Waverley’s Medium Term Financial Plan (MTFP)
4.1 The Medium Term Financial Plan (MTFP) is Waverley’s key financial planning document which takes account of all the currently known various factors and influences that may impact on Waverley for the next few years. These factors include: economic conditions, Government restrictions, current expenditure patterns, inflation, planned changes to service delivery, changing demand for services, sources of income etc. It also includes an assessment of the risks faced by Waverley. The draft 2021/22 budget is set in the context of the latest MTFP.
4.2 The MTFP includes a forward look over the next four years to anticipate the spending pressures faced by Waverley. Planning now to meet known changes in the future provides greater opportunity to mitigate the impact. Good preparation will mean that Waverley has sufficient funds to meet unexpected costs and that limited financial resources are targeted to Waverley’s residents’ highest priorities.
Page 8 4.3 The purpose of the Medium Term Financial Plan is to:
Provide a framework for managing resources in the medium term to deliver the corporate plan.
Demonstrate that sufficient resources will be available to meet Waverley’s objectives and priorities, particularly in the delivery of value for money.
Look ahead to the longer term to protect and help plan sustainable services within an extremely challenging external economic and funding environment.
Strengthen Waverley’s financial resilience and manage volatility and risk, including maintaining an adequate level of reserves.
Anticipate financial pressures and identify potential ways to balance Waverley’s budget including through efficiency measures.
4.4 Following on from the Contingency Revised Budget approved by Council in August, an update to the Medium Term Financial Plan including a review of the longer-term effect of the pandemic on the Council’s future financial resilience was reported to Council at its December meeting. In December, Council agreed that a further review of the Plan be reported in February alongside the 2021/22 draft budget.
4.5 The Council’s MTFP has been updated to include the latest General Fund projections, including the reserves earmarked for specific purposes, that may have to be drawn upon to meet the budget shortfall. This report sets out the ongoing material financial pressures, risks and uncertainty which are on a scale never previously experienced.The report develops existing strategies for addressing the financial challenges to protect vital services and put the council in a more sustainable financial position, but also highlights the significant residual budget shortfall projected over the next four years.
4.6 The updated MTFP projection is included in Annexe 1 which details the revised projections and assumptions for the four year period (This is further illustrated with graphs also at Annexe 1). The changes from the balanced February 2020 position are based on a review of the ongoing impact of the items identified in the Contingency Revised Budget, new emerging issues and cost pressures. The latest MTFP projections shows a £7.9m increase in the projected net budget shortfall for the four year medium term compared to last February, and it is now estimated that the total cumulative gross budget shortfall, before compensating measures, over the four year period is £20.5million. Currently a cumulative total of £12.6m of compensating measures have been identified. If Government funding continues to fall short of meeting the full impact of Covid-19 on the Council’s finances, this will remain as the key direct driver of this budget shortfall. This projection, and similar in other local authorities, represents the greatest financial challenge faced by local public services in recent times.
4.7 The principal aim of the revised MTFP is to protect core services. In the light of this, it is proposed in this draft budget that the principle agreed by Council in August in the 2020/21 contingency budget is rolled over and the specific repurpose of those earmarked reserves is agreed in 2021/22 instead. Drawing on
Page 9 reserves to fund ongoing costs would not be a sustainable position given that Waverley has limited General Fund reserves. However, given the major and immediate impact of the pandemic on Waverley’s finances, targeted and temporary drawing on specific reserves is unavoidable to protect services and funding to community organisations. More details on the proposals on reserves are included later in the report.
4.8 The budget and MTFP projections are being prepared with a range of assumptions made in very uncertain economic conditions. Therefore the figures are volatile, particularly with regard to the timing and extent of recovery of income streams impacted by the pandemic. The February 2020 MTFP already included some challenging targets supported by a range of strategies and it is crucial that these continue to be fully supported and remain the central focal point for addressing the budget shortfall. More details on the assumptions are set out later in the report.
5. Budget Pressures Summary
5.1 The following table shows the main budget pressures projected over the MTFP period. Further detail is included at Annexe 1.
2021/2022 2022/2023 2023/2024 2024/2025
Change Change Change Change from from from from 2020/2021 2021/2022 2022/2023 2023/2024 Anticipated Budget Variations Feb Base Base Base Base £000 £000 £000 £000 Contingency budget, ongoing impact – costs 126 0 -20 -106 Contingency budget, ongoing impact - income 2,650 -1,220 -700 -730 Covid-19 Income Claim – confirmed until June -460 460 2021 Covid-19 General Govt. funding for costs -457 457 Proposed provision for Covid-19 impact 1,000 -330 -330 -340 Inflation and contractual increases 603 655 804 838 Housing benefit admin grant 0 30 30 30 Business Rate Retained Income 0 700 700 400 Treasury management interest 298 150 One off capital receipts funding for Business -220 220 Transformation team Borough Elections Reserve 2020/21 deferred 0 63 -63 contribution Contingency for savings target achievement risk 111 Unavoidable Budget Adjustments – annexe 3 347 Budget Shortfall 3,998 1,122 547 29
From 20/21 Base 3,998 5,120 5,667 5,696
Total over MTFP 9,118 14,785 20,481
Page 10 6. Budget Strategy
6.1 Waverley’s strategy for addressing the budget shortfall continues to be informed by the budget consultation and the work of the Budget Strategy Working Group in 2019 and is illustrated below. The themes in squares relate to ongoing actions, the four ovals indicate the principal work steams identified in the strategy.
6.2 The annual General Fund savings targets for each work stream in the budget strategy for the 4-year MTFP period are:
MTFP Target Measures 2021/22 to 2024/25
£'000 Cost review 563 Property Strategy 450 Commercial Strategy 542 Business Transformation 849 Council Tax increase in WBC charge 907 Total Target savings 3,311
6.3 In addition, further new sustainable strategic intiativies have been identified and are being pursued. For example, as announced in the MTFP update report to Council in December 2020, the Executive will also be looking at further efficiency inititives in the future including collaboration opportunities with willing partners.
7. Funding for Waverley’s Services
7.1 As well as collecting council tax to support its own budget, by law Waverley has to collect council tax for Surrey County Council, Surrey Police and all town and parish councils in the Borough and this money is paid over to those organisations. The Government restricts the amount that council tax can be increased each year and this is explained in more detail later in this report. In addition, Waverley collects business rates from all non-domestic premises in the Borough. Most of this money is paid to the Government with a relatively small amount being retained by Waverley and Surrey County Council. The Government
Page 11 set the rateable value and rates chargeable for all business premises.
7.2 The total band D council tax charge in 2020/21 is £2,031.46 split as follows: Parish/Town Waverley Borough Council (average), Council (average), £63.64 £185.79 Surrey Police Commissioner, £270.57
Surrey County Council, £1,511.46
7.3 The amount of council tax that will be paid to each of the precepting bodies, including Waverley, Surrey County Council and the parish and town councils, is fixed for the financial year. Any variation in actual compared to estimated forecasts used in calculating the council tax base and/or the estimated in-year collection rate will impact in the following and subsequent years. For example, if Council Tax Support caseload and value increase above the estimated amount, or if the collection rate was lower than the assumed amount, the collection fund will fall into deficit which will be apportioned in future years.
7.4 Waverley’s Revenue Support Grant from the Government is zero, there has been a dramatic reduction over the last 10 years from £6m in 2010/11. Core Government funding to WBC £'000 7000
6000
5000
4000
3000
2000
1000
0
Grants Business Rates New Homes Bonus
7.5 Waverley currently retains £2m of the £38m business rates collected as its core (around 5%) funding for general fund services. This main element of this amount, approximately £1.8m, is derived from a Government formula which determines each Council’s safety net position against its ‘baseline need’ for funding. The second, variable element is an estimated potential £0.2m, is related to the total Rateable Value (RV) of business premises in the Borough which is affected by
Page 12 physical properties and the RV assessed by the Government’s Valuation Office. This can also fluctuate according to appeals from rate payers. The Government announced in the autumn that it was delaying to 2021/22, its review of business rate funding for local authorities and its ‘relative needs’ calculation. Waverley’s MTFP forecasts significant reductions in grant over the next four years. Officers have taken a cautious view of the impact of these reviews on Waverley’s budget given previous past experience of redistribution formula and this is reflected in the MTFP projections shown earlier.
7.6 The ‘structural deficit’ in Waverley’s budget arising from service cost inflation, equating to £0.6m per year, compared to additional income from council tax which is limited by Government controls. Before external cost pressures are accounted for, the Council is not able to stand still financially due to the Government’s restriction on Council Tax increases. In 2020/21 this is £5 per Band D equivalent (or 9.6p per week) equating to a maximum of £277k additional council tax income. As Government funding has fallen away, the Council has reluctantly become increasingly reliant upon Council Tax funding which is only a third of the overall cost base. In addition, for new properties in the borough, approximately 33% of the council tax income is paid out for waste and recycling services.
7.7 In 2016/17 the Government informed a number of councils, including Waverley, that they would have grant clawed back to address the Government’s overall funding shortfall. This became known as ‘negative RSG’ and for Waverley this would have been £800k pa. Since this announcement, the Government has decided each year to fund this shortfall itself rather than impose it on the named councils. However, the threat still exists and it is expected that this will be addressed as part of the main review of business rate funding in 2021/22.
7.8 The Government announced the 2021/22 local Government finance settlement for consultation late in December 2020. The headlines are as follows:
No negative grant Retained business rates for Waverley at same safety net level of £1.8m New homes bonus £977k but no guarantee of payment in future years Council Tax increase limit for WBC £5 band D or up to 2%, whichever is the higher no limit on council tax increases for town and parish councils Surrey County Council council tax increase limit up to 5% (including the 3% for adult social care costs).
8. Covid-19 related Government grant
8.1 The Government has so far given the Council £1.527million of Covid-19 support grant towards its £6.6million 2020/21 projected budget deficit, and the Council estimates that it may be eligible to claim £2.2million from the Government’s compensation scheme for lost income from fees and charges. A further £0.5million of cost-related grant has been confirmed plus a potential £0.4million of income grant for 2021/22. In addition, Waverley will be claiming for funding towards the impact of leisure centre closures, the outcome of which is uncertain and any funding would be counted in 2020/21 against the closure costs. Various other targeted funding has been received to implement a range of specific Covid-
Page 13 19 support schemes.
9. Budget Setting 2021/22 Background
9.1 The 2020/21 budget and MTFP included a range of estimates based on assumptions which, at the time the budget was set, were deemed to be robust and deliverable overall. However, the sudden, unexpected, material and immediate adverse impact of the Covid-19 pandemic necessitated a thorough review of the Council’s in-year budget which identified a projected budget deficit of £6.6million as shown in the summary below. The Contingency Revised Budget also highlighted the risk that the Council may not have yet identified all of the impacts and that the pandemic may not be controlled as currently envisaged, these have been updated in the MTFP projections but may yet change further.
Contingency Revised Budget Summary 2020/21 £ Leisure facilities £2.7m Car park income £2.0m Property income £0.7m Planning and land charges income £0.6m Other costs and loss of income £0.6m Total estimated budget deficit £6.6m Agreed actions to address the deficit: Cost saving and efficiency measures £2.3m Government one-off grant £1.5m One-off draw on reserves £2.8m Total £6.6m
10. General Fund Budget 2021/22
10.1 A summary of the draft budget for 2021/22 is set out in Annexe 2 and the changes from the 2020/21 base budget are detailed in Annexe 3. The budget has beenprepared on a business as usual basis, then adjusted for inflation, estimated Covid-19 impact and Government grants towards Covid-19 impact on the council’s core income and expenditure. The estimated direct Covid-19 impact on the budget in 2021/22 is £2.6million in total which is an estimate of the extent to which income reduction and additional costs areas identified in the contingency budget will continue into the next financial year. Given the significant uncertainty about the impact that Covid-19 will have on Waverley’s income and expenditure budgets in the future, it is proposed to include an additional £1m provision in 2021/22, reducing by a third in each year of the MTFP period.
10.2 The draft budget also includes a cost risk provision of £110k to allow for the potential difficulty achieving the range of savings targets in the year. Whilst heads of service have assessed the achievability of these targets as ‘high’ overall, under the current circumstances it is felt to be a prudent measure to include this allowance which equates to approximately 10% of the relevant savings. The review of reserves has been broadly in line with that agreed by Council in the
Page 14 contingency budget in August 2020 and the review of the MTFP in December 2020.
10.3 The General Fund Summary at Annexe 2 shows a budget shortfall of £1.195million in 2021/22. There are no proposed cuts to services or reductions in funding for community organisations included in the draft 2021/22 General Fund budget.
10.4 This budget shortfall is after allowing for the maximum allowable council tax increase of £5 at Band D (or 2.7% or 10pence per week) and the estimated savings measures that will be delivered from the property, business transformation and the commercial programmes. Allowance has also been made for the heads of service detailed review of expenditure. This detail is set out in Annexe 3.
11. Addressing the Budget Shortfall in 2021/22 and over the MTFP period
11.1 The cumulative budget shortfall over the four year MTFP period is £7.8m after itemised compensating measures. This shortfall is attributable almost entirely to the immediate and on-going impact of Covid, but when these dissipate the forecast impact of measures start to overtake the pressures on an annual basis in 2024. This is broadly in line with the position reported to Council in the MTFP update in December.
For financial planning purposes, the following table shows one scenario of how this can be addressed with a mix of specific reserve draw downs, as explained in the following section of this report, plus additional recurring savings to be identified in each of the years.
Adressing each years budget In 21/22 In 22/23 In 23/24 In 24/25 shortfall £000 £000 £000 £000
Reserve to meet Covid-19 impact £1,000 £670 £330 Business rate equalisation reserve £700 £700 £400 Annual target for further recurring £198 £750 £350 £300 savings/income Total in year shortfall £1,198 £2,120 £1,400 £700
Taking account of the recurring and non-recuring measures identified in the table above, the total accumulates to a total of £7,840k, as identified in Annexe 1. In summary, this cumulative shortfall over the 4-year period will be met as follows:
Budget saving over 4-year period £000 Reserves to mitigate Covid-19 impact £2,000 Use business rate equalisation fund to balance the forecast £1,800 reductions in retained business rate income Further recurring cost savings and income (to be identified) i.e. £4,042 4x£198k + 3x£750k + 2x£350k + 1x£300k Total £7,842
Since Council agreed the 2020/21 contingency revised budget, the Government
Page 15 has clarified the bases for claiming Covid-19 "lost income" funding in 2020/21 and it is expected that this will reduce the approved reserve drawdowns in 2020/21 by approximately £2.2m.
11.2 However, the budget shortfall in 2021/22, after existing measures, is showing as £1.198m on Annexe 1. Since presenting the MTFP update to Council in December: the Government has confirmed additional Covid-19 funding in 2021/22 the council tax assumption has been increased in line with the Government’s announcement on what is allowed heads of service have identified further savings. the Government confirmed Waverley’s New Homes Bonus amount which has been included in 2021/22 budget.
All of these additional measures have helped reduce the shortfall in the first year of the MTFP period when the Covid-19 impact is the greatest. It is proposed to meet the shortfall from a £1m draw down from reserves to match the £1m Covid- 19 impact provision included in that figure (explained in the section below), plus set an additional savings target of £198k. This equates to 1.5% of service budgets plus revenue contribution to capital. Savings options to achieve this include review of fees and charges to generate additional income, scaling back or finding alternative funding for capital schemes and identifying further cost reductions. This will be exceptionally challenging but, at this stage, it is considered to be an achievable target.
11.3 Further sustainable longer term savings will be much harder to deliver and officers, working with councillors, will need to spend the coming year working up options, some of which will require innovative and/or difficult decisions, within the framework of the law and the constraints of Government policy. These will include:
Extended business transformation and efficiency projects beyond the current programme Collaboration with other councils and shared service opportunities Review of capital investment and funding Review of property investment in the light of new Public Working Loans Board (PWLB) rules Restrictions on expenditure Further opportunities for commercial thinking and income generation, as far as the law and Government policy allow.
12. Earmarked and non-earmarked reserves and provisions.
12.1 A summary of the available reserves is included on Annexe 6. This table takes account of the Contingency Budget 2020/21 and the MTFP projections. In the Contingency Budget Council agreed that it would draw up to £2.9m to balance the books. However it was also agreed that the net effect of any additional Government Covid-19 funding and/or change in budget assumption would be used in lieu of reserves to provide more flexibility in reserve levels to address future years’ financial pressures. The following table sets out the latest position and the current proposal.
Page 16 Reserve Agreed use in Revised use in Latest MTFP 2020/21 2020/21 proposal contingency contingency transfer to budget * budget Covid-19 budget risk contingency £000 £000 reserve £000 Homelessness Support Grant 474 474 0 Commercial property Void 425 275 26 provision Emergency funding 17 17 Brightwells reserve, car park 296 296 provision Place shaping 188 188 Investment Advisory Board 418 418 Business rates equalisation 649 649 reserve SANG acquisition fund 200 200 General Fund working balance 206 206 Total 2,873 749* 2,000
*see Annexe 2 and Annexe 6
12.2 It is proposed to repurpose the range of reserves set out above, previously agreed by Council in the Contingency Budget 2020/21, to create a Covid-19 budget risk contingency reserve. This will only be drawn from in the event that Covid-19 impacts on the budget beyond the approved estimates. The draw down for any specificpurpose meeting this criteria would be subject to the approval of the Management Board in consultation with the Finance Portfolio Holder. The 2021/22 draft budget includes £1m for this purpose reducing in the MTFP projections to £670k in 2022/23, £330k in 2023/24 and zero in 2024/25. This is matched by a corresponding contribution from this reserve.
12.3 The business rate equalisation reserve was established by the Council a number of years ago when the Government changed the national local Government funding system and transferred a number of business rate risks to local councils. This provision was set up to provide future ‘smoothing’ of the impact to the annual General Fund revenue budget of:
the risks of Government cutting the retained business rate funding to Waverley declining rateable values reducing retained funding significant appeals reducing retained funding
12.4 It is proposed that £1.8m of the reserve (balance £3.2m after the proposal above) be included in the MTFP as a draw down against the projected reduction in business rate retained income following the forthcoming Government reforms. This is in line with the intended purpose and would only be actioned to the extent of any year on year reduction which is currently included in the MTFP as £700k in 2022/23, a further £700k in 2023/24 and a further £400k in 2024/25. This reflects a scenario of all current retained business rate income being removed but no negative RSG impact being imposed on Waverley, as referred to earlier in the report. Clearly there is uncertainty in this position and it will be reviewed when the
Page 17 Government make further announcements.
12.5 The Property Investment Void provision is an important revenue mitigation supporting the Property Investment Strategy. Going forward this provision is intended to be maintained at a sufficient level to limit the impact in the event of rent loss due to a void period where a rent-free period is now expected even when the property is let. The recent investment in the specialty food retail premises in West Wickham occupied by Marks & Spencer was an important step in this strategy, but the impact of the subsequent tightening to PWLB restrictions on our portfolio strategy are still being assessed.Until the property portfolio is fully established and self-sustaining, it will require further contributions from the revenue budget to replenish the provision.
12.6 The future financial resilience of the Council is dependent upon the availability of reserves to manage financial shocks such as more lockdowns. Ideally, the use of reserves should be limited as far as possible to mitigating the temporary impact of the pandemic, net of any Government assistance. It is important to therefore ensure sustainable resolutions are found wherever possible and if necessary or appropriate temporary measures such as a vacancy freeze to limit the need to call upon reserves, which should always be a last resort.
13. Key Assumptions
13.1 The detail of the estimated extended impact of the pandemic is included on Annexe 1 and 2 which builds on the contingency revised 2020/21 budget. The underlying assumption is that the income streams will fully recover within the time period of the MTFP.
13.2 Due to the significant financial pressures resulting from the pandemic, it will take a number of years for some income to recover to normal levels and therefore will require the identification of short or longer term measures to address this. Any change of use of earmarked reserves does not resolve the ongoing budget pressure and will require a resolution in the following year,
13.3 Part of the package of measures within the Contingency Budget was a recruitment restraint process to hold back on £0.6million of vacancies. This followed on from the Management Board decision to suspend all non-critical recruitment, review all external staff costs and suspend non-urgent spending where possible. This has proved to be an effective interim measure to help reduce costs this year although it must be recognised that it has placed significant pressure on services and staff and has affected performance in some areas. The impact of and ability to continue with these staff budget controls beyond 2021/22 has being carefully considered and no extension has been assumed in the draft 2021/22 budget at this stage.
13.4 The core funding for the General Fund Capital Programme is from Revenue Contributions from the revenue budget (£1.05million in 2020/21 base budget). This was reduced following a corporate projects review under the Contingency Budget by £0.472million. Within the MTFP the revenue contribution may have to be scaled back again even further to balance the budget, acknowledging that this may reduce investment in existing and new facilities and assets. With any further scaling back there will be need to be a proper assessment of the impact of this reduction on health and safety and the potential deterioration of assets. More
Page 18 detail on the 2021/22 draft capital programme is included later in this report.
13.5 Inflation including pay and contractual increases assumes that inflation will not increase beyond 2% in line with the Bank of England’s commitment. The inflation figure now includes all contractual increases resulting from non-inflation related increases such as pay grade incremental progression and the refuse and recycling contractual increase resulting from growth in the property base. Inflationary increases on income streams such as fees and charges are included as part of the commercial strategy target. The Council’s main contracts are indexed to the Consumer Price Index (CPI). An inflationary amount has been assumed for all General Fund budgets where it is unavoidable. In terms of the staff pay award for 2021/22, which is also applied to Councillors’ allowances, this has not been finalised at the time of writing. An estimate of the cost of a pay award plus other inflation commitments, are incorporated within the draft budget. Waverley’s pay award is negotiated by the Joint Negotiating Committee, a committee of four councillors and four union/staff representatives, due to meet in January.
13.6 Waverley’s MTFP forecasts significant reductions in Government funding over the next four years. This review has already been delayed for several years and it has announced recently that the review is delayed again. This delay has been reflected in the reprofiling of the Business Rate Retained Income reduction in the MTFP and relieves cost pressure in 2021/22. Officers have taken a cautious view of the impact of these reviews on Waverley’s budget given previous past experience of redistribution formula. District and borough councils across southern England would tell a similar tale, and further lobbying is being undertaken with local Members of Parliament and the Local Government Association on this issue, as the Government prepares its ‘Fair Funding Review’ and its proposed new policies on devolution. The revised MTFP proposes to offset the impact of reducing retained business rate income using the business rates equalisation reserve.
13.7 Investment property contributed a £0.742million cost pressure to the Contingency Revised Budget before mitigation from the Investment Property Void provision. This pressure has been resolved by the expected resolution of the Wey Court East void, a number of lease regears within the current property portfolio and the recent completion of an investment property acquisition. The previously agreed investment property target over the MTFP period has been halved in light of recently announced restrictions of the use of borrowing at preferential rates.
13.8 Treasury management interest has been achieving an average return of 1.1% prior to the pandemic, netting the General Fund £0.577million. Since then the Bank of England reduced the base rate from 0.75% to 0.1% in March and due to the significant economic uncertainty the rates available on fixed term fixed rate money deposits has reduced to 0.2%. The immediate impact of the rate reduction is mitigated by the strategy in recent years to place cash deposits over longer terms where the rates were better. These will unwind over the next 18 months. The long term forecast does not indicate an increase in the base rate in the MTFP period.
14. Capital Receipts Flexibility Use
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14.1 In common with many other councils, it is proposed that under these challenging financial circumstances, Waverley should take advantage of the Government’s time limited Flexible Capital Receipts scheme to utilise capital receipts to fund business transformation projects that deliver efficiencies and savings. This action was approved by Council in December but to meet the requirements of the regulations, the intended uses must be identified and then monitored. The following table lists the likely areas for using this accounting flexibility.
2020/21 2021/22 £’000 £’000 Business Transformation team 220 220 One-off Business transformation costs 50 Laptop & Tablet Replacement 45 Desktop Computer Refresh 5 Mobile Phone Replacement 36 Wi-Fi at the Burys 5 Total 220 361
15. Risk 15.1 There is a risk that, if not monitored adequately, the proposed MTFP measures of business transformation, recruitment restraint, reduced capital spend and pared back service costs could put pressure on services, particularly if the Council continues to experience further pressure as a result of local or national lockdowns and the predicted wider economic downturn.
15.2 The biggest single budget impact of the first lockdown has been on leisure income and the MTFP assumes that there will be no net income to the Council at all during 2021/22 and a steady recovery going forwards. The impact of subsequent lockdowns on the viability of the leisure contract will need to be closely monitored as this will be a significant financial impact. Car parking income was the second biggest budget impact with an annual income of £5.2million equating to £0.1million per week. Post lockdown monitoring showed parking to be at 70% of pre Covid-19 capacity. Parking income will be severely impacted again in subsequent lockdowns, and the MTFP assumes the capacity usage will recover over the MTFP. Changes in Planning fee income are not considered to be directly related to lockdowns and more aligned to the macro economic climate. The remaining smaller income streams in total contributed an estimated £25,000 per week to the Contingency Budget deficit. The £1million reserve-backed provision should provide mitigation for this uncertainty in 2021/22 but the position will be kept under close review.
15.3 The MTFP projections include costs for additional capacity in Housing Benefit and Revenues team to cover the increased workload and also additional PPE expenditure. This insulates the cost base to a reasonable degree from further lockdowns and a worsening economic climate. It is envisaged that short term spikes in community pandemic response teams will be resourced internally resulting in service levels being temporarily reduced whilst staff are deployed.
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15.4 The impact in future years of Waverley needing to unexpectedly draw down significant value of reserves is difficult to assess but, given the £8million budget shortfall already projected in the medium term, these risks will put serious pressure on the Council’s financial resilience. In the light of the Covid-19 impact, councils need the Government to urgently give clarity on the continuation of the Covid-19 Sales, Fees and Charges compensation scheme beyond June 2021, the business rate funding and address the growing risk of business rate appeals and declining rateable values to local council budgets.
16. Fees and Charges
16.1 Fees and charges have been reviewed as part of the budget process. Some fees and charges are statutory but for those that can be determined by Waverley some inflationary increases are proposed for 2021/22 where appropriate. Whilst a mprehensive review was proposed for 2020, it was not felt appropriate to do this in the year due to the impact of the pandemic on customers. Therefore, charges have generally been increased in line with estimated CPI inflation at this stage. Details of the proposed changes to fees and charges from 1 April 2021 are included at Annexe 4. A further review of fees and charges will continue during in 2021 to reflect members’ desire to consider opportunities to distinguish between for-profit and not-for-profit customers in the charges. Changes will be applied mid-year where appropriate, subject to the required approval process.
16.2 The commercial strategy highlights the need to review existing income sources to generate additional revenue. One area that is being considered is planning pre- application and performance agreement income. The draft budget includes an additional target of £40,000 to reflect a proposed revision to the charging structure and approach that will be developed early in 2021 and implemented during the 2021/22 financial year.
16.3 Proposed licensing fees & charges are included in Annexe 4, of which some are increased by inflation and some are unchanged. All of these fees are subject to consideration by the Licensing & Regulatory committee of the consultation responses.
17. Council Tax Support Scheme
17.1 The Council Tax Support Scheme, which replaced council tax benefit on 1st April 2013, is reviewed annually. A range of assistance was introduced by Waverley to assist claimants and these schemes are actively promoted. A hardship fund was created to support claimants and the qualifying criteria revised to encourage take up. Discretionary Housing Payments are also available, and Waverley officers are proactively supporting households that are most affected by welfare reforms. Experience shows that the current Council Tax Support Scheme remains successful as evidenced by the gradual pre-Covid-19 reduction in the number of claimants and the consistently low take up of discretionary support. The impact of Covid-19 has seen a significant increase in demand for support under the scheme since March 2020. Waverley has received an additional £0.5million of Covid-19 funding towards Council Tax support for those households most impacted and it is hoped that the increased take-up will be temporary and, over time, the caseload will revert to normal levels. It is, therefore, recommended that the current scheme remains unchanged for 2021/22.
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18. General Fund Capital
18.1 Each year, the Council reviews its three-year Capital Programme and agrees the budgets to be included within the Budget for the year ahead and how they will be funded. The overall parameters for the Capital Programme are set out within the Council’s Financial Plan. Each scheme put forward by heads of service were tested against criteria including revenue generation, carbon reduction and fit with corporate priorities.
18.2 The draft 2021/22 Capital Programme bids amount to £3.2million as shown at Annexe 5 to this report of which £0.9m is funded from the General Fund revenue contribution referred to earlier. The table in Annexe 5 does not include the £1.6m of slippage from previous years that are ongoing projects. The capital programme shows the first being essential spending on asset maintenance and unavoidable projects. Given the current and future budget shortfalls, other discretionary projects that have been put forward by heads of service will be subject to further consideration by officers, in consultation with portfolio holders before they can commence. This consideration will include the strength of the business case, the availability of external funding and opportunities to reduce or defer cost to reduce the draw on the revenue budget in 2021/22.
18.3 District and county councils in Surrey have been working to identify a transit site that would enable Police to use Section 62a powers under the Criminal Justice and Public Order Act 1994 with which to direct Unauthorised Encampments (UEs) and to prohibit offenders from returning to a UE anywhere within the borough for a period of 3 months, provided that such a site has capacity at that point in time. Other counties, such as West Sussex, have operated such a site successfully for several years.
18.4 A site has been identified in the east of the county that, subject to planning, will be developed into a 10-pitch transit site. The exact timetable for the site’s construction is to be confirmed and will depend on the extent of remediation required as well as planning. The site requires significant expenditure on decontamination. District councils are being asked to contribute to the infrastructure costs as remediation will be met by Surrey County Council. The request is for a one-off capital contribution of up to £127k and £8k revenue for ongoing maintenance. In past years, Waverley Borough Council and parish/town councils have incurred significant expenditure in litigating and then restoring sites used for unauthorised encampments.
18.5 A single transit site in the county is expected to enable the Police to respond more quickly to unauthorised encampments in the future and reduce continued recurrence by offenders. It should also help to minimise conflict between communities and help to address any welfare needs of the individuals and families involved. As such, this contribution by the councils is viewed as an appropriate use of public funds.
18.6 In the base budget there is £100k budget to support the delivery of the Climate Change action plan, this is in 2020/21 and 2021/22 budgets. In 20/21 an amount of £200k is approved as a one-off pump prime, also to support the delivery of the
Page 22 climate change action plan. Any project and initiative costs beyond the identified funds will be requested individually and CIL and external funding will be secured wherever possible.
19. Capital Strategy 19.1 The Council is required to review and approve the its Capital Strategy, which incorporates the Treasury Strategy and Property Investment Strategy, on an annual basis. These strategies must comply with the statutory Prudential Code and Treasury and Investment Regulations. Waverley’s documents were last approved in February 2020. Changes to the borrowing rules have been published recently by the Government which could affect Waverley’s investment activity and officers are still awaiting the final guidance. In the light of this, it is recommended that Council extends the validity of the 2020/21 Capital Strategy until an updated document is presented to the Council in April 2021 following scrutiny by the VFM O&S committee and agreement by the Executive. This will give time to reflect the new rules in the strategies to ensure they are compliant and meet the Council’s needs.
20. Local Government Act 2003 – Financial
20.1 The Local Government Act 2003 formally introduced a number of specific matters that the S151 Officer must comment on in the budget setting report. These are:
Budget calculations report on robustness of estimates Adequacy of reserves Budget monitoring
The sections were introduced to ensure sound financial management across all local authorities. Waverley’s budget has always complied with good financial management practice. Prudent allowance is made for risk and uncertainties in budgets. Budgets are monitored by officers and reported to Members on a monthly basis supplemented by monthly exception reports. Waverley’s financial management continues to receive favourable comments from its external auditors.
21. The Robustness of the Estimates
21.1 The 2021/22 budget has been prepared in unprecedented times of uncertainty and risk due to the impact of the pandemic on the council and its finances. The contingency budget agreed by Council in August 2020 and the comprehensive review of the MTFP in December were important steps taken during the year to revise projections. In the 2021/22 draft budget, account has been taken of potential costs and adequate provision has been made. A prudent assessment of income has been undertaken and additional provision has been made within Waverley’s budgets to allow for the uncertainty. Waverley’s Financial Plan, together with information presented to members during the year demonstrates the financial challenges to Waverley in the future including the risks associated with the current economic situation.
21.2 The key Financial Plan issues for the General Fund include:
Page 23 Ongoing uncertainty and impact of the pandemic on Waverley’s services and finances. The most material impact will be in income areas such as car parks, and in the operation of the leisure centres. Increased risk from changes in business rate income due to declining rateable value, increased appeal risk and the Government’s review of business rate funding due in 2021 – impact on annual budget mitigated by the business rate equalisation reserve. This reserve has been assessed against the risks and no further contribution has been made in 2021/22. Further adjustments may be possible in future years but the outcome of the Government’s business rate review will need to be assessed first, particularly in relation to Waverley’s exposure to appeal risk. Keeping the dependency on current and new income from investment property in proportion to the overall budget and providing sufficiently for void periods and costs. Future of Government funding including New Homes Bonus Rising inflation and low interest rates. Impact of Surrey County Council’s financial challenges on Waverley
21.3 In view of the level of awareness amongst Members and the action taken to produce Waverley’s draft Budget for 2021/22, the Section 151 Officer is satisfied with the robustness of the estimates presented. The Section 151 Officer is confident that overall the Budget is prudent especially in view of the track record of achievement of substantial budgeted savings over the past years but the risks noted in this report must be acknowledged and increased monitoring during the year will be implemented. The MTFP sets out a multi-pronged strategy to address the financial challenges and these work streams are progressing well with confidence in their delivery of savings although the impact of the pandemic is also recognised and provision made to reflect the uncertainty going forward.
