JAE 11Th January, 2017 Dear Sir/Madam, a Meeting of The

ALAN FRANKS Managing Director

Town Hall, Nuneaton, Warwickshire, CV11 5AA Our Ref: JAE Direct Dialling: (024) 7637 6561 Your Ref: Fax No. (024) 7637 6596 Typetalk Registered Date: 11th January, 2017 DX Nuneaton 16458 E-mail: [email protected] If calling please ask for: Jackie Essex

Dear Sir/Madam,

A meeting of the HOUSING AND COMMUNITIES OVERVIEW AND SCRUTINY PANEL will be held in Committee Room A, Town Hall, Nuneaton on Thursday, 19th January, 2017 at 5.00 p.m.

Please note that meetings may be recorded for future broadcast.

Yours faithfully,

ALAN FRANKS

Managing Director

To: All Members of the Housing (Councillors A.A. Lloyd (Chair), C. Golby (Vice-Chair), and Communities Overview and J.B. Beaumont, R.G. Copland, G. Daffern, T. Doherty, Scrutiny Panel S. Doughty, K.A. Kondakor, C.M. Watkins and K.D. Wilson, Mrs. L. Price and Ms I. Klabisz)

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 1 A G E N D A

PART 1 – PUBLIC BUSINESS

1. EVACUATION PROCEDURE

A fire drill is not expected, so if the alarm sounds please evacuate the building quickly and calmly. Please use the stairs and do not use the lifts. Once out of the building, please gather outside the Yorkshire Bank on the opposite side of the road.

Exit by the door by which you entered the room or by the fire exits which are clearly indicated by the standard green fire exit signs.

If you need any assistance in evacuating the building, please make yourself known to a member of staff.

Please also make sure all your mobile phones are turned off or set to silent.

Chair to advise the meeting if all or part of the meeting will be recorded for future broadcast.

2. APOLOGIES - To receive apologies for absence from the meeting.

3. MINUTES - To confirm the minutes of the meeting of the Housing and Communities Overview and Scrutiny Panel held on 10th November, 2016. (Page 7)

4. DECLARATIONS OF INTEREST/PARTY WHIP - To receive declarations of Disclosable Pecuniary and Other interests in accordance with the Members' Code of Conduct and of the Party Whip in accordance with the Overview and Scrutiny Procedure Rules 4E, Paragraph 16(b).

Declaring interests at meetings

If there is any item of business to be discussed at the meeting in which you have a disclosable pecuniary interest or non- pecuniary interest (Other Interests), you must declare the interest appropriately at the start of the meeting or as soon as you become aware that you have an interest.

Arrangements have been made for interests that are declared regularly by members to be appended to the agenda (Page 6). Any interest noted in the Schedule at the back of the agenda papers will be deemed to have been declared and will be minuted as such by the Democratic Services Officer. As a general rule, there will, therefore, be no need for those Members to declare those interests as set out in the schedule.

There are, however, TWO EXCEPTIONS to the general rule:

1. When the interest amounts to a Disclosable Pecuniary Interest that is engaged in connection with any item on the agenda and the member feels that the interest is such that they must leave the room. Prior to leaving the room, the member must inform the meeting that they are doing so, to ensure that it is recorded in the minutes. Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 2

2. Where a dispensation has been granted to vote and/or speak on an item where there is a Disclosable Pecuniary Interest, but it is not referred to in the Schedule (where for example, the dispensation was granted by the Monitoring Officer immediately prior to the meeting). The existence and nature of the dispensation needs to be recorded in the minutes and will, therefore, have to be disclosed at an appropriate time to the meeting.

Note: Following the adoption of the new Code of Conduct, Members are reminded that they should declare the existence and nature of their personal interests at the commencement of the relevant item (or as soon as the interest becomes apparent). If that interest is a Disclosable Pecuniary or a Deemed Disclosable Pecuniary Interest, the Member must withdraw from the room.

Where a Member has a Disclosable Pecuniary Interest but has received a dispensation from Standards Committee, that Member may vote and/or speak on the matter (as the case may be) and must disclose the existence of the dispensation and any restrictions placed on it at the time the interest is declared.

Where a Member has a Deemed Disclosable Interest as defined in the Code of Conduct, the Member may address the meeting as a member of the public as set out in the Code.

Note: Council Procedure Rules require Members with Disclosable Pecuniary Interests to withdraw from the meeting unless a dispensation allows them to remain to vote and/or speak on the business giving rise to the interest.

Where a Member has a Deemed Disclosable Interest, the Council’s Code of Conduct permits public speaking on the item, after which the Member is required by Council Procedure Rules to withdraw from the meeting.

5. PUBLIC CONSULTATION - Members of the public will be given the opportunity to speak on specific agenda items if notice has been received.

6. PRIDE IN CAMP HILL PROGRESS REPORT – DECEMBER 2015– report of Camp Hill Project Manager attached (Page 11) (Scrutiny)

7. CONSULTATION OUTCOME - SHELTERED HOUSING SERVICES - report of Director – Housing and Communities attached (Page 24) (Scrutiny)

8. CIVIC HALL AUDIENCE PARTICIPATION PLAN UPDATE – report of Director – Assets and Street Services attached (Page 34) (Scrutiny)

9. WORK PROGRAMME 2016/17 – presented by the Principal Democratic Services Officer (Committees) (Page 64)

10. ANY OTHER ITEMS which in the opinion of the Chair of the meeting should be considered as a matter of urgency because of special circumstances (which must be specified).

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 3 N.B Agenda Item Descriptors

Scrutiny = Members to consider the evidence presented in detail (e.g. service delivery, value for money, performance, customer satisfaction, social outcomes) and make recommendations for any necessary changes/improvements to service provision or resources and/or request further information.

Overview = Members to consider the information presented and make observations, comments and/or recommend further considerations to be taken into account and any additions or amendments required.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 4 THIS PAGE IS FOR INFORMATION ONLY

CORPORATE PLAN AIMS AND PRIORITIES

Aim 1 - To improve the quality of life and social justice for residents so it is much closer to that enjoyed by the rest of Warwickshire.

Priority 1 - To provide a choice of housing to meet the needs of the residents of the Borough.

Priority 2 - To create a healthy, diverse and robust economy which provides employment opportunities for local people.

Priority 3 - To work in partnership to improve health and reduce health inequalities for residents in the Borough.

Priority 4 - To develop a confident, cohesive and diverse community.

Aim 2 - To work in partnership to reduce the level of crime and disorder so that the community is and feels safer.

Priority 1 - Dealing with anti-social behaviour by working in partnership and provide diversionary activities to engage with youngsters.

Priority 2 - Environmental improvements and support for selective CCTV to reduce fear of crime.

Priority 3 - Use of the Council's enforcement powers to support community safety initiatives.

Aim 3 - To provide a pleasant environment for those living, working and visiting the Borough.

Priority 1 - To create a greener and cleaner environment.

Priority 2 - To lead in environmental issues addressing climate change and protection of the environment.

Aim 4 - To provide quality services which represent value for money.

Priority 1 - To continue to improve the performance and quality of key services.

Priority 2 - To improve access arrangements for all Council services and the way that those who use them are treated.

Priority 3 - To use value for money procedures to test the way all services are delivered.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 5 Housing and Communities Overview and Scrutiny Panel

Schedule of Declarations of Interests

Name of Disclosable Other Personal Dispensation Councillor Pecuniary Interest Interest

General Granted to all members dispensations of the Council in the granted to all areas of: members - Housing matters under s.33 of - Statutory sick pay the Localism under Part XI of Act 2011 the Social Security Contributions and Benefits Act 1992 - An allowance, payment given to members - An indemnity given to members - Any ceremonial honour given to members - Setting council tax or a precept under the Local Government Finance Act 1992 - Planning and Licensing matters - Allotments J.B. Member of Beaumont Warwickshire County Council S. Doughty Member of Warwickshire County Council K.A. Member of Kondakor Warwickshire County Council K. D. Wilson Non-Executive Director Dispensation to speak & with Nuneaton and vote Bedworth Community Enterprises Limited K.D Wilson Employee of the courts service

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 6 - 6 -

NUNEATON AND BEDWORTH BOROUGH COUNCIL

HOUSING AND COMMUNITIES 10th November, 2016 OVERVIEW AND SCRUTINY PANEL

A meeting of the Housing and Communities Overview and Scrutiny Panel was held at the Town Hall, Nuneaton on Thursday 10th November, 2016.

Present

Councillor A.A. Lloyd (Chair)

Councillors J.B. Beaumont, R.G. Copland, G. Daffern, C. Golby, K.A. Kondakor, K.D. Wilson and Mrs L. Price and Ms I. Klabisz.

Apologies for absence were received from Councillors T. Doherty, S. Doughty C.M Watkins and Frances Stead.

HCO14 Minutes

RESOLVED that the minutes of the meeting held on 15th September, 2016 be confirmed.

HCO15 Declarations of Interest

The Declarations of Interest for this meeting are as set out in the Schedule attached to these minutes.

Ms I. Klabisz declared an Other Interest in any relevant item by reason of her being a Magistrate.

Mrs L. Price declared an Other Interest in any relevant item by reason of her being a representative on the Nuneaton and Bedworth Safer Communities Partnership and a member of the Residents’ Partnership Committee (formerly REC).

HCO16 Integrated Performance Report – Second Quarter 2016/17

The Integrated Performance Report was presented by the Communities Manager, who provided additional information in relation to re-let of property end to end time and the financial position regarding the Civic Hall.

RESOLVED that the report be noted with concerns raised in relation to Affordable Housing and the role of the Combined Authority as identified in the Risk Register.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 7 - 7 -

HCO17 Community Safety Performance Report

The Communities Manager presented the Nuneaton & Bedworth Safer Communities Partnership performance report for the second quarter 2016/17 and was accompanied by Chief Inspector Neil Harrison.

RESOLVED that the Panel’s comments to the report be noted.

HCO18 Arson Reduction Team Progress Report

A verbal progress report was given by Rebecca Roberts from the Arson Reduction Team. It was reported that the data showed a significant reduction in the number of small fires in the first quarter of the year and that there had been no reported incidents of wheelie bin fires on Bonfire Night. Members were assured that Nuneaton and Bedworth remained a priority area for the Arson Reduction Team’s resources.

RESOLVED that

(a) the report be noted; and

(b) the Officers be thanked for their report and attendance at the meeting.

HCO19 Update on Priority Families Programme

A comprehensive report was presented by the Priority Families Co-ordinator which provided information on the previous data collated from Phase 1 and the current situation in regard to budgets and criteria for Phase 2. The lessons learned illustrated the need for early intervention, that gaming was a key factor in dysfunctional behavior and that a gap still existed between the entitlement to benefits and the claiming of benefits such as free school meals. There was also evidence of an increase in the number of children being home educated which, due to the lower level of inspection and monitoring, was a cause for concern.

