Cabinet Meeting
Grand Jury Room, Town Hall, High Street, Colchester, CO1 1PJ Wednesday, 05 September 2018 at 18:00
The Cabinet deals with the implementation of all Council services, putting into effect the policies agreed by Full Council and making recommendations to Full Council on policy issues and the budget.
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Information for Members of the Public Access to information and meetings You have the right to attend all meetings of the Council, its Committees and Cabinet. You also have the right to see the agenda (the list of items to be discussed at a meeting), which is usually published five working days before the meeting, and minutes once they are published. Dates of the meetings are available here: https://colchester.cmis.uk.com/colchester/MeetingCalendar.aspx. Most meetings take place in public. This only changes when certain issues, for instance, commercially sensitive information or details concerning an individual are considered. At this point you will be told whether there are any issues to be discussed in private, if so, you will be asked to leave the meeting. Have Your Say! The Council welcomes contributions and representations from members of the public at most public meetings. If you would like to speak at a meeting and need to find out more, please refer to the Have Your Say! arrangements here: https://colchester.cmis.uk.com/colchester/HaveYourSay.aspx. Audio Recording, Mobile phones and other devices The Council audio records public meetings for live broadcast over the internet and the recordings are available to listen to afterwards on the Council’s website. Audio recording, photography and filming of meetings by members of the public is also welcomed. Phones, tablets, laptops, cameras and other devices can be used at all meetings of the Council so long as this doesn’t cause a disturbance. It is not permitted to use voice or camera flash functions and devices must be set to silent. Councillors can use devices to receive messages, to access meeting papers and information via the internet. Looking at or posting on social media by Committee members is at the discretion of the Chairman / Mayor who may choose to require all devices to be switched off at any time. Access There is wheelchair access to the Town Hall from St Runwald Street. There is an induction loop in all the meeting rooms. If you need help with reading or understanding this document please take it to the Library and Community Hub, Colchester Central Library, using the contact details below and we will try to provide a reading service, translation or other formats you may need. Facilities Toilets with lift access, if required, are on each floor of the Town Hall. A water dispenser is available on the first floor. Evacuation Procedures Evacuate the building using the nearest available exit. Make your way to the assembly area in the car park in St Runwald Street behind the Town Hall. Do not re-enter the building until the Town Hall staff advise you that it is safe to do so.
Library and Community Hub, Colchester Central Library, 21 Trinity Square, Colchester, CO1 1JB telephone (01206) 282222 or textphone 18001 followed by the full number you wish to call e-mail: [email protected] www.colchester.gov.uk Page 2 of 110
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COLCHESTER BOROUGH COUNCIL Cabinet Wednesday, 05 September 2018 at 18:00
The Cabinet Members are:
Leader and Chairman Councillor Mark Cory (Liberal Democrats) Councillor Nick Barlow (Liberal Democrats) Councillor Tina Bourne (Labour) Councillor Martin Goss (Liberal Democrats) Councillor David King (Liberal Democrats) Councillor Mike Lilley (Labour) Councillor Beverley Oxford (The Highwoods Group) Councillor Tim Young (Labour)
AGENDA THE LIST OF ITEMS TO BE DISCUSSED AT THE MEETING (Part A - open to the public)
Please note that Agenda items 1 to 5 are normally dealt with briefly.
1 Welcome and Announcements The Chairman will welcome members of the public and Councillors and remind everyone to use microphones at all times when they are speaking. The Chairman will also explain action in the event of an emergency, mobile phones switched to silent, audio-recording of the meeting. Councillors who are members of the committee will introduce themselves.
2 Urgent Items The Chairman will announce if there is any item not on the published agenda which will be considered because it is urgent and will explain the reason for the urgency.
3 Declarations of Interest Councillors will be asked to say if there are any items on the agenda about which they have a disclosable pecuniary interest which would prevent them from participating in any discussion of the item or participating in any vote upon the item, or any other pecuniary interest or non-pecuniary interest.
4 Minutes of Previous Meeting
Page 4 of 110 Cabinet will be invited to confirm that the minutes are a correct record of the meeting held on 11 July 2018.
11-07-18 9 - 18
5 Have Your Say! The Chairman will invite members of the public to indicate if they wish to speak or present a petition on any item included on the agenda or any other matter relating to the terms of reference of the meeting. Please indicate your wish to speak at this point if your name has not been noted by Council staff.
6 Decisions Reviewed by the Scrutiny Panel The Councillors will consider the outcome of a review of a decision by the Scrutiny Panel under the call-in procedure. At the time of the publication of this agenda, there were none.
7 Housing and Communities
7(i) Environment and Communities Futures Business Case 19 - 44 Cabinet will be invited to consider the proposed service changes and financial savings following a review of the services that make up Environment and Communities.
8 Commercial Services
8(i) Appointment of Professional Services Team for Colchester 45 - 50 Northern Gateway South Cabinet is invited consider a report on the appointment of the Professional Services Team for Colchester Northern Gateway South. The Professional services team will work up the detail of the scheme and seek the necessary planning permissions for Northern Gateway South. Northern Gateway South is a proposal for a mixed use development including residential and commercial development, together with community facilities.
9 Strategy / Resources
9(i) 2019-2020 Budget Update 51 - 58 Cabinet will be invited to consider an update of the current year’s budget and latest forecast for the budget forecast for 2019-20. This is the second budget report in respect of 2019-20 and sets out a
Page 5 of 110 number of decisions that will help inform the final budget proposals to be made at the next Cabinet meeting.
10 Resources
10(i) Year End 2017-2018 Performance Report including progress on 59 - 94 Strategic Plan Action Plan Cabinet is invited to consider the performance report for the 2017 – 2018 year end. This includes progress of our performance measures and an update on the Strategic Plan Action Plan along with proposed 2018 - 2019 performance indicators.
10(ii) Dying to Work Charter 95 - 98 The Trades Union Congress has developed a voluntary charter for employers to sign up to. Signing the Charter would commit Colchester Borough Council to support, protect and guide employees throughout their employment following a terminal diagnosis. Cabinet will be invited to consider the Council’s current practice and next steps towards signing up to and adopting the principles contained within the Charter.
11 Customers
11(i) Local Government and Social Care Ombudsman Annual 99 - 106 Review Letter 2017-2018 The Local Government and Social Care Ombudsman produces an annual report on the number of complaints it has received regarding each local authority. This report provides details of Colchester Borough Council’s Annual Review Letter for 2017/2018.
12 General
12(i) Policy and Public Initiatives Work Programme 107 - Cabinet will consider a recommendation from the Policy and Public 108 Initiatives Panel that a report on unitary authorities be included in the Panel's work programme.
12(ii) Progress of Responses to the Public 109 - Cabinet will be invited to note the progress of responses to 110 members of the public.
13 Exclusion of the Public (Cabinet) In accordance with Section 100A(4) of the Local Government Act 1972 and in accordance with The Local Authorities (Executive
Page 6 of 110 Arrangements) (Meetings and Access to Information) (England) Regulations 2012 to exclude the public, including the press, from the meeting so that any items containing exempt information (for example personal, financial or legal advice), in Part B of this agenda (printed on yellow paper) can be decided. (Exempt information is defined in Section 100I and Schedule 12A of the Local Government Act 1972).
Part B (not open to the public including the press)
14 Commercial Services (Part B)
14(i) Appointment of Professional Services Team for Colchester Northern Gateway South (Part B) Cabinet will consider an appendix to the report at item 8(i) of the agenda containing exempt information.
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CABINET 11 July 2018
Present: - Councillor Cory (Chairman) Councillors Barlow, Bourne, Goss, King, Lilley, B. Oxford and T. Young
Also in attendance: - Councillors Barber, Laws and Willetts
269. Minutes
RESOLVED that the minutes of the meeting held on 6 June 2018 be confirmed as a correct record.
Councillor T. Young (as a Director of North Essex Garden Communities Ltd) and Councillor King (as a substitute member of North Essex Garden Communities Ltd) declared a non-pecuniary interest in the following item pursuant to the provisions of Meetings General Procedure Rule 7(5).
270. Urgent item – Appointment of Shareholder Representative to North Essex Garden Communities
Councillor Cory announced that he had agreed that Cabinet should consider an urgent item on the appointment of the Council’s shareholder representative to North Essex Garden Communities Ltd (NEGC). The urgency arose from the need to appoint a representative who could attend and vote on the Council’s behalf at the general meeting of the North Essex Garden Communities Ltd to be held on 16 July 2018 and any adjournment of that meeting.
The Assistant Director, Policy and Corporate, submitted a report which had been considered by each member.
RESOLVED that authority be delegated to the Chief Executive of the Council to act as the Council’s shareholder representative at the general meeting of the North Essex Garden Communities Limited to be held on the 16th July 2018 or any adjournment of that meeting and to cast the Council’s vote and/or to sign any short notice of a general meeting on the Council’s behalf.
REASONS
To enable the Council’s shareholder representative to attend and vote at the general meeting of NEGC on the Council’s behalf.
Page 9 of 110 ALTERNATIVE OPTIONS
Not to appoint the Council’s shareholder representative which would mean the Council would not be represented at the general meeting and nor could a vote be cast on the Council’s behalf
271. Have Your Say
Alan Short addressed the Cabinet pursuant to the provisions of Meetings General Procedure Rule 5(1). He offered his congratulations for the Council’s work in promoting the town centre and maintaining its viability. However, he expressed his concern about the proposed St Botolph’s Quarter development. The development was being shoehorned into a small space and the increased traffic would have a detrimental impact on congestion, air quality and parking. It would be impossible to enforce the proposal that the student accommodation be a car-free development. It could also compromise plans to pedestrianise the High Street. It would be preferable for the area to be used in a way which would benefit the local community, such as a market.
Victoria Weaver addressed the Cabinet pursuant to the provisions of Meetings General Procedure Rule 5(1) and explained that this development was indicative of the lack of local accountability. The recent consultation had not been well received and seemed to be a “tick box” exercise. The proposals did not accept community need. Residents needed a more proactive role in planning and local design. If residents were involved at an earlier stage, there would be less opposition to final proposals.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, explained that these were preliminary pre-planning application proposals and were an example of early consultation. It was accepted that visual plans did not do justice to the proposals and better quality plans would be prepared.
Councillor T. Young, Portfolio Holder for Business and Culture, explained that this was a good quality scheme. The units would be reasonably priced and it would be possible to make the student accommodation car free through the imposition of a condition on the planning permission. The consultation had been undertaken by the developer, and they had reported that 80% of those who had had attended were in favour of the scheme. It would be an attractive scheme and would result in a high quality public realm. The developer would be asked to produce more realistic and better quality drawings of the scheme.
Councillor Barlow, Portfolio Holder for Commercial Services, highlighted that there had been a long history of proposals for this area and it had always been envisaged that there would be both residential and cultural facilities. This was a good example of the redevelopment of a brownfield site. It would increase footfall and trade in the town centre. Car use could be limited through design. It was accepted that there were issues in the way the proposals had been presented.
Rosie Pearson addressed the Cabinet pursuant to the provisions of Meetings General Procedure Rule 5(1) about the options presented in the Planning Inspector’s letter on the draft Local Plan. Option 3 was universally agreed as the worst option as it exposed the Council to any higher housing number proposed by central government and to speculative
Page 10 of 110 applications from developers. She considered that Option 2 enabled the Councils to pretend that nothing had changed, and to make some changes and resubmit in a few years time. In the meantime there would be an increased risk of speculative applications as the existing plans became older and progressively more out of date. Option 1 allowed the Council to carry on with the work the Inspector required on Section 1 and move forward on the Section 2 plans, which would provide protection from speculative developments. She had received advice that it did not require the reallocation of the 7,500 homes in the Garden Communities scheme. Concern was also expressed that tax payers money continued to be spent on North Essex Garden Communities Ltd, despite the fact the plans had been found unsound and there was nothing for them to deliver.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, explained that the Local Plan was a non-executive function and these were issues for the Local Plan Committee and Full Council. Nevertheless, he had been advised that it was important that North Essex Garden Communities Ltd carry out some work demonstrating the viability and benefits of the schemes whilst the Council undertook the sustainability appraisal. It was his view that Option 2 gave greater time to work through the changes that were needed. He agreed with her views on Option 3.
Councillor Barber attended and with the consent of the Chairman addressed the Cabinet to request that the Cabinet look into the devolution of parking enforcement to parish councils. He had raised the issue at the Policy Review Panel, who had suggested he look into the issue in more detail. Rural areas received a very different level of service on parking issues that urban areas. Officers had not responded to a request to a meeting.
Councillor Lilley, Portfolio Holder for Planning, Public Safety and Licensing, indicated that he would ask officers to arrange a meeting. The devolution of parking responsibilities was a very complicated process. The North Essex Parking Partnership did try and ensure the rural areas received a good level of service, but Civil Enforcement Officer resources were stretched. He was looking to arrange an all Councillor briefing on the powers of the NEPP and parking initiatives going forward.
Councillor Laws attended and with the consent of the Chairman addressed the Cabinet to thank Cabinet for the proposals in respect of the Heritage and Tourism Task and Finish Group. He was content with the political composition. He believed that its terms of reference would need to be fluid. It should look to prepare a 25 year plan looking towards the 2000 year anniversary of the arrival of the Romans in 2043. He stressed that the Conservative group were willing to work with the administration on the Local Plan. It was accepted that Colchester needed housing, but it needed to be of good quality and built in the right places. He called on the Leader to write to the Inspector clarifying what would happen in terms of the housing allocations if the Council chose Option 1. The increased risk of speculative developments, as was happening in West Bergholt, was very worrying. The Conservative group were willing to chair the Local Plan Committee and work with the administration.
Councillor Cory responded and stressed that he did wish to involve the Conservative group on these issues. He would take advice from officers on the issue of writing to the Inspector.
Page 11 of 110 272. Strategic Plan Spending Priorities
The Chief Operating Officer submitted a report a copy of which had been circulated to each Member.
Nick Chilvers addressed the Cabinet pursuant to the provisions of Meetings General Procedure Rule 5(1). He stressed the importance of engagement and consultation on highways issues and schemes before plans were too advanced. Transport officers should be involved with discussions with developers at an early stage to ensure issues such as traffic flow, air quality and public transport were taken in consideration as plans developed. Relations between the Council and Essex County Council needed to improve to ensure better collaboration.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, and Councillor Goss, Portfolio Holder for Waste, Sustainability and Transportation, responded and explained that this was the rationale behind the proposals for Transport for Colchester. The Council was seeking to improve the relationship with Essex County Council on highways and transport issues and would be meeting with Councillor Bentley shortly.
Councillor Barber attended and with the consent of the Chairman addressed the Cabinet. The proposals in the report were broadly welcomed, but more detail was needed. In respect of the transport for Colchester proposals, how was it proposed that the funding would be spent and what was the timescale for delivery? Would it be used to support Local Highway Panel schemes? It was hoped that the funding allocated for feasibility and consultation was a maximum. A better approach might be to take over specific defined responsibilities, such as the maintenance of street furniture.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, Councillor Goss, Portfolio Holder for Waste, Sustainability and Transportation, and Councillor King, Portfolio Holder for Resources, responded and stressed that the details were yet to be agreed. The issues involved were complex and could involve the transfer of staff and funding for specific responsibilities. It would take some time to negotiate these issues. This report was setting out the general principles and direction of travel and further detail would follow in due course.
Councillor Willetts attended and with the consent of the Chairman addressed the Cabinet. He believed most of Council would support the proposals in the report, which set out the main issues of concern to Councillors and how these would be addressed. The proposals on homelessness and transport were particularly welcomed, and he hoped the approach on transport would not be urban-centric. The importance of reporting on progress was stressed and it was suggested that a formal progress report be made to Councillors on a monthly basis.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, and Councillor King, Portfolio Holder for Resources, responded and thanked Councillor Willetts for his support. Progress would be monitored closely and consideration would be given to a practical and timely way of reporting progress to councillors.
RESOLVED that:-
Page 12 of 110 (a) The eight priority themes be agreed.
(b) £1.95million be allocated across 2 years as set out in the Financial Implications of the Chief Operating Officer’s report to enable additional work.
REASONS
These priorities reflect those set out in the Strategic Plan and the allocation of resources will enable them to be moved forward more quickly.
ALTERNATIVE OPTIONS
A different set of actions could be agreed however it is felt that these are of the highest importance
No additional actions could be instigated however there is a significant amount of one-off money available that should be put to use for the benefit of Colchester.
273. 2019/20 Budget Strategy, Medium Term Financial Forecast and Budget Timetable
The Assistant Director, Policy and Corporate, submitted a report a copy of which had been circulated to each Member.
Councillor King, Portfolio Holder for Resources, introduced the report and highlighted the following key issues:-
There was a forecast underspend of 79K in the 2017-18 municipal year, which was indicative of effective budget control mechanisms. The reductions in Revenue Support Grant and New Homes Bonus funding, which increased pressure on services and staff. The impact of this reduction in funding was being addressed through a programme of service reviews, There was a forecast budget gap of £1 million. He was confident that this would be closed and options to address this were being considered. The Medium Term Financial Forecast showed a further gap of £1 million and he was confident this would be closed. It was necessary to increase the funding in the Housing Investment Programme to purchase former council homes to £2.2 million
RESOLVED that:-
(a) The pre-audit outturn position for the financial year 2017/18 be noted.
(b) The budget forecast, approach and timetable for the preparation of the 2019/20 budget be noted.
(c) The updated position in respect of balances and changes made to allocations be noted.
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(d) The updated Medium Term Financial Forecast as set out at Appendix B of the Assistant Director’s report be noted.
(e) The change to the Housing Investment Programme as set out at paragraph.8.2. of the Assistant Director’s report be agreed.