22. Adequacy of Reserves
22.1 The General Fund balance supports fluctuations in normal business, e.g. unexpected changes in inflation or interest rates, higher than anticipated expenditure or loss of income, and spending on unforeseen events. The Revenue Reserve is used to finance capital expenditure and one-off costs and the property fund is to finance property investment opportunities. It is essential that adequate balances are available to meet these and unforeseen costs. The contingency budget has stretched the use of reserves to an unprecedented level and has required a significant re-purposing of earmarked reserves to mitigate the impact of Covid-19 on the Council’s budget.
22.2 Projections for the General Fund Working Balance and other reserves for the four year period are shown on Annexe 6. It is the view of the Strategic Director/Section 151 Officer that a level of £3.2m on the General Fund Working Balance, which is effectively just over 10% of the gross General Fund Budget or equivalent to just over one month’s service spending, satisfies the adequacy requirements of the Local Government Act 2003.
22.3 The main risks to reserves in 2021/22 are the ongoing impact of the pandemic on revenue budgets, beyond the level already mitigated, commercial property voids and meeting the costs of defending the Council in any planning appeals or Judicial Review proceedings. In the event that these costs exceed the available
Page 24 funding, the Council will need to divert some of the funding from the Property Investment Fund. Contriibutions to the property reserve and the business rates reserve have been assessed in the light of the estimated risk and adjusted accordingly and in line with the contingency budget and MTFP revision in December 2020.
22.4 In the light of the identified future significant pressures, the levels of combined balances as detailed in this report are considered adequate.
23. Budget monitoring
23.1 It is the view of Waverley’s Section 151 Officer that the arrangements for budget monitoring, referred to above, satisfy the requirements of the Local Government Act 2003. Budget Monitoring against the contingency budget in 2020/21 shows that the Council has mostly delivered the savings assumed and these currently look to be achieved by year end, with major expenditure items including pay and contract spend being on track. The latest quarter 3 monitoring summary statement will be reported to the O & S committees in March as part of the performance management report. Overall the arrangements in place are sound but, with the uncertainty about the ongoing impact of the pandemic, significant level and range of savings being put forward by Heads of Service in the draft budget for 2021/22 and the increasing reliance on achieving income targets, close monitoring will be essential to head off any potential adverse budget variations. The mitigating provisions put in place in the draft 2021/22 are sound measures to address the current high level of uncertainty.
24. Relationship to the Corporate Strategy and Service Plan(s)
24.1 Having a robust, sustainable budget is essential to deliver all aspects of the Corporate Plan. A new Corporate Strategy was approved by Council in December 2020 and the MTFP set out in this report is at the heart of its delivery.
25. Implications of decision(s)
25.1 Resource (Finance, procurement, staffing, IT)
All decisions made with regard to the budget will impact on Waverley’s resources
25.2 Risk management
There are a range of risks associated with the delivery of the MTFP and achievement of the various saving/efficiency programmes in place to address the budget shortfall, these are particularly important to identify given the uncertainty in the estimates and local economy caused by the pandemic. The key risks are set out in the report, a summary of the MTFP risks is included below:
Achieving savings targets: the uncertainty in the estimates and local economy caused by the pandemic Significant investment in commercial property needed, to be funded from borrowing. Government policy change has affected the Council’s ability to undertake ‘yield’ investments Major change programmes underway including transformation of customer services across the council.
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We don’t have significant non earmarked reserves Limited ability to fund change in the Corporate plan, zero carbon, structural deficit One off adverse impacts such as planning appeals, judicial reviews
Adequacy of provisions: Business rates – under the current retention system we carry some of the cost of appeals, impact of 100% retention, plus reducing total rateable value in the Borough Impact of Government’s business rate funding review and Fair Funding review is likely to reduced retained business rates and increase risk Housing benefit overpayment recovery – will be limited in future due to Universal Credit Investment property voids – this is an increasingly important revenue stream
Negative Government grant: Still on the agenda – decision deferred to 2022 Finance Settlement
Further constraints on income: Reliance on Council Tax increase, Planning and Building Control income – affected by Government policy, economy and local political decision making The unknown economic impact of Brexit on inflation and interest rates
26. Legal
26.1 It is the annual responsibility of the Full Council to approve the Budget and set the Council Tax (Constitution Part 3:B6-7. P.40)
27. Equality, diversity and inclusion
27.1 There are no direct equality, diversity or inclusion implications in this report. Equality impact assessments of the detailed budget proposals will be carried out to ensure service delivery meets the requirements of the Public Sector Equality Duty under the Equality Act 2010.
28. Climate emergency declaration
28.1 There are no direct implications arising from this report but reference is made to the need for the main budget proposals to address the resource requirement for the emerging climate change action plan. The 2020/21 budget included £100k recurring budget for ongoing staffing and other resources plus a one-off £200k pump prime for the Climate Change fund.
29. Consultation and engagement
29.1 The report requests the VFM O&S Committee to discuss the detailed budget proposals. In 2019 the Council undertook a public consultation exercise to gauge residents’ views about the relative spending priorities.
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30. Other options considered
30.1 Set out within the papers and to be discussed at O&S
31. Governance journey
31.1 The detailed budget proposals and revised MTFP will be reported to VFM O&S in January ahead of consideration by Executive and Council in February.
Background Papers
There are no background papers, as defined by Section 100D(5) of the Local Government Act 1972). .
CONTACT OFFICER:
Name: Graeme Clark Position: Strategic Director (S151 Officer) Telephone: 01483 523099 Email: [email protected]
Name: Peter Vickers Position: Head of Finance and Property Telephone: 01483 523539 Email: [email protected]
Page 27 This page is intentionally left blank Annexe 1
GENERAL FUND MEDIUM TERM FINANCIAL PLAN 2021/2022 2022/2023 2023/2024 2024/2025
Change from Change from Change from Change from Total 2020/2021 Feb 2021/2022 2022/2023 2023/2024 Anticipated Budget Variations Base Base Base Base £000 £000 £000 £000 £000 Contingency budget, on going impact - costs 126 0 -20 -106 0 See Annexe 3 Contingency budget, on going impact - income 2,650 -1,220 -700 -730 0 Income Claim (3 months announced) -460 460 0 Covid-19 LA grant -457 457 0 Covid-19 impact provision 1,000 -330 -330 -340 0 Inflation and contractual increases 603 655 804 838 2,900 Housing benefit admin grant 0 30 30 30 90 Business Rate Retained Income 0 700 700 400 1,800 Treasury management interest 298 150 448 See Annexe 3 One off capital receipts funding for Business Transformation team -220 220 0 See Annexe 3 Borough Elections Reserve 2020/21 deferred contribution 0 63 -63 0 Contingency for target achievement 111 111 Unavoidable Budget Adjustments 347 347 See Annexe 3
Page 29 Page Budget Shortfall 3,998 1,122 547 29 5,696 From 20/21 Base 3,998 5,120 5,667 5,696 Total over MTFP period 9,118 14,785 20,481
Addressing the Budget Shortfall Council tax increase - £5 in 21/22, 1.99% in future years -277 -205 -210 -214 -907 Council tax collection fund adjustments including tax base changes, 43 43 -97 -50 -61 surplus/deficits etc. Investment Property income target -150 -150 -150 -450 See Annexe 3 Head of Service Cost Review recurring savings identified -563 -23 -12 -598 See Annexe 3 Business Transformation -294 -355 -160 -40 -849 See Annexe 1 & Annexe 3 Commercial Strategy -280 -76 -105 -81 -542 See Annexe 1 & Annexe 3 Cancelled revenue contributions to reserves -710 -710 Reduction in revenue contribution to capital -170 -170 Use of homelessness grant to fund service -282 -282 See Annexe 3 New Homes Bonus -117 764 213 860 On going base budget reductions -2,800 -2 -521 -385 -3,708 From 20/21 Base -2,800 -2,802 -3,323 -3,708 Total over MTFP period -5,602 -8,925 -12,633
Budget Shortfall: recurrent deficit 1,198 1,120 26 -356 Total over MTFP period 3,516 5,860 7,848 Waverley's Budgets 2020-21
General Fund Opening Budget 2020-21 Cost of Running Services £33.6m
Contribution to Contribution to Contribution to Reserves property fund capital schemes £0.4m £0.8m Grants to community Supplies & Services £1m organisations 5.1 0.9
Contracts 7 Employees 15.9 Property 2.5
General Fund Opening Budget 2020-21 Income £33.6m
Transfer from reserves 0.4 Grants Interest Rents 0.5 0.8 2.9
Council Tax 10.4 Car Parks 5.1
Leisure Centres Other Fees & Chages 0.8 7 Business Rates Planning 1.9 Recycling 1.6 New Homes Bonus 1.3 0.9
Page 30 Page 31 Annexe 1
Business transformation
21/22 22/23 23/24 24/25
Customer Services Review -88,000 -212,000
Staff Travel Review -50,000 -56,000
Scanning, Printing & Photocopying -56,000 -13,000 -4,000
Planning Review - efficiency savings -100,000 -50,000
Building Control Review - income and efficiency savings -50,000
Office Review - saving in running costs -30,000 -30,000
Enforcement Structure Review -40,000 -40,000
Digital Transformation -30,000
Total anticipated -294,000 -355,000 -160,000 -40,000
Page 32 Annexe 1
Commercial strategy
21/22 22/23 23/24 24/25
Green Waste income from £5 increase in fee -85,000
Fees & Charges - proposed increases as per Annexe 5 -9,000
Towns & Parishes - tapering grounds maintenance grant as per Executive approval -18,000
Frensham Car Park income - implemented in 2020 -100,000
Café Concession at Frensham Great Pond -10,000
Farnham Park Car Park Charges -10,000
Memorial Car Park Charges -10,000
Museum of Farnham - reduction in SLA support -20,000 -10,000
SCC verges removal from grounds maintenance contract -10,000 -26,000
Planning Income - review of non-statutory Fees & Charges -40,000
Building Control & Street Naming Charges -48,000
Careline - new service and equipment offerings -20,000
Leisure Centres: The Edge - review operating movel -25,000 -31,000 Astro Turf Pitches income -20,000 -20,000
Wwaverley Training Services additional income -10,000 -20,000
Total anticipated -280,000 -76,000 -105,000 -81,000
Page 33 This page is intentionally left blank Annexe 2
General Fund Revenue Budget
2020/21 Change 2020/21 Latest 2021/22 Draft from Opening Contingency Budget 2020/21 to Budget budget 2021/22
Draft Budget Summary 2021/2022
£ £ £ £ Baseline Net Service Cost 11,595,260 17,652,969 10,574,824 (1,020,436) Staff Vacancy Target (250,000) (850,000) (250,000) 0 Inflation Provision - costs & pay 602,700 602,700
Covid-19 impact provision - cost and income variation 1,000,000 1,000,000 Adjustment to Baseline Income due to Covid-19 2,650,000 2,650,000 Covid-19 government grant towards costs (1,527,000) (457,000) (457,000) Covid-19 government grant towards income (2,200,000) (460,000) (460,000)
Total Service Cost 11,345,260 13,075,969 13,660,524 2,315,264
Contributions to Reserves Revenue Contribution to Capital Programme 1,050,000 577,840 880,000 (170,000) New Homes Bonus to Climate Change Project Reserve 200,000 200,000 0 (200,000) New Homes Bonus to Property Investment reserve 260,000 0 0 (260,000) Local Plan Part 2 costs 40,000 0 0 (40,000) Borough Election reserve 30,000 30,000 30,000 0 Business Rates Equalisation reserve 210,000 0 0 (210,000) Contingency for target achievement 111,000 111,000
Contributions from Reserves (contingency budget) (748,549) 0 0
Projected Budget Shortfall (1,194,575) (1,194,575)
Subtotal 13,135,260 13,135,260 13,486,949 351,689
Financed by :- Council Tax 10,308,260 10,308,260 10,308,260 0 Council tax collection fund adjustments including tax base changes, surplus/deficits etc. 117,000 117,000 74,000 (43,000) Council Tax - £5 increase 277,000 277,000 Retained Business Rates 1,850,000 1,850,000 1,850,000 0 New Homes Bonus 860,000 860,000 977,689 117,689
Total 13,135,260 13,135,260 13,486,949 351,689
Page 35 This page is intentionally left blank Annexe 3
Baseline Net Service Cost Variations Change from 2020/21 Opening Budget to 2021/22 £ (-) saving Across Service Business rates - realignment of budgets -2,301 Mobiles and landlines - savings from contract retender -22,339 Other minor adjustments -20,168 TOTAL -44,808
Business Transformation Printing - reduction in material use as a result of home working -6,940 Stationery - reduced demand due to home working -4,083
Reduce central office maintenance budget due to increased home working -30,000 Restaurant staff savings as a result of closure -89,891 Delete Business Admin Post IT -34,000 TOTAL -164,914
Commercial Sports council grants savings -3,000 Additional rent income - license for refreshment van -2,000 Tapering Godalming museum grant -19,875
Grounds maintenance savings - budget reduced based on previous years spend -5,000 External consultant saving (parks and countryside) - reduce budget based on previous years spend -10,000 New rent income from Wey Centre -6,837 Realignment of Waverley Training Services running cost budgets -11,178 Efficiency savings Building Control -7,411 Efficiency savings Waverley Training Services -7,655 Efficiency savings careline -7,497 Loss of parking income at Memorial Hall 12,220 TOTAL -68,233
Environment Car parks misc. savings -4,562 Recharge of out of hours service to other services -3,945 Additional customers for green waste subscriptions -31,080 Additional tipping cost savings -30,000 Efficiency savings licensing -14,965 TOTAL -84,552
Page 37 Annexe 3
Finance & Property Savings on professional fees budgets across service based on prior year spend -8,650 Council tax and business rates small budget realignments -4,391 Interest and rent allowance budget realignments -12,743 Recoverable pension items savings -2,000 Increase to impairment provision 20,000 Compensatory Grants - reduction -12,000 Council Tax Support Grant - reduction -7,000 Finance fees budget review -70,000 TOTAL -96,784
Housing Delivery & Communities Community Development grants and meeting expenses reduction -2,200 Homelessness increased income from increased recovery -20,000 Additional private sector housing income - HMO licenses -3,959 Efficiency savings private sector housing -12,786 Rowley's duplicated rent income budget removed 6,000 TOTAL -32,945
Planning & Economic Development Reduce training budget due increased use of apprenticeship levy -2,500 Reduce legal fees and contracted services budgets due to efficiencies -14,700 Savings on local plan pt 2 budget - sufficient reserves to cover predicted spend -17,880 Budget for contribution to Surrey transit site 8,000 Annual contribution to administration of EM3 LEP 10,000 Reduce local plan contribution -40,000 TOTAL -57,080
Policy & Governance Reduce demo rep meeting expenses budget due to increase in virtual meetings -3,265 Remove post entry budget with the view of using apprenticeship levy instead -18,000 Reduce interview expense budget based on previous years spend -4,400 Efficiency savings -4,375 Gov grant for IER reducing 13,920 TOTAL -16,120
TOTAL HEAD OF SERVICE COST REVIEW RECURRING SAVINGS IDENTIFIED -565,436
Page 38 Annexe 3
Business Transformation Staff travel review -50,000 Printing, postage and scanning -56,000 Customer service centre -88,000 Planning review -100,000 TOTAL -294,000
Commercial Strategy Borough hall fee increase -4,000 Building control fee increase -29,000 Careline fee increase -5,000 Frensham car park charges -100,000 Café Concession at Frensham Great Pond -10,000 Towns & Parishes - tapering grounds maintenance grant -18,000 Street naming fee review -19,000 Green Waste income from £5 increase in fee -85,000 SCC verges removal from grounds maintenance contract -10,000 TOTAL -280,000
Unavoidable Budget Adjustments Refuse returns - Biffa contract 18,000 Street cleaning variations - Biffa contract 16,000 Impact of trienniel pension review 63,000 Wey Court East income - remove 250,000 TOTAL 347,000
Other Budget Items identified in MTFP (annexe 1) Property target -150,000 Treasury Management interest 298,000 Covid Expenditure 126,000 Funding Business Transformation team from capital receipts -220,000 Use of FHSG to fund Homelessness service -282,000
TOTAL -228,000
Total Variances (General Fund Budget Summary) -1,020,436
Page 39 This page is intentionally left blank Annexe 4
Fees and Charges 2021/2022
Page 41 Policy & Governance Schedule of Fees and Charges for 2021/2022 VAT Existing Proposed % 2020/21 Proposed Additional Budget Indicator Charge Charge Increase Yield £ £ £ £
Register of Electors
Electronic Data Per 1,000 names or part Statutory OO 20.00 20.00 0.0% thereof on each register Statutory OO 1.50 1.50 0.0% (A flat rate fee is charged plus a charge per 1,000 Paper Data Per 1,000 names or part Statutory OO 10.00 10.00 0.0% names on each register.) 2,000 0 thereof on each register Statutory OO 5.00 5.00 0.0%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 42 Policy & Governance Schedule of Fees and Charges for 2021/22 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Democratic Representation
Annual Charges for supply of Committee Agendas
Meetings of Full Council Waverley Set charge Per Annum OZ 45.90 46.40 1.1% Area Planning Committees (All) Waverley Set charge Per Annum OZ 107.10 108.20 1.0% Individual Area Planning Committee Waverley Set charge Per Annum OZ 35.70 36.10 1.1% Executive Waverley Set charge Per Annum OZ 71.40 72.20 1.1% Others Waverley Set charge Per Annum OZ 35.70 36.10 1.1% 235 0
Other Charges
Photocopying (A4/A3) (Print Room Only) Waverley Set charge Per Copy OS 0.30 0.40 33.3% Copies of Committee Documents Waverley Set charge Per Copy OS 10.20 10.40 2.0% (including webcasts on DVD)
Land Charges
LLC1 Official Search Break even service Per Search OO 43.00 43.00 0.0% LLC1 additional parcel of land Break even service Per Parcel OO 5.00 5.00 0.0% Con29 (inc SCC) Break even service Per Search OS 245.00 245.00 0.0% Full Land Charges Search (inc. SCC) Break even service Per Search OS 288.00 288.00 0.0%
Printed Part ll - Enquiries Con29O listed Break even service per Enquiry OS 18.00 18.00 0.0% - Each additional enquiry with Con 29 Break even service per Enquiry OS 27.60 27.60 0.0% - Each Additional Enquiry Break even service per Enquiry OO 23.00 23.00 0.0% 404,650 0 Search single part of Register Break even service per Enquiry OO 4.00 4.00 0.0% Con 29 Break even service per Question OS 3.00 3.00 0.0%
Search and Photocopying Legal Break even service Minimum OS 15.00 16.00 6.7% Agreements, Searches etc. Charge based upon 15- minute unit
Search and Photocopying A1 Plans/ Break even service Per Copy OS 15.00 16.00 6.7% Dyeline Copies
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Legal Expenses
Freedom of Information/ Waverley Set charge Per Enquiry OO By By Environmental Information Regulations ArrangementArrangement
Proof of Life Certificates Waverley Set charge OO 38.80 39.20 1.0% 0 0
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 43 Policy and Governance Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Corporate Management
Sale of Annual Financial Report Waverley Set Charge Per Copy OZ 11.00 11.50 4.5% 0 0 Sale of Annual Budget Waverley Set Charge Per Copy OZ 11.00 11.50 4.5%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 44 Planning Service Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ Development Control
Planning Application Fees Stautory Various OO Various Various 0.0%
Supply of Weekly Lists of Planning Applications Waverley Set Per Annum OZ 224.40 226.70 1.0%
Search and Photocopying First page Copies of documents (general) Waverley Set £1.00 OS 1.10 1.20 9.1% } 45p/sheet thereafter } }
Decision notices and other standard documents Waverley Set OO 20.40 20.70 1.5% } A0 Waverley Set 26.60 26.90 1.1% } A1 Plans / Dyeline Copies Waverley Set Per Copy OS 22.50 22.80 1.3% } A2 Waverley Set 15.30 15.50 1.3% A3 Waverley Set 11.30 11.50 1.8% A4 Waverley Set 8.20 8.30 1.2%
High Hedges Waverley Set Per Property OO 510.00 515.10 1.0% (Minimum Charge)
Pre-Application Charges (charges shown inclusive of VAT) Planning Surgeries -Householder Waverley Set OS 63.30 64.00 1.1%
-Householder Waverley Set OS 100.00 101.00 1.0%
-One dwelling & other development Waverley Set OS 209.10 211.20 1.0% -2-5 dwellings Waverley Set OS 522.30 527.60 1.0% -6-10 dwellings Waverley Set OS 940.50 950.00 1.0% -10-25 dwellings Waverley Set OS 2,611.20 2,637.40 1.0% 1,559,010 15,590 -26+ dwellings Waverley Set OS 5,222.40 5,274.70 1.0% 100-500 dwellings Waverley Set OS 7,833.60 7,912.00 1.0% 500+ dwellings Waverley Set OS 10,444.80 10,549.30 1.0%
Commercial Floor space ≤150m2 Waverley Set OS 209.10 211.20 1.0% - 150m2 - 500m2 Waverley Set OS 522.30 527.60 1.0% - 501m2 - 1,000m2 Waverley Set OS 2,611.20 2,637.40 1.0% - 1,000+ m2 Waverley Set OS 3,655.70 3,692.30 1.0%
Other development: Change of Use non-commercial, equine, commercial Waverley Set OS 209.10 211.20 1.0%
Amended pre-application Waverley Set 50% original charge
Development Control Consultative Forum Waverley Set OS 5,100.00 5,151.00 1.0%
Research Fee Waverley Set OS 112.20 113.40 1.1%
Validation Checks Waverley Set OS 56.10 56.70 1.1%
Listed Building & Conservation Area Advice
- Up to 30 min site visit and short note or written advice Waverley Set OS 50.00 50.50 1.0% - Up to 45 min site visit and short note or written advice Waverley Set OS 100.00 101.00 1.0% - Up to an hour site visit and formal written advice Waverley Set OS 250.00 252.50 1.0%
Page 45 Planning Service Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ - Up to 1hr30 mins site visit and formal written advice Waverley Set OS 500.00 505.00 1.0%
Tree Advice Waverley Set OS 51.00 51.60 1.2%
Charging for meetings as part of application Waverley Set OS 102.00 103.10 1.1%
Page 46 Planning Service Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £
Other Planning Services
2002 Local Plan document (no maps) Waverley Set Per Copy OZ 20.40 20.70 1.5% Local Plan Part 1 (February 2018) (including maps) Waverley Set Per Copy OZ 51.00 51.60 1.2% (Maps only) Waverley Set Per Copy OZ 28.60 28.90 1.0% 0 0 Self Build and Custom Housebuilding Register - Entry to the Register Waverley Set Per application OO 30.60 31.00 1.3% - Fee to remain on Register Waverley Set Per Annum OO 15.30 15.50 1.3% (applies from 31st October 2018)
Page 47 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
131,950 3,483 Event and Filming Administration Fees
All events and filming request will be subject to an administration charge to Administration Fees cover the costs of event admin, checking of documentation and any site visits required Local Community / Charity / Waverley set Per Event OS 54.10 55.00 1.7% Commercial Event / Filming Admin Waverley set Per Event OS 107.10 150.00 40.1%
Town & parish Council fee per annum for organising events on WBC land to cover admin required Waverley set Per Annum OS 107.10 110.00 2.7%
Events
) plus 500 refundable Fairs - Operational day Waverley set Day OE 639.60 650.00 1.6% } deposit } Fairs - Setting up / down Waverley set Day OE 306.00 310.00 1.3% } } Fetes / Village Shows Waverley set Day OE 160.20 165.00 3.0% )plus 200
) plus 500 refundable Car Boot Sales Waverley set Day OE 213.20 165.00 -22.6% } deposit } Caravan Rallies - Per Unit Waverley set Night OS 9.20 9.50 3.3%
Tilford Camp Site - Per Head Waverley set Night OS 6.20 6.50 4.8%
Grazing Rights Waverley set By NegotiationBy Negotiation
Frensham Common Waverley set upto 1 hr OS 1.50 } Revised Ringo Charging Scheme 'Parking payable from 09:00 - upto 2hr OS 3.00 19:00 Waverley set } Waverley set upto 4hr OS 4.00 All day OS 6.00 Waverley set Out of hours call out charge for 50.00 late stayers after 21:00 gate close Waverley set
Balloon launches Waverley set per launch OE 81.60 85.00 4.2% Waverley set Annual fee OE 1,065.90 1,080.00 1.3% Exclusive right per site Allotments 5 rod plot Waverley set per plot OE 64.30 65.00 1.1%
10 rod plot Waverley set per plot OE 127.50 130.00 2.0%
Forest Schools Waverley set Session OE 40.80 42.00 2.9%
Waverley set Annual Licence OE 250.00 New Charge
Professional Dog Walking Waverley set Session OE 16.40 17.00 3.7% Waverley set Annual licence OE 160.20 165.00 3.0% 1 person with 4 dogs on WBC sites
Bonfires Waverley set Event OE 109.20 115.00 5.3% ) plus 500 refundable deposit
Ice Cream Vans Waverley set 6 months OE 1,651.40 1,670.00 1.1% ) plus 500 refundable deposit Waverley set Per day OE 54.10 55.00 1.7%
Mobile Catering Waverley set per month OE 561.00 570.00 1.6% ) plus 500 refundable deposit
Bouncy Castle (use of land) Waverley set Session OE 56.10 60.00 7.0%
Blessings (eg Frensham Pond) Waverley set Event OS 54.10 55.00 1.7% Wedding Events on Open Spaces Waverley set OS 204.00 210.00 2.9% ) plus 200 refundable deposit
Farnham Castle use of Farnham OS 1,065.90 1,080.00 1.3% annual fee park for extra parking for castle Waverley set
Officer call outs for site visits / meetings / utility meetings Waverley set Hour OE 117.30 120.00 2.3%
Page 48 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Skip Licence Waverley set Per skip 55.00 new charge
Temporary use of Council land for access or storage by Waverley set Per occasion 100.00 new charge
Still Photography Advertising Waverley set Per Day OS By NegotiationBy Negotiation } (or part } Books or Magazines Waverley set thereof) OS By NegotiationBy Negotiation } }
Page 49 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Filming } Feature film or Advertising film Waverley set Per OS By NegotiationBy Negotiation } Day } Set up and clear up days Waverley set (or OS By NegotiationBy Negotiation }
Television Drama or Comedy Waverley set part OS By NegotiationBy Negotiation } thereof) } Small scale filiming Waverley set OS By NegotiationBy Negotiation
University of creative arts - student filming requests Waverley set Annual fee OS 1,044.50 1,055.00 1.0% } Music } Recording or video Waverley set Per Day OS By NegotiationBy Negotiation } (or part thereof) Recreational Open Space
Football
With Pavilion
Full size pitch over 18's, 11v11 Waverley set Match OS 91.80 95.00 3.5% } Full size pitch U13 - U18's, 11v11 Waverley set Match OS 56.10 57.00 1.6% } Junior pitch U11-U12's, 9v9 Waverley set Match OS 41.90 45.00 7.4%
Colleges/Businesses Seniors Waverley set Match OS 101.00 102.00 1.0%
} Without Pavilion }
Full size pitch over 18's, 11v11 Waverley set Match OS 81.60 83.00 1.7% } Full size pitch U13 - U18's, 11v11 Waverley set Match OS 48.50 49.00 1.0% Junior pitch U11-U12's, 9v9 Waverley set Match OS 35.70 37.00 3.6% }
Mini pitch U7-U10, 5v5 ad 7v7 Waverley set Match OS 32.70 34.00 4.0%
Colleges/Businesses Seniors Waverley set Match OS 88.80 90.00 1.4%
Rugby Seniors Waverley set Match OS 91.80 93.00 1.3% } Mini Rugby Waverley set Match OS 45.90 47.00 2.4% } Junior (u18) Waverley set Match OS 54.10 55.00 1.7%
Colleges/Businesses Seniors Waverley set Match OS 101.00 103.00 2.0%
Training Football - no pitch use Waverley set Session OS 26.60 27.00 1.5% Rugby - no pitch use Waverley set Session OS 28.60 29.00 1.4% Football - pitch use Waverley set Session OS 73.50 75.00 2.0% Rugby - pitch use Waverley set Session OS 85.70 87.00 1.5%
Cricket - with pavilion Seniors Waverley set Match OS 102.00 103.00 1.0% } Seniors (artificial wicket) Waverley set Match OS 82.70 84.00 1.6% } Colts Waverley set Match OS 41.90 43.00 2.6% } Colts (artificial wicket) Waverley set Match OS 36.80 38.00 3.3% }
Colleges/Businesses Seniors Waverley set Match OS 107.10 108.00 0.8% } Cricket - without pavilion } Seniors Waverley set Match OS 86.70 88.00 1.5% } Seniors (artificial wicket) Waverley set Match OS 71.40 73.00 2.2% } Colts Waverley set Match OS 37.80 39.00 3.2% } Colts (artificial wicket) Waverley set Match OS 32.70 34.00 4.0% }
Colleges/Businesses Seniors Waverley set Match OS 96.90 98.00 1.1% Broadwater Changing rooms Waverley set Match OS 19.40 20.00 3.1% eg FCC cricket matches
Note: VAT is not chargeable on certain block/seasonal bookings of sports facilities.