RESOLVED that

(a) the report be noted;

(b) the Officer be requested to provide the data for the Programme’s families which illustrated the value of the Programme;

(d) the Officer be thanked for his report and attendance at the meeting.

HCO20 Integrated Offender Management Team

The report was deferred to a future meeting of the Panel.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 8 - 8 -

HCO13 Work Programme 2016/2017

The amended Work Programme was presented to the Panel for consideration and approval.

RESOLVED that

(a) the work programme be approved; and

(b) the item on Housing Related Support and Sheltered Housing Provision be brought forward for discussion, either during the current consultation process, or prior to the final report going to Cabinet. The Panel requested that the County Council Portfolio Holder be invited to be in attendance.

______

Chair

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 9 Housing and Communities Overview and Scrutiny Panel

Schedule of Declarations of Interests

Name of Disclosable Other Personal Dispensation Councillor Pecuniary Interest Interest

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 10

Camp Hill

Pride in Camp Hill Progress Report Review

January 2017

Chris Egan Program Manager

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Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 11

Project Purpose / Vision:

Through the development of a value Management Approach to the development of the Phase 3 site, the projects purpose is:

‘To create and restore pride in Camp Hill by delivering a sustainable improvement for the present and future community.’

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Contents:

Development Phases Update Page 4 Stewardship Page 5 Design, Planning & Delivery Page 8 Widening Participation Page 9

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Development Phases - Summary

Phase 2; Camp Hill Village Centre Redevelopment

The Phase 2 Village Centre Developments are being brought forward with development partners Lovell Partnerships. The Village Centre development proposals seek to create 9 shop units a new Youth and Community Centre and 223 residential properties.

A hundred and ninety two residential properties have been completed and sold whilst 39 units remain to be sold. Pride in Camp Hill as a Management Company is currently responsible for delivering stewardship services to the 192 properties and 12 courtyards. There remain two courtyards on Eaton View which will be handed over to the management on completion.

In relation to the residential properties, 57 affordable properties have been completed and handed over to the Social Housing Provider.

A consultation has taken place on a traffic regulation order for the Village Centre. Work placing double yellow lines along sections of Copper Beech, Cedar and Beechwood Roads has been completed.

It is envisaged that the Village Centre developments will be completed mid 2017

Phase 3 Acquisitions

The final stage of Phase 3 acquisition programme, Stage 5 consists of sections of Edinburgh Road, Hazel Road, and Hillcrest Road. Originally this area had 89 properties, 70 of which were privately owned. Following consultation with Barratt Mercia, it was agreed that acquisitions should commence first on Hazel Road, then Edinburgh Road and finally Hillcrest Road.

Remaining properties to be acquired

There are 54 properties left to acquire on the Phase 3 stage 5 area.

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Stewardship

Stewardship Arrangements

Scanlans Property Management Company were appointed as Management Agents in 2007 with responsibility to manage the communal areas of Phases 2 and 3 of the development. Scanlan’s key role involves undertaking monthly site visits and running a monthly management surgery in order to ensure that all services are being carried out to a satisfactory level.

Pride in Camp Hill work on behalf of NBBC as the Management Company and have regular contact with Scanlans to ensure that all obligations are being met.

Stewardship – Phase 2 Renaissance – Village Centre

On completed the Renaissance (Village Centre) development will consists of 223 plots and 9 retail units. PinCH alongside Scanlans provides services to two thirds of the development (164 plots) at the present time. On 16th February 2016 Lovell’s started to build the 59 remaining properties.

Stewardship – Phase 2 Retail Blocks

In the Phase 2 Retail section, PinCH manage 55 plots comprising of apartments, retail units and houses.

Stewardship – Phase 3, Construction Phase 1 ‘Bluebell’

The completed Bluebell development consists of 158 plots, of which 29 are apartments and 129 are houses. All plots in the Bluebell Phase have been handed over for stewardship arrangements.

Stewardship – Phase 3, Construction Phase 2 ‘Saxon Rise’

The Saxon Rise development consists of 141 units of which 14 are apartments and 127 houses. The apartment blocks on Long Kiln Road have been under the management of PinCH since 21st January 2015. The remaining 123 units were handed over to PinCH for managment on 20th November 2015. This leaves 4 units which are the current Barratt Sales Office and show homes which will be handed over in due course.

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Stewardship – Phase 3 Construction Phase 2b and 3 ‘Saxon Rise’

Upon completion Saxon Rise 2b and 3 phases will consist of 112 units, of which 14 will be affordable apartments which have already been completed and are occupied. The apartments were handed to PinCH for management in October 2016. The remaining 98 properties will be private units, 54 of which have been completed.

Breakdown of properties that have been handed over for Stewardship Arrangements

Development Area Numbers handed over Renaissance 111 Renaissance – retail 61 Eaton View (part of Renaissance) 20 Saxon Rise 137 Bluebell 158 Saxon Rise 2b and 3 52

Stewardship Details

Scanlans collect the annual service charge and ground rent of the relevant properties on behalf of Pride in Camp Hill. The money is used to maintain and manage the properties’ communal areas. Scanlans liaise with all parties concerned in the course of managing the properties including the developers, any relevant housing associations, local police and NBBC. Their duties include undertaking monthly management surgeries, arranging for repairs to be dealt with and maintaining communication between clients, leaseholders and tenants

Scanlans undertake various repairs and maintenance on areas such as:

Apartment Buildings

1. Structure of the building 2. External and communal entrance doors 3. External and communal window frames 4. External redecoration 5. Internal redecoration of all communal hallways 6. Communal electrical wiring. 7. Communal lighting. 8. Communal TV and Satellite Aerial 9. Entry phone System. 10. Window cleaning 11. Cleaning of the communal areas 12. Fire prevention maintenance 13. Health and safety inspections

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General Communal Areas

14. Maintenance to the hard and soft landscaped areas 15. Maintenance of the courtyard areas 16. Maintenance of the building structure

Engagement with Residents – Phase 2 and Phase 3

Quality of Life – Phase 3 redevelopment areas

There have been two skip days which took place on Thursday, 21st January and Thursday, 12th May which saw the engagement of nine residents from Phase 3. Due to high demand for garden clearances another skip day was organised for 15th September. A total of six residents cleared their gardens and a further four used the opportunity to dispose of unwanted items.

Quality of Life – Camp Hill

Issues have been reported regarding anti-social behaviour and litter. Pride in Camp Hill have been working with Lovell’s, NBBC Refuse and Cleansing, Bromford and Scanlans to address those issues. A new Community Protection Notice (CPN) is being used by NBBC to resolve anti-social behaviour, and NBBC have already used this notice to remove a burnt out vehicle. Engagement continues to take place with five families in order to resolve some of the issues being raised.

As Copper Beech Road, Larch Close and parts of Cedar Road have been adopted, work has begun with WCC and the Highways team to look at road markings and give way signs.

PinCH have been working closely with Warwickshire Police and other local organisations to tackle anti social behavior and Quality of Life issues. In addition PinCH have received several complaints about fly tipping and dog fouling around the apartment blocks on Phases 2 and 3. Over the next few months several meetings will be held with the three Housing Associations and the NBBC Enviro Enforcement Team to discuss the best way to tackle these issues.

The Quality of Life issues cover areas such as:

• Security and safety of designated bin areas • Consideration for bike sheds • Awareness of re-cycling by partnership working with NBBC. • Signposting of services • Access to apartment blocks

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Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 17

Tea and Talk Sessions

The aim of the Tea and Talk sessions is to introduce residents to PinCH, outline the roles and responsibilities that PinCH has and to encourage residents to raise any issues they have in the new development areas.

So far there have been eleven Tea and Talk sessions since November 2014; the last one took place on Wednesday, 14th September 2016 and focused mainly around Service Charges. One resident attended the session, but feedback from residents indicate that PinCH have developed more effective, clearer and current communications with key partners and have been working more closely with residents. A change to stricter visual site inspections has also created an environmental improvement in the area.

Tea and Talk sessions also attract the participation of external organisations such as Nuneaton and Bedworth Borough Council, Scanlans and PinCH.

Vegetation management

A flyer advertising a garden maintenance service has been delivered to houses on Brights Road, Edinburgh Road, Two Yard Lane, Seven Foot Lane and Slate Lane. The flyer shows competitive rates for Camp Hill Residents and it is hoped that many residents will use the service to maintain their gardens.

Design, Planning and Delivery

The Barratt first stage drawdown on Phase 3 has seen the construction of 158 units. To date, 68 RSL units have been handed over and 90 private sales completed. This sub-phase of the development is now completed.

Planning approval has been granted for the next phase of the Phase 3 site, Saxon Rise. This phase which is currently underway will see the construction of 141 units of which 83 will be available through private sale and 58 on an affordable basis. To date Barratt have reported 79 private sales completed and all affordable home completed.

Sub-Phase 3 (Saxon Rise II) of the Bluebell development consists of 112 units of which 14 are affordable. Nine private units have been completed.

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Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 18

Phase 3 – Construction Phase 4 ‘Saxon Heights’

Currently under construction. On completion this development will consist of 45 private plots, of which 26 will be apartments and 19 houses.

Phase 3 – Construction Phase 5 ‘Saxon Meadows’

Currently in for consideration with NBBC planning. On completion this development will consist of 163 plots in total, of which 48 will be apartments.

Widening Participation

Camp Hill Community Chest Since the last Board meeting we have had 3 successful applications to the Community Chest and 1 alteration to an existing application.

New Applications

Clubbercise applied for £999.94 to encourage participation in keep fit by running sessions at a reduced cost for Camp Hill residents. Clubbercise is becoming one of the fastest growing popular fitness classes where exercisers use glo sticks in a darkened room for an alternative way to keep fit. The classes will take place at St Mary and St John Church Hall.

J Team Club have been awarded £1,000 to fund a Christmas Theatre Group and Tea Party. Children will undertake workshops in the Theatre Group and at Christmas will put on a production. The money will also help to pay for materials, refreshments and an end of year party for the children.

Cohort 4 have been awarded £910 to run Little Gems which is a children’s jewellery making workshop. The workshops help children craft and design their own varied pieces of jewellery.

Alteration to an Existing Application

Drayton Court originally applied to the Community Chest to enhance their front garden space. However this is now being turned into additional car parking spaces so the money hasn’t been spent. A request was sent to the panel for approval of an alteration to the use of the money. Drayton Court now wishes to enhance the back garden which will be overlooked by the upcoming new Dementia Care unit.

