Quarterly Service Reports (Pack of 4)
Quarter Ending: Saturday 30 June 2018
1. Quarterly Service Report - Adult Social Care, Health and Housing: 3 - 24 Quarter 1, 2018-2019
2. Quarterly Service Report - Children, Young People & Learning: 25 - 54 Quarter 1, 2018-2019
3. Quarterly Service Report - Environment, Culture and 55 - 90 Communities: Quarter 1, 2018-2019
4. Quarterly Service Report - Resources: Quarter 1, 2018-2019 91 - 122
This page is intentionally left blank Agenda Item 1
QUARTERLY SERVICE REPORT
ADULT SOCIAL CARE, HEALTH & HOUSING
Q1 2018 - 19 April - June 2018
Executive Member: Councillor Dale Birch
Director: Gill Vickers
15th August 2018 V6
3 Contents
Section 1: Where we are now ...... 3 Section 2: Strategic Themes ...... 5 Value for money ...... 5 People live active & healthy lifestyles ...... 6 A clean, green, growing and sustainable place ...... 11 Strong, safe, supportive and self-reliant communities ...... 12 Section 3: Operational Priorities ...... 15 Annex A: Financial information ...... 19 Annex B: Annual indicators not reported this quarter ...... 22
Key
Actions
Action is on schedule Action has been completed
Action may fall behind schedule Action is no longer applicable
Action is behind schedule - Not yet updated
Performance indicators
On, above or within 5% of target
Between 5% and 10% of target
More than 10% from target
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 2 4 Section 1: Where we are now
Director’s overview During this quarter we have continued to see further reductions in the number of people needing long-term care and have delivered a £356k contribution towards our full year savings target. However, we have also had a stark reminder of how sensitive care costs are to the combined pressures created from new demand, changes in needs, market conditions and changes in the profile of the numbers of people we are supporting. Following a sustained 7 month run of reducing care costs, we have seen a sudden sharp overall increase in June, resulting in a £478 forecast overspend. A large proportion of the overspend in due to the cost of care packages for just 4 clients. We are looking at options to minimise the risk of any further overspend and to manage this down over subsequent months. However this will become more challenging as we start to feel the effect of seasonal pressures across the health and care system in quarters 2 and 3.
While the situation is worrying, this confirms that our transformation programme is tackling the right things such as: greater investment in early help and prevention services to enable vulnerable people of all ages to remain safe and as independent as possible; developing alternative support options in the local care market and improving the join-up between Council services, partners and across the wider health and care system.
Highlights and remedial action
Good performance Public Health indicators including the number of community groups worked with by Public Health to develop their support to local residents; the number of people accessing online Public Health and the number of people actively engaged with Public Health social media channels have all exceeded targets and are performing well.
LGA Digital Innovation Programme –Bracknell Forest Council was one of a handful of successful bids to be awarded funding from the LGA Digital Innovation Programme. This is a high profile national programme which is providing seed funding for local authorities to conduct initial research to identify innovative solutions to increase the use of digital technology in adult social care
Areas for improvement L030 Number of lifelines installed in the quarter - Forestcare have had an installer vacancy for the past few months following the promotion of one of the installers. We have also mobilised 2 large contracts which our remaining installers have been supporting on. We have now recruited another installer who will work to increase the target overall next quarter
4.6.01 Review the model of providing DAAT services and implement any improvement identified – We are currently undertaking a review of the group programme working with our service user forum. Any changes will be implemented during quarters 2 & 3.
4.6.02 Review the effectiveness of the Breaking Free online element of the DAAT service by monitoring the number of people accessing the service in this way and the outcomes achieved - Only 3 cards have been activated so far this year as we ran out of stock and had to wait for new supplies to be sent through.
7.1.11 Whole life disabilities service design proposal and options produced - This has been reprioritised to reflect the dependency on the agreed timescales to design and implement the new People Directorate.
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 3 5 7.1.20 Develop and implement a shared lives scheme - A strategic meeting of the Adult Transformation Team, Commissioning and Operational Leadership for learning disabilities took place to consider the business case for shared lives and plan next steps. The meeting concluded that further consideration is needed before a plan for the service can be effectively planned. Further work on the specification for the scheme is required before the plans for this can be agreed
Audits and Risks No audits were identified this quarter.
There were no significant changes to the risk register this quarter.
Budget position Revenue Budget The quarter one forecast for the department overall is an overspend of £0.371 million. The largest area of expenditure is purchased social care and this is currently showing an overspend of £0.478 million. The transformation programme contains a number of initiatives designed to close this gap but the forecast is based on current costs (i.e. future savings are not included until they have been realised).
Provider uplifts for sleep-ins and other community services outside the framework contract are still being negotiated although the risk around this has reduced due to the recent Court of Appeal outcome on 13th July 2018 (overturning the court ruling last year that care workers should be paid the national minimum wage for every hour of a sleep-in-shift). Whilst the risk may have reduced an estimate of this cost has been included in the forecast and it remains a risk to the budget position. In addition, two key care home providers have been red-flagged due to safeguarding concerns. This will reduce capacity in the local market and is likely to increase the cost of new placements.
Capital Budget The largest capital budget relates to the loan to Downshire Homes for the purchase of property. It is expected that at least a further 20 properties will be purchased in the financial year.
An initial budget for project costs in relation to the redevelopment of Heathlands into a 64 bed care home is also included in this year’s budget. This is a joint scheme with the CCG and if it proceeds this will be a significant scheme with a value of approximately £10 million.
Adult social care sickness absence Work is continuing between HR and ASC to ensure accuracy of sickness absence recording on the new iWorks system which has been implemented in Q2.
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 4 6 Section 2: Strategic Themes
Value for money
Action Due Date Status Comments 1.2 The cost, quality and delivery mechanism of all services will be reviewed by 2019 1.2.19 Design and implement a People 31/03/2019 Directorate designate has Directorate that brings Adult Social Care, been appointed to lead the
Health & Housing and Children, Young work to align Adult Social People & Learning services into a single Care, Health & Housing and directorate structure (T) Children, Young People & Learning services into a single directorate structure. Work is in progress to recruit to the new tier 2 assistant director level senior management structure. 1.2.20 Joint commercial development and 31/03/2019 Plans are on track to design early help function (T) and implement the joint commercial development and early help function. 1.2.21 Joint commissioning and 31/03/2019 Plans are on track to design transformation function (T) and implement the joint commissioning and transformation function. The Assistant Director for Joint Commissioning and Transform has initiated a strategic review of the current commissioning functions as part of the ‘analyse’ phase of the organisation and service redesign work. 1.7 Spending is within budget 1.7.22 Adult Social Care 2018-19 31/03/2019 The ASCH&H transformation savings commitments Transformation programme delivered (T) has delivered a £356k (full year equivalent) reduction in long-term provided care costs during the first quarter which is ahead of profile. The risk of planned savings being severely impacted by demand pressures has increased in M3 following the first increase in provided care costs for 7 months. Contingency arrangements are in place to manage down the risk of a continued over- spend.
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 5 7
People live active & healthy lifestyles
Action Due Date Status Comments 4.3 Comprehensive public health programmes aimed at adults and young people, including smoking cessation, weight management and sexual health are in place 4.3.01 Enhance the emotional health and 31/03/2019 The uptake of online wellbeing of children and young people counselling continues to through the commissioning of online grow and the waiting times counselling structured sessions in schools remain consistently lower and interactive social media projects (E) than 2 hours. 4.3.06 Continue to develop and deliver the 31/03/2019 The number of community offer of support to resident run community groups being supported by groups with the aim of building community Public Health has exceeded resilience targets. The social prescribing service has been launched. 4.3.07 Ensure a range of effective health 31/03/2019 There are now seven improvement services are available, accessible physical activity including support for weight management, sessions available each physical activity and a refocused week. Health improvement programme aimed at reducing smoking services are now fully integrated with health social prescribing in order to provide a more holistic service. 4.3.08 Develop a strong range of digital 31/03/2019 Access to the Public Health services aimed at supporting healthy and Portal and Public Health active lives, with a particular emphasis on Facebook community is social media based innovation exceeding targets. 4.3.09 Enhance the emotional health and 31/03/2019 As well as the success of wellbeing of children and young people online counselling Public through the commissioning of online Health have delivered a counselling as well as projects aimed at number of mental health reducing stigma and increasing emotional focused session in school literacy and with youth organisations. 4.4 Personal choices available to allow people to live at home are increased 4.4.12 Develop personal housing plans for 31/04/2018 This was completed as part customers who face homelessness of the Homeless Reduction Act 2017 that came into force on 3rd April 2018. 4.4.13 Provide capital funding to the Holly 31/03/2019 Funding provision is House scheme to secure accommodation complete and the for young single homeless people refurbishment of the accommodation is well on the way and timelines on target for completion 4.4.14 Increase the accommodation 31/03/2019 Ongoing available for people with learning disabilities (E) 4.4.15 Implement new overpayment 31/03/2019 Contract awarded for 2 recovery contract to minimise impact on years to Reigate and individual's financial position Banstead
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 6 8 4.4.16 Further developments towards 31/07/2018 Bracknell Forest Council personalised health and care (T) has been provided with a mandate by the CCG and Integrated Care System Leaders to develop an integrated operating model for the CCG continuing health care function. The scope includes the development of a local authority led trusted assessor and care management function for the East Berkshire CCG footprint. This will provide a strategic enabler to increase the number of people that are receiving a personal health budget and direct payment. This will enable people to have far greater choice and control over how their continuing health care needs are met. 4.4.17 Develop new housing options for 31/03/2019 As part of the Integrated older people Care System, the council and partners commissioned Housing LIN to undertake a research into Housing with Care for vulnerable adults including adults with disabilities and older people. The first draft of this review is due to be shared with the ICS Care & Support Market Steering Group during July. Initial meetings with ICS partners will then take place, followed by considerations within Bracknell Forest about how to take proposals forward. 4.4.18 Develop new housing options for 31/03/2019 As part of the Integrated people with learning disabilities Care System, the council and partners commissioned Housing LIN to undertake a research into Housing with Care. The first draft of this review is due to be shared with the ICS Care & Support Market Steering Group during July. Initial meetings with ICS partners will then take place, followed by considerations within Bracknell Forest about how to take proposals forward.
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 7 9 4.6 Integration of council health services care pathways for long term conditions is increased 4.6.01 Review the model of providing 31/03/2019 We are currently DAAT services and implement any undertaking a review of the improvement identified group programme working with our service user forum. Any changes will be implemented during quarters 2 & 3. 4.6.02 Review the effectiveness of the 31/03/2019 Only 3 cards have been Breaking Free online element of the activated so far this year. DAAT service by monitoring the number However we ran out of of people accessing the service in this stock and had to wait for way and the outcomes achieved new supplies to be sent through. Since the service was commissioned there has been a steady increase in the number of cards activated each year as follows: 2015/16 = 15 2016/17 = 23 2017/18 = 37 4.6.10 Identify suitable venues across 31/03/2019 We are now delivering a Bracknell Forest in community services substance support group on such as GP surgeries and libraries in a monthly basis at a order to make substance misuse services supported accommodation more accessible (E) project. We are currently developing a 6 week abstinence based programme which will be delivered from a community venue. 4.6.11 Support the delivery of services 31/03/2019 Bracknell has a home first which promote independence, reduce policy which is supported by delayed transfers of care and develop Discharge to assess beds, hospital avoidance schemes Hospital to Home services, and the connections hub, further work will continue through the various Frimley ICS working Groups. 4.6.12 Integrated health and care 31/03/2019 Workforce development workforce development plans produced plans are in the process of and approved by all partner organisations being developed and work (STP) (T) continues across Frimley STP footprint to develop health and social care roles fit for the future. 4.6.13 Integrated models of care delivery 31/03/2019 A local strategy and hubs (STP) (T) operational group has been established locally to drive the delivery of local Integrated care delivery services. This is linked to the enhanced Intermediate care services which will go live in August 2018. 4.7 Accessibility and availability of mental health services for young people and adults is improved
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 8 10 4.7.06 Develop and deliver a new 31/03/2019 The next Network Group community network to support individuals Meeting will take place at with Mental Health needs gain the Open Learning Centre independence through engaging with on Friday, 6th July 2018 community assets and resources (E) The Project Board is now providing seed funding to the local organisations most accessed by the Network for the benefit of improving what the Network can offer supported individuals and their carers in the community to achieve their recovery goals. Sport in Mind have received £5,000 to guarantee five additional sports sessions a week for one year in Bracknell Forest as of the beginning of the 2018/19 financial year. The main focus of Network's development during Q1 has been around the drafting and approval of the executive summary document detailing the 2nd tranche of Network development. Areas of Network expansion covered in the document include Adult psycho-education sessions, Older Adults maintenance groups for Cognitive Stimulation Therapy (CST), Minor Cognitive Impairment (MCI), Cognitive Behavioural Therapy for Carers (CBT), Individual Placement and Support (IPS) scheme, Network Peer-to-Peer scheme, further integration of the BFCN into the CMHTs and the Bracknell Forest Mental Health Forum. All of these will be co-produced with supported individuals and their carers as well as practitioners from the Bracknell Forest Community Mental Health Teams. All of the activities mentioned above are have an effect in reducing likelihood of supported individuals needing future secondary mental health intervention and bed-based provision, as seen from the
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 9 11 reduced waiting list for CMHT Care Co-ordination.