Page 50 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Tennis Seniors Per Court Waverley set Hour OS 9.20 10.00 8.7% } Juniors Per Court Waverley set Hour OS 7.20 8.00 11.1% } (Up to 6pm Monday to Friday)
Colleges/Businesses Seniors Waverley set Hour OS 10.20 11.00 7.8%
Page 51 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Athletics Athletics at Woolmer Hill Sports Waverley set Year OE 795.60 804.00 1.1% Artificial track provided and Ground, Haslemere maintained by Athletics Club
Outdoor Keep Fit Groups One off use Waverley set Session OS 15.30 16.00 4.6% Once a week, 1-2-1 tuition Waverley set Annual Charge OS 79.60 81.00 1.8% Multiple sessions each week, 1-2-1 tuition Waverley set Annual Charge OS 159.20 161.00 1.1% Once a week, group tuition Waverley set Annual Charge OS 159.20 161.00 1.1% Multiple sessions each week, group tuition Waverley set Annual Charge OS 318.30 322.00 1.2%
Outdoor Fitness Camp Note: Reinstatement fees may be Per Incident Dependent Dependent charges if damaged is caused on amount on amount by training on the sports of litter/ of litter/ pitches. damage damage Waverley set
Littering/Vandalism Charge Should sports clubs/trainers Per Incident Dependent Dependent etc litter of damage our on amount on amount facilties, they may be liable for of litter/ of litter/ costs associated with rectifying damage damage issues Waverley set
Page 52 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Sunvale Cemetery, Haslemere
Interment Fees - Earth Grave First Burial in Grave Space - 8ft Waverley set ) OO 877.20 880.00 0.3% Subsequent Burials Waverley set ) OO 775.20 785.00 1.3% Child - 0-16 years Waverley set ) per Grave OO No Charge No Charge Ashes Waverley set ) OO 387.60 395.00 1.9% Ashes - Child 0-16 years Waverley set OO No Charge No Charge Non-Residents of the Parish Waverley set ) OO Fees + 100%Fees + 100%
Exclusive Right of Burial Purchase of Grave Space Earth Grave Waverley set ) OO 1,611.60 1,630.00 1.1%
Earth Grave - child 0-16 years Waverley set OO 550.80 560.00 1.7% 12,240 148 Cremation Section Waverley set ) OO 550.80 560.00 1.7% Non-Residents of the Parish Waverley set ) OO Fees + 100%Fees + 100% Transfer of exclusive grant of right of burial Waverley set OO 64.30 65.00 1.1%
Memorial Rights (Grave Space must be purchased) Head Stone (maximum height 5') Waverley set ) OO 160.20 162.00 1.1%
Kerb Stone (maximum 7'x 3'6") Waverley set ) OO 217.30 220.00 1.2% cross or other monument not over Waverley set ) 2' high x 1'6" Waverley set ) Added Inscription after first Waverley set ) OO 109.20 110.00 0.7% Non-Residents of the Parish Waverley set ) OO Fees + 100%Fees + 100%
Administration Discretionary Fee Waverley set OO 64.30 65.00 1.1%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 53 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
House Name Changes, Street Naming and Numbering
Property name additions/amendments
Rename a road Waverley set OO 314.20 317.40 1.0% Rename a property Waverley set OO 105.10 106.20 1.0%
Numbering of new properties
Plots
First plot of any new development Waverley set OO 209.10 211.20 1.0% Additional plots 2 to 20 Waverley set OO 41.90 42.40 1.2%
Additional plots 21 and above Waverley set OO 31.70 32.10 1.3% 40,840 449
Name building or block in addition to any number Waverley set 55.00 New charge
Penalty for retrospective engagement with SNN (project substantively complete) Waverley set 150.00 New charge Historical research (min of 2 hours) Waverley set 50.00 New charge Removing a name Waverley set 60.00 New charge Copy of postal plot Waverley set 35.00 New charge Amendment to previously agreed address Waverley set 50 + 25p plotNew charge Site visit Waverley set 50.00 New charge Confirmation of address Waverley set 25.00 New charge
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Building Control Fees Various OS Locally determined fees in Break even service accordance with LGA Building 619,490 29,410
Search and Photocopying Enquiries (Building Control) Break even service Minimum OS 41.90 50.00 19.3% 0 Charge
Copy Building Control certificate Break even service OO 11.30 35.00 209.7%
Withdrawing an application Break even service 100.00 New Charge Research (min 2 hours) Break even service 50.00 New Charge
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 54 Commercial Services Schedule of Fees and Charges for 2021/2022 Ref. Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £
Careline
- Careline Customers: Waverley Set Per Month OS 19.50 19.70 1.0% } Additional fee of £2 per (excluding VAT) additional invoice generated for new customers not 477,360 4,774 paying by Direct Debit
- Housing Associations Waverley Set Contracts and pricing individually agreed
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 55 Finance & Property Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Property and Development Services
Surveyor's Fees
Request from owners/occupiers to Waverley Set Per Request OS 530.40 536.00 1.1% } purchase additional land } } Request from owners/occupiers for Waverley Set Per Request OS 530.40 536.00 1.1% }Collected in advance the grant of a permanent easement } } Request for access/drainage rights Waverley Set Per Request OS 530.40 536.00 1.1% }
Request for assignment of leases Per Request Minimum charge (where lease allows) Residential Premises Waverley Set OS 265.20 268.00 1.1% Minimum charge Commercial Tenancies Waverley Set OS 632.40 639.00 1.0% Minimum charge
Request for landlord's consent for Per Request Minimum charge change of use/sub-letting/alterations etc. (where lease allows) Residential Premises Waverley Set OS 265.20 268.00 1.1% Minimum charge 5,100 55 Commercial Tenancies Waverley Set OS 632.40 639.00 1.0% Minimum charge
Grant of licence to use land or Waverley Set Per Request OS 265.20 268.00 1.1% } accessway } }Collected in advance Request for a tenant's reference Waverley Set Per Request OS 158.10 160.00 1.2% }
Discharge of a covenant Waverley Set Per Request OS 474.30 480.00 1.2%
Request for Wayleave Waverley Set Per Request OS 316.20 320.00 1.2%
Grant/renewal of lease (where Per Request appropriate) Commercial Waverley Set OS 530.40 536.00 1.1% Minimum charge Sports Clubs/Community Groups etc Waverley Set OS 265.20 268.00 1.1%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 56 Finance Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % Explanatory Notes 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Cost of Collection
Summons Costs
Council Tax Per Summons on issue of summons Break even service OO 107.10 107.10 0.0% The fees are determined 102,600 0 on granting of liability order (furtherBreak charge) even service OO 3.10 3.10 0.0% after consultation with the
Business Rates Per Summons the Surrey Magistrates' on issue of summons Break even service OO 132.60 132.60 0.0% Courts Committee. 13,260 0 on granting of liability order (furtherBreak charge) even service OO 3.10 3.10 0.0%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 57 Commercial Services Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Borough Hall, Godalming 106,395 3,830
Casual Use
Main Hall Monday - Friday 8am - 6pm Waverley Set Per Hour OE 39.80 41.00 3.0% Monday - Thursday 6pm - Midnight Waverley Set Per Hour OE 45.90 50.00 8.9% Friday - Sunday 6pm - 11pm Waverley Set Per Hour OE 56.10 60.00 7.0%
Childrens Parties Saturday and Sunday 9am - 5:30pm Waverley Set Per Hour OE 36.80 39.00 6.0%
Court Room Monday - Friday 8am - 6pm Waverley Set Per Hour OE 29.60 31.00 4.7% Monday - Thursday 6pm - Midnight Waverley Set Per Hour OE 35.70 40.00 12.0% Friday - Sunday 6pm - 11pm Waverley Set Per Hour 40.80 45.00 10.3%
Borough Hall Complex Friday - Sunday 6pm - 11pm Waverley Set Per Hour OE 60.20 63.00 4.7%
Extra Staff Member (Tiered seating, bar staff, support) 9am - 6pm Waverley Set Per Hour OE 15.30 15.50 1.3% 6pm - midnight Waverley Set Per Hour OE 15.30 15.50 1.3% Midnight - 2am Waverley Set Per Hour OE 25.50 25.80 1.2%
Other
Tiered seating Waverley Set Daily Charge 76.50 77.30 1.0% Linen Laundry Waverley Set Per Cloth 8.20 8.30 1.2% Water Urn Waverley Set Daily Charge 10.20 10.40 2.0% Stage PA System Waverley Set Daily Charge 20.40 20.70 1.5% Corkage Waverley Set Per Bottle 4.10 4.20 2.4%
Charitable and Non profit making 20% discount applied orginisations/ Waverley BC staff
Page 58 Commercial Services Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Regular Use Main Hall Monday - Friday 8am - 6pm Waverley Set Per Hour OE 18.40 18.60 1.1% Monday - Thursday 6pm - Midnight Waverley Set Per Hour OE 25.50 25.80 1.2% Friday - Sunday 6pm - 11pm Waverley Set Per Hour OE 35.70 36.10 1.1%
Court Room/Bar Monday - Friday 8am - 6pm Waverley Set Per Hour OE 13.30 13.50 1.5% Monday - Thrusday 6pm - Midnight Waverley Set Per Hour OE 18.40 18.60 1.1% Friday - Sunday 6pm - 11pm Waverley Set Per Hour OE 25.50 26.00 2.0%
Notes: The court room, when used as a bar for social functions, will be closed at 11pm and cleared by 11.30pm. The above schedule excludes the Cinema which is shown below. Nursery School: to be agreed. Cancellation of a Casual Booking will incur a loss of the deposit paid. Cancellation of a booking within 28 days of the booked date will incur total cost of the booking to be levied. A cash deposit of £1,000 will be secured on any public function and an insurance indemnity of £2,000,000 required. An insurance indemnity certificate of £1,000,000 is required on all bookings. A negotiation of rates chargeable can be made in circumstances beneficial to the Council and the client especially on regular use. Bar facilities from 7pm - 11pm are part of the bookings for our clients if required. Clients are not allowed to operate their own bar unless special permission and conditions apply The premises must be cleared by the client and their guests by midnight. Catering for large social functions will not be allowed to be carried out by the client unless special permission and conditions apply. The Borough Hall complex is a non-smoking area. Regular Hirers will be charged for all pre-confirmed dates within the financial year, any cancellations by the Hirer will not be refunded. In the event of adverse weather, the Borough Hall Management reserves the right to cancel bookings at short notice Regular Bookings cancelled by Management will be refunded at the end of the financial year
Cinema Adult Waverley Set OS 7.50 7.80 4.0% Senior Waverley Set OS 6.50 6.80 4.6% Child Waverley Set OS 3.50 3.50 0.0% Student Waverley Set OS 6.50 6.80 4.6% Group (10 or more) Waverley Set OS 6.00 6.50 8.3%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 59 Commercial Services Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Memorial Hall 153,705 2,152
Casual Use
Main Hall - Miles Rafe Room Weekday Waverley Set Per Hour OE 25.50 25.80 1.2% Weekend Waverley Set Per Hour OE 40.80 41.30 1.2% All day hire weekend only Waverley Set Per Day OE 1,020.00 1,030.20 1.0% Exclusive Use weekend only Waverley Set Per Hour 91.80 92.80 1.1%
Wallace Room Weekday Waverley Set Per Hour OE 15.30 15.50 1.3% Weekend Waverley Set Per Hour OE 20.40 20.70 1.5%
Ayres Room Weekday Waverley Set Per Hour OE 15.30 15.50 1.3% Weekend Waverley Set Per Hour OE 20.40 20.70 1.5%
Combined Wallace & Ayres Rooms Weekday Waverley Set Per Hour OE 20.40 20.70 1.5% Weekend Waverley Set Per Hour OE 30.60 31.00 1.3%
Hawkins Room Weekday Waverley Set Per Hour OE 15.30 15.50 1.3% Weekend Waverley Set Per Hour OE 20.40 20.70 1.5%
Mansey Weekday Waverley Set Per Hour OE 15.30 15.50 1.3% Weekend Waverley Set Per Hour OE 20.40 20.70 1.5%
Regular Use
Main Hall - Miles Rafe Room Weekday Waverley Set Per Hour OE 20.40 20.70 1.5% Weekend Waverley Set Per Hour OE 40.80 41.30 1.2% All day hire Waverley Set Per Day OE 1,020.00 1,030.20 1.0% Exclusive Use Waverley Set Per Hour 91.80 92.80 1.1%
Wallace Room Weekday Waverley Set Per Hour OE 10.20 10.40 2.0% Weekend Waverley Set Per Hour OE 15.30 15.50 1.3%
Ayres Room Weekday Waverley Set Per Hour OE 10.20 10.40 2.0% Weekend Waverley Set Per Hour OE 15.30 15.50 1.3%
Combined Wallace & Ayres Rooms Weekday Waverley Set Per Hour OE 15.30 15.50 1.3% Weekend Waverley Set Per Hour OE 20.40 20.70 1.5%
Hawkins Room Weekday Waverley Set Per Hour OE 10.20 10.40 2.0% Weekend Waverley Set Per Hour OE 15.30 15.50 1.3%
Mansey Weekday Waverley Set Per Hour OE 10.20 10.40 2.0% Weekend Waverley Set Per Hour OE 15.30 15.50 1.3%
Performing Rights Tariff OE 3% of hire not required if charge hirer can sufficient provide their own PRS certificate
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 60 Environment Services Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £
Waste Recycling
Green Waste Collection Standard Charge: 1 bin Waverley Set per Annum OO 65.00 70.00 7.7% 983,970 85,000 Purchase of bin * Waverley Set per Item OO 20.00 25.30 26.5% Purchase of bins Black 140 litre refuse bin Purchase of bin * Waverley Set per Item OO 20.00 30.00 50.0% Black 240 litre refuse bin Purchase of bin * Waverley Set per Item OO 25.00 40.00 60.0% Blue 140 litre recycling bin Purchase of bin * Waverley Set per Item OO 20.00 New Charge Blue 240 litre recycling bin Purchase of bin * Waverley Set per Item OO 30.00 New Charge
* This charge recovers the cost of purchasing and delivering the bin.
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 61 Environment Services Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Environmental Health
Food
Surrender Certificates for Unfit Food Waverley Set OS 180.00 187.00 3.9% Export Certificates for Food Waverley Set OS 180.00 187.00 3.9% Statement of Fact Waverley Set OS 180.00 187.00 3.9% Premises Endorsement For Export Waverley Set 105.00 3,060 87
Re-visits for Food Hygiene Rating Waverley Set 200.00 205.00 2.5% Food Hygiene Training Course Waverley Set 75.00 75.00 0.0%
Private Water Supply
Risk Assessments Statutory Per Request OS 169.00 176.00 4.1% Statutory + Per Hour 59.00 61.00 3.4%
Sampling Statutory Per Request OS 62.00 66.00 6.5% Statutory 53.00 56.00 5.7%
Investigations Statutory Per Hour OS 62.00 66.00 6.5% 1,050 69
Authorisations Statutory Per Request OS 103.00 106.00 2.9% Statutory + Per Hour 53.00 56.00 5.7%
Analysis Statutory Per Request OS 22.00 26.00 18.2% + laboratory fees
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 62 Environment Services Schedule of Fees and Charges 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Additional Charge Indicator Charge Charge Increase Budget Yield £ £ £ £ Animal Control
Stray Dogs Waverley Set Per Occasion OO 25.00 25.00 0.0% 1,500 0
Rats and Mice Domestic # Waverley Set Per Treatment OS 75.00 80.00 6.7% Domestic - Call out Waverley Set OS 40.00 45.00 12.5% Reduced Charge * Waverley Set OS 40.00 45.00 12.5% Reduced Charge Call out * Waverley Set OS 20.00 25.00 25.0% Commercial Waverley Set Per Hour OS 75.00 80.00 6.7% Commercial - Call out Waverley Set OS 40.00 45.00 12.5%
Wasps Domestic Waverley Set Per Visit OS 65.00 70.00 7.7% Domestic - Call out Waverley Set OS 35.00 40.00 14.3% Reduced Charge * Waverley Set Per Visit OS 35.00 40.00 14.3% Reduced Charge Call out * Waverley Set OS 20.00 25.00 25.0% Commercial Waverley Set Per Hour OS 65.00 80.00 23.1% Commercial - Call out Waverley Set OS 35.00 45.00 28.6% 40,990 0
Casual Treatments / Other Insects (Including Fleas) Fleas Waverley Set Per Visit OS 80.00 85.00 6.3% Reduced charge* Waverley Set Per Visit OS 40.00 45.00 12.5% Bed Bugs Waverley Set Per Visit OS 80.00 85.00 6.3% Reduced charge* Waverley Set Per Visit OS 40.00 45.00 12.5% Cockroaches Waverley Set Per Visit OS 80.00 85.00 6.3% Reduced charge* Waverley Set Per Visit OS 40.00 45.00 12.5% Cluster Flies Waverley Set Per Visit OS 110.00 115.00 4.5% Reduced charge* Waverley Set Per Visit OS 60.00 65.00 8.3% Carpet Moths Waverley Set Per Visit OS 110.00 115.00 4.5% Reduced charge* Waverley Set Per Visit OS 60.00 65.00 8.3% Per Visit OS 40.00 12.5%
Advice visits or callout charge for missed appointments Waverley Set 45.00 Pharoah's Ants Waverley Set Per Visit OS Price subject toPrice survey subject to survey
The reduced charge will apply to those who can demonstrate to be in receipt of Income Support, Housing Benefit, Council Tax Relief (other than sole occupancy relief) or Disability Working Allowance or Disability Living Allowance.
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 63 Environment Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Charge Increase Additional Charge Charge Indicator Budget Yield £ £ £ Licences
Animal Welfare
Boarding for Cats and Dogs - Kennels Part A (Application and Renewal Fee) Break even service 384.00 384.00 0.0% Part B (Grant Fee) Break even service 300.00 300.00 0.0% Total Fee Break even service 684.00 684.00 0.0%
Boarding for Dogs - Home Boarding Part A Break even service 334.00 334.00 0.0% Part B Break even service 300.00 300.00 0.0% Total Fee Break even service 634.00 634.00 0.0%
Boarding for Dogs - Day Care Part A Break even service 384.00 384.00 0.0% Part B Break even service 300.00 300.00 0.0% Total Fee Break even service 684.00 684.00 0.0%
Breeding Dogs(excl vet fee) Part A Break even service 334.00 334.00 0.0% Part B Break even service 300.00 300.00 0.0% Total Fee Break even service 634.00 634.00 0.0%
Hiring Horses (excl vet fee) 1 - 8 horses Part A Break even service 384.00 384.00 0.0% Part B Break even service 325.00 325.00 0.0% Total Fee Break even service 709.00 709.00 0.0%
9 - 15 horses Part A Break even service 459.00 459.00 0.0% Part B Break even service 325.00 325.00 0.0% Total Fee Break even service 784.00 784.00 0.0%
Over 15 horses Part A Break even service 534.00 534.00 0.0% Part B Break even service 325.00 325.00 0.0% Total Fee Break even service 859.00 859.00 0.0%
Selling Animals as Pets Part A Break even service 334.00 334.00 0.0% Part B Break even service 300.00 300.00 0.0% Total Fee Break even service 634.00 634.00 0.0%
Exhibition of Animals Part A Break even service 334.00 334.00 0.0% Part B Break even service 300.00 300.00 0.0% Total Fee Break even service 634.00 634.00 0.0%
For each additional activity (to the main activity) the fee is half the standard application and grant fee.
Each additional inspection/visit Break even service 150.00 150.00 0.0%
Each advisory visit Break even service 150.00 150.00 0.0%
Variation to the licence (incusive of one visit) Break even service 200.00 200.00 0.0%
Re-evaluation of rating (inclusive of one visit) Break even service 200.00 200.00 0.0% 141,400 4,242 Variations to reduce licensable activities/numbers of animals Break even service 75.00 75.00 0.0% *
Transfer due to death of licensee Break even service 75.00 75.00 0.0%
Page 64 Environment Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Charge Increase Additional Charge Charge Indicator Budget Yield £ £ £
Other 200.00 0.0% Cosmetic Piercing, Electrolysis, Acupuncture per premise OO 200.00 Break even service Cosmetic Piercing, Electrolysis, Acupuncture Break even service per person OO 200.00 200.00 0.0% combined 0.0% fee for premises Cosmetic Piercing, Electrolysis, Acupuncture OO 290.00 290.00 and personal Break even service licence 220.00 0.0% Tattooing per premise OO 220.00 Break even service Tattooing Break even service per person OO 220.00 220.00 0.0% combined 0.0% fee for premises Tattooing OO 310.00 310.00 and personal Break even service licence per 220.00 0.0% Semi-permanent skin colouring OO 220.00 Break even service premises Semi-permanent skin colouring Break even service per person OO 220.00 220.00 0.0% combined 0.0% fee for premises Semi-permanent skin colouring OO 310.00 310.00 and personal Break even service licence
Street Trading a) Sole Trader Break even service Annual OO 290.00 290.00 0.0% b) Schedule 2 event - up to 50 traders Break even service Annual OO 300.00 300.00 0.0% c) Schedule 2 event - 51 or more traders Break even service Annual OO 230.00 230.00 0.0% d) Schedule 2 event - up to 50 traders Break even service Single Event OO 140.00 140.00 0.0% e) Schedule 2 event - 51 or more traders Break even service Single Event OO 150.00 150.00 0.0%
Page 65 Environment Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Charge Increase Additional Charge Charge Indicator Budget Yield £ £ £ Scrap Metal Dealers Licence a) Site - new application Break even service OO 470.00 470.00 0.0% b) Site - renewal Break even service OO 270.00 270.00 0.0% c) Site to collectors - variation Break even service OO 410.00 410.00 0.0% d) Collectors - new application Break even service OO 430.00 430.00 0.0% e) Collectors - renewal Break even service OO 230.00 230.00 0.0% f) Collectors to Site - variation Break even service OO 470.00 470.00 0.0%
Please Note: All of these fees are subject to consideration by the licensing regulatory committee of consultation responses.
Hackney Carriage - Vehicles (not adapted) * - less than 5 years old Break even service Annual OO 291.00 291.00 0.0% - 5 years old and over - first 6 months Break even service OO 291.00 291.00 0.0% - 5 years old and over - second 6 months Break even service OO 84.00 84.00 0.0%
Hackney Carriage - Vehicles (adapted) * - under 5 years old Break even service Annual OO 105.00 105.00 0.0% - 5 years old and over - first 6 months Break even service OO 105.00 105.00 0.0% - 5 years old and over - second 6 months Break even service OO 84.00 84.00 0.0%
Missed Appointments (Vehicle Test) Break even service Per Test OO 72.00 72.00 0.0% Re-testing of vehicles following failure Break even service Per Test OS 72.00 72.00 0.0%
Private Hire - Operators - renewal (5 vehicles and less) Break even service 5 years OO 125.00 125.00 0.0% Private Hire - Operators - renewal (more than 5 vehicles) Break even service 5 years OO 176.00 176.00 0.0% Private Hire - New Operators (5 vehicles and less) Break even service 5 years OO 150.00 150.00 0.0% Private Hire - New Operators (more than 5 vehicles) Break even service 5 years OO 197.00 197.00 0.0% Private Hire - New Operators (5 vehicles and less) Break even service 5 years OO 221.00 221.00 0.0% Private Hire -New Operators (more than 5 vehicles) Break even service 5 years OO 268.00 268.00 0.0%
Private Hire - Vehicles (not adapted) * Annual - under 5 years old Break even service Annual OO 291.00 291.00 0.0% - 5 years and over - first 6 months Break even service OO 288.00 288.00 0.0% - 5 years and over - second 6 months Break even service OO 84.00 84.00 0.0%
Private Hire - Vehicles (adapted) * 134,140 13,012 - under 5 years old Break even service Annual OO 105.00 105.00 0.0% - 5 years and over - first 6 months Break even service OO 105.00 105.00 0.0% - 5 years and over - second 6 months Break even service OO 84.00 84.00 0.0%
Hackney carriage / private hire - New driver Break even service 3 years OO 269.00 269.00 0.0% Hackney carriage / private hire licence renewal Break even service 3 years OO 175.00 175.00 0.0% Hackney carriage / private hire - New driver Break even service 1 year OO 111.00 111.00 0.0% Hackney carriage / private hire licence renewal Break even service 1 year OO 71.00 71.00 0.0%
Page 66 Environment Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Charge Increase Additional Charge Charge Indicator Budget Yield £ £ £ Private Hire only - New driver Break even service 3 years OO 269.00 269.00 0.0% Private Hire only licence renewal Break even service 3 years OO 175.00 175.00 0.0% Private Hire only- New driver Break even service 1 year OO 111.00 111.00 0.0% Private Hire only licence renewal Break even service 1 year OO 71.00 71.00 0.0%
Knowledge test Break even service Per Test OO 72.00 72.00 0.0% Resit / non-attendance fee for Knowledge test Break even service Per Test OO 72.00 72.00 0.0% Surrender and replacement of Hackney Carriage / Break even service OO 84.00 84.00 0.0% Private Hire Licence
Hackney Carriage and Private Hire - Replacement plate bracket Break even service OS 10.30 10.30 0.0% - New/Replacement plate & window disc Break even service OS 20.50 20.50 0.0% - Replacement driver's badge Break even service OO 10.30 10.30 0.0% - Change of address Break even service OS 10.30 10.30 0.0% Transfer of P/H to H/C (new badge, knowledge test and admin) Break even service OO 92.20 92.20 0.0%
Gambling Act 2005 Various Please see website for - Including lotteries, permits, premises, etc individual fees
Licensing Act 2003 - Personal Break even service New OO 37.00 37.00 0.0% Various depending on - Premises Initial/Variation OO Break even service rateable value 0.0% - Premises: Sex Establishment from -according to RV OO 4,690.00 4,690.00 Break even service * included above Various depending on - Premises Annual Fee OO Break even service rateable value - Premises Break even serviceDPS Variations, etc OO 23.00 23.00 0.0% - Temporary Event Notice Break even service Per Event OO 21.00 21.00 0.0%
Data Barring Service (previously CRB) Break even service Per Applicant OO 60.00 60.00 0.0%
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Please Note: All of these fees are subject to consideration by the licensing regulatory committee of consultation responses.
Page 67 Housing Services Schedule of Fees and Charges for 2021/2022 Unit of VAT Existing Proposed % 2020/21 Proposed Increase Additional Charge Indicator Charge Charge Budget Yield £ £ £ £
General Fund Housing
Houses in Multiple Occupation (HMO)
Five yearly - per property (new application) Break even service OO 640.00 665.00 3.9%
Five yearly - per property (renewal) Break even service OO 560.00 585.00 4.5%
Additional charge for 11-15 units of accommodationBreak even service 25.00
Additional charge for each unit of accommodationBreak aboveeven service 15 10.00
Caravan Site Licence Fees
Site Licence Applications OO No. of pitches 1 - 5 Break even service 491.55 492.00 0.1% 6 - 24 Break even service 517.93 518.00 0.0% 25 - 99 Break even service 570.69 571.00 0.1%
Site Licence Variations OO No. of pitches 1 - 5 Break even service 313.00 313.00 0.0% 6 - 24 Break even service 325.58 326.00 0.1% 25 - 99 Break even service 351.96 352.00 0.0% 4,160 37 Licence Transfer All Break even service 151.36 157.00 3.7%
Annual Fee 1 - 5 Break even service 60.00 60.00 0.0% 6 - 24 Break even service 120.00 120.00 0.0% 25 - 99 Break even service 240.00 240.00 0.0%
Property Inspections Property Inspections for Immigration/ Foreign Office/Visa Application purposes Break even service OS 170.00 172.00 1.2%
Officer time for works in default Break even service Per Hour OO 60.00 60.00 0.0% (Subject to Statutory maximum charge of £300 )
Officer time for Housing Act enforcement Break even service Per Hour OO 60.00 60.00 0.0% (Subject to Statutory maximum charge of £300 )
Vat Indicator: OS = Standard OE = Exempt OZ = Zero Rated OO = Outside Scope
Page 68 Annexe 5
General Fund Capital Bids for 2021/22
Essential maintenance, Grants & Unavoidable Projects 21/22 Revenue Revenue Capital Flexible S106 CIL * External Total Total Bids Contributio Budget * Receipts use of Grant/ Funding n to Capital Capital Contributions * Receipts Business Transformation Provision for One-off transformation costs 50,000 50,000 50,000 Customer Service System - Netcall 30,000 30,000 30,000 Cyber security 25,000 25,000 - 25,000 Laptop & Tablet replacements 60,000 45,000 15,000 60,000 Desktop Computer Refresh 7,200 5,400 1,800 7,200 Mobile Phone Replacement 54,000 36,000 18,000 54,000 Wi-Fi at the Burys 8,000 3,000 5,000 8,000 Reorganise GIS data 30,000 30,000 30,000 Wey Centre re-roofing 36,000 36,000 36,000 Central Office Maintenance 100,000 100,000 100,000 Page 69 Page Commercial Leisure Centre maintenance rolling programme 95,000 55,000 40,000 95,000 GF Housing Disabled Facility Grants 650,880 650,880 650,880 Warm Homes Grants 100,000 100,000 100,000 Environment Climate Change Projects TBD TBD TBD TBD TBD TBD TBD TBD TBD Relocation of Farnham Air quality Monitoring Station 19,000 19,000 19,000 Waste & Recycling container replacement 90,000 50,000 40,000 90,000 Car Parks maintenance Rolling Programme 278,500 278,500 278,500 Planning & Economic Development Surrey Transit Site 125,000 125,000 125,000 GF Capital - recharges Staff Recharge 30,000 30,000 30,000 Grand Total 1,788,580 520,500 140,000 161,000 141,400 - - 825,680 1,788,580
There is a pool of other projects which will be subject to further consideration based on individual business cases. These will be considered during the 21/22 financial year. The balance of the revenue contribution to capital of £360k will form part of this assessment.
* Subject to CIL eligibility review: see body of report. This page is intentionally left blank Annexe 6
General Fund Revenue Reserves position before proposals included in Budget Report
2020/21 2021/2022 2022/23 2023/24 2024/25 2025/26 Pre COVID- Approved Other Projected Projected Projected Projected Projected 19 Proposed Estimated Proposed Estimated Proposed Estimated Proposed Contingency Approved opening Transfers in opening opening opening opening estimated Use Transfers in Use Transfers in Use Transfers in Use budget use * Use reserves reserves reserves reserves reserves balance Earmarked reserves: £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 Flexible Homelessness Support Grant (974) 474 (500) (603) 580 (523) (500) 580 (443) (400) 580 (263) (317) 580 (0) Commercial Property Void provision (425) 425 0 (400) (400) (400) (800) (400) (1,200) (400) (1,600) Emergency Funding (17) 17 (0) (0) (0) (0) (0) Climate change (300) 0 100 (200) 200 0 0 0 0 Brightwells reserve - licence from Dogflud (311) 296 (16) (16) (16) (16) (16) Local Plan reserve (236) 0 (236) (236) (236) (236) (236) Place shaping (320) 188 (132) 132 (0) (0) (0) (0) Investment Advisory Board (2,432) 418 680 (1,334) (1,334) (1,334) (1,334) (1,334) Revenue Reserve Fund - Capital Programme funding (197) 0 (197) (880) 880 (197) (197) (197) (197) Insurance reserve - MMI run off (188) 0 (188) (188) (188) (188) (188) Insurance reserves (566) 0 (566) (566) (566) (566) (566) Borough Elections reserve (63) 0 (63) (30) (93) (30) (123) (93) 216 0 (30) (30) Business Rates Equalisation reserve (3,850) 649 (3,201) (3,201) (3,201) (3,201) (3,201) SANG site acquisition (1,000) 200 (800) (800) (800) (800) (800) Total Earmarked Reserves: (10,880) 2,668 780 (7,432) (1,913) 1,792 (7,553) (930) 580 (7,903) (893) 796 (8,000) (747) 580 (8,167)
General Fund working balance: min balance £3.2m (3,406) 206 (3,200) (132) (3,332) (3,332) (3,332) (3,332)
Page 71 Page Total General Fund Useable Revenue Reserves (14,286) 2,874 780 (10,632) (1,913) 1,660 (10,885) (930) 580 (11,235) (893) 796 (11,332) (747) 580 (11,499)
General Fund Revenue Reserves position after proposals included in Budget Report 2020/21 2021/2022 2022/23 2023/24 2024/25 2025/26 Pre COVID- Revised Other Projected Projected Projected Projected Projected 19 Proposed Estimated Proposed Estimated Proposed Estimated Proposed Contingency Approved opening Transfers in opening opening opening opening estimated Use Transfers in Use Transfers in Use Transfers in Use budget use * Use reserves reserves reserves reserves reserves balance Earmarked reserves: £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 £`000 Flexible Homelessness Support Grant (974) 474 (500) (603) 580 (523) (500) 580 (443) (400) 580 (263) (317) 580 (0) Commercial Property Void provision (425) 301 (124) (400) (524) (400) (924) (400) (1,324) (400) (1,724) Emergency Funding (17) 17 (0) (0) (0) (0) (0) Climate change (300) 0 100 (200) 200 0 0 0 0 Brightwells reserve - licence from Dogflud (311) 296 (16) (16) (16) (16) (16) Local Plan reserve (236) 0 (236) (236) (236) (236) (236) Place shaping (320) 188 (132) 132 (0) (0) (0) (0) Investment Advisory Board (2,432) 418 680 (1,334) (1,334) (1,334) (1,334) (1,334) Revenue Reserve Fund - Capital Programme funding (197) 0 (197) (880) 880 (197) (197) (197) (197) Insurance reserve - MMI run off (188) 0 (188) (188) (188) (188) (188) Insurance reserves (566) 0 (566) (566) (566) (566) (566) Borough Elections reserve (63) 0 (63) (30) (93) (30) (123) (93) 216 0 (30) (30) Business Rates Equalisation reserve (3,850) 649 (3,201) (3,201) 700 (2,501) 700 (1,801) 400 (1,401) SANG site acquisition (1,000) 200 (800) (800) (800) (800) (800) covid (2,000) (2,000) 1,000 (1,000) 670 (330) 330 0 0 Total Earmarked Reserves: (10,880) 544 780 (9,556) (1,913) 2,792 (8,677) (930) 1,950 (7,657) (893) 1,826 (6,724) (747) 980 (6,491)
General Fund working balance: min balance £3.2m (3,406) 206 (3,200) (132) (3,332) (3,332) (3,332) (3,332) Total General Fund Useable Revenue Reserves (14,286) 750 780 (12,756) (1,913) 2,660 (12,009) (930) 1,950 (10,989) (893) 1,826 (10,056) (747) 980 (9,823)
* 2020/21 Sales, Fees and charges compensation claimed of £2.3m, will be used instead of reserves. This page is intentionally left blank Agenda Item 7.
WAVERLEY BOROUGH COUNCIL
VALUE FOR MONEY/CUSTOOMER SERVICES OVERVIEW AND SCRUTINY COMMITTEE
25TH JANUARY, 2021
Title: ICT STRATEGY
Portfolio Holder: Cllr Clark Wards Affected: All
Summary and purpose:
To seek comments on the draft ICT Strategy
How this report relates to the Council’s Corporate Priorities This correlates with the “Health and Wellbeing of our residents” priority and in particular the new ways of working described in the corporate strategy.
Equality and Diversity Implications: No implications Financial Implications: No implications.
Legal Implications: No implications.
1. Background
The existing ICT Strategy was agreed in 2016 and now is an appropriate moment to revise and update our approach.
ICT is increasingly fundamental to the way we deliver services as has been evidenced during 2020 as we sought to amend our model in the light of Covid. It is also a vital component as we now respond to the post Covid fiscal challenges.
The draft Strategy is appended to this report along with a glossary of terms and additional detail on the cyber challenge we must prepare for.
Recommendation
Members are asked to consider and comment on the draft strategy.
Background Papers
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There are no background papers (as defined by Section 100D(5) of the Local Government Act 1972) relating to this report.
CONTACT OFFICER:
Name: David Allum Telephone: 01483 523338 Head of Business Transformation E-mail: [email protected]
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Waverley Borough Council
ICT Strategy 2020-2023
November 2020
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Document Information & Governance
Approval & Publication: Approving Approval Publicatio Publicatio Review Docume Next Body route n Type n frequenc nt owner Revie requireme requireme y w nt nt Date
Manageme Internal Full Council Annual Linda nt Board approval Frame required
Version Control Information:
Version Version Status Date Version Comment Version (Draft, Author Approved /Published Internally or Externally) V0.1 Draft 03/01/2020 Creation of the document LN V0.2 Draft 20/2/2020 First amendment LN VO.3 Draft 10/7/2020 Reflecting discussions with the DA portfolio holder and IT Team V0.4 Draft 17/7/20 Reviewed further to AR DA comments VO.5 Draft 23/7/20 Reviewed further to IT Strategy DA Group meeting V0.6 Draft 4/8/20 Refreshed further to SMT on DA 4/8/20 V0.7 Draft 15/10/15 Incorporating comments from DA Change Advisory Steering Group and development of Action Plan V0.8 Draft 20/10/20 Incorporating IT Manager’s DA/LF comments V0.9 Draft 27/10/20 Incorporating comments from DA SMT on 27/10/20 V1.0 Draft 12/11/20 Incorporating comments from DA Executive Briefing on 10/11/20
Impact Assessments and Consideration: Impact Required Date Impact Assessments Assessment Assessment / Not Completed and Considerations Owner Type Required Comment Equality Impact Yes Assessment Health in all Policies
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Data Protection Yes Impact Assessment Climate Change Yes
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ICT Strategy – the next three years – 2020–2023 This Strategy sets out the vision for the Council’s ICT service for the next three years. It supports the Corporate Strategy to achieve the Council’s objectives with technology being a vital enabler of business change. Waverley’s ICT service provides equipment, software and systems, advice and support to enable the Council to function effectively and to deliver high quality services. It provides the infrastructure to manage and store information securely, carry out complex transactions, support customer services and enable staff to work flexibly. This strategy recognises that ICT plays a vital role in the success of our organisation and underpins everything we do.