Camp Hill Young Person’s Holiday Scheme

The CHYPs committee met on 21st April to discuss the future of the programme. Currently the committee has 3 local residents who due to various factors are

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Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 19

unable to commit to more active roles. The committee decided to take a year our from running the holiday scheme to allow them, with the support of Pride in Camp Hill, to increase the committee membership with members taking on more active roles. Members also aim to continue fundraising throughout the year. PinCH has managed to get new volunteers involved in the scheme, however it is still early days and the committee will meet to discuss next years activities at a later date.

Community Cinema

A community cinema event to raise fund for CHYPS was held in August 2016 at Camp Hill Early Years Centre. Although, unfortunately, only 5 people attended it was a learning curve in changes to make in the organization of future cinema events. The 5 people who attended really enjoyed the event and said they would definitely attend again.

Street Events

A series of street events to encourage residents to engage with each other are in preparation. The purpose of the events will be to encourage and develop relationships between new residents moving into Camp Hill. It is hoped this engagement will encourage community cohesion.

Pride in Camp Hill Spring Clean

A planned Keep Camp Hill Tidy project aims to target areas of Camp Hill and encourage residents to join in keeping Camp Hill tidy.

A litter pick event was held at the beginning of the summer to highlight the importance of keeping Camp Hill litter free. Several organisations worked in partnership with Pride in Camp Hill to deliver the campaign, they were as follows:

• Lovell Homes • Barratt Homes • The Heart of England Co-operative Society • Drayton Court Home for the Elderly • St Mary and St Johns Church • NBBC Waste Management Department.

July saw Pride in Camp Hill organising a community litter pick with Camp Hill Primary and St Annes Schools. Over 150 children attended the event and over 25 bags of litter were collected from The Dingle and Stubbs Park.

Residents Forum Meeting

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Camp Hill Residents Forum has steadily increased its membership in the last few months. There were 13 attendees at the last meeting held in September and before that 9 people attended the April meeting. The increase in attendance and membership shows that residents are becoming more aware of the Forum. The Forum meets bi- monthly at the CHESS Centre. WCC and NBBC councilors are invited to the meetings.

The forum recently had a vote how they will move forward. A report is included in the Board papers which features more details about the options and recommendations put forward and the result of the vote.

The next Forum meeting will be the AGM and will be held at the CHESS Centre on Thursday, 17th November, starting with the Pre AGM Meeting at 6.00pm, continuing with the AGM at 6.30pm.

Code Club

In September 2016 Pride in Camp Hill was informed that the CHESS Centre Code Club had been awarded ‘Star Club’ status by the National Code Club, which is a nationwide network of volunteer-led after school coding clubs for children aged 9 – 11. The after school club is just one of five Code Clubs in the West Midlands being awarded the Star Club status.

Since it’s launch in April 2016 the CHESS Centre Code Club, attended by a mixture of boys and girls, has been a great success. The club leaders are two IT professional , Bradie Hawksworth and Olubunmi Abel. The Code Club takes place every Wednesday, 4.30pm – 5.30pm.

Recently, the Code Club contacted IBM using details provided by Residents Forum Member Maureen Everett. IBM expresses an interest in working with the Club on a robotics project.

Due to its success the CHESS Centre Code Club PinCH is working with Camp Hill Primary School and St Anne’s RC Primary School to look at two additional afterschool Code Clubs.

Bulky Waste Collection

There have been some recent changes to the Pride in Camp Hill free Bulky Waste Collection service. The collection has changed from weekly to monthly with an average of 15 pick ups by two NBBC staff per collection. The collection takes place on the first Wednesday of the month.

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PR and Communication

With the uptake of social media and the availability of different access methods such as smartphones and tablets, PinCH have been looking into more ways of promoting Camp Hill to residents and the wider Borough.

A new Design Team has been formed as part of the changes to ensure that the PinCH team is thinking proactively with regard to publicity for events and activities and that they are sharing up to date information whether by Twitter, Instagram or on the Pride in Camp Hill website. The team will also be responsible for ensuring that any feedback and input from residents is being incorporated in to the production of events and activities.

Social Media

We now have the following social media platforms in place.

• Twitter – @CampHillMatters (we have 330 followers) • YouTube – https://www.youtube.com/channel/UC7LNPZYJm- ZHyxrHHjPd4dA • Instagram - @camphillmatters (we have 74 followers) • Facebook – Camp Hill Matters (we have 210 followers) • Website – www.prideincamphill.co.uk • Camp Hill News

Since the launch of the Social Media Campaign in August 2016 there has been a steady increase in followers on the mediums below:

• Twitter – increase of 66 followers from 264 followers • Facebook – increase of 69 followers from 141 followers • Instagram – increase of 62 followers from 12 followers

Pride in Camp Hill Website

The Pride in Camp Hill Website continues to report on all the latest events and news that will be of interest to local residents. Comparison of statistics from August 2015 – August 2016 shows the following:

• Number of sessions – up 31% • Number of users – up 17% • Number of page views per session – up 60%

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• Bounce rate (left site after viewing only one page) – down 8% • Page Views (total) – up 22% • Average session duration – up 65% • Number of new sessions (not repeat visits) – down 12%

Camp Hill News

The latest edition of Camp Hill News was circulated week commencing 3rd October 2016. PinCH re currently looking into holding a volunteer led editorial panel for the newsletter as well as increasing resident involvement in the production.

REPORT ENDS

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Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 23 Agenda Item No. 7

NUNEATON AND BEDWORTH BOROUGH COUNCIL

Report to: Housing and Communities Overview & Scrutiny Panel

Date: 19th January 2017

From: Director- Housing and Communities

Subject: Consultation Outcome – Sheltered Housing Services

Portfolio: Cllr J.A. Jackson, Housing and Communities

1. Purpose of Report

1.1 To present information relating to the outcome of the consultation for proposed changes to the Sheltered Housing Service

2. Recommendation

2.1 That Members note the information provided.

3. Background

3.1 The Council currently has 1,260 units of Sheltered Housing accommodation within the Housing Revenue Account (HRA), supported by the full time equivalent of;

• 8 Senior Scheme Managers, • 25 Scheme Managers • 8 Full Time Assistant Scheme Managers, • 8 part time Assistant Scheme Managers (working 15.75 hours per week) • 4 Mobile Wardens • 4 Emergency Mobile Wardens • 1 Supported Housing Manager • 1 Senior Supported Housing Officer • 1 Supported Housing Assistant

The service is further supported by a Sheltered Housing Manager, a Senior Support Officer and a Part Time Support Assistant, as well as cleaners in each of the communal schemes. The purpose of Sheltered Housing is to assist older people to live independently for as long as possible, delaying or preventing entry to residential care and reducing social exclusion.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 24 3.2 The budgeted cost for the Sheltered Housing Service in 2016/17 totals £1,757,705 (staff and support related costs only) and can be broken down as follows; All Scheme Managers: £1,198,929 Sheltered Housing Manager £ 43,691 Senior Support Officer £ 36,120 Support Assistant £ 24,263 Mobile Wardens £ 87,696 Emergency Mobile Wardens £ 63,342 Cleaners £ 250,723 Lifeline monitoring (NWBC) £ 23,220 Warden Call Equipment Maintenance Contract £ 29,720 LESS Self funder cash income* £ 215,000 Overall net cost to HRA £1,540,705 *These costs do not include charges for Senior Management time

3.3 Members will be aware of Warwickshire County Council’s (WCC) decision to reduce Housing Related Support (HRS) funding (formerly known as Supporting People funding). The table below details the cumulative savings required of the total county wide HRS budget. This budget provides for support for a number of client groups, including young homeless people, those suffering from domestic abuse, people with learning difficulties and older people. The table identifies that by 2017/18, the countywide HRS budget will be reduced from £8.6m to £4.875m, a reduction of over 40%. In order to achieve these savings, WCC has ceased HRS funding for Sheltered Housing Services. This means that from 31st July 2016, the Council has not received any funding for its Sheltered Housing Service and some £781k per annum of funding has been removed by WCC.

Table 1: Total WCC HRS savings (cumulative) 2015/2016 2016/2017 2017/2018

£’000 £’000 £’000 300 1,828 3,725

3.4 The Housing Revenue Account (HRA) is facing a number of financial challenges, a list of these is attached at Appendix A. It is therefore clear the HRA cannot continue to subsidise the Sheltered Housing Service is its current form. The graph below identifies that the HRA would move below its minimum working balance during the year 2019/20. It is illegal for the HRA to fall into deficit;

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 25

HRA Balances Forecast

20,000,000

17,500,000

15,000,000

12,500,000

10,000,000

7,500,000 £ 5,000,000

2,500,000

(2,500,000)

(5,000,000)

(7,500,000) Financial Year

Therefore, on the 2nd November 2016, Cabinet considered a report to move from a Sheltered Housing Service to an Independent Living Service. Approval was given to commence consultation with residents and affected staff.

4. Proposal

4.1 In order to cope with the loss of HRS funding, other sheltered housing providers, both local authority and housing association, have moved their provision to one that supports independent living by providing a changed service that is eligible for housing benefit.

4.2 Independent living services provide what is known as ‘enhanced housing management’. This means that officers maintain contact with residents and a reduced on site presence through regular checks with tenants to identify any property related issues, such as repairs within their home as well as repairs and maintenance issues, including fire alarm testing, health and safety inspections and management of grounds maintenance for the scheme as a whole.

4.3 It is however anticipated that 1 officer would be required for 2 remaining sheltered schemes. This would mean that 12 members of staff would be

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 26 retained to carry out the enhanced housing management function. 1 additional post would be retained to provide scheme cover for sickness absence and annual leave. In order to support this move, it is proposed to re-badge the Sheltered Housing Service as the Independent Living Service.

4.4 It was further proposed to move all ‘bungalow’ schemes to ‘Category I’ and align them with similar schemes across the borough. This means that all residents would have the option of security via the connection to the to the lifeline system but would not receive a daily visit from a Scheme Manager. This would apply to the following schemes; • Poets Corner • Pine Tree Road • York Avenue • Oakham Crescent (bungalows)

4.5 It was further proposed to de-commission a further 5 schemes – Bridge Street, Windsor Court, Poplar House, Hall End and Templar Court. These schemes do not have the physical attributes associated with more traditional sheltered schemes, they do not have passenger lifts and are therefore inaccessible to those with mobility issues, nor do most have integral communal lounges. These schemes could be let to those over the age of 50 years, or moved completely over to general purpose.

