COUNCIL 19 OCTOBER 2015
Subject: State of the District Lead Officer: Simon Purfield Contact on 01789 260118 Lead Member/ Portfolio Holder: Councillor C Saint
Summary As part of the consultation process, consideration of the State of the District needs to be assessed by the Council. This report summarises the events of the past year along with an outline of future proposals. Recommendation That the ‘State of the Stratford-on-Avon District’ be noted, and that the issues raised be considered as part of the budget making process for 2016/17.
Background/Information Stratford-on-Avon District Council’s Constitution stipulates that the Council will debate the State of the District at the Council Meeting in the Autumn. The Constitution states that the Leader will decide the form of the debate. The results of the debate will be:- i) disseminated as widely as possible within the community and to agencies and organisations in the area; ii) considered by the Leader in proposing the Budget and Policy Framework to the Council for 2016/17; and iii) considered in the shaping of the Council’s community policies. 2 2015 Approach 2.1 There has been specific consultation with the public in the preparation of this year’s State of the District report, namely a link from the SDC website asking for feedback on the best thing about living in the District and what could be improved. The link to the survey was promoted via social media and the local press. Feedback is shown in Appendix 1. Results from the extensive Residents’ Survey 2014 have been utilised, completed by 1,930 residents. There was significant consultation undertaken with the public in the formation of the Corporate Strategy and this will be followed up next year when the Year One actions have been completed. 1 Current State of the District 3.1 The Quality of Life in Warwickshire 2014/2015, plus other reports from the Warwickshire Observatory had concluded that: The estimated population for Stratford District in mid-2014 was 121,056. The projected population for Stratford-on-Avon in 2037 is 135,000, which represents an increase of 11.5% from 2012 to 2037. The projected population of Warwickshire in 2037 is 624,000, representing an increase of 13.9% from 2012 to 2037.
In 2012, 15.1% of households in Warwickshire were in fuel poverty, with the figure for Stratford-on-Avon of 18.7%. This figure is the highest of the five districts. A household is said to be in fuel poverty when it needs to spend more than 10% of its income on fuel to maintain a satisfactory heating regime. Fuel costs in the definition of poverty also include water heating, lights and appliance usage.
In Stratford-on-Avon in 2012, 9.1% of children (1,830 in number) were living in poverty compared to 9.5% in 2006; by contrast in 2012 in Warwickshire 13.2% of children were living in poverty, and in England in 2012, 19.2% of children were living in poverty. The proportion of children in poverty is the proportion of children living in families in receipt of out-of-work benefits or tax credits where their reported income is less than 60% median income divided by the total number of children in the area.
Recorded crime rates in the Stratford-on-Avon District in 2013/14 were 42.10 per 1,000 population for all crimes (except domestic burglary per 1,000 households) compared to 51.66 in Warwickshire. This is a 1% decrease on the previous year. This equates to an average of 14 crimes recorded per day. In Stratford-on-Avon in 2013/14, violence against the person was at a rate of 5.39 per 1,000 population, domestic burglary 5.33 per 1,000 population, vehicle crime 6.63 per 1,000 population, and burglary other 3.84 per 1,000 households. Stratford Locality recorded the highest volume of crimes and Wellesbourne/Kineton locality was the lowest within the district.
With reference to housing affordability, the ratio of lower quartile house prices to lower quartile earnings reflects housing affordability, (25% of all house prices are below the lower quartile, likewise lower quartile earnings are those of the lowest paid 25%). In 2013, the lower quartile property price was on average 6.67 times the lower quartile annual wage for a full time employee working in Warwickshire; but significantly, the ratio for the Stratford-on-Avon District in 2013 was 8.89 - in 1997, the ratio for the Stratford-on-Avon District was 5.52.
3.2 The Office for National Statistics nomis (official labour market statistics) Labour Market Profile Stratford-on- Avon District had concluded that: Earnings by residence (2014) showed that the median earnings (gross weekly pay) for employees working full-time in Stratford-on-Avon were £536.10, above the national average. For the West Midlands the figure was £480.60, and for Great Britain, £520.80.