Context - Where are we now? The ICT service comprises 18.5 FTE and supports the running of 38 business and corporate applications. It also provides telephony and enables website and social media functions. There is a combination of on-site and cloud storage. The Citrix environment with thin client on the desktop allows flexible desk sharing and remote access. The telephony system is a virtual one using Microsoft Skype for Business which provides telephony at a fraction of the cost of more traditional systems. Video-conferencing is a new addition to the suite of facilities with both Zoom and Teams widely available to staff and members. The total cost of systems, applications and staff exceeds £1.4m pa. There is a robust system of back-ups for the virtual and physical servers and a disaster recovery site is being moved from a neighbouring local authority to another council building in Farnham. Regular (including Audit and Regulatory) tests are carried out on our networks and the results of these tests form the basis of our future security plans. We use anti-virus software, endpoint protection and data loss prevention (controlling removable media). We have firewalls to protect the environment and these prevent thousands of attempts per day from accessing our network. We carry out regular server patching which protects us against attack. The risk of cyber-crime is increasing particularly for those organisations holding large amounts of personal data. Information security is of paramount importance and it follows that information management is therefore equally essential. We belong to the South East Government Warning, Advisory and Reporting Point to provide early warning and best practice advice around the latest cyber security threats. We subscribe to the services provided by the National Cyber Security Centre that carries out web security checks on externally facing sites. We use Microsoft Office and Outlook for email (having more than 500 microsoft office licenses active)and are in the process of moving to Sharepoint 365 which we use for document management. We use document image processing to manage and archive the large volume of documents in the service areas. We have a number of legacy systems covering Council Tax, Benefits, Housing and Environmental Health. Whilst stable, they are also expensive to maintain and upgrade. We have a hosted website, facebook pages and social media. Our website is being updated to conform to accessibility standards.
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The challenges and drivers for change Local authorities are facing enormous challenges as expectations of the level and quality of service increase at the same time as funding is drastically reducing, this has been exacerbated as a result of the Covid crisis. Nevertheless residents and businesses expect to see the same quality of service they receive from large private sector organisations. They expect to be able to access services from multiple locations and devices and in ways and times that suit them. Our investment in a low code solution will enable us to provide a single customer account across all services and thereby respond to this customer demand. Waverley runs a number of complex and vital systems that impact on the lives of our residents. The market place for a number of these systems is small which brings its own challenges. The need for flexibility, innovation and ability to transition to new systems without a large price tag whilst improving the technology skills of the workforce are all important aspects of the ICT challenge going forward.
Strategic Drivers Annual cuts and changes in central government funding means that Waverley is facing a funding gap of at least £13m up to 2024 with the cost of Covid still to be factored in. Services need to be delivered more economically. Our investment in IT is a spend to save initiative. By acquiring and enhancing technological capability we can increase self service opportunities and this reduces staffing costs and by building our own environment we can switch off costly third party systems. Changing demand from customers challenges the way we currently deliver services and the way we interact with our customers. There is greater need for on-line access to services and information and increasing use of social media. Underpinning the new Corporate Strategy is the need to be transparent, accessible, responsible and collaborative in the way we operate and deliver services. The Emergency Declaration on Climate Change will also influence the decisions we make on technology. As we evolve organisationally post Covid there needs to be a clear interface with our Recovery Change and Transformation Project Agile Working. The future of the Council Offices accommodation at the Burys is currently under review. Significant numbers of staff will be working remotely on a daily basis as we occupy a smaller physical footprint, our IT offer will need to respond to this new dynamic. With cuts to finances and increasing levels of demand there is a need to join up across the public sector, to adopt a coherent multiagency approach to our residents needs.
Stakeholder Drivers The size and nature of the workforce and how employees undertake their work is constantly changing in response to customer needs, new technology and funding pressures. In the next few years this change is likely to increase and with it the need for a dynamic and a more highly technology skilled workforce. This links in to the Agile Working work-stream which is part of our (Covid) Recovery Project. Public demand for web-based access to services is increasing with information tailored to their needs and the ability to easily transact and pay for services online.
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Social media traffic is increasing and expectation for a rapid response is high. This service area will need to be resourced with additional skills to meet that demand. With the drive to reduce paper, which includes agenda papers, Councillors need access to efficient ICT solutions to carry out their work effectively.
Technology Drivers Investment in low-code systems will allow us to develop our own solutions to business needs. The introduction of new Customer Relationship Management (CRM) and Master Data Management (MDM) systems will drive the need for greater systems integration and increased information management. Mobile technology deployments, use of 4G and 5G and wireless connectivity. The cost of legacy systems. Changes in PSN requirements.
ICT vision for the future
To support and enable Waverley to achieve its aims and aspirations in the delivery of
high quality public services, accessible to all, through the deployment of technologies
and applications and future innovation.
Our roadmap for the future is captured by the following themes: Citrix The Citrix environment enables the use of ‘thin client’ technology to provide cost effective systems. It has the benefit of the easy application of updates and patches and enables hot desking arrangements. The alternative is the use of laptops which are more expensive resource intensive from an ICT support point of view and also in terms of a carbon footprint. However the advantage of laptops is their flexibility in terms of mobile working and working arrangements. We have determined that there is a compelling case to continue with the i-gel/thin client/citrix arrangement. This arrangement allows agility and offers better data security. It is recognised there will need to be a mixed economy with lap-tops and tablets also featuring according to demands on individual officers and teams. Lap-tops don’t only present hardware management issues but there is also software (e.g. anti-virus) factors to feed in to play. Whilst lap-tops do offer easier access to video conferencing solutions this will become a feature of i-gels within the next 6 months. Lap-tops are more expensive costing around £450 (including head-sets) for an expected lifespan of 3 years. An i-gel will cost £300 (including citrix) with an expected lifespan of 8-9 years. I-gels do not in themselves offer the same degree of portability however but can still be configured for home use. In climate change terms i-gels are very much the preferred option with carbon emission levels being around 25% of the lap top equivalent.
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Tablets (e.g. i-pad or android devices) can largely be used for mobile working especially since the enhancements provided by the move to Office 365. Citrix provides access to the desktop from any internet connected device which provides flexibility and control. Telephony We have been using Skype for Business for the last 8 years as part of the move which also saw a shift from Lotus Notes to Outlook. The telephone service is provided via SIP trunks over the internet. Although in due course we will move from Skype on premise to Teams online, it is recognised that there are other providers who may however not be able to replicate the place in the overall environment Skype is able to occupy. When the planned move is made to cloud hosted ‘Teams’ software (hosted Skype for Business) we will be required to use a newer version of the communication security protocol (TLS1.2). The current phones are not compatible with this version. We have recently resolved the issue of voice compression in the Citrix environment by implementing the HDX solution. This separates out the voice traffic and doesn’t compress it. We will be able to remove desk phones and move to headset or softphones. We will also need to factor in the opportunities/challenges presented by the Netcall/Liberty Converse solution we have recently acquired. This will provide full contact centre functionality linked into the Skype for Business environment. It has the potential for replacing all of the existing response groups with a more functional system. We currently have over 200 mobile phone users across the business. Although allocations will be kept under review as we move to agile working we are not expecting these numbers to reduce significantly for the next few years. Officers are frequently using telephone based social media messeging as an alternative communication channel to e-mail and this usage is expected to increase, governance and accountability is covered in our IT Acceptable Use policy. Hosting There is a strong case to retain the VMware based underlying technology on efficiency grounds alone. As datacentre costs come down there may be a case for increased cloud- hosting, the move out of The Burys may be a good time to consider that. A decision will also be needed as circumstances evolve as to whether to host on premise or move to the cloud. Cost is not the only factor with site connectivity and control also being important factors. Microsoft Whilst there are alternatives we believe that they offer no advantages as compared to Microsoft. An Open Source solution is theoretically possible but this presents a high degree of risk and we do not know of any local authorities who have gone for this option, indeed other Surrey Districts are also Microsoft customers. We are confident that Microsoft fits best with our line of business environment especially from an integration perspective. Licensing costs are high though and other options may arise in the future with new players e.g. Zoom entering the market-place.
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Low Code Last year we went through a protracted procurement process before opting for the Netcall low code solution. This will wrap line of business solutions into contact management. This is a better option than standard CRM products which are not as flexible and are expensive. Low code effectively provides a framework for building applications. An added benefit is that in some scenarios accelerators have been developed, these are partially formed products that we can build on as we look to integrate, stream-line and automate manual processes. There is a growing Netcall community we can work within including private sector organisations who bring, another, welcome perspective to the party. Ultimately we will be able to turn off legacy systems as we replace them with low code solutions. Our existing on-line forms are good but the back office structure is missing, limiting automation. Low code will also provide us with future-proofing and control over what we produce. We are developing a road-map to set out these plans We also acquired Liberty converse as our contact centre solution which covers all forms of contact including phone, text and e-mail. The Gov Notify system will allow us to sign up for a zero cost text messaging service. Again the aim is to take out and remove the many disparate small-scale systems we have and replace them with unified corporate products which will also ease the management burden.
Line of Business Applications Our strategy varies from system to system. It is worth recognising that in most cases the market is limited. Adelante - This is the cash income system which has been very effective to date. There may soon be a move to a hosted environment which will simplify payment card issues, although the recent sale of Adelante may impact on this. Agresso - This is the Finance system and we will be guided by the service requirements as to any future change. Building Control/Planning - Moving on to the new Horizon system. In time this will extend also to Land Charges and the Gazetteer. Elections - Express. This performs well and we have no proposals to change. Environmental Health - Upgrade planned to the replacement Northgate product. Environmental Services - Currently using Civica contact manager which will be replaced by a low code solution. Whitespace is used by Biffa and we will be looking to improve the interface via integration. HR/Payroll - Itrent and Midland HR. Again there are no proposals to change. Licensing - Northgate to be replaced by a low code solution. Orchard - Looking at a soft market test or a low code solution given that Orchard has been taken over which may result in a new direction.
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Planning - Moving on to the new Horizon system. In time this will extend also to Land Charges and the Gazetteer. Revs and Bens - We use Civica’s Open Revenues product. There are very few providers in the market and the situation is complicated by the requirement to respond to frequent legislative changes. Should Benefits be taken over by Central Government (as envisaged under Universal Credit) that would change the landscape as revenues is a more straightforward process. A business case would be difficult to make because of the investment required at present. Document Management We are proposing to continue to use Sharepoint for anything not directly linked to a line of business application and have moved this into the Office 365 online environment. We will use Civica W2 for documents related to line of business applications with direct links between them and although we may move to the cloud in future at this time that is not cost effective. A move to sharepoint on line may facilitate enhanced member access also. Our hybrid mail solution is transforming our postal arrangements and in time this will extend to the vast majority of incoming and outgoing post. Working Patterns We will continue the theme of the current strategy to improve and enhance mobile working and we are also now seeking to enable more people to work from home. There are a number of work-streams underway to facilitate that (e.g. i-gel configuration, raspberry pi development, citrix voice compression). Cyber We are active members of the South East Regional Group and benefited from an LGA grant last year. Mimecast is still considered to be a sound investment. We also received funding for technical cyber training which we will follow up on. We are rigorous in our approach to back-ups via sequel server, log based, including 365 and of VM ware. We have recently moved to an off-site cloud backup solution. Data The MDM integration has alerted us to gaps in some service areas when it comes to understanding and using data. We will be putting forward a business case for an Information Manager to address that. Training We have invested in a Training Officer which is a permanent post within the establishment. This will be supplemented as and when necessary given the importance of clear guidance to users when changes are made to our systems.
Governance
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Overall governance responsibility lies with the IT Strategy Group. Implementation of the Strategy Action Plan/Annual Work Programme will rest with the Change Advisory Steering Group.
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Action Plan 2020-2023
Action Purpose Timescale Cost Lead Officer Implement new Citrix This will allow the Office December 2020 £20k (part of this year’s Linda Frame environment and Edge 365 Client to be capital programme) Browser (replacing installed on the Desktop Internet Explorer) thus ensuring that applications such as Teams and Sharepoint work much more seamlessly. Edge will also work much better with a range of applications than with Internet Explorer Implement HDX voice This will allow the December £0. The Team are doing Jamie Hill facility in Citrix gradual replacement of this themselves
Page 85 Page desk phones and assist working from home Consider cloud hosting Achieve better value for Ongoing as renewals There will either be Linda Frame options for individual money come up saving or the increase applications where it is will be lower than the cost effective to do so renewal cost Maximise the use of on To get the most out of Ongoing throughout the £0. This will be James Rudge line Teams/Sharepoint environment we will life of the strategy delivered by existing products need a focused training staff programme Reorganise Data in GIS Our GIS/mapping March 2022 Market still to be tested Linda Frame Systems systems have evolved rather than been designed. They would benefit from dedicated expertise to reorganise the way data is stored and presented through the GIS system to ensure we are reaping the maximum benefits. Improve Cyber Security Enhance security April 2021 The most effective way Linda Frame
systems including the capability by adopting to do this would be to implementation and good practice recruit a cyber monitoring of the specialist. Cost would Cyglass product be in the region of £50k per annum. Equip staff and This will include the April 2021 £50k per annum Howard Denhart councillors to work provision particulary of remotely in line with lap-tops and large projected future office tablets where an i-gel is requirements not an appropriate solution Explore options to The new Adelante July 2021 £15k Linda Frame replace Adelante system has not been delivered. Possibly due to a change in ownership so alternatives will need to
Page 86 Page be explored Maximise the Additional development April 2021 £30k Linda Frame effectiveness of Liberty days from the supplier Create would deliver this Carry out Option The longevity of the February 2021 Initial option appraisal to Linda Frame Appraisal for Orchard product is in Management Board can alternatives to the doubt and performance be delivered at zero cost Orchard solution has not been good recently Ensure the GDPR This will require a April 2021 Could fall within the Dan Bainbridge document disposal review of asset register, workload of the Data requirements are being assessment of Protection Officer met compliance and monitoring of disposals Consider alternatives to We have been running February 2021 Jamie Hill the current McAfee Anti the current McAfee Virus and encryption solution for some years. software. It is expensive and cumbersome to manage particularly on servers.
ICT Strategy Glossary of Terms
Agile Working
The ability for staff to work remotely.
Citrix Environment
Citrix is an environment that provides a virtual desktop where all the software runs on servers in the data centre and users access via a client. This allows access to corporate applications via any hardware that has an internet connection.
Endpoint Protection
An endpoint is any device that is potentially connected to the corporate network. Endpoint protection is the anti-virus and encryption that is installed on that device.
Gov Notify
Gov Notify is a service for public sector built by the Government Digital that provides a text message and email service.
HDX Solution
HDX RealTime media engine is a plug-in to the Citrix receiver to support clear, crisp high- definition audio calls.
Hybrid Mail
Hybrid mail is a solution whereby an external company print, envelope and post outbound mail. i-Gel
An iGel is a make of Thin Client device that is used to connect to the corporate Citrix environment. It runs a Linux operating system.
Low Code Solution
An environment allowing the development of applications with minimal hard-coding.
Master Data Management (MDM)
Collects data from many source databases and uses algorithms to establish the best view of the data from the many different sources. We are currently using it for customer and address data.
Page 87 Netcall Liberty Converse
Liberty Converse is an omnichannel contact centre solution that allows Customer Service Officers to manage calls and emails based on their skills.
PSN
Public Sector Network. Used as a safe environment to transfer data amongst accredited bodies. There is a rigorous annual accreditation process. Mostly now used for access to DWP systems by Benefits and Elections teams.
Raspberry pi
Small low cost computer that was originally developed for teaching programming but has expanded far beyond this because of its low cost. We are trying one out as a possible replacement for the iGels.
Sharepoint 365
Sharepoint 365 is the cloud hosted version Office 365 version of Sharepoint that is used for document management and collaboration.
Thin Client Technology
A Thin Client is a simple computer that has been optimized to establish a remote connection with the corporate server in a server room. It does not require the same management and software patching that a desktop does as the software is not installed on each desktop.
VMware
VMware is a server virtualisation technology that allows you to have a few physical servers running many virtual servers. This allows maximisation of physical server resource (CPU, memory, disk space). Waverley has six physical servers supporting 80 virtual servers.
Page 88 The numbers/roles of ICT staff required to fulfil the Strategy
Our Team of 18.5 full time equivalents will collectively deliver the Strategy along also with staff in the service departments
A breakdown of the £1.2m overall cost of ICT
Annually we spend upwards of £600k on revenue funded systems and applications. The annual capital expenditure varies but is often between £100-200k. The balance is spent on staff salaries.
An example of the savings provided by Low Code App/s
Whitespace – MOP for missed bins & check my bin day £10k per year
Civica Contact manager - £5k per year
Check my Rent account - £11k per year
Firmstep Forms - £9k per year
Explanation of the disaster recovery process We currently use Veeam to backup our systems and these backups are stored by CT cloud. We can recover from these backups at anytime if it is a single database or server issue. If we lost The Burys site, we would bring up the site at The Memorial Hall that will provide a reduced Citrix environment with critical applications. Email and Sharepoint are cloud hosted in Office 365 and would not be impacted by the loss of The Burys site. BACS payment system is also remotely hosted allowing payment runs to be initiated remotely.
What services do the National Security Centre provide
The National Cyber Security Centre provide several services to Public Sector organisations. We have signed up to the following: Early Warning service, Protected Domain Name service, Webcheck and Mailcheck.
How will Low Code provide a single customer account
The Liberty Create solution comes with a citizen hub that we are going to use to deliver a single customer account.
How will we improve the technology skill of our workforce Our IT trainer currently has training sessions with each new starter to train them on the basics of our systems. This also allows him to assess the ongoing training needs. We had proposed a basic IT skills test on interview, but this was not implemented.
What is the time scale for being able to switch off costly third-party systems
Phased approach during 2021-2023
Page 89 How will our declaration on Climate Change influence our decisions This will come into play each time enter a new procurement
What do we mean by "join up across the public sector" With Netcall Liberty we have the opportunity to share developments and resources.
Questions about Laptops versus Tablets What device is appropriate for each use case
How would we use zero cost text messaging service
We are planning to use the Gov Notify test messaging service in conjunction with our Liberty Create systems for example bin reminders, fly tip confirmation of completion.
What are the gaps that have been identified re: understanding and using data The GDPR project highlighted some lack of ownership in data/information within the authority. We have identified a role for an Information Manager.
What is the Training Officer's role
The training officer runs a session with all new starters to ensure they know how to use the fundamental elements of our environment. The training officer runs training on all the Microsoft Office software, our mapping system and has involvement in launches of new software to produce training media.
Page 90 Cyber Security
This document is in response to correspondence from Cabinet Office regarding Cyber and Ransomware following successful attacks on Local Authority targets. I have taken each element contained in the Cabinet Office letter relating to back-up, cyber security and ransomware and detailed our current position and what action we would like to take.
Staffing
We currently have a vacancy in the team for a Support Analyst. We were retaining this post for the CRM implementation/support but because we have procured Netcall Liberty low code that post has been picked up by other team members. Cyber security is so essential to the protection of our IT environment and ultimately the ability of the authority to operate that we would like to use this post for an analyst focussed on Cyber Security.
Backups
Are we backing up the right data? We currently backup all databases, virtual servers, production datastores and development datastores where required.
Are the backups are held offline? We backup to on premise and cloud backup (CT Cloud backup) that is not on our network. The CT Cloud backup includes Insider protection which is an air gap to prevent data loss from an internal bad actor. CT Cloud backup also includes our entire Office 365 environment as despite popular myth, you do need a separate backup of your Office 365 environment. https://www.ct.co.uk/cloud/secure-cloud-backup
Have we tested that we can recover data and services from backups? We have restored several backups of Live databases into the test environment for ongoing upgrade and testing work. We have carried out several Mailbox restores and recovery of Sharepoint documents and folders.
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Page 91 Annex items
Ransomware We are currently reliant on perimeter defences to protect against Ransomware(firewall, mail filter, AV). Although these do provide some protection, it is clear that a successful Ransomware attack is more of an inevitability than a probability. We need to implement further protection to stop an attack before we are held to ransom.
We are currently assessing two Cyber Security products, Cyglass and Bullwall RansomCare. Cyglass – this product is network intrusion detection software and gives visibility of our network traffic and identifies traffic that may be suspect. (heuristics of known threats). We are currently running this product as a proof of concept as the supplier wants to establish a UK Local Authority market. RansomCare – this product is for the monitoring and containment of Ransomware. It looks for any encryption activity on the network or Sharepoint online and stops it. We have a quote for the implementation of this product for £2,500 per quarter. We would like to procure and implement this immediately.
Phishing guidance. We have implemented a Mimecast tool that prevents impersonation emails from being sent into the organisation from email addresses with Management Board display names. Mimecast also includes the external email warning. We are considering extension of the impersonation tool to Councillors and SMT.
The NCSC Early Warning Service We are signed up to the NCSC Early Warning Service and it identified 3 issues so far that we have resolved. It emails us of potential issues.
Protective Domain Name Service We have implemented the Protective Domain Name Service that checks web traffic going out of the Waverley domain against known malicious domains and will not resolve to that address. We receive a daily update and monthly summary that shows blocked traffic. A secondary product, Roaming Domain Name Service for corporate laptops is to be investigated.
Web Check We are signed up to the Web Check service and it is checking all our public facing websites
Mail Check We have implemented the NCSC Mailcheck using DMARC, DKIM and TLS configuration.
Logging Made Easy We are going to implement Logging Made Easy and Jamie is attending some training on this solution.
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Exercise in a Box This service allows an organisation to find out how prepared it is for a cyber attack and to improve planned response. This is something a cyber analyst could take forward for us.
Test Phishing email We would like to carry out some test phishing activity to educate staff. This would simulate phishing emails into the authority and collect information on staff who react.
Training We should repeat the training from South East Regional Organised Crime Unit and make it compulsory. This trains the end users in what to look for in both Corporate and Personal environment.
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Return to Contents Page Agenda Item 8. ANNEXE 1
Corporate
Performance Report
Q2 2020/21
(July – September 2020)
Report Publication Date: xxx
Officer Name: Louise Norie Title: Corporate Policy Manager Telephone: 01483 523464 Email: [email protected] Page 95 1 | P a g e
Return to Contents Page Report Content Page
Item Report Section Responsible Service Head of Service Page
1 Corporate Dashboard Management Board Management Board 3
Scrutinised by Environment Overview & Scrutiny Committee on 22 September 2020
2 Service Dashboard Planning and Economic Development Zac Ellwood 10
All Environment Services teams except for 3 Service Dashboard Licensing which is under remit of the Community Richard Homewood 16 Wellbeing O&S committee
Scrutinised by Community Wellbeing Overview & Scrutiny Committee on 16 September 2020
Licensing Team aspect from Environment 3 Service Dashboard Richard Homewood 15 Services section (when required)
4 Service Dashboard Commercial Services Kelvin Mills 20
Communities aspect from Housing Delivery and 5 Service Dashboard Andrew Smith 25 Communities section
Scrutinised by Housing Overview & Scrutiny Committee on 28 September 2020
5 Service Dashboard Housing Delivery and Communities Andrew Smith 25
6 Service Dashboard Housing Operations Hugh Wagstaff 31
Scrutinised by Value for Money & Customer Service O&S Committee on 21 September 2020
7 Service Dashboard Business Transformation David Allum 36
8 Service Dashboard Finance and Property Peter Vickers 40
9 Service Dashboard Policy & Governance Robin Taylor 42
RAG Rating Legend
Performance Indicators RAG Legend (RAG = Red, Amber, Green)
Data only Data only KPI, no target Green On target Amber Up to 5% off target Red More than 5% off target
Service Plans, Internal Audit, Project Management RAG
Completed Off track - action taken / in hand On track Off track - requires escalation Cancelled / Deferred / Transferred
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1. Corporate Dashboard – All Services
Performance Summary from the Management Board on Key Successes, Lessons Learnt, Areas of Concern – Q2 2020/21
Q2 Chief Executive’s summary: This Quarter 2 report provides a performance overview for the period July to September 2020. The service chapters provide commentary and detail, focusing on those areas of the Council’s business that have required intervention to keep them on track.
The international coronavirus pandemic continued to impact the borough and the Council throughout this quarter. I am immensely proud of the response of councillors, staff members and the whole community, which can be summarised in the following graphic which covers the period March to September:
The Council continues to respond to the pandemic and its impacts: medical, social and economic.
On 11 August, the Council approved a contingency revised budget due to a large gap in our finances that had been created by increasing costs to support fighting the pandemic and the substantial reduction in our income, particularly from leisure centres and car parks. The financial sections of this report compare the projected outturn for the year to the revised budget. The gap in this year has been met by some government funding, temporary efficiencies and a partial staff recruitment freeze, and a draw from reserves. Clearly, the pressure on the Council’s medium term financial planning is now even more serious than before, and reports will come to councillors in due course and as part of the budget-setting process.
In this quarter, the Council continued to work flexibly, assisted by video-conferencing for both business communication and formal meetings. We continued to progress the development of the
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Return to Contents Page Local Plan Part 2, the Climate Change Strategy and the revision of the Corporate Strategy. As the service chapters describe, several improvements and projects were progressed across many service areas, including waste route optimisation, housing at Ockford Ridge, the integrated customer service centre team, and the annual electoral canvass.
The debate on local government reorganisation came to a head with the decision by the Government not to proceed (for now) with Surrey County Council’s bid for a single county-wide unitary council. In response to that bid, the Leaders of Surrey’s eleven districts worked together to identify alternatives for structural reorganisation and also for non-structural collaboration, and that project is due to report back shortly.
Looking ahead, the Council continues to focus on fighting the pandemic and its consequences for the borough, its residents and businesses. Our financial situation will require close attention and important decisions. In the meantime, preparations to conduct the May 2021 elections and neighbourhood plan referendums in a legal and safe way have commenced in detail. The Boundary Commission’s review of Waverley has also started and will continue into 2021 before the Commission takes its decisions on the total number of borough councillors and the ward patterns that will exist from the 2023 elections.
I would like to record my thanks to Waverley Borough Council’s staff members and councillors for their awesome commitment and professionalism throughout 2020. It is in times of crisis like this that local public services really demonstrate how crucial they are to keeping the country running.
Tom Horwood, Chief Executive
Performance Indicators Status
Q2 All Corporate KPIs 34% Total 100% 35 Green 54% 19 Amber - less than 5% off target 11% 4 54% Red - over 5% off target 34% 12
11% Data only / Not available N/A 22
Comment: Performance was impacted by the pandemic but has improved from quarter 1. Commentary on specific PIs can be found in the individual service areas.
Performance Indicators - % per status Q2 2019/20 - Q2 2020/21 100% 68% 71% 60% 54% 45% 41% 50% 29% 34% 18% 21% 13% 9% 11% 14% 11% 0% Q2 2019/20 Q3 2019/20 Q4 2019/20 Q1 2020/21 Q2 2020/21
Green Amber - less than 5% off target Red - over 5% off target
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Service Plans - Actions Status
Q2 update on all Service Plans 2020/2023 3% 0% 2% 4% Total 100% 482 Completed 4% 20 On track 91% 438 Off track - action taken / in hand 3% 13 Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 2% 11 91%
Comment: At the end of the second quarter the majority of service plan actions are on target for completion. Further details of service specific performance can be found under individual dashboards.
Internal Audit – Overdue Actions Status
The Internal Audit section is included for information only as the scrutiny function for this service falls under the remit of the Audit Committee, which monitors the delivery of Internal Audit recommendations at their quarterly meetings. For further details, please refer to the most recent “Progress on the Implementation of Internal Audit Recommendations” report from the Audit Committee meeting 20 July 2020.
Comment: Further details of service specific performance can be found under individual dashboards.
Complaints Q2 2020/21
Q2 2020-2021 (1 July-30 September 2020)
Level 1 (10 working days) Level 2 (15 working days) Ombudsman
Number of Dealt Dealt Total Total Complaints with Response with Response Service Area Number of Number of Concluded Status on Rate on Rate Complaints Complaints in the time time quarter Business 0 N/A 0 N/A N/A Transformation Commercial 1 1 100% 0 0 n/a Environment 22 20 91% 2 1 50% Finance & 1 1 100% 1 1 100% Property Housing 17 14 82% 6 6 100% 2 Upheld Operations Housing Delivery and 2 2 100% 2 1 50% Communities Planning & No 16 9 56% 8 8 100% 1 Economic Dev investigation Policy & 0 0 n/a 0 0 n/a Governance Total 59 47 80% 19 17 89% 3
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Return to Contents Page Total 78 Complaints
Response Target Status Rate Level 1 80% 95% over 5% off target Level 2 89% 95% over 5% off target Total 82% 95% over 5% off target
*Details of Local Government & Social Care Ombudsman Decisions can be found on: https://www.lgo.org.uk/decisions. Housing Ombudsman doesn’t currently publish their decisions.
Comment: Further details of service specific performance can be found under individual dashboards, with the corporate performance indicators information in the Policy and Governance Dashboard. The chart below illustrates the three yearly complaints trends analysis, with a similar number of complaints received this quarter compared to previous years. Total Number of Complaints 1 April 2018 - 30 September 2020 120 107 110 100 85 85 77 82 78 81 79 80 60 51 40 20
NumberofComplaints 0 Q1 Q2 Q3 Q4
2018/19 2019/20 2020/21
Workforce data – Corporate Level Q2
Waverley’s staff are critical to delivering the Council’s immediate priorities and for ensuring that the organisation is able to respond to the opportunities and challenges ahead. The following KPIs demonstrate our staff turnover and employee sickness absence levels over a 12 month rolling period.
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Return to Contents Page Staff Turnover % Rolling 12 months - Q3 2018/19- Q2 2020/21 20 18.93 18.72 17.51 17.38 18 15.53 16 15.5 14 13.21 11.08 12 10.47 10 8.12 8 7.08 6
Percentage Turnover 4 2 0 Oct 18 - Sept 19 Jan 19 - Dec 19 Apr 19 - Mar 20 Jul 19 - Jun 20 Oct 19 - Sept 20
Total Staff Turnover for Rolling 12 month period (%) Resignation Turnover for Rolling 12 month period (%) Public Sector Average Turnover (%) *Xpert HR 2016 Survey
Comment: As would be expected during a period of uncertainty and economic downturn, our resignation turnover has reduced over the last year from 13.21% to 7.08%, a reduction of 6% of the workforce. Our overall turnover has also reduced by over 3%. Whilst this creates a stable workforce, there can be challenges as it reduces the opportunity to bring fresh ideas into the council and reduces internal promotions and the encouragement of our talent. During a period of lower engagement, the workforce can find itself dis-engaged but unable to find alternative employment which can then impact on productivity. It should not therefore be the case that low staff turnover is misinterpreted for high engagement or a reduced need to focus on engagement.
Absence Data Rolling 12 months - Q2 2018-19 to Q2 2020-21 8
7 6.5
6 3.3 2.96 3.25 2.68 3.02 5
4
3 4.59 2 4.13 4.2 4.26
Days Days lost peremployee 3.92 1
0 Oct 18 - Sept 19 Jan 19 - Dec 19 Apr 19 - Mar 20 Jul 19 - Jun 20 Oct 19 - Sept 20
Days lost per employee (Long Term) Days lost per employee (Short Term) Waverley Annual Target
Comment: Research indicates that home working results in lower absenteeism and this has been reflected in our figures which has seen lower than expected short term sickness and stable long term absence despite concerns about increasing mental health pressures. There are a number of reasons for this (for example when making the decision whether to work or not, it is much easier to continue to work when there is no commute, you are in your home environment and you can
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Return to Contents Page choose what, where and how you work without fear of reprimand or judgement). Recent research by the Institute of Employment Studies does indicate however that prolonged continuous home working impacts on physical and mental wellbeing, presentism, longer working hours and higher demand (due to the reduction in productivity that collaborative working provides). So lower absence rates whilst very welcome should not be interpreted in a reduced focus on wellbeing or presentism.
Finance update on budget position and progress against the delivery of General Fund Medium Term Financial Plan (MTFP) – Q2 2020/21
Section 151 Officer summary Q2 2020/21:
The first six months of the 2020/21 financial year have seen unprecedented financial uncertainty and risk to the agreed budget and Waverley’s medium term financial plan. In August the Council agreed a major revision to the approved 2020/21 general fund budget to react to a forecast £6.6m adverse variance resulting from the direct and indirect impact of covid on planned income and expenditure. In context, this is approximately 50% of the net budget. Waverley received £1.5m of covid funding from government towards this impact and is claiming for an additional £2.2m, further analysis is included later in this financial summary. The council agreed a package of urgent measures to address this sudden and unexpected budget shortfall including cost reductions, scaling back of capital investment and drawing from reserves that were earmarked for other specific purposes.
The table below, which shows the latest forecast of outturn for the year, shows that most of the revised estimates are holding up well. The main adverse variance to date is car park income which suffered again in the second lockdown in November. Whilst the monitoring is showing a shortfall of over £300k for the year, it is hoped that approximately three quarters of this will be recoverable from the government under the fees and charges compensation scheme. The temporary restrictions placed on staff recruitment are resulting in significant savings and it is expected that the overall revised target will be achieved over the financial year. The Housing Revenue Account budget has been impacted by Covid in terms of income loss from non-collection and from a higher number of void properties in the lockdown period. This has been offset in the Business Plan by savings in expenditure so overall the HRA is forecast to be under budget by £931k in the year Officers will continue with increased monitoring for the rest of the financial year and ensure that additional recruitment controls remain in place to keep staff costs within approved budgets.