4.6 The total loss of staff based on the proposal would be;

8 Senior Scheme Managers 21 Scheme Managers 8 Full Time Assistant Scheme Managers 8 Part Time Assistant Scheme Managers 4 Mobile Wardens 4 Emergency Mobile Wardens

4.7 With the provision of 12 ‘Independent Living Co-Ordinators, and 1 Mobile Independent Living Co-Ordinator, this approach would see the costs of providing an Independent Living Service equate to £427,503 which would be eligible for Housing Benefit.

4.8 This option retains the Lifeline monitoring system for which the Council would make a separate charge at the current level of £2.43 per week. All tenants would be required to pay this charge since it would not be eligible for housing benefit.

4.9 This option would see the HRA move to its lowest balance in 2022/23, however the balance would be £3,600m, which is £1.1m above the minimum working balance.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 27 5.0 Consultation

5.1 Consultation with tenants and where applicable, their family and or carers, took place over November and December 2016. Individual visits were offered to all tenants alongside the ability to write to or telephone the Council.

5.2 The table below identifies the schemes and the numbers of visits carried out in each scheme;

Consultation Flats Bungalows Flatlets Houses Total Category Scheme Nos. Very Sheltered Springdale Court 28 28 15 Sheltered Hall End / Wembrook Close 21 18 1 40 29 Sheltered James Diskin Court 12 17 29 5 Sheltered John Haynes Court 7 17 24 14 Sheltered Alwynne Freeman Court 12 8 18 38 9 Sheltered Arthur Alford House 16 18 34 13 Sheltered Oakham Crescent 6 21 27 19 Sheltered Leonard Perkins House 10 6 21 37 8 Sheltered York Avenue 28 28 15 Sheltered Poplar House 20 20 13 Sheltered Poets Corner 31 31 3 Very sheltered The Grove 34 34 20 Sheltered Pine Tree Road 35 35 7 Very Sheltered Conifer court 17 15 32 15 Sheltered Eddie Miler Court 15 19 34 11 Sheltered Alderman Gee Hall 1 19 27 1 48 12 Sheltered Catherine Ward Hall 24 24 13 Sheltered Reg Haddon Court 3 23 26 8 Very Sheltered The Chines 30 30 9 Very Sheltered Stan Williams Court 28 6 1 35 23 Sheltered Windsor court 22 1 23 14 Sheltered Craddock Court 7 17 1 25 12 Very Sheltered Blackatree Court 21 14 1 36 35 Very Sheltered Kingswood Court 28 2 30 27 Sheltered Priory court 24 1 25 7 Sheltered Byford court 34 7 41 13 Sheltered Sunnyside Court 10 14 24 6 Sheltered The Poplars 20 12 32 15 Sheltered Templar Court 23 23 11 Very Sheltered Cheveral Place 34 1 35 24 Sheltered Bridge Street 33 33 19 Sheltered Shepperton Court 9 27 1 37 17 Sheltered Frederick Warr House 16 11 27 8 Totals 115 0 38 2 1025 469

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 28 In total, 469 visits to tenants were carried out across all affected schemes. This means that 46% of those tenants affected have received a face to face consultation visit.

5.3 There were an additional 31 consultation responses received either via telephone, letter or email. These responses either requested clarification on relation to the proposal, voiced their concern with the proposal as a whole, or raised specific concerns in relation to the perceived loss of the communal lounge, kitchen and laundry facilities.

5.4 Following the removal of funding for Sheltered Housing Services, WCC commissioned a generic adult floating housing related support service. The consultation process identified 53 tenants who felt they would benefit from an assessment by WCC and their details have been passed to them for action.

5.5 Many residents had not realised that the proposal did not include the removal of communal facilities for those where the proposal was to introduce Independent Living. There were reports on social media and in the press that these facilities would be removed for everyone. Whilst the press did publish a statement from the Council correcting the proposal, social media continued to publish incorrect information. The loss of the communal facilities was seen as a significant issue for the majority of residents, especially for those which were proposed for decommissioning.

5.6 The majority of those tenants consulted did not want to lose the Sheltered Housing Service. Many cited a loss if peace of mind and/or an absence of family able to support them. 39 tenants specifically stated that they had no- one to assist in an out of hours emergency, whilst a significant number of others stated that some form of emergency response would ease their worries regarding the proposals.

5.7 51 residents stated that they either understood the reasons for the proposal or had no concerns about the proposal in that it would not negatively affect them.

5.8 A significant number of tenants expressed concern that no social events would be arranged for them. Whilst some schemes organise activities for themselves, others rely heavily on the Scheme Manager to organise things such as coffee mornings and outings. Some residents expressed a wish to form a residents’ committee in order to organise social activities, whilst others were wary of tenants undertaking that organisation for fear of favouritism etc.

5.9 During the consultation, it emerged that there was some confusion in relation to which ‘bungalow’ schemes would be re-classified as Category I.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 29 It is clarified that only the bungalows referred to in the Cabinet report of 2nd November 2016 would be re-classified. These being;

• Poets Corner • Pine Tree Road • York Avenue • Oakham Crescent (bungalows)

All other bungalows currently attached to main scheme buildings such as Black A Tree Court, Alderman Gee and Alwynne Freeman Court would be included within the Independent Living Scheme.

6.0 Conclusion

6.1 The consultation responses have shown that the majority of tenants would prefer to keep the status quo. Whilst a number of residents have stated that they do not have any concerns in relation to the proposal, the most widely held view is that the removal of the Sheltered Housing Service in its current form will have a negative impact upon the peace of mind for many. It is however clear that the HRA cannot maintain the current service.

6.2 The proposed Independent Living Service will ensure that for those residents that require it, they will receive a daily visit to check upon the tenant. It is anticipated that this will bring some comfort to many tenants in that they will still receive daily contact in some form.

6.3 Whilst the proposal did not include the removal of communal facilities for Independent Living Schemes, any loss of communal facilities for proposed re-categorised and de-commissioned schemes will have a negative impact upon the social interaction and therefore wellbeing, of those tenants affected. The Resident Involvement Team will be able to assist and support those schemes who wish to form a residents’ committee. This support will reduce the risk and perception of favouritism and help to ensure appropriate social activities remain. To support the continued provision of communal facilities for the proposed re-categorised and de-commissioned schemes, including laundry facilities, a method to manage and check these facilities must be investigated.

6.4 For some tenants, the lack of availability of family or friends to respond in an emergency situation was a significant concern. Further consideration will need to be given in regards to this, to identify a mechanism that will ensure an appropriate and timely response is provided.

DAWN DAWSON

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 30 Appendix A

HRA Financial Risks

Due to the cessation of HRS funding by WCC, coupled with the implications of Government policy changes contained within the Housing and Planning Bill 2016 and the Welfare Reform Bill 2016, the HRA is facing significant financial challenges as follows;

Housing Related Support Funding: AS mentioned, Members will be aware of the decision by Warwickshire County Council (WCC) to reduce Housing Related Support (HRS) funding (formerly known as Supporting People funding), by 40%. This has meant that the £781,000 previously received from HRS funding for the Sheltered Housing Service ended on 31st July 2016. A new generic floating support scheme has now been commissioned by WCC, providing short term support for a range of customers, including older people. The HRA is now dealing with an annual shortfall of £781,000 in its finances.

Higher Value Voids: The Housing and Planning Act 2016 has introduced the requirement for local authority social housing providers to sell a proportion of their ‘higher value voids’ (HVV), in order to pay an annual payment to the Government. This annual payment will be used to subsidise the extension of the Right to Buy for participating Housing Associations. This means that Housing Associations will be compensated for selling their homes to tenants with the significant discounts applied to the local authority RTB scheme. The Government has announced that this measure will not be introduced before April 2018, however, they have yet to provide councils with the details of the scheme. Without this information, it is impossible to understand the financial impact upon the HRA.

Local Housing Allowance cap: The Government has announced that with effect from 1st April 2019, supported housing will be subject to the cap of housing benefit payable to that of the Local Housing Allowance level. It had been widely expected that an exemption would be made by Government, however, the announcement of this policy on 15th September 2016, will affect the level of rent that the Council is able to charge for its sheltered housing and the amount of housing benefit tenants will be able to claim. Feasibility work will need to be undertaken to understand the impact on tenants and the Council and identify any options available to mitigate this policy change.

Bedroom Subsidy: With effect from 1st April 2013, new legislation came into force which meant that some 800 council tenants are classed as under occupying their homes. As a consequence, entitlement to housing benefit has been reduced, with tenants

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 31 having to either move home (subject to the availability of enough suitable alternative homes) or pay the shortfall in housing benefit themselves. It was predicted that the worse case scenario was that the HRA could see a reduction in income of around £400,000 per year. The actual reduction has been around £1m, as tenants either refuse to move and refuse to pay the shortfall or they have been unable to identify suitable alternative accommodation. Whilst there has been proactive promotion of Discretionary Housing Payments by the Benefits and Housing & Communities teams, coupled with the intensive work of the Tenant Support Officer post the level of arrears is significantly higher than expected.

Universal Credit: is planned to be rolled out nationally and new claimants in Nuneaton and Bedworth claimants have come under this scheme from June 2015. Under this arrangement, as well as housing benefit being paid directly to the tenant rather than straight to their rent account, the level of housing benefit may be reduced to balance other benefit caps announced by the Government. Given that over 70% of the Council’s tenants are in receipt of either full or partial housing benefit, the financial risk to the HRA is extremely significant.

Right to Buys; Following changes to Government policy regarding the discount rates for RTB’s, the Council has experienced an increase in the number of people exercising the right to buy their home. Since 2010/11, when just 2 homes were purchased via the right to buy, we have experienced annual increases in right to buy activity. In 2015/16 the total right to buy sales were 35, and as at mid June 2016, 14 properties have already been sold.

There are two main issues directly related to the increasing numbers of RTB’s. Firstly, the loss of 30 homes reduces the HRA’s annual income base by approximately £120k. Secondly, the numbers of people requiring affordable housing is increasing with over 3,000 households currently on the waiting list for affordable accommodation. The number of new affordable homes being built is not keeping pace with need. The Council’s own new build programme could be negatively impacted, pending receipt of the details of the Housing and Planning Act in relation to ‘Higher Value Voids’.

Rent Increase Policy: The original Business Plan was formulated within the presiding Government policy at April 2012. This was that all rents should converge to a ‘Target Rent’ by 2015/16 and allowed a rental increase of RPI + 0.5%, plus or minus £2. The rent setting formula was changed by Central Government in 2014 without prior consultation. It indicated that the rent convergence requirement would be removed a year earlier than originally planned ie in 2014/15, and suggested a change to the rent increase formula to CPI + 1% for 2015/16 and beyond. These changes were duly included in current business plan.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 32 Whilst authorisation to apply a rent increase of CPI + 1% + £2 was given by Cabinet in February 2015 in order to mitigate a compounding rental base loss of £300k per year, late in 2015, the Government announced that all social housing providers must decrease their rents by 1% per annum for the four years from April 2016. Whilst rent charges for Sheltered Housing were excluded from this reduction in the first year, it is now clear that they will be included in future years. The impact of this change has resulted in a loss to the rental base of approximately £800k in 2016/17, compounded over the term of the business plan plus any associated investment losses – the cumulative impact likely to be in excess of £200m.

