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Adult Social Care Portfolio Date: May 2019 Version 1.0 Approved by KB 1 ECONOMY AND REGENERATION PORTFOLIO OVERVIEW Portfolio Summary I am pleased to present my Quarter 4 report to the scrutiny committee. It is also my final report to this committee as I take up a new role leading on Citizen Focus & Engagement. The Small and Medium Enterprises (SME) Apprentices Grant for Stockport was launched in Quarter 4. This will provide support to SMEs to make it easier for them to take on apprentices. We hope that around 40 local companies will take advantage of this scheme. Delivering the GM-wide Working Well initiative continues to go well in Stockport, and the report sets out how a number of elements of that work are progressing locally. This quarter, I was particularly pleased to see that the Work and Health element of the programme is beginning to bear fruit, with earnings-related outcomes comparing favourably with the rest of GM. The rate of referrals from Stockport is lower than GM however and we will be working to address this in the coming months. The Council has worked with a number of employers on schemes aimed at helping local unemployed people back into work. This quarter, for example, the operators of the Produce Hall and Blackshaws in the Market Place ran pre-employment training and recruitment processes that resulted in a number of previously unemployed people being offered jobs, including an 18-year-old man, who had been homeless, who is now working as an apprentice chef. Also at the Marketplace, new operators have taken on responsibility for operating the Market. It’s really encouraging that the number of visitors to the Market has been increasing throughout the quarter, up 10% on the same time last year, reversing a long-standing decline in numbers. The report also highlights a number of changes at Merseyway, most significantly perhaps, the plans to redevelop the Centre that are now moving forward. A consultation on the first stage of this redevelopment opened on 20th May – this would see the refurbishment of Adlington Walk, the covered area of the centre that links the main mall to Chestergate and the Old Town. The creation of a Mayoral Development Corporation (MDC) for the Town Centre West area moved a step closer during the quarter when Andy Burnham launched a public consultation on an MDC, which generated an overwhelmingly positive response. The next steps will be to establish the MDC formally and to produce a Strategic Regeneration Framework for the area – we expect to consult the public on that during 2019/20. Following the unprecedented success of the Strawberry Studios exhibition in 2017/18, and the visitor numbers it generated, we did not expect visitor numbers to be sustained in 2018/19. The fact that they increased by 5% during the year is therefore testament to the varied and interesting programme of events held in our museums throughout the year. It's been a pleasure to lead this portfolio for the last three years and I’m grateful to the committee for their robust and respectful scrutiny of many highly complex issues so important to progressing Stockport’s rejuvenation. 2 I’m proud to have overseen plans to completely remodel our aging bus station in a way that extracts maximum value from investment for the people of Stockport. This ambition and vision significantly contributed to the GM Mayor agreeing to establish his first ever MDC here in Stockport and I’m pleased that other local authorities are now hoping to follow our lead. We should all be proud of that. Our unique and treasured Market Place now faces a bright future where there was once decline, joining the Underbanks area as a new haven for independent business in the town centre’s historic core, and making our town centre an even more attractive place to live, work, and enjoy leisure time. Many challenges still lie ahead but I’m sure that with the continued success of Redrock, Stockport Exchange and significant improvements to Merseyway, our town centre will be fit for the future, generating revenue to help towards bridging the council’s looming funding gap. With the Work & Skills Board, we’ve taken a pragmatic, partnership-led approach to the Inclusive Growth agenda setting common priorities to better connect communities to opportunity, and I very much look forward to seeing this early work embed and develop. Finally, I must pay tribute to the many talented, resourceful and dedicated officers working across this portfolio. Through some very tough times for our workforce, their professionalism and resilience as public servants - more often than not behind the scenes - they have offered nothing but steadfast support to me as portfolio holder as I know they will to my successor. Cllr Kate Butler, Portfolio Holder for Economy and Regeneration Revenue Budget (Forecast) Capital Programme £000 £000 2018/19 Capital Budget 58,450 2019/20 Capital Budget 71,570 Cash Limit 2,780 2020/21 Capital Budget 37,576 Outturn 2,776 (Surplus)/Deficit (4) Approved use of reserves 1,351 Utilisation of approved use of reserves 148 Balance remaining of approved use of 1,203 reserves 3 1. ECONOMY & REGENERATION PORTFOLIO DELIVERING OUR PRIORITIES 1.1 Priorities and Delivery Plans Portfolio priorities are set out in the Council Plan, and progress against those relating to the Economy & Regeneration portfolio is included below. These include key objectives and milestones for 2018/19, and are cross-referenced with GMS priorities and delivery plans. 