Previous Current Current Current Ind Ref Short Description Figure figure Target Status OF1c2a Percentage of people using social care who 44.3% 45.3% 37.8% receive direct payments (Quarterly)
L278 Percentage of adult social care records in the 98.5% 98.6% 98% Adult Social Care IT System that contain the
person's NHS number (Quarterly) L279 The number of young people who are newly 2,361 2,612 2,150 engaging with KOOTH (the online counselling
service for young people) (cumulative - new plus existing registrations by end of year) (Quarterly) L280 The % of young people who receive a 100% 100% 100% response from KOOTH (the online counselling
service for young people) within 2 hours (Quarterly) L309 Number of community groups worked with by 77 87 73 Public Health to develop their support to local
residents (Quarterly) L310 Number of people accessing online Public 8,234 2,359 800 Health services via the Public Health portal
(Quarterly) L311 Number of people actively engaged with Public 2,423 2,542 2,400 Health social media channels (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 10 12 A clean, green, growing and sustainable place
Previous Current Current Current Ind Ref Short Description Figure figure Target Status NI181 Time taken in number of days to process 4 days 7 days 8 days Housing Benefit or Council Tax Benefit new (5.82 days ytd) claims and change events (Quarterly) L178 Number of household nights in B&B 583 607 754 per accommodation (Quarterly) quarter
L312 Number of families that have been in non self 0 Not able to 0 - contained accommodation for over 6 weeks at report* quarter end (Bed & Breakfast) (Quarterly) L313 Number of families that have been in non self 11 Not able to 14 - contained accommodation for over 6 weeks at report* quarter end (Non Bed & Breakfast) (Quarterly)
*Due to a change in the IT module (required as change in legislation, Homeless Reduction Act 3rd April 2018) that we use to record homeless and temporary accommodation data, we are unable to report this indicator in Q1.
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 11 13 Strong, safe, supportive and self-reliant communities
Action Due Date Status Comments 6.6 Prevention of harm, reduce crime and disorder and make the town centre safe 6.6.02 Prevent harm to victims, offer 31/03/2019 These meetings take place support to children and manage each month and referrals
perpetrators by holding monthly multi- are routinely referred in by agency meetings to co-ordinate the police. support and response for repeat and/or standard/medium/high risk cases of Domestic Abuse 6.6.03 Work with our partners to respond 31/03/2019 These meetings take place to problem locations where crime and monthly and referrals are
disorder are causing disruption to received in from all partners residents, businesses and our community who have challenging while also ensuring that support is offered cases that need a multi- to residents who are at risk of exploitation agency approach. The team's data analyst also routinely analyses the data to identify any problem locations that need a response. 6.6.07 Ensure that support is offered to 31/03/2019 There are a number of residents who are at risk of exploitation multi-agency groups that respond to child victims who are at risk of the different types of exploitation and ensure that the support is matched to the level of risk. There is also a strategic group which covers all exploitation to children that steers the programme of work and ensures that we are using best practice and maximising safeguarding. A new strategic programme of work supporting victims of Modern Slavery and Exploitation has begun and 180 frontline BFC and partner staff were trained in June on how to identify, refer and support victims. Additional training for more staff as well as Councillors is planned. Support to any victims identified will be given by Thames Valley Partnership who have recently been commissioned by the Police and Crime Commissioner. The Strategic Group will ensure that the CSP develops a robust response to modern slavery including
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 12 14 support and disruption. 6.6.04 Support regular multi-agency 31/03/2019 The IOM multi-agency offender management meetings to meeting continues to prioritise intervention with offenders who operate successfully, commit the most crime and cause most Coordinated and lead by harm to the community Laura Wright TVP & Justin Whitlock BFC. Panel meeting are held monthly, leads and practitioners liaise daily to deliver a robust service to this identified prolific cohort, targeting intervention to the 'Seven Pathway' approach to reducing recidivism. These pathways are 1. Case Management & Transition 2.Accomadation 3. ETE 4. Health 5. Substance Misuse 6. Families 7. Finance, Benefits & debt. 6.6.05 Lead on Prevent, having strategic 31/03/2019 Prevent Steering Group oversight of the action plan, co-ordinating meets three time a year and referrals to the Channel Panel and is attended by the Head of supporting workforce training Counter Terrorism Policing South East. Channel Panels are scheduled monthly to co-ordinate interventions and safeguarding to any potential referrals. However, if a referral doesn't meet Channel threshold, good practice is employed and a safeguarding review is carried out to identify other existing vulnerabilities and appropriate referrals are made. Work has begun on developing the next Prevent Plan and Strategy (2019 - 2122) for BFC in line with the new Counter Terrorism Bill and Contest Strategy. 6.6.06 Work with the Lexicon, tenants and 31/03/2019 Monthly meetings take partners to ensure that the town centre is place to address any a safe place to be enjoyed by all problem issues in the town centre. These are attended by police, some tenants, BFC and the Lexicon. It is a very pro-active group which has achieved good results. Public order, criminal damage and violence are routinely monitored through the Community Safety Partnership each quarter
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 13 15
Previous Current Current Current Ind Ref Short Description Figure figure Target Status L030 Number of lifelines installed in the quarter 246 186 230 per (Quarterly) quarter L031 Percentage of lifeline calls handled in 60 97.7% 97.73% 97.5% per seconds in the quarter (Quarterly) quarter
L185 Overall crime (Quarterly) 4,969 1,595 Reduction on - 2017/18 in line with CSP L316 Forestcare - % of Lifeline demos within 7 days 100% 98% 95% per of customer request (Quarterly) quarter
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 14 16 Section 3: Operational Priorities Action Due Date Status Comments Adult Social Care Health & Housing 7.1.10 Use monthly budget monitoring 31/03/2019 Systems and processes reports to identify and address any are in place to review the
emerging overspends promptly monthly budget monitoring report to identify and track emerging issues and recovery actions. 7.1.11 Whole life disabilities service 30/09/2018 This has been design proposal and options produced (T) reprioritised to reflect the dependency on the agreed timescales to design and implement the new People Directorate. A revised timescale for this action needs to be agreed as part of the People Directorate work programme. The scope of the new Learning Disabilities Approaching Adulthood team has been extended to include all customer groups transitioning from Childrens Service to Adults 7.1.12 Implementation of social 30/09/2018 Service now in place. prescribing operating model (T) 7.1.13 Working with the Clinical 31/03/2019 Partnerships are in place Commissioning Group to further develop to deliver Integrated an Integrated Care approach (T) Decisions Making Services which will eventually support Local integrated Decision Making Hubs. Multi agency meetings take place on a bi monthly basis The Enhanced Intermediate Care Service which is going live in August is based on the principals of integration. 7.1.14 Review and evaluate effectiveness 30/06/2018 Senior managers review of the care practice quality assurance all care plans to ensure panels (T) there is oversight and equity of service delivery 7.1.15 Review and evaluate the impact of 30/06/2018 Audit now completed the conversations approach to care recommendations have management practice and ensure it is been incorporated into an delivering the expected benefits (T) action plan which will be implemented during the next quarter. 7.1.16 Review and evaluate the new 31/05/2018 Review and evaluation connections support function and completed and outcomes
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 15 17 community connector role to determine will feed into the future development requirements (T) developments toward the people directorate. 7.1.17 To reduce delayed transfers of 31/03/2019 7 day service in place. care and hospital admissions, deliver an enhanced intermediate Care Service 7 days per week. (T) 7.1.18 Enhanced community intermediate 30/09/2018 Go live date agreed care service model implementation 01.08.2018 completed (T) 7.1.19 Develop business case to support 30/09/2019 Joint business case for redevelopment of Heathlands to provide the CCG capital at least 44 bed space EMI scheme and 20 contribution has been bed Discharge to Assess (D2A) produced and submitted to NHSE in June 2018. An Executive decision report is on track to be produced for September 2018 to obtain sign-off to start the next stage of the programme. 7.1.20 Develop and implement a shared 31/12/2018 A strategic meeting of the lives scheme (T) Adult Transformation Team, Commissioning and Operational Leadership for learning disabilities took place to consider the business case for shared lives and plan next steps. The meeting concluded that further consideration is needed before a plan for the service can be effectively planned. This includes an assessment of the feasibility of delivering a service that is able to overcome the challenges that existing external services have had in identifying placements for adults with complex needs. 7.1.21 Development and implementation 31/03/2019 A project has been of plan for the Personal Assistant (PA) initiated to develop the market (T) local Personal Assistant (PA) market, in order to offer people in receipt of Direct Payments from the Department, greater choice about how they arrange their own care and support. The existing Personal Assistant market in Bracknell Forest is relatively immature, so over the last quarter, work has been undertaken to
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 16 18 analyse and understand the local market and to work with existing and potential new organisations to develop a more comprehensive offer for both Directly employed and Self-employed PAs. This work will be continuing over the next quarter. In tandem with this, work is continuing within the department, to ensure that practitioners are cognisant of the support options available in the PA market when developing care plans with individuals. Work is also being undertaken to review the different ways that a managed (Directly employed) PA service could be developed – in house and / or through a commissioned organisation. 7.1.22 Review of the Domiciliary Care 30/10/2018 A narrative review of the Gainshare Model (T) Community Based Support framework has taken place in Q1. This has involved meeting with all providers and a number of stakeholders to consider the implementation of the framework and consider opportunities for improvements. A meeting with providers will take place in July to share the findings of this review and plan activity. At the same time a project team has been put in place within the council to review internal processes and lead on making agreed changes. 7.1.23 Develop a new Market Position 31/12/2018 The aim of the Market Statement and work with voluntary sector Position Statement is to to identify gaps (T) signal the council’s business intentions and form the basis for discussions between the local authority and the local market (including voluntary and community sector) to respond to the
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 17 19 changing needs of the local population. The new Market Position Statement is in the process of development with the next steps to include engaging with local providers through a series of workshops. These workshops will aim to full understand the pressures within the market, implications of policy changes, resource pressures, and potentials opportunities available to work collaboratively. Intelligence gathered through this process will be used as a foundation to formulate a document to support future commissioning arrangements. 7.1.24 Strategic partner identified to 30/06/2018 A strategic partner has collaborate on the development of a been identified that has strategic solution that meets Council's the capability to meet the ambition for a digital care and wellbeing Council’s requirements. marketplace (T) This cannot be progressed at this stage because of dependencies on defining future marketplace requirements to support the personal health budgets. There is also a dependency on strategic priorities to align Childrens and Adults online offer as part of the work programme to create a new People Directorate. The current Bracknell Help Yourself digital platform has seen steady growth in usage with an average of 450 unique hits per week
Previous Current Current Current Ind Ref Short Description Figure figure Target Status L033 The % of customers receiving the correct - 96.7% 98% amount to benefit (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 18 20 Section 4: Staff Sickness
Section Total staff Number of Quarter 1 2018/19 days sickness average per Projected employee annual average per employee DMT 5 17.5 3.50 14.00 Adult Social Care 213 643 3.02 12.08 Commissioning & Resources 28 41 1.46 5.86 Housing 80 108.5 1.36 5.43 Public Health 25 10.5 0.42 1.68 Department Totals (Q1) 351 820.5 2.34 Totals (18/19) 351 820.5 9.35
Comparator data All employees, average days sickness absence per employee Bracknell Forest Council 17/18 7.03 days
Public Sector employers 2017 8.50 days Source CIPD: Health & Wellbeing Survey May 2018
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 19 21 Annex A: Financial information ADULT SOCIAL CARE HEALTH & HOUSING BUDGET MONITORING - MAY 2018 Original Cash Virements & Current Spend to date Department's Variance Over / Movement This Budget Budget C/fwds approved cash %age Projected (Under) Spend month budget Outturn
£000 £000 £000 % £000 £000 £000
Director (326) 57 (269) 213% (94) 175 175 Commissioning 745 (73) 672 15% 619 (53) (53)
Adult Social Care Purchased Adult Social Care Adult Community Team (ACT) 5,060 0 5,060 20% 5,632 572 572 Community Team for Mental Health (CMHT) 1,220 0 1,220 5% 1,130 (90) (90) Community Team for Mental Health Older Adults (CMHTOA) 4,916 (25) 4,891 14% 4,721 (170) (170) Community Team for People with Learning Disabilities (CTPLD) 9,786 0 9,786 3% 9,902 116 116 Directly provided Adult Social Care Equipment 119 0 119 72% 2 (117) (117) Intermediate Care 1,264 (269) 995 30% 1,007 12 12 Community Network 181 1 182 12% 130 (52) (52) Glenfield 290 1 291 17% 278 (13) (13) Waymead 730 2 732 15% 716 (16) (16) Breakthrough 166 1 167 13% 143 (24) (24) Emergency Duty Service 59 4 63 520% 60 (3) (3) Care Management and Operational ACT 1,201 280 1,481 17% 1,481 0 0 CMHT 767 2 769 15% 854 85 85 CMHTOA 594 2 596 20% 825 229 229 CTPLD 1,069 4 1,073 21% 1,070 (3) (3) Connections Hub 251 (73) 178 16% 195 17 17 Safeguarding 266 100 366 19% 332 (34) (34) Chief Officer budgets 404 0 404 0% 329 (75) (75) 28,343 30 28,373 28,807 434 434