REASONS
The Council is required to approve a financial strategy and timetable in respect of the financial year 2019/20, and a Medium Term Financial Forecast (MTFF) for the two subsequent financial years.
ALTERNATIVE OPTIONS
At this stage in the budget process the main objective is to note the current position and to consider the approach to closing the budget gap. Alternative approaches to the budget strategy could be considered.
274. Request for Delegated Authority to award the contract for the redevelopment of the Mercury Theatre
The Chief Operating Officer submitted a report a copy of which had been circulated to each Member.
RESOLVED that:-
(a) Authority be delegated to the Chief Operating Officer in consultation with the Portfolio Holder for Business and Culture to award the contract for the redevelopment of the Mercury Theatre subject to consideration of funding for the project.
(b) It be noted that as part of the above decision there is an expectation that there is a high degree of confidence that the total funding package will be in place.
(c) The appointment of Colchester Borough Homes under the TECKAL arrangements to carry out RIBA stages 4-7 to completion of the project be continued, in line with their current fee proposal that is within the project budget.
REASONS
The Arts Council England stage two grant of £3.5m has made a significant contribution to the overall cost of the project which is circa £8.5m. This is in addition to the secured funding by Colchester Borough Council of £1m, Essex County Council of £1m and South East Local Enterprise Partnership of £1m. The Mercury Theatre has a fundraising target of almost £2m.
As the funding package is now in place and subject to the conditions of the grants, the project is able to proceed to the construction stage in accordance with the agreed project plan and a key stage in this process is to award the contract for the redevelopment works following a competitive process
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ALTERNATIVE OPTIONS
Not to proceed with the works but this is not being recommended following the successful funding of the project.
275. Delegation for award of contract - Northern Gateway Sports Hub
The Strategic Director, Policy and Place, submitted a report a copy of which had been circulated to each Member.
Councillor Barlow introduced the report and stressed the importance of the Northern Gateway project. Planning permission for the Sports Hub had been granted on 5 July 2018 and it had now been referred to the Secretary of State. In view of the need to begin seeding of the sports pitches before the growing season, it was requested that authority be delegated to the Strategic Director for Policy and Place in consultation with the Portfolio Holder for Commercial Services, to award the tender for the package of works for the grass seeding of the pitches.
RESOLVED that:-
(a) Authority be delegated to the Strategic Director for Policy and Place in consultation with the Portfolio Holder for Commercial Services to approve the appointment of a contractor following an open tender process, providing the cost falls within the estimated budget cost as set out in Appendix A of the Strategic Director’s report, in Part B of the agenda.
(b) The changes to project costs, the funding assumptions and the outline revenue implications as set out in Appendix A of the Strategic Director’s report, in Part B of the agenda, be noted.
REASONS
In order to meet the agreed overall programme in the sports hub project, this package of works which relates to the grass seeding of the pitches is required to come forward in advance of the main build contract. To enable the seeding, this package of works also includes enabling site works, civils and pitch preparation. The pitches must have the maximum number of growing seasons to ensure they are ready for play in Autumn 2019 which means this package of works must be delivered earlier than the main contract.
The Strategic Director’s report also deals with changes in the proposed funding package which members are asked to note at this key stage in the project however a further report on cost and funding will be brought back to Cabinet once the main build contract has been tendered in July .
ALTERNATIVE OPTIONS
Not to give delegated authority to award the contract, however this would jeopardise the project and will mean that the pitches are unlikely to be ready for the new rugby season in
Page 15 of 110 Autumn 2019. Such a delay will impact on the wider programme of housing development on the existing rugby site, the district heat project and the health and wellbeing land deal and place risk on the associated external investment/funding for these projects.
276. Heritage and Tourism and Alternative Methods of Service Delivery Task and Finish Groups
The Assistant Director, Policy and Corporate submitted a report a copy of which had been circulated to each Member.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, stressed the importance of the work the Task and Finish Groups would undertake. Nominations would be sought from the political groups for members. Councillor Bourne, Portfolio Holder for Housing and Communities, stressed the value of using the expertise of members on subjects they were passionate about.
Councillor T. Young indicated that the Labour group nominations for the Task and Finish Groups were as follows:-
Alternative Options for Service Delivery: Councillors Warnes and Liddy; Heritage and Tourism: Councillors Fox and Scordis
RESOLVED that:-
(a) The terms of reference, political composition, and reporting timescales of the Heritage and Tourism Task and Finish Group be as set out at paragraph 5.1 of the Assistant Director’s report.
(b) The terms of reference, political composition, and reporting timescales of the Alternative Methods of Service Delivery Task and Finish Group be as set out at paragraph 5.2 of t Assistant Director’s report.
(c) Cabinet’s preference that the Heritage and Tourism Task and Finish Group be chaired by Councillor Darius Laws and that the Alternative Methods of Service Delivery be chaired by Councillor Martyn Warnes be noted.
REASONS
In order for the Task and Finish Groups to begin work it is necessary for their terms of reference, political composition, and reporting timescales to be agreed. Whilst the appointment of the Chair is for the Task and Finish group to agree at its initial meeting, Cabinet wishes to indicate its preference for the role.
ALTERNATIVE OPTIONS
It would be possible to propose alternative terms of reference or a different political composition. However, it is felt that proposed terms of reference identify the key issues that need to be addressed. In terms of political composition it is important that the Task
Page 16 of 110 and Finish Groups work cross party and the membership therefore incorporates all political groups on the Council.
277. Policy Review Panel Work Programme
Draft minute 4 of the Policy Review Panel meeting of 20 June 2018 was referred to the Cabinet.
Councillor Cory, Leader of the Council and Portfolio Holder for Strategy, stressed the importance of public engagement and involvement with the work of the Panel. He had requested that the Panel be renamed the Policy and Public Initiatives Panel and a report proposing this would be considered by Full Council on 18 July.
RESOLVED that:-
The following items be added to the Policy Review Panel work programme:-
Comparison between Annual and Four Yearly Elections; Air Quality; Pedestrainisation of the High Street.
REASONS
In line with its terms of reference at its meeting on 20 June 2018, the Panel had considered potential items of business for it to consider. It is for Cabinet to consider requests from the Panel in respect of items for its work programme.
ALTERNATIVE OPTIONS
It was open to Cabinet not to agree that the items suggested by the Panel be included in their work programme.
278. Progress of Responses to the Public
The Assistant Director, Policy and Corporate submitted a progress sheet a copy of which had been circulated to each Member.
Councillor Cory indicated that he had discussed the issues raised by Parish Councillor Pauline Bacon abut NHS provision for new residents in Mile End with the North East Essex Clinical Commissioning Group.
RESOLVED that the contents of the Progress Sheet be noted.
REASONS
The progress sheet was a mechanism by which the Cabinet could ensure that public statements and questions were responded to appropriately and promptly.
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ALTERNATIVE OPTIONS
No alternative options were presented to the Cabinet.
The Cabinet resolved under Section 100A(4) of the Local Government Act 1972 and the Local Authorities (Executive Arrangements)(Meetings and Access to Information)(England) Regulations 2012 to exclude the public from the meeting for the following item as it involved the likely disclosure of exempt information as defined in paragraph 3 of Part 1 of Schedule 12A to the Local Government Act 1972.
279. Minutes – Part B
RESOLVED that the not for publication extract from the minutes of the meeting held on 6 June 2018 be approved and adopted.
The Cabinet resolved under Section 100A(4) of the Local Government Act 1972 and the Local Authorities (Executive Arrangements)(Meetings and Access to Information)(England) Regulations 2012 to exclude the public from the meeting for the following item as it involved the likely disclosure of exempt information as defined in paragraph 3 of Part 1 of Schedule 12A to the Local Government Act 1972.
280. Delegation for Award of Contract – Northern Gateway Sports Hub
The Strategic Director, Policy and Place, submitted a not for publication appendix to the report considered at minute 275, a copy of which had been circulated to each Member.
RESOLVED that the contents of Appendix 2 to the Assistant Director’s report be noted
REASONS
As set out in minute 275.
ALTERNATIVE OPTIONS
As set out in minute 275.
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Item Cabinet 7(i) 5 September 2018
Report of Assistant Director Environment Author Richard Block 506825 Title Environment and Communities Futures Business Case Wards All wards affected
1. Executive Summary
1.1 This report outlines proposed service changes and financial savings following a review of the services that make up Environment and Communities.
2. Recommended Decision
2.1 To approve the changes to the organisational structure proposed by the report.
2.2 To approve all other changes and savings proposed by the report including additional income streams.
3. Reason for Recommended Decision
3.1 So services are organised and provided to meet the future needs of Colchester and to ensure the Council Budget Strategy is achieved.
4. Alternative Options
4.1 To not approve the changes proposed by this report.
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5. Background Information
Introduction
5.1 The senior management restructure which came into effect on 1 July 2017 included a clear intention to commence a series of service reviews to be known as “Service Futures”. These aim to drive out inefficiencies, progress further cultural change and take full advantage of our investment in Information Technology and more flexible ways of working.
5.2 A review of several services under the theme of “Environment and Communities” was commenced in January 2018. These services are currently led in different Group Management Teams by the Assistant Director - Communities and Assistant Director – Environment. Numerous links and potential benefits of bringing the services closer together had previously been recognised which is why the areas were reviewed together.
Services Reviewed
5.3 A range of services were in scope for this review and these are shown at appendix 1.
5.4 These services have total gross revenue budgets of £2.38 Million. They are managed by 3 separate group managers. 2 of them report to the Assistant Director for Environment and 1 reports to the Assistant Director for Communities. The current structures of these services are shown at appendix 2.
Findings of Review
5.5 A series of staff workshops were undertaken, and these identified the following key themes/issues:
Theme There is currently duplication and a lack of knowledge across services working to solve similar issues There is not enough coordination and collaboration with other agencies with shared aims A charge could be made for some services that are currently free More intelligent use of data and joint tasking could mean more effective interventions Some services have greater synergies with other parts of the Council Opportunities to bid for external funding were being missed
5.6 Proposed solutions to respond to these themes and to generate budget savings are shown below.
Changes to Organisational Structure
5.7 It is proposed that a new management structure is created shown at appendix 3. This will bring together the services that deal with community safety and the night time economy under the same Group Manager. This will also result in
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overall number of Group Managers being reduced by 1 creating an estimated annual saving of £65,000.
5.8 It is also proposed that these services and those that play a key role in improving health and wellbeing are moved under the leadership of the Assistant Director for Communities. This is because there are many synergies and links across all these services which can be exploited by placing them in the same Group Management Team.
5.9 Zones would be moved under the leadership of the Assistant Director for Environment. No other changes would be made to Zones. This will balance leadership responsibilities across the Assistant Directors and allow better coordination and collaboration between Zones and Waste. The resulting structure will reduce duplication, improve co-ordination and provide greater resilience across the new Group Management Teams.
5.10 It is recognised that Zones also play a key role in community development and enabling. Strong and effective links need to be retained across the resulting services to ensure this is not lost and both Assistant Directors are fully committed to ensuring this happens.
5.11 The new structure will assist with coordination and collaboration with other agencies by bringing both licensing and community safety together which are both key services requiring considerable external collaboration.
Improved targeting and tasking
5.12 It is proposed that a new tasking process is introduced with key staff sharing intelligence and data to effectively tackle issues. This will also involve Zones. Once more effective targeting of resources is developed, further staff savings may be generated although it is not possible to predict the levels at this stage.
Use of IT to free up resource
5.13 Because of the successful introduction of a new IT system in Land Charges, many processes have been removed. From April 2019 one post can be removed from this team contributing a saving of £14,000. This post has deliberately been filled temporarily eliminating the need for a redundancy and the associated costs. The same IT system will also facilitate a reduction in the resource required to complete Food Safety work generating a saving of £15,000 with no associated redundancy costs.
New/Increased Income
5.14 It is proposed to increase income from a range of services shown in the table below:
Service Justification Estimated annual income Re-inspection To ensure businesses pay £15,000 of food for the non-statutory businesses service of an early
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rescoring inspection for their “score on the door” Increased Take on additional £5300 commercial commercial pest control pest control contracts (2 additional contracts contracts per month) to cover a greater proportion of existing staff costs with income. Pavement Regulate tables and chairs £3750 café licensing placed on the highway through a licensing scheme. Licensing To ensure businesses pay £6500 advice for non-statutory advice. Start-up To provide additional £9000 advice to regulatory advice to Food Food Businesses prior to start Businesses up. Total £39,550
5.15 All estimated annual income figures in the above table are minimum amounts and are based on conservative estimates.
6 Equality, Diversity and Human Rights implications
6.1 No service reductions are being proposed which means there are no implications.
7 Strategic Plan References
7.1 The proposed structure will result in services that are far more effective in contributing to delivering the Wellbeing theme of the Strategic Plan 2018-21 for the reasons outlined in this report.
8 Consultation
8.1 A formal consultation process is currently being undertaken with staff affected by these proposals to get their views on them. Staff workshops early on in the review also helped to inform these proposals.
8.2 A number of the services affected work closely in partnership with external stakeholders. These stakeholders will be consulted on the proposals once they have been adapted to take account of feedback from staff and Members.
9 Publicity Considerations
9.1 There are no publicity considerations.
10 Financial Implications
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10.1 Reviews carried out under the Futures Programme make a key contribution to saving identified in the medium-term financial plan. The table below shows the savings that would be generated from this review:
Description Revenue One off saving cost (Annual) New Group £65,000 £27,000 Management Structure Efficiencies £29,000 0 created by IT New or £39,550 0 increased income Total £133,550 £27,000
11 Community Safety, Health and Wellbeing Implications
11.1 The proposed changes and structure will ensure the services that play a key role in delivering Community Safety, Health and Wellbeing are more closely aligned. This will ensure even greater effectiveness in delivering objectives in these areas.
12 Health and Safety Implications
12.1 There are no health and safety implications.
13 Risk Management Implications
13.1 The proposals above will result in reduced overall management capacity but this is mitigated by the new structure creating greater synergies and alignment of services.
13.2 Some financial savings are reliant on the new Arcus IT system being delivered and operational by 2019/20 but this is mitigated through effective programme management of the project.
13.3 There is a risk that the level of new income referred to above is not achieved but estimates are minimum expected levels and based on the views of the Group Managers responsible for the Services.
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Appendix 1
Service Description Budget/FTE’s Community Work on a range of Gross and Net Enabling projects and activities Budget often linked to supporting £471,000 the most vulnerable residents (Warm Homes, FTE Health and Wellbeing, 6.02 Startwell, Older and Younger resident initiatives). Also linked to behaviour change, enabling and managing demand. Administer a range of grants and funding. Community Support and co-ordinate Gross and Net Safety the Community Safety Budget Partnership. Deliver £64,000 initiatives such as Crucial Crew for Younger and FTE Older People; Community 1.65 Days of Action; Domestic Homicide Review Co- ordination. Lion Walk Activity Centre for older Gross Budget Activity people in the town centre £118,700 Centre which provides a range of activities aimed at Net Budget increasing health and well- £67,700 being and reducing social isolation. Also provides FTE meals and snacks 2.54 throughout the day Monday to Friday. Animal Operate a statutory dog Gross Budget Services warden service to collect £64,900 stray dogs & undertake proactive initiatives to Net Budget promote responsible dog £22,700 ownership (microchipping). Provide a FTE pest control service for 2 residential and commercial premises. Environmental Undertake statutory duties Gross Budget Protection under various Acts to deal £346,200 with public health concerns, district Net Budget sanitation, statutory £330,400 nuisance, infectious
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disease, accumulations, FTE filthy & verminous 5.6 premises, waste, water quality, atmospheric pollution, contaminated land, drainage issues and antisocial behaviour. Also deliver a responsive ‘out of hours’ regulatory service to respond to issues such as noise, statutory nuisance, premises licensing and health & safety. Private Sector Review housing Gross Budget Housing conditions, undertake risk £297,400 assessments and take appropriate enforcement Net Budget action. Also undertake £252,600 statutory duty to licence all mandatory Houses in FTE Multiple Occupation. 9 Provide financial assistance through Disabled Facility Grants to support vulnerable people to live independently and stay healthy, warm and safe in their own homes. Public Health Coordinate activity to Gross and Net deliver improved health Budget and wellbeing outcomes £30,500 for Colchester. Support Essex County Council and FTE Colchester Borough 1 Council in delivering their shared public health ambitions including working to embed public health practice and collaboration to reduce health inequalities. Licensing Monitor and enforce the Gross Budget provision of alcohol, £186,100 entertainment, late night refreshment and sex Net Budget entertainment venues, (£267,800) gambling, personal licenses to ensure public FTE safety. Also licence and 3.7 enforce taxi and private hire drivers, riding establishments, pleasure
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boats, animal boarding, dog breeding, tattoo parlours and pet shops. Food Safety Register and regularly Gross Budget and Health inspect food premises and £276,600 and Safety caravan parks. Investigate food complaints, infectious Net Budget diseases, undertake food £256,800 sampling and provide food hygiene courses. FTE Investigate health and 5.4 safety complaints and accidents. Building Administer and enforce Gross Budget Control building regulations by £393,072 working co-operatively with building owners, Net Budget home owners, architects (£1928) and developers to ensure buildings are safe, healthy FTE and efficient to meet the 7 standards set by the regulations. Respond to general building enquiries, notifications of unauthorised works, demolitions, and dangerous structures. Land Charges Maintain an accurate and Gross Budget up to date Local Land £137,300 Charges Register. Provision of statutory land Net Budget and property search (£206,600) service to solicitors, home owners and personal FTE searchers on specific 2.6 parcels of land or properties.