1.2 Measuring Performance and Reporting Progress The Key Performance Indicators (KPIs) that support delivery of these priorities include statutory and locally-defined measures and help monitor performance on the Portfolio’s key priorities. The measures have been chosen to reflect the impact or outcome of activity that is relevant to achieving the Council’s objectives. They will also reflect inputs, outputs or processes that deliver results that contribute to the wider outcome. Where the measure supports a GMS target, this is highlighted, with the GM-wide target referenced. The measures included under each priority are those considered most appropriate to include in this document and be reported on a quarterly, six-monthly or annual basis. As has been the case in previous years, should scrutiny members wish to examine a particular service or function’s performance in more detail, specific reports would be produced which include a wide range of measures and other means of assessing performance. PI Status - Key 2018/19 actual / forecast is significantly below target 2018/19 actual / forecast is below target but within acceptable tolerance range 2018/19 actual / forecast is on or above target or within target range 1.3 Portfolio Risks Following the review of Portfolio Performance Reporting processes during Quarter 3, it was agreed that risks would be reported “by exception” for the remainder of 2018/19 and the reporting of risks would be removed from the process from 2019/20 (reporting on risks is already undertaken elsewhere). 4 1.4 Updates on delivery of Portfolio Priorities Priority 1: Inclusive growth Delivery Updates Business Growth The project to refurbish and convert the remaining space at the Business Innovation Centre at Broadstone Mill was completed. The Centre is now 95% let on the back of strong interest in the new space. The delay in making more space to let, caused by issues with Carillion, has meant that the expected income forecast was not achieved – more information on this is set out below in the section in risk. SBIC has a broad remit to support new business growth and help stimulate economic development, so measuring its impact is a key element in monitoring its success. The Council will continue to offer support as part of the package for tenants at SBIC and Merchants House in addition to all businesses engaging with events and workshops held at SBIC. At the end of March 2019, Stockport Business and Innovation Centre (SBIC) was 95% occupied (20,331 square feet) and Merchants House 90% occupied (1,558 square feet). During the year, SBIC has had a significant impact on the businesses it supports. It supported 79 projects, leading to 15 new jobs created, 26 businesses experiencing increased turnover, 21 involved in selling new products/services and 19 entering new markets. Digital Skills The Council is working with Manchester Digital to deliver a "Digital Her" event in Stockport Town Hall. This aims to inspire up to 120 young female students from Stockport schools to consider future careers in the digital and technology sectors. Several local employer (e.g. Music Magpie, CDL and Thales) and sponsors (such as Sainsbury’s, GCHQ, and MSP) will be taking part. GMS Priorities • Good jobs, with opportunities to progress and develop. • A thriving and productive economy in all parts of Greater Manchester. Measuring Performance and Reporting Progress Good 2017/18 2018/19 Status PI Code PI Name perform- Q4 Actual Actual Target ance Actual Partnership Measures % occupied managed workspace and incubator floor space actively E&R1.4 High 83.0% 92.0% 94.0% 91.0% managed for start-up/micro- businesses Average occupancy in Quarter 4 increased to 92% across the quarter as the new units at SBIC were filled. By the end of March 2019, occupancy was at its highest ever (94%). There will be some fluctuation in the coming months due to the movement of tenants on short-term licences, but as demand for units remains high, occupancy is likely to remain above 90%. 5 Good 2017/18 2018/19 Status PI Code PI Name perform- Q4 Actual Actual Target ance Actual % of occupied retail, commercial E&R1.6 and business premises within the High 90.9% 93.2% 93.2% - - Borough's district centres.
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