Early Help & Communities Housing Strategy 560 3 563 7% 468 (95) (95) Housing Options 418 (64) 354 -25% 241 (113) (113) Supporting People 559 66 625 15% 618 (7) (7) Housing Benefits Administration 415 3 418 -54% 393 (25) (25) Housing Benefit Payments (55) 0 (55) -2,816% -63 (8) (8) Community Safety 216 1 217 -22% 217 0 0 Drugs and Alcohol Advice Team 0 0 0 0% 0 0 0 Forestcare 18 5 23 227% 96 73 73 2,131 14 2,145 1,970 (175) (175)
Public Health Public Health 3,965 0 3,965 11% 4,007 42 42 Grant Funding (4,050) 0 (4,050) 25% (4,050) 0 0 Business Intelligence 173 283 456 -9% 446 (10) (10) 88 283 371 403 32 32
TOTAL ASCHH 30,981 311 31,292 31,705 413 413
Adjustment for Public Health ring-fence (42)
TOTAL ASCHH EXCLUDING PUBLIC HEALTH 371
Memorandum item: Devolved Staffing Budget 15,543 15% 15,954 411 411
Non Cash Budgets Capital Charges 404 0 404 404 0 0 IAS19 Adjustments 2,304 0 2,304 2,304 0 0 Recharges 2,934 0 2,934 2,934 0 0 5,642 0 5,642 5,642 0 0
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 20 22 Capital Budget
Cost Centre Description Budget Expenditure Estimated Carry (Under) / Current Status to Date Outturn forward to Over Spend 2018/19 £'000 £'000 £'000 £'000 £'000 HOUSING Help to Buy 240.0 0.0 240.0 0.0 0.0 BFC My homebuy 166.4 -2.0 166.4 0.0 0.0 Heathlands 500.0 0.0 500.0 0.0 0.0 Downshire Homes 9,254.7 343.0 9,254.7 0.0 0.0 One property purchased Edenfield - Stonewater Housing Development 233.0 0.0 233.0 0.0 0.0 Holly House 450.0 0.0 450.0 0.0 0.0 Disabled Facilities Grant 1,510.7 55.2 865.0 645.7 0.0 TOTAL HOUSING 12,354.8 396.3 11,709.1 645.7 0.0
Percentages 3.2% 94.8% 0.0%
ADULT SOCIAL CARE Care housing grant 4.5 0.0 0.0 4.5 0.0 Community capacity grant 451.3 225.3 50.0 401.3 0.0 £45k earmarked for Waterside Park. IT replacement 79.6 0.0 0.0 79.6 0.0 To be used for LAS enhancement TOTAL ADULT SOCIAL CARE 535.4 225.3 50.0 485.4 0.0
Percentages 42.1% 9.3% 0.0%
TOTAL CAPITAL PROGRAMME 12,890.2 621.5 11,759.1 1,131.1 0.0
Percentages 4.8% 91.2% 0.0%
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 21 23 Annex B: Annual indicators not reported this quarter
Council Plan indicators
Ind. Quarter Short Description Ref. due 4. People live active and healthy lifestyles OF1f The number of adults with a mental health problem in paid employment a % of Q2 adults in contact with secondary mental health services NI155 Affordable Housing supply (Annually) Q4
Quarterly Service Report Quarter 1 2018/19 – Adult Social Care, Health & Housing Page 22 24 Agenda Item 2
QUARTERLY SERVICE REPORT
CHILDREN, YOUNG PEOPLE & LEARNING
Q1 2018 - 19 April - June 2018
Executive Member: Councillor Gareth Barnard
Director: Nikki Edwards
3rd August 2018 V2
25 Contents
Section 1: Where we are now ...... 3 Section 2: Strategic Themes ...... 7 Value for money ...... 7 People have the life skills and education opportunities they need to thrive ...... 8 People live active & healthy lifestyles ...... 13 Strong, safe, supportive and self-reliant communities ...... 15 Section 3: Operational Priorities ...... 16 Section 4: Staff Sickness ...... 18 Annex A: Financial information ...... 19 Annex B: Annual indicators not reported this quarter ...... 28
Key
Actions
Action is on schedule Action has been completed
Action may fall behind schedule Action is no longer applicable
Action is behind schedule - Not yet updated
Performance indicators
On, above or within 5% of target
Between 5% and 10% of target
More than 10% from target
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 2 26 Section 1: Where we are now
Director’s overview This has been an interesting quarter when I consider the performance of CYPL as a directorate and the measures we track through this process.
I have noted below a number of strong areas of performance. This includes the successful completion and handover of the new Kings Academy Binfield. We all look forward to the first official day of opening when the children commence school. I am sure everyone wishes the Trust and the school every future success.
I have also noted under good performance the development of ten high need beds across Rainforest Walk and Holly House for care leavers with high levels of need. This enables us to support a greater number of young people closer to their community.
Learning opportunities for adults continues to strengthen with the successful publication of their quality improvement plan and self-assessment, with all actions on track. The new programme for the Autumn Term 2018 has been published with a continued focus on employability skills. This term also launches new family learning courses as a pilot project. We look forward to seeing how this performs.
Recognition in this quarter as well, for the strong performance of our advocacy services for children receiving support through children’s social care to have their views heard. This is such a vital service to ensure that our services meet the quality standard expected of Bracknell Forest as well as meeting the needs of individual children and young people.
I would also like to recognise in this quarters reporting the pay and workforce strategy which as members you have supported CYPL with. You made the decision to continue with our current package and as you can see we had no resignations in this reporting period. Our vacancy rate remains at 13.9% with 11 unfilled vacancies. This challenge is a constant but I wanted to pause and recognise that without your support and the continued package our performance would be so much worse. Alongside this I also wanted to flag our sickness figures below the Bracknell Forest average for 2017/18 and also below the public sector comparison. This is thanks to the team for their continued commitment to our children and young people of Bracknell forest.
I also wanted to highlight the early signs of success of the transformation work streams. As you can see our step ups from early help to social care are still declining and our numbers of step downs increasing. This is a positive sign of the outcomes of the work streams focusing in this area. We will keep a keen watch on these measures over the coming months.
Our areas identified for improvement this quarter continue to be the percentage of good and outstanding schools. We have hosted in our schools the highest number of Ofsted school inspections over a 12 month period in the last three years. As you can see ten out of the eleven inspected have seen successful outcomes. We are on track to improve this measure significantly with this trend if it continues into the next academic year. Schools are embracing the learning improvement strategy and again we can correlate the success with the implementation of this strategy.
Our next identified area for improvement is with our place planning information. I will be the first to admit that we have not been successful this year with our projections based on all of the evidence to hand, particularly for our primary pupils. I have therefore requested a review into our methodology as regards place planning for all children.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 3 27 Finally, I wanted to highlight our improvement as regards communications with the Regional Schools Commissioner (RSC). We have worked tirelessly to flag any school, although particularly some academies currently that breach admissions codes and also exclude pupils without a fair process. We have regularly reported this action against the measure and the degree of challenge to children’s overview and scrutiny.
Highlights and remedial action
Good performance 3.2.02 Progress the project for the provision of a new Primary / Secondary Learning Village at Blue Mountain (7 form entry secondary school, a 2 form entry primary school and a nursery provision) – see Director’s commentary.
3.7.01 Develop accommodation for care leavers working with BFC Housing to oversee the Holly House site to provide additional local supported accommodation for care leavers with high level of support needs – see Director’s commentary.
4.8.02 Ensure the Quality Improvement Plan is successfully implemented – see Director’s commentary
4.8.03 Review and deliver a refreshed annual learning offer in collaboration with early help, schools, community and local businesses which meets grant conditions and is financially viable – see Director’s commentary.
6.4.03 Provide access to Advocacy Services for children receiving support through Children's Social Care to enable them to have their views heard – see Director’s commentary
6.4.05 Implement the Pay and Workforce Strategy specifically in relation to the recruitment and retention of children’s social workers and teachers – see Director’s commentary
6.5.01 Further develop the effective transition between Early Help and specialist services by improving the step up/step down to/from statutory services – see Director’s commentary
Areas for improvement 3.2.03 Secure sufficient school places to provide for children from planned and future housing developments - Last year's forecasts of primary aged pupils have been shown not to be accurate when compared with current numbers on roll. Forecasts can therefore not be used with confidence for future planning. A thorough review of the methodology and base data began in the quarter in order to improve the accuracy of the 2018-based forecasts to be made available in Quarter 2.
3.5.05 Enhance the emotional health and wellbeing of children and young people at tier 2 in partnership with schools and other providers through the delivery of the Emotional Health and Well Being (EHWB) Action Plan - Making contact with members of the EHWB group (in health and within the LA) to get information on past meetings (what has been agreed) and future meetings.
4.7.02 Work with partners to improve Child and Adolescent Mental Health Services (CAMHS) provision as detailed in the Emotional Health Well Being Action Plan and CCG Transformation Plan - Making contact with members of the EHWB group (in health and within the LA) to get information on past meetings (what has been agreed) and future meetings.
3.1.03 Develop sufficient, flexible 30 hour childcare places for eligible 3 and 4 year olds, to meet parental demand in line with the statutory duty - 43 PVI settings, 87 Childminders and 13 maintained nursery classes were registered to deliver 30 hours during Q1. An additional maintained nursery will be delivering from September.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 4 28 3.3.01 Ensure schools are judged at least good or outstanding by Ofsted through the implementation of the Learning Improvement Strategy - Improvements seen but remains below national. Following the introduction of the Learning and Improvement strategy and newly restructured School Improvement team as from September 2017 there have been 11 inspections this academic year of which 10 have had a positive outcome. One primary school went from Good to Requires Improvement in March 2018 but would have previously been graded as inadequate. All HMI visits for schools requiring improvement have had a positive outcome judging schools to be on track to be good at their next inspection. Increasing the percentage of good or better schools remains a key focus for the department.
3.3.02 Ensure effective collaboration and communication with Regional Schools Commissioner and all schools including those within locally established Multi Academy Trusts and stand alone academies - There is a strengthening relationship with the RSC. Regular meetings take place with the Department for Education (DfE). Building positive relationships with one of the academy trusts remains an area for further development. There is an effective working relationship with 4 out of the 5 trusts currently in Bracknell Forest. There have been concerns around admissions and exclusions in some of the academy trusts and support has been sought from the RSC.
3.4.01 Ensure effective use of Pupil Premium grant to close gaps in attainment - Key messages about evaluating the impact of the school's strategy were shared at a well attended network meeting in April. 27 BFC schools attended the Pan Berkshire PPG conference in June. 15 BFC schools expressed an interest in an oracy project aimed at closing the gap between disadvantaged pupils and their peers as a result of conference. A Full Pupil Premium Review was conducted and priority secondary school: recommendations were given and have been acted upon. A Member led Task and Finish group on disadvantaged pupils with SEND has been established. The impact will be evaluated using end of year data in July/September 2018.
Audits and Risks
There were 2 limited assurance opinion audits in this period:
1. Harmanswater Primary School. One fundamental (priority 1) recommendation was raised as a consequence of the audit relating to goods received checks/ invoice authorisations. In addition, 12 medium (priority 2) recommendations were also raised where controls could be strengthened. These related to staff business interest forms, financial procedures, expenses, budget monitoring, purchase orders, paperwork audit trail, overdraft approvals, petty cash, inventory, income recording and handling, procurement card procedures and fraud control.
2. Ascot Heath Juniors. Two fundamental (priority 1) recommendations were raised as a consequence of the audit relating to purchasing controls and DBS checks. In addition, 10 medium (priority 2) recommendations were raised where controls could be strengthened. These related to business interest forms, list of Certifying Officers financial procedures, expenses, policies, School Financial Value Standard (SFVS) approval, overdraft approvals, bank signatories, lettings charges, procurement card procedures and fraud control.
There were no significant changes to the risk register this quarter
Budget position The original cash budget for the department was £17.605m. Net transfers out of £0.123m have been made bringing the current approved cash budget to £17.482m. In addition to this amount, there is a budget for the Dedicated Schools Grant and other income of £97.116m to fund the Schools Budget which is outside the control of the Council. This includes net transfers in from Reserves of £0.394m. Within the Schools Budget, £24.668m is managed by Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 5 29 the Council on behalf of schools. A breakdown of the budget is available in Annex B1, with Annex B2 showing the budget changes processed this quarter.
The forecast outturn for the department is £18.640m (£1.158m over spend on the current approved cash budget). For the Schools Budget, the outturn forecast is -£0.009m (£0.009m under spend).
A detailed analysis of the variances this quarter is available in Annex B3.
The department has identified the following as a budget that can pose a risk to the Council’s overall financial position, principally because it is vulnerable to significant changes in demand for a service. The current position is as follows:
Forecast Budget Service Area Outturn Comments £000 £000 Looked After Children – 5,279 6,368 The budget assumed an accommodation, care costs average of 120.1 high cost and allowance payments placements throughout the year at circa £39.9k each. There are now (30 May) forecast to be 129.1 at circa £43.0k each. The budget assumed in-year cost reductions through the Transformation Programme and this is currently work in progress.