In 2014, male full-time workers in the district earned £554.40 per week gross, whilst female full-time workers earned £497.60 per week gross.
Labour supply employment and unemployment data from April 2014 to March 2015, shows that there were 61,100 economically active people in Stratford-on-Avon, 80.4% of those aged 16 to 64, compared to 75.2% in the West Midlands and 77.4% in Great Britain.
Of those economically active, 47,300 are employees; and 12,300 are self-employed (Male 7,300/Female 5,000).
13,700 people, aged 16 to 64, were recorded in Stratford-on- Avon in economic inactivity (April 2014 to March 2015), which represented 19.6% of that age band. The percentage for the West Midlands was 24.8%, and for Great Britain, it was 22.6%.
Significantly, 2,700 of the 13,700 economically inactive people in Stratford were retired, which equates to 19.4% of those economically inactive aged 16 to 64. For the West Midlands this percentage was 13.8%, and for Great Britain, it was 14.3%.
The total number of Jobseeker’s Allowance (JSA) claimants in August 2015 for Stratford-on-Avon District was 221, of which 134 were males and 87were females. This is 0.3% of the population, the lowest % figure in Great Britain.
115 Job Seekers Allowance claimants in August 2015 were aged 25 to 49, 75 were aged 50 to 64 and 35 were aged 18 to 24.
The unemployment rate for those economically active was 2.4% in March 2015, compared with a West Midlands figure of 6.4% and a Great Britain level of 6.0%.
In terms of qualifications as at December 2014, Stratford district had 51% of residents with a NVQ4 or higher, a rise of 13 points on two years ago. 3% were without qualifications, 6 percentage points less than four years ago. Stratford District is the most highly qualified area in the West Midlands.
3.3 In terms of the business community, data from the Inter Departmental Business Register 2014, the ONS Business Register & Employment Survey 2013 and the ONS Annual Population Survey 2014 concluded that: In 2014, the number of businesses in the District stood at 7,395 enterprises (smallest combination of legal units generally based on VAT &/or PAYE records which has a certain degree of autonomy within an Enterprise Group) and 8,255 local units (an individual site, for example a factory or shop, in an enterprise is called a local unit).
By sector, the number of employee jobs in the District by sector saw 26.6% in Financial & Business Services, 19.6% in Public Administration, Education & Health, with 17.3% employed in Wholesale & Retails, including Motor Trades. 24% of the District population are employed in professional occupations (19% West Midlands), with 13% classified as managers, directors & senior officials (9% West Midlands)
In 2013, these were 845 new business starts and 615 closures. 77% of new enterprises in the District survive the first two years of business.
3.4 The Health Profile 2015 of Stratford-on-Avon as produced by Public Health England had concluded that:
The health of people in Stratford-on-Avon is generally better than the England average (according to the 2011 Census Profile for Stratford 83.0% stated they were in very good or good health).
In 2011 to 2013, life expectancy is 6.5 years lower for women and for men 3.3 years in the most deprived areas of Stratford- on-Avon than in the least deprived areas. For the period 2006- 10, life expectancy was 4.5 years lower for women and for men 3.5 years.
In Year 6 for 2013-14, 13.2% (153) of children are classified as obese, better than the average for England and compared with 2010-11, 15.8% (184 children) a lower figure. In 2012, 21.4% of adults are classified as obese. In 2003/5 the percentage was higher at 23.7%.
The rate of alcohol-specific hospital stays for 2011/12 to 2013/14 among those under 18 was 37.3 (rate per 100,000 population). This represents 8 stays per year. For period 2007/8 to 2009/10 the figure was higher at 44.1 and 11 stays per year.
Levels of GCSE attainment, breastfeeding and smoking at time of delivery are better than the England average in Stratford district.