Page 26 of 110 Appendix 2
Assistant Director Communities Lucie Breadman
Community Safety and Initiatives Community Zones Group Manager Manager Museum and Arts Manager Cassandra Clements Mel Rundle Bill Seaman
See Pages 2 - 3 See Page 4 See Pages 5 - 7
Page 27 of 110 Community Zones Group Manager Cassandra Clements
CBH Horticultural Projects Community Operations Bereavement Services Officer Manager Manager Mark Briggs Jay Regan Penny Stynes
Cemetery and Crematorium Technician Paul Codling
Cemetery and Crematorium Technician Matthew Dawson
Cemetery and Crematorium Technician Sean Hughes
Cemetery and Crematorium Technician Leslie Maloy
Bereavement Services Assistant Wendy De Rosa
Administration Officer Susi Long
Book Room Attendant Frieda Johnston
Book Room Attendant Rita Smith
Book Room Attendant Debbie Wells
Casual Book Room Attendant Diane Harrison
Page 28 of 110 Community Operations Manager Jay Regan
Country Parks and Parks and Rec Market and Street Casual Winter Volunteer Zone Manager Zone Manager Manager - Zone 2 Zone Manager Zone Manager Zone Manager Zone Manager Trading Manager Gritting Development Manager Steve Switzer Peter Ferguson Ian Baalham Andrew D. Williams Casey Harrison Tracy Allen Lee Copping Demi Quinn X4 Paul Vickers
Zone Warden Zone Warden Park Ranger Zone Warden Zone Warden Zone Warden Zone Warden Countryside Ranger x5 X5 Brandon Kirk X2 X2 X2 X4 Carla Davis
Senior Zone Senior Zone Senior Zone Senior Zone Senior Zone Senior Zone Operative Operative Park Ranger Operative Operative Operative Operative Countryside Ranger X4 X10 Stephen Lawrence X4 X4 X5 X6 Sonya Lindsell
Casual Zone Parks and Rec Parks and Rec Parks and Rec Operative Hot Wash Operative Park Ranger Officer Officer Officer Countryside Ranger X6 Steve Langley James Smith Stephen Collis Peter Stewart David Carter Richard Moulson
Assistant Park Sweeper Team Ranger Casual A12 Driver Leader Countryside Ranger Kieran Hutchence X4 Richard Simmonds Nicola Payne
Casual A12 Mechanical Sweeper Community Casual Park Ranger Chargehand Driver Gardener Benjamin Thomas x1 x7 Vacant
Assistant Casual A12 Litter Community Zone Tree Officer Picker Gardener Paul Cook X7 Wayne Setford
Tree Initiatives Visitor Centre Officer Officer Kate Khan Kelly Sharp
Visitor Centre Assistant (Seasonal) Jody Padmore
Visitor Centre Assistant (Seasonal) Poro Silva-Diaz
Casual Highwoods Country Park Visitor Experience Surveyor Sophie Lenihan
Page 29 of 110 Community Safety and Initiatives Manager Melanie Rundle
Equalities and Diversity and Community Safeguarding Co- Enabling Team Community Safety ordinator Leader Co-ordinator Andrew Harley Jo Besant Sonia Carr
Community Community Community Safety Enabling Officer Enabling Officer Officer Yovone Cook Fay Mathers Lisa Hobson
Community and Armed Forces Community Development Enabling Officer Officer Community Safety Support Officer Siobhan Mcleod Samantha Goodman Simon Day
Activity Centre Manager - Lion Community Walk Services Assistant Lisa Cannon-Stewart Scott Kincaid
Cook - Lion Walk Nicola Jenkins
Assistant Cook - Lion Walk Shirley Mitchell
Kitchen Assistant Barakat Afariogun
Page 30 of 110 Museum and Arts Manager Bill Seaman
Senior Collections Museums and Learning Project Manager - Museums Joint Services Curator for Development Colchester Manager - Ipswich Team Leader Ipswich Heritage Manager Officer Project Officer Tom Hodgson James Steward Jenny Ruder (Maternity Leave) Damian Etherington Philip Wise Rachel Macfarlane Libby Fox
Senior Duty Senior Duty Finds Liaison Officer Officer Retail Officer Curator Officer Pippa Pickles Saskia Stent Claire Sanders Melanie Hollis Sophie Flynn
Visitor and Cultural Services Senior Exhibitions Business Support Manager Officer Officer Curator Claire Taylor Vacancy Jo Besant Kathryn Riddington
Senior Collections and Learning Curator for Business Support Colchester Officer Curator Glynn Davis Joe Plumstead Emma Roodhouse
Casual Visitor Information Business Support Collections and Assistant Officer Learning Curators Gary Malazarte-Smith Karen Webber Emma Reeve
Casual Visitor Information Collections and Assistant Learning Curators Claire Simmons Sophie Stevens
Casual Museum Visitor Services Conservation Assistant Officer Andrew Swan Robert Entwistle
Collections Information Programme Officer Isobel Keith Page 31 of 110 Museums Manager - Colchester Tom Hodgson
Visitor and Senior Duty Cultural Services Senior Collections and Learning Curator for Officer Manager Project Officer Colchester Pippa Pickles Claire Taylor Libby Fox Glynn Davis
Visitors Collections and Information Learning Duty Officer Assistant Museum Trainee Curators Stephen Bowers Jill Field Mark Barrett Benjamin Paites
Visitor Collections Information Information Duty Officer Assistant Museum Trainee Officer Gemma Kibbles Jack Morgan Michael Sheehy Rory Mcdaid
Museum Assistant Visitors Assistant Services Officer Museum Trainee X7 Karen Grundy Esme Tanner
Assistant Visitors Duty Officer Services Officer Christian Leppich Samuel Leppard
Visitors Information Duty Officer Assistant Alyson Mortiboys Lisa Newton
Museum Visitor Visitors Services Information Assistant Assistant Holly Knowles Laiyee Yau-Strawson
Museum Visitor Services Assistant Visitors Assistant Services Officer Stephen Rutt Josephine Watson
Museum Visitor Services and Retail Assistant Samantha Gray
Museum Visitor Services and Retail Assistant Louise Reeves
Museums Apprentice Sophie Day
Casual Museum Assistant X11
Casual Tour Guide X32
Page 32 of 110 Museums Manager - Ipswich James Steward
Senior Exhibitions Senior Duty Officer Officer Vacancy Saskia Stent
Exhibitions and Display Officer Duty Officer Sarah Broome Elizabeth Bowell
Exhibitions Officer Duty Officer Elizabeth Dodds Stuart Green
Exhibitions and Display Officer Duty Officer Graham Webber Gavin Kent
Duty Officer Carrie Willis
Museum Assistant X14
Casual Museum Assistant X13
Museums Apprentice Marta Zielinska
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Page 34 of 110 Assistant Director Environment Richard Block
Group Manager - Recycling Group Manager - Parking Environmental Health Waste and Fleet Partnership Service Manager Public Protection Manager Richard Walker Rory Doyle Sally Harrington
See Page 2 See Pages 3 & 4 See Page 5 See Page 6
Page 35 of 110 Group Manager - Recycling Waste and Fleet Chris Dowsing
Strategy and Operations Performance Manager Officer Stephanie Christou Jolene Rogers
Duty Manager Duty Manager Duty Manager Rob Doran Mark Paisley Andy Williams
Depot Chargehand Driver - General Paul Watts Christopher Payne
Refuse and Team Leader/ Recycling Driver Operative Yard Staff Driver - General x38 X76 David Baines David Townsend
Yard Staff Driver - General Michael Bloom David Warner
Recycling Yard Staff Operatives David Day Kevin Moss
Recycling Yard Staff Operatives Brian Witchlow Paul Skeet
Page 36 of 110 Group Manager - Parking Partnership Richard Walker
Technical Areas Business Manager Manager Lou Belgrove Trevor Degville
Parking Business Parking Business Technical Technical Team Specialist Specialist Specialist Leader See next page Jake England Danielle Northcott Shane Taylor Claire Havell
Team Leader Team Leader Technical Officers Technical Officers Jason Butcher Emma Day Dawn Bennett Robbie Bennett
Parking Services Parking Services Officer and Case Officer and Case Officer Officer Technical Officers Technical Officers Kevin Bolton Christopher Berwick Robert Brookes Victor Cook
Parking Services Parking Services Officer and Case Officer and Case Officer Officer Technical Officers Technical Officers Denise Canham Katrina Daly Paul Kent Paul Linehan
Parking Services Parking Services Officer and Case Officer and Case Customer Care Casual Car Park Officer Officer Officer Attendant Victoria Neale Georgina Henry Allen Leeder Martin Dean
Parking Services Parking Services Officer and Case Officer and Case Officer Officer Fay Smalls Ryan Milne
Parking Services Parking Services Officer and Case Officer and Case Officer Officer Laura Richards Sam Oldacre
Parking Services Officer and Case Officer Vacant Page 37 of 110 Group Manager - Parking Partnership Richard Walker
Area Manager Area Manager Area Manager Michael Adamson Lisa Hinman Frances Britton
Enforcement Enforcement Enforcement Enforcement Enforcement Manager (East) Specialist Manager (Central) Specialist Manager (West) Paul Seabright Joselli Alliston Rod Tolmie Nick White Dale Ferry
Civil Enforcement Civil Enforcement Civil Enforcement Officer (East) Officer (Central) Officer (West) X15 X13 X15
Page 38 of 110 Environmental Health Service Manager Rory Doyle
Private Sector Housing and Environmental Public Health Animal Services Protection Improvement Co- Manager Manager Elections Manager ordinator Anna Watson Belinda Silkstone Sarah Cheek Emma Regan
Private Sector Environmental Environmental Electoral Services Housing Officer Protection Officer Protection Officer Officer Graham Foot Chris Cornish David Martin Ray Amesbury
Private Sector Environmental Environmental Electoral Services Housing Officer Protection Officer Protection Officer Officer Alison Morland Guy Milham Leigh Newman James Bennett
Private Sector Environmental Contaminated Electoral Services Housing Officer Protection Officer Land Officer Assistant Keith Morland Sam Riley Mary Rickard Debbie Wells
Private Sector Pest and Dog Pest and Dog Casual Electoral Housing Officer Control Officer Control Officer Services Assistant Naomi Ozieli Colin Rand Steve Hudson Harley Addington
Private Sector Casual Stray Dog Casual Stray Dog Casual Electoral Housing Officer Collection Officer Collection Officer Services Assistant Helena Russell Matthew Dawson Peter Ferguson Diane Harrison
Private Sector Casual Stray Dog Casual Stray Dog Casual Elections Housing Officer Collection Officer Collection Officer Canvasser Vincent Whyte Steve Hudson Suzanne Hughes X25
Private Sector Casual Noise Housing Officer Casual Lead Noise Support Torben Wood X8 X10
Health and Housing Project Officer Frances Moor
Grants Caseworker Sophie Radcliffe (Maternity Leave)
Grants Caseworker Stephanie Vella (Maternity Cover)
Grants and Loans Officer Kevin Heath
Page 39 of 110 Public Protection Manager Sally Harrington
Building Control Licensing Food and Land Charges Manager Safety Manager Manager Tony Tarran Jon Ruder Sarah Quy-Haynes
Building Control Environmental Environmental Local Land Charges Surveyor Health Officer Health Officer Officer Katie Dale Stuart Clack Felicity Clarke Judie Hutchinson
Apprentice Local Building Control Environmental Environmental Land Charges Surveyor Health Officer Health Officer Assistant David Gowers Tim Nice Martin Nelson Taylor Cogan
Building Control Environmental Environmental Health and Safety Casual Land Surveyor Health Technician Health Technician Officer Charges Officer Antony Nelson Rebecca Buckles Gary Weaver Alison Chapman Elaine Bruce
Licensing Licensing Enforcement Enforcement Building Control Officer Officer Surveyor Karen Booth Cate Pearsall Tim Nutter
Licensing and Building Control Committee Co- Surveyor ordinator Casual Transcriber Mark Wendon Sarah White Nicola Bennett
Page 40 of 110 Appendix 3
Assistant Director—Environment Assistant Director—Communities Richard Block Lucie Breadman
Waste Parking Zones GMT (inc Communities Museums GMT ENV GMT GMT GMT Market) GMT
Waste Waste Waste Waste Waste Waste GMT GMT GMT GMT GMT GMT
Parking Page 41 of 110
Page 42 of 110 Roles at risk
Assistant Director Externally funded roles
CIMS GMT Role not changing Out of scope PA Role Splitting
GMT Communities GMT Communities Safety and Protection Wellbeing and Prevention CMG 5 / 1 FTE CMG 5 / 1 FTE
Community Env Protection & Licensing & Food Building Control Community Health Healthy Homes Safety Animal Housing Safety Mgr Manager Enabling Manager Co-ordinator Manager Coordinator Services Mgr Enforcement 1xFTE x 0.65FTE 1xFTE 1x FTE 1.0 FTE 1xFTE 1xFTE 1x FTE
Community Lion Walk LDP Funded Technical Community Env Protection Surveyors Grant Officer HEO Enabling Manager Officer 1.0 FTE x 6.0 FTE Officer Safety Officer 5.0 FTE x 1.0 FTE Officers 0.95 FTE x 1.8FTE Assistant 3.6 FTE x 4.1 FTE Grant Caseworker HEO 1.0 FTE Technical H&S Officer x 1.0 FTE x 1.0 FTE Officer X 0.79 FTE Contaminated Lion Walk SCP Officer 1.0 FTE Grant Support Land Enabling Cook HMO Licensing 1.0 FTE Officer Enforcement Officer Assistant 0.68 FTE Officer x 1.0 FTE Officer SCP 1.0 FTE 0.95 FTE x 1.0 FTE X 2 FTE Assistant Lion Walk 0.54 FTE Ass Cook Grant Caseworker HMO Licensing Licensing Animal 0.54FTE Services Covenant x 1.0 FTE Support Officer Officer Equality & Funded x 1.0 FTE x 1 FTE Safeguarding Officer 2.0 FTE Officer Grant Officer 0.68 FTE Food 0.75 FTE x 1.0 FTE EHO x 3.0 FTE Health & Housing Project Officer x 1.5 FTE Food / PH Officer x 1.0 FTE
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Item Cabinet 8(i) 5th September 2018
Report of Assistant Director Policy and Author Dan Gascoyne Corporate 508830 Title Appointment of professional services team for Colchester Northern Gateway South
Wards Mile End, Highwoods, Rural North affected
1. Executive Summary
1.1 The vision for the whole of Northern Gateway is to create a highly sustainable and desirable destination for people to live, work and relax. The Council is already well advanced in procuring the development of the sports and leisure park north of the A12.
1.2 Northern Gateway South, the area of land south of the A12 and south of Axial Way, will see a mixed-use development including residential with a high level of affordable homes; commercial development to support economic growth and a healthcare campus together with community facilities. This will be brought forward with significant public realm and infrastructure in the form of an east west boulevard and access roads as well as a sustainable low carbon heat network served from a local district heat plant.
1.3 In order to bring forward this development it is necessary to work up the detail of the scheme and to obtain the necessary planning permissions. Because of the timing of the individual elements of the scheme and because some elements will be provided by third parties it is proposed to work up a hybrid approach to planning applications which will seek outline permission for the whole site, but also detailed permission for the residential elements and some of the infrastructure.
2. Decision Required
2.1 To agree, subject to the consideration of the specific financial information on Part B of this agenda, to award the professional team appointments as identified in this report in order to deliver the hybrid planning application for Northern Gateway South in line with the budget set aside in the Revolving Investment Fund (RIF).
2.2 To note the package of contributions from sources outside of the RIF to achieving the submission of a hybrid application for the whole site and the risk to the Council should that funding not be secured.
2.3 To appoint Colchester Amphora Trading (CATL) as agents for the Council (CBC) in managing the work to prepare the necessary Outline and Detailed Planning Applications.
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3. Reason for Decision
3.1 The appointment of a professional team will enable the next stage in the delivery of the Northern Gateway South, (land south of Axial Way) which will focus on obtaining a hybrid planning application for the housing land, Healthcare campus, heat network, community facilities and the proposed commercial floorspace as well as the key site infrastructure required.
3.2 The required services were tendered through the Scape framework which is compliant with the Councils procurement procedures and ‘OJEU’.
4. Alternative Options
4.1 Not to appoint the professional services team, however this would mean that the project for Northern Gateway South could not be delivered as specific technical professional services are required to get the scheme to the point of delivery.
5. Supporting Information
5.1 The Council has agreed as a key objective to use funds from the Revolving Investment Fund (RIF) within its Capital programme, to secure significant economic and social opportunities in Northern Gateway. The vision for the whole of Northern Gateway is to create a highly sustainable and desirable destination for people to live, work and relax. Northern Gateway South, (CNG South) the area of land south of Axial Way, will see a mixed-use development including residential with a high level of affordable homes; commercial development to support economic growth and a healthcare campus together with community facilities.
5.2 This will be brought forward with significant public realm and infrastructure in the form of an east west boulevard and access roads as well as a sustainable low carbon heat network served from a local district heat plant. This proposed development will provide a minimum of 450,000ft² of office space generating some 3,800 full time jobs (FTE), a health care facility generating an additional 500 FTE, 300 residential units with 30% affordable and an additional 260 Extra Care accommodation.