Capital Budget
The original capital budget for the department was £7.984m. The Executive has subsequently approved the £14.972m under spending from 2017-18 to be carried forward making a total budget of £22.956m.
A detailed list of schemes together with their budget and forecast spend is available in Annex B4.
The following schemes are forecast to over/under spend by at least £20k:
Over/Under Scheme Spend Comments £000 None n/a n/a.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 6 30 Section 2: Strategic Themes
Value for money
Action Due Date Status Comments 1.7 Spending is within budget 1.7.04 Implement savings as identified for 31/03/2019 Savings included in monthly budget 2018-19. (T) monitoring reports received by
Managers. 1.7.21 Develop and deliver the Childrens 31/03/2019 The Children's Transformation Services Transformation Programme programme is in the plan phase and identifying savings for 2018/19 and proposals have been developed that beyond.(T) include savings of £1.85m by the end of 2019/20. The Transformation Team are now fully staffed and the seven approved work streams being taken forward are: CTW1 - Front Door: Re-design & re- engineer an integrated Gateway to Services CTW2 - Early Help: Create a whole council Early Help service & engineer effective processes CTW3 - Placements: Reduce the unit costs of Children Looked After Placements CTW4 - Family Safeguarding Model: Reduce the number of Children Looked After CTW5 - Senior Structures: Restructure the Leadership Team and align structures CTW6 - School Support Services: Develop a new model for traded services CTW7 - Education Improvement: Drive improvement within education & early years through a new Chief Officer and the SEND strategy.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 7 31
People have the life skills and education opportunities they need to thrive
Action Due Date Status Comments 3.1 Children have access to high quality early years provision 3.1.02 Develop sufficient, flexible 31/03/2019 175 children accessed a funded 2 childcare places for all eligible two year year old place during the summer
olds in line with statutory duty. term 42 PVI settings and 79 Childminders are registered to deliver 2 year old funding Work is ongoing to continue to increase the numbers of providers delivering the entitlement 3.1.03 Develop sufficient, flexible 30 hour 31/03/2019 43 PVI settings, 87 Childminders and
childcare places for eligible 3 and 4 year 13 maintained nursery classes were olds, to meet parental demand in line with registered to deliver 30 hours during the statutory duty. Q1. An additional maintained nursery will be delivering from September. 3.1.04 Support Private, Voluntary and 31/03/2019 4% (2 out of 43) PVI settings are Independent Pre-School Provision to be currently rated Requires judged at least good or outstanding by Improvement, there are action plans Ofsted. in place to support these providers to achieve at least Good in their next inspection 3.1.05 Continue to develop Children's 31/03/2019 The 0-19 Health visiting and school Centres to offer services for children and nursing service commenced in April young people under the development of 2018. the One Council Early Help offer. HVs are co-located on 3 CC sites, school nurses are co-located on 2 CC sites. Some additional service, for example the enuresis clinic is now delivered on a CC site. Evidence based Parenting programmes are being co-facilitated by Early Help staff on CC sites. 0-19 parenting programme will be fully joined up from September 2018 3.2 School places are available in al localities 3.2.01 Provide sufficient pupil places, 31/03/2019 There are sufficient pupil places in all through the Education Capital Programme organisational areas to meet basic to meet basic need. need. As at 06/06/18 of the 1,595 primary places available for the Sep- 18 intake, 1,363 were allocated, leaving 232 or 14.5% surplus places across the Borough. For secondary of the 1,476 places available for the Sep-18 intake, 1,332 were allocated leaving a surplus of 144 places or 9.8% 3.2.02 Progress the project for the 31/03/2019 Completion of the new Kings provision of a new Primary / Secondary Academy Binfield slipped from its Learning Village at Blue Mountain (7 form original target of 1-Jun but the project entry secondary school, a 2 form entry did achieve practical completion on primary school and a nursery provision). 05-Jul. The school provider has taken possession of the site and the school is on target to open its doors to 120 Y7 pupils from the start of the
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 8 32 Sep-18 academic year. 3.2.03 Secure sufficient school places to 31/03/2019 Last year's forecasts of primary aged provide for children from planned and pupils have been shown not to be future housing developments. accurate when compared with current numbers on roll. Forecasts can therefore not be used with confidence for future planning. A thorough review of the methodology and base data began in the quarter in order to improve the accuracy of the 2018-based forecasts to be made available in Quarter 2. 3.2.06 Progress the project to oversee the 31/03/2019 The new Amen Corner North primary construction and opening of the new school is at RIBA Stage 4 (technical primary school at Amen Corner North. design), however construction (Stage 5) has commenced on the groundworks and external areas. The project is on programme to open its doors to pupils from September 2019. 3.2.07 Progress the project to oversee the 31/03/2019 The proposed new school buildings construction and opening of the expanded on the Bucklers Park site (formerly Crowthorne CE School at the TRL site. TRL) have been designed up to RIBA Stage 3 (Developed Design). The trajectory of this new school building is dependent on pupil numbers arising from the new housing and is currently earmarked for a Sep-23 opening. Legal & General have sold 26 of their proposed 1,000 houses, but as yet there are no house completions or children arising from the development. 3.3 More children are attending schools that are judged as good or better 3.3.01 Ensure schools are judged at least 31/03/2019 Improvements seen but remains good or outstanding by Ofsted through the below national. Following the implementation of the Learning introduction of the Learning and Improvement Strategy. Improvement strategy and newly restructured School Improvement team as from September 2017 there have been 11 inspections this academic year of which 10 have had a positive outcome. One primary school went from Good to Requires Improvement in March 2018 but would have previously been graded as inadequate. All HMI visits for schools requiring improvement have had a positive outcome judging schools to be on track to be good at their next inspection. Increasing the percentage of good or better schools remains a key focus for the department. 3.3.02 Ensure effective collaboration and 31/03/2019 There is a strengthening relationship communication with Regional Schools with the RSC. Regular meetings Commissioner and all schools including take place with the Department for those within locally established Multi Education (DfE). Building positive Academy Trusts and stand alone relationships with one of the academies. academy trusts remains an area for further development. There is an
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 9 33 effective working relationship with 4 out of the 5 trusts currently in Bracknell Forest. There have been concerns around admissions and exclusions in some of the academy trusts and support has been sought from the RSC. 3.4 Levels of attainment and pupil progress across all phases of learning are raised 3.4.01 Ensure effective use of Pupil 31/03/2019 Key messages about evaluating the Premium grant to close gaps in impact of the school's strategy were attainment. (E) shared at a well attended network meeting in April. 27 BFC schools attended the Pan Berkshire PPG conference in June. 15 BFC schools expressed an interest in an oracy project aimed at closing the gap between disadvantaged pupils and their peers as a result of conference. A Full Pupil Premium Review was conducted and priority secondary school: recommendations were given and have been acted upon. A Member led Task and Finish group on disadvantaged pupils with SEND has been established. The impact will be evaluated using end of year data in July/September 2018. 3.5 Children and young people from disadvantaged backgrounds are supported to achieve their potential 3.5.02 Identify, assess and refer Young 31/03/2019 There are currently 186 young carers Carers, where appropriate, for support identified, of which 34 have received and intervention to ensure they reach their additional support through 1:1 full potential in school (E) targeted youth work or via other services, for example Adult Social Care. In addition, 14 low level young carers have been passed to SIGNAL for support having reached their 18th birthday. 3.5.03 Implement agreed 31/03/2019 A review of the Alternative Provision recommendations from the High Needs and an exercise on specialist place Block review with a focus on quality and planning is currently being completed best value (E) to ascertain future need that will have an impact on current practice. This is being in done in collaboration with various colleagues across the LA as well as in schools. 3.5.04 Work with schools to identify young 31/03/2019 Between April to June the Elevate people at risk of disengaging in education, Bracknell Forest team delivered employment or training and ensuring targeted careers IAG with 72 appropriate interventions are put in place. different year 11 school pupils, who (E) have been identified at risk of NEET through reviews with schools, to ensure they have an appropriate post-16 offer (September Guarantee) which meets the requirements of Raising the Participation Age. Additionally, introductory careers IAG was delivered with 82 pupils across years 9 and 10. Collaborative working remained a priority which was reflected by referrals to the
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 10 34 service from FIT, Children's Social Care and YOS. 3.5.05 Enhance the emotional health and 31/03/2019 Making contact with members of the wellbeing of children and young people at EHWB group (in health and within tier 2 in partnership with schools and the LA)to get information on past other providers through the delivery of the meetings (what has been agreed) Emotional Health and Well Being (EHWB) and future meetings. Action Plan. (E) 3.5.07 Undertake a review of the 31/03/2019 Has been taken over by the current Prevention and Early Intervention Service Early Help Transformation and implement a three year modernisation Programme. programme. (T) 3.5.08 Implement plan in collaboration 31/03/2019 The family placement team's work in with Cornerstone to increase BF Foster partnership with Cornerstone has led Carers to be able to provide care for more to improvements in training to complex and challenging young people existing foster carers, developing a mentor scheme and targeting recruitment. This has resulted in an increase of 5 to date. 3.6 Children and young people with Special Educational Needs are supported to achieve their potential 3.6.01 Continue to implement Special 31/03/2019 There was a slight fall in the overall Educational Needs (SEND) legislation percentage due to a small number of including ensuring Education, Health and assessments running over 20 weeks. Care Plans (EHCP) are completed on Will remain Green at this stage (still time and the transferring from SEN above performance of South East statements to EHCP is progressed. (E) and our statistical neighbours) and see what the trend is by Qr 2. 3.6.02 Increase the number of children 31/03/2019 N/A We don’t have the data for this yet – with Special Educational Needs support this needs to be reported in Q2. achieving a Good Level of Development at the end of EYFS (E) 3.7 All young people who have left school go on to further education, find employment or undertake some form of training 3.7.01 Develop accommodation for care 31/03/2019 There are 10 high need beds have leavers working with BFC Housing to been developed across Rainforest oversee the Holly House site to provide Walk and Holly House for care additional local supported accommodation leavers with high levels of need for care leavers with high level of support needs. 3.7.02 Provide focused support for care 31/03/2019 Care leavers are supported leavers to enable access to appropriate intensively by a structured evidence- education, employment and training based resilience intervention and opportunities. (E) careers info, advice and guidance. This is supplemented by a co- ordinated and formalised network of educational / employment support. Four particular young people were supported intensively during this period; one lived in Southampton, one in Reading and two in Bracknell. Each young person has an EHCP. Outcomes achieved were one young person passed two 45 minute long exams and achieved his CSCS card. Feedback from the young person was that he has never passed any exams before now. One young person increased her capacity to engage with Job Centre Plus resulting in job centre engagement.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 11 35 One young person achieved one college place and two jobs and the fourth young person completed a careers plan, engaged with local career relevant training resulting in two job interviews. 3.7.03 Work in partnership with the 31/03/2019 A total of 19 young people have been Elevate Project through Breakthrough supported by Elevate and Employment Service in order to support Breakthrough Employment. This young people with additional needs into support has included a series home employment. (E) visits for each young person, 1-1 meetings at college or in the community, review and complete CV's, job searches and applications and referral to Adult Social Care (ASC) if eligible. This has achieved a smooth transition for those involved as well as served to reassure parents/carers that their child is effectively supported. Outcomes for each young person will be reported in the next quarter with expected results to consist of successful employment, increased levels of confidence and resilience, examples of independence and a reduced reliance on ASC.
Previous Current Current Current Ind Ref Short Description Figure figure Target Status NI114 Number of permanent exclusions from 2 5 N/A - secondary schools (Quarterly) NI117 Number of 16 - 18 year olds who are not in 3.2% 2.9% <7.5% (remain education, employment or training (NEET) below national
(Quarterly) average) L139 Percentage of all schools rated good or better 72% 69% 76% (Quarterly)
L237 Number of apprenticeships starts for 16-24 5 2 5 (per quarter) year olds through City Deal interventions (Quarterly) L325 Number of permanent exclusions from primary 1 2 N/A - schools (Quarterly) L326 Number of fixed period exclusions from 201 175 N/A - secondary schools (Quarterly) L327 Number of fixed period exclusions from primary 49 32 N/A - schools (Quarterly) L334 Percentage of maintained primary schools 75% 74% 89% rated good or better by Ofsted (Quarterly) L335 Percentage of maintained secondary schools 75% 75% 100% rated good or better by Ofsted (Quarterly) L336 Percentage of academy primary schools rated 0% 20% 50% good or better by Ofsted (Quarterly) L337 Percentage of academy secondary schools 100% 50% 60% rated good or better by Ofsted (Quarterly) L338 Number of permanent exclusions from 0 1 N/A - maintained primary schools (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 12 36 Previous Current Current Current Ind Ref Short Description Figure figure Target Status L339 Number of permanent exclusions from 1 2 N/A - maintained secondary schools (Quarterly)
L340 Number of permanent exclusions from 1 1 N/A - academy primary schools (Quarterly) L341 Number of permanent exclusions from 1 3 N/A - academy secondary schools (Quarterly) L342 Number of fixed period exclusions from - 22 N/A - maintained primary schools (Quarterly) L343 Number of fixed period exclusions from - 127 N/A - maintained secondary schools (Quarterly) L344 Number of fixed period exclusions from - 10 N/A - academy primary schools (Quarterly)
L345 Number of fixed period exclusions from - 48 N/A - academy secondary schools (Quarterly)
People live active & healthy lifestyles
Action Due Date Status Comments 4.7 Accessibility and availability of mental health service for young people and adults is improved 4.7.02 Work with partners to improve 31/03/2019 Making contact with members of the Child and Adolescent Mental Health EHWB group (in health and within Services (CAMHS) provision as detailed the LA)to get information on past in the Emotional Health Well Being Action meetings (what has been agreed) Plan and CCG Transformation Plan. and future meetings. 4.8 Learning opportunities are available for adults 4.8.02 Ensure the Quality Improvement 01/07/2018 The Quality Improvement Plan (QIP) Plan is successfully implemented. has been up dated in line with the Self Assessment Report (SAR) submitted to Ofsted and has been approved by the Community Learning Management Board. All actions are on track. 4.8.03 Review and deliver a refreshed 01/07/2019 The 2017-18 Programme, which annual learning offer in collaboration with closes at the end of July, has been early help, schools, community and local delivered successfully with significant businesses which meets grant conditions increases in numbers taking part in and is financially viable. (E) Family Learning and employability courses. The overall number of learners participating is projected to be approximately the same as 2016- 17. The Programme for Autumn term 2018 has recently been published and reflects a continued to focus on improving employability skills,
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 13 37 including the softer skills that can support those who have multiple barriers to accessing employment. New Family Learning courses are to be piloted with two schools next term.