The rate of alcohol related harm hospital stays in 2013-14 was 592 per 100,000 population, better than the average for England. The 2010-11 rate was 1,519 per 100,000 population, much higher. The rate of self-harm stays in 2013-14 was 173 per 100,000, better than the England average. The rate in 2011-12 was 162. The rate of smoking related deaths was 200 per 100,000 in 2011-13, a level better than the England average. However the figure was lower in 2009-11 at 135. For our district, rates of sexually transmitted infections and TB are better than average. Rates of statutory homelessness, violent crime, drug misuse, early deaths from cardiovascular diseases and early deaths from cancer are better than average.
Health priorities to tackle in Stratford-on-Avon include alcohol misuse, smoking in pregnancy and tackling obesity.
3.5 The Stratford-on-Avon District Council Residents’ Survey 2014 undertaken from October to December 2014 with 1930 responses concluded that: The top five most important things making somewhere a good place to live in the District were the level of crime (57%); health services (56%); clean streets (42%); access to nature (37%) and education provision (36%). Compared with 2012, the level of traffic congestion (+9%) has become more important to residents, alongside a 6 percentage point increase for health services and road/pavement repairs. There was increase with a decline in importance for parks and open spaces (-8%), and 3% less for public transport, plus community activities.
The top five improvements were the level of traffic congestion (51%); road and pavement repairs (46%); health services (18%); education provision (8%) and sports and leisure facilities (17%). Compared with 2012, the importance of traffic congestion level increased by 16% and that of road and pavement repairs by 7%. A decline in job prospects (-6%), and for activities for teenagers (-5%) were the largest.
90% of those surveyed are satisfied with their local area as a place to live, representing a decrease of a single percentage point from 2012.
Almost three quarters (74%) of respondents felt very or fairly strongly that they belong to their immediate neighbourhood. This result has remained static for the last three surveys. 73% of respondents tend to agree / definitely agree that their local area is a place where people from different backgrounds get on well together. This represents no rise or fall from 2012’s findings. 16% tend to disagree or definitely disagree with the statement, up 1 point from 2012.
One third of residents (33%) agree that they can influence decisions affecting their local area. This represents no increase/decrease from 2012.
Over six in ten respondents (64%) disagree or definitely disagree that they can influence development in their area, as opposed to 17% in agreement.
76% of respondents are fairly or very satisfied with the way Stratford District Council runs things. This represents an increase of 15 percentage points from the 61% recorded in 2012.
Exactly half of respondents (50%) tend to agree or strongly agree that Stratford District Council provides value for money, this represents a 15 percentage point increase on 2012.
Two thirds (66%) of respondents tend to agree a great deal or to some extent that Stratford District Council is making the local area a better place to live, down one percentage point from the previous survey.
Two thirds of respondents (66%) tend to agree a great deal or to some extent that Stratford District Council is working to make the area safer, up one percentage point from the previous survey. 8% did not at all agree with the statement which is the same as 2012’s survey.
67% of residents tend to agree a great deal or to some extent that Stratford District Council is working to make the area cleaner and greener, representing a fall of one percentage point on 2012, and its lowest level across all four surveys. Those not agreeing at all was at its highest at 8%.
64% of those surveyed did not at all agree/not very much agree that Stratford District Council involved residents when making decisions; this is up 3 percentage points from the previous survey. 65% of respondents did not at all agree or not very much agree that Stratford District Council acts on the concerns of local residents, up 2 percentage points from the previous survey, and at its highest level not of all four surveys.
73% of those surveyed did not feel very well informed or not well informed at all about how they can get involved in decision making. This represents an increase of 7 percentage points from the 66% who felt the same way in 2012.
14% of those surveyed stated that they give unpaid help to group(s), club(s) or organisation(s) at least once a week, representing a 5 percentage point decrease from the 19% who did likewise in 2012. 51% of respondents claimed not to have given any unpaid help at all over the last 12 months.
Asked how safe or unsafe they felt after dark in their local area, 70% of respondents said they felt either fairly or very safe, representing a 2 percentage point drop from the 72% recorded in 2012. During the day in their local area, 95% of residents felt safe.
Residents feel the biggest problems are “rubbish or litter lying around” (22%), “groups hanging around the streets” (19%) and “people using or dealing drugs” (19%).