It is clear that the HRA faces many financial challenges caused by changes in policy and approach from external agencies. It is anticipated that the totality of these challenges will have a significant negative impact upon the HRA. In consultation with the Portfolio Holder, work is being undertaken with the Director, Housing & Communities, the Director, Finance and Procurement, the Financial Planning Manager and the Technical and Treasury Manager to identify options to prudently manage the HRA, in this unpredictable environment

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 33 AGENDA ITEM 8 NUNEATON AND BEDWORTH BOROUGH COUNCIL Report to: Housing and Communities Overview and Scrutiny Panel – 19th January, 2017

From: Director – Assets and Street Services

Subject: CIVIC HALL BUSINESS IMPROVEMENT PLAN 2012 - 2014 UPDATE

Portfolio: Arts and Leisure [Councillor I. K. Lloyd]

Corporate Aim: Aim 4 Priority 3

1. OBJECTIVES OF SCRUTINY

1.1 To provide the Panel with an update on progress made against the actions contained within the Civic Hall Business Improvement Plan 2012 - 14.

2. WHAT IS THE PANEL BEING ASKED TO CONSIDER

2.1 The Members of the Panel are asked to note the progress made in implementing the actions contained within the Civic Hall Business Improvement Action Plan 2012 - 14.

3. WHO CAN THE PANEL INFLUENCE?

3.1 The Panel’s monitoring of progress made in delivering the Civic Hall Business Development Action Plan 2012 - 14 will help ensure its constituent actions are delivered in an effective and timely manner.

4. INFORMATION TO BE PRESENTED TO THE PANEL

4.1 At its meeting of 12th June, 2015, Housing, Health and Communities Overview and Scrutiny Panel reviewed progress against actions in relation to The Civic Hall Business Improvement Action Plan 2012 - 14. Attached as Appendix 1 is the 2015 - 16 update with the addition of a column advising of the outcomes of the actions. In addition information is provided at Appendix 2 in relation to an update on the Audience Development Plan 2013 - 16.

Brent Davis

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 34 Appendix 1

CIVIC HALL BUSINESS IMPROVEMENT PLAN 2012 - 2014

ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

1. The Civic Hall In order to set the Director – 31st January Can be carried out The Civic Hall will Vision and Key lacks a robust Civic Hall’s Assets and 2013 in terms of within existing have an approved Aims document strategy and plan activities in a wider Street Services the context of staffing resources. and articulated not yet that links to the corporate and the Borough purpose and produced as

Community Plan strategic context, a Council’s strategy to allow it awaiting the 2007 – 2021; the “Vision and Key Civic Hall Corporate Plan to be clear about outcome of the Arts Development Aims” document Manager 2007 – 2021. what its role is in refresh of the Plan 2005 -2008 will be produced However will helping to deliver Community or the Borough for The Civic Hall need to be the Borough Plan. Council’s that will set The revisited once Council’s Corporate Plan Civic Hall’s the Community Corporate Plan 2007 – 2021. current, and Plan 2007 – 2021; the Still outstanding future, activities “addendum” to Community Plan within the context the Borough addendum to the of the Community Plan has been Borough Plan; Plan, the Borough produced, which and should one Council’s is likely to be be produced an Corporate Plan some time in Arts Development and, if resources 2014. allow one to be

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 35 produced, a new Plan for 2013 Arts Development onwards. Plan for 2013 onwards.

ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

2. The current budget Change the Civic Hall 2013/14 Can be carried out Increased New budget monitoring budget monitoring Accountant financial year within existing awareness of structure arrangements for arrangements for onwards staffing resources. profitability of working well the Civic Hall do the Civic Hall to each business resulting in The not make it easy to produce “trading Civic Hall element of the Civic Hall identify the statements" for Manager Civic Hall achieving an profitability or each of the overspend of otherwise of each different business £2,000 against of the different elements of the operational business elements Civic Hall and use budget in of the Civic Hall. these to assess 2015/16. the profitability of each of these.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 36 3. Increasing the Achieve a ratio of Civic Hall 2013/14 Can be carried out Increased income Ratio for ratio of private private hires to Manager financial year within existing levels and 2013/14 = 73:27 hires to Council Council promoted onwards staffing resources. increased gross Ratio for promoted events shows of at least profits from and shows will 75:25. events and 2014/15 = 75:25 increase the shows. overall income Ratio for generated, and 2015/16=75:25 hence gross profit earned from Note see also events and shows. Appendix 2.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 37 ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

4. Developing and Produce an Civic Hall 30th November Can be carried out Increased the ADP approved adopting a formal Audience Manager 2012 within existing occupancy rates by Cabinet Audience Development Plan staffing resources. and audience Member on Development Plan [ADP] to be numbers. Target 13/12/2012.

will improve the approved by the of an yearly 2014/15 occupancy rates Cabinet Member All advertising, average of at occupancy for: and audience for Arts and marketing and least 65% numbers. Leisure or publicity activities occupancy for • Council Cabinet. both Council promoted will need to be promoted shows shows = delivered within existing budgets and Private 62% shows for Private 2013/14 shows = 50% [In 2015/16 a total spend against 2015/16 budget for the year occupancy for: was achieved of £3,200 an • Council underspend against promoted budget of £21,500]. shows = 57% Private shows = 63%

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 38 5. In order to Contact will be Civic Hall On-going Can be carried out Income received Discussions reduce direct labour made with other Manager within existing from third party with other costs, the Civic Hall local authorities, staffing resources. organisations. organisations should explore shared and other Therefore are on-going but service arrangements organisations in reduced net cost no with similar the surrounding to Civic Hall and arrangements organisations in area to identify hence NBBC of entered into as providing box office and explore Box Office service yet. services, technical potential for this. and /or technical and stage support. team.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 39 ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

6. Income generated 1. Refurbish the Principal 31st March 2013 Meeting Rooms Increased income People In through room hire first floor Building if funding refurbished late from room hire. Action - is not maximised meeting Surveyor available. 2012 with costs met contract as currently the rooms through the terminated in

rooms available corporate property November 2015

for hire are not maintenance due to grant cut able to attract the programme. backs corporate Increased income business To be reviewed from room hire. in the light of community. The the termination rooms should be Increased income of People In refurbished to be from room hire. able to attract Action lease.

corporate 2. Refurbish the Principal 30th September business and Small Hall. Building 2013 if funding Planned training Surveyor available. refurbishment not organisations carried out. Travel Finesse

lease the “fish Civic Hall 31st March 2013, bowl” area. 3. A Business Manager linked with Can be carried out Income of Development Plan to refurbishment of within existing £6,000 per be produced to rooms above. staffing resources. annum. increase income

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 40 ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

7. The Civic Hall Although SLA’s Civic Hall 31st October Can be carried out Increased income Service Level does not recharge [Service Level Manager 201 2 within existing to Civic Hall, but Agreements other sections of Agreements] are staffing resources. increased costs to continue to the Council an in existence these other Council recover all costs

appropriate will be updated to Civic Hall service areas. incurred by The amount to ensure all costs Accountant Civic Hall in reimburse the incurred by the supporting other costs it incurs Civic Hall in internal service when proving supporting Council areas to deliver support to other activities are fully Council Council services. recovered from activities. other service areas.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 41 ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

8. The Bistro The Bistro’s Civic Hall 31st March New 28 hour per week [1 x 28hrs a week Arising from continues to make operational days Manager 2013 post of Catering Officer “Catering Officer” customer a loss of £33,000 and hours were was created, supported post and 30 hours comment and

per year as result revised to four by 30 hours per week per week of consultation, of a low gross days per week in Human of Casual Catering casual employee Bistro opens profit margin and line with Customer Resources Assistant time. time] Tuesday, high staff costs. Service/budgetary Team Thursday, requirements Friday and

together with a Saturday. restructure of Opening hours

staffing for the 10.00am to Bistro to reduce 2.15pm with last

costs. orders at

2.00pm. And

Anticipated Catering Officer Produce and savings from appointed on 28 deliver an abridged procurement of hours per week, menu for the Civic abridged menu of casual catering Hall bistro based £10,000. support revised on high selling, low to 28 hours per preparation cost week. dishes.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 42 New “streamlined”

menu devised and implemented.

This resulted in an underspend on 2015/16

budget for provisions of £6,300.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 43 ISSUE ACTION BY WHO TIMESCALE RESOURCE ANTICIPATED OUTCOMES / IMPLICATIONS OUTCOME UPDATE POSITION

9. The size of the Reorganise the Civic Hall 31st March Works completed. Reduction in New kitchen Civic Hall kitchen current Civic Hall Manager 2013 subject cleaning cost of equipment is much larger kitchen to occupy to “one-off” kitchen area. purchased to

than required to 50% less floor funding being replace old and

run the Bistro. spaces and identified. uneconomical to Reducing the size partition this off. repair capital

of the kitchen has goods. Funded

the potential of from 2014/15

reducing cleaning equipment

costs and making budget. space available

on the ground Level 5 rating for Food floor for hire Hygiene Rating income. achieved in

March 2015. Remaining floor area of the kitchen Principal Estimated capital cost to be converted Building Income from hire, To be of £55,000 to cater into meeting Surveyor but unable to On hold. determined. meeting / dressing rooms/ dressing estimate what this rooms. rooms when may be at present funding allows. time.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 44 Appendix 2

Audience Development Plan 2013 - 2016

Monitoring and Evaluation

The results of audience development activity are regularly monitored to evaluate the plan’s effectiveness.

Marketing Review: Key Findings and Responses

Volume of Attendance Achieved - Civic Hall Promoted Performances/Private Hires and Events

Civic Hall Promoted Performances

The number of performances and achieved occupancy for Civic Hall promoted performances over the past six calendar years are detailed below:

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Total Number 34 29 26 25 27 22 of Performances

Total 14,685 13,105 8,040 11,778 9,734 6,854 Admissions

Achieved 60% 62% 53% 67% 62% 51% Occupancy as a percentage of tickets sold

% +/- On +5% +2% -9% +14% -5% -11% previous year

Overall as can be seen from the table the percentage achieved occupancy has fluctuated very little since 2010/11 with the exception of slight drops in 2012/13 and 2015/16.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 45 The number of Civic Hall promoted shows being programmed falls in line with the external audit recommendations which proposed a preferred 75% : 25% split in favour of facilitating private hires to help reduce costs. This was maintained in 2015/16. It should also be noted that following a re-structure of the Main Hall Auditorium flat floor seating to improve sight lines for patron’s, seating occupancy reduced from 763 to 745 from April 2012 onwards.