5.3 It is proposed that the planning application will be submitted by Colchester Amphora Trading (CATL) as agents for the Council. The application will be a hybrid application and will be delivered in two stages:
Outline for December 2018 Detailed for March 2019
5.4 Timescales are challenging for the delivery of certain components of the Northern Gateway South development, due to funding constraints, linked development milestones and external developers. Due to these timescales it has been agreed with the proposed Healthcare developer; Colchester Amphora Housing Ltd (CAHL) and; Colchester Amphora Energy Ltd (CAEL), that CATL will act as development manager for the purposes of obtaining the necessary consents. CATL will therefore seek planning approval for the following:
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Whole site A set of comprehensive design codes for the wider sites Whole site Site infrastructure Commercial plots Outline Planning consent Residential scheme Detailed Planning consent
Healthcare campus Outline Planning Developer will then gain detailed – consent once contracts exchanged Boulevard and associated Detailed Planning consent infrastructure
5.5 The programme agreed for the professional team to deliver their services is as follow:
Colchester Northern Gateway (South) - Planning Milestones Task Name StartFinish Stage 1 - Design StrategyMon 30/07/18Fri 10/08/18 Stage 2 - Options DevelopmentMon 13/08/18Fri 28/09/1 8 Stage 3 - Concept Master PlanMon 17/09/18Fri 16/11/18 Stage 3 Boulevard Detailed Planning ApplicationMon 0 8/10/18Fri 16/11/18 Stage 4 - Hybrid Planning SubmissionMon 19/11/18 Mon 1 9/11/18 Stage 5 - Residential Detailed Planning Application Mon 22/10/18Fri 15/03/19
5.6 The scope of the work is to support CBC in obtaining a hybrid planning approval for the development site, with: (i) the office outline planning (ii) the boulevard and other community facilities to detailed planning and (iii) residential to detailed planning. Thus, experience in the Commercial and residential design was key to determining the consulting team. Teams of the highest calibre of staff that can think on their feet and provide value add solutions have been selected.
5.7 They all have specific scopes of service to work to ensure that the targets are met. CATL will use their scopes of service to manage performance against the programme. This will be regularly monitored and reported to the CBC as the client.
6. Proposals
6.1 The recommended proposal is to appoint the professional team, as set out in the table in the financial section of this report, to deliver specialist technical services and to appoint CATL to undertake development management services including working on behalf of the other subsidiary companies owned by the Council; CAHL and CAEL this will enable the submission of a hybrid planning application to bring forward a comprehensive masterplan and planning application for Northern Gateway South as set out above.
6.2 Colchester Amphora Homes Ltd board has agreed to appoint CATL to secure planning consent on their behalf.
6.3 To appoint the consultants set out to deliver the required technical professional services. Contracts will be entered into on a staged basis to ensure that work can be delivered in line with the budget
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7. Strategic Plan References
7.1 Growth: Help make sure Colchester is a welcoming place for all residents and visitors
Opportunity: Promote and enhance Colchester borough’s heritage and visitor attractions to increase visitor numbers and to support job creation To Promote initiatives to help residents live healthier lives
Wellbeing: Help residents adopt healthier lifestyles by enabling the provision of excellent leisure facilities and beautiful green spaces, countryside and beaches
8. Consultation
8.1 There will be consultation as the project progresses with key stakeholders and residents and the appropriate point there will be statutory consultation on the formal Planning Applications.
9. Publicity Considerations
9.1 Communications on key milestones will be publicised through the usual media outlets
10. Financial implications
10.1 The cost for bringing forward the master-planning work and evidence to support the hybrid application is estimated at £924k the details of which are set out in Part B of the agenda. Of this sum £164k will be from RIF funds with the rest from other funding sources.
10.2. The list of external members of the professional Services Team in addition to CATL are:
Quantity Surveyor Gleeds Master planner/landscape Leslie Jones/Hyland Edgar architect Driver Infrastructure consultant Cundall Planning economist Pegasus Transport Systra Environmental Impact Cundall Assessment
10.3 Details of their individual appointments are set out in Part B of the agenda.
10.4 Details of the fee payable to CATL for development management are included in Part B of the agenda.
10.5 The Revolving Investment Fund (RIF) allocated funding for the delivery of an outline planning application for CNG South. Since agreeing this allocation there have been the following developments in the project:
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o Cabinet have agreed an in-principle land disposal within the CNG South area of circa 13 acres to a Healthcare provider o External Government funding was secured for some of the costs of the boulevard and the access roads o The Council has set up trading companies that will each deliver different aspects of this complex project o Some elements will now be submitted as a detailed planning application to comply with funding parameters set out by funders o Colchester Amphora Energy Ltd will be delivering a low carbon heat network on site with a substantial government grant towards the project.
10.6 This means that the original financial assumptions have changed and although it is now practical for CBC to act as Master developer for the purposes of delivering the planning application, it will also be securing a planning permission for external parties, including the Council’s own Housing and Energy companies and the cost of each of these elements will now be met by the external developers.
10.7 In addition, the external funding secured by the Council under the government Housing Investment Fund Programme includes an element of design cost and this also reduces the total costs borne by the RIF, although some further archaeological work is required to be carried out as part of this project.
10.8 It should be noted that there is a risk to the Council should the Healthcare contribution not be forthcoming. The contribution is being written into the legal agreement for the land deal which would bind the developer to make this contribution. The Council should be aware that should this money not be forthcoming the Council would have to fund this part of the project or consider reducing the scope of the master plan/planning application. However, should the Council have to go back to re-market the site in the event of the healthcare deal expiring it would be far more attractive to have secured an outline planning consent with all of the necessary technical studies carried out.
10.9 It should also be noted that the boulevard elements of the hybrid application are being funded through the successful Housing Infrastructure Bid. The bid is in the final stages of assessment by Homes England and the Council should be aware that the risk of not receiving the funding should not be overlooked. If this was to be the case the Council would need to fund that part of the project outlined above to achieve a planning application for this significant part of the Northern Gateway. A Further review would then be required to look at how the construction of the boulevard could be brought forward.
11. Equality, Diversity and Human Rights implications
11.1 None identified at this stage
12. Community Safety Implications
12.1 None identified at this stage
13. Health and Safety Implications
13.1 None identified at this stage
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14. Risk Management Implications
14.1 The risks of not implementing the decision outlined in this report are that the work does not start on the complex submission of this planning application, the risk of the application being delayed is that funding from external sources could be jeopardised if timescales are not met and the other key risk is that the move of the rugby club could be delayed and therefore the delivery of the housing development would be delayed. Project management through CATL will be key to ensuring these risks are mitigated.
14.2 Should the healthcare provider not complete the land deal for any reason the Council could be exposed to covering this cost element of submitting an outline application for the whole site. The Heads of Terms are being worked on to ensure there is clear understanding of the arrangements and this will need to be secured in the land deal.
14.3 There are a number of criteria that need to be met to secure the various elements of the Government grants being used on this project. CATL will need to ensure the various criteria are met through their development management processes, which will be kept under review.
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Item Cabinet 9(i) 5 September 2018
Report of Assistant Director – Policy and Author Sean Plummer Corporate 282347 Darren Brown 282891
Title 2019/20 Budget Update Wards Not applicable affected
1. Executive Summary
1.1 This report provides the Cabinet with an update of the current year’s budget and latest forecast for the budget forecast for 2019/20. This is the second budget report in respect of 2019/20 and sets out a number of decisions that will help inform the final budget proposals to be made at the next Cabinet meeting.
1.2 Specifically the report covers:- a brief review of the current in year budget position an update of the latest forecast budget position for 2019/20 showing a revised budget gap of £334k. Sets out a Government consultation paper on the 2019/20 finance settlement including proposed changes in respect of Government funding.
2. Recommended Decision
2.1. Cabinet is requested to: (a) Note the current 2019/20 revenue budget forecast which at this stage shows a budget gap of £334k and the forecast variables and risks. (b) Note the proposed consultation paper and resulting changes in respect of Revenue Support Grant (RSG) and New Homes Bonus (NHB) (c) To agree to delegate to the Section 151 Officer in consultation with the Leader of the Council and Portfolio Holder for Resources the decision to apply to be a pilot for 75% local retention of business rates as set out in section 7. (d) To agree to include the CNG Boulevard scheme in the capital programme to be funded from the HIF grant as set out in section 9
3. Reason for Recommended Decision
3.1. The Council is required to approve a budget strategy and timetable in respect of the year 2019/20. This report relates provides a budget update including issues arising from the Government’s consultation on the 2019/20 settlement.
4. Alternative Options
4.1 There are different options that could be considered and as the budget progresses changes and further proposals will be made and considered by Cabinet and in turn Full Council.
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5. Background Information
5.1. The timetable for the 2019/ 20 budget process (see Appendix A) was agreed at Cabinet on 11 July 2018.
5.2. The 2019/20 budget forecast was presented and agreed at the same meeting and showed a budget gap of £930k.
6 In year Budget Review – 2018/19
6.1. The Governance and Audit Committee reviewed the current year’s budget position on 4 September 2018. This showed a forecast net overspend of £150k.
6.2. This is the first formal review in the year and there remains a number of both positive and negative risks and variables that will affect the overall outturn for the year. As an initial planning assumption it is reasonable to assume that the final outturn is delivered ‘on budget’. However, there remains a risk that balances may be required to achieve this and we will continue to monitor t position during the year.
7. Local Government Finance Settlement and other Government Grants
7.1. The Government has published a technical consultation on the 2019/20 local government finance settlement. The consultation covers: The final year of the four-year settlement offer. Reflecting business rates retention pilots. The new homes bonus in 2019/20 and potential future reform. Council tax referendum principles. Dealing with ‘Negative revenue support grant’ in 2019/20.
The final year of the four-year settlement offer. 7.2. This simply states that the 4th year of the Settlement which we (and 97% of authorities) accepted will remain as set out barring ‘exceptional circumstances’. This therefore has no further impact on our budget forecast.
Business rates retention pilots. 7.3. The Government has launched a prospectus that invites local authorities to submit proposals to pilot 75% business rates retention in 2019-20. The Government has said that they expect bids for the pilot to come from a pool that comprises:- a county council and all of the associated district councils; a group of unitary authorities; or a two-tier area and adjoining unitaries, but it should extend across a functional economic area.
7.4. Last year there was an unsuccessful Essex bid to be a pilot of 100% retention which comprised all authorities except Thurrock. Discussions are taking place at Essex Chief Executive level about any bid to be a pilot and the deadline for expressions of interest is 25th September 2018.
7.5. Work was carried out last year to assess the financial implications of being a pilot and this work is being updated to assess the impact of what is now a 75% retention scheme. This is still expected to show a clear financial gain from being a pilot. However, there
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remain a number of issues to consider such as the agreement as to how any gains are used and shared and risks managed.
7.6. If a bid is made it is required to be signed by Section 151 officers of each council and therefore given the timescales it is proposed to delegate the decision and content of any bid to the Section 151 Officer, in consultation with the Leader of the Council and Portfolio Holder for Resources.
7.7. As part of any bid it will also be necessary to set out a request for pooling arrangements if the pilot bid is not successful. The existing Essex pool has been successful in delivering additional income for the Council and if there was no pilot the intention would be to still continue as a pool.
The New Homes Bonus (NHB) in 2019/20 7.8. From 2017/18 there has been a national baseline of 0.4%. NHB is only paid above this level. In the consultation the Government is saying that “In 2018-19 the baseline remained at 0.4%. Due to the continued upward trend for house building, the Government expects to increase the baseline in 2019-20.”
7.9. There is no indication of how much any increase might be, however, if the baseline was to be set at 0.5% (i.e. an extra 0.1%) it would reduce our grant by c£90k.
Potential future reform of NHB beyond 2020 7.10. 2019/20 represents the final year of funding agreed through the Spending Review 2015. In light of this, it is the Government’s intention to explore “how to incentivise housing growth most effectively, for example by using the Housing Delivery Test results to reward delivery or incentivising plans that meet or exceed local housing need. Government will consult widely on any changes prior to implementation.”
7.11. The Cabinet has agreed to reduce the use of NHB to support the base budget each year and on this basis by 2020/21 there will be £833k being used to support the budget.
Council tax referendum principles. 7.12. This confirms the Government’s intention to continue with the existing referendum principles which means that district councils such as Colchester can increase their Council Tax by the higher of £5 or 3%. There remains no intention to roll out the referendum limit to parishes.
Dealing with ‘Negative revenue support grant’ (RSG) in 2019/20. 7.13. In line with Government’s 4 years Settlement we had been predicting a “negative RSG” payment of £446k (see table below).
4 year settlement Actual Provisional 16/17 17/18 18/19 19/20 £'000 £'000 £'000 £'000 Revenue Support Grant 1,978 920 275 (446) Business Rates Baseline 3,960 4,041 4,162 4,290 Settlement Funding Assessment (SFA) 5,938 4,961 4,437 3,844 Reduction (£'000) (977) (524) (593) (2,094) Reduction (%) (16.5%) (10.6%) (13.4%) (35.3%)
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7.14 The Government has explored a number of possible options for addressing the issue of “Negative RSG” and has formed an initial preference to eliminate the issue via forgone business rate receipts as the alternative options are either unaffordable or fail to resolve the issue. For Colchester this means that our RSG will reduce to nil and there will be no ‘negative RSG’.
7.15. It should still be remembered that 4 year settlement figures assumed a total reduction in funding including the RSG going negative by £446k. As such, any new funding allocation / changes for 2020/21 onwards are likely to reflect in some way this sum. As such it remains prudent to view this as potentially a deferral of the cost pressure.
8 Summary of 2019/20 Budget Forecast
8.1 The 2019/20 budget forecast reported to Cabinet in July showed a forecast gap of £903k. Further savings have been identified in respect of the Environment and Communities review which is subject to a separate item on this agenda. The following table shows that with the addition of this and the expected change to the RSG reported earlier in this report the gap has reduced to £334k.
Original Updated Forecast Forecast 2019/20 2019/20 £'000 £'000 Base Budget 19,695 19,695 One-off items (500) (500) Cost Pressures 1,166 1,166 Savings (516) (666) Change in use of NHB for one off investment (485) (485) Forecast Base Budget 19,360 19,210 Funded By: Revenue Support Grant 446 nil Business Rates Baseline (4,290) (4,290) SFA (3,844) (4,290 Increase in business rates income above baseline (1,100) (1,100) Business Rates Pooling (200) (200) New Homes Bonus (2,758) (2,758) Total Gov't grants & business rates (7,902) (8,348) Council Tax (11,929) (11,929) Net Contribution to Reserves (see para. 8.2) 1,401 1,401 Total Funding (18,430) (18,876) Annual increase 930 334
8.2. As part of the 2017/18 budget it was agreed to make the required pensions deficit contribution in respect of the period 2017/18 to 2019/20 in a one-off payment in 2017/18. We were required to show this full payment in the 2017/18 budget. To facilitate this arrangement and to reflect the equivalent annual costs in the budget required a use of balances / reserves in 2017/18 of £3.2m. It was agreed that this would then be paid back over each of the next two years. As such the use of balances / reserves is only temporary and required to manage the accounting requirements for this transaction.
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8.3. Detailed budget setting work is continuing and further service reviews are under way. The reduction in the gap shows that the Council is moving towards a balanced budget proposal for next year. Savings will still be required to achieve this and there are also a number of risks and variables to consider, however, progress is being made in line with that of previous years.
9. Capital Programme
9.1. A review of the current capital programme has been considered by the Governance and Audit Committee and further updates will be provided to Cabinet later in the year. There is, however, one item to report to Cabinet in relation to the proposed use of the successful Housing Infrastructure Fund (HIF) bid of £5.5m.
Colchester Northern Gateway (CNG) Boulevard 9.2. The vision for the boulevard at CNG south is to deliver a space that can be enjoyed by all and to link the various parts of the northern gateway creating an important pedestrian and vehicular access to the housing and commercial sites as well as providing capacity for the infrastructure for the whole scheme to be housed. Funding for the boulevard was not included within the original budget sum for CNG and therefore external funding to pay for this was sought. The successful bid to the HIF was submitted and this meant that the money has been secured to deliver this important part of the scheme. It is therefore proposed that the CNG South budget be increased by £3.56m to reflect the Northern Gateway Boulevard scheme.
9.3. The remaining part of the grant, £1.94m, is already assumed to be used the CNG sports project.
9.4. The award of funding is in the final stages of assessment and we expect to hear shortly on the timescale for drawing down this funding.
10. Strategic Plan References
10.1. The 2019/20 budget and the Medium Term Financial Forecast will be underpinned by the Strategic Plan priorities and will seek to preserve and shift resources where needed to support these priorities.
11. Financial implications
11.1 As set out in the report.
12. Equality and Diversity Implications
12.1 Consideration will be given to equality and diversity issues in respect of budget changes proposed as part of the budget process. This will be done in line with agreed policies and procedures including production of Equality Impact Assessments where appropriate.
13. Risk Management Implications
13.1 As set out in the report.
14 Consultation
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14.1. The Council is required to consult on its budget proposals. A consultation exercise took place as part of the production of the Strategic Plan agreed by Council in February 2018.
14.2. The budget strategy and timetable aims to ensure that information is available for scrutiny and input from all Members on proposals in the process. The aim is that detailed information will be available prior to the final budget report being submitted to Cabinet and approval by Council in February 2019.
14.3. As has been the case in previous years the opportunity remains open for the leader of the opposition to meet with officers to assist with consideration of any alternative budget proposals.
14.4. Furthermore, we will continue with the statutory consultation with business ratepayers and will meet with parish councils in respect of grant funding.
14. Other Standard References
14.1 There are no direct Publicity, Human Rights, Community Safety or Health and Safety implications as a result of this report.