Three-quarters of those surveyed had not experienced any incidents of anti-social behaviour in their local area in the past twelve months. 17% had experienced something but not reported it and 8% experienced it and had reported it to the Police or SDC.
Asked whether they had contacted SDC with a complaint or complaints in the last 12 months, 11% of respondents confirmed that they had, this was the same as 2012.
Seven in ten (71%) of residents confirmed that they found it fairly or very easy to access SDC services in the last 12 months, this has increased by 2 percentage points on 2012. 5% stated they found it fairly or very difficult, showing no difference from the 2012 survey. 3.6 Other ways of understanding the community that the Council employs includes parish plans, and crime and health data analysis. These data sources have influenced the Council’s and partnership plans. In the last twelve months, consultation exercises have taken place on areas such as Shopmobility, universal credit and housing. The Council, to promote consultation exercises, use social media, like Twitter and Facebook to reach different parts of the community. Achievements/Key Events during 2014/15 4.1 During the last year the Council has consolidated its financial position. Due to savings already identified in previous years this year’s budget approved in February did not require any further savings initiatives. The Budget included key areas of growth in areas such as the development of the Core Strategy and support for troubled families. 4.2 The Medium Term Financial Plan identifies further reductions in government grant in each of the next five years. In November this year the Spending Review 2015 is expected to be announced. This Review will indicate the level of reductions at government departmental level from which the likely impact upon the Council in core financing can be estimated. That said, the Council is benefiting from income through government incentives such as the New Homes Bonus and the retention of Business Rates to support the overall financial position. In relation to the New Homes Bonus as highlighted within the budget report, there does remain a threat to this source of financing following a challenge from county councils nationally arguing for a bigger slice of this income. 4.3 The Council has continued to deliver savings in order to balance the budget. Savings are being achieved through embracing new ways of working, better procurement and working in shared services with our partner authorities. Council Tax was frozen for 2015/16 and there has not been an increase in Council Tax since February 2010. 4.4 The Council is responsible for ensuring that its business is conducted in accordance with the law and proper standards, that public money is safeguarded and properly accounted for, and used economically, efficiently and effectively. 4.5 The Council also has a duty under the Local Government Act 1999 to make arrangements to secure continuous improvements in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness. 4.6 The Annual Government Statement identifies the framework that comprises the systems, processes, culture and values, by which the Council is directed and controlled and its activities through which it accounts to, engages with and leads the community. It enables the Council to monitor the achievement of its strategic priorities and to consider whether those priorities have led to the delivery of appropriate, cost-effective services. 4.7 This is the first year of the new Council’s current Corporate Strategy. The Council should be rightly proud of the achievements of the previous strategy, and now is concentrating on the actions agreed in February to ensure the delivery of the new key objectives. 4.8 The Council’s medium term financial strategy (MTFS) and the Corporate Strategy have been reviewed in accordance with the finance available over the period of the MTFS. The Council is predicted to retain a level of reserves in excess of £2million minimum requirement for each of the next five financial years. 4.9 The roles and responsibilities of the executive, non-executive, scrutiny and officer functions, along with the delegations from Cabinet and the Council are set out in the Constitution. In addition, there are member role profiles and an officer/member protocol that sets out the respective responsibilities and relationships of officers and members. The Constitution is kept under regular review, overseen by the Audit and Standards Committee and the document is fully reviewed every three years. In May, Council approved a revised Constitution and will continue to review this to ensure that it remains effective. 4.10 A risk management framework has been established and reviewed in the last year; the County Council has supported this. The provision of such advice is now built into the service level agreement for audit services. Operational risks form part of the service plans and high level risks are identified in the strategic risk register which is periodically reviewed by the Management Team. 4.11 The Council has received a number of accolades in 2014/15, showing it to be a high-performing Council. Achievements include the following: Quest - SDC’s current rating is ‘Good’ Federation of Small Business Award British standards award for the management and operation of CCTV Fairtrade status for Stratford Town One of the top ten performing councils in the country for recycling/composting rate Retained Disability Standard of Two Ticks Surveillance camera commissioner certificate of compliance for the surveillance camera code of practice. 4.12 Other notable things achieved included:
District Councils CCTV operator honoured for tracking an escaped prisoner in Alcester Lifesaving equipment in place at District Council Offices New UBUS scheme Refuge launch new safe house for women and children fleeing domestic violence in Stratford-upon-Avon Implementation of new electoral registration system – IER Funding secured for state of the art business centre in Stratford-upon-Avon National Play Day Stratford Leisure & Visitor Centre Refurbishment begins New solar powered bins on the Bancroft European and local elections May 2014 – SDC highest turnout in West Midlands 40.01% Announcement of £30 million redevelopment project for Stratford Town Square SDC/Cherwell/South Northamptonshire awarded £1,675,000 Transformation Award Implementation of shared services for ICT, Legal and Parking.