Previous Current Current Current Ind Ref Short Description Figure figure Target Status L281 Number of individual clients attending 550 195 N/A - Youthline sessions (Quarterly) (cumulative) (ytd)
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 14 38
Strong, safe, supportive and self-reliant communities
Action Due Date Status Comments 6.4 Safeguarding structures to safeguard children and vulnerable adults are well- established 6.4.03 Provide access to Advocacy 31/03/2019 No of young people who have used Services for children receiving support Advocacy service in Qtr. 1
through Children's Social Care to enable No of children - 35 them to have their views heard. (E) No of families - 23 No of on-going cased (per family) - 12 No of new referral s received Qtr. 1 (per family) - 11 Independent Advocacy continues to be offered to support young people to have their voices heard. It is available for young people involved in child protection, for children looked after, care leavers and young people who wish to make a complaint. 6.4.05 Implement the Pay and Workforce 31/03/2019 Teachers: Strategy specifically in relation to the Support continues for School Direct recruitment and retention of children’s with 12 secondary Primary NQT social workers and teachers (Newly Qualified Teacher) Pool Successful appointments commencing in September 2018: 15
Social Care: There were no resignations received from social workers during this period. Unfilled vacancies 11 Vacancy rate : 13.9% 6.5 Early assessment is in pace to identify children and young people with additional needs and provide early help 6.5.01 Further develop the effective 31/03/2019 Step Ups continue to decrease as transition between Early Help and Early Help services successfully specialist services by improving the step manage them and step them down to up/step down to/from statutory services. universal services if necessary. Step downs have increased and are appropriately being referred to Early Help services.
Previous Current Current Current Ind Ref Short Description Figure figure Target Status Ni062 Stability of placements of looked after children 13.8% 0.7% 10% in terms of the number of placements
(Quarterly) Ni063 Stability of placements of looked after children 56% 53.8% 60% - length of placement (Quarterly) L092 Number of children on protection plans 105 105 107 (Quarterly)
L161 Number of looked after children (Quarterly) 138 144 130
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 15 39 Previous Current Current Current Ind Ref Short Description Figure figure Target Status L202 Number of families turned around through 22 15 400 families - Family Focus Project (Quarterly) (Phase 2 total - over a 5 year 192 families period L203 Number of Referrals to Early Intervention Hub 146 137 Maintain current - (Quarterly) levels (annual target) L204 Total number of CAFs and Family CAFs 45 35 10% decrease - undertaken (Quarterly) (Annual target) L242 Number of cases that step up to Children's 9 2 N/A - Social Care (Quarterly) L243 Number of cases that step down from 60 60 N/A - Children's Social to Early Intervention Hub (Quarterly) L287 Number of children in need supported under 743 728 660 Section 17 of the Children Act (Quarterly) L288 Number of foster carers recruited to meet need 12 5 20 (Quarterly) (Annual)
L289 Average caseload per children's social worker 17.2 16.7 16.0 (Quarterly)
L290 Rate of referral to children's social care 155.7 200.5 - - (Quarterly) L346 Average caseload for Family Safeguarding - Data not yet 13 Model (Quarterly) available
Section 3: Operational Priorities
Action Due Date Status Comments 7.5 Children , Young People & Learning 7.5.01 Use monthly budget monitoring 31/03/2019 Monthly meetings in place to monitor reports to identify and address any key budgets. Some budgets indicate
emerging overspends promptly. potential to over spend. 7.5.02 Support children and young people 31/03/2019 During this quarter, 8 assessments with English as an additional language in were completed for new beginners (4
schools. (E) in Primary and 4 in secondary schools). 23 students have been supported across 4 secondary schools and 18 in 8 primary schools. The main objective is to support the language development of each pupil to aid them in accessing the curriculum independently. 7 pupils have been supported in 3 secondary schools to prepare them for the IGCSE English as a Second Language Exam. Outcomes for this cohort will be reported on in the next quarter. Whole school training on supporting pupils with effective EAL strategies was delivered in Crown Wood with more focused support provided to teachers in Binfield and Owlsmoor schools. 7.5.03 Work with partners to maintain the 31/03/2019 In addition to two sessions each provision of English for Speakers of Other week in the informal setting of the Languages (ESOL) classes. (E) English café for those with more
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 16 40 limited English or who just wish to practice their English Community Learning is now offering more formal classes leading to an ESOL qualification. 7.5.04 Provide training for organisations 31/03/2019 Training is planned, with Community to work with children with disabilities to nursing in July 2018. Staff will receive facilitate their inclusion within their child specific care plan training to activities. (E) ensure all children can continue to be included in Short Breaks activities either with Kids or through 1:1 direct support.
Previous Current Current Current Ind Ref Short Description Figure figure Target Status L301 Percentage of Education, Health and Care 82.4% 78.4% 100% Plans issued within 20 weeks (including those with exceptions) (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 17 41 Section 4: Staff Sickness
Section Total staff Number of Quarter 1 2018/19 days sickness average per Projected employee annual average per employee Director 3 0 0 0 Learning & Achievement (including Education Library 82 49 0.60 2.4 Service) Children’s Social Care 140 208.5 1.49 5.96 Strategy, Resources & Early 108 248.5 2.3 9.2 Intervention Department Totals (Q1) 333 506 1.52 Totals (18/19) 333 506 6.08
Comparator data All employees, average days sickness absence per employee Bracknell Forest Council 17/18 7.03 days
Public Sector employers 2017 8.50 days Source CIPD: Health & Wellbeing Survey May 2018
Comments:
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 18 42 Annex A: Financial information Annex B1 Summary Revenue Budget Breakdown
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 19 43
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 20 44 Annex B2
Children, Young People and Learning Virements and Budget Carry Forwards
Note Total Explanation
£'000 DEPARTMENTAL CASH BUDGET
House keeping virements
a 0 A number of net nil effect virements have been processed. These include making changes in the light of new grant notifications that require adjustments to expenditure and income profiles, most notably in respect of the Trouble Families Programme, SEN, Youth Justice Board, Restorative Justice Maintenance Grant, Staying Put and School Improvement Brokerage grant. Other non-staffing budgets have been amended to reflect new year spending plans.
Inter Departmental virement
A number of virements have been processed this period:
b -23 Centralisation of the Web Team c -152 Centralisation of the Business Intelligence Unit d 47 Allocation of funding to finance the cost of the Apprenticeship levy
Budget carry forward
e 5 The annual governor conference due in March had to be cancelled due to the snow. The event is planned to be rescheduled to take place in 2018-19 and the unspent funds have been carried forward to finance the costs.
-123 Total
DEPARTMENTAL NON-CASH BUDGET
0 Changes this period.
0 Total
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 21 45 Note Total Explanation
£'000 SCHOOLS BUDGET
Virements
f 0 The Council's Budget setting process agreed that the allocation of budgets to individual lines of the Schools Budget could be agreed by the Executive Member, up to the level of anticipated grant income. The original budget approved by the Council was on a provisional basis and adjustments are now reported to reflect the changes agreed by the Executive Member as part of the budget setting process, all of which were supported by the Schools Forum. This included the draw down of £0.394m from the New School Diseconomy Reserve to finance a share of the additional costs arising from the opening of Binfield Learning Village.
A number of other grant budgets have been updated to reflect updated allocations or revised estimates. This relates to the Pupil Premium, Primary PE and Sports Grant the Universal Infant Free School Meals Grant and the Post 16 Grant.
0 Total
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 22 46 Annex B3
Budget Variances
Note Reported Explanation variance £'000 DEPARTMENTAL BUDGET
Director
1 25 Mentoring and other support arrangements have been commissioned to coach senior staff.
CO - Learning and Achievement
2 55 Based on room bookings to date, initial income forecasts show a significant reduction in income at the Education Centre compared to last year which is also replicated into catering sales. Uncertainty around the future of the Conference Centre and on-going pressure on other budgets are considered to be the most significant factors influencing the loss of income.
CO - Children's Social Care
3 832 Placement costs are forecast to over spend by £0.832m. The underlying expectation is that the budget will over spend as no provision has been made for any new placements in the budget forecast, as the strategy involves removing the costs of all known leavers, but not adding a provision for any new placements or in year changes in placements as the cost is not known when the budget is set based on December 2017 data. Subject to sufficient funds and agreement from CMT, the in-year over spending is funded at year end through an allocation from the Corporate Contingency.
The budget setting exercise identified 120.1 FTE full year equivalent high cost placements. The current forecast shows an increase of 9.0 FTE to 129.1 FTE (+7%). The majority of the increase has occurred in IFAs where there are an extra 5.7 FTE young people (+21%). This has also had an impact on the average cost of placement, although there have been other factors including high cost residential placements, which has risen from £39.9k to £43.0k (+7.8%). Under business as usual, CSC regularly review placements and will continue to work to achieve savings through active management of support arrangements, making reductions when it is safe to do so. There also remains the likelihood of needing to make new placements during the year that will increase costs from the current forecasts.
4 7 There are 2 significant other variances to report: direct payments are forecast to under spend by £0.042m as client numbers continue to be below the number provided for in the budget; and support to families with no recourse to public funds has significantly increased and an over spending of £0.057m is forecast as more requests for support are being received. There are a number of other relatively minor variances.
CO - Strategy, Resources and Early Help
5 -61 A £0.065m saving arises from the budget transfer for the Councilwide Support Service Review where funding was initially transferred at mid-point less 3% vacancy factor for the functions involved in the transfer when the budget included provision for full costs. A number of relatively minor variances are also forecast.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 23 47 Note Reported Explanation variance £'000 Transformation Programme
6 300 The current year budget includes the savings targets for the Transformation Programme in the value of £1.180m. As the programme is still evolving and work progressing, to date, savings of £0.410m have been identified with £0.770m still to be confirmed. Based on current expectations a further £0.470m of savings are anticipated to be delivered this financial year, with the remaining £0.300m expected to be achieved during 2019-20. 75% of savings are expected to be achieved this year.
1,158 Grand Total Departmental Budget
DEPARTMENTAL NON-CASH BUDGET
0 Total reported to last period.
0 Grand Total Departmental Non-Cash Budget
SCHOOLS BUDGET
The Schools Budget is a ring fenced account, fully funded by external grants, the most significant of which is the Dedicated Schools Grant (DSG). Any under or overspending remaining at the end of the financial year must be carried forward to the next year's Schools Budget and as such has no impact on the Council's overall level of balances.
Schools Block
7 53 The variance forecast on other provisions and support services comprises 2 main elements: a cost increase of £0.175m is anticipated at new and expanded schools following rates assessments and revaluation, which are back dated to when the change was made; and a provisional calculation of pupil numbers in schools in September 2018 indicates growth allowance payments for increases in pupil numbers will be £0.119m below budget.
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 24 48 Note Reported Explanation variance £'000 High Needs Block
8 -6 The significant SEN placement costs are charged to this part of the accounts. The forecast placement costs have been calculated from costed student lists, with a provision for future cost increases that are not yet known, but considered likely from previous trends on what is a volatile, high cost budget area. Whilst summer term costs can be forecast with relative accuracy, new academic year costs are much more volatile and more work is required from the SEN Team before a reliable forecast can be presented, especially in respect of post-16 placements
The main variances being reported at this stage relate to: • £0.143m over spending on placements at Kennel Lane Special School. These costs could increase further, subject to final places for September being confirmed. • £0.294m over spending on top up payments to Maintained schools and academies (BFC and other LAs). • £0.589m under spending in external placements with PVI sector providers and colleges. This figure is very speculative and needs to be viewed with caution and is generally based on a similar level of spending as per last year. • £0.039m under spending on SEN support services, mainly arising from the cancelation of the Early Opportunities programme that planned to undertake assessments of under 5s at KLS and Owlsmoor. With KLS now reaching capacity, it is not possible to implement as planned. • £0.180m contingency for future and unforeseen cost increases.