Graeme Clark, Strategic Director and S151 Officer
General Fund Account Approved Variance Services Budget % Variance Adverse/ Favourable £'000 £'000 Business Transformation Expenditure 4,921 -218 -4% Favourable Income -4,866 24 0% Adverse Business Transformation Total 55 -194 -351% Favourable Commercial Expenditure 11,141 -1,168 -10% Favourable Income -6,062 1,062 -18% Adverse Commercial Total 5,079 -106 -2% Favourable
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Return to Contents Page Environment Expenditure 11,665 -53 0% Favourable Income -8,872 337 -4% Adverse Environment Total 2,793 284 10% Adverse Finance & Property Expenditure 31,161 57 0% Adverse Income -29,962 34 0% Adverse Finance & Property Total 1,199 90 8% Adverse Housing Operations Expenditure 51 0 0% - Income -12 0 0% - Housing Operations Total 40 0 0% - Housing Delivery & Communities Expenditure 4,271 104 2% Adverse Income -1,904 -162 8% Favourable Housing Delivery & Communities Total 2,367 -58 -2% Favourable Planning & Economic Development Expenditure 7,603 -135 -2% Favourable Income -4,805 17 0% Adverse Planning & Economic Development Total 2,798 -118 -4% Favourable Policy & Governance Expenditure 6,640 -209 -3% Favourable Income -3,697 -34 1% Favourable Policy & Governance Total 2,943 -243 -8% Favourable General Fund Sub-Total 17,274 -345 -2% Favourable Covid-19 Local Authority Grant -1,527 0 - - Corporate Staff recruitment freeze target -600 689 -114% Adverse General Fund Total 15,147 344 2% Adverse
Housing Revenue Account Approved % Variance Adverse/ Favourable Variance Services Budget £'000 £'000 Housing Operations Expenditure 25,990 -1,552 -6% Favourable Income -34,061 306 -1% Adverse Housing Operations Total -8,071 -1,246 15% Favourable Housing Delivery & Communities Expenditure 1,288 -28 -2% Favourable Income -696 0 0% - Housing Delivery & Communities Total 592 -28 -5% Favourable Housing Revenue Account Total -7,479 -1275 17% Favourable Grand total 7,668 -931 -12% Favourable
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The following table summarises the latest COVID grants position.
Amount Notes
£'000 Support for WBC budget impact General grant towards costs 1,527 Received Applied for, estimated eligible amount Fees and charges income grant 2,200 but unconfirmed Scheme just launched, application deadline Leisure Centre grant ? 8th Jan 2021
Other support for additional functions/costs Homelessness/rough sleepers 13 To meet additional costs Contain Outbreak Management Fund 379 To meet additional costs Clinically Extremely Vulnerable support funding 61 To meet additional costs Reopening High Streets Safely Fund 111 To meet additional costs Compliance and Enforcement Grant 41 To meet additional costs Council Tax Support hardship funding 527 To pay to council tax payers Emergency assistance for food and essential supplies 56 To meet additional costs
In addition the Council has run seven government business grant schemes and processed Covid business rate relief, in total processing support in excess of £40m for businesses and organisations in Waverley. Funding to cover admin costs has been received from the government.
2. Service Dashboard – Planning and Economic Development
This Serv ice includes the following Sections: Development Management, Planning Policy and Economic Development.
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020/21
Q2 summary from Head of Service:
The challenges posed by Coronavirus continued to have an impact on the various teams within the Planning and Economic Development Service, but in Q2 we started to provide a full service to our customers in all areas. Notably, in June we recommenced holding Planning Committees under the new, temporary arrangements agreed by the Council, with a new Western and Eastern Committee each made up of 15 Members. This in itself placed a great burden on Development Management as we sought to play catch-up with the large number of Committee items that had been held in abeyance during the Q1 lockdown. Officers also had to get used to different ways of working in terms of electronic/virtual meetings, and additional significant pressures were put on the Service by the need to hold and service these Committee meetings weekly (on an alternating basis). This pattern continued throughout the period. Some areas of performance have, understandably, been detrimentally impacted, but overall it has been relatively steady given the unprecedented circumstances. Staff have worked extremely hard
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Return to Contents Page to keep services going and to engage with customers and other stakeholders whilst working remotely, albeit there was a worrying increase in complaints that needs to be addressed. In addition to business as usual, notable efforts have been made in the following areas: - Continuing to supporting the local business community during and following lockdown with advice, information and liaison with the business grants team - Good progress made in development Economic Development Covid-Resilience Action Plan - Supporting the corporate business transformation projects of customer service and planning review with new service designs and customer journey mapping. These projects will save money for the council and improve the offer to customers - Finalising the evidence base and draft document for LPP2 to ready it for public consultation. - Supporting the changes to the Planning Committee system, moving to remote meetings and reduced number of committees, and servicing weekly meetings since June to keep applications moving through the system - Positively progressing enforcement investigations – including restarting site visits - Developing the evidence base for our five year housing land supply statement and Housing Delivery Action Plan - Much-improved performance in defending planning appeals against the Council’s decisions meeting the <30% of appeals allowed for the second successive quarter - Supporting the Farnham Infrastructure Project
Zac Ellwood, Head of Planning & Economic Development
Performance Indicators Status Q2
Q2 19- Q3 19- Q4 19- Q1 20- Q2 20- Q2 KPI Description 20 20 20 21 21 Target
Percentage of all planning P1 applications determined within 26 % 98.9% 98.8% 98.8% 98.1% 98.6% 100.0% weeks (higher outturn is better)
Processing of planning applications: P151 Major applications - % determined % 81.8% 86.7% 100.0% 100.0% 83.3% 80.0% (NI) within 13 weeks (NI157a) (higher outturn is better)
Processing of planning applications: P153 Non-major applications - % % 92.8% 92.2% 92.7% 94.9% 91.98% 80.0% (NI) determined within 8 weeks (higher outturn is better)
Processing of planning applications: P123 Other applications (higher outturn % 94.7% 91.2% 90.0% 92.3% 95.8% 90.0% (NI) is better)
Processing of all other residual applications - % determined within P2 % 86.2% 94.1% 87.6% 86.8% 80.0% 80.0% its target (Internal) (higher outturn is better)
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Return to Contents Page All planning appeals allowed out of all planning appeals determined P3 % 41.3% 40.7% 45.2% 23.1% 22.7% 30.0% (cumulative year to date) (lower outturn is better)
Major planning appeals allowed as a % of Major Application decisions LP152 % 8.0% 12.5% 16.7% 16.7% 5.6% 10.0% made (cumulative) (P3) (lower outturn is better)
Non-Major planning appeals allowed as a % of Non-Major Application LP154 % 3.1% 2.4% 2.5% 0.8% 0.6% 10.0% decisions made (cumulative) (lower outturn is better)
Percentage of enforcement cases P4 actioned within 12 weeks of receipt % 86.4% 97.6% 89.0% 89.7% 84.6% 75.0% (higher outturn is better)
Percentage of tree applications P5 determined within 8 weeks (higher % 100.0% 100.0% 100.0% 91.7% 98.8% 95.0% outturn is better)
Percentage of pre-application advice Data P6 provided within 28 days target % 35.71% 31.75% 46.99% 4.55% 29.41% only (higher outturn is better)
Actual number of dwellings P7 commenced (all housing providers) No 20.0 11.0 12.0 4.0 17.0 147 (higher outturn is better)
Cumulative target projection for quarterly backlog calculation Q1=147, Q2=2x147, No -260 -396 -531 -143 -273 147 Q3=3x147, Q4=4x147
Actual number of dwellings P8 completed (all housing providers) No 108.0 184.0 240.0 90.0 188.0 147 (higher outturn is better)
Cumulative target projection for quarterly backlog calculation Q1=147, Q2=2x147, No -106 -69 24 -57 -16 147 Q3=3x147, Q4=4x147
* refers to KPIs P7 and P8, representing quarter on quarter cumulative backlog figure calculated as: (Target – Q1 figure) = Q1 Backlog, than Q1 Backlog + ((Target - Q2 figure) = Q2 Backlog) = Q1 and Q2 cumulative backlog, and so forth.
Q2 Comment: Performance in processing and determining planning applications remained relatively steady and target were exceeded, despite the continued challenges from coronavirus and knock-on impacts on site visits, etc., but there is certainly no room for complacency and we are working hard to reduce our reliance on agreed Extensions of Time with agents/applicants, which can somewhat mask underlying issues. Q2 saw a number of officers (both administrative and professional) being taken away from day-to-day work at times to undertake the necessary testing of our new, bespoke, end-to-end Horizon IT system. This has inevitably had some impact on performance overall, but when it is rolled out in Q4 2020/21, the system will do away with many blockages in our validation/decision making processes and will remove current out-dated practices that often involve double/triple-handling and using a number different software packages – thereby slowing down the throughput of applications.
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Overall appeals performance [P3] exceeded the <30% target for the second quarter in a row with only 22.7% of all appeals being allowed by the Planning Inspectorate. This is very encouraging given the Council’s relatively poor record in defending appeals in the previous couple of years. Performance in terms of Major planning appeals allowed as a % of Major Application decisions made (cumulative) [LP152] was also good at only 5.6% against a target of <10% being allowed cumulatively. We will, nevertheless, continue to monitor this KPI very closely as it is linked to government targets.
Our pre-application advice service performance improved during the quarter as officers recommenced site visits to assess proposals, but was still well below where it should be. Some initial measures were put in place to improve the pre-app process to make it fit for purpose and more customer-focused and a major overhaul will shortly be undertaken as one strand of the Development Management Improvement Plan.
The number of dwellings commenced continued to be impacted by the lockdown, but happily the number of completions exceeded our expectations.
Service Plans - Actions Status 4% 0% 1% 1%
Q2 Planning Service Plans 2020/2023 Total 100% 74 Completed 1% 1 On track 95% 69 Off track - action taken / in hand 4% 3 Off track - requires escalation 0% 0 93% Cancelled / Deferred /Transferred 1% 1
Outstanding actions from 2020-21 Service Plan
Original Due Revised Action taken Code Action Lead Officer Status Date Due Date to rectify Outcome Planning and analogous applications are processed in a timely, delivery focused and 3. customer friendly manner. PS3.2 Aim to optimise 31/03/2021 Development Off track N/A Updated delivery of housing in Manager Action Five-year accordance with Local (BHS) taken Housing Plan Part 1 target to Land deliver 590 new Supply homes per annum, Statement and to meet published requirements of Oct 2020. national Housing Delivery Test Housing Delivery Action Plan being produced setting out
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Return to Contents Page actions to remedy.
Outcome New IT system is implemented 6. PR20P6.1 Test phase of Horizon 31/10/2020 Development Off track 28/02/2021 Testing system for Manager Action phase development (BHS) taken completed management carried Nov 2020. out and completed Now in (joint project with Training Transformation) phase with ‘go-live’ in Feb 2021
Outcome Local Plan Part 2 completed and adopted in accordance with agreed milestones. 15. PR20P15.2 Local Plan Part 2 30/06/2021 Planning Off track Planned Updated submitted to Policy Action LPP2 Local Government, Manager (GP) taken submission Developme examined and date April nt adopted 2021 Scheme (LDS) Adoption in published Jan/Feb Nov 2020 2022 Outcome Environmental quality is maintained and enhanced. 19. PR20P19.6 To run the biennial 31/10/2022 Planning Deferred N/A Decision Design Awards in Policy not to hold 2020 and 2022. Manager (GP) 2020 Design Awards. Next will be 2022
Internal Audit - Actions Status Q2
Comment: The Audit Committee on 9 November 2020 agreed revised dates for the outstanding audit recommendations regarding Planning Fee Income and the Enforcement Plan.
Complaints Q2 update
Q2 20-21 Planning and Economic Development - Level 1 Complaints KPI Q2 Q3 Q4 Q1 Q2 Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 Level 1 Number 10 13 15 7 16 Data only complaints received in a quarter
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Return to Contents Page Number of Level 1 complaints Level 1 Number 7 13 13 4 9 Data only dealt with on time in a quarter Level 1 Response rate (the percentage of complaints Level 1 % 70% 100% 87% 57% 56% 95% responded to against the 10 working days target)
Q2 20-21 Planning and Economic Development - Level 2 Complaints KPI Q2 Q3 Q4 Q1 Q2 Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 2 Level 2 Number 11 1 10 5 8 Data only complaints received in a quarter Number of Level 2 complaints Level 2 Number 10 1 10 4 8 Data only dealt with on time in a quarter Level 2 Response rate (the percentage of complaints Level 2 % 91% 100% 100% 80% 100% 95% responded to against the 10 working days target)
Comment: Level 1 complaint response performance in Q2 was disappointing at just 56% against a target of 95% and the increasing total number of complaints is, itself, a worry. The majority related to delays in processing applications/pre-apps and/or paucity of communications from officers. This, amongst other issues, is being addressed through a number of measures in the Development Management Improvement Plan designed to respond better to the needs of our customers and stakeholders.
Performance against Level 2 complaint response targets was back to 100% after a small dip in Q1.
Finance – Q2 update
General Fund Account Approved Variance Adverse/ Services Budget £'000 £'000 % Variance Favourable Planning & Economic Development Expenditure 7,603 -135 -2% Favourable Income -4,805 17 0% Adverse Planning & Economic Development Total 2,798 -118 -4% Favourable
Comment: The income budget was significantly reduced in the revised contingency budget due to the Covid19 impact on planning applications and the table above shows that this is broadly on target overall now. The cost saving is mainly due to the recruitment freeze and a number of posts in planning are currently vacant to contribute to the overall corporate target agreed, as set out at the foot of the summary table on page 9. I will continue to monitor the impact of these vacant posts on the service throughout the year.
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3. Service Dashboard – Environment
This service area includes the following teams: Car Parks, Environmental Health, Environmental Services, Emergency Planning, Finance, Licensing and Sustainability
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020/2021
Head of Service summary:
This quarter saw the implementation of phase 2 of the route optimisation programme for refuse and recycling which saw 44,000 households across the borough affected by collection day changes. Advance publicity and the provision of interim collections for those who would otherwise have had to wait more than 14 days between collections aimed to lessen the impact of the changes, but inevitably it took time for residents and indeed new crews to adjust and to learn the new collection rounds and new areas. This did lead to an increase in missed bin calls but these have since reduced significantly and the new rounds are bedding in well. Collection services have been maintained throughout the quarter thanks to the cooperation of the contractor and the hard work of the crews.
Qtr. 2 also saw the closure of the household recycling centres (bring sites) as agreed although textile banks and WEEE banks will remain on these sites until the kerbside collections for these materials are introduced. Unfortunately this has been delayed whilst we tender a new contract for disposal of these items.
Parking income had recovered slightly following the lifting of lockdown but only to about 60% of ‘normal levels’ as more people continue to work from home and shop less. The car park teams have been working hard to accommodate requests from the NHS to use car parks for mobile testing units and support the overall Covid-19 response.
The Environmental Health and Licensing Teams have been kept busy supporting and advising businesses on Covid-19 compliance issues and ensuring that businesses complied with the restrictions in place at any one time. This has proved extremely challenging and demanding on the staff who are also trying to maintain ‘business as usual’ as far as possible. Other officers were re- deployed to assist with calls and support for vulnerable persons. The monthly survey of business customers of Environmental Health (NI182) has been paused during the Covid 19 pandemic. Food safety inspections (E5) are being prioritised in accordance with Food Standards Agency Guidance. Remote assessments have been carried out and physical inspections will only be carried out on a risk basis.
Work on the Carbon Neutrality Action Plan and Climate Change and Sustainability Strategy continued with the drafts going out to public consultation and consideration by the Overview and Scrutiny Committee and Executive. Further work on refining the documents following feedback from the consultation is underway before they are presented again in the autumn.
Another extremely challenging Qtr. all round and thanks must go to the teams and our contractors for their efforts during unprecedented times.
Richard Homewood, Head of Environmental Services
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Performance Indicators Status
Q2 Comment: The MRF rejection rate continues to exceed the target and is currently the lowest rejection rate in Surrey. This improvement has coincided with the diversion of bring site material to the residual waste stream due to high levels of contamination at the bring sites.
The bring sites were closed due to the amount of fly tipping at those sites but as these sites were being serviced separately the fly tipping at them was not being recorded as fly tipping. The fly tipping figures for Qtr. 2 do not therefore represent a true increase in fly tipping but a change in location and the way fly tipping is being recorded.
Whilst the number of missed bins still exceeds the target it has dropped significantly since Qtr. 1 as the new rounds and crews bed in and residents become accustomed to their new collection arrangements.
Residual household waste is now exceeding the target again in Qtr. 2 as a result on the end of lockdown and fewer people remaining at home. The provisional figure for recycling has dropped slightly but is still exceeding the target.
New KPIs for 2020/2021. Three new indicators have been introduced from 1 April 2020. 1) Number of refuse and recycling missed bins out of 100,000 collections per week (lower outturn is better) – proposed target 40 2) Number of food waste missed bins out of 100,000 collections per week (lower outturn is better) – proposed target 40 3) Number of fly tipping incidents in a quarter - Data only – (data already collected for LG Inform)
Q2 Q3 Q4 Q1 KPI Description Q2 20-21 Q1 Target 19-20 19-20 19-20 20-21 Materials recovery facilities E1 (MRF) Reject Rate (lower % 7.8% 5.3% 3.91% 3.24% 4% 5.0% outturn is better) Average number of days to E2a remove fly-tips (lower outturn is Days 2.0 1.3 2 2 3 2.0 better) Number of fly tipping incidents in E2b a quarter (Data only) New PI for 2020-21 225 266 Data only
(NI 195) Improved street and environmental cleanliness - Data E3 levels of litter, detritus, graffiti and % 89.0% 90.0% 81.3% 93.72% 90.0% paused fly posting (higher outturn is better) Number of refuse and recycling missed bins out of 100,000 collections per week
E4a (lower outturn is better) - New from Q1 New KPI from Q1 108 68 40 2020/21 Number of food waste missed bins out of 100,000 collections per week (lower New KPI from Q1 E4b outturn is better) - New from Q1 94 65 40 2020/21 Percentage of higher risk food premises inspections (category Data Data E5 A&B) carried out within 28 days % 100% 100% 100% 100% paused paused of being due (higher outturn is better) Satisfaction of business with local E Data Data authority regulation services % 82.0% 93% 97% 85.0% NI182 (higher outturn is better) paused paused
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Return to Contents Page Residual household waste per E household (lower outturn is kg 87.5 94.9 95.68 98.32 86.0 90.00 NI191 better) Percentage of household waste E sent for reuse, recycling and 56.50% % 57.8% 57.4% 57.00% 59.60% 54.0% NI192 composting (higher outturn is provisional better)
Air Quality All of our Diffusion Tube monitoring data is published on our website and Waverley’s automatic analyser data is available on the Air Quality England website. The Annual Air Quality Status Report 2019 will also be published on our website in the near future.
Service Plans - Actions Status 3% 0% 6% Outstanding actions from 2020-23 Service Plan
Q2 Environment Service Plan Actions 2020/2023 Total 100% 78 Completed 6% 5 On track 91% 71 Off track - action taken / in hand 3% 2 Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 0% 0 91%
Original Revised Q2 Actions taken to Code Title Lead Officer Status Due Date Due Date rectify
Outcome Effective implementation of improvements to waste, recycling and street cleaning service following 7 contract mobilisation
ES 7.2 Introduce kerbside 31/08/20 Environmental Off track 28/02/2021 Collection contractor collection of textiles and Parking action preparing to introduce and small electrical Services taken service. Tender for appliances from the Manager transport of materials from kerbside. (JCP) collection contractor to processors delayed due to staff absences. Contract will be tendered in New Year. Outcome Develop and implement initiatives to promote sustainable transport and reduction of use of natural 16 resources ES 16.1 Work with all 31/03/20 Head of Off track 15/12/20 Public consultation period services across Environmental action extended and considered Waverley Borough & Regulatory taken by Environment O&S on Council, Surrey Services and two occasions. Carbon County Council, Sustainability Neutrality Action Plan and Town and Parish Manager Sustainability and Climate Councils and with Change Strategy now the wider approved by Executive and community to due to be adopted by prepare the Climate Council on 15/12/20 Emergency Action Plan.
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Internal Audit - Actions Status – Q2 update
Comment: There were no outstanding internal audit actions for this service area at the end of the second quarter.
Complaints – Q2 update
Q2 20-21 Environmental Services - Level 1 Complaints Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 Level 1 Number 7 18 25 14 22 Data only complaints received in a quarter Number of Level 1 complaints Level 1 Number 6 16 23 14 20 Data only dealt with on time in a quarter Level 1 Response rate (the percentage of complaints Level 1 % 86% 89% 92% 100% 91% 95% responded to against the 10 working days target)
Q2 20-21 Environmental Services - Level 2 Complaints Q2 Q3 Q4 Q1 20- Q2 Target KPI Description 19-20 19-20 19-20 21 20-21 Total number of Level 2 Level 2 Number 3 6 3 3 2 Data only complaints received in a quarter Number of Level 2 complaints Level 2 Number 3 5 3 3 1 Data only dealt with on time in a quarter Level 2 Response rate (the percentage of complaints Level 2 % 100% 83% 100% 100% 50% 95% responded to against the 10 working days target)
Comment The Level 2 complaint missing the target was outside the target by one day.
Finance – Q2 update
General Fund Account Approved Budget Variance Adverse/ Services £‘000 £‘000 % Variance Favourable Environment Expenditure 11,665 -53 0% Favourable
Income -8,872 27 0% Adverse
Environment Total 2,793 -26 -1% Favourable
Comment: The significant drop in parking income has had the biggest impact on the budget this quarter even though it did recover compared with the previous quarter following the end of lockdown. It still only recovered to around 60% of normal levels for this time of year.
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4. Service Dashboard – Commercial
This service area includes the teams of Building Control, Careline, Leisure, Parks & Countryside, Waverley Training Services and Arts.
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020/21
Q2 summary from Head of Service:
Covid-19 continues to impact commercial services during this quarter.
The leisure centres reopened after a lot of work with Places Leisure to ensure site safety. They performed better than forecast with swimming usage being the most used area. Social distancing measures significantly impact the number of the users to the sites at any one time so Waverley continues to support the centres financially. Lockdown 2 has resulted in the leisure centres closing to the public again although throughout this period we have kept the plant and machinery operational to enable the centres to open quickly as soon as legally possible.
Building control have continued to operate well throughout this quarter. As a result of the initial lockdown and the resurgence of construction the quarter has been extremely busy. Surveyors have been focusing on site visits to reduce the backlog and maintaining a good service to our clients. This has diverted the focus from processing new plans hence the plan check target has not been achieved for this quarter. This is merely a blip and we are re-focusing on plan checks now we have reduced the site visit backlog.
The community halls have been impacted operationally, similar to that of the leisure centres during this quarter. We were pleased that the Borough Hall in Godalming was able to welcome back some regulars in this quarter even if it was brief for some groups. The Memorial Hall continues to host the community meals service for Farnham and has been booked consistently by the Royal Surrey Hospital Maternity Services and Frimley Park for their COPD courses throughout this period.
Our green spaces, recreation grounds and play areas have been widely used by residents throughout this period. Although numbers are not monitored it has been evident that residents have truly valued these spaces throughout this restrictive time. The increased usage has created a greater workload for our teams but it is pleasing to see they have risen to the challenge and maintained these fantastic high quality open spaces for residents.
It has been another quarter where we have struggled to overcome the challenges in this financially crippling time of repairing Wilmer House the home of the Museum of Farnham. However we continue to work closely with Overview and Scrutiny and ward members to look at ways forward for both the building and the service.
Brightwells Yard continues to gain momentum with structures now being clearly seen on the site. Brightwells Yard car park and the commercial element of the site is planned to open in the summer of 2021. Crest continues to work at attracting additional retailers to the site. We understand that there are a number of interested parties continuing to talk to Crest and we await their firm commitment to proceed. It is pleasing to note greater engagement with Surrey County Council on the future operational elements of the site and looking holistically at the traffic improvements for Farnham, an element of which rests with Crest as part of the scheme.
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Careline and Waverley Training Services have continued to operate throughout these first two quarters supporting both our older and younger residents effectively giving them the support they need during this trying time.
Kelvin Mills, Head of Commercial Services
Performance Indicators Status Q2
2018 Comment: Due to the initial lockdown and the resulting social distancing measures leisure centre usage has been impacted immensely. The leisure centres re-opened on 17 August, with lane swimming, gym and classes only. There is therefore no data for Health & Wellbeing, as we did not feel it was safe to offer this type of service upon resuming. Since re-opening the leisure centres have only been open with dedicated booked sessions for limited activities. This is to ensure social distancing and enable track & trace, therefore the potential capacity is significantly reduced.
As a result of lockdown during this quarter we focused the Building Control team on the backlog of site visits. We are re-focusing the team in Quarter 3 on new applications and plan checks and expect to be back in line with our target.
KPI Q2 Q3 Q4 Q1 Q2 Q1 Description 19-20 19-20 19-20 20-21 20-21 Target Total number of visits to Waverley No No C1 leisure centres (higher outturn is Visits 459,216 464,452 54,656 448,000 better) data data Total number of attendees of the health and wellbeing activities No No No Data C2 No. 5,570 6,070 throughout the borough in a quarter data data data only (higher outturn is better) Percentage of complete building control applications checked within Data not Data not C4 % 83.89% 87.9% 67.1% 80.0% 10 days (higher outturn is available available better) (P8) Total number of Careline clients No Data C5 (data only, no target set - higher Clients 1,928 1,905 1,742 1,732 outturn is better) data only Total number of Careline calls per No No Data C6 quarter (data only, no target set ) Calls 4,953 6,397 4,145 data data only Critical faults dealt with within 48 C7 hours per quarter (higher outturn is Faults % 100.0% 100.0% 100% 100% 90.0 better) Apprentice overall success rate per C8 quarter (higher outturn is better) % 78.4% 77.3% 77.4% 77.9% 78.6% 75.0%
Apprentice timely success rate in gaining qualification in the time C9 expected (higher outturn is better) % 75.7% 71.7% 74.2% 70.3% 71.6% 70.0%
Number of apprentices on study programmes (cumulative year to date Data C10 with the annual target of 30) (higher No. 24 21 30 35 38 outturn is better) only
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Service Plans - Actions Status Q2 0% 9% 1% 2% Total 100% 99 Completed 1% 1 On track 88% 87 Off track - action taken / in hand 2% 2 Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 9% 9 88% Outstanding actions from 2020-23 Service Plan
Ref. No. Action Original Lead Status Revised Action taken to rectify Due Date Officer Due Date Outcome A new Heathland Hub at Frensham Great Pond is created to promote biodiversity and the 19 physical importance of this heathland area and better serve the visitors and users of the site. CS19.1 Obtain enough 30/03/2019 Green Cancelled N/A No longer a corporate external grant Spaces priority. Frensham Ponds funding to Manager management being supplement (ML) considered more holistically project's with National Trust identified budget. CS19.2 Seek to identify 01/04/2020 Green Cancelled N/A No longer a corporate and gain S106 Spaces priority. Frensham Ponds monies Manager management being wherever (ML) considered more holistically possible, with National Trust ongoing. CS19.4 Construct new 30/03/2020 Green Cancelled N/A No longer a corporate facilities for Spaces priority. Frensham Ponds Heathland Hub Manager management being and open. (ML) considered more holistically with National Trust
Outcome Delivery of the Capital Project Programme. 20 CS20.1 Delivery of 30/03/2020 Green Cancelled N/A OPM/ADB and HLS project agreed capital Spaces on track, other capital projects: Manager projects delayed or Farnham Park (ML) completely cut from path upgrade, programme due to Godalming emergency budget situation Greenway, Infrastructure and Environment Improvements, Broadwater Park, Pavilions, Playgrounds, Oak Processionary Moth and Ash Dieback (OPM/ADB), Higher Level
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Return to Contents Page Stewardship (HLS), Frensham, Farnham Sewerage, Greenspaces Strategy, Farnham Park Suitable Alternative Natural Greenspace (FP SANG) Outcome Deliver the pre-construction phase for the leisure investment projects at Farnham and 28 Godalming Leisure Centres CS28.1 Confirm facility 30/11/2019 Leisure Cancelled mix in Contracts partnership with Manager Places Leisure (TM) CS28.2 Procure and 31/12/2019 Leisure Cancelled appoint Contracts external Project Manager Team for (TM) Farnham Leisure Centre. CS28.3 Develop design 30/10/2020 Leisure Cancelled proposals and Contracts prepare tender Manager proposals (TM) ensuring carbon impact is minimised to reflect the climate emergency. CS28.4 Procure and 31/01/2021 Leisure Cancelled appoint Contracts external Manager building (TM) contractor/s to construct Farnham Leisure Centre. CS28.6 Procure and 31/12/2020 Leisure Cancelled appoint Contracts external Project Manager Team for (TM) Godalming Leisure Centre. Outcome Deliver Cranleigh Leisure Centre business case phase. 29 CS29.2 Council 31/03/2020 Leisure Off track - To be considered as part of decision Contracts action the project review to embed regarding Manager taken / in energy efficiency at the leisure (TM) hand heart of any future design. provision in Cranleigh in light of age of the building and its inefficient energy systems.
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Return to Contents Page Outcome Building Control delivers high performing service and breaks even on budget. 30 CS31.3 85% Building 02/04/2022 Business Off track - Efforts have been re- Control plans Manager action focused on plan checking. checked within (Building taken / in 10 working Control) hand days. (JC)
Internal Audit - Actions Status Q2
Comment: There were no outstanding internal audit actions for this service area at the end of Q2.
Complaints Q2
Q2 2020-21 Commercial Services - Level 1 Complaints Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 complaints Data Level 1 Number 7 5 7 2 1 received in a quarter only Number of Level 1 complaints dealt Data Level 1 Number 5 5 7 2 1 with on time in a quarter only Level 1 Response rate (the percentage of complaints Level 1 % 71% 100% 100% 100% 100% 95% responded to against the 10 working days target)
Q2 2020-21 Commercial Services - Level 2 Complaints KPI Q2 Q3 Q4 Q1 Q2 Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 2 complaints Data Level 2 Number 0 0 1 1 0 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 0 0 1 1 0 with on time in a quarter only Level 2 Response rate (the percentage of complaints Level 2 % N/A N/A 100% 100% N/A 95% responded to against the 10 working days target)
Complaints have remained low during this quarter and when received responded to Comment accordingly.
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Finance – Q2 update
General Fund Account Approved Variance % Adverse/ Services Budget £'000 Variance Favourable £'000 Commercial Expenditure 11,141 -1,168 -10% Favourable Income -6,062 1,062 -18% Adverse Commercial Total 5,079 -106 -2% Favourable
Comment: All the Commercial Services teams understand the financial challenges of the Council and accepting that there is little that can be done regarding increasing income at present have focused closely on managing expenditure to stay within budget.
5. Service Dashboard – Housing Delivery & Communities
This service area includes the following teams: Housing Development, Housing Options, Private Sector Housing, Service9. Improvement and Communities.
Communities
The Communities Team has continued to coordinate targeted support to all residents in need during the pandemic. Strong liaison is maintained with the principal community groups in the Borough.
The Team has balanced response with recovery – the Community Resilience Recovery Project has moved forward with definng the impact on the local community, the Council’s ability to support the organisations that meet the needs of local people and to establish any future actions required. The Project will ultimately recommend the future partnering arrangements with the voluntary sector and whether and how the Council provides funding for the sector.
The Project requires close involvement of other key stakeholders and meetings have been held with full engagement from Surrey Heartlands Integrated Care Partnership (ICP), Guildford and Waverley CCG, Voluntary Action South West Surrey (VASWS), Surrey County Council – Partnerships, Policy & Commissioning, Farnham and North East Hants CCG and Surrey Community Action (SCA).
A number of Day Centres supported by the Council through Service Level Agreements have expanded and extended their community meals service and have endeavoured to increase their service delivery as lockdown was eased. Note: from 23 March to 30 November, 25,000 community meals have been delivered throughout the Borough.
Surrey County Council allocated Waverley £56,243.83 Emergency Assistance Grant for Food and Essential Supplies. The grant was to be distributed to residents experiencing hardship. It was agreed to disseminate these funds to local community organisations that already supported those residents to ensure an holistic approach. A simple monitoring form was sent to the organisations in order to monitor how and where the money was used.
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The Safer Waverley Partnership (SWP) appointed a new Chair during the quarter – Helen Milton, a senior practitioner in the NHS.
Inspector Samantha Adcock was appointed as the new Borough Commander at the beginning of September. Additional police officers are also to be delployed throughout Waverley. The Safer Waverley Partnership will be making a full presentation to the Community Wellbeing Overview and Scrutiny Committee in November.
Housing Delivery
The Housing Development Team secured delivery of 27 of the 37 new homes by the end of the quarter. Twenty five tenants had moved in. Note: all 37 homes were handed over on schedule (by the end of October) and all tenants have moved in.
A demolition contractor has been appointed for both Site B and Site C at Ockford Ridge. Thakeham Homes have been appointed as build contractor for Site B - to deliver 17 new homes. All tenants on Site B moved to Site A.
A reserved matters planning application for Ockford Ridge, Site C, is due to be submitted shortly Procurement of a build contractor will take place later in the autumn..
Preparatory works have progressed to bring sites E and F forward, with most tenants already having moved into new homes.
Sites in Chiddingfold and Churt are progressing at different stages, with tenders for a build contractor for sites in Chiddingfold due to be invited. The site at Aarons Hill, Godalming continues to be blighted by the footpath diversion but tenders for a Design and Build contract are being prepared.