5 Key Issues and Targets – 2011/15 5.1 The previous Strategy ended in March 2015 and the following results are for the key targets for the Council as set out in that Corporate Strategy for 2011-2015: 5.1.1 Aim 1 – Addressing Local Housing need – through more housing being available at a price people can afford; and
residents feeling they have more influence over the development that takes place in their area.
Progress 2014/15:
Number of affordable homes delivered (gross) – 215 (target 150) - achieved
Number of empty properties put back into use – 32 (target 25) - achieved
Net average cost of bringing empty homes back into use - £416.22 (N/A)
Income generated by new homes bonus as a result of empty properties being brought back into use - £4,461,960 (N/A)
5.1.2 Aim 2 – A District where Business and Enterprise can flourish - through an increased proportion of residents are able to find work in the district; and
increased economic vitality across the District
Progress 2014/15:
Planning Core Strategy delivered to timetable – not achieved
Business Enterprise: Achievement of Year 2 actions from Business Enterprise delivery plan - achieved
Actions under the responsibility of SDC have been Tourism: Achievement of Year 2 actions from Tourism Strategy delivery plan – achieved The Destination Management Plan (DMP) has been finalised and is in the process of being formalised, sub groups have been established to address the seven priority areas identified in the DMP. Percentage of ‘major’ planning applications determined within 13 weeks: 82.7% (national target 60%) - achieved Percentage of ‘minor’ planning applications determined within 8 weeks: 72.7% (national target 65%) - achieved
Percentage of ‘other’ planning applications determined within 8 weeks: 77.3% (national target 80%) – not achieved 5.1.3 Aim 3 – Improving access to services – through an increase in the percentage of residents who find it easy to access local services;
an increase in the number of vulnerable residents who are supported to live independently in their own homes; and
an increase in the proportion of people who feel they can influence decisions in their local area.
Progress 2014/15:
Increase access by installing access points across the District – not achieved. The upgrade work to the CATs is almost complete and three new sites – Wellesbourne, Kineton and Long Compton will be delivered in 2015/16. This indicator was not achieved due to issues with third party webcam provider. Work has been done to implement a new approach to video which is more stable and has been rolled to existing CATs. Customer switchboard 80% within 15 seconds – 83.1% (target 80%) - achieved Customer access points 100% within 45 seconds – 100% (target 100%) - achieved Personal visitors seen within 10 minutes – Result not available. The Council no longer uses the system that recorded and calculated the wait times. A new electronic system is being developed (N/A). 5.1.4 Aim 4 – Minimising the impacts of climate change – through a reduction in the Council’s carbon footprint;
a reduction in the District’s carbon footprint; and
a reduction in the risk of flooding.
Progress 2014/15:
Reduction in Council’s carbon footprint – 3,992 TCO2e (target less than 4,266 TCO2e per annum) - achieved Percentage of household waste sent to reuse, recycling and composting – 59.7% (target more than 61%) - not achieved.