Early Years Block
9 -56 With the increase in free entitlement for eligible families increasing from 15 hours a week to 30 from September, likely costs are difficult to accurately predict although initial census data indicates a possible under spending of £0.035m. Other support budgets aggregate to a forecast underspending of £0.021m.
-9 Grand Total Schools Budget
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 25 49 Annex B4 Summary Capital Budget Breakdown
CAPITAL MONITORING 2018/19 Dept: Children, Young People and Learning
As at 31 May 2018 Cost Centre Description Approved Cash Expenditure Carry (Under) / Next Target / Current status of the project / notes Budget Budget to Date Forw ard Over Explanatory Note 2018/19 2018/19 2018/19 Spend £000's £000's £000's £000's £000's
SCHOOL PROJECTS
Amen Corner Primary (North) 388.7 388.7 0.0 0.0 0.0 Design completed Design completed Amen Corner Primary (South) 50.0 50.0 0.0 0.0 0.0 School/housing programmes match Developer has outline planning permission for school, negotiating S106 Ascot Heath Schools Relocation 194.8 194.8 0.0 0.0 0.0 Possible Developer Construct Scheme Planning application being considered College Tow n Amalgamation 411.2 411.2 2.9 0.0 0.0 Feasibility report completed Feasibility report completed. Amalgamation project going ahead in 2018/19 Crow n Wood Primary 99.4 99.4 5.6 0.0 0.0 Completed Completed. Extension of Time claim from Balfour Beatty is going through adjudication Great Hollands Primary 225.7 225.7 92.9 0.0 0.0 On site Completed Jennett's Park CE Primary 11.5 11.5 2.8 0.0 0.0 Additional Classroom September 2018 Final installment of furniture & equipment being provided in summer 2018 Meadow Vale Primary 126.0 126.0 5.6 0.0 0.0 Completed Completed. Extension of Time claim outstanding but adjudication found in favour of BFC Ow lsmoor Primary 11.8 11.8 0.2 0.0 0.0 Completed Completed Pines (The) Primary 365.9 365.9 95.1 0.0 0.0 Phase 2 completed Phase 1 completed, Phase 2 in mobilising for Sep-18 completion TRL Primary 50.0 50.0 0.0 0.0 0.0 Design Completed In design for Sep-22 opening, subject to planning Warfield East Primary 50.0 50.0 0.0 0.0 0.0 School/housing programmes match Developers in negotiation w ith planners over draft S106 provisions
50 Warfield West Primary 121.4 121.4 0.0 0.0 0.0 Completed Completed Wooden Hill Primary 21.4 21.4 1.2 0.0 0.0 Project on hold Surge classroom on hold, not required for Sep-17, w ill review for Sep-18
Primary 2,127.8 2,127.8 206.3 0.0 0.0
Easthampstead Park 308.7 308.7 5.1 0.0 0.0 Complete refurbishment Refurbishment in phases in 2017/18 and 2018/19 Garth Hill College 61.6 61.6 0.0 0.0 0.0 Completed Completed Sandhurst Redevelopment 395.9 395.9 0.4 0.0 0.0 Masterplan completed Refurbishment in phases in 2017/18 and 2018/19
Secondary 766.2 766.2 5.5 0.0 0.0
Special/Youth 0.0 0.0 0.0 0.0 0.0
Binfield Learning Village 7,905.7 7,905.7 1,225.9 0.0 0.0 On site On site and on programme for opening in Sep-18 (secondary) and Sep-19 (primary) Village 7,905.7 7,905.7 1,225.9 0.0 0.0 Fees - to be allocated 0.0 0.0 25.7 0.0 0.0 To be fully spent by March 2018 To be allocated to projects Basic Need Grant for Allocation 8,832.6 0.0 0.0 8,832.6 0.0 Unallocated grant Unallocated grant to be c/f to fund future years' projects Devolved Capital and other funds held by schools 583.1 327.5 27.5 255.6 0.0 On-going In progress Section 106 Developer Contributions 250.0 0.0 0.0 250.0 0.0 To be allocated to projects Allocated to projects
Other Schools Related Capital 9,665.7 327.5 27.5 9,338.2 0.0
SCHOOL PROJECTS 20,465.4 11,127.2 1,490.9 9,338.2 0.0
Percentages 13.4% 0.0% CAPITAL MONITORING 2018/19 Dept: Children, Young People and Learning
As at 31 May 2018 Cost Centre Description Approved Cash Expenditure Carry (Under) / Next Target / Current status of the project / notes Budget Budget to Date Forward Over Explanatory Note 2018/19 2018/19 2018/19 Spend £000's £000's £000's £000's £000's
CAPITAL MAINTENANCE / CONDITION
Planned works 1,969.4 1,716.6 66.6 252.8 0.0 In progress. Forecast c/f is largely committed.
ROLLING PROGRAMME 1,969.4 1,716.6 66.6 252.8 0.0
Percentages 3.9% 0.0%
OTHER PROJECTS
Integrated Children's Services 5.4 0.0 0.0 5.4 0.0 Go live Sep-16 Go live date met. Reporting module postponed. CP-IS Project 58.0 45.0 0.0 13.0 0.0 Mar-18 In progress Capita One (EMS) Upgrade 0.7 0.0 0.0 0.7 0.0 Mar-18 Solus upgrade completed. Remaining project elements deferred.
ICT projects 64.1 45.0 0.0 19.1 0.0 51 Youth Facilities 101.8 98.0 0.0 3.8 0.0 Mar-17 Planning for modernisation and ongoing restructuring of the Youth Service.
Retentions - Non Schools 0.0 0.0 0.0 0.0 0.0
Sandhurst Nursery Relocation 250.0 220.0 0.0 30.0 0.0 Multi Agency Safeguarding Hub 4.3 0.0 0.0 4.3 0.0 Complete ICT and accommodation fully delivered. Places for 2 year olds 33.3 1.5 1.5 31.8 0.0 Mar-18 Portal delivered. Project for remainder of w orks in planning stage. Priestw ood Guide Centre 53.9 44.4 44.4 9.5 0.0 In progress Works in train. Toilets/cloakroom complete. Roofing w orks in train. Additional 30 Hours - 3-4 Year Olds 14.1 15.5 15.5 -1.4 0.0 Completed Aw aiting final certification to sign off.
Other 355.6 281.4 61.4 74.2 0.0
OTHER PROJECTS 521.5 424.4 61.4 97.1 0.0
Percentages 14.5% 0.0%
TOTAL CAPITAL PROGRAMME 22,956.3 13,268.2 1,618.9 9,688.1 0.0
Percentages 12.2% 0.0%
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 27
Annex B: Annual indicators not reported this quarter
Ind. Quarter Short Description Ref. due 3. People have the life skills and education opportunities they need to thrive NI073 Achievement at the expected standard or above in reading, writing, GPS and Q3 mathematics (KS2) L331 Attainment 8 score (KS4) Q3 L332 Progress 8 (KS4) NI102.1 Attainment gap between disadvantaged pupils and their peers at KS2 (Annual) (% Q3 reaching the expected standard in RWM) NI102.2 Attainment gap between disadvantaged pupils and their peers at KS4 (Annual) (Gap Q3 relates to Attainment 8 points, where 10 points represents a whole grade.) L153 Percentage of children looked after (as at 31st March) reaching level 4 in Reading at Q3 Key Stage 2 L154 Percentage of children looked after (as at 31st March) reaching level 4 in Maths at Q3 Key Stage 2 L155 Percentage of children looked after achieving 5 A(star)-C GCSEs (or equivalent) at Q3 Key Stage 4 (including English and Maths) L190 Percentage of children looked after (as at 31st March) reaching level 4 in Writing at Q3 Key Stage 2 L195 Percentage of children who achieve or exceed levels of attainment at the end of the Q3 Foundation Stage as measured by the EYFSP in all of the Early Learning Goals for Communication and Language, Physical Development, Personal Social and Emotional development, Literacy and Mathematics L272 Percentage of children obtaining a place at one of their Primary School preferences Q4 L272a Percentage of children obtaining their first preference of Primary School Q4 L273 Percentage of children obtaining a place at one of their Secondary School Q4 preferences L273a Percentage of children obtaining their first preference of Secondary School Q4 L333 Transfer of Statements of Special Educational Needs to Education Health care plans (Annual) L349 Overall rate of permanent exclusions from all secondary schools (Annual) L350 Overall rate of permanent exclusions from all primary schools (Annual) L351 Rate of fixed period exclusions from all secondary schools (Annual) L352 Rate of fixed period exclusions from all primary schools (Annual) L353 Percentage of Private, Voluntary and Independent Pre-School Provision are judged good or outstanding by Ofsted (Annual) L354 Achievement gap between disadvantaged pupils and their peers at end of EYFS (Annual)
52 4. People live active and healthy lifestyles L283 Number of adult learners (over 19s) who have taken part in community learning over Q2 the previous academic year
Quarterly Service Report Quarter 1 2018/19 – Children, Young People & Learning Page 29 53 This page is intentionally left blank Agenda Item 3
QUARTERLY SERVICE REPORT
ENVIRONMENT, CULTURE & COMMUNITIES
Q1 2018 - 19 April - June 2018
Executive Members: Councillor Mr Chris Turrell Councillor Mrs Dorothy Hayes Councillor Iain McCracken
Director: Vincent Paliczka
Date completed: 26th July 2018
55 Contents
Section 1: Where we are now ...... 3 Section 2: Strategic Themes ...... 10 Value for money ...... 10 A strong and resilient economy ...... 12 People have the life skills and education opportunities they need to thrive ...... 15 People live active & healthy lifestyles ...... 16 A clean, green, growing and sustainable place ...... 17 Section 3: Operational Priorities ...... 20 Section 4: Staff Sickness ...... 22 Annex A: Financial information ...... 24 Annex B: Annual indicators not reported this quarter ...... 36
Key
Actions
Action is on schedule Action has been completed
Action may fall behind schedule Action is no longer applicable
Action is behind schedule - Not yet updated
Performance indicators
On, above or within 5% of target
Between 5% and 10% of target
More than 10% from target
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 2 56 Section 1: Where we are now
Director’s overview
As always seems to be the case, the lists of activity that the Council undertakes to improve services for residents is impressive. They really do align with the Council’s strategic commitment to ‘keep the borough a place where all residents can thrive and benefit from core services’. Many improvements such as those delivered by the Parks and Countryside service enhance the green spaces so valued by residents and tend to be implemented without too much disruption. In contrast, the major highway programmes which will have long term benefits, almost always cause disruption and can be frustrating for motorists. Luckily, our highway engineers and contractors are made of stern stuff since abuse is not uncommon, but the improvements in communication methods and their timing in recent years appear to have had a positive impact and hopefully Members’ own experience supports that. It is clear therefore that the borough is thriving and continues to grow apace hence the continuous need to mitigate the impact of growth. The information given to Members about the Community Infrastructure Levy (CIL) has primarily a financial focus but underlying that is the economic growth the borough is embracing as it changes to meet the needs of the community. Whilst Members can see that progress is generally positive there are areas where we are behind schedule or not delivering our intended outcomes. A material change in terms of how we had hoped to enhance Easthampstead Park Conference Centre (EPCC) to secure its long term future has meant this has had to be revisited but hopefully by the time Members read this it will be resolved; libraries are two months or so behind implementing self service and then technology assisted opening but otherwise this will be implemented; the early public response to our new leisure management contractor has not been as positive as we had anticipated but there are signs of improvement; our performance in planning appeals is lower than target and will be investigated; we continue to miss our recycling targets despite the focused efforts of the dedicated waste and recycling team and the new chapel has been delayed but opening is expected in September. This is my last Director’s overview so may I take this opportunity of thanking all Members for their support for me and my department over 20 years. As one Member recently commented ‘it’s been generally positive but we haven’t always seen eye to eye’ which to me describes the appropriate balance in Member/Officer relations and is something that this Council has consistently got right.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 3 57
Highlights and remedial action
Good performance
Planning, Transport and Countryside
Planning CIL income received in the first quarter of the year equates to 47.8% of the £3.1 million target for the year. This, along with the high value of demand notices already issued indicates that target for the year should be met early and exceeded for the year.
Transport Detailed design and programme planning of the A322 Downshire Way dual carriageway scheme has commenced. Work is due to start in early 2019. The A329 London Road corridor improvements are continuing and conversion of the Martins Heron Roundabout to a traffic signalised junction will continue until late autumn. Work also includes upgrading traffic signal equipment at the Fernbank Road junction. The Surrey County Council Meadows Roundabout Improvement Scheme will commence in July with a portion of the works within BFC’s jurisdiction. The majority of the work will be undertaken overnight. Work continues on securing and implementing highway infrastructure associated with strategic housing sites across the borough. Highway works associated with the TRL development site has commenced and is advancing. Work around the Amen Corner (North) development is nearing completion. The 2018/19 Integrated Transport Capital Programme has been approved by the Executive and individual schemes are now being designed and programmed prior to liaison with local Members. The Streetworks Permit Scheme continues to operate well and the published annual report again demonstrates a reduction in disruption levels being achieved through collaborative working. Installation of road side Bluetooth technology for monitoring live traffic data has commenced and will enable future configuration of Intelligent Transport Systems to operate real-time network strategies on the borough’s key highway corridors. New town centre highway infrastructure continues to operate well with identified remedial and maintenance works within pedestrian areas to be undertaken by the developer in the coming months. Work continues on detailed strategic transport modelling to support development of the new Local Plan. The National Highways & Transport (NHT) public satisfaction survey has recently been sent to a sample of BFC residents. The findings from this year’s survey will be released in November.