Waverley has acquired three affordable homes from Langham Homes in Witley as part of the developer’s planning obligations. There are further sites being considered for acquisition of homes under Section 106 Agreements.
The draft Affordable Housing Supplementary Planning Document is now ready to be adopted through the Committee process.
The Strategy and Enabling Team has worked with developers and Housing Associations to deliver new homes during the quarter – of special note is the scheme delivered by English Rural Housing Association at Springfield, Dunsfold, which provides homes for people in housing need local to Dunsfold Parish.
Initial discussions have taken place on drafting a new Housing Strategy that would sit under the new Corporate Strategy and set out objectives for meeting housing need across the Borough.
Work continues on affordability of rents across the Borough. A policy paper is being draftted with input from specialist consultants to set out viability and sets out how the Council and its partners can provide homes at rent levels affordable to all who are in need.
Landlord inspections and other housing regulatory work carried out by the Private Sector Housing Team has begun to increase though requests for public health funerals during the pandemic, although feared to be very high, levelled off during the quarter.
The Housing Options Team was successful in bidding for funding to the Next Steps Accommodation Programme through the Ministry of Housng, Communities and Local Government. £120,000 has been allocated for the delivery of temporary accommodation units (modular construction) and support costs for homeless households occupying them. Waverley will contribute from its Section 106
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Return to Contents Page commuted sums pot to match fund the Government grant for delivering the units. Site assessment has begun.
During the quarter the team has continued to accommodate rough sleepers and those threatened with rough sleeping, into emergency accommodation. This has been in addition to the ‘normal’ situation where people present who are homeless or threatened with homelessness.
Move-on was arranged successfully for 5 households who were previously placed in emergency The Housing Development Team secured delivery of 27 of the 37 new homes by the end of the quarter. Twenty five tenants had moved in. Note: all 37 homes were handed over on schedule (by the end of October) and all tenants have moved in.
A demolition contractor has been appointed for both Site B and Site C at Ockford Ridge. Thakeham Homes have been appointed as build contractor for Site B - to deliver 17 new homes. All tenants on Site B moved to Site A.
A reserved matters planning application for Ockford Ridge, Site C, is due to be submitted shortly Procurement of a build contractor will take place later in the autumn.
Preparatory works have progressed to bring sites E and F forward, with most tenants already having moved into new homes.
Sites in Chiddingfold and Churt are progressing at different stages, with tenders for a build contractor for sites in Chiddingfold due to be invited. The site at Aarons Hill, Godalming continues to be blighted by the footpath diversion but tenders for a Design and Build contract are being prepared.
Waverley has acquired three new rented homes from Langham Homes in Witley as part of the developer’s planning obligations. There are further sites being considered for acquisition of homes under Section 106 Agreements.
The draft Affordable Housing Supplementary Planning Document is now ready to be adopted through the Committee process.
The Strategy and Enabling Team has worked with developers and Housing Associations to deliver new homes during the quarter – of special note is the scheme delivered by English Rural Housing Association at Springfield, Dunsfold, which provides homes for people in housing need local to Dunsfold Parish.
Initial discussions have taken place on drafting a new Housing Strategy that would sit under the new Corporate Strategy and set out objectives for meeting housing need across the Borough.
Work continues on affordability of rents across the Borough. A policy paper is being draftted with input from specialist consultants to check viability and sets out how the Council and its partners can provide homes at rent levels affordable to all who are in need.
Landlord inspections and other housing regulatory work carried out by the Private Sector Housing Team has begun to increase though requests for public health funerals during the pandemic, although feared to be very high, levelled off during the quarter.
The Housing Options Team was successful in bidding for funding to the Next Steps Accommodation Programme through the Ministry of Housng, Communities and Local Government. £120,000 has been allocated for the delivery of temporary accommodation units (modular construction) and support costs for homeless households occupying them. Waverley will contribute from its Section 106 commuted sums pot to match fund the Government grant for delivering the units. Site assessment has begun.
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Return to Contents Page During the quarter the team has continued to accommodate rough sleepers and those threatened with rough sleeping, into emergency accommodation. This has been in addition to the ‘normal’ situation where people present who are homeless or threatened with homelessness.
Move-on was arranged successfully for 5 households who were previously placed in emergency COVID 19 accommodation.
As said at the end of the first quarter, the impact of COVID 19 on employment means that it is very likely that Waverley and other councils will face a further wave of homeless applications due to private rented tenancies ending. This in turn will mean that emergency temporary accommodation costs could reach higher levels in the short to medium term.
The costs could be greater than at present as these homeless households are much more likely to include families with children whereas those having to be housed currently have been single person households or couples.
Andrew Smith, Head of Housing Delivery and Communities
Performance Indicators Status Q2
Q2 19- Q3 19- Q4 19- Q1 Q2 20- Q1 KPI Description 20 20 20 20-21 21 Target Number of homeless households in temporary accommodation at the HD1 (NI) No. 0 0 5 5 3 5.0 end of the quarter (lower outturn is better) Number of Affordable homes - Data HD2 Granted planning permission (Data No. 0 14 63 0 17 only - higher outturn is better) only Number of Affordable homes - Started on site within a quarter Data HD3 No. 13 19 83 0 53 (Data only - higher outturn is only better) Number of affordable homes delivered by the Council and other Data HD4 No. 31 46 65 20 53 providers (gross) (Data only - only higher outturn is better)
Comment: The Housing Options and HomeChoice Teams have worked tirelessly to accommodate homeless households during the quarter, and move those households on to more permanent accommodation as soon as possible.
HD4 Number of affordable homes delivered (gross) during Q2 (53): UNITS TENURE SCHEME PROVIDER COMPLETED
8 4 Affordable Rent Springfield, English Rural September 2020 2 Shared Ownership Dunsfold Housing 2 Discounted Market Sale Association
12 12 Affordable Rent Ockford Ridge, Waverley July-September Site A Borough Council 2020
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Return to Contents Page 29 14 Affordable Rent Crondall Lane, Aster July- August Farnham 2020 15 Shared Ownership
4 4 Affordable Rent Elmbridge Road, Clarion July 2020 Cranleigh
Service Plans - Actions Status Q2 0% 4% 4% Total 100% 50 Completed 4% 2 On track 92% 46 Off track - action taken / in hand 4% 2 Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 0% 0 92%
Outstanding Service Plan Actions
The Ageing Well Strategy (2015 - 18) and Action Plan is reviewed to reflect current needs Outcome 1. and priorities.
Original Lead Revised Action taken Ref. No. Action Status Due Date Officer Due Date to rectify
SP20/21HDC1.1 Work with Community 30/06/2020 Community Off 30/06/2021 Time frame Wellbeing Overview and Services track effected due Scrutiny Committee to Manager/ action to Covid review strategy and link to Community taken impact the overall work around Partnerships Health Wellbeing and Officer inequalities.
SP20/21HDC1.2 Create an updated Action 30/06/2020 Community Off 30/06/2021 Time frame and Implementation Plan. Services track effected due Manager/ action to Covid Community taken impact Partnerships Officer
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Internal Audit - Actions Status Q2
Comment: There were no outstanding internal audit actions for this service area at the end of Q2.
Complaints – Q2 update
Q2 Q3 Q4 Q1 Q2 20- KPI Description Target 19-20 19-20 19-20 20-21 21 Total number of Level 1 complaints Data Level 1 Number 3 3 2 2 2 received in a quarter only Number of Level 1 complaints dealt with Data Level 1 Number 3 2 2 1 2 on time in a quarter only Level 1 Response rate (the percentage Level 1 of complaints responded to against the % 100% 67% 100% 50% 100% 95% 10 working days target)
Q2 20-21 Housing Delivery and Communities – Level 2 escalations Q2 Q3 Q4 Q1 Q2 20- KPI Description Target 19-20 19-20 19-20 20-21 21 Total number of Level 2 complaints Data Level 2 Number 2 0 3 1 2 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 2 0 2 1 1 with on time in a quarter only Level 2 Response rate (the Level 2 percentage of complaints responded % 100% N/A 67% 100% 50% 95% to against the 10 working days target)
Comment: Due to pressures of work during Covid final sign of by Head of Service did not take place until after the deadline even though the complaint had been assessed and completed in good time.
Finance – Q2 update
General Fund Account Approved Adverse/ Services Budget Variance % Favourable £'000 £'000 Variance Housing Delivery & Communities Expenditure 4,271 104 2% Adverse Income -1,904 -162 8% Favourable Housing Delivery & Communities Total 2,367 -58 -2% Favourable
Comment: The adverse variance is mainly due to an expected overspend in bed and breakfast and homelessness costs (rent in advance, deposit, etc.). The pandemic has significantly affected homelessness. During the pandemic, more households have been placed in temporary accommodation. This spend is forecast to continue into the future. Furthermore when private landlords can evict tenants from properties, it is estimated homelessness costs will rise – though this might not be until the end of March 2021, and therefore we would not see the impact of that
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Return to Contents Page until the next financial year. We may see spend on putting families into private rented accommodation increasing faster than on temporary accommodation. This will not necessarily be because of evictions from properties, rather that homeless households will be moved from temporary accommodation into permanent private rented homes.
Housing Revenue Account Approved % Adverse/ Variance Services Budget Variance Favourable £'000 £'000 Housing Delivery & Communities Expenditure 1,288 -28 -2% Favourable Income -696 0 0% - Housing Delivery & Communities Total 592 -28 -5% Favourable
Comment: The favourable variance is due to the underspend on staffing budget.
Service Dashboard – Housing Operations
This service area includes the following teams: Property Services, Tenancy and Estates, Rent Account and
Senior Living.
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020/2021
Q2 summary from Head of Service:
Over the summer the team was focussed on the ongoing recovery of services, adhering to the government guidance on working during the coronavirus crisis. Our key priority, continues to be, to make sure that tenants, homes and our employees are safe. The majority of the team has adapted to working from home but a number of staff and contractors are visiting tenants, homes and neighbourhoods to deliver essential services.
The HRA Recovery, Change and Transformation Project identified five key objectives; maximise rental income, let homes, reinstate responsive repairs and H&S works, re/commence capital works programme and maintain the development programme. There are arrange of challenges to overcome to address the backlog of responsive repairs and empty homes. The Housing Overview and Scrutiny committee received progress reports at their July and September meetings.
Although our immediate focus has been on the HRA Recovery, Change and Transformation Project it is important to recognise that other day to day activities and successes are continuing.
The Housing Management Team is key to partnership working with the Police to tackle ASB. Following the lockdown we have seen an increase in county lines concerns. Together they have successfully gained two partial closure orders to protect the safety of vulnerable tenants and address the anti-social behaviour experienced by neighbours. The team continues to support tenants with any tenancy or estate management issues to improve communities.
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Return to Contents Page The Community Development Team is working to improve neighbourhoods. They have supported the mobilisation of the new grounds maintenance contract with clear information and scope of requirements to improve areas. The have also progressed with (socially distanced) block inspections to ensure fire safety rules are complied with. This has led to a project to review options for safe bike storage and the development of a pilot.
For Quarter Two I recognise the Compliance team as my Star team. They have made great progress in reducing the backlog of homes without a gas safety certificate. By working with tenants and contractors to give reassurance of preventative actions taken to limit the risk of infection. The team has also continued with the comprehensive management of legionella at one of our senior living schemes and appointed a contractor to complete the cold water pipe replacement works to start at the end of October. In addition they are managing a schedule of risk assessment for electrics, fire, lifts and asbestos.
The teams have also been reviewing the Housing Ombudsman findings for two cases were we were found to be a fault. The cases identified how we had failed to make a timely heating repair and where we had failed to keep tenants informed. We have developed an action plan to ensure lessons are learnt, the teams acknowledge the issues and the same mistakes are not made again.
Despite working from home we have managed to stay connected with a virtual partnership meeting with the Tenants Panel and Cllr Rosoman in July, virtual coffee morning with Senior Living tenants in July and All in Housing and Communities staff meetings in July and September to share news, updates and views.
Members of the team, Tenants Panel and Councillors were able to virtually attend the Chartered Institute of Housing South East conference. Presentations covered a range of topics including sustainability, supply, residents’ voice and affordable warmth.
In conclusion the team has continued to adapt to provide alternative and ongoing services to residents in a professional, personal and compassionate manner in a time of extreme challenges and uncertainty.
Hugh Wagstaff, Head of Housing Operations
Performance Indicators Status
KPI Q2 19- Q3 Q4 Q1 Q2 Description Target 20 19-20 19-20 20-12 20-21 Total current tenants rent arrears as a HO1 percentage of the total estimated % 0.66% 0.65% 0.64% 0.86% 0.98% 0.7% gross debit (lower outturn is better) Average number of working days HO2 taken to re-let 'normal void' property Days 22 26 28 70 112 20 (lower outturn is better) Percentage of annual boiler services HO3 and gas safety checks undertaken on % 100.0% 100.0% 100.0% 98.3% 99.84% 100.0% time (higher outturn is better) Responsive Repairs: How would you rate the overall service you have HO4 received? (Tenants' view of the % 92.0% 90.0% 87.0% n/a n/a 93.0% service) (higher outturn is better) Responsive Repairs: Was repair completed right first time? (Tenants' HO5 % 80.0% 80.0% 69.0% 78.0% view of the service) (higher outturn n/a n/a is better)
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Return to Contents Page % of tenancy audits completed HO6 against scheduled appointments in a % New indicator for 2020/21 n/a n/a 90% quarter.
Q2 Comment: The performance indicators reflect the change in circumstances during the coronavirus crisis and recovery process.
The level of rent arrears have increased to £295k. This can be attributed to the impact of the coronavirus on the economy leading to furlough, reduced hours, redundancies and loss of jobs and thus the ability to pay rent for many tenants. Over 350 tenants have made Universal Credit claims as their financial circumstances changed since March 2020. There is a five week wait between application and the first payment which causes budgeting issues reflected in the rent arrears. The collection rate has fluctuated month on month rising from 0.78% at end April to 1.01% at end of August.
The team are working with tenants, providing support and advice to ensure incomes are maximised and rent and repayments arrangements are made. The Coronavirus Act prevented any landlord taking legal action to recover rent arrears therefore no legal action, including serving notice seeking possession was taken in Q2. The performance still exceeds peer organisations with HouseMark Covid 19 impact monitoring stating that average rent arrears were at 3.5% in Q2.
The relet performance continues at an all time low, as all empty homes were held during the lockdown period (March to end May) and there has been a slow recovery as we work to clear the backlog. We restarted the service late May with a backlog of c70 homes. As more homes were handed back this increased to c80 at end August and back to c70 at end of September.
There were only 13 lettings in Q1 all exceeding target and a total of 56 homes let in Q2, two within target. Budget void loss is at £300k and this is already within the Dwellings Rent figure in the 20/21 Budget. However, as a result of the increased voids beyond budget rate, the full year forecast has been updated which will result in a dwellings rent falling by 300k. The team is working closely with our contractors to clear the backlog - two additional sub contractors have been recruited to assist. Given the volume of works required we do not expect clear the backlog or meet target this calendar year.
The gas safety check performance has greatly improved, there are only seven homes, compared to 74 at end of Q1, without a valid gas safety certificate. Of the outstanding checks three were completed within the first two weeks of October and two have appointments booked. The team and contractors are working with residents to ensure safe access for the remaining two households, one who is shielding and the other who had symptoms when appointment made.
The responsive repairs and tenancy audit figures are not available so far this year due to change in contractor, halt to visits and redeployment of resources.
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Service Plan - Actions Status Q2
Q2 Housing Operations Service Plans 2020/2023 –
Total 100% 29
Completed 10% 3
On track 72% 21
Off track - action taken / in hand 14% 4
Off track - requires escalation 0% 0
Cancelled / Deferred /Transferred 4% 1
Comment: The service plan actions were reviewed in April to identify the resources, capacity and relevance following the change in Council’s objectives in response to the Coronavirus.
One item was deferred for 12 months and a further four had timescales extended (details can be seen below). Progress has been made with three actions completed in Q1: understanding residents’ needs; work with tenant representatives on rent increase and launching the new housing management team. During Q2 work has progressed on complaints review, Tenant Involvement Strategy and equality and diversity training.
Service Plans Actions 2020/21 – actions deferred/ extensions
Code Action Original Lead Status Revised Actions taken to rectify Due Date Officer Due Date Outcome The service meets the needs of residents by meeting satisfaction targets annually 2.2 Procure, design and project Service defer 30 June Tender documentation manage Survey of Tenants 30 June Improvement 2021 developed but held due to Manager and Residents 2020 (AH) coronavirus pandemic. Team resources redeployed and “wrong” time for perception survey 2.3 Review Regulatory Service Off March Extension to due date as Consumer Standards Improvement track 2021 team resources redeployed 30 June Manager 2020 (AH) action and project reprioritised in taken April 2020 2.4 Review Council Aids and Service Off Dec Extension to due date as Adaptations policy 30 Sept Improvement track 2020 team resources redeployed Manager 2020 (AH) action and project reprioritised in taken April 2020
2.7 Relaunch Tenant Service Off Dec Extension to due date as Involvement Strategy 30 Sept Improvement track 2020 team resources redeployed Manager 2020 (AH) action and project reprioritised in taken April 2020
Outco The customer experience will be improved by meeting and exceeding satisfaction targets annually me
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Return to Contents Page Develop protocol to Service Off Dec Extension to due date as effectively manage internal 30 June Improvement track 2020 team resources redeployed 5.8 Manager common areas 2020 (AH) action and project reprioritised in taken April 2020
Internal Audit - Actions Status Q2
Comment: There were no outstanding internal audit actions for this service area at the end of Q2.
Complaints Q2
Q2 20-21 Housing Operations - Level 1 Complaints Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 complaints Data Level 1 Number 25 18 20 8 17 received in a quarter only Number of Level 1 complaints Data Level 1 Number 15 12 16 7 14 dealt with on time in a quarter only Level 1 Response rate (the percentage of complaints Level 1 % 60% 67% 80% 88% 82% 95% responded to against the 10 working days target)
Q2 20-21 Housing Operations - Level 2 escalations Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 2 Data Level 2 Number 6 7 8 1 6 complaints received in a quarter only Number of Level 2 complaints Data Level 2 Number 6 6 7 0 6 dealt with on time in a quarter only Level 2 Response rate (the percentage of complaints Level 2 % 100% 86% 88% 0% 100% 95% responded to against the 10 working days target)
Comment: There was a reduction in complaints during the lockdown period Q1. There has been an increase in complaints as services were reintroduced and we experienced difficulties in the management of backlog of works and acknowledge we have not delivered the service we expect in all cases.
Only three complaint response/s were out of time but due to the small number of complaints they had an adverse impact on the PI. Given the challenging circumstances with officers working from home on limited IT equipment the team have worked well to respond to complaints effectively.
The Housing Ombudsman issued two decisions during Q2: Finding of maladministration and Waverley ordered to pay complainant £300 for length of time taken to repair central heating and hot water. Finding of service failure and Waverley ordered to pay complainant £200 in recognition of resident’s distress and inconvenience suffered as a result of the Council’s failure in communication regarding reports of ASB and repairs issues and £181 as already offered by the Council for the delays experienced by the resident in requesting repairs to her home. We have developed an action plan to ensure lessons are learnt, the teams have acknowledged the issues and aim to not repeat the mistakes.
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Finance – Q2 update
Housing Revenue Account (HRA) Approved % Adverse/ Variance Services Budget Variance Favourable £'000 £'000 Housing Operations Expenditure 25,990 -1,552 -6% Favourable Income -34,061 306 -1% Adverse Housing Operations Total -8,071 -1,246 15% Favourable
Q2 HRA Comment: The coronavirus crisis has contributed to the forecast underspend for maintenance works £1.2m Forecast salaries will be lower due to staff vacancies at £0.1m. Covid-19 has slowed re-lettings and the resulting void rate is forecast to reduce full year rental income by £0.3m. The HRA Business Plan, including reserves remains within forecast over the 30 year term.
7. Service Dashboard – Business Transformation & Corporate
This service area covers teams of Facilities, IT, Office Support, Property/Engineering and Business Transformation
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020/2021
Q2 summary from the Head of Service:
Looking at each of the Business Transformation Service Teams individually:
IT: During this quarter the Team have continued to develop and build the infrastructure we will need in place as we move to increased automation and channel shift. In particular we have seen progress with implementation of the master data management software, a number of team members being trained on the low code system and preparations being made for the introduction of the Liberty Converse customer services centre telephony technology.
In addition: Video Conferencing – We acquired and installed Zoom in the Council Chamber interfaced with the existing web broadcasting functionality.
Air Conditioning - We acquired and installed new kit for the server room. This has resolved the recurring problems we had been having for some time.
Migration - We completed the migration of SharePoint and to Exchange 2016
Remote Working - The demand for equipment to enable people to work at home on a long term basis increased during this quarter. The Team have been able to re-configure i-gels so that people
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Return to Contents Page can exactly replicate their office working environment at home which has had a beneficial effect for an ever increasing number of members of staff.
Business Transformation: The main projects the Team worked on during this quarter were:
Customer Services - The staff consultation process for the impacted teams started in July and concluded in October when the Customer Services Centre went live. The Team worked alongside both HR to ensure the transition went as smoothly as possible from an employee perspective, and also alongside operational service managers to ensure structures and systems were in place for the new team to work with.
Staff Travel - The Project Team came forward with recommendations to deliver in excess of over £150k in this area. Given the impact on staff, implementation is expected to be challenging. The informal consultation process began at the end of this quarter and will conclude early in Q4.
Print, Post and Scanning - This project has been focused on a change to our Print Contract and the introduction of Hybrid Mail. The Transformation Project effectively concluded in Q2 and we are now in the process of reconciling the savings which are on course to deliver slightly in excess of the target figure and should reach £75k.
Horizon - Work has continued with the development of the Building Control element of the system with the mobile technology now in place. The main Planning build was also largely completed in Q2 and enabled us to move to the test and train process in Q3 before going live hopefully in Q4.
Web - In Q2 we saw preparations intensify for the delivery of the new web-site. Originally we were looking at launch right at the end of Q3 but we have decided to delay this until after the holiday period has concluded taking us to the beginning of Q4.
Support Services: The entire Support Services Team were involved in the formal consultation process leading to the setup of the Customer Services Centre. With the exception of a handful of staff who chose to leave the Council as a result of these changes the rest of the Team transferred to the Customer Service Centre at the start of Q3.
We had intended re-opening offices to the public on an appointment only basis at the end of Q2 but a change in government Covid advice has delayed this. As part of the changes driven by the new Customer Services Centre we have moved our Farnham Locality offer from the Town Hall to the Memorial Hall.
Property and Engineering This quarter major projects the team have been working on, include:
Flood Prevention - We have had a number of meetings with colleagues from Surrey CC and the Environment Agency to discuss weak-spots across the borough and agreeing areas of responsibility and options for improvement. We plan to follow these up in Q3 liaising also with Thames Water.
Farnham Park - The contract for the drainage works was procured with work scheduled for late Q2 early Q3.
South Street Car Park - The Team have been involved in the project management of this scheme.
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Return to Contents Page Office Re-design - The change in working practices generated by the new customer service centre and the shift to remote working have required some re-design. The Team have assisted with this and further work is expected in Q4 and Q1 2021/2022.
Facilities After the successful transition of the community meals service to Farncombe Day Centre Q2 saw the closure of the Staff Restaurant which became increasingly financially unviable particularly in the very difficult fiscal climate we are now in.
The Team have though taken over responsibility for the management of the Council’s fleet of vehicles as recommended by the Staff Travel Business Transformation Project.
As is the case for the IT Service the Team have been supporting people working at home long term by recycling and providing equipment to assist them. This included many items of redundant furniture from the Pump House.
David Allum, Head of Business Transformation
Performance Indicators Status Q2
Comment: This service area does not have any established KPIs. The current customer service review will be exploring what measures could be used for performance monitoring in the future. This service consists of the following teams: Facilities, IT, Support Services, Property and Engineering, Business Transformation.
Service Plan - Actions Status Q2 0% 12% Q2 Business Transformation Service Plan 2020/2023
Total 100% 42 Completed 12% 5 On track 88% 37 Off track - action taken / in hand 0% 0 Off track - requires escalation 0% 0 88% Cancelled / Deferred /Transferred 0% 0
Comment: At the end of the second quarter all Service Plan actions are on track or are complete.
Internal Audit - Actions Status at Q2
Comment: There were no outstanding internal audit actions for this service area at the end of Q2.
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Complaints – Q2 update
Q2 20-21 Business Transformation - Level 1 escalations Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 Data Level 1 complaints received in a Number 0 0 0 0 0 only quarter Number of Level 1 Data Level 1 complaints dealt with on time Number 0 0 0 0 0 only in a quarter Level 1 Response rate (the percentage of complaints Level 1 % N/A N/A N/A N/A N/A 95% responded to against the 10 working days target)
Q2 20-21 Business Transformation - Level 2 escalations Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 2 Data Level 2 complaints received in a Number 0 0 0 0 0 only quarter Number of Level 2 Data Level 2 complaints dealt with on time Number 0 0 0 0 0 only in a quarter Level 2 Response rate (the percentage of complaints Level 2 % N/A N/A N/A N/A N/A 95% responded to against the 10 working days target)
Finance – Q2 update
General Fund Account Approved Variance % Adverse/ Services Budget £'000 Variance Favourable £'000 Business Transformation Expenditure 4,921 -218 -4% Favourable Income -4,866 24 0% Adverse Business Transformation Total 55 -194 -351% Favourable
Comment: The budgetary position is favourable at present. This is driven by in year savings associated with the Business Transformation Programme. Notably staffing savings arising from Customer Services changes and also reduced expenditure on post and printing, which is partly down to new contracts/practices and partly down to changes in working practice as a result of Covid.
Most of the balance has arisen as a result of closing the Staff Restaurant.
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8. Service Dashboard – Finance and Property Investment
This service includes the following teams: Accountancy, Benefits and Revenues, Exchequer Services, Insurance, Procurement and Property Investment.
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020-21
Q2 summary from the Head of Service:
The last two quarters have been challenging under the Covid conditions and I am pleased that overall the services are performing well and holding up whilst being under significant pressure. The main concern is the collection of council tax and business rates due to the economic conditions. We have secured expertise and capacity from Reigate and Banstead council to assist with this aspect. Since the onset of Covid the team have administered a total to £25million in grant aid to local businesses and individuals. It has also been important to ensure that the Council’s cash flow is holding up and this was covered in detail the contingency budget. Our Treasury Management team manage cash flow through the Treasury Management strategy parameters, all of which have been met and performance is expected to remain within parameters for the rest of the financial year.
Peter Vickers, Head of Finance and Property
Performance Indicators Status Q2
Q2 19- Q3 19- Q4 19- Q1 20- Q2 20- Q2 KPI Description 20 20 20 21 21 Target Percentage of Council Tax collected (cumulative target Q1-Q4, 24.8%, F1 % 57.7 85.6 98 29.6 56.3 49.5 49.5%, 74.3%, 99.0%) (higher outturn is better) Percentage of Non-domestic Rates Collected (cumulative target Q1-Q4, F2 24.8%, 49.5%, 74.3%, 99.0%) % 51.7 74.8 97.2 19.7 48.4 49.5 (higher outturn is better) Percentage of invoices paid within F3 30 days or within supplier payment % 77.0 97.8 98 98.3 98.34 99.0 terms (higher outturn is better) Time taken to process Housing Data F4 Benefit new claims (lower outturn Days 11 12 11 15 11 only is better) Time taken to process Housing Data F5 Benefit change events (lower Days 5 5 3 5 5 only outturn is better)
Q2 Comment: The non-collection of council tax and business rates is a key risk area under Covid. Capacity and expertise has been secured from Reigate and Banstead Borough Council to help manage this risk. The payment of invoices performance is logistically exceptional against a challenging target of 99%. The transfer of invoice scanning and digital recognition to external service provider earlier in the year has been seamless, is delivering a budget saving, is supporting the team and has
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Return to Contents Page ensured business continuity at a time when staff and businesses are under pressure. The Housing Benefit service has also seen an understandably unprecedented level of demand through new claims and changes in circumstances. There is clearly a success story worth recognising in maintaining the level trend. The biggest challenge is ahead of us in the 3rd and 4th quarters of this year and we are addressing resourcing to ensure the service has adequate capacity.
Service Plans - Actions Status Q2
0% 11% Q2 Finance Service Plan Actions 2020/23 Total 100% 28 Completed 11% 3 On track 89% 25 Off track - action taken / in hand 0% 0 Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 0% 0 89%
Outstanding actions from 2020-21 Service Plan None. Service plan is on track.
Internal Audit - Actions Status Q2
Comment: There were no outstanding internal audit actions for this service area at the end of Q2.
Complaints Q2
Q2 20-21 Finance - Level 1 Complaints
Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 Data Level 1 Number 7 7 11 2 1 complaints received in a quarter only Number of Level 1 complaints Data Level 1 Number 6 5 8 1 1 dealt with on time in a quarter only Level 1 Response rate (the percentage of complaints Level 1 % 86% 71% 73% 50% 100% 95% responded to against the 10 working days target)
Comment: This is a really good picture considering the pressure all the services are under and a credit to the services.
Q2 -20-21 Finance - Level 2 escalations
Q2 Q3 Q4 Q1 Q2 KPI Description Target 19-20 19-20 19-20 20-21 20-21 Total number of Level 2 complaints Data Level 2 Number 2 1 2 5 1 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 2 1 2 4 1 with on time in a quarter only
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Return to Contents Page Level 2 Response rate (the percentage of complaints responded Level 2 % 100% 100% 100% 80% 100% 95% to against the 10 working days target)
Comment: This is a really good picture considering the pressure all the services are under and a credit to the services.
Finance– Q2 update
General Fund Account Approved Variance % Adverse/ Services Budget £'000 £'000 Variance Favourable Finance & Property Expenditure 31,161 57 0% Adverse Income -29,962 34 0% Adverse Finance & Property Total 1,199 90 8% Adverse
Comment: The service budgets are holding up with some cost pressure coming through from council tax and business rates recovery.
9. Service Dashboard – Policy & Governance
This service includes the following teams: Legal Services; Democratic Services; Elections; Corporate Policy (including customer complaints); Communications and Engagement; and Human Resources.
Key Successes & Lessons Learnt, Areas of Concern – Q2 2020/21
Q2 summary from the Head of Service:
In Quarter 2, the service continued to focus on supporting the Council’s emergency response to the Coronavirus pandemic as well as the corporate Recovery, Change and Transformation project, including:
1. Providing vital HR advice, support and guidance to managers and staff on a range of employment topics associated with the emergency situation, for example remote working, safety of front line workers, sick leave, self-isolation, caring for dependents, bereavement, and wellbeing.
2. Coordinating internal and external communications and engagement activity, both at the Waverley level but also as part of the coordinated efforts across Surrey. The remit of this communications activity extended far beyond the usual reach and scope of the team’s work as activity was focused wherever it was needed as part of the broader public service response to the pandemic.
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Return to Contents Page 3. Supporting the Council to deal effectively with a range of legal and contractual challenges arising as a direct result of the pandemic and its impact on services.
4. Leading the ‘people and staff’ recovery, change and transformation work stream, including the development and implementation of Covid secure working practices for the limited numbers of staff who could not work from home. Work in quarter 2 also focused on promoting good mental health and wellbeing in the workplace, particularly for remote workers.
5. Leading the ‘governance and decision-making’ recovery, change and transformation work stream, with a particular focus in Quarter 1 on managing the governance arrangements around remote working, including temporary arrangements to enable planning decisions to continue and the implementation of virtual meeting procedure rules.
6. Leading the ‘service plans’ recovery, change and transformation work stream, supporting the Executive and Senior Management team to develop a plan for reviewing and revising the Council’s Corporate Strategy and Service Plans, including plans for input from scrutiny committees before new plans are agreed by the end of the calendar year.
7. Ensuring all work streams within the recovery, change and transformation programme were fully supported with legal advice and communications and engagement planning.
8. Planning for a successful annual canvass during a period of time when the Council could not use canvassers for personal visits to households in the way we usually would. I will report in next quarter’s report the excellent return rate we were able to achieve despite these challenges.
On top of all of the above and alongside the delivery of business-as-usual functions during quarter 2 the Policy & Governance service also supported the Council in responding to the national and local debate about devolution and local government structure and worked to prepare to support the Local Government Boundary Commission’s electoral review of Waverley during 2020-2022.
Some of the usual Policy and Governance services were necessarily delayed whilst the service focused squarely on supporting efforts in respect of Covid. In particular, the delivery of the Land Charges service and the timeliness of the handling of complaints made to me as Monitoring Officer relating to the councillor code of conduct were affected.
I would like to take this opportunity to say a huge thank you to all the staff within Policy and Governance who have responded so excellently and diligently with hard work, tenacity, patience and adaptability during this quarter both to support the Council in responding to the coronavirus pandemic.
Robin Taylor, Head of Policy & Governance
Performance Indicators Status Q2
Comment:
Turnover figures As would be expected during a period of uncertainty and economic downturn, our resignation turnover has reduced over the last year from 13.21% to 7.08%, a reduction of 6% of the workforce. Our overall turnover has also reduced by over 3%. Whilst this creates a stable workforce, there can be challenges as it reduces the opportunity to bring fresh ideas into the council and reduces internal promotions and
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Return to Contents Page the encouragement of our talent. During a period of lower engagement, the workforce can find itself dis-engaged but unable to find alternative employment which can then impact on productivity. It should not therefore be the case that low staff turnover is misinterpreted for high engagement or a reduced need to focus on engagement.