Background Papers Revenue and Capital monitoring reports to Governance and Audit Committee – 4 September 2018
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Appendix A
2019/20 Budget Timetable
Budget Strategy March – June (SMT and Budget Budget Group Meetings Agreed Group) Update MTFF /Budget Strategy
Review potential cost pressures, growth and risks Consider approach to budget Initial budget reviews started Cabinet – 11 July 18 Review 17/18 outturn Report on updated budget strategy / MTFF Timetable approved Scrutiny Panel – 17 July 18 Review Cabinet report
Detailed Budget preparation and Budget Setting Consultation
Budget Group / Leadership Team Review budget tasks regular sessions on progress / Consider delivery of existing budget savings budget options now - December Complete outturn review Cabinet – 5 September 18 and /or Budget Update 10 October 18 Review of capital resources / programme Cabinet – 21 November 18 Budget update Reserves and balances Agree fees and charges / budget changes Government Finance settlement (if available) Review in year budget position Scrutiny Panel – 29 January 18 Budget position (Detailed proposals) Cabinet – 30 January 19 Revenue and Capital budgets recommended to Council Council – 20 February 19 Budget agreed / capital programme agreed / Council Tax set
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Item Cabinet 10(i) 05 September 2018
Report of Assistant Director Author Dan Gascoyne Policy and Corporate 282577
Title Year End 2017 - 2018 Performance Report including progress on Strategic Plan Action Plan
Wards Not applicable affected
1. Executive Summary
1.1 Cabinet is invited to consider the performance report for the 2017 – 2018 year end. This includes progress of our performance measures and an update on the Strategic Plan Action Plan (SPAP); along with proposed 2018 - 2019 performance indicators.
2. Recommended Decision
2.1 Consider the significance of the performance described in the attached reports for the organisation’s ability to operate effectively, and achieve its strategic goals.
2.2 Consider whether the proposed targets for next year are sufficiently realistic and ambitious.
3. Reason for Recommended Decision
3.1 To set realistic KPI targets for 2018 – 2019.
4. Alternative Options
4.1 No alternative options have been presented to Cabinet.
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5. Background Information
5.1 The Council has agreed a number of key performance areas which it uses as part of its Performance Management Framework to help monitor progress and improvement. This report provides an update of our indicators and a review of progress against our Strategic Plan Action Plan along with proposals for 2018 - 2019 indicators.
5.2 At the end of 2017 – 2018, the overall position was that 12 (92%) of our measures were achieved (or ‘green’) and 1 (8%) did not meet the target in full (‘red’).
5.3 The actions within our Strategic Plan Action Plan show that there is a considerable amount of positive activity being undertaken across the Council and with our partners to achieve our Strategic Priorities.
5.4 The Council has also received a number of awards and accreditations highlighted at the end of Appendix D. . 6. Equality, Diversity and Human Rights implications
6.1 Progress and improvement of these and many of the actions within the Strategic Plan Action Plan support our aims of improving both services and the lives of everyone in the borough. Where required, specific Equality Impact Assessments will exist for policies and activities rather than for individual performance indicators or actions. Progress on the Council’s Equality Objectives are included within the Strategic Plan Action Plan Update.
7. Standard References
7.1 There are no particular references to the Strategic Plan; consultation or publicity considerations or financial; community safety; health and safety or risk management implications.
7. Strategic Plan References
7.1 There are no particular references to the 2018 – 2019 Strategic Plan.
8. Consultation
8.1 The report’s contents do not have any direct implications with regard to consultation. However, the Strategic Plan and priorities were agreed following public consultation.
9. Publicity Considerations
9.1 The performance report contains measures for our key performance indicators and our Strategic Plan Action Plan. Many of these are used to monitor the performance of our services, and as such these may be of public interest. The report and related information is published on the Performance and Improvement section of the Council’s website.
10. Financial implications
10.1 The financial implications of the action plans to deliver the indicators form part of the budget setting process.
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11. Health, Wellbeing and Community Safety Implications
11.1 There are performance measures and actions within the Strategic Plan Action Plan which aim to improve community safety and as such this report provides progress updates in this area.
12. Health and Safety Implications
12.1 This report has no direct implications with regard to Health and Safety.
13. Risk Management Implications
13.1 We aim to deliver against performance indicators and the Strategic Plan Action Plan Actions, as both form a key part of our performance framework and expectations around delivery of our priorities to the residents of Colchester borough.
Appendices
A. Strategic Plan Action Plan Year End Report covering 2017 – 2018. B. KPI Year End Report covering 2017 – 2018. C. Proposed KPI Targets for 2018 – 2019. D. Awards and Other Performance News covering 2017 – 2018.
Background Papers
Not applicable.
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Page 62 of 110 Appendix A Strategic Plan Action Plan – Year End Final Report covering 1 April 2017 – 31 March 2018
Vibrant Enhance the diverse retail and leisure mix supporting independent business opportunities valued by residents and visitors Develop a strong sense of community across the Borough by enabling people and groups to take more ownership and responsibility for their quality of life Make more of the great culture and heritage in Colchester so that more visitors can enjoy the history and passion of Colchester Create the right environment for people to develop and flourish in all aspects of life both business and pleasure
Action Year End Report Work with development partners to Work continues with Curzon cinemas who are nearing completion of the conversion of Roman bring exciting new retail and leisure to House. The demolition of St James House on Queen Street is complete. Pre-application the eastern part of Colchester town negotiations are well advanced for the redevelopment of the former bus depot for a mixed use centre. comprehensive scheme. Support communities to develop their Ongoing support is currently being provided to West Mersea and Wivenhoe Town Councils, as well own Neighbourhood Plans. as West Bergholt, Tiptree, Eight Ash Green, Marks Tey and Great Tey Parish Councils on the preparation of Neighbourhood Plans. The plans are at various stages with Wivenhoe being the most advanced (Regulation 16 - examination stage). The other Neighbourhood Plans listed above are progressing well through the evidence gathering stage. Stanway PC is no longer preparing a Neighbourhood Plan, and Copford & Easthorpe are reconsidering their previous decision not to proceed. Work with our residents, the third sector A range of initiatives have taken place throughout the year from small neighbourhood activities to and other service providers to improve the local environment through to health and wellbeing projects such as Goodgym, which implement the Community Enabling combines running with good deeds in the community. There have been several Dementia Strategy to enable communities to Awareness events for residents highlighting the statistics and support services available. Partners influence, own or co-design services. came together to deliver the Colchester Communities Can project, offering winter warmth packs and support to residents. Relationships formed with the Armed Forces, charities and other local authorities to support vulnerable military personnel, including veterans, to access services and support in the borough, and to improve their quality of life. Communities are encouraged to apply for Section 106 funding to enhance their community facilities and make them more sustainable.
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Page 63 of 110 Appendix A Assisting customers to self-serve and 'Go-Online' initiatives continue to help people do more for themselves and more volunteering opportunities have been created and taken up across the borough. Additional Digital Access Points have been introduced at Leisure World and Old Heath. In addition to securing new digital partnerships with HSBC, our Digital Community Access Support Officer has been advertising events across the borough and attending multiple group meetings throughout the community to help people access our online services. We will continue to work with local Councillors to fund Digital Access Points from Community budgets in future. Make more of our culture and heritage Refurbishment of Priory Street Car Park included lighting and interpretation of the heritage assets in with initiatives such as the Friends of that location. The Council has supported investment in the Roman Circus and the site interpretation the Colchester Roman Wall and by project is ongoing. An interpretation board was installed for the wall in partnership with Friends of attracting Heritage grants. Roman Wall and a further interpretation panel was installed at the North-West corner of the Roman Wall in March 2018. Our Tourism Marketing Campaigns have focussed on ‘Our Heritage Treasures’ and ‘If Our Walls Could Talk’ featuring both the old and new delights Colchester has to offer. The popular Heritage Open Days in the Borough have involved 36 buildings and events. An upgraded Ancient Colchester App has been produced with additional content. Heritage Manager supported Essex County Council (ECC) in the development of the First World War trail in Colchester. Marking the Gates project completed. New Historic Colchester Guide Book published and on sale through the Visitor Information Centre (VIC) and Castle from August 2017. Town Centre Heritage Recording Project advanced with data collection as precursor to publication. Community Archaeology Project launched by Ground Penetrating Radar (GPR) investigation at former bus station Queen St/St Botolphs as a precursor to involving public in wider site investigation. New Resident Pass to Colchester Castle has been developed and launched on 30 March 2018. There has been a strong take-up with 359 Passes (representing a total of 557 residents) being sold in the first ten days. A Heritage Explorer website has been developed and launched to allow direct access to historic records for the Borough as a whole. To mark the completion of the first stage of the Fixing the Link Project - a new seating and landscaped area with a cast bronze 3D model showing the original Roman walls and gateways, has been unveiled at Middleborough. An additional project has also been completed, further improving the interpretation of the Roman Wall. 'Marking the Gates' identifies the locations of four Roman and two medieval town gates by means of bronze plaques set into the pavement. Visitors will now be
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Page 64 of 110 Appendix A able to find the sites of all of Colchester's town gates as they walk round the Roman Wall using a custom leaflet and map with supporting information about the route. Ensure sufficient land is allocated in the The Local Plan was submitted to the Planning Inspectorate in October 2017. Examination right places to attract and retain commenced in January and is expected to complete later this year. The plan identifies sufficient land businesses, supply homes and identify to provide homes, jobs and infrastructure for the period to 2033 and beyond. the infrastructure that is needed by developing a Local Plan for the borough. Co-ordinate partners and funding The Turnstone application has been granted permission and the related Section 106 agreement streams in the Northern Gateway and completed. This permission provides for the development of a leisure destination incorporating a the Hythe to generate a wide range of multiplex cinema and hotel. The decision is now subject to legal challenge but pending a successful jobs and facilities. outcome, the project can move forward to delivery. A Masterplan is being developed for the land south side of the A12 to deliver a comprehensive residential commercial and leisure development. A planning application for sports facilities to the North of the A12 was submitted in January 2018. Stakeholder meetings undertaken and funders meetings ongoing. Bids submitted to Highways England and DCLG and the Local Enterprise Partnership for infrastructure at Northern Gateway. Negotiations continue in respect of key sites at Breakers and the Hythe. Funding bid to DCLG under Housing and Infrastructure Fund submitted in September 2017 for Legacy development proposals. Create more independent business 37 Queen Street redevelopment completed and opened in 2017 with all 40 units let prior to opportunities by providing trading units occupation. Feasibility work ongoing to explore grow on space opportunities across the Borough. in new large developments across the borough. Colchester & Ipswich Museums (CIMS) CIMS is working in long-term partnership with Firstsite to mount a Wunderkammer (Cabinet of will work with Arts partners to improve Curiosities) exhibition in Firstsite which will be periodically refreshed with fascinating items from the the cultural offer. Borough collection. The museum service has also partnered Firstsite on the Britishness project, working with the Gilberd School, and on the Bronze Age exhibition. Forward planning meetings are to be held quarterly with Firstsite. CIMS Manager meets regularly with arts partners in Colchester to discuss and agree joint programming and develop future partnership projects. Colchester Borough Council (CBC) currently working alongside The Mercury Theatre in support of The Mercury Rising capital redevelopment having invested £1million into the project.
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Page 65 of 110 Appendix A
Prosperous Promote Colchester to attract further inward investment and business relocation, providing greater and more diverse employment opportunities Support people to develop the skills needed by employers in the future to take advantage of higher paid jobs being created Provide opportunities to increase the number of homes available including those that are affordable for local people and to build (& renovate) our own Council houses for people in significant need Ensure transport infrastructure keeps pace with housing growth the keep the Borough moving
Action Year End Report Deliver an inward investment campaign The initial part of the Inward Investment campaign has been fully delivered. The setting up of a in key employment sectors. website, LinkedIn Page and re-branding of Twitter, allowed for more scope to deliver key messages about Colchester and its ambitions to business stakeholders. We are contributing to key sector publications. Review the Better Colchester Town The Better Town Centre website has now been replaced by the Ultra Ready Colchester Inward Centre website to promote Colchester. investment site. Secure increased funding and support We have supported the South East Creative Economy Network (SECEN) Local Enterprise Network for skills initiatives particularly in growth group to obtain funding for business support. A final round application has now been submitted. or emerging sectors. Provide local economic data to There are two active projects running currently: education providers to help ensure that Supporting the development and introduction of a fibre engineering module at Colchester the skills that Colchester businesses Institute need are provided. Working with Colchester Institute and the Construction Industry Training Board (CITB) to encourage and support more people to gain work in construction Ensure there is an ongoing five-year The Council is currently updating its Housing Land Supply Statement and is able to demonstrate a 5 supply of housing sites and the year supply of housing land. This is expected to continue in the longer term through the adoption of provision of sufficient numbers, types the new Local Plan within the year. and tenure of housing to meet local need. Deliver 205 new affordable homes in A total of 340 new affordable homes have been delivered over the lifetime of this strategic plan 2016- the borough by 2018. Additional 2018, exceeding the target of 255. The annual breakdown of homes delivered is as follows: stretch target now 255 homes in total 2015/2016 106 affordable homes delivered. by 2018. 2016/2017 100 affordable homes delivered. 2017/2018 134 affordable homes delivered. Page 4 of 13
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Seek 20% of new homes on qualifying During 2017-2018, a total of 4 qualifying sites had legal agreements settled which specified the sites to be affordable homes. affordable housing contribution to be built. The total affordable housing contributions are set out below and show that all 4 sites will deliver 20% of the homes as affordable housing, in line with our policy.
Total number of homes Number of affordable Number of affordable due on the 4 qualifying homes due if 20% homes actually secured sites affordable policy applied
121 23 23
Work with Colchester Borough Homes The Capital Investment Programme continues to make improvements to tenant’s homes that include to increase the quality of council energy efficiency technologies, in particular the improvement of thermal insulation, more efficient housing by refurbishing these heating, electricity and water savings devices. A Ground Source Heat Pump has been installed at the properties and using new technologies sheltered scheme, Harrison Court, in West Mersea and refurbishment of the flats and communal to ensure they are energy efficient. areas is underway. Over the lifespan of this strategic action plan we have improved our average Standard Assessment Procedure (SAP) rating for the housing stock from 71.10 in April 2016 to 73.33 (April 2018) and are now focussing on those properties that have an F & G rating. Work with statutory and voluntary In 2017-2018, two Rough Sleeper Co-ordinators (one for Colchester and one for Tendring) were sector partners to prevent appointed. The Co-ordinators provide an early response to rough sleeping across both local authority homelessness and rough sleeping in areas to support and prevent homelessness for this group using the Ministry of Housing the borough. Communities and Local Government rough sleeper funding. Since the project began in Colchester the Co-ordinator has worked with 24 people who had already been rough sleeping, prevented 14 people from sleeping rough and helped 11 rough sleepers to successfully move into accommodation. We funded Colchester and Tendring Women’s Refuge to support households from hard to reach groups who were experiencing domestic abuse. Across Colchester, Tendring, Braintree and Maldon a total of 316 households were supported in 2017-2018. Of these households, 283 were from hard to reach groups who would not normally seek or access support and 33 were from Gypsy and Roma Traveller Communities. Funding was provided via our successful bid to Government to support domestic abuse victims from hard to reach groups. Colchester Borough Homes and voluntary sector partners have prevented more households from becoming homeless than ever before; 869 households were prevented from becoming homeless between April 2017 to March 2018. Page 5 of 13
Page 67 of 110 Appendix A
Articulate Colchester’s transport needs Work has continued inputting into, and shaping of, the Garden Community project to incorporate to influence the development of new sustainable transport including walking, cycling and public transport. The North Essex Rapid Transit infrastructure by the Highway Authority Study, which presents a case for taking forward the planning of a rapid transit system across North and developers. Essex, was published as Local Plan evidence base material. Officers and Members have met with Essex County Council members and officers to contribute to the development of schemes and plans such as the Colchester Cycling Action Plan. Support the delivery of improvements Members and officers continue to attend fora on the development of the A120 and A12 schemes. to the strategic road and rail network. Meetings held with Network Rail to understand and input into their potential improvement programme and to understand the opportunities for, and impact on, the rail network of the Garden Communities. Allocate developer funding to Funding has been secured and/or design/project work has been carried out for various cycling and sustainable transport projects in the walking links, improvements and behaviour change projects in the borough including: borough which improve the balance Tollgate to Stanway cycle links between different modes of transport. Earlswood Drive link to join the Garrison Cycle Route Colne Causeway to University Rowhedge Trail – upgrading Public Rights of Way (PROW) Maltings Student village – promoted sustainable travel information Layer Road – promoted all aspects of cycling to local community Improve the walking and cycling links Designs for Fixing the Link phase 2 have been agreed and work continues to finalise plans ready for between Colchester North Station and installation in Autumn 2018. the town centre through initiatives such A bid has been made to Heritage Lottery Fund (HLF) to support the North Bridge Conservation as ‘Fixing the Link’ (FTL). Enhancement Area project. The £948,000 project takes forward improvements along North Station Road area including grant funding for building improvements as well as repairs to the bridge and public realm. The project also seeks to work with Colchester Institute to help improve heritage construction skills as well as plans for learning about the area's heritage for local schools and residents. The remaining element from phase 1 – public realm improvements, seating and bronze map of the roman city at 'base camp' in Middleborough have been installed as well as further wayfinding yellow flags to help direct those arriving at the station to the town centre.