Parks and Countryside Biodiversity - the approval decision for the new Bracknell Forest Biodiversity Action Plan 2018-2023 is expected on the 17th July. The new plan, which takes up from where the previous plan ended, promotes people and organisations working together to deliver action for biodiversity locally. Conservation volunteering - in the last quarter volunteers contributed a substantial 1351 hours to maintaining and improving our Parks and Countryside. Work carried out by groups such as the Bracknell Conservation Volunteers (BCVs) and the Heritage Parks volunteers is important in helping to maintain high quality standards of Parks and Countryside sites.
58 Community involvement - Parks and Countryside helped to facilitate a meeting on the 29th May to discuss the prospect of forming a new Bracknell Forest Greenspaces Forum. A presentation was given by the Chairman of the National Federation of Parks and Green Spaces about the idea to create a forum for the community/volunteer groups around the Borough with an interest in our green spaces to enable them to work more closely and coherently. The hope is that this will inspire the creating of a "Friends of Bracknell Forest" group that encompasses all of our volunteers under one umbrella. The benefits are enormous, but the challenge is that in order to achieve a self-sustaining group, the movement must come from the volunteers themselves. Enhancements to play facilities and open spaces - Parks and Countryside have delivered a number of capital funded projects across the borough, which have improved public access, recreation and biodiversity to Parks and Countryside managed sites. The outdated play areas at The Greenway in Sandhurst and Pope’s Meadow in Binfield have been revamped. New facilities were provided at The Greenway using BFC capital funding as part of the annual rolling play area improvement programme. S106 funding was used to expand and update play equipment at Pope’s Meadow and to provide a new circular surfaced path around this Green Flag awarded site. Recent SANG (Suitable Alterative Natural Greenspace) enhancements include invasive species control at Longhill Park and Englemere Pond. Work to clear rhododendrons at Longhill Park is part of a 3 year programme to improve the biodiversity at the site and will culminate in the planting of native broadleaved trees. A new footbridge is being provided across the Blackwater River, in order to improve access at this SANG and Green Flag awarded site. The new bridge, which replaces the one that was in a state of disrepair, has been designed so that it’s more easily accessed by those people in wheelchairs and with buggies. The bridge which is also a public footpath in Hampshire will be officially opened to the public in early July. Access and habitat enhancement works have been carried out in the woodland at Allsmoor Pond in Harmans Water using S106 funding. A new pond/wetland feature has been created at this Local Wildlife Site and a new surfaced path connects Allsmoor Lane with Calfridus Way Recreation Ground. Heritage Parks (Lily Hill and South Hill) - successful events have taken place this quarter include Minibeasting (bug hunting), a Rhododendron walk and the ever popular Easter Treasure Hunts. The online payment system used by customer services was used for the purpose of taking payment for the Easter Treasure Hunts. This better enabled a large number of bookings to be taken and was well received by members of the public. The new summer bedding at South Hill Park consists of a variety of Dahlias, Begonias and Phlox. These demonstrate the excellent horticultural standards maintained at the park, as well as provide a splash of colour for visitors to enjoy. Two new geocaches have been installed by a local enthusiast at Lily Hill Park which may attract new visitors to the park. The Heritage Parks team had the privilege of meeting with Hubert M P de Lisle who is a direct descendant of Lady Haversham, who lived in the mansion at South Hill Park in the 1890s. Hubert generously donated some fabulous old photographs of the house and grounds that were taken around that time. Quality standards - Green Flag Award judging has taken place at Pope’s Meadow and Shepherd Meadows and Sandhurst Memorial Park, the latter in conjunction with Sandhurst Town Council. Results are expected to be announced in July. Snaprails Park, South Hill Park and Westmorland Park will be subject to mystery shops later in the year. Photo Competition - Parks and Countryside have joined forces with the Economic Skills and Development Partnership this year to run their annual photo competition. The remit of the competition, which is open to amateur photographers, has been expanded to cover a wide range of topic areas, including work, education, leisure, open spaces and the built environment. This reflects the fact that there are many different facets of the local community which makes Bracknell Forest a great place in which to live. The competition theme will be a 'Great Place to Grow' and it will be open for entries between July and October.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 5 59 Rights of Way Improvement Plan (RoWIP) - good progress is being made with working towards completing actions in the new RoWIP. Surveys carried out by Volunteer Path Wardens are being used to map the location of gaps, gates and stiles along Public Rights of Way (ProW) throughout the borough. Having a better picture of the location of PRoW furniture will better enable BFC and the Local Countryside Access Forum (LCAF) to identify where accessibility can be improved. BFC will also make the information available online to aid PRoW users in determining suitable walking/cycling/horse riding routes. The work to replace squeeze and step-over stiles with more accessible pedestrian/bridle gates is already being carried out by BFC, LCAF, the South East Berkshire Ramblers and groups including the Bracknell Conservation Volunteers. Transformation - good progress has been made on the many work streams within Transformation. Examples include: o Detailed site vision and business plan progressed for the Country Park, to inform the start of the design stages. o Presentations have been received from environmental crime enforcement companies which have informed the design of the procurement plan and brief. o Transfer of non-strategic sites to Parish and Town Councils continues to be progressed by Property and Legal teams.
Environment and Public Protection
Cem and Crem The Crem has raised another £5,000 for a local bereavement charity (Cruse). This total £10,000 in the last 12 months for local bereavement charities the other being Alexander Devine Hospice (the only children’s hospice in Berkshire).
Waste and Recycling The amount of waste being sent to landfill has reduced to an all-time low as more has been able to be temporarily diverted to Energy from Waste plants. The amount that we can send to such facilities is limited in the PFI contract and it should never be seen as a better alternative to recycling.
Leisure and Culture
The coffee shop renovations at The Look Out (TLO) have been well received by the customer base. Lots of positive feedback received over the expanded menu options and speed/ease of service. EPCC played host to the local Volkswagen Dubs in the Park event in May. More than 2,000 visitors attended over the course of the day to enjoy the exhibits, live music and displays dotted around the grounds of the mansion. TLO introduced another new exhibition feature – a mechanised set of cogs and wheels on a magnetised wall. Customers are able to create and build their own designs which they can ultimately power up and see the gears crank in to life. EPCC brick and stonework repairs (following previous lightning strike damage) will be completed in the next quarter. £2.8m council investment announced for Bracknell Leisure Centre. The project will be managed by Everyone Active and will deliver a relocated and enlarged fitness suite, more exercise studio space, refurbished wet and dry changing areas and visual improvements to the frontage of the building.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 6 60 Areas for improvement
Leisure and Culture
Implementation of self–service technology within the Library service has been subject to delays. Preparation works have been completed in the first pilot branch (Binfield) in readiness for commencing the operation of self-service technology on 2nd July. Binfield will shortly be followed by Sandhurst and Birch Hill with the remaining 6 branches all lined up to be operational by the Autumn. EPCC income levels were reasonable for April and May but struggled in June. Potential future wedding bookings (late 2019 and beyond) have virtually dried up despite staff assurances that any bookings will be honoured. The lack of marketing/promotional materials for bookings in 2020 and beyond is a contributory factor. General performance of the leisure management contract with Everyone Active has shown some improvements towards the back end of this quarter, most notably at Coral Reef and Downshire Golf Complex. Bracknell Leisure Centre is proving more of a challenge, in particular with Everyone Active’s ability to fully engage with the body of staff in order to win hearts and minds and therefore instil the desired ethos and service levels. Everyone Active are fully aware of the Council’s desire to see these areas improve for the benefit of the service.
Environment and Public Protection
Waste and Recycling Overall recycling and landfill figures are only available one quarter in arrears and show that the full year recycling figure was slightly lower than last year (39.2% vs 40%). This is below target in spite of the addition of plastic pots tubs, trays, foil and cartons. This was mainly due to the cold weather in Q4 which affected garden waste tonnages. In Q1 the number of subscribers to garden waste brown bin service was down by just over 600 on last year. The waste team is working with the re3 communications officer to look at how to improve recycling and particularly to reduce the amount of food waste that people throw in their green rubbish bin. There is an issue with being able to effectively cleanse fast food staining on the paving in the Town centre which both BFC and BRP are investigating with external expertise and our Street Cleansing contractor. The number of such outlets including those at the Market have increased giving rise to an increased level of challenge.
Planning Performance on planning appeals has declined significantly in this quarter and is now well below the 66% target for dismissals. This level of allowed appeals is an issue and officers will be reviewing the relevant decisions to assess whether any changes are needed in our approach. Generally, officers are concerned at the quality and consistency of decisions being issued, and will be contributing to work being undertaken by the Planning Officers Society. The Society intends to collate and review a number of questionable or inconsistent decisions from a variety of local planning authorities as there is a wider concern about this matter.
Audits and Risks
Any delays in the disposal of EPCC as a going concern will create budget pressures as a 18/19 revenue budget was only set for the 1st quarter. Failure for Everyone Active to make more positive progress at Bracknell Leisure Centre in particular could result in deterioration of service levels and the good reputation that has been built up over the years.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 7 61 An Internal Audit of the procedures and controls in place regarding Integrated Transport Capital Spend has been positive with no fundamental issued raised. Some minor procedural changes were identified which have been actioned. In March 2018 the Building Control team underwent an internal audit in association with auditors from Wokingham Council. The controls and procedures in place for the team were rated as 'satisfactory' with only a few minor and medium recommendations which needed to be addressed.
Budget position
The original cash budget for the department was £30.813m. Net transfers of £0.189m have been made bringing the current approved cash budget to £31.002m. There is one variance to report against the budget in the first quarter.
A detailed analysis of the budget changes and variances this quarter are available in Annex A, Tables 2&3.
In addition the department has identified two budgets that can pose a risk to the Council’s overall financial position:
Following the break in at the Cemetery & Crematorium advice was sought from the Police and it has been considered necessary to implement additional security. The total cost of this work is anticipated to be in the region of £10k.
In addition the existing contractor will be awarded the cleaning contract again for a further two years. They had held their price for the last 4 years but with the new chapel and additional cleaning areas and an expected uplift on the current costs it will give a pressure of £5,000 for the current year.
It is too early to anticipate if these costs can be offset by additional income or other expenditure underspends.
The 2018-19 budget for EPCC made an assumption that the transformation savings which were to be realised from the sale would mean that a budget was only required for the first 3 months of the financial year. However September is the earliest any sale may be finalised at which point it is anticipated that the budget would be overspent by £128k. Negotiations are ongoing so this date may slip further thus increasing the overspend.
2018-19 Fees & Charges Hackney Carriages - Safeguarding Training, a change in the supplier for training has resulted in an increase in costs, the fee therefore has increased from £20 to £30.
As part of the transformation process it was agreed to offer enhanced filming opportunities within Bracknell Forest. Fees will be dependent on the type of filming/photography application and will be available on application to the Parks & Countryside service.
Capital Budget
The Committee’s capital budget for the year was set at £6,216,000. This included £4,233,000 of externally funded schemes.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 8 62 A carry forward from 2017/2018 of £9,666,200 and a revenue contribution of £5,000 towards the Cem & Crem boiler give an available spend of £15,887,200.
The department currently anticipates around 100% of the total approved budget to be spent by the end of the financial year. A detailed list of schemes together with their approved budget and forecast spend is available in Annex A Table 3
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 9 63 Section 2: Strategic Themes Value for money
Action Due Date Status Comments 1.2 The cost, quality and delivery mechanism of all services will be reviewed by 2019 This period covers the first full quarter of the new partnership with Everyone Active, which started in March 2018. 1.2.07 Working in Partnership with There have been a number of transition Everyone Active to monitor the challenges for the new operator to face, contracted-out leisure service against the particularly at Bracknell Leisure Centre 31/03/2019 key performance indicators and in terms of customer service levels and standards set out within the contract. (E) engaging with the incumbent teams. (T) They are tackling these challenges, with the council working closely with them to ensure the partnership progresses in a satisfactory manner. Frontline restructure is progressing according to plan and should be complete prior to the end of quarter 2. 1.2.08 Implement the remaining elements Budget target for 2018/19 will of the library transformation review. (E) 31/03/2019 consequently be met. Self-service (T) technology is rolling out across libraries with technology assisted opening to follow The actions identified in the transformation review have progressed sufficiently well that the Transformation Board has deemed the project move to the operational stage and as a 1.2.09 Implement the agreed actions consequence the transformation project following the Transformation Review of 31/03/2019 will be brought to a close. South Hill Park (T) Improvements in governance have been strong and phase 1 of the capital project has been implemented well. The project remains at amber because phase 2, the creation of a new function space, has yet to be progressed. The implementation stage of the review is underway with a number of the projects implemented and contributing to 1.2.13 Complete the transformation review savings. Other elements such as the of Parks and Countryside seeking to make 31/03/2019 creation of the Natural Estate and the financial savings for the council. (T) formulation of a Country Park are being developed but will take longer than originally anticipated.