2015/16 saw more changes in programming being undertaken in order to develop new audiences in line with The Audience Development Plan. Continued improvements to the web site, enhanced marketing activity and greater emphasis on social media saw The Civic Hall reach more new targeted audiences in 2015/16.

2016/17 will also see the introduction of E-Marketing through the The Box Office data system which will facilitate immediate messages being able to be generated at source to give up to the minute information to patrons who have registered their email details.

Private Hires and Events

The number of performances/events and achieved occupancy for Private Hires over the past six calendar years are detailed below:

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Total Number of 67 70 78 66 85 73 Performances/Events

Total Admissions 16,828 25,114 19,214 18,572 21,081 34,390

Achieved Occupancy 59% 65% 54% 51% 50% 63% as a percentage of tickets sold

% +/- on previous -3% +6% -11% -3% -1% +13%* year

Overall as can be seen from the table the percentage achieved occupancy since 2010/11 has been remained relatively stable year on year with the exception of 2011/12 and 2015/16. Private hire bookings are being sustained in line with The Audience Development Plan target of 75% of available programme occupancy.

*As a number of Private Hirers now sell their own tickets this figure may not be a true reflection of tickets sold. We are assuming that all 745 tickets have been sold.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 46 Value of Attendance - Civic Hall Promoted Performances/Private Hires and Events

Annual Performance - Civic Hall Promoted Performances

The Civic Hall’s achieved occupancy against the number of shows staged has decreased over the past six years with the total number of admissions going from 14,685 in 2010/11 to 6,854 by 2015/16. The admission figure has a direct correlation between the number of Civic Hall promoted performances staged over the same period, a reduction in real terms from 34 to 22 shows, a percentage decrease of 33%.

More established names and performers do carry a higher performance fee but this has not had a particularly adverse effect on ticket sales. In the main with the exception of Jimmy Carr tickets are priced below £25.00. It has to be noted that there is price resistance from our patrons for tickets priced over £25.00 unless an artiste has a very high popularity rating such as Jimmy Carr.

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Total 14,685 13,105 8,040 11,778 9,734 6,854 Number of Admissions

Net Income £190,060 £189,793 £126,244 £197,456 £151,401 £96,067

Average £16.91 £16.88 £16.92 £18.40 £18.18 £15.38 Achieved Ticket Price

£ +/- On +£1.47 -£0.03 +£0.04 +£1.48 -£0.22 -£2.80 previous year

Ticket prices for touring artistes are set by the visiting company/promoter/agent. The ability of The Civic Hall to influence pricing continues to be limited even though positive dialogue has meant that that established artistes are now more approachable and generally willing to work within our financial parameters.

The average achieved ticket price and total number of admissions between 2010 and 2016 indicates that audiences are still willing to pay reasonable prices to attend high quality shows at The Civic Hall without the need to travel long distances It has to be said that patrons do however travel long distances to The Civic Hall to see their favourite artiste.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 47 Annual Performance - Private Hires and Events

Private Hirers achieved occupancy rates have remained fairly constant over the last six years with a significant increase being recorded in 2011/12. 2015/16 has also seen an increase of 13% again in line with the priorities of The Audience Development Plan. Earned income for 2015/16 from Private Hires exceeded budget projections by £16,621.00.

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Total 16,828 25,114 19,214 18,572 21,081 34,390 Number of Admissions

Hire £84,934 £87,108 £116,235 £98,459 £109,287 £141,121.20 Income Achieved

Average £6.81 £8.53 £9.24 £11.75 £11.94 £13.02 Achieved Ticket Price

£ +/- on +£0.15 +£1.72 +£0.71 +£2.51 +£0.19 +£1.08 previous year

Ticket prices are set by the hirer and reflect their organisational costs for staging the show/event and include anticipated profit. As these events are private hires The Civic Hall has no influence over the ticket prices. It can be noted that average ticket price has stabilised over the last two financial years with a slight increase in ticket prices in 2015/16.

Venue hire costs over the same period have remained constant in line with Council Policy so any increase in ticket price is not influenced to any great degree by hirers’ costs of using the venue.

Private hire income achieved for the venue between 2015/16 realised another increase on the previous year.

The number of admissions also rose over the same period.

*As a number of Private Hirers now sell their own tickets this figure may not be a true reflection of tickets sold. We are assuming that all 745 tickets have been sold.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 48 Ticket Sales by Art Form - Civic Hall Promoted Performances ( 2014/15 to 2015/16 )

The figures presented below were analysed by breaking down the programme into separate art forms in order to give a year on year comparison. This allowed The Civic Hall to make a more informed decision on what types of shows were sustainable in relation to future programming.

2014/15

Art Form % Of total ticket Total Achieved Net Number of Shows income Ticket Income

Family 5.5% £8,328 3

Variety 4.9% £7,471 2

Tribute 9.6% £14,599 6

Comedy 41% £62,537 5

Bands/Music 30% £46,166 3

Medium 5.3% £8,032 1

Dance 0.6% £1,279 2

Sport 12% £23,737 4

Brass Bands 0.5% £706 1

Foyer Theatre 0.5% £740 2

Lunchtime Tea 1.9% £2,820 4 Dance

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 49 Comedy, Live Music, Tribute Acts, Mediums and Sport continue to be the most popular. Family entertainment is programmed specifically to coincide with school holidays.

Choral and Ballet performances were removed from the annual programme and where possible moved to a private hire.

2015/16

Art Form % Of total ticket Total Achieved Number of income Net Ticket Income Shows

Family 11% £10,464 5

Variety 2% £1,749 1

Tribute 47% £44,844 5

Comedy 19% £18,536 3

Bands/Music 15% £14,389 3

Lunchtime Tea 3% £3,232 4 Dance

Brass Bands 3% £2,853 1

The Lunchtime Tea Dances have a maximum capacity of 175 patrons and are still well supported.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 50 2016/17 Programme

The programme for 2016/17 continues to reflect the diverse programme of performances staged by the venue and compliments Private Hires and Events.

Emphasis has again been placed on the development of emerging and sustainable audiences which centre around Comedy, Live Music and quality Tribute Acts.

The projected number of performances for Civic Hall Promoted Performances against Private Hires/Events is once again in line with the external audit recommendation of a 75% : 25% split in favour of Private Hires.

Knowledge Barriers

Within the Audience Development Plan it was specifically acknowledged that there was a need to increase awareness about What’s On at The Civic Hall through, in particluar:

• Developing the use of new technology, web-based marketing and E- Marketing, and

• Developing social network marketing and partners

Both of these have been undertaken with great success.

Box Office

The Box Office System upgraded to meet the demands of online bookings and self- seat selection is proving efficient and reliable and allows for quantifiable data to be used and sourced more readily to assist with other marketing opportunities. Following training, which is in the pipeline for E-Marketing, this will add another marketing tool to enable The Civic Hall to contact patrons instantly.

Social Media

Social media, which is a free resource has been used to even greater effect over the last twelve months.

In September 2013 The Civic Hall had 455 Facebook friends, by December 2015 a total of 868 had been achieved, however due to changes in Facebook Policy a new page had to be opened in May 2015 which has to date, June 2016 attracted 1318 friends and is on the increase.

Twitter figures from the same period went from 357 to 1525 followers an increase of over 70%.

Competitions on our Facebook page have proved very successful with entries to date exceeding 200.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 51 Social media is an instant marketing tool which allows us to circulate up to date information at the touch of a button and is FREE.

The Civic Hall posts on average two to three times each day of the week updates on what is on at the venue, forthcoming events and issues of local importance to the venue including car park details, holiday closures etc, keeping our patrons informed and directing them, where appropriate, to our web site.

Social Media Facts

In the United Kingdom alone, Facebook has 24 million users and Twitter has 10 million.

Figures show the top benefits that companies are seeing from social media marketing include:

• 89% of users said that social media marketing has generated more business exposure • 64% saw lead generation increase by using social media • 69% of marketers use social media to gather marketplace intelligence • 62% of marketers using social media for 2 or more years reported a rise in search engine rankings • 62% of businesses with 10 employees or less reported that social media has reduced marketing expenses

Through our Audience Development Plan The Civic Hall will continue to develop this aspect of our marketing activity.

The FREE mailing list, as of May 2016 currently consists of 7,212 patrons, all of whom receive a What’s On brochure every six months.

There are currently over 17,500 patrons on the ticket sales database, all who whom can be targeted for particular shows. The venue also has the facility to select target demographic groups including individuals, schools, nurseries, playgroups, dance schools, community groups and other associations.

Collated data is used to determine where bookings originate from including the What’s On Guide, newspaper adverts, news releases, website, Facebook, Twitter, posters, flyers, word of mouth, radio and direct mail outs.

The website www.civichallinbedworth.co.uk has also been improved, with copy regularly updated and shows added as soon as contracts have been signed.

The revised web site also offers the facility for patrons to book and select their seats online which has been very well received.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 52

Postcode Analysis

The Civic Hall database for 2015/2016 contained 7,212 patrons’ postcodes an increase on the previous year of 1,327 new patrons.

The top ten postcodes remain to be:

Post Code Patrons

CV12 1019 CV10 769 CV11 686 LE10 356 CV6 319 CV2 273 CV7 290 CV3 175 CV5 128 LE9 99

An annual cleaning of the mailing list is undertaken in June of each year by The Box Office. The present mailing list comprises of patrons who have purchased tickets for shows in the last two years and have requested to be on the FREE What’s On mailing list.

June 2016. TJN/BD/DLW

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 53 Background Info for September OSP

INCOME THROUGH THE BOX OFFICE CASH DRAW FOR THE PERIODS 1st APRIL TO 31st JULY 2015 AND 2016.

Box Office Financial Position Box Office Financial Position as of 1st April 2015 to 31st July 2015 as of 1st April 2016 to 31st July 2016

Payment Type 2015 2016 CASH 25804.00 22010.50 CHEQUE 2110.50 658.00 MASTERDACRD 16236.00 14466.00 VISA 64553.38 54772.50 MAESTRO 252.00 INT MASTER 5160.50 8234.50 *Up £3074.00 INT VISA 18305.00 26820.50 *Up £8515.50 ERROR 7.00 TOTALS 132,518.38 126,962.00

Number of Council Promoted Shows in the said period 2015 2016 9 shows 7 shows

Number of Private Hires in the said period 2015 2016 44 shows 33 shows

TOTAL NUMBER OF SHOWS ( Private Hire/Council Promoted ) IN THE SAID PERIOD 53 40

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 54 Comments/Conclusions

• As can be seen from the data provided it is no surprise that for the stated period income comparisons year on year are down given the fact that in the same period in 2015 the venue had hosted a total of 53 shows compared to 40 in 2016.