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Page 68 of 110 Appendix A
Thriving Provide Colchester’s heritage and wide ranging tourism attractions to enhance our reputation as a destination Be recognised as a centre of learning with excellent schools and educational opportunities for young people to make the most of their potential Be clear about the major opportunities to work in partnership with public, private and voluntary sectors to achieve more for Colchester than we could on our own Cultivate Colchester’s green space and opportunities for health, wellbeing and the enjoyment of all
Action Year End Report Provide positive experiences for visitors A wide communications mix has been used including billboard/bus stop, back of bus campaigns, Sky and residents by promoting Smart Ad (TV), radio, video, direct mail, print/online advertising and social media is also in place Colchester’s key leisure, visitor such as: attractions and events venues. #IfOurWallsCouldTalk tourism campaign. Leisure World and Aqua Springs promoted within Colchester area and up to the North Norfolk coast. Council car parks promoted to residents and visitors so customers can choose the most suitable car park for their journey and the best value tariff. Visit Colchester continue to promote Colchester to a wide audience through the production of the 2018 Visitor Guide and the Discover Colchester mini -guide and map. Made available through a network of distribution channels across the country Colchester is promoted to a wide tourism audience. Support and help market a range of The Festival Support Fund 2017-2018 has awarded grants totalling £25,350 to 20 diverse events cultural festivals for local people and taking place across the Borough including the Roman River Music Festival, The Colchester Comedy visitors. and Film Festivals, Wivenhoe ArtSeaMusic and the Tiptree Little Scarlett Music Festival. Support marketing these provided by the VIC team through the Visit Colchester website, social media feeds and e-newletter. Enhance Colchester’s heritage The popular Heritage Open Days in the Borough have involved 36 buildings and events. An attractions with initiatives such as upgraded Ancient Colchester App has been produced with additional content. Heritage Manager integrating attractions, identifying trails supported ECC in the development of the First World War trail in Colchester. around the town, and lighting the Marking the Gates project completed. New Historic Colchester Guide Book published and on sale Roman walls. through the VIC and Castle from August 2017. Town Centre Heritage Recording Project well advanced with data collection as precursor to publication. Community Archaeology Project launched by GPR investigation at former bus station Queen St/St Botolphs as a precursor to involving public in Page 7 of 13
Page 69 of 110 Appendix A wider site investigation. Heritage Explorer website for the Borough has been developed and gone live allowing access to a wealth of records on line. New Resident Pass to Colchester Castle has been developed and launched on 30 March 2018. There has been a strong take-up with 359 Passes (representing a total of 557 residents) being sold in the first ten days. Promote what Colchester has to offer CBC took part in Get Online Week in October 2017 highlighting the benefits of going online with local to residents, visitors, and new support available to enable residents to improve their digital skills and utilise online services. businesses. The campaign has reached out to local tourism providers and hoteliers who are supporting the campaign through goods in kind. Leisure World (Colchester, Highwoods, Tiptree and Tennis Centre) and Aqua Springs promote all facilities (including memberships) within the Borough for residents and promotional advertising for the spa and Leisure pool for further afield visitors to Colchester. Colchester & Ipswich Museum is an Awards include Essex Mum's Best Museum in Essex to Colchester Castle. Colchester Castle Guide award winning service. Book was awarded the UK’s Best Guide Book award by The Association of Cultural Enterprise (ACE). Colchester Castle was shortlisted in the UK's Most Popular Castle competition. All three museums improved their score in the annual Visitor Attraction Quality Assurance Scheme assessment. Colchester Castle scored 98% for customer service and has been awarded the Welcome Accolade by Visit England. Establish an effective apprenticeship The 2017-2018 apprenticeship programme is now well underway and of the 12 apprentices recruited programme to provide career and for the programme 10 still remain. 2 apprentices from Leisure World left the programme, one in the learning opportunities for young people. first two weeks and the other within 5 months. (This appears to be a difficult area to recruit apprentices to and our approach in this service area may need to be reviewed as a result.) Our current apprentices have received regular learning and development workshops which have been delivered in house and have been beneficial in helping them to achieve their NVQ. The apprentices joined forces to deliver an event for National Apprenticeship week (5-9 March) where they shared the work they have been doing with the rest of the organisation. Waste Services have put their decision to recruit apprentices on hold and will review again later in the year. A second cohort of apprentices is still being considered subject to budget reviews. A plan to use the Levy for internal employees is also being put in place. Total levy as of March 2018 £84,306. Prepare for an externally funded CIMS has been awarded £568,000 by the Heritage Lottery Fund for the Skills for the Future Trainee programme at Colchester & programme which runs from January 2018 to December 2021. This will see 12 trainees over three Ipswich Museums. years supported by CIMS venues and a further 15 trainees at the project partners: Museum of East Anglian Life (MEAL), The Long Shop Museum (LSM) and the National Heritage Centre for Horseracing and Sporting Art (Palace House).
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Page 70 of 110 Appendix A Colchester & Ipswich Museum has CIMS has been awarded National Portfolio Organisation (NPO) status from 2018-2022. This will see applied to Arts Council England to just under £200k pa awarded to CIMS from Arts Council England to enhance its programme. become a National Portfolio Appointments to the NPO funded posts of Project Co-ordinator, two Community Curators and a Organisation (NPO) 2018-22. Display Assistant were made in March 2018. Work with the third sector to deliver The ‘Reaching Communities’ project is now in its third and final phase. During phase two, the Colchester’s Environmental 'Colchester Environment Group and Network' was launched, which supports around 40 organisations Sustainability Strategy. to share resources, information and improve local delivery of environmentally focussed projects and services. As part of this third phase, work was undertaken with Colchester's only rural training provider to support a large-scale lottery bid. 'Reaching Communities' will focus on supporting vulnerable and isolated people onto rural skills micro-courses to improve confidence, well-being and help people realise their potential. Make the most of our parks and open Green Flags have been awarded to High Woods Country Park and Castle Park. Our parks attract spaces by managing them well and millions of visitors annually and host a range of Commercial, civic and voluntary sector events and offering a range of activities and activities. They are places that provide learning opportunities as well as wonderful open space to events. enjoy nature and exercise. Park Run continues to thrive in Castle Park and the Development Plan is being updated to include new potential leisure opportunities. Our parks have approved management plans in place.
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Page 71 of 110 Appendix A
Welcoming Ensure Colchester is a welcoming and safe place for residents, visitors and businesses with a friendly feel that embraces tolerance and diversity Improve the cleanliness and health of the place by supporting events that promote fun and wellbeing Create a business-friendly environment, encouraging business start-ups, support to small and medium sized enterprise and offer development in the right locations Make Colchester confident about its own abilities, to compete with the best of the towns in the region to generate a sense of pride
Action Year End Report Work with partners to fund and deliver Consultant brief provided and project tendered for design work for St Nicholas Square and Balkerne streetscape improvements to support Square to deliver uplift in quality of the public realm. Tenders received April 2018. Funding streams economic vitality. under investigation. Work with partners in the Safer The Safer Colchester Partnership continues to work effectively together to deliver campaigns such Colchester Partnership to deliver as Crucial Crew and Street Weeks across the borough, whilst continuing to support Local support, promotion and regulation in Community Meetings where residents can have their say and raise safety related concerns. order to make Colchester even safer Ongoing support is provided for a range of safety related initiatives, alongside training and and for it to feel safer. awareness raising for internal and external personnel on some of the key issues facing our residents.
The Partnership has agreed new priorities for 2018 onwards to address current community safety priorities. The Licensing Enforcement Group continues to achieve multi agency partnership working to ensure compliance across licensed premises. Co-ordinated successful multi agency Nights of Action to raise public awareness of the ongoing work done to make the town as safe as possible, to be able to respond to issues and create pride in the town. Implementation of Licensing Policy and effective proactive enforcement to minimise incidents caused by the night time economy, ongoing positive liaison with licensed trade. Creation of the new Taxi Policy designed to improve public safety with mandatory safeguarding training for all new applications and renewals. Licensing and Food and Safety Teams take an active part in Police Street Weeks to listen to residents and businesses in targeted areas to improve facilities, gain intelligence and act on findings. Improve the information available to A Helpline insert was included in the 2018 main billing and this insert will also be included in Council new residents. Tax bills to new residents during 2018-2019. Leisure World has been building relationships with housing developers to include information leaflets in the 'welcome to your new home' pack they provide, focussing on memberships at Leisure World. Page 10 of 13
Page 72 of 110 Appendix A Waste and recycling have included imagery on the Council Tax bill for new residents, encouraging them to self-serve by downloading a recycling calendar and finding out about their collection service online.
Improve street cleansing and Colchester's Zones Teams have an extensive programme of Cleanliness activities that run seven enforcement in Colchester town centre, days a week from 4am until 8pm and include street sweeping, hot washing, chewing gum removal, and in Stanway, Tiptree, West Mersea, graffiti removal, litter picking and bin emptying across the whole Borough. Sadly, the amount of litter and Wivenhoe. and detritus continues to increase so hand in hand with the cleanliness work there is a requirement for education and behaviour change. This includes initiatives with schools, community groups and projects with Keep Britain Tidy. Day and Nights of Action include a range of partners all working together to tackle local issues. Enforcement is also necessary with fly tipping and littering continuing to eat up resources that could be better spent elsewhere. A total of 241 Fixed Penalty Notices have been issued in 2017-2018 with full information available on the Councils Website. A range of Public Space Protection Orders are in place to support and enable enforcement. Work with health partners to contribute Colchester is one the places selected by Sport England to be a national pilot area for increasing towards delivering effective outcomes physical activity through whole system change. The pilot is a collaboration with Active Essex, Essex for individuals and their families, with County Council, Tendring, Basildon, Community and Voluntary sector partners. A successful particular focus on prevention and submission for grant funding means £800,000 will now be spent on insight and development of the intervention to improve health pilot across the three borough locations. outcomes and to tackle health Just under 14,000 people took part in Beat the Street Colchester in September-November 2017 inequalities. collectively travelling just under 100,000 miles. The interim project report identified a 4% decrease in levels of inactivity at a time in the year where inactivity typically increases significantly. 12% of those who took part reported having some kind of long term condition, heart disease, diabetes, anxiety and depression. £20k funding secured from Carnegie UK to deliver an emotional wellbeing and mental health resilience project for 8-13 year olds in Colchester. The first phase of workshops have just taken place and the insight gathered will be used to support future early intervention and prevention commissioning decisions matched by £20k Startwell funding. CBC have worked with the Essex Youth Service to deliver a ‘5 Ways to Wellbeing’ pilot project in two secondary schools where increases in referrals in to the Essex Health Mental Wellbeing Service (EHMWS) had been identified. The final project report is awaited however there has already been a reduction in numbers being referred to EHMWS. Lead and develop the Active CBC Officer Chairs the Active Colchester Network are organising quarterly meetings and circulating Colchester Network to co-ordinate minutes & actions. Working with Active Essex to review structure and governance of the Active Colchester Network.
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Page 73 of 110 Appendix A programmes and activities to increase £5k funding secured from Active Essex for the Active Colchester Network to deliver activities aimed participation. at older people. Active Network partners delivering activity are Colchester United Football in the Community, Disability4Sport, and CBC. Projects delivered include: 6 weeks of activities for older people in 8 venues – Sheltered Housing, Care Homes & Community Centres led by Disability4Sport Senior U's programme of social activity led by Colchester United Football in the Community 3 Tea Dances at Leisure World Colchester Part of the funding was used as match funding for successful application to deliver dementia friendly activities at Leisure World – swimming, badminton, table tennis and Songs & Memories activity, which continue into 2018-2019. Work with Colchester Borough Homes, Officers worked with Community 360 and CBH to deliver dementia training to 51 staff and partners. housing providers, private landlords, 15 individuals living with complex housing/health have been supported through a Crisis Housing residents and partners to create Project developed with CBH and funded through the Startwell Programme. cleaner, greener and safer Private Sector Housing officers have undertaken 660 visits to dwellings improving 61 Houses in communities. Multiple Occupation, removing 326 serious hazards through enforcement or partnership working and removing 62 families and individuals from circumstances of fuel poverty. 4 private sector landlords were successfully prosecuted in 2017-2018 against with £42k awarded in fines and costs. CBC in a joint bid with ECC, Rochford District Council and Southend-on-Sea Borough Council has successfully secured £1,072,500 in funding from DEFRA to enable further retrofitting of clean technologies to older polluting buses in Colchester. Enhance the offer from Colchester Regular meetings have been set up with the new CEO from September 2017 and we have facilitated Business Enterprise Agency (COLBEA) a networking group to understanding COLBEAs levels of support and partnership working going to deliver a ‘one-stop-shop’ for forward. business start-ups and survival. Launch a new destination marketing The new tourism campaign for 2017- 2018 launched in June 2017. Entitled If Our Walls Could Talk campaign to raise Colchester’s profile the campaign focuses on Colchester's rich and vibrant history and asks what would our walls say if and to encourage pride in the borough. they could talk? It will be showcasing the heritage and culture of Britain's Oldest Recorded Town through the story of its many walls, both old and new, permanent and temporary. Targeted at visitors (both new and existing), Group Travel organisers, local businesses and organisations involved in the tourism trade plus Visit Britain, Visit England and Visit Essex. Since the start of the campaign in June 2016 it is estimated that 7.9 million potential visitors have been reached.
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Page 74 of 110 Appendix A
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Page 76 of 110 Appendix B
Corporate Indicator Set Year End Performance Report covering 1 April 2017 – 31 March 2018 Indicator Result YE Target RAG Result YE Supporting Narrative 2016- 2017 – Year 2017-2018 2017 2018 End
Planning Key Indicators KI P1 Majors 85% G 93% All performance targets were met with another consistent Processing of 95% performance level maintained during transitional times planning Minors 88% G 93% when many changes were taking place. The application applications 95% numbers were broadly similar to last year with 1,632 Others 91% G 96% applications, up 13 from 1,619 in the previous year. 97%
Benefits Key Indicators KI B1 8 days 12 days G 7 days Performance targets exceeded and a year on year Time to process Housing HB Housing performance improvement delivered. housing benefit new Benefit Benefit claims and changes (HB) (HB) Days taken for LCTS assessment is now aligned more with HB days taken. 11 days 16 days 9 days Local LCTS G Local The team is focused on eligible benefit being distributed Council Council Tax quickly. Tax Support Support (LCTS) (LCTS)
Page 77 of 110 1 Appendix B
Corporate Indicator Set Year End Performance Report covering 1 April 2017 – 31 March 2018 Indicator Result YE Target RAG Result YE Supporting Narrative 2016- 2017 – Year 2017-2018 2017 2018 End
Housing Key Indicators KI H1 912 830 G 1049 (draft) The number of dwelling completions remains on target Net additional with draft figures for 2017/18 exceeding the Core homes provided Strategy figure of 830 per year and the emerging Local Plan/Objectively Assessed Need target of 920 per annum. This will help address a previous shortfall of 164 units since 2013/14. KI H2 206 255 G 134 The number of new affordable homes delivered over Affordable homes Delivered Delivered delivered in three years (2015- 2018) exceeded the target of 255 delivered (gross) over two over three 2017/2018 homes. This is excellent news for households in housing years years 3 year total need in Colchester. 2015-18. = 340 new affordable homes
Housing Key Indicators delivered by Colchester Borough Homes (CBH) KI H3 50.82% 45% Supportive action was taken by Colchester Borough Homelessness G 57.44% Homes to prevent the homelessness of 869 households, cases prevented this figure is double what it was in 2016/17. This exceeds the target and represents a good proportion of the total number of households presenting to the Council for support due to homelessness.
KI H4 98.85% 98% Mitigating work in relation to Welfare reform, such as Rent Collected G 99.91% applying for benefits and maximising income, has supported the work of Housing Officers to retain exceptionally high income collection levels this year. As Welfare reforms continue to impact on tenants, the work of Housing Officers involved to maintain collection rate levels increases.
Page 78 of 110 2 Appendix B
Corporate Indicator Set Year End Performance Report covering 1 April 2017 – 31 March 2018 Indicator Result YE Target RAG Result YE Supporting Narrative 2016- 2017 – Year 2017-2018 2017 2018 End
KI H5 21.22 days 25 days The level of empty council properties available to re-let Average time to G 24.66 days has slightly increased this year to 310 general needs re-let council properties throughout the year. Performance has been homes achieved at the target level.
KI W1 422 kg 395 kg G 374.50kg The performance target was exceeded by 20.5 kg with the Residual household amount of residual waste reducing as a result of the waste per changes to the frequency of collection and limits on the household amount of residual waste than can be collected. The outturn for 17/18 is a reduction of 47.5 kg per household compared with the 16/17 outturn. KI W2 44.90% 49% G 50.62% The performance target was exceeded by 1.62% with the Household waste outturn increasing by 5.72% compared with outturn for reused, recycled 16/17. Tonnages of waste for recycling have increased as a and composted result of the changes to the waste service, resulting in the percentage of the total waste stream being made up of recycling increasing
Page 79 of 110 3 Appendix B
Corporate Indicator Set Year End Performance Report covering 1 April 2017 – 31 March 2018 Indicator Result YE Target RAG Result YE Supporting Narrative 2016- 2017 – Year 2017-2018 2017 2018 End
KI W3 81 95 R 162 Changes to the collection methods from June 2017 meant a Number of weekly missed missed average per spike in missed bin reports for June, July and August 2017 missed collections bins a bins a week. while staff and residents adapted to the new system. week week (0.06%) Missed bins, although still higher than last year, have steadily decreased each month since August. The figure of 162 as a percentage of all collections made weekly is 0.06%
Collections for residual waste changed from unlimited weekly collections to fortnightly 3 bag limit collections. Recycling remains alternate weeks and unlimited.
Page 80 of 110 4 Appendix B
Corporate Indicator Set Year End Performance Report covering 1 April 2017 – 31 March 2018 Indicator Result YE Target RAG Result YE Supporting Narrative 2016- 2017 – Year 2017-2018 2017 2018 End
Resources and Organisational Key Indicators KI R1 97.85% 97.5% G 97.85% The target has been exceeded and collection rate is at the Council Tax same level as the previous year but with an additional collected £4.5million being collected due to growth in the rate base. The team have performed well and are focussed on maximising collection always. KI R2 98.49% 97.8% G 99.14% The target and previous year collection has been Business Rates exceeded by a significant amount. The new team have (NNDR) performed extremely well and have a clear focus on collected collection, using data to target specific groups. KI R3 8.94 days 7.5 days G 7.22 days Days sickness lost per FTE below the 7.5 days target this Sickness rate in year. A number of initiatives to manage sickness have working days been introduced this year particularly with regard to mental health absence and the introduction of trained Mental Health First Aiders. Sickness absence reporting is now on- line and managers have access to sickness data for their teams on their desktops via MyTeam on iTrent.