Target missed however score has improved from previous year (59.4%). Recycling rate has stagnated across the UK. WCC are investing resource and budget into diverting food waste from the grey to green bin in 2015/16. SDC will continue to deliver targeted promotions to increase recycling/composting rates. New Springboard system (to be implemented in august 2015) will provide more sophisticated analysis on participation / set-out rates. Residual household waste per household (kg’s) – 398kg’s (target less than 385kg’s) - not achieved.
Target missed and reduction in performance from previous year (389kg). This again, is a national trend. See comments above in respect of initiatives to address this.
Overall, there are 13 Strategic Indicators reported on, of which eight were achieved (62%) and five not achieved. 5.2 As reported earlier one of the major challenges for the Council is its long term financial sustainability when faced with reductions in Government support. The Council is currently a member of the Coventry and Warwickshire Business Rate Pool which should provide additional financial resilience to the Council. The Council has retained the existing Council Tax Reduction Scheme, however, will be reviewing this position during the budget for 2016/17. 5.3 It is inevitable during the next few years further reductions in costs will need to be delivered. The Council will continue to work with our partners in exploring opportunities for shared services, along with exploring alternative service delivery models. 5.4 The Council’s hopes of adopting its key planning document, the Core Strategy, in Spring 2015 were not realised. The strategy remains under examination by the independent Inspector, who issued his interim conclusions in March 2015. These interim conclusions indicated that in its submitted plan the Council had made a realistic assessment of the potential long term economic prospects for the District, but that the level of housing growth proposed was insufficient to accommodate those who could be expected to occupy the new jobs created. The Council’s reassessment of the housing requirement needed to provide a balance with economic growth indicates a need for 14,480 new homes over the plan period (2011-2031), an average of 724 homes per year. This is a considerable increase on the figure of 11,320 considered by the initial examination hearings. Additional strategic sites at Long Marston Airfield, Stratford-upon-Avon and Southam have been proposed. The examination is now expected to conclude by Spring 2016. The Council therefore hopes to adopt the strategy by around June 2016. 5.5 With reducing budgets, priorities will have to be decided and the Council will have to remain resolute about those, targeting areas of highest need. The actions are set out within the overall Council Plan and agreed high-level actions. 5.6 There will be continued support and development of the Council’s overview and scrutiny function and this will be maintained through training and development and by focusing the work of the Committees on areas which will assist the Council in achieving its overall objectives. 5.7 The Council will continue to work closely with the District’s communities, enhancing their engagement and opportunities for involvement in Council decision-making. The Council’s Community Engagement Plan has been updated and covers the period 2015-19. 6 Corporate Strategy 2015/2019 6.1 The development of the Corporate Strategy 2015-2019 was crucial to ensure that the Council remained focused on its key priorities. Following extensive discussions between the Cabinet and the Management Team the draft Corporate Strategy was proposed this time last year. 6.2 Following a period of consultation with the public, businesses and members of the Council the Corporate Strategy along with the action plan for its implementation in the first year was approved by Council in February. The overall vision for the Council has been confirmed as: “ Stratford-on-Avon District will be recognised as a place of opportunity and economic prosperity in order to provide a better quality of life for all who live, work and visit” 6.3.1 The three key objectives being: Key Objective 1 – A flourishing local economy The Council will work with partners and local businesses to create jobs through business retention, growth and new inward investment from the UK and abroad. The Council will encourage local businesses to remain and grow and welcomes new business investment The Council will continue to assist in delivering an increase in economic prosperity in helping to create jobs for residents, and supporting businesses to grow and expand. Priorities
To positively embrace the Local Enterprise Partnership to influence its plans, priorities and impact upon our District. Maximise the use of National funding opportunities such as the City Deal and Regional Growth Fund to boost business opportunities in our area; Work with our partners to ensure that new development provides the necessary schools and transport infrastructure for local residents, especially the working population. To encourage new small businesses throughout the district through focussed initiatives such as the provision of business incubation units. Maximise the benefit of the local tourism industry including support for the local Destination Management Organisation, Shakespeare’s England. To support further development of the Broadband Infrastructure across our district which will assist businesses with the connections they require.