• Contrary to a general opinion that Internet Sales are underachieving and do not meet expectations there has been an increase in internet sales activity of £11,589.50 for the said period.

• The reduction in overall income earned through The Box Office can in part be attributed to the reduction in Breakaway Club Income for the said period, a reduction in 2016 of £6,088.50 on the previous year.

• Taking this into account and the fact that more “Summer Offer” was funded FREE of charge for users by Warwickshire County Council the actual income is in fact in line with the 2015 figure achieved. ( £126,962 plus £6,088.50 = £133,050.50 )

• It should also be pointed out that the 13 month finance profile system does not sit exactly with the operating programme at The Civic Hall where peaks and troughs of earned income can be attributed to:

the twice yearly produced What’s On Guide which is distributed March and August each year

Pantomime Ticket Income usually peaks from September onwards when the schools go back

some Private Hirers sell and administer their own tickets and income does not come through The Box Office e.g. Professional Boxing 21st May 2016, Kelly’s Dance Academy 14th July 2016 and Stages Dance Academy 13th & 14th June 2016

Internet Sales Update and Profile Information Please see below figures for some shows hosted/being hosted at the venue in 2016 and the comparative internet sales figures.

Chris Ramsey - Sunday 3rd April 2016 Tickets sold through The Box Office either in person or by telephone = 158 Tickets sold through The Civic Hall website = 199 Online sales were greater numbering 199 compared to Box Office sales of 158.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 55

Jimmy Carr - Tuesday 27th September 2016 Tickets sold to date through The Box Office in person or by telephone = 219 Tickets sold to date through The Civic Hall Website = 341 Tickets sold to date through online ticket agencies Ticketmaster/SeeTickets = 177 Online sales to date total 518 compared to Box Office sales of 219.

Al Murray - Friday 4th November 2016 Tickets sold through The Box Office in person or by telephone = 179 Tickets sold through The Civic Hall Website = 194 Tickets sold through online ticket agencies Ticketmaster/SeeTickets = 343 Online sales to date total 537 compared to Box Office Sales of 179

The Overtones - Saturday 15th October 2016 Tickets sold through The Box Office in person or by telephone = 236 Tickets sold through The Civic Hall Website = 280 Online sales to date total 280 compared to Box Office Sales of 236

Demographic Profile In general shows which appeal to a younger demographic 19-35 years sell more tickets online than through The Civic Hall Box Office. In some cases more than two thirds of the overall sales are sold online.

TJN/SB/Sept 2016.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 56

The Civic Hall in Bedworth High Street Bedworth CV12 8NF Telephone: 024 7637 6706

Main Auditorium Conference Hire Charges 2016 – 2017 (Raked seating conference style catering for up to 745 delegates)

Local/Charity/Not for Commercial Profit Organisations Organisations

Monday and Saturday £750.00 £1,500.00 10 hour hire

Sunday £2,000.00 £2,250.00 10 hour hire

(Charges include provision of Door Stewards, Duty Manager and Door Supervisor, Bar Staff if required during the duration of your hire period in addition to one duty technician)

Special Note

If the Event Organiser hiring the Main Auditorium requires additional space, please refer to the table of charges detailed below.

Potential Additional Costs to the Event Organiser

Additional space other than the use of the main auditorium, support from other members of the technical team should they be required to assist with the “get in” and “get out”, follow spot operators, catering, piano tuning, pyrotechnics or other additional technical equipment including laptops, large screens and projectors, star and back cloths.

Additional Spaces Available

We have additional spaces available on request and subject to availability which include The Bistro, Small Hall, Meeting Rooms and Touch FM Lounge

Minimum charge for £50.00 £85.00 the first three hours

Additional hours £12.00 £12.00 or part thereof

Prices as of April 2016.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 57

The Civic Hall in Bedworth High Street Bedworth CV12 8NF Telephone: Administration 024 7637 6706 Box Office 024 7637 6707

Hire Charges 2016 – 2017

Main Auditorium Local/Charity/Not for Commercial Profit Organisations Organisations

Monday to Thursday £1,120.00 £1,400.00 8 ½ hour hire

Friday and Saturday £1,520.00 £1,900.00 8 ½ hour hire

Sunday £2,200.00 £2,500.00 10 hour hire

(Prices include Door Stewards in the Main Auditorium, Duty Manager and Door Supervisor and Bar Staff during your hire period in addition to two technical staff)

Special Note

If the Event Organiser is hiring the Main Auditorium and requires additional space for Rehearsal/Dressing Rooms/Meeting Rooms the additional space is charged at a flat rate of £12.00 per hour or part thereof for the time it is used.

Additional Costs to the Event Organiser upon application

Additional members of the casual technical team should they be required to assist with the “get in” and “get out”/Follow Spot Operators.

Piano Tuning.

Pyrotechnics/other additional equipment including IT/Large Screens and Projectors.

Star Cloth/Back Cloths.

Additional Spaces Available

Small Hall/Meeting Rooms/Touch FM Lounge

Minimum charge for £50.00 £85.00 First three hours

Additional hours £12.00 £12.00 or part thereof

Prices as of April 2016.

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 58 Account Account (T) Costc Costc (T) Outturn 2015/16 Budget 2015/16 Variance 2 Employee Related Allocations CN05 CIVIC HALL - OPERATIONAL 53,805.16 54,620.00 109 Pay in Leiu CN05 CIVIC HALL - OPERATIONAL 3,572.40 - 111 Monthly Salaries CN05 CIVIC HALL - OPERATIONAL 40,757.67 44,240.00 141 Car Mileage CN05 CIVIC HALL - OPERATIONAL 3.00 140.00 300 Holiday Pay CN05 CIVIC HALL - OPERATIONAL 4,175.98 2,900.00 400 N.I. Employers Contributions CN05 CIVIC HALL - OPERATIONAL 1,574.89 1,820.00 410 Super. Employers Contributions CN05 CIVIC HALL - OPERATIONAL 2,328.75 3,640.00 412 Pension CN05 CIVIC HALL - OPERATIONAL 927.39 1,360.00 1011 R&M Buildings CN05 CIVIC HALL - OPERATIONAL 3,664.08 4,000.00 1017 Accom/Staff Moves CN05 CIVIC HALL - OPERATIONAL 95.00 - 1221 Electricity CN05 CIVIC HALL - OPERATIONAL 42,069.80 39,350.00 1241 Gas CN05 CIVIC HALL - OPERATIONAL 20,258.48 27,270.00 1401 Rates - NNDR CN05 CIVIC HALL - OPERATIONAL 41,019.75 43,970.00 1501 Water CN05 CIVIC HALL - OPERATIONAL 6,828.44 9,950.00 1701 Cleaning Materials CN05 CIVIC HALL - OPERATIONAL 2,163.00 2,520.00 1901 Corporate Property Maint. CN05 CIVIC HALL - OPERATIONAL 17,904.08 14,470.00 1902 Corporate Property Service Cont. CN05 CIVIC HALL - OPERATIONAL 15,164.67 14,230.00 2011 Transport Recharges CN05 CIVIC HALL - OPERATIONAL 2,198.57 2,120.00 3010 Travel/Subsist. CN05 CIVIC HALL - OPERATIONAL 17.66 100.00 3030 Equipment - New & Maint CN05 CIVIC HALL - OPERATIONAL 38,345.36 21,000.00 3040 Stationery CN05 CIVIC HALL - OPERATIONAL 2,235.25 2,000.00 3041 Furniture-General CN05 CIVIC HALL - OPERATIONAL 3,165.88 5,000.00 3110 Refreshments CN05 CIVIC HALL - OPERATIONAL 32.81 50.00 3201 Cloth./Uniforms CN05 CIVIC HALL - OPERATIONAL 1,182.22 1,500.00 3302 Print & Media CN05 CIVIC HALL - OPERATIONAL 18,307.73 21,500.00 3512 Telephone rental and charges CN05 CIVIC HALL - OPERATIONAL 503.38 420.00 3517 Zen Broadband Costs CN05 CIVIC HALL - OPERATIONAL 185.25 190.00 3520 Mobile Telephones CN05 CIVIC HALL - OPERATIONAL 288.72 480.00 3555 External IT Support CN05 CIVIC HALL - OPERATIONAL 4,096.64 4,480.00 3556 External IT (Mentec) CN05 CIVIC HALL - OPERATIONAL 312.00 310.00 3700 Subscriptions CN05 CIVIC HALL - OPERATIONAL - 100.00