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Page 82 of 110 Appendix C
Proposed KPI Targets for 2018 - 2019 Indicator Result Target RAG Proposed Comments 2017- 2017 – 2017 – Target 2018 2018 2018 2018 – 2019
Planning Key Indicators KI P1 Majors 85% G 85% Major planning applications are invariably the most Processing of 93% difficult and need to be considered carefully in order to
planning deliver quality, development in Colchester. Volumes are applications Minors 88% G 90% relatively low making the percentage figure more volatile. 93% The %ge is in relation to how many applications are Others 91% G 90% processed within the statutory time limits which are set at 96% 13 weeks for majors and 8 weeks for minors and others.
Changes resulting from service reviews combined with the delayed implementation of Arcus have been considered as important factors in setting these targets. The 1% reduction in the “Others” category also reflects the volume and variety of applications received under this heading.
Benefits Key Indicators KI B1 7 days 12 days G 9 days HB and LCTS targets for 2018/2019 were set at 12 days. Time to process Housing Housing For HB cases this represented a no change position and housing benefit new Benefit Benefit for LCTS the target was narrowed from 16 days. claims and changes Caution was introduced in setting the targets ahead of the 2018/19 financial year to manage anticipated risk. 9 days 16 days 9 days G This was because the Customer Futures service review LCTS LCTS introduced a restructured team from 01.05.18 with a number of new and inexperienced officers in post. Universal Credit (introduced in July 2018) affects processing time for LCTS.
A fundamental process redesign and optimisation of new technology has led to streamlined assessment and
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Proposed KPI Targets for 2018 - 2019 Indicator Result Target RAG Proposed Comments 2017- 2017 – 2017 – Target 2018 2018 2018 2018 – 2019
increased speed of processing. The team remains focused on eligible benefit being distributed quickly. Housing Key Indicators KI H1 1049 830 G 920 Target agreed by Local Plan Committee and set in Net additional emerging Local Plan homes provided
KI H2 340 255 G 360 This target is in-line with what is proposed in the Affordable homes Delivered delivered Delivered Strategic Plan Action Plan. delivered (gross) over three over three over three years years years (2018/2021)
Housing Key Indicators delivered by Colchester Borough Homes (CBH) - Agreed by Portfolio Holder for Housing and Communities and detailed in Colchester Borough Homes new Medium Term Delivery Plan KI H3 57.44% 45% G 50% We will continue to report on the existing prevention Homelessness measure which is based on our statutory homelessness cases prevented figures. Under the new Homelessness Reduction Act, which commenced on 3 April 2018, we will be measuring both prevention and relief of homelessness as required by the Act. A new methodology and baseline are to be confirmed once government guidelines are in place. The proposed target should be reviewed at the end of period 6. KI H4 99.91% 98% G 98% Target set based on 2017/18 performance, with provision Rent Collected for the impact of full roll-out of Universal Credit from July 2018. This will bring significant change with benefit assessment and payment being made directly from the DWP to our tenants, and we expect that this will have a Page 84 of 110 2 Appendix C
Proposed KPI Targets for 2018 - 2019 Indicator Result Target RAG Proposed Comments 2017- 2017 – 2017 – Target 2018 2018 2018 2018 – 2019
detrimental impact on our rent income rates, as has been the case nationally.
KI H5 24.66 days 25 days G 25 Days Target set based on 2017/18 performance taking into Average time to account the void turnover and the work required to repair re-let council or modernise empty properties. homes
Page 85 of 110 3 Appendix C
Proposed KPI Targets for 2018 - 2019 Indicator Result Target RAG Proposed Comments 2017- 2017 – 2017 – Target 2018 2018 2018 2018 – 2019
Waste and Recycling Key Indicators KI W1 374.50 kg 395 kg G 340 kg The amount of residual waste collected is reducing as a Residual household result of the changes to the frequency of collection and waste per limits on the amount of residual waste that can be household collected.
KI W2 50.62% 49% G 53% Tonnages of waste for recycling have increased as a result Household waste of the changes to the waste service, consequently the reused, recycled percentage of the total waste stream is being made up of and composted recycling increasing.
KI W3 162 95 R 150 (new The target for missed bins has been increased as the Number of weekly missed missed norm) and number of missed bins reports has stabilised at this level missed collections bins a bins a add a following introduction of service changes last June. This week - week %missed represents 0.06% of the 250,000 collections. Average bins a week (0.06% of all collections each week)
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Proposed KPI Targets for 2018 - 2019 Indicator Result Target RAG Proposed Comments 2017- 2017 – 2017 – Target 2018 2018 2018 2018 – 2019
Page 87 of 110 5 Appendix C
Proposed KPI Targets for 2018 - 2019 Indicator Result Target RAG Proposed Comments 2017- 2017 – 2017 – Target 2018 2018 2018 2018 – 2019
Resources and Organisational Key Indicators KI R1 97.85% 97.5% G 97.5% We are continuing to maintain a significantly high Council Tax percentage given the growth of the Borough and CBC collected continue to be a high performing authority.
KI R2 99.14% 97.8% G 98.5% We have collected more Business Rates than our target Business Rates however, we know that the economy is still challenging for (NNDR) our businesses in Colchester. collected KI R3 7.18 days 7.5 days G 7.5 days Against a background of change and increasing pressure Sickness rate in on staff it is proposed that the target remains unchanged. working days It is worth noting that public sector absence rate is currently 8.5 days. This is being proactively managed.
Page 88 of 110 6 Appendix D Other performance news
Council-Wide Awards and Accreditations
The highlights are summarised here and are also shown on www.colchester.gov.uk in the Council-Wide Awards and Accreditations section
Achieved April 2017 to March 2018 Essex Digital Awards CBC is a finalist in two of the categories of the 2018 awards.
Visit Colchester were shortlisted in the Best Use of Video category for the I Spy video shorts which are part of the current tourism campaign; Reece Cycler the CBC blog about recycling has also made it through to the final stages in the Best Blog category.
Visit Colchester have developed six 60 second video shorts designed specifically for social media to promote the town's tourism offering. The videos are part of the current two-year tourism campaign, with each one aimed at a different segment of the tourism industry. The most popular aimed at a family day out in Colchester has reached a wide audience achieving views on Facebook from a boosted post of 22,541 and more than 1,900 views via You Tube to date. The film is regularly used on Visit Colchester's social media channels. British Parking Awards The @nepp_parking Twitter page was shortlisted in the 'Communication Award' category of the national British Parking Awards 2018. VisitEngland National tourism body VisitEngland has again awarded Colchester Castle with Visitor Attraction Quality Scheme (VAQAS) status. First presented to the Castle in 2003, it is awarded to venues which show excellence in the experiences, service and stories they offer to visitors.
Colchester Castle achieved the accreditation following a visit from an independent professional assessor in November, who gave it an excellent score of 88%. The assessor was particularly impressed with the castle's stunning setting, cleanliness and the Siege of Colchester and Gaol experiences, which use audiovisual technology to bring history to life for visitors. Only 86 attractions across the country were given the accreditation.
The Castle has also been awarded the prestigious VisitEngland 'Welcome' Accolade after staff scored 98% for their customer service. This award recognises the very best in customer service and is given to attractions which go the extra mile to provide an exceptionally warm welcome to visitors.
Page 89 of 110 Easton and Otley College CBC was named 'Large Employer of the Year' at the Easton and Otley College Apprenticeship Awards 2018 for the apprenticeship schemes delivered at Leisure World Colchester. Primary Times Essex Star Colchester Castle scooped the Best School Trip prize. The awards, now in their fifth year, champion Awards 2018 the best places and best businesses within Essex for families with young children.
All the winners were selected by votes from the readers of Primary Times in Essex, compiled from postal entries, unique email entries and online voting between 9 October and 12 December 2017. Living Wage Employer CBC has renewed its commitment to being a Living Wage Employer for the third year, after taking out its first annual licence with the Living Wage Foundation on 1 February 2016.
The licence is a formal agreement for CBC to adhere to the criteria set out by the Living Wage Foundation. This means that as well as paying the Living Wage to all directly employed staff, a phased plan for third-party contracted staff is in place as relevant contracts come up for renewal. Grounds Maintenance was the first CBC contract to include paying the Living Wage when this contract started in April 2016. Defence Employer CBC has received an award from the Ministry of Defence for its work to acknowledge and support Recognition Scheme the work of the Armed Forces.
The Ministry gives the Bronze Award, part of its Employer Recognition Scheme, to businesses and organisations which go the extra mile to demonstrate their commitment to aiding and employing members of the military community. Association of Local Wendy Bixby, CBC’s Sustainability Strategy and Projects Officer won this year’s ALEO East Award. Energy Officers - 2017 This award is presented annually in recognition of outstanding work in the fields of domestic energy national awards efficiency or tackling fuel poverty. Wendy developed CBC’s first Environmental Sustainability Strategy (ESS). The ESS won regional and countywide awards for successful delivery of priorities, to reduce the environmental impact from CBC buildings, services and operations and build resilient communities. EU Broadband Award The EU Broadband Award is run by the European Commission, and designed to showcase the best innovations in broadband technology across the member-states. CBC won the 2017 award in the category of 'cost reduction and joint investment in a future-proof infrastructure' for its pioneering town centre dark fibre broadband project.
The award is in its third year, with CBC being one of five winners out of a total of 49 entrants from 19 EU member-states and Turkey.
Page 90 of 110 Disability Confident ‘Disability Confident Committed’ – CBC achieved this in September 2017. The Disability Confident campaign scheme supports employers to make the most of the talents disabled people can bring to the workplace.
Essex Wedding Awards Colchester Events Company was shortlisted for two of our venues in the finals for the Essex Wedding Awards Colchester Town Hall in the 'Something Different' venue category Colchester Castle in the 'Heritage' venue category. Advice Quality Standard The Advice Quality Standard (AQS) is a nationally recognised quality mark for organisations (AQS) providing free, independent advice to members of the public. Macmillan Cancer Support works in partnership with CBC to ensure people diagnosed with cancer, their families, and carers across Essex can access financial support by contacting the AQS-accredited Essex Macmillan Benefits Advice Service. Newsquest Essex Finalist in the 'Environmental Awareness' category for our Environmental Sustainability Strategy and Business Awards related work. The strategy outlines CBC's approach to encouraging greener choices and tackling environmental issues. Essex Mums.com - Best Colchester Castle received the 'Best Museum' award in the Essex Mums online awards. Museum Overcoming tough competition from around the county, the win highlighted the Castle's range of educational and interactive displays for all ages, plus star exhibits such as the Colchester Vase and Fenwick Treasure. All Party Parliament CBC's successful collaboration with other agencies and organisations has been praised in a report Group for District by the All-Party Parliamentary Group for District Councils (APPG). Councils Inquiry: Collaboration and 70 district councils submitted evidence, with CBC selected to take part as witnesses to the inquiry Devolution panel. The cross-party group of parliamentarians heard how CBC's work with Essex County Council and the voluntary sector had transformed the way some services are delivered, by significantly increasing the opportunities for residents and customers to interact online with CBC and via the Community Hub in the Central Library. The Inquiry also touched on the work of the Safer Colchester Partnership. LEXCEL Legal Services were re-accredited against this Law Society standard. Lexcel is the Law Society's legal practice quality mark for excellence in legal practice management and excellence in client care. Green Flag Awards Castle Park and High Woods Country Park have again both been awarded Green Flag Awards, recognising them as two of the best parks in the UK. Green Flags set a benchmark of standards for management and maintenance of publicly accessible urban and countryside parks, and promotes the community value of green spaces. The Castle Park also holds Green Heritage Site status.
Page 91 of 110 2017 TripAdvisor CBC and Visit Colchester were delighted to announce that five of its leading visitor attractions have Certificate of Excellence been awarded this accolade from the public - Colchester Castle, Castle Park, Hollytrees Museum, the Natural History Museum and High Woods Country Park. GeoPlace – national Gold Performance Award for Address Data - for consistently maintaining the highest level of data Exemplar Gold award quality. The Exemplar Awards recognise excellence in local authority business-critical data creation of Address data, known as a Local Land and Property Gazetteer (LLPG) and Street data, known as a Local Street Gazetteer (LSG).
Only 12 authorities in the east of England achieved this Gold standard. Planning Awards, The Creative Centre was a finalist in the category promoting Economic Growth. It was one of just Planning Magazine five projects to make it onto this country-wide shortlist. MJ awards CBC was shortlisted as one of the six finalists for the ‘Commercialism in the Property Estate’ category. This was for CBC’s ‘Ultrafast and Ultraready’ innovative economic growth projects – these aim to enhance the lives and opportunities for residents, encourage greater inward investment, and seek to generate sustainable revenue streams for the Local Authority; enabling further investment and fostering a long-term vision for development and prosperity projects. Essex Digital Awards Leisure World, Colchester Events, and The Museum Service were all nominated as finalists in the 2017 Essex Digital Awards for their new websites.
Colchester Leisure World achieved Bronze in the ‘Website: sports and entertainment’ category. Royal Institute of CBC’s Creative Business Centre at 37 Queen Street for arts and technology-related businesses Chartered Surveyors – won the ‘regeneration’ category at the RICS East of England awards. The Centre houses dozens of east of England awards small firms in the creative centre – formerly used as a police station and a nightclub. 2017 UK Blog Awards The innovative Colchester and Ipswich Museums' Training Museum blog was nominated for the nationwide 2017 UK Blog Awards in the Arts and Culture category. The Training Museum blog allows Trainees to share their experiences on the programme, writing regular updates about what they have been doing and promoting the variety of roles in museums. British Parking CBC’s Group Manager - North Essex Parking Partnership, Richard Walker was elected to the BPA’s Association (BPA) Council of Representatives, as one of two local authority representatives nationally. The BPA Council can influence the long term direction of the Association by giving advice and guidance to the BPA Board. This will enable the NEPP to better communicate the needs of local authorities in national discussions.
Other performance news for April 2017 to March 2018
Datashare – CBC publishes a wide range of information and performance data on the Datashare section of its website. The popularity and importance of open and transparent performance data is evidenced by the 7,812 ‘unique page views’ of Datashare Page 92 of 110 webpages over the year. The ‘top three’ items which are viewed/downloaded by the public/businesses/CBC website users in 2017/18 were:
brownfield land register – location and area of sites in Colchester borough meeting the statutory definition of brownfield land business non-domestic rates - NDR accounts – all current Business Rates accounts including reliefs contracts register – contracts and tenders for goods or services for £5,000 or more.
Datashare brings together more than 70 datasets about CBC and its activities under 13 categories from businesses to street care.
Annual reports – CBC produces annual reports on its performance in various areas. These reports are brought into one place on the website here for ease of reference, and to make it easier for the public to find which annual reports are available.
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Item Cabinet 10(ii) 5 September 2018
Report of Assistant Director of Policy and Author Jessica Douglas Corporate 282239 Title Dying to Work Charter Wards Not applicable affected
1. Executive Summary
1.1 The Trades Union Congress (TUC) has developed a voluntary charter for employers to sign up to. Signing the Charter commits Colchester Borough Council (CBC) to support, protect and guide employees throughout their employment following a terminal diagnosis.
1.2 This report sets out our current practice and next steps towards signing up to and adopting the principles contained within the Charter.
2. Recommended Decision
2.1 To agree to the adoption of the TUC’s Dying to Work Charter.
3. Reason for Recommended Decision
3.1 Signing up to the Dying to Work Charter will offer additional and clear reassurance to staff who are diagnosed with a terminal illness that they will be given employment protection and be supported sensitively during a traumatic period of their life.
4. Alternative Options
4.1 To continue with current practice and not adopt the Dying to Work Charter.
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5. Background Information
5.1 CBC has provided an Employee Assistance Programme to staff since 2014 providing support to staff 24 hours a day, 7 days a week including access to counselling on a range of issues including emotional wellbeing, managing stress, anxiety and depression and illness and financial advice. CBC also has a Crisis Support policy which is available to any member of staff where needed.
5.2 Thankfully the numbers of staff diagnosed with a terminal illness are low, but the impact of such a diagnosis for staff, and their manager and team, is something that requires a clear and flexible approach which responds effectively to the needs of the individual.
5.3 In the last 10 years, five CBC employees received a terminal diagnosis. Three chose to continue to work as long as they were able and died in service, and two employees chose to ill-health retire to enable them to focus on their treatment and family.
5.4 Staff are given the time to consider their options and decide whether they wish to continue to work or retire on ill-health grounds.
5.5 HR Business Partners and the Pensions and Payroll Officer work alongside managers to support staff; talking through options in terms of the Local Government Pension Scheme (LGPS), ill-health retirement or remaining at work and dying in service.
5.6 Staff who have joined the LGPS scheme can choose to access their pension early if they retire. If they choose to continue to work and die in service, the pension scheme will pay a death in service death grant equal to 3 times their pensionable pay to their nominee and also a contingent survivor’s pension.
5.7 However, it should be noted that not all CBC staff are in the LGPS pension scheme and unless they have made separate provision, their options may be more limited financially. In these circumstances we would encourage staff to access the Employee Assistance Programme for financial advice.
5.8 Members will be reassured that CBC has never dismissed an employee with a terminal illness. We endeavour to support staff to help them make decisions that are right for them and their family.
5.9 The TUC has been campaigning for additional employment protection for terminally-ill employees and for employers to give support to individuals to choose how they wish to spend their final months.
5.10 The TUC is encouraging organisations to sign up to its voluntary Dying to Work Charter. In practice CBC has been applying these principles in its existing policies and practices. Signing up to the Charter would formalise these principles into a policy framework and allow this to be widely communicated to staff.
5.11 The Charter requires employers to:
Review sick pay and sickness absence procedures including a specific commitment that the organisation will not dismiss any person with a terminal diagnosis.