Absence Data Research indicates that home working results in lower absenteeism and this has been reflected in our figures which has seen lower than expected short term sickness and stable long term absence despite concerns about increasing mental health pressures. There are a number of reasons for this (for example when making the decision whether to work or not, it is much easier to continue to work when there is no commute, you are in your home environment and you can choose what, where and how you work without fear of reprimand or judgement). Recent research by the Institute of Employment Studies does indicate however that prolonged continuous home working impacts on physical and mental wellbeing, presentism, longer working hours and higher demand (due to the reduction in productivity that collaborative working provides). So lower absence rates whilst very welcome should not be interpreted in a reduced focus on wellbeing or presentism.
Q2 Q3 Q4 Q1 Q2 Q2 KPI Description 19-20 19-20 19-20 20-21 20-21 Target Total Staff Turnover for Rolling 12 Data HR1a month period (%) (data only) % 18.9 17.5 18.7 17.4 15.53 only Total Staff Short & Long term Sickness Absence - Working Days HR2 Lost per Employee - Rolling 12 Days 6.8 7.38 7.50 7.56 6.94 6.52 months (lower outturn is better)
ref. HR2a - Short term Sickness Absence 3.0 3.3 3.3 3.0 2.7
Days 6.52 ref. HR2b - Long term Sickness Absence 3.8 4.1 4.2 4.6 4.3
The number of complaints received - Data PG1a Level 1 (data only) No. 68 64 82 35 59 only
The number of complaints received - Data PG1b No. 25 16 27 16 19 Level 2 (data only) only The % of complaints responded to on PG2a time - Level 1 (higher outturn is % 81.8% 82.8% 87.0% 83% 80% 95.0% better) The % of complaints responded to on PG2b time - Level 2 (higher outturn is % 98.2% 87.5% 93.0% 81% 89% 95.0% better)
Level 1 – investigated by the appropriate manager or team leader, with a detailed response within 10 working days. Level 2 – if the response received to Level 1 isn’t satisfactory, a complaint can be escalated to Level 2 where it will be reviewed by a Head of Service and the Corporate Complaints Officer (independent from services). Ombudsman – if Level 2 response still isn’t satisfactory, the matter can be escalated to an external independent review body (Ombudsman).
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Service Plans - Actions Status Q2
Outstanding actions from 2020-23 Service Plan None, Service Plan is on track. 0%
Q2 Policy & Governance Service Plan 2020/2023 Total 100% 82 Completed 100% 0 On track 0% 82 Off track - action taken / in hand 0% 0 Off track - requires escalation 0% 0 100% Cancelled / Deferred /Transferred 0% 0
Internal Audit - Actions Status Q2
Comment: There were no outstanding internal audit actions for this service area at the end of Q2.
Complaints Q2
Q2 20-21 Policy and Governance - Level 1 Complaints Q2 Q3 Q4 Q1 Q2 Target KPI Description 19-20 19-20 19-20 20-21 20-21 Total number of Level 1 Level 1 complaints received in a Number 1 0 2 0 0 Data only quarter Number of Level 1 Level 1 complaints dealt with on Number 1 0 2 0 0 Data only time in a quarter Level 1 Response rate (the percentage of complaints Level 1 % 100% N/A 100% N/A N/A 95% responded to against the 10 working days target)
Q2 20-21 Policy and Governance – Level 2 Complaints Q2 Q3 Q4 Q2 Target KPI Description Q1 19-20 19-20 19-20 20-21 20-21
Total number of Level 2 Level 2 complaints received in a Number 1 1 0 0 0 Data only quarter Number of Level 2 Level 2 complaints dealt with on Number 0 1 0 0 0 Data only time in a quarter Level 2 Response rate (the percentage of complaints Level 2 % 0% 100% N/A N/A N/A 95% responded to against the 10 working days target)
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Finance – Q2 update
General Fund Account Approved Budget Variance Adverse/ Services £'000 £'000 % Variance Favourable Policy & Governance Expenditure 6,640 -209 -3% Favourable Income -3,697 -34 1% Favourable Policy & Governance Total 2,943 -243 -8% Favourable
Comment: Despite pressure on the service, the budget position was favourable at the end of Quarter 2, largely due to the managed in year vacancy factor within the team.
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Agenda Item 9.
WAVERLEY BOROUGH COUNCIL
VALUE FOR MONEY AND CUSTOMER SERVICE O&S COMMITTEE – 25 JANUARY 2021
Title:
REVIEW OF COMPLAINTS CLOSED IN 2019/20
Portfolio Holder: Cllr John Ward, Leader of the Council
Head of Service: Robin Taylor, Head of Policy and Governance
Key decision: No
Access: Public
1. Purpose and summary
1.1 The purpose of this report is to provide a summary of the complaints received by Waverley that were closed during 2019/20, the Council’s performance in responding to those complaints and, where applicable, the lessons learned. The report also includes the Council’s response to the self-assessment audit required by the Housing Ombudsman Service’s recently published Complaints Handling Code.
1.2 Complaints about Waverley’s services received by the Local Government and Social Care Ombudsman and the Housing Ombudsman in 2019/20, are addressed in a separate report on this agenda.
2. Recommendation
It is recommended that the Value for Money and Customer Service Overview and Scrutiny Committee considers the information in this report and passes any comments to the Executive.
3. Reason for the recommendation
To ensure the Council’s complaint process and outcomes are scrutinised effectively.
4. Analysis of complaints received and closed in 2019/20
4.1 In February 2018 the Council’s complaints procedure was changed from three to two stages, and following a short transition period the new procedure came into effect on 1 April 2018.
4.2 The table below shows the number of complaints closed in 2019/20 for each service and at each level.
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Service Level 1 Level 2 Total Commercial Services 22 1 23 Environmental and Regulatory 57 14 71 Services Finance and Property 27 7 34 Housing Delivery and Communities 9 5 14 Housing Operations 85 26 111 Planning and Economic Development 52 31 83 Policy and Governance 6 2 8 Total 258 86 344
4.3 75% of all complaints closed in 2019/20 were resolved at Level 1 which is the same percentage in the previous year.
4.4 Housing Operations received the highest number of complaints, a total of 111. The majority of these complaints concerned matters relating to property services and responsive repairs. This is a decrease when compared with the total of 151 for 2018/19.
Waverley’s performance in responding to complaints
4.5 The corporate target currently states that 95% of all complaints should be responded to within 10 workings days at Level 1 and within 15 working days at Level 2.
4.6 In 2019/20 84% of all complaints closed were responded to within the target timescales compared with 85% in 2018/19. Performance at each level was as follows:
Level 1 - 82% Level 2 - 90%
4.7 The target of 95% has been in place for many years and continues to set a challenging level of performance.
Outcome of complaints closed in 2019/20
4.8 The following table gives information on the outcome of the complaints closed in 2019/20.
Service Not Partly Upheld Total upheld upheld Commercial Services 14 9 0 23 Environmental and Regulatory Services 51 4 16 71 Finance and Property 16 15 3 34 Housing Delivery and Communities 8 4 2 14 Housing Operations 54 37 20 111 Planning and Economic Development 75 3 5 83 Policy and Governance 4 2 2 8
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Total 222 74 48 344
4.9 The assessment of whether a complaint is upheld, partly upheld or not upheld is often a subjective matter, and this judgement is made by the officer investigating the complaint. Overall, 65% complaints were not upheld, 22% were partly upheld and 13% were upheld. The majority of housing operations complaints that were partly upheld or upheld concerned the service provided by contractors in respect of responsive repairs and property services.
Remedying complaints
4.10 When seeking to remedy a complaint that has been upheld or partly upheld, the Council follows the advice of the Local Government and Social Care Ombudsman that the remedy offered should as far as possible put the complainant back in the position he or she would have been in but for the fault that has been identified. An apology will always be offered but it also may be considered necessary to reimburse a complainant for any expenditure they have incurred as a result of poor service by the Council or its contractors.
Lessons learned from complaints
4.11 Learning lessons from complaints is an important part of improving Waverley’s services and these are recorded on the complaints database. Lessons learned are looked at, and actioned on a case by case basis. Changes that need to be made to policies, procedures or other administrative processes are identified by the officer investigating the complaint and then discussed with the relevant Head of Service who then ensures that all necessary action is taken to avoid a recurrence of the problems identified by the complainant. Annexe 1 gives some examples of lessons learned in 2019/20. Many lessons learned concerned procedural/administrative issues and the need to improve communications with the customer.
New complaints database
4.12 A new ‘low code’ database for handling work-flow on complaints is currently being developed. This will be linked to the citizens hub used by the newly established Customer Services Centre, and should be operational from 1 April this year.
Waverley’s response to the Housing Ombudsman Service’s self-assessment audit
4.13 In July 2020 the Housing Ombudsman Service published a Complaint Handling Code with the aim of promoting ‘a progressive use of complaints among social housing providers, providing a high-level framework to support effective complaint handling and prevention alongside learning and development. A copy of the Code is attached as Annexe 2.
4.14 The Housing Ombudsman expected landlords to carry out regular self-assessment against the Code by 31 December 2020 with a view to taking appropriate action to ensure their complaint handling is in line with the Code. Waverley completed its self-assessment within this timeframe and a copy of the completed self- assessment is attached as Annexe 3
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5. Relationship to the Corporate Strategy and Service Plan
One of the Council’s priorities is to promote ‘high quality public services accessible for all’ and complaints can result in action to improve processes and systems which, in turn, can improve service delivery and achieve better value for money.
6. Implications of decision
6.1 Resource (Finance, procurement, staffing, IT) Sometimes the appropriate remedy for a complaint will be to offer the complainant compensation and this may be financial. All compensation payments must be authorised by the relevant Head of Service.
6.2 Risk management
Complaints can highlight areas where there are reputational and operational risks.
6.3 Legal
There are no legal implications associated with this report.
6.4 Equality, diversity and inclusion
Waverley’s complaints handling policy helps to ensure that there is no discrimination in the way in which it delivers services so that all complaints are dealt with in a fair and equal way.
6.5 Climate emergency declaration
There are no specific implications regarding Carbon Neutrality relating to the handling of complaints.
7. Consultation and engagement
Overview and Scrutiny are asked to scrutinise this report and any comments and recommendations are forwarded to the Executive.
8. Other options considered
8.1 Not applicable.
9. Governance journey
9.1 The observations of the Committee will be passed to the Executive.
Annexes:
Annexe 1 – Examples of lessons learned
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Annexe 2 – Complaint Handling Code Annexe 3 – Housing Ombudsman Self Assessment Form
Background Papers
There are / are no background papers, as defined by Section 100D(5) of the Local Government Act 1972).
CONTACT OFFICER: Name: Sue Petzold Position: Corporate Complaints Officer Telephone: 0148 3523202 Email: [email protected]
Agreed and signed off by: Legal Services: N/A Head of Finance: N/A Strategic Director: Portfolio Holder: 13 January 2021
Page 145 This page is intentionally left blank Annexe 1
Examples of lessons learned from complaints received in 2019/20
Council Tax o Care needs to be taken when enclosing other documentation with council tax bills. o Need to ensure that when customers bring errors to the attention of the Council these are corrected immediately. o Need to make sure that sufficient staff are available to deal with telephone enquiries during busy periods. o All parties on a joint Council Tax account need to be consulted before overpaid council tax is reimbursed. Elections o Need for more detailed checks to be carried out before postal ballot papers are sent to voters. Environmental Services o Officers need to be clear about the extent of their remit when dealing with reports of rural crime. Housing o Contractors should make sure that they inform tenants of any changes to the timing of appointments. o Contractors should ensure that tenants’ personal possessions are protected during internal works to a property. o Need to improve the wording and tone of reminder letters sent to tenants regarding their annual gas service. o Officers need to supervise more closely the progress of major works and contractors need to improve the supervision of work carried out by sub- contractors. o Tenancy Agreement needs to be amended to make clear that the maintenance of conservatories is the responsibility of tenants in all cases. o More thorough checks needed of void repairs before a property is re-let. o New tenants need to be made aware of the void standard and that their new home will not be redecorated. o Officers need to ensure that they report back in writing to the tenant the outcome of each tenancy audit. Planning o Officers should take care when calculating floor space of a proposed development. o Time taken to deal with pre-application advice needs to be improved. o Need to make clear that the outcome of enforcement investigations is communicated clearly and promptly to the complainant.
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Published July 2020.
1 Page 149
Content = oO
Part At
1. Introduction 2. The purpose of the Code ww
© ‘it B: The Code wR a5 \
1. Definition of a complaint 2. Accessibility and awareness 3. Complaint team, procedure, timeliness and responsiveness 4. Fairness in complaint handling 5. Putting things right 6. Continuous learning and improvement
1. Compliance 2. self-assessment
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Part A 1. Introduction
Complaint handling performs an important strategic role for an organisation, providing vital intelligence on its health, performance and reputation. Data on complaint handling should be considered alongside other managementinformation to provide assurance and assessrisks.
The Ombudsman’s Complaint Handling Code promotes the progressive use of complaints, providing a high-level framework to support effective handling and prevention alongside learning and development. The Code ensures complaint handling data is being used consistently across landlord members, promotes engagementat different levels within a landlord and sets out expectations for boards or equivalent governance, senior executives and frontline staff.
For boards or equivalent governance, the Code supports culture setting and intelligence for assurance exercises, using complaint data alongside other managementinformation on stock, services and customer feedbackto provide insight into their organisation. It is important for governance to understand the complaints their organisations are receiving and the impact of their complaint handling on residents.
For chief executives and senior managers, the Code supports learning from complaints and promotes the open and transparent use of information to assess performanceandrisks.
For operational staff, the Code supports excellent complaint handling and engagement with the Ombudsman. If the requirements of the Code cannot be delivered this should prompt discussion about what needs to change.
Information on complaints can provide essential insight for governance and should include, although not necessarily be limited to:
e Regular updates on the volume, category and outcome of complaints, alongside complaint handling performanceincluding timely compliance with the Ombudsman’s orders e Review, at least once a year, of issues and trends arising from complaint handling, including discussion of the Ombudsman’s yearly landlord performancereport and the inclusion of any organisational learning in the landlord’s Annual Report e Consideration of individual complaint outcomes where necessary, including findings of severe maladministration of the Ombudsmanoranyreferrals by it to regulatory bodies, including scrutiny of any subsequent procedural or organisational changes e Confirmation that the Complaint Handling Code is being applied.
Page 151 Compliance with the Code forms part of the membership obligations set out in the Housing Ombudsman Scheme.Landlords should comply with the requirements of the Code. The Code should be read in conjunction with the Scheme.
Landlords are encouraged to promote the Code and to share the outcomeoftheir self-assessmentwith residents.
2. Purpose
The purposeof the Codeis to enable landlords to resolve complaints raised by their residents quickly and to use the learning from complaints to drive service improvements.It will also help to create a positive complaint handling culture amongst staff and residents.
Some landlords see complaints as a form of negative feedback.In fact, there are many benefits to be gained from having an effective, efficient complaints process:
e Complaints allow an issue to be resolved before it becomes worse. Those not resolved quickly can take significant resource and time to remedy e Involvementin complaint resolution develops staff decision-making and engagement e Complaints provide senior staff with a window into day-to-day operations allowing them to assesseffectiveness e Good complaint handling promotes a positive landlord and resident relationship.
The Ombudsman’s Complaint Handling Code sets out requirements for member landlords that will allow them to respond to complaints effectively and fairly.
While memberlandlords must comply with some elements of the Code, the Ombudsman recognises that each landlord will need to adapt its complaints policy and processes to meet the needs ofits residents. Consequently, there are some areas wherea landlord can useits discretion. The Code seeks to be prescriptive only where the Ombudsmanbelieves clear and consistent practice by all landlords is essential. Landlords will be asked to self-assess against the Code on a comply and explain basis. Non-compliance could result in the Ombudsmanissuing complaint handling failure orders. Separate guidance on these orders has been published by the Ombudsman.
The Codewill act as a guide for residents setting out what they can and should expect from their landlord when they complain. The requirements in the Code also provide residents with information about how to make a complaint and how to progressit through the landlord’s internal complaints procedure.
The Code supports the regulatory approach to complaints ensuring that a landlord’s approach to complaints is clear simple and accessible and ensures that complaints are resolved promptly, politely and fairly.
Page 152 eorhe Code
Definition of a complaint Accessibility and awareness Complaint team, procedure, timeliness and responsiveness Fairness in complaint handling Putting things right
Continuous learning and improvement OnRWON>
1. Definition of a complaint
1.1. Effective complaint handling should be a residentfriendly process that enables residents to be heard and understood. The starting point for this is a mutual understanding of what constitutes a complaint.
1.2. A complaint shall be defined as an expression of dissatisfaction, however made, about the standard of service, actions or lack of action by the organisation, its own staff, or those acting on its behalf, affecting an individual resident or group ofresidents.
1.3, The resident does not have to use the word complaintin order for it to be treated as such. Landlords should recognise the difference between a service request (pre-complaint), survey feedback and a formal complaint and take appropriate steps to resolve the issue for residents as early as possible.
Exclusions
1.4. A landlord shall accept a complaint unless there is a valid reason not to do so.
1.5, A complaints policy shall clearly set out the circumstances in which a matter will not be considered and these circumstances should be fair and reasonable to residents. For example:
e The issue giving rise to the complaint occurred over six months ago. Wherethe problem is a recurring issue, the landlord should consider any older reports as part of the background to the complaintif this will help to resolve the issue for the resident. (N.B. it may not be appropriate to rely on this exclusion where complaints concern safeguarding or health and safety issues.) e Legal proceedings have been started. Landlords should take steps to ensure that residents are notleft without a response for lengthy periods of time, for example, where a letter before action has been received or issued but no court proceedings are started or settlement agreement reached.
Page 153 e Matters that have already been considered under the complaints policy.
1.6. If a landlord decides not to accept a complaint a detailed explanation should be provided to the resident setting out the reasons why the matter is not suitable for the complaints process.
1.7. A resident has the right to challenge this decision by bringing their complaint to the Ombudsman. Where appropriate the Ombudsman will instruct the landlord to take on the complaint.
4. Accessibility and awareness
2.1, Landlords shall makeit easy for residents to complain, by providing different channels through which residents can make a complaint.
2.2, Where a landlord has set up channels to communicate with its residents via social media, such as Facebook and Twitter, then it should expect to receive complaints via those channels. Policies should contain details of the steps that will be taken when a complaint is received via social media and how confidentiality and privacy will be maintained.
2.3. Landlords shall make their complaint policy available in a clear and accessible format for residents. This will detail the number of stages involved, whatwill happen at each stage and the timeframes for responding.
24, Landlords shall comply with the Equality Act 2010 and may need to adapt normal policies, procedures, or processes to accommodate an individual's needs. Landlords shall have a reasonable adjustments policy in place to addressthis.
2.5, Landlord websites shall include information on how to raise a complaint. The complaints policy and processshall be easily found and downloadable.
2.6, The complaints policy and process should be publicised in leaflets newsletters, online and as part of regular correspondence with residents. A copy should be provided when requested.
2.7, Landlords shall provide residents with contact information for the Ombudsman as part of its regular correspondencewith residents.
2.8. Landlords shall provide early advice to residents regarding their right to access the Housing Ombudsman Service, not only at the point they have exhausted the landlord’s complaints process. The Housing Ombudsman Service can assist residents throughoutthelife of a complaint. This affords the resident the opportunity to engage with the Ombudsman’s dispute support advisors.
Page 154 3. Complaint team, procedure, timeliness and responsiveness
Complaint team
3.1 Landlords should have a person or team assigned to take responsibility for complaint handling. This Code will refer to that person or team as the “complaints officer’. For some organisations, particularly smaller landlords, we recognisethat this role may not be dedicated to complaint handling.
3.2 Complaints officers are one of the most important factors in ensuring that the complaints handling works well. Complaints officers should:
e be able to act sensitively and fairly e be trained to receive complaints and deal with distressed and upset residents e have accessto staff at all levels to facilitate quick resolution of complaints e have the authority and autonomyto act to resolve disputes quickly and fairly.
Residents are morelikely to be satisfied with complaint handling if the person dealing with their complaint is competent, empathetic and efficient.
Complaints procedure
3.3. When acomplaint is made to the landlord it shall be acknowledged and logged at stage one of the complaints procedure.
3.4 Landlords should confirm their understanding of the complaint and the outcomes being sought with the resident. Clarification should be soughtif the complaint is not clear.
3.5 If the complaint is not resolved to the resident’s satisfaction it shall be progressed to the next stage in accordance with the landlord’s procedure and the timescales set out in this Code.
3.6 A landlord’s complaints procedure shall comprise of two stages. This ensures that a resident has the opportunity to challenge any decision by correcting errors or sharing concerns via an appeal process.
3.7. The Ombudsman welcomesinvolvement by residents or senior executives outside the complaints team as part of the review process.
3.8 The Ombudsmandoesnot believe a third stage is necessary as part of a complaints processbutif a landlord believes strongly it requires one, it should set out its reasons as part of the self-assessment. A process with more than three stages is not acceptable under any circumstancesin the Ombudsman’s view.
Page 155 3.9 In the final decision the landlord’s policy shall include the right to refer the complaint to the Housing Ombudsman Service. This should be through a designated person within eight weeks ofthe final decision or directly by the resident after eight weeks.
3.10 A tull record shall be kept of the complaint, any review and the outcomesat each stage. This should include the original complaint and the date received: all correspondence with the resident, correspondence with other parties and any reports or surveys prepared.
Timeframe for responses
3.11 A landlord’s complaints procedure shall include the following maximum timescales for response:
e Logging and acknowledgement of complaint — five working days e Stage one decision — 10 working days from receipt of complaint — if this is not possible, an explanation and a date by when the stage one response should be received. This should not exceed a further 10 days without good reason e Stage two response — 20 working days from request to escalate — if this is not possible an explanation and a date when the stage two responsewill be received. This should not exceed a further 10 working days without good reason e Stage three response — where a landlord believes this stage is absolutely necessary a response should be sent within 20 working days from request to escalate. Any additional time will only be justified if related to convening a panel. An explanation and a date when the stage three responsewill be achieved should be provided to the resident.
3.12 A landlord may chooseto set shorter response times for each stage of the complaints procedure but response times must not exceed those set out above.
Communication with residents
3.13 When communicating with residents, landlords shall use plain language thatis appropriate to the resident.
3.14 Landlords shall addressall points raised in the complaint and provide clear reasonsfor any decisions, referencing the relevant policy, law and good practice where appropriate.
3.15 At the completion of each stage of the complaints process the landlord should write to the resident advising them of the following:
Page 156 the complaint stage the outcome of the complaint the reasons for any decisions made the details of any remedy offered to put things right details of any outstanding actions details of how to escalate the matter if dissatisfied.
3.16 As part of the complaint policy the resident shall be given a fair opportunity to:
e set out their position e comment on any adversefindings before a final decision is made.
3.17 Communication with the resident should not generally identify individual members of staff or contractors as their actions are undertaken on behalf of the landlord.
3.18 Landlords should adhere to any arrangements agreed with residents in terms of frequency and method of communication.
3.19 Landlords should keep residents regularly updated and informed even where there is no new information to provide.
Duty to cooperate with the Ombudsman
3.20 When the resident remains dissatisfied at the end of the landlord’s complaints process, they maybring their complaint to the Ombudsman. Landlords shall cooperate with the Ombudsman’srequests for evidence and provide this within 15 working days. If a response cannot be provided within this timeframe, the landlord shall provide the Ombudsman with an explanation for the delay. If the explanation is reasonable, the Ombudsmanwill agree a revised date with the landlord.
3.21 Failure to provide evidence to the Ombudsmanin a timely manner mayresult in the Ombudsmanissuing a complaint handling failure order.
4, Fairness in complaint handlingSe:
4.1. Landlords shall operate a resident-focused complaints process ensuring they are given the opportunity to explain their point of view and the outcome they are seeking before a decision is reached.
4.2. Landlords should manageresidents’ expectations from the outset, being clear where a desired outcome is unreasonable or unrealistic.
4.3, Landlords should give residents the opportunity to have a representative deal with their complaint on their behalf, and to be represented and/or accompanied at any meeting with the landlord where this has been requested or offered and wherethis is reasonable.
Page 157 4.4. Where a key issue of a complaint relates to the parties’ legal obligations the landlord should clearly set out its understanding of the obligations of both parties and seek clarification before doing so wherethisis notinitially clear.
4.5, A complaint investigation shall be conducted in an impartial manner, seeking sufficient reliable information from both parties so that fair and appropriate findings and recommendations can be made.
4.6, Any complaint investigation shall be fair. To ensure fairness, processes and procedures shail require the complaints officer to:
deal with complaints on their merits act independently and have an open mind take measures to address any actual or perceived conflict of interest consider all information and evidence carefully keep the complaint confidential as far as possible, with information only disclosed if necessary to properly investigate the matter.
4.7. The landlord’s assessmentof the issue should include:
what the complaint is about what evidence is neededto fully consider the issues whatrisks the complaint raises for the landlord what outcome would resolve the matter for the resident any urgentaction that it needs to take.
4.8. A complaint should be resolved at the earliest possible opportunity.
4.9, The resident, and if applicable any staff memberwhois the subject of the complaint, must also be given a fair chanceto:
e set out their position e comment on any adversefindings before a final decision is made.
4.10. Complaint policies and processes should set out the circumstancesin which a landlord can exercise discretion in how to respond to a complaint and who has the powerto exercise that discretion. Landlords should exercise discretion appropriately and provide clear explanations to residents when doing so.
4.11. Landlords should not unreasonably refuse to escalate a complaint through all stages of the complaints procedure and must haveclear and valid reasonsfor taking that course of action.
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Page 158 4.12. When resident seeks to escalate a complaint the landlord should consider:
e what the escalation review will be abouti.e. why the resident remains dissatisfied, and whether any part of the complaint been resolved e who will undertake the review e who needs to be kept informed e what evidence needs to be gathered i.e. comments from those involved, relevant policies and contemporaneousrecords, inspections etc e how long the review will take and when it will be completed.
4,13. Where a landlord decides not to escalate a complaint it should provide an explanation to the resident. It should makeclear that its previous response wasits final response to the complaint and provide information on referral to the Housing Ombudsman.
4.14. Landlords should have policies and proceduresin place for managing unacceptable behaviour from residents and/or their representatives when pursuing a complaint.
4.15. Any restrictions placed on a resident's contact due to unacceptable behaviour should be appropriate to their needs and should demonstrate regard for the provisions of the Equality Act 2010.
5. Putting things right
5.1. Effective dispute resolution requires a process designed to resolve complaints. Where something has gone wrong a landlord should acknowledge this and set out the actions it has already taken, or intends to take, to put things right. Examples of where action to put things right may be required are:
e there was an unreasonable delay e inaccurate or inadequate advice, explanation or information was provided to the resident e the landlord’s policy or procedure was notfollowed correctly without good reason e there wasa factual or legal error that impacted on the outcomefor the resident e there was unprofessional behaviour bystaff.
5.2. Landlords should acknowledge and apologisefor any failure identified, give an explanation and, where possible, inform the resident of the changes made or actions taken to prevent the issue from happening again.
5.3. Landlords should recognise that putting things right is the first step to repairing and rebuilding the landlord and resident relationship.
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Page 159 5.4. Whenconsidering what action will put things right landlords should carefully manage the expectations of residents. Landlords should not promise anything that cannot be delivered or would cause unfairnessto other residents.
Appropriate remedy
5.5. Complaints can be resolved in a numberof ways. A landlord’s policy shall require that any remedy offered reflects the extent of any and all service failures, and the level of detriment caused to the resident as a result. These shall include:
acknowledging where things have gone wrong providing an explanation, assistance or reasons apologising taking action if there has been a delay reconsidering or changing a decision amending a record providing a financial remedy changing policies, proceduresor practices.
5.6. Any remedyoffered must reflect the extent of any service failures and the level of detriment caused to the residentas a result.
5.7. Factors to considerin formulating a remedy can include, but are notlimited to the: e length of time that a situation has been ongoing e frequency with which something has occurred e severity of any service failure or omission e numberofdifferent failures e cumulative impact on the resident e aresident’s particular circumstances or vulnerabilities.
5.8. Whenoffering a remedy, landlords should clearly set out what will happen and by when, in agreementwith the resident where appropriate. Any remedy proposed must be followed through to completion.
5.9. In awarding compensation, landlords shall consider whether any statutory payments are due, if any quantifiable losses have been incurred as well as the time and trouble a resident has been put to as well as any distress and inconvenience caused.
Concerns aboutlegal liability
5.10. In some cases a resident may have a legal entitlement to redress. There may be concerns aboutlegal liability in this situation. If so, the landlord shouldstill offer a resolution where possible, as that may remove the need for the resident to pursue legal remedies.
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Page 160 5.11. Landlords have a duty to rectify problems for which they are responsible. However, where necessary a resolution can be offered with an explicit statement that there is no admission ofliability. In such a case, legal advice as to how anyoffer of resolution should be worded should be obtained.
For further information on remedies please see https://Awww.housing- ombudsman.org.uk/about-us/corporate-information/policies/dispute-resolution/policy- on-remedies/
6. Continuous learning and improvement
6.1, A positive complaint handling culture is integral to the effectiveness with which landlords resolve disputes, the quality of the service provided, the ability to learn and improve, and the relationship with their residents.
6.2, Accountability and transparency should be embeddedin a positive complaint handling culture, with landlords providing feedbackto residents on failures in complaint handling and the actions taken to learn and improve from this.
6.3. Creating and embedding a culture that values complaints and gives them the appropriate level ofpriority requires strong leadership and management.
6.4. A good culture should also recognise the importanceof resident involvement, through the formation of resident panels, consulting with residents on the formulation of complaints policies and procedures and through including them in panel hearings as part of the dispute resolution process, where appropriate.
6.5. Landlords should look beyond the circumstancesofthe individual complaint and consider whether anything needs to be ‘put right’ in terms of process or systems to the benefit of all residents.
6.6. Aneffective complaints process enables a landlord to learn from the issues that arise for residents and to take steps to improve the servicesit provides and its internal processes. Landlords should have a system in place to look at the complaints received, their outcome and proposed changesaspart ofits reporting and planning process.
6.7, Any themesor trends should be assessed by senior managementto identify any systemic issues, serious risks or areas for improvementfor appropriate action.
6.8. Landlords should proactively use learning from complaints to revise policies and procedures, to train staff and contractors and to improve communication and record-keeping.
13 Page 161 6.9. Landlord’s should recognise the impact that being complained about can have on future service delivery. Landlords should ensure that staff are supported and engagedin the complaints processincluding the learning that can be gained.
6.10. Landlords shall report back on wider learning and improvements from complaints to their residents, managers and staff. Feedback shall be regularly provided to relevant scrutiny panels, committees and boards and be discussed, alongside scrutiny of the Ombudsman’s annual landlord performance report.
6.11. Learning and improvementfrom complaints should be included in the landlord’s Annual Report.
Part C
1. Compliance
1.1. Under the Housing Ombudsman Scheme a memberlandlord must:
e agree to be bound bythe terms of the Scheme e establish and maintain a complaints procedure in accordance with any goodpractice recommended by the Ombudsman e as part of that procedure, inform residents oftheir right to bring complaints to the Ombudsman under the Scheme e publish its complaints procedure and make information about this easily accessible to those entitled to complain on its website and in correspondencewith residents e manage complaints from residents in accordancewith its published procedure or, wherethis is not possible, within a reasonable timescale. e respond promptly to information requests made by the Housing OmbudsmanService as part of the ongoing investigation into complaints from residents.
1.2. Failure to comply with the conditions of membership may result in an Ombudsman’s determination of complaint handling failure and an order to rectify within a given timescale (paragraphs 13 and 73 of the Housing Ombudsman Scheme).
1.3, Failures under the Scheme and Code which would result in a complaint handling failure order include, but are notlimited to:
e non-compliance with the Complaint Handling Code
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Page 162 e failure to accept a formal complaint in a timely manneror to exclude a complaint from the complaints process without good reason e inaccessible complaints process and procedure or unreasonable restrictions as to how a complaint can be made e not managing complaints from residents in accordance with the complaints policy e failure to progress a complaint through the complaints procedure e failure to respond to a complaint within the set timescales without good reason e failure to keep the resident informed and updated e failure to notify the resident of the right to refer the complaint to the Ombudsman e failure to provide evidence to support investigation by the Ombudsman.
1.4, Where a complaintis still within a landlord’s complaints procedure or the Ombudsmanhas requested evidencefor investigation the landlord will be informed of any complaint handling failure. Details of the failure will be provided along with any action required to rectify it. Where no action is taken the Ombudsmanwill issue a complaint handling failure order.
1.5. Each quarter the Ombudsman will publish the total number of complaint handling failure orders issued, the namesof the landlords and reasons for the orders and will share this information with the Regulator of Social Housing. The number of complaint handling failure orders issued against a landlord will form part of the Ombudsman’s annual landlord performance reports and will be available on the Ombudsman’s website.
1.6. In addition, from time to time the Ombudsman maywish to publish a report detailing the specifics of a complaint handling failure case where this would help highlight the impactof the failure on the resolution of the dispute and delays and/or distress caused to residents.
1.7. Whencarrying out an investigation the Ombudsmanwill consider whetherthe landlord dealt with the complaintfairly and will assess this against the requirements of the Code. Anyfailure identified could result in a finding of service failure or maladministration.
1.8. The Ombudsman will specifically refer to the Code in its findings. Orders and recommendations will be made to put matters right and ensure compliance with the Code.