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 59 3781 Subscriptions CN05 CIVIC HALL - OPERATIONAL 798.77 360.00 3852 General Promotions Expenditure CN05 CIVIC HALL - OPERATIONAL 1,699.98 10,400.00 4031 Trade Refuse CN05 CIVIC HALL - OPERATIONAL 6,867.69 5,590.00 4401 Oth:Gen,Hire & Cont. CN05 CIVIC HALL - OPERATIONAL 647.29 400.00 4440 Licences CN05 CIVIC HALL - OPERATIONAL 1,107.21 1,000.00 4451 First Aid CN05 CIVIC HALL - OPERATIONAL 125.75 50.00 4481 Window Cleaning CN05 CIVIC HALL - OPERATIONAL 1,125.00 980.00 4482 Sanitary Service CN05 CIVIC HALL - OPERATIONAL 1,206.68 1,210.00 9376 5% on Sale of Gift Vouchers CN05 CIVIC HALL - OPERATIONAL - 216.45 - 90.00 9564 Hire: Extra Staffing CN05 CIVIC HALL - OPERATIONAL - 288.00 - 9566 Room Hire CN05 CIVIC HALL - OPERATIONAL - 3,427.00 - 11,000.00 9583 Recharge - Postage Costs CN05 CIVIC HALL - OPERATIONAL - 7,207.85 - 7,100.00 9601 Fees:Rents CN05 CIVIC HALL - OPERATIONAL - 16,399.99 - 17,000.00 313,223.09 308,530.00 4,693.09 2 Employee Related Allocations CN10 ENT'MENTS - COUNCIL PROMOTIONS 59,400.13 64,040.00 111 Monthly Salaries CN10 ENT'MENTS - COUNCIL PROMOTIONS 15,811.97 9,640.00 300 Holiday Pay CN10 ENT'MENTS - COUNCIL PROMOTIONS 1,217.25 1,290.00 400 N.I. Employers Contributions CN10 ENT'MENTS - COUNCIL PROMOTIONS 474.84 170.00 3079 Material Goods for Resale CN10 ENT'MENTS - COUNCIL PROMOTIONS 3,327.30 3,000.00 3581 Show Expenses CN10 ENT'MENTS - COUNCIL PROMOTIONS 1,452.00 3,600.00 4422 Panto Expenditure CN10 ENT'MENTS - COUNCIL PROMOTIONS 36,737.93 42,520.00 4425 Other:Artist Fee/Film Hire CN10 ENT'MENTS - COUNCIL PROMOTIONS 118,309.92 192,900.00 4430 Credit & Debit Card Charge per Transaction CN10(E) ENT'MENTS - COUNCIL PROMOTIONS 3,520.88 1,200.00 4431 Rental Charge - Card Payment System (SR) CN10 ENT'MENTS - COUNCIL PROMOTIONS 422.51 280.00 4432 Charge on Internet Ticket Sales CN10 ENT'MENTS - COUNCIL PROMOTIONS 2,885.04 3,600.00 4450 Performing Rights CN10 ENT'MENTS - COUNCIL PROMOTIONS 1,130.77 2,500.00 9249 Advertising Recharge CN10 ENT'MENTS - COUNCIL PROMOTIONS- 1,162.20 - 9259 Sales:Resale Goods CN10 ENT'MENTS - COUNCIL PROMOTIONS- 4,167.51 - 3,500.00 9265 Income - Unders/Overs CN10 ENT'MENTS - COUNCIL PROMOTIONS- 31.69 - 9373 Credit Card Fees (Vatable) CN10 ENT'MENTS - COUNCIL PROMOTIONS- 1,136.54 - 1,300.00 9375 Booking Fee CN10 ENT'MENTS - COUNCIL PROMOTIONS- 1,725.84 - 2,400.00 9402 Council Show Income - Exempt Guarantee CN10 ENT'MENTS - COUNCIL PROMOTIONS- 13,156.00 - 2,250.00 9403 Council Show Income - SR Sporting Events CN10 ENT'MENTS - COUNCIL PROMOTIONS- 3,827.06 -

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 60 9404 Council Show Income - SR Percentage CN10 ENT'MENTS - COUNCIL PROMOTIONS- 79,043.26 - 165,050.00 9405 Retained % of Show Income CN10 ENT'MENTS - COUNCIL PROMOTIONS- 18,910.01 - 33,010.00 9406 Panto Show Income CN10 ENT'MENTS - COUNCIL PROMOTIONS- 82,207.50 - 85,000.00 9550 Walk/Trips/Activities Income CN10 ENT'MENTS - COUNCIL PROMOTIONS- 336.01 - 9566 Room Hire CN10 ENT'MENTS - COUNCIL PROMOTIONS- 500.00 - 9579 Recharge - PRS CN10 ENT'MENTS - COUNCIL PROMOTIONS- 1,796.21 - 2,000.00 36,690.71 30,230.00 6,460.71 2 Employee Related Allocations CN11 ENT'MENTS PRIVATE PROMS 135,474.41 149,100.00 111 Monthly Salaries CN11 ENT'MENTS PRIVATE PROMS 21,768.08 12,710.00 300 Holiday Pay CN11 ENT'MENTS PRIVATE PROMS 2,872.25 1,700.00 400 N.I. Employers Contributions CN11 ENT'MENTS PRIVATE PROMS 288.30 850.00 3581 Show Expenses CN11 ENT'MENTS PRIVATE PROMS 7,830.35 4,000.00 4426 Other:Private Prom'ns CN11 ENT'MENTS PRIVATE PROMS 240,196.48 159,000.00 4432 Charge on Internet Ticket Sales CN11 ENT'MENTS PRIVATE PROMS 6,384.84 2,500.00 4450 Performing Rights CN11 ENT'MENTS PRIVATE PROMS 3,035.48 2,200.00 9162 Other Contns-Sponsorship CN11 ENT'MENTS PRIVATE PROMS - 1,120.51 - 9249 Advertising Recharge CN11 ENT'MENTS PRIVATE PROMS - 1,287.23 - 9259 Sales:Resale Goods CN11 ENT'MENTS PRIVATE PROMS - 400.50 - 9265 Income - Unders/Overs CN11 ENT'MENTS PRIVATE PROMS - 105.00 - 9373 Credit Card Fees (Vatable) CN11 ENT'MENTS PRIVATE PROMS - 2,583.87 - 1,500.00 9375 Booking Fee CN11 ENT'MENTS PRIVATE PROMS - 4,180.85 - 1,800.00 9401 Charges for Admission-Private Shows CN11 ENT'MENTS PRIVATE PROMS - 240,160.48 - 159,000.00 9552 Hall Hire for Private Shows CN11 ENT'MENTS PRIVATE PROMS - 141,225.70 - 124,500.00 9555 Hire : Equipment CN11 ENT'MENTS PRIVATE PROMS - 3,616.45 - 500.00 9558 Facility Fee - Video Recording CN11 ENT'MENTS PRIVATE PROMS - 2,320.00 - 150.00 9564 Hire: Extra Staffing CN11 ENT'MENTS PRIVATE PROMS - 2,547.15 - 100.00 9579 Recharge - PRS CN11 ENT'MENTS PRIVATE PROMS - 2,879.49 - 2,200.00 15,422.96 42,310.00 - 26,887.04 111 Monthly Salaries CN12 EVENT SUPPORT - TECHNICAL 1,724.89 930.00 300 Holiday Pay CN12 EVENT SUPPORT - TECHNICAL 231.47 120.00 400 N.I. Employers Contributions CN12 EVENT SUPPORT - TECHNICAL 6.26 - 2011 Transport Recharges CN12 EVENT SUPPORT - TECHNICAL 215.71 50.00 3030 Equipment - New & Maint CN12 EVENT SUPPORT - TECHNICAL 1,502.15 -

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 61 4401 Oth:Gen,Hire & Cont. CN12 EVENT SUPPORT - TECHNICAL 360.00 - 9882 Recharges - other services CN12 EVENT SUPPORT - TECHNICAL - 3,197.20 - 2,870.00 843.28 - 1,770.00 2,613.28 2 Employee Related Allocations CN20 CIVIC HALL - CATERING 8,479.50 8,350.00 111 Monthly Salaries CN20 CIVIC HALL - CATERING 45,348.54 28,920.00 121 Overtime CN20 CIVIC HALL - CATERING 202.95 - 300 Holiday Pay CN20 CIVIC HALL - CATERING 3,594.66 1,390.00 400 N.I. Employers Contributions CN20 CIVIC HALL - CATERING 1,678.21 1,140.00 410 Super. Employers Contributions CN20 CIVIC HALL - CATERING 2,734.24 2,700.00 412 Pension CN20 CIVIC HALL - CATERING 1,088.83 1,010.00 897 External Training CN20 CIVIC HALL - CATERING 1,120.00 530.00 1701 Cleaning Materials CN20 CIVIC HALL - CATERING 847.90 1,270.00 2011 Transport Recharges CN20 CIVIC HALL - CATERING - 270.00 3030 Equipment - New & Maint CN20 CIVIC HALL - CATERING 4,590.83 13,000.00 3042 Consumables CN20 CIVIC HALL - CATERING 1,554.33 1,300.00 3119 Utensils/Crockery CN20 CIVIC HALL - CATERING 144.05 870.00 3120 Provisions CN20 CIVIC HALL - CATERING 28,667.07 35,000.00 3122 Hot Drinks CN20 CIVIC HALL - CATERING 2,036.97 1,800.00 3201 Cloth./Uniforms CN20 CIVIC HALL - CATERING - 400.00 3285 Ices CN20 CIVIC HALL - CATERING 4,648.33 3,600.00 3808 Train.Perm.Emp. CN20 CIVIC HALL - CATERING - - 4401 Oth:Gen,Hire & Cont. CN20 CIVIC HALL - CATERING 456.47 300.00 9265 Income - Unders/Overs CN20 CIVIC HALL - CATERING 190.41 - 9281 Sales: Hot Drinks CN20 CIVIC HALL - CATERING - 11,529.60 - 7,000.00 9284 Sales - Ices CN20 CIVIC HALL - CATERING - 13,595.87 - 12,000.00 9285 Sales - Buffets CN20 CIVIC HALL - CATERING - 12,688.91 - 10,000.00 9288 Sales - Breakaway Club Lunches CN20 CIVIC HALL - CATERING - - 9289 Sales - Bistro CN20 CIVIC HALL - CATERING - 42,315.95 - 48,500.00 27,252.96 24,350.00 2,902.96 2 Employee Related Allocations CN21 CIVIC HALL - BAR 8,479.50 8,350.00 111 Monthly Salaries CN21 CIVIC HALL - BAR 9,757.86 11,630.00 123 Honorarium CN21 CIVIC HALL - BAR 999.96 - 300 Holiday Pay CN21 CIVIC HALL - BAR 1,313.15 1,560.00

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 62 400 N.I. Employers Contributions CN21 CIVIC HALL - BAR 205.82 720.00 897 External Training CN21 CIVIC HALL - BAR 130.00 - 1701 Cleaning Materials CN21 CIVIC HALL - BAR 111.92 100.00 3030 Equipment - New & Maint CN21 CIVIC HALL - BAR 2,293.75 1,500.00 3042 Consumables CN21 CIVIC HALL - BAR 875.30 100.00 3117 Bar Maintenace CN21 CIVIC HALL - BAR 279.96 380.00 3118 Glassware CN21 CIVIC HALL - BAR - 250.00 3131 Bar Supplies CN21 CIVIC HALL - BAR 38,255.58 30,910.00 9287 Sales - Bar CN21 CIVIC HALL - BAR - 85,302.24 - 91,000.00 9564 Hire: Extra Staffing CN21 CIVIC HALL - BAR - 167.17 - - 22,766.61 - 35,500.00 12,733.39

Civic Hall Total 370,666.39 368,150.00 2,516.39

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 63 Agenda Item No. 9 Housing & Communities OSP – Work Programme 2016/17

NABSCOP Strategic Assessment 2017/18 Mar 2017

Police & Crime Commissioner Mar 2017

Community Safety Partnership Performance Report 2017 Quarterly Mar

Integrated Performance Reports 2017 Quarterly Mar

Tenancy Agreement Review 2017

Impact of Welfare Reform on Housing 2017

Housing Policies Review – as available 2017

Homelessness – inc Temporary Accom 2017

Housing Related Support (Supporting People) and Sheltered 2017 Housing Provision

Housing Review Group – Estate Cleansing 2017

Leisure Strategy 2017

Museum – Update including outreach work/ Arts Development 2017 funding

Housing and Communities Overview and Scrutiny Panel - 19th January, 2017 64