Provide an Employee Assistance Programme that provides support to an employee with a terminal illness including access to counselling and financial advice.
Provide training to managers and HR staff on dealing with terminal illness including how to discuss future plans with any worker and any work adaptations that might be necessary.
Adopt the Dying to Work Charter and notify employees of the commitments within it.
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5.12 Signing up the Dying to Work Charter will mean that in the event of a terminal diagnosis there is a clear policy setting out how CBC will support the individual and provide reassurance immediately.
5.13 It also means that managers, who are encouraged to manage sickness absence robustly and deliver CBC’s sickness target, are given a clear steer on how to manage staff sensitively in these circumstances.
5.14 Next steps
A number of steps will need to be taken if Cabinet agree to sign up to the Dying to Work Charter. These include:
Review of CBC’s Ill-Health Capability Policy to include policy guidance to reflect the Dying to Work principles including employment protections for staff diagnosed with a terminal illness.
Communication with UNISON regarding the Charter and consultation on the revised policy.
Communicate the new policy and train managers.
Notification to TUC that the Council wishes to sign the Charter.
Communication with staff and public signing ceremony.
It is anticipated that these actions can be delivered within a short time period once Cabinet has endorsed the proposal.
5.15 As part of this proposal, we have approached CBC’s Macmillan Team to explore opportunities to work more closely together on this initiative particularly with regard to the provision of management training sessions to help managers and HR to have supportive conversations with staff. CBC’s Macmillan team has achieved the Advice Quality Standard which is the quality mark for organisations providing social welfare advice.
5.16 The Macmillan Welfare Benefits team would be able to provide a course for managers covering topics such as workplace rights and benefits, when and where to signpost people requiring specialist support, as well as giving managers the tools and confidence to have these difficult conversations.
The course would cover: Breaking the news Confidentiality and colleagues Rights and responsibilities Supporting carers Supporting a return to work Understanding the legal rights of employees and the obligations of employers Consider the financial implications for people with cancer.
Learning objectives: Explore some of the issues faced by managers managing someone with a cancer diagnosis or is affected by cancer (for example as a carer) Gain an overview of the law in relation to cancer in the workplace Identify appropriate ways to respond to an employee who has received a cancer diagnosis, or is caring for someone with cancer Find further sources of information and support Be able to confidently and compassionately have conversations with colleagues affected by cancer.
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6. Equality, Diversity and Human Rights implications
6.1 CBC is a ‘Disability Confident’ employer, as defined by the national Disability Confident scheme, and this is part of our commitment to successfully employ and retain disabled people and those with health conditions.
6.2 Any medical condition which is given a terminal diagnosis may be considered under the Equality Act 2010. Some conditions are automatically considered to meet the disability definition under the Equality Act 2010 from the date of diagnosis including HIV infection, cancer and multiple sclerosis. Signing up to the Dying to Work Charter will support CBC in its duty as a council to “integrate equality into its day-to-day business and across all of its functions”.
6.3 CBC’s Ill-Health Capability Policy will be reviewed and updated alongside the Absence Management EQIA (copy of current EQIA on CBC’s website here).
7. Strategic Plan References
7.1 Adopting the Charter would support the Wellbeing theme of the Strategic Plan 2018-21, especially in terms of its aim to “support those who need most help”.
8. Consultation
8.1 Any changes to Human Resource policies are consulted on with UNISON.
9. Publicity Considerations
9.1 All staff will need clear information about the Charter’s principles and how these will be implemented. CBC’s intranet has a ‘Livewell Workwell (wellbeing)’ section; this will be refreshed in the light of the Charter’s principles, along with updated CBC policy documents and to offer clear signposting to sources of support.
9.2 CBC has an established network of Wellbeing Champions across each service area. These members of staff act as a point of contact for colleagues on health-related matters, along with managers and HR professionals. CBC also has access to Occupational Health services, and to the Macmillan team as mentioned above. Together, this offers a range of communication channels for staff to access, from online and external advice to a face-to-face conversation with an informed and trusted colleague.
9.3 More than half a million UK employees are now covered by the Charter, across around 50 organisations in the private and public sector including UNISON, the public service union who negotiate with CBC. CBC’s commitment to its employees would be added to the list of employers on the www.dyingtowork.co.uk website, following a public signing ceremony.
10. Health and Wellbeing Implications
10.1 CBC as an employer supports employee wellbeing through a strategy and a wide range of activities. This initiative is directly aligned to CBC’s commitment to staff wellbeing.
11. Financial, Community Safety, Health and Safety or Risk Management Implications
11.1 No significant implications identified.
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Item Cabinet 11(i) 5 September 2018
Report of Monitoring Officer Author Andrew Weavers 282213 Title Local Government & Social Care Ombudsman – Annual Review Letter 2017/2018 Wards Not applicable affected
1. Executive Summary
1.1 The Local Government & Social Care Ombudsman produces an annual report on the number of complaints it has received regarding each local authority. This report provides details of Colchester Borough Council’s Annual Review Letter for 2017/2018.
2. Recommended Decision
2.1 To note the contents of the Local Government & Social Care Ombudsman’s Annual Review Letter for 2017/2018.
3. Reasons for Recommended Decision
3.1 To inform the Cabinet of the contents of the Local Government & Social Care Ombudsman’s Annual Review Letter relating to Colchester Borough Council for 2017/2018.
3. Alternative Options
3.1 No alternative options are presented.
4. Supporting Information
4.1 The Local Government & Social Care Ombudsman issues an Annual Review Letter to each local authority. The Annual Review Letter for Colchester for the year ending 31 March 2018 is attached to this report at Appendix 1.
4.3 It is worth noting that anyone can choose to make a complaint to the Local Government & Social Care Ombudsman. Accordingly, the number of complaints is not an indicator of performance or level of customer service. In most instances there was no case to answer. The Local Government & Social Care Ombudsman will normally insist that the Council has the opportunity to resolve the complaint locally through its own complaints procedure before commencing its own investigation.
4.4 The Governance and Audit Committee has an overview of Local Government & Social Care Ombudsman investigations and the contents of the Annual Review will be reported to the Committee in due course.
5. Key Headlines
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5.1 There were no findings of maladministration against the Council and no formal reports were issued.
5.2 In 2017/2018 the Council received 266,882 direct customer contacts by telephone, email and in person in the customer services area. However this figure does not include ad hoc customer contacts across the organisation. The Local Government & Social Care Ombudsman in the same period received 21 complaints and enquires in relation to how the Council had dealt with its customers. This is an increase from the previous year’s figure of 16.
5.3 The following table provides a comparison of complaints and enquires received.
Year Benefits Corporate Environment Highways Housing Planning and Other Total and Tax and other Services and Development services Transport 2015/16 3 2 3 2 6 8 0 25 2016/17 2 0 2 0 5 7 0 16 2017/18 1 1 5 2 8 3 1 21
5.4 The following table provides a comparison of decisions made.
Detailed Investigations Year Incomplete Advice Referred Closed Not Upheld Uphold Total or Invalid Given back for after Upheld Rate Local Initial Resolution Enquiries 2015/16 2 3 12 4 1 1 50% 23 2016/17 0 1 4 5 2 1 33% 13 2017/18 1 2 8 5 4 1 20% 21
As can be seen from the table above, 5 detailed investigations were undertaken. Of which:
4 not upheld, 1 upheld. (The Local Government & Social Care Ombudsman decided that the Council had been at fault in how it acted and the fault may or may not have caused injustice to the complainant, or where the Council accepted that it needed to remedy the complaint before the Local Government & Social Care Ombudsman made a finding on fault. If the Local Government & Social Care Ombudsman decided there was fault and it caused an injustice to the complainant, usually it will have recommended the Council take some action to address it).
5.5 The upheld case was in relation to a complaint regarding the processing of a rehousing request by Colchester Borough Homes. The Local Government & Social Care Ombudsman upheld the complaint because there was some fault in Colchester Borough Homes’ record keeping in this case. However the Local Government & Social Care Ombudsman determined that this did not affect the outcome of the applicant’s review and appeal so did not cause any injustice.
6. Financial Considerations
6.1 No direct implications other than mentioned in this report.
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7. Strategic Plan References
7.1 The lessons learnt from complaints to the Local Government & Social Care Ombudsman link in with our Strategic Plan aims to be efficient accessible, customer focused and always looking to improve. Having an effective complaints process helps us to achieve the Strategic Plan’s themes of a vibrant, prosperous, thriving and welcoming Borough.
8. Equality, Diversity and Human Rights Implications
8.1 No direct implications.
9. Publicity Considerations
9.1 Details of the Annual Review Letter are published on the Local Government & Social Care Ombudsman’s website and will also be published on the Council’s website.
10. Consultation, Community Safety, Health and Safety and Risk Management Implications
10.1 No direct implications.
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Page 102 of 110 APPENDIX 1
18 July 2018
By email
Adrian Pritchard Chief Executive Colchester Borough Council
Dear Adrian Pritchard,
Annual Review letter 2018
I write to you with our annual summary of statistics on the complaints made to the Local Government and Social Care Ombudsman (LGSCO) about your authority for the year ended 31 March 2018. The enclosed tables present the number of complaints and enquiries received about your authority and the decisions we made during the period. I hope this information will prove helpful in assessing your authority’s performance in handling complaints.
Complaint statistics In providing these statistics, I would stress that the volume of complaints does not, in itself, indicate the quality of the council’s performance. High volumes of complaints can be a sign of an open, learning organisation, as well as sometimes being an early warning of wider problems. Low complaint volumes can be a worrying sign that an organisation is not alive to user feedback, rather than always being an indicator that all is well. So, I would encourage you to use these figures as the start of a conversation, rather than an absolute measure of corporate health. One of the most significant statistics attached is the number of upheld complaints. This shows how frequently we find fault with the council when we investigate. Equally importantly, we also give a figure for the number of cases where we decided your authority had offered a satisfactory remedy during the local complaints process. Both figures provide important insights.
I want to emphasise the statistics in this letter reflect the data we hold, and may not necessarily align with the data your authority holds. For example, our numbers include enquiries from people we signpost back to the authority, some of whom may never contact you.
In line with usual practice, we are publishing our annual data for all authorities on our website, alongside an annual review of local government complaints. The aim of this is to be transparent and provide information that aids the scrutiny of local services.
Page 103 of 110 Future development of annual review letters Last year, we highlighted our plans to move away from a simplistic focus on complaint volumes and instead turn focus onto the lessons that can be learned and the wider improvements we can achieve through our recommendations to improve services for the many. We have produced a new corporate strategy for 2018-21 which commits us to more comprehensibly publish information about the outcomes of our investigations and the occasions our recommendations result in improvements to local services.
We will be providing this broader range of data for the first time in next year’s letters, as well as creating an interactive map of local authority performance on our website. We believe this will lead to improved transparency of our work, as well as providing increased recognition to the improvements councils have agreed to make following our interventions. We will therefore be seeking views from councils on the future format of our annual letters early next year.
Supporting local scrutiny One of the purposes of our annual letters to councils is to help ensure learning from complaints informs scrutiny at the local level. Sharing the learning from our investigations and supporting the democratic scrutiny of public services continues to be one of our key priorities. We have created a dedicated section of our website which contains a host of information to help scrutiny committees and councillors to hold their authority to account – complaints data, decision statements, public interest reports, focus reports and scrutiny questions. This can be found at www.lgo.org.uk/scrutiny I would be grateful if you could encourage your elected members and scrutiny committees to make use of these resources.
Learning from complaints to improve services We share the issues we see in our investigations to help councils learn from the issues others have experienced and avoid making the same mistakes. We do this through the reports and other resources we publish. Over the last year, we have seen examples of councils adopting a positive attitude towards complaints and working constructively with us to remedy injustices and take on board the learning from our cases. In one great example, a county council has seized the opportunity to entirely redesign how its occupational therapists work with all of it districts, to improve partnership working and increase transparency for the public. This originated from a single complaint. This is the sort of culture we all benefit from – one that takes the learning from complaints and uses it to improve services.
Complaint handling training We have a well-established and successful training programme supporting local authorities and independent care providers to help improve local complaint handling. In 2017-18 we delivered 58 courses, training more than 800 people. We also set up a network of council link officers to promote and share best practice in complaint handling, and hosted a series of seminars for that group. To find out more visit www.lgo.org.uk/training.
Yours sincerely,
Michael King Local Government and Social Care Ombudsman Chair, Commission for Local Administration in England
Page 104 of 110 Local Authority Report: Colchester Borough Council For the Period Ending: 31/03/2018
For further information on how to interpret our statistics, please visit our website: http://www.lgo.org.uk/information-centre/reports/annual-review-reports/interpreting-local-authority-statistics
Complaints and enquiries received
Education Corporate Highways Adult Care Benefits and and Environment Planning and and Other and Housing Other Total Services Tax Children’s Services Development Services Transport Services
0 1 1 0 5 2 8 3 1 21
Decisions made Detailed Investigations
Referred Closed After Incomplete or back for Advice Given Initial Not Upheld Upheld Uphold Rate Total Invalid Local Enquiries Resolution
1 2 8 5 4 1 20% 21
Notes Complaints Remedied Our uphold rate is calculated in relation to the total number of detailed investigations. Satisfactorily by The number of remedied complaints may not equal the number of upheld complaints. by LGO Authority before LGO This is because, while we may uphold a complaint because we find fault, we may not Involvement always find grounds to say that fault caused injustice that ought to be remedied.
0 0
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Page 106 of 110 Agenda item 12(i)
Extract from the draft minutes of the meeting of the Policy and Public Initiatives Panel held on 1 August 2018
6. Public Ideas
Victoria Weaver
Victoria Weaver attended the meeting to suggest that a report on unitary authorities be included on the work programme of the Policy and Public Initiatives Panel.
Victoria Weaver highlighted that this issue was included in the Labour party manifesto, and would bring Colchester closer to the community. Victoria Weavers stated that Colchester was different to the rest Essex and that being separate from the County Council would be a benefit. The report could summarise the pros and cons of becoming a unitary authority.
Panel Discussion
Members of the Panel welcomed the suggestion to look at the pros and cons of unitary authorities as part of the Work Programme. Members suggested that this could include information regarding current examples of unitary authorities in Essex, such as Southend and Thurrock. Further comments were made regarding how a unitary authority would simplify the structure of local government for members of the public. Panel members also highlighted that, whilst not necessary at this stage, if it were to proceed further the views of members of the public would need to be considered.
A member of the Panel questioned how this issue would be placed on the Government agenda if it were to go ahead and what size the unitary authority would be.
Victoria Weaver
In response, Victoria Weaver confirmed that she had messaged the Secretary of State for Housing, Communities and Local Government who confirmed that Council’s can propose at any time a request to becoming a unitary authority. With regards to the size of the unitary authority, Victoria Weaver suggested that different sizes could be looked at during the review.
Page 107 of 110 9. Work Programme 2018/19
Jonathan Baker, Democratic Services Officer, introduced the Policy and Public Initiatives Panel Work Programme 2018/19. The Panel is requested to note the contents of the Panel’s work programme for 2018/19 as set out in the report.
Following on from the Public Ideas item at the beginning of the meeting Panel members agreed that a report be brought to a future meeting regarding the advantages and disadvantages of Unitary authorities.
Jonathan Baker also highlighted that the Panel would need to consider when it wants to receive information about the previous agreed items of air quality and pedestrianisation of the high street. A member of the Panel suggested that these items could be looked at following the public engagement session in September, as there may be ideas from this that influence discussions.
RESOLVED;
a) To RECOMMEND to CABINET that a report on Unitary Authorities be included on the Policy and Public Initiatives Panel Work Programme
b) That the Policy and Public Initiatives Panel Work programme be noted.
Page 108 of 110 Agenda item 12(ii) PETITIONS, PUBLIC STATEMENTS, QUESTIONS
(i) Have Your Say speakers
Date of Details of Members of Subject Matter Form of Response Date Meeting the Public Completed
Cabinet 11 Alan Short, Victoria Proposed new Verbal response given at the 11 July 2018 July 2018 Weaver development in St meeting by Councillor Cory, Botolph’s Leader of the Council and Portfolio Holder for Strategy, Councillor Barlow, Portfolio Holder for Commercial Services, and Councillor T. Young, Portfolio Holder for Business and Culture. Cabinet, 11 Rosie Pearson The options contained in Verbal response given at the 11 July 2018 July 2018 the Planning Inspector’s meeting by Councillor Cory, letter on the draft Local Leader of the Council and Plan. Portfolio Holder for Strategy Cabinet, 11 Nick Chilvers Engagement and Verbal response given at the 11 July 2018 July 2018 consultation on highways meeting by Councillor Cory, issues. Leader of the Council and Portfolio Holder for Strategy and Councillor Goss, Portfolio Holder for Waste, Sustainability and Transportation. Council, 18 Mark Goacher Proposed new Verbal response given at the 18 July 2018 July 2018 development in St meeting by Councillor Barlow, Botolph’s. Portfolio Holder for Commercial Services, and Councillor T.
Page 109 of 110 Young, Portfolio Holder for Business and Culture.
Council, 18 Victoria Weaver Benefits of unitary Verbal response given at the 18 July 2018 July 2018 authorities. meeting by Councillor Cory, Leader of the Council and Portfolio Holder for Strategy Council, 18 John Akker The need for cross party Verbal response given at the 18 July 2018 July 2018 consensus on the Local meeting by Councillor T. Young, Plan. Portfolio Holder for Business and Culture Council, 18 Trevor Orton The level of service provide Verbal response given at the 18 July 2018 July 2018 by Colchester Borough meeting by Councillor Bourne, Homes to an elderly tenant. Portfolio Holder for Housing and Commnities.
(ii) Petitions
Date petition Date Lead Petitioner Subject Matter Form of Response received Completed
No valid petitions received
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