Year 1 Tasks
o Continue to support the LEP through the development of the Strategic Economic Plan o Contribute towards the success of the City Deal Clearing House Initiative o Ongoing work in developing the Community Infrastructure Levy arrangements o Contribute to the development of the County Transport Plan o The delivery of the Business Incubation Unit at Progress House (now Venture House) o Undertake a review of evidence to inform potential new locations for future years o Funding for 2015/16 included within budget proposals o Commission the Economic Impact Assessment and the Destination Management Plan for SDC area o Work with our partners to identify gaps in broadband coverage affecting small or rural businesses o Identify proposals with our partners to address any such gaps.
6.3.2 Key Objective 2 – People and their environment The Council will work with partners to protect the character of the environment and support activities to improve the health and wellbeing of our local communities. Priorities Facilitate the delivery of housing targets including working with developers to identify suitable land and locations for developments and ensuring 35% affordable housing provision. Maintain quality leisure facilities District wide, with particular emphasis on enhancing facilities in Alcester and completing the refurbishment of Stratford-upon-Avon Leisure & Visitor Centre. Embrace the landscape and environmental protection provided by our Core Strategy when considering new development. Promote Health and Wellbeing including playing an active role in the Warwickshire Health and Wellbeing Board. Ensure the Crime and Disorder reduction strategy actions are delivered. Minimise the amount of waste going into landfill. A commitment to provide agreed solutions to remediate sites considered to be detrimental to the character and amenity of the District and its localities. Year 1 Tasks o Adoption of the Canal Quarter Supplementary Planning Document o Support of the delivery of affordable housing o Completion of the Stratford-upon-Avon Leisure & Visitor Centre improvements o Commence refurbishment of Alcester Lifestyles Sports Hall at the Greig Site o Facilitate the lease of the Greig Hall to Alcester Town Council for the use as a Community Hall o Undertake a review in relation to the implementation of the landscape & environmental issues included within the Core Strategy o Undertake the Green Belt review following the adoption of the Core Strategy o Development of design guides required to implement the Core Strategy o Continue to participate in the Warwickshire Health and Wellbeing Board o Securing funding for the Disabled Facilities Grants from the Better Care Fund (BCF) o Implement appropriate actions identified by the OSC and approved by Cabinet in terms of being a Dementia Friendly organisation. o Development of a District Health and Wellbeing Strategy, supporting the overall County Strategy o Continue to review opportunities for funding such as the Rural Crime Initiative o Review funding options in relation to the CCTV function o Support Warwickshire Waste Partnership initiatives relating to waste minimisation and recycling o Examine the potential for a solution to improve the Co-op site in Studley. 6.3.3 Key Objective 3 – Responsible community leadership The Council will support our communities and the diversity of local interests within them. When opportunities arise, we shall embrace innovative solutions to provide the best results for residents and the Council. Priorities Seek opportunities to work with our partners to achieve benefits for our residents. Expand our programme of sharing services with other councils. Ensuring that we manage our assets to meet the needs of our communities and services and where appropriate delivering commercial returns. Supporting vulnerable people especially those becoming homeless, those adjusting to benefit changes and those needing supported accommodation. Work with our partners to improve the District’s infrastructure including broadband, transportation, education, utilities and emergency services. Identify opportunities to improve access to local services, especially for those in remote communities. Speak up for residents locally and nationally so that local communities are in a better position to help themselves. Year 1 Tasks o Continue to develop individual business cases in relation to shared service opportunities o Develop the final business case on future direction for Shared Services o Harmonisation of Financial Management System (Phase 1) o Preparation and implementation of harmonised Land and Property project o Examine opportunities for the development of an Economic Prosperity Board or a Combined Authority o Review the current Asset Management Plan o Identify opportunities to fund Capital Programme o Development of a draft strategy to set out a programme for improving services for homeless people and rough sleepers and aim to ensure that improved outcomes are available to the least privileged households o Identification of a programme for the development of infrastructure needs for the District o Implementation of the Community Infrastructure Levy (CIL), including the methodology for resource allocation o Consideration of Phase II of the BDUK project o Roll out 3 additional Customer Access Terminals across the District o Undertake a review of the UBUS community transport project o Continue to represent the Council at the Local Government Association and the District Council's Network o Participation with partner organisation activities in line with annual review. 