1.9. The Ombudsman may request evidenceof a landlord’s self-assessmentin order to confirm satisfactory compliance with the Code. Where there have been failures to comply with the Codeorin operating an effective complaints procedure, the Ombudsman may issue a complaint handling failure order and ask the landlord to complete the self-assessmentas part of the rectification action and to report back to the Ombudsmanonits outcome.
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Page 163 1.10. Where there are significant concerns regarding a landlord’s compliance with the Code the Ombudsman mayescalate these to the landlord’s board or equivalent, and mayrefer the matter to the appropriate regulatory body including the Regulator of Social Housing.
a
Qn © f-assessment
2.1 The Ombudsman expects landlords to carry out regular self-assessment against the Code and take appropriate action to ensure their complaint handlingis in line with the Code. This assessment should be completed by 31 December 2020.
2.2. The Ombudsmanexpects landlords to report the outcomeoftheir self- assessmentto their board members. In the caseof local authorities, self- assessment outcomes should be reported to elected members.
2.3, The Ombudsmanexpects landlords to publish the outcomeoftheir assessments. The Ombudsman may request sight of the assessment and evidencein support. The Ombudsman may require landlords to periodically repeatthe self-assessment, for example following any amendments to the Codeor significant change to the landlord organisational structure.
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Page 164 Annexe 3 Housing Ombudsman Complaint Handling Code:
Self-assessment form
Compliance with the Complaint Handling Code
1 Definition of a complaint Yes No Waverley Borough Council’s definition of a complaint √ encompasses the Housing Ombudsman Service definition of a complaint. Waverley’s definition is as follows and is used by all service areas including Housing.
An expression of dissatisfaction, however made, about the standard of service, actions or lack of action by Waverley (or by a contractor or partner of Waverley which requires a response.
Does the policy have exclusions where a complaint will not be √ considered?
Are these exclusions reasonable and fair to residents?
N/A
2 Accessibility Are multiple accessibility routes available for residents to make a √ complaint?
Is the complaints policy and procedure available online? √
Do we have a reasonable adjustments policy? √
Do we regularly advise residents about our complaints process? √
3 Complaints team and process Is there a complaint officer or equivalent in post? √
Does the complaint officer have autonomy to resolve complaints? √
Does the complaint officer have authority to compel engagement √ from other departments to resolve disputes?
If there is a third stage to the complaints procedure are residents √ involved in the decision making?
Is any third stage optional for residents? √
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Page 165 Does the final stage response set out residents’ right to refer the √ matter to the Housing Ombudsman Service?
Do we keep a record of complaint correspondence including √ correspondence from the resident?
At what stage are most complaints resolved?
Level 1
4 Communication Are residents kept informed and updated during the complaints √ process?
Are residents informed of the landlord’s position and given a √ chance to respond and challenge any area of dispute before the final decision?
Are all complaints acknowledged and logged within five days? √
Are residents advised of how to escalate at the end of each √ stage?
What proportion of complaints are resolved at stage one? In 2019/20 77% of complaints were resolved at Level 1.
What proportion of complaints are resolved at stage two? In 2019/20 23% of complaints were resolved at Level 2.
What proportion of complaint responses are sent within Code timescales?
The Council’s timescales are the same or slightly shorter that the timescales in the Code.
In 2019-20
Level one - 82% of responses sent within the Council’s target of 10 working days.
Level two –90% of responses sent within the Council’s target of 15 working days.
Where timescales have been extended did we have good √ reason?
Where timescales have been extended did we keep the resident √ informed?
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Page 166 What proportion of complaints do we resolve to residents’ satisfaction?
The Council is currently looking at ways to obtain accurate data on complainant’s satisfaction with both the outcome of their complaint and the way in which their complaint was handled.
5 Cooperation with Housing Ombudsman Service Were all requests for evidence responded to within 15 days? √
Where the timescale was extended did we keep the Ombudsman √ informed?
6 Fairness in complaint handling Are residents able to complain via a representative throughout? √
If advice was given, was this accurate and easy to understand? √
How many cases did we refuse to escalate?
None
What was the reason for the refusal?
N/A
Did we explain our decision to the resident?
N/A 7 Outcomes and remedies Where something has gone wrong are we taking appropriate √ steps to put things right?
8 Continuous learning and improvement What improvements have we made as a result of learning from complaints?
Improvements are made as a result of lessons learned and implemented as quickly as possible. These improvements are also reported to elected Members in an annual report on complaints handling. Quarterly performance reports are also made to the Council’s Senior Management Team.
How do we share these lessons with:
a) residents? Yes
b) the board/governing body? Yes 3
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c) In the Annual Report? Yes in the annual complaints handling report to Members. This information will also be included in the Landlord’s Annual Report for 2020/21.
Has the Code made a difference to how we respond to √ complaints?
What changes have we made?
We are currently refreshing officers’ understanding of what constitutes a complaint and that complaints can be received from residents in any form.
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Page 168 Agenda Item 10.
WAVERLEY BOROUGH COUNCIL
VALUE FOR MONEY AND CUSTOMER SERVICE OVERVIEW AND SCRUTINY COMMITTEE
25 JANUARY 2021
Title:
Complaints to the Local Government and Social Care Ombudsman and Housing Ombudsman Service about Waverley’s Services in 2019/20
Portfolio Holder: Councillor John Ward, Leader of the Council Head of Service: Robin Taylor, Policy and Governance, and Monitoring Officer Key decision: No
1. Purpose and summary
1.1 This report is in two parts. The first part concerns complaints to the Local Government and Social Care Ombudsman about Waverley’s Services in 2019/20. This discharges the Monitoring Officer’s duty under section 5(2) of the Local Government and Housing Act 1989 to submit a formal report to the Council on complaints where, following an investigation, the LGSCO has found maladministration or service failure.
1.2 The second part of the report concerns complaints by Waverley’s tenants to the Housing Ombudsman Service.
1.3 It is accepted that due to recent challenges arising from the Covid 19 pandemic this report is being presented to the committee later in the year than would normally be the case and every effort will be made to ensure that the committee receives a report on complaints submitted to the two Ombudsmen in 20120/21 in the early autumn this year.
2. Recommendation
It is recommended that the Overview and Scrutiny Committee notes the information in this report, and agrees any observations it wishes to pass to the Executive on the issues raised.
3. Reason for the recommendation
To ensure the views of the Committee are received and considered by the Executive.
4. Background
4.1 Part 1- Complaints about Waverley’s services received by the Local Government and Social Care Ombudsman (LGSCO) in 2019/20
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The LGSCO’s annual review letter for 2019/20 is attached as Annexe 1.
4.2 During the period April 2019 to March 2020 the Ombudsman conducted four detailed investigations and upheld two complaints (50%). This compared with 45% for similar authorities. Details of how the two upheld complaints were remedied in 2019/20 and brief summaries of the cases are attached as Annexe 2.
In addition to providing statistics on complaints and enquiries received by the LGSCO about Waverley’s services in 2019/20 (set out in full below) the letter:
Confirms that the LGSCO continues to focus on the outcomes of complaints and what can be learnt from them.
Explains that the LGSCO has made several changes in recent years to improve the data it captures and reports, and now focuses on three key areas, namely complaints upheld, compliance with the Ombudsman’s recommendations and satisfactory remedies provided by the authority. These three key annual statistics are compared with similar types of authorities to work out an average level of performance.
Confirms that the data has been uploaded to the Ombudsman’s interactive map at Your council's performance and that further information on how to interpret the statistics can be found on the Ombudsman’s website at www.lgo.org.uk .
Draws attention to the range of resources that can support local authorities putting in place the learning from complaints at the heart of their corporate governance, with an emphasis on learning and not numbers.
The following tables give comparative information for 2019/20 and the three previous years.
Complaints and enquiries received about Waverley’s services
Year Benefits Corporate Environment Highways Housing Planning Other Total and tax and other Services and services transport
2019/20 0 4 0 2 3 7 0 16 2018/19 3 1 0 0 0 9 1 14 2017/18 1 0 4 1 4 7 1 18 2016/17 1 3 1 2 4 11 1 23
Decisions made by the LGSCO
Detailed investigations Year Upheld Not upheld Advice Closed Incomplete or Referred back Total given after initial invalid for local enquiries resolution 2019/20 2 2 2 5 1 4 16 2018/19 1 0 0 9 2 1 13 2017/18 2 8 2 6 1 3 22 2016/17 1 1 1 12 0 4 19
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4.3 Part 2 – Complaints about Waverley’s landlord and leasehold services received by the Housing Ombudsman Service in 2019/20
Responsibility for investigating complaints about the landlord function of a local authority belongs to the Housing Ombudsman Service (HOS), while complaints about homelessness and housing allocations remain within the remit of the LGSCO.
In line with the LGSCO’s approach, the HOS will only investigate a complaint once the complainant has completed the authority’s complaints procedure. However, before approaching the Ombudsman the complainant has the option of raising their concerns with a ‘designated person’ (ie a Waverley Councillor, an MP or Waverley’s Designated Tenants Panel). The complainant can ask the designated person they have chosen to review their complaint and consider whether the matter can be resolved. If the designated person is unable to resolve the complaint, they can refer the complainant’s concerns to the HOS for further investigation.
In 2019/20 one complainant raised their concerns with a councillor who acted as their designated person, and this was resolved without the need for a referral to the HOS. It is understood that the ‘designated persons’ process is likely to come to an end in the near future.
Comparative data published by the HOS for 2019/20
In October 2020 the HOS published for the first time comparative information about complaints received from Waverley’s tenants and leaseholders since 2017/18 and this is set out in the following table.
2017/18 2018/19 2019/20 Category Number % Number % Number % Charges 0 0% 2 20% 0 0% Compensation 0 0% 1 10% 1 10% Complaints handling 0 0% 1 10% 0 0% Landlord Advice 0 0% 2 20% 1 10%
Moving to a property 1 20% 1 10% 0 0% Occupancy rights 0 0% 0 0% 1 10% Property condition 2 40% 3 30% 4 40% Staff 1 20% 0 0% 0 0% Tenants behaviour 1 20% 0 0% 3 30% Total 5 10 10
The HOS also published data on the performance of Waverley in 2019/20 with comparison data for all local authorities and ALMOs. This included the following information:
(i) Investigations by the HOS in 2019/20
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75% of complaints about Waverley’s landlord services were closed without a formal investigation in 2019/20, compared with an average of 75% for all local authorities and ALMOs.
(ii) Outcome of determinations by the HOS in 2019/20
The outcome of determinations by the HOS in 2019/20 is set out in the following table.
Outcome of determination Number Waverley All landlords Maladministration 0 0% 24% Partial maladministration 0 0% 15% Severe maladministration 0 0% 0% No maladministration 1 50% 33% Redress 1 50% 15% Resolved with intervention 0 0% 1% Outside jurisdiction 0 0% 10% Withdrawn 0 0% 1% Unknown 0 0% 0%
No maladministration was found in any complaints referred to the HOS by Waverley tenants or leaseholder and therefore there were no orders for compliance made to Waverley during 2019/20.
In respect of one complaint, the HOS concluded that the Council had made satisfactory redress to the tenant which resolved the matter. This included an offer of compensation amounting to £1,000 for the loss of personal possessions or damage to those possessions as a result of flooding due to a poor standard of workmanship during void works to the property before the tenant moved in.
5. Relationship to the Corporate Strategy and Service Plan
One of the Council’s priorities is to promote ‘high quality public services accessible for all’ and Ombudsman complaints can result in action to improve processes and systems which, in turn, can improve service delivery and achieve better value for money.
6. Implications of decision
6.1 Resource (Finance, procurement, staffing, IT)
Occasionally an Ombudsman may recommend the payment of financial compensation to a complainant to remedy their complaint.
6.2 Risk management
Ombudsman complaints can highlight areas where there are reputational and operational risks.
6.3 Legal
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There are no legal implications associated with this report.
6.4 Equality, diversity and inclusion
There are no direct equality, diversity or inclusion implications in this report. Equality impact assessments are carried out when necessary across the council to ensure service delivery meets the requirements of the Public Sector Equality Duty under the Equality Act 2010. However, Ombudsmen investigations can help to ensure that the Council delivers its services to all customers in a fair and equal way, and that any shortfall is rectified immediately.
6.5 Climate emergency declaration
There are no implications is this report that relate to carbon neutrality.
8. Other options considered
Not applicable.
9. Governance journey
9.1 The observations of the Committee will be passed to the Executive..
Annexes:
Annexe 1 – LGSCO Annual review letter for Waverley 2019/20 Annexe 2 – Summary of complaints upheld by the LGSCO in 2019/20
Background Papers
There are / are no background papers, as defined by Section 100D(5) of the Local Government Act 1972).
CONTACT OFFICER:
Name: Sue Petzold Position: Corporate Complaints Officer Telephone: 0148 3523202 Email: [email protected]
Agreed and signed off by: Legal Services: date Head of Finance: date Strategic Director: date Portfolio Holder: date
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22 July 2020
By email
Mr Horwood Interim Managing Director Waverley Borough Council
Dear Mr Horwood
Annual Review letter 2020
I write to you with our annual summary of statistics on the decisions made by the Local Government and Social Care Ombudsman about your authority for the year ending 31 March 2020. Given the exceptional pressures under which local authorities have been working over recent months, I thought carefully about whether it was still appropriate to send you this annual update. However, now, more than ever, I believe that it is essential that the public experience of local services is at the heart of our thinking. So, I hope that this feedback, which provides unique insight into the lived experience of your Council’s services, will be useful as you continue to deal with the current situation and plan for the future.
Complaint statistics
This year, we continue to place our focus on the outcomes of complaints and what can be learned from them. We want to provide you with the most insightful information we can and have made several changes over recent years to improve the data we capture and report. We focus our statistics on these three key areas:
Complaints upheld - We uphold complaints when we find some form of fault in an authority’s actions, including where the authority accepted fault before we investigated. A focus on how often things go wrong, rather than simple volumes of complaints provides a clearer indicator of performance.
Compliance with recommendations - We recommend ways for authorities to put things right when faults have caused injustice. Our recommendations try to put people back in the position they were before the fault and we monitor authorities to ensure they comply with our recommendations. Failure to comply with our recommendations is rare. An authority with a compliance rate below 100% should scrutinise those complaints where it failed to comply and identify any learning.
Satisfactory remedies provided by the authority - We want to encourage the early resolution of complaints and to credit authorities that have a positive and open approach to
Page 175 resolving complaints. We recognise cases where an authority has taken steps to put things right before the complaint came to us. The authority upheld the complaint and we agreed with how it offered to put things right.
Finally, we compare the three key annual statistics for your authority with similar types of authorities to work out an average level of performance. We do this for County Councils, District Councils, Metropolitan Boroughs, Unitary Councils, and London Boroughs.
This data will be uploaded to our interactive map, Your council’s performance, along with a copy of this letter on 29 July 2020, and our Review of Local Government Complaints. For further information on how to interpret our statistics, please visit our website.
Resources to help you get it right
There are a range of resources available that can support you to place the learning from complaints, about your authority and others, at the heart of your system of corporate governance. Your council’s performance launched last year and puts our data and information about councils in one place. Again, the emphasis is on learning, not numbers. You can find the decisions we have made, public reports we have issued, and the service improvements your Council has agreed to make as a result of our investigations, as well as previous annual review letters.
I would encourage you to share the tool with colleagues and elected members; the information can provide valuable insights into service areas, early warning signs of problems and is a key source of information for governance, audit, risk and scrutiny functions.
Earlier this year, we held our link officer seminars in London, Bristol, Leeds and Birmingham. Attended by 178 delegates from 143 local authorities, we focused on maximising the impact of complaints, making sure the right person is involved with complaints at the right time, and how to overcome common challenges.
We have a well-established and successful training programme supporting local authorities and independent care providers to help improve local complaint handling. During the year, we delivered 118 courses, training more than 1,400 people. This is 47 more courses than we delivered last year and included more training to adult social care providers than ever before. To find out more visit www.lgo.org.uk/training.
Yours sincerely,
Michael King Local Government and Social Care Ombudsman Chair, Commission for Local Administration in England
Page 176 Waverley Borough Council For the period ending: 31/03/20
Complaints upheld
50% of complaints we 2 investigated were upheld. upheld decisions 50% This compares to an average of Statistics are based on a total of 4 45% in similar authorities. detailed investigations for the period between 1 April 2019 to 31 March 2020
Compliance with Ombudsman recommendations
In 100% of cases we were satisfied the authority had Statistics are based on a total of 1 successfully implemented our compliance outcome for the period 100% recommendations. between 1 April 2019 to 31 March 2020 This compares to an average of 99% in similar authorities.
• Failure to comply with our recommendations is rare. An authority with a compliance rate below 100% should scrutinise those complaints where it failed to comply and identify any learning.
Satisfactory remedies provided by the authority
In 0% of upheld cases we found the authority had provided a 0 satisfactory remedy before the satisfactory remedy decisions 0% complaint reached the Ombudsman. Statistics are based on a total of 4 detailed investigations for the period between 1 April 2019 to 31 This compares to an average of March 2020 20% in similar authorities.
Page 177 This page is intentionally left blank Annexe 2
Complaints about Waverley’s services upheld by the LGSCO in 2019/20
Details of complaint Outcome Lessons learned/action taken The Council: There was some fault in the wording of The Council’s scheme of delegation should failed to take account of neighbour a policy, which the Council agreed to make clear the circumstances in which an representations. rectify, but this fault did not make a application should be referred to committee. should have referred the application difference to the outcome of the The wording of the scheme should be to committee. Council’s planning decision. revised to make clear that the delegation should have insisted on a full scheme would not be triggered if five or application rather than accepting more objection (or support) letters were
Page 179 Page and deciding an application to vary received from the same household. To be the planning conditions on an addressed in the next review of the scheme earlier approval. of delegation. failed to assess the accuracy of the application plans. Granted access over its own land by approving the application; and Relied on the continued existence of a tall hedge to protect amenity but the hedge was later removed. These failures affected the complainant’s amenity and reduced the value of her house.
1
Details of complaint Outcome Lessons learned/action taken The Council: There was no fault in the Council Greater care needs to be taken in reviewing exceeded the statutory timescales refusing to refund the complainant’s objections posted on the Council’s website for reaching a decision and should application fee when it took too long to to ensure that these could not be regarded have refunded the complainant’s consider the application. to be inflammatory. application fee; The Council apologised for the delays Officers reminded of the need to provide a member of the planning in responding to the complainant and regular updates to planning applicants on committee carried out an offered to pay the complainant £250 in the progress of their applications. undocumented site visit and met recognition of the time and trouble with objectors before voting against cause by the delays. the development; the complainant could not appeal the Council’s refusal to grant planning permission as he would Page 180 Page have to pay CIL if his appeal was successful. He would not have had to pay this if the Council had made its decision sooner. Allowed members of the public to post inflammatory information about the complainant when making comments on his planning application; Delayed in responding to his complaints.
2
Value for Money and Customer Service Overview and Scrutiny Committee
INTRODUCTION TO WAVERLEY BOROUGH COUNCIL
OVERVIEW AND SCRUTINY WORK PROGRAMME
The programme is designed to assist the Council in achieving its corporate priorities by ensuring topics add value to the Council’s objectives, are strategic in outlook, are timed to optimise scrutiny input and reflect the concerns of Waverley residents and council members. The programme is indicative and is open to being amended with the agreement of the Chair with whom the item is concerned. The work programme consists of three sections:-
Page 181 Page . Section A – Lists the Scrutiny tracker of recommendations for the municipal year. . Section B – Lists items for Overview and Scrutiny consideration. It is not expected that the Committee cover all items listed on the work programme and some items will be carried over into the following municipal year. In-depth scrutiny review topics for consideration by the respective Committee will also be listed in this section. . Section C – Lists live in-depth scrutiny task and finish groups, including objectives, key issues and progress.
Agenda Item 11.
21/12/2020 Value for Money and Customer Service Overview and Scrutiny Committee
Section A Scrutiny Tracker 2020/21
Value for Money and Customer Service O&S Scrutiny Tracker
Meeting Agenda item Outcomes / Recommendations Officer / Executive response Timescale date The Committee noted the report and resolved: An informal session on Council To look at the Council’s reserves and Reserves being arranged in early provisions in another meeting in greater depth January 2021. prior to the budget setting. The Committee would like financial data to be presented differently in future meetings so that when figures are presented, they know how Medium Term much it is out of.
Page 182 Page Financial Plan The Committee wanted to see gross figures update presented on the left hand side of any tables of figures. Reminded the Executive of the suggestions made in July in the context of the Contingency 16 November 16 November Revised General Fund Budget for 2020/21 relating to areas where further cost savings might be possible. The Committee noted the progress which had Recovery Change been made and requested more commentary and Transformation on the cost cutting nature of the financial Programme information presented to be brought to the next
committee meeting.
21/12/2020
Value for Money and Customer Service Overview and Scrutiny Committee
The Committee considered the draft Strategy The comments made will be considered and made the following suggestions; point 23 for the final version of the Strategy needs to be more flexible as it is unlikely to be which will come back to the Committee possible to have paperless agendas due to in November. November Corporate Strategy certain health and accessibility issues; the 2020 points should be grouped into portfolios; the objectives need to be ‘smart’ and point 11
21 September 2020 21 September needs targets.
The Committee considered the proposed contingency budget produced in response to
the immediate financial impacts of covid and The contingency budget 2020/21 was made the following suggestions regarding the passed at Council 11 August 2020. Contingency MTFP: wider use of the Better Care fund; an The suggestions for the MTFP were Revised Budget increase in the green waste subscription fee, noted and the Committee will have a August 2020 2020/21 and cutting grass verges to the standard chance to consider these in more depth
Page 183 Page allowed with funding from SCC. The when it considers the revised MTFP 13 July 2020 13 July Committee also suggested reconsideration of November 2020. the SANG reserve to contribute to the short-
term shortfall.
Medium Term
Financial Plan The Committee generally supported the five The recommendations were agreed at February 2020/21 – 2023/24 recommendations from Executive to Council.
2020 full Council 18 February 2020. 2020 and General Fund
20 January 20 January Budget 2020/21
Budget Strategy The Committee recommended that The transformation costs will be Working Group transformation costs should be carefully included in the revised MTFP which is November
18 18 Interim Report estimated with regard to both quantum and being worked on and will be reported in 2020 r r 2019
Novembe timing and included in the MTFP model. November 2020.
21/12/2020 Value for Money and Customer Service Overview and Scrutiny Committee
Given the higher number of complaints for Initial research has been carried out but Review of Housing Operations compared to other it has been very difficult to find Complaints Closed services, the Committee requested officers published data from similar June 2020 in 2018/19 undertake some research into the number of organisations. The Housing O&S complaints of other local authorities with a Committee are continuing to monitor
similar level of housing stock. the level of complaints.
The Committee agreed to invite the Portfolio The Committee did have this item on e e
Holder to address the Committee regarding the work programme for June 2020 but 19
Jun Work programming finalisation of Community Infrastructure Levy the disruption caused by covid means it 2021
20 governance arrangements and any anticipated remains on the work programme to be
24 change of policy direction. considered at a later date.
e e The Committee requested suggestions from Key performance indicators and
Performance 17
26 officers for establishing customer satisfaction management information should be in March 2021
20 Management Report Jun baseline data. place by the end of this financial year. Page 184 Page
21/12/2020 Value for Money and Customer Service Overview and Scrutiny Committee
Section B
Work programme 2020/21 Date for Lead Member / Date for O&S Executive Subject Purpose for Scrutiny Officer consideration decision (if applicable) 2021/22 Draft Budget To receive the draft budget for 2021/22 Peter Vickers January 2021 February 2021 ICT Strategy To consider the new ICT Strategy. David Allum January 2021 February 2021 Property Investment To receive an item detailing the performance of Peter Vickers January 2021 N/A quarterly report (exempt) property portfolio. Property Investment To receive a report updating the Committee on the Advisory Board Activity progress and activity of the Property Investment Peter Vickers January 2021 N/A update report Advisory Board. Recovery, Change and Kelvin As and when To update the Committee on the progress of the RCT Page 185 Page Transformation Mills/Debbie January 2021 within the Projects that fall under the remit of this Committee. Programme update Smith projects Quarterly – next Corporate Performance To scrutinise the performance of the areas within the Heads of Service report January N/A Report Committee’s remit. / Louise Norie 2021 Service Plans 2021/23 To consider the rolling Service Plans 2021-23 Heads of Service January 2021 February 2021 To scrutinise the progress of specified income Commercial Strategy – generation work-streams with the Commercial income generation Kelvin Mills TBC N/A Strategy against the targets within the Medium Term projects Financial Plan. Business Transformation To receive an update on progress and savings David Allum March 2021 N/A Project realisation. To monitor the income generation element of the Brightwells Yard Kelvin Mills TBC N/A Brightwells Yard development. Economic Development To scrutinise performance against the EDS action Zac Ellwood / Strategy (EDS) action TBC N/A plan. Catherine Knight plan* Community To receive and scrutinise the annual review of CIL Graeme Clark TBC N/A Infrastructure Levy (CIL) governance arrangements after the first bidding round.
21/12/2020 Value for Money and Customer Service Overview and Scrutiny Committee
Date for Lead Member / Date for O&S Executive Subject Purpose for Scrutiny Officer consideration decision (if applicable) Car Parking Review To scrutinise the income element of car parking, with Peter Vickers / Report (in relation to the particular focus on its relevance to meeting the Richard Spring 2021 TBC remit of the Committee) Medium Term Financial Plan. Homewood Economic Development To review and scrutinise the refreshed Economic Zac Ellwood / TBC TBC Strategy (EDS) review* Development Strategy. Catherine Knight To understand the latest figures concerning the Sally Kipping / March 2020 Workforce profile report N/A workforce (including focus on sickness and turnover). Robin Taylor January 2021 *the Economic Development team has created and is implementing an 18month recovery action plan as a result of the pandemic. An update on the Economic Recovery RCT Project went to the Community Wellbeing O&S Committee September 2020. A review of the Strategy is no longer scheduled at the moment. Section C
Page 186 Page Scrutiny Reviews 2020/21
Subject Objective Key issues Lead officer Progress
To strategically support the MTFP Medium term financial plan initiatives by implementing a Budget gap Budget support strategy that investigates Revenue support grant Strategy A written report was presented to the the reduction of costs through Income generation Peter Vickers Working Committee at the January 2020 meeting. efficiency measures and divesting Group Participatory budgeting services alongside a transformation Service delivery programme. Asset utilisation
21/12/2020 Agenda Item 12.
WAVERLEY BOROUGH COUNCIL
VALUE FOR MONEY AND CUSTOMER SERVICE OVERVIEW AND SCRUTINY COMMITTEE
25 JANUARY 2021
Title: Property Investment Advisory Board update
Portfolio Holder: Cllr M Merryweather, Portfolio Holder for Finance, Assets and Commercial Services
Head of Service: Peter Vickers, Head of Finance and Property
Key decision: No
Access: Public/Part Exempt
1. Purpose
1.1 The purpose of this report is to update the Value for Money and Customer Service O&S Committee (the Committee) on the progress and work of the Property Investment Advisory Board (PIAB), which advises the Executive on property investment matters. The update is detailed in Annexe 1.
1.2 This report also give the Committee an update on the performance of the current portfolio projected to the end of financial year (Exempt Annexe 2).
2. Recommendation
It is recommended that the Committee notes the property investment activity and makes any observations or recommendations to the Portfolio Holder and/or Executive as appropriate.
3. Reason for the recommendation
The PIAB works on behalf of, and advises, the Executive regarding property investment matters and decisions. This report provides an overview of the work of the PIAB to the Committee whose role it is to scrutinise the decisions of the Executive.
4. Relationship to the Corporate Strategy and Service Plan
4.1 The Service Plan for Finance and Property Services (2021-2024) aims to manage and expand the commercial portfolio to increase revenue in line with the Medium Term Financial Plan (Outcome 7). As well as managing the diverse operational asset base with the aim of gaining maximum benefit from the assets the Council holds.
Page 187
5. Implications of decision and consultation and engagement
5.1 There are no legal implications arising directly from this report.
5.2 This is an update report on the progress of the PIAB and no decision is being made at this committee. All implications of Executive decisions (resource; risk; legal; equality, diversity and inclusion, and climate) should be fully considered before decisions are made, in addition to any appropriate consultation and engagement.
6. Governance journey
6.1 The PIAB reports to the Executive with its advice regarding property investment. This report was produced for the Committee to note the PIAB’s recent activity.
Annexes:
Annexe 1 – Property Investment - update
Background Papers
There are no background papers, as defined by Section 100D(5) of the Local Government Act 1972).
CONTACT OFFICER: Name: Peter Vickers Position: Head of Finance Telephone: 0148 3523539 Email: [email protected]
Agreed and signed off by: Legal Services: Strategic Director: Portfolio Holder:
Page 188 Property Investment – Update Annexe 1
Proposals considered Executive/Property Investment Status by Property Investment Advisory Board (PIAB) date Advisory Board (PIAB)
Wey Hill, Haslemere 08/07/2020 – agreed commissioning of a 2nd stage feasibility report received from Montagu Evans detailed development for the site November 2020. Options being assessed including financial implications. Fairground car park Options appraisal received for a mixed use scheme. Haslemere Weydown Lane Car Park Options appraisal received for a residential and decked car Haslemere parking scheme. Recent discussions have suggested looking at the 3 Haslemere sites together to afford the best option to Page 189 Page provide a revenue for the General Fund, car parking and much needed Housing. Being progressed by officers. Broadwater Park 08/07/2020 – agreed commissioning of a Inception meeting held with Montagu Evans 28/09/20 for further detailed options appraisal options appraisal. Mediation ongoing negotiation. Awaiting vacant possession. Red Cross building, 08/07/2020 – purchase of freehold Purchase completed. Tenant paying £40k rent. New Lease Godalming purchase building with tenant being negotiated with flexibility. Wey Court East 08/07/2020 and 01/07/2020 – Interest from a range of potential occupants being explored. considering a range of uses including: The forefront is the ongoing discussions with the NHS for the Residential conversion building to be let on a full repairing and insuring basis to a Co working space local doctor’s surgery for a 20 year term. Scope for Doctors Surgery compatible uses being located in additional available space, Disposal likely ground floor, such as flexible working space for council offices and/or affiliated services - which could create additional income.
Interest still current from Boutique type office space operator who wishes to create an up market office space to appeal to the office workers who do not wish to work at home permanently or commit to long term leases and wish to have face to face meetings with colleagues and network with other businesses in comfortable surroundings with access to high quality facilities. This operator was keen pre Covid and still feels that Farnham is ideal for their operation which is currently flourishing in Oxford and Bath but not so much in London. Nuffield Lease Regear* 28/07/20 – lease regear in exchange for Progression stalled by Nuffield as not priority in current capital sum agreed leisure climate The Burys Development 28/07/20 – PID approved Tender for options appraisal undertaken December 2020. Due to the large number of responses returns expected to be evaluated by the end of January by the Evaluation Team. Working group set up to address how the council wishes to operate. Page 190 Page Out of Borough PIAB 13/10/2020 – agreed to progress Acquisition of store completed 1 December 2020. acquisition of retail food proposal and make recommendation to store Executive Easement at Loxwood Documentation prepared for Feb 2021 Road /Chilton Close Executive Alfold
*This would secure additional £240k pa income from £2.5m capital outlay
In addition to the above specific cases, the PIAB will review the Property Investment Strategy, approved by Council in February 2020, in line with the latest PWLB guidance and in light of Covid impact and current market conditions. This work will be progressed through the appropriate governance route in the coming months.
Other potential Status opportunities being explored
Supermarket site – in PIAB agreement to assess further Off market opportunity- figures being worked up with external Borough consultants Retail Park in Borough PIAB aware of opportunity Industrial Potential / Regeneration potential – being investigated currently New retail development – To be reported to PIAB when more Awaiting further information. out of Borough details available Enterprise Centre – out PIAB discussion ongoing. Complex acquisition as not built yet, awaiting further details of Borough but in area of from advisors. Currently PIAB have dismissed due to risk economic influence profile but may be reviewed if position changes significantly.
Other supermarket PIAB aware of opportunity Being explored with officers interest in Borough Two trade counter units – Identified by Montagu Evans as coming Being explored with officers out of Borough but in to market area of economic influence Page 191 Page Investigating potential We are identifying options with Montagu Evans. Approaches opportunities within are being made off market and PIAB will be kept up to date Borough to add value to with progress once we have carried out the initial process of the portfolio or land bank analysing the criteria against our requirements. for future use Progress being made Progress being made by officers on 2 sites with 2 Suitable Alternative Natural Green Space (SANG) opportunities within Borough
Nine further acquisition opportunities are being explored. Not yet at the stage of being able to report with high degree of certainty about outcomes in terms of volume, values or timing.
Seven opportunities have been explored and either rejected as not in line with Council’s strategy or they were withdrawn from the market Other Non-PIAB investment/regeneration property schemes
Brightwells Yard Approval to proceed in 2016. SCC will Overview own and operate the commercial lettings. The Brightwells scheme continues to progress since starting back on site in July 2020 after a three month shut down Not currently being considered by PIAB period.
Work on site Work is progressing well with both residential and commercial units taking shape. The car park is at its highest level with only the roof to go on, and the structure of M&S is nearly complete. Legal agreements are progressing for next steps to complete highways works off site.
Page 192 Page Timeline Since starting back on site, Crest have re-programmed the work to ensure that key areas stay as close as possible to original timelines for opening. Centre Opening is now programmed for July 2021 (previously March), with the Cinema opening in August 2021.
Some units of housing will be delivered next year with the first block delivered to Metropolitan Thames Valley Housing Association in June 2021. Ongoing risks to this programme should there be further restrictions imposed re Covid and bad winter weather.
By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Document is Restricted
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