6.4 The action plan approved alongside the Corporate Strategy will be monitored by the Cabinet, and proposals for year 2 actions will be considered with the budget for 2016/17. 7 Options available to the Council 7.1 To debate the analysis of the past events and comment on the future proposals. 8 Evidence Base 8.1 The evidence base is formulated from surveys undertaken in the past twelve months, plus insight from various sources. The evidence base for this can be found in Appendix 2. 9 Members’ Comments 9.1 The comments of the Leader of the Council are contained in this report. 10 Implications of the Proposal 10.1 Legal/Human Rights Implications 10.1.1 There are no direct implications arising from this report. 10.2 Financial 10.2.1 There are no direct implications arising from this report. 10.3 Environmental 10.3.1 There are no direct implications arising from this report. 10.4 Corporate Strategy 10.4.1 There are no direct implications arising from this report. 10.5 Analysis of the effects on Equality 10.5.1 There are no direct implications arising from this report. 11 Risk Assessment 11.1 The evidence provided in this report, either through customer insight or public opinion, must be taken into account in the decision making processes when setting the budget and formulating strategy/policies. 12 Conclusion 12.1 The report outlines the past year’s actions and future proposals for 2015/16. Councillor C Saint LEADER OF THE COUNCIL
APPENDIX 1: FEEDBACK FROM ON-LINE STATE OF DISTRICT CONSULTATION 2 responses were received Best things about living in Stratford District Safe town to live in. Good schools. Access to countryside. Access to motorway network. What improvements you would like to see in Stratford District Traffic problems and questions need to be asked not just by traffic but general issues. There seems to be a lot of wasted money. It is clear things get done eventually but certainly not correct first time round. There seems to be a lot of trial and error and re-inventing the wheel. It is clear people are now not interested with the local Council as hitting your head against a brick wall is not what makes people happy. A time will come when enough is enough and there will be drastic change. We know there are austerity measures and staff cuts but that is right through the country. Stratford is being kept alive by the tourists. and allowed to miss manage resources, Other Councils are more apt in their skills, if other larger Councils were to follow Stratford Model there would be dire problems/ Get a grip and less spin more substance. New river crossing linking to relief roads well away from the town, not feeding e.g. onto Evesham Road where they will add to and not relieve congestion. Robust opposition to developers who want to build 100 house plus estates not compatible with a town of this size. We have to build, but plenty of scope for smaller developments that will do less harm to the character but are not as profitable for developers. Parking cost concessions for Stratford Town residents. WCC want to charge for parking on the Greenway so it is compatible with other designated country parks. I'm all for compatibility so Stratford residents should have to pay the same as Henley and Shipston residents to park. More effort to ensure adequate social housing and affordable homes in Stratford. Support rather than hounding for street sleeping homeless and street drinkers to help them access support services.
APPENDIX 2: THE EVIDENCE BASE SOURCES FOR THE DATA IN THE REPORT
Quality of Life in Warwickshire 2014/2015 Report – Warwickshire Observatory http://www.warwickshireobservatory.org/quality-of-life-in- warwickshire-201415/
The Office for National Statistics nomis (official labour market statistics) Labour Market Profile Stratford-on-Avon http://www.nomisweb.co.uk/reports/lmp/la/1946157184/report.aspx
Inter Departmental Business Register 2014, the ONS Business Register & Employment Survey 2013 and the ONS Annual Population Survey 2014 http://www.ons.gov.uk/ons/rel/bus-register/business-register- employment-survey/2013-provisional/index.html
Health Profile 2015 of Stratford-on-Avon - Public Health England http://www.apho.org.uk/resource/view.aspx? QN=HP_RESULTS&GEOGRAPHY=44
Stratford-on-Avon District Council Residents’ Survey 2014 https://www.stratford.gov.uk/council/residents-survey.cfm