1.2.14 Complete the transformation review The transformation projects are running of Planning and Building Control seeking 31/03/2019 to time and creating savings with likely to make financial savings for the council project close down in quarter 2 2018/19. (T)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 10 64 Service commenced 1 April 2018. Recruitment continuing. Committee 1.2.22 Establish the arrangements for the arrangements in place. Service delivery new Strategic Emergency Planning plans being formulated. Initial focus for Service as delivered by the new joint 31/03/2019 service has been to assist RBWM in arrangements respect of Royal Wedding. BFC interface priority will focus on re-establishing and supporting new roles and responsibilities of senior managers in new structure.
1.2.23 Extend the current contract with Negotiations reaching final stages. SUEZ for the continued delivery of waste 30/09/2019 Executive decision scheduled for collection September
1.2.24 Undertake a joint review of the Transformation Board has deferred this Transport Development and Highway 30/11/2019 review. Maintenance functions
1.3 We charge appropriately for services and seek opportunities to generate additional income
1.3.03 Open a 2nd Chapel at Easthampstead Park Cemetery and 30/06/2018 Chapel to open in September 2018. Crematorium.
1.4 Self-service and the use of online services has increased
Rollout of the self-service technology in 1.4.06 Introduce self issue in libraries and Binfield Library (the pilot site) has been deliver the extension of opening hours 31/12/2018 delayed to quarter 2 due to a number of through the use of technology. (T) technical issues that required resolution before go live.
1.5 Community involvement and the use of volunteers in the delivery of council services has increased
Advice provided to Warfield PC on Air 1.5.01 Support communities and Town Quality issue and process decision and Parish Councils with the preparation 31/03/2019 sought from Executive to agree BFC of Neighbourhood Plans. response to draft Bracknell Neighbourhood Development Plan.
1.7 Spending is within budget
Other than Easthampstead Park Conference Centre, all savings are 1.7.05 Implement savings as identified for scheduled to be met. There has been a 31/03/2019 2018-19. (T) delay in completing the sale of EPCC resulting in an unplanned in-year pressure.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 11 65
A strong and resilient economy
Action Due Date Status Comments 2.1 The borough is regarded as an excellent business location In the period April - July five meetings took place. The programme is now looking more towards SME's and high 2.1.01 Deliver the business liaison growth start ups. Of the larger programme with key Bracknell Forest corporates a number of contacts have 31/03/2019 businesses. moved on making it more difficult to set
up meetings with them at the current
time. No major issues reported in the meetings with businesses, mainly parking was named. Working closely with the business liaison rep at the LEP as well as the Growth Hub. In addition relationships 2.1.02 Work in partnership with the Local with other organisations supporting Enterprise Partnership (LEP) to develop a SME's locally are maintained, including 31/03/2019 strategy to support Bracknell Forest Small agents and the chamber. No feedback and Medium Enterprises (SMEs). yet from the TVCC bid to the LEP which is supposed to support SME's with additional measures, complementing the Growth Hub work. The feasibility study for the BID is currently underway. Surveys have been sent to all businesses within the proposed BID area and two people are 2.1.03 Support the formation of a Business on the ground visiting businesses to Improvement District (BID) for the 31/03/2019 conduct additional interviews. Results Southern and Western employment area. should be published this summer with an event planned in September to (hopefully) launch the marketing campaign for the BID proposal.
Further joint work has been 2.1.05 Use the findings of the Functional commissioned to review the findings of Economic Area and Economic the EDNA in light of current market Development Needs Assessments to 31/03/2019 conditions. Draft Local Plan includes inform economic planning policies for the Policy LP8 which allocates sites for borough economic development.
Work is progressing on the Infrastructure Delivery Plan for the new Local Plan. CIL income is being secured in line with 2.1.06 Identify, secure and implement targets. New post created to help co- necessary infrastructure to support growth ordinate S106 including liaison with through S106 and Community 31/03/2019 legal. Funding being provided to legal to Infrastructure Levy (CIL) and bids for help support a new junior post to help funds. expedite S106s. Transformation saving target for S106 monitoring being met to date.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 12 66 2.2 The new town centre opens in 2017
2.2.01 Work with the Bracknell Regeneration Partnership (BRP) to implement and monitor the construction 31/05/2018 Complete programme for the regenerated town centre.
2.2.02 Deliver the programme of agreed 30/09/2018 Complete town wide improvements.
Intelligent Transport infrastructure 2.2.03 Deliver key transport infrastructure associated with the Lexicon continues to which supports a newly functioning town 31/03/2019 operate well. Monitoring and refinement centre. (E) work will continue as further town centre re-development progresses.
Project currently on hold whilst site is 2.2.04 Produce and implement a strategy 31/03/2019 being used as construction compound for Market Square and the new market. for Thomas Homes.
Bus operators report that patronage has increased moderately since the Lexicon opened. Alongside the extension of Council supported bus services to cover evenings and Sundays, bus operators 2.2.05 Ensure provision of public transport have also introduced changes to their through improvements to cycleways, commercially funded services in Bracknell Bus and Rail stations and response to demand. Improved footway ongoing dialog with all public transport 31/03/2019 and cycleway links to the town centre are providers to seek service improvements in now in place and formalisation of the order to provide access to Bracknell town NCN422 cycle route will follow. Bracknell centre by means other than car. rail services will increase to 4 trains per hour (during peak periods) from December 2018. Cycle parking within the town centre has been increased by over 100%.
Process improvements are being secured through the Transformation 2.2.06 Deal proactively with planning review of planning. Performance on applications and monitor adherence to 31/03/2019 planning applications and pre- agreed S106 obligations. applications is good and additional funding is being secured from developers to support S106 monitoring.
2.3 A thriving town centre is supported by coordinated town centre management
2.3.01 Work with BRP to develop and implement the town centre management 31/03/2019 Ongoing strategy.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 13 67 The Draft Local Plan includes Policy LP30 - Development in Bracknell Town 2.3.02 Create planning policies that enable Centre and provides a framework for future regeneration for a continually future development to support the role of the town centre and its ongoing vitality. evolving Town Centre through the 31/03/2019 comprehensive local plan. The Draft Local Plan also includes a number of proposed allocations in or on the edge of the town centre where redevelopment would provide for beneficial regeneration.
2.5 Improvements in strategic infrastructure have been made to reduce congestion and improve traffic flows
2.5.01 Replace all highway street lights Approximately 9800 LED units have with LED units throughout the borough and 01/12/2018 been installed. The project continues on install CMS (Central Management course for completion this year. System).
Comments received from statutory consultees and other infrastructure 2.5.02 As part of the local plan process providers will inform the development of provide an evidence base in order to make the IDP as will further work on the informed infrastructure investment 28/02/2019 Council's Transport model. Further decisions related to the infrastructure evidence base work is being prepared on delivery plan. a water cycle study, on air quality and on viability which will provide further relevant information.
Current work on transport modelling and the IDP will provide essential evidence to 2.5.03 Prepare bids to secure funding for support future infrastructure funding bids infrastructure via the LEP, seeking to 31/03/2026 via the LEP and any other sources. The deliver the infrastructure on the Councils Regulation 123 list comprises 123 list. infrastructure that is intended to be wholly or partly funded via CIL.
Ind Previous Figure Current figure Short Description Current Target Current Status Ref Q4 2017/18 Q1 2018/19 Number of newly incorporated L265 206 191 N/A N/A businesses (Quarterly) Percentage of working age people who L268 3.2% 3.8% N/A N/A are unemployed (Quarterly) Percentage of working age population L269 82.8% 83.1% N/A N/A in employment (Quarterly) Percentage of the borough covered by L271 91.0% 95.7% 99.0% Superfast broadband (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 14 68 People have the life skills and education opportunities they need to thrive
Action Due Date Status Comments 3.2 School places are available in all localities Recently completed infrastructure includes the following: Woodbridge Park SANG (Cabbage Hill), Woodrbidge Primary School, Junction improvements at: Twin Bridges, John Nike Way and Millennium Way. Improvements to roundabouts at: Coppid Beech, the Sports Centre, Horse and Groom and the Met Office. The upgrading of Bracknell Bus and Railway Stations. Cycle links across Bracknell Town Centre. Open space 3.2.04 Monitor and implement the enhancements at: Shepherds Meadow, Infrastructure Delivery Plan against agreed 31/03/2019 Horseshoe Lake, Larks Hill, Ambarrow timescales. Court and Englemere Pond. 3G pitches at Bracknell Town Football Club. Community Centre at The Parks. Redevelopment of Garth Secondary School. Extensions to 12 other schools. Biodiversity enhancements. Open space and sports pitches at Peacock Meadows, Tarmans Copse and Wykery Copse. The provision of public art. The Binfield Learning Village at Blue Mountain is scheduled to open in September 2018. 3.2.05 Proactively seek new education The Draft Local Plan includes proposals related facilities through the planning for three new primary schools as part of process on large scale development sites 31/03/2019 major development sites. No potential where a need is identified. sites have been identified yet to meet future secondary education needs.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 15 69
People live active & healthy lifestyles
Action Due Date Status Comments 4.1 Numbers of adults and young people participating in leisure and sport is increased Council has approved a £2.8m investment for Bracknell Leisure Centre and the planning for the investment is 4.1.03 Work in partnership with Everyone proceeding as planned. However, the Active to undertake capital improvement 31/03/2019 need to undertake detailed building works at Bracknell Leisure Centre surveys has put the overall timescale under some pressure but currently these are still felt to be achievable. 4.3 Comprehensive public health programmes aimed at adults and young people, including smoking cessation, weight management and sexual health are in place We continue to investigate gaps in pedestrian / cycle network and develop mitigation measure linked to emerging developments. We have also met with 4.3.04 Promote sustainable travel as a Parish Councils to ensure emerging safe and healthy option in line with the 31/03/2019 neighbourhood plans align with our own policies set out in the local transport plan. plans and policies. In addition to developing schemes we have carried out promotion events on walking to work and cycle maintenance. No particular health initiatives have taken place or been started during this period. It is early days for the 4.3.05 Working in partnership with partnership with Everyone Active, and Everyone Active and Public Health to 31/03/2019 the priority in these early months is facilitate/promote health improvement more on ensuring a smooth transition to schemes within the leisure facilities. (E) private management, with customer standards being maintained, before undertaking this type of additional work.
Ind Previous Figure Current figure Short Description Current Target Current Status Ref Q4 2017/18 Q1 2018/19 Number of visits to leisure facilities L003 1,796,615 368,399 425,677 (Quarterly) Number of attendances for junior L015 106,548 36,851 39,000 courses in leisure (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 16 70
A clean, green, growing and sustainable place
Action Due Date Status Comments 5.1 An up-to-date Local Plan that provides for economic growth and protects important open spaces is in place Consultation on the Draft Local Plan was completed in February/March and work is now under way to summarise, consider and respond to the comments 5.1.01 Develop a comprehensive Local made. Further evidence is being Plan in line with the Local Development 31/03/2019 secured on viability and other matters Scheme. to inform the publication version of the Plan. It is proposed to consult on two potential new allocation sites in September 2018 subject to Executive approval. 5.2 The right levels and type of housing are both approved and delivered The government's final methodology for calculating housing need should be included in the forthcoming revised NPPF (and expanded upon in updates to the NPPG) which is expected later in 5.2.02 Keep under review the Strategic July 2018. Revised population Housing Market Assessment (SHMA) and 31/03/2019 projections are also expected later this establish the borough housing target to be year. Further estimates of our housing delivered by 2034. needs will be made once these are available. Officers are also watching how the SHMA is being considered at the RBWM local plan examination which is now under way. The updated SPA SPD is being implemented and is providing effective mitigation for new residential 5.2.03 Ensure suitable mitigation development in the relevant areas of measures to protect the Thames Basin the Borough. Relevant planning Heath Special Protection Area are 31/03/2019 applications are also being subject to secured to enable delivery of housing appropriate assessment in light of the though the planning process. recent legal judgement (Sweetman) on the screening of EIA developments and the consideration of mitigation measures. 5.3 Appropriate infrastructure development is completed to support housing growth including; Warfield Link Road, Jennetts Park, town centre
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 17 71 The Transport Capital Programme continues to incorporate Borough led transport improvements which result from new development and the strategic 5.3.01 Deliver the transport improvements transport action pan, currently focussed identified within the Infrastructure Delivery towards the A322, A329 and A3095 31/03/2019 Plan (IDP), Transport Assessments and strategic corridors. Local junctions and the Strategic Transport Action Plan. corridors will also be improved as development growth is delivered. Developer led improvements continue to be managed through the S106 and S278/38 processes. 5.4 Neighbourhood Plans and Community Infrastructure Levy (CIL) to support local community facilities and other infrastructure are in place Discussions ongoing with Town and Parish Councils about infrastructure 5.4.01 Develop agreement of the Borough provision. Neighbourhood plans are also Council and Town and Parish Councils 31/03/2019 being developed for all Town and Parish CIL spending priorities. Councils which identify local infrastructure priorities. 5.6 Resident satisfaction levels with parks and open spaces is maintained Enhancements carried out on a rolling 5.6.01 Delivery of Special Protection Area basis in line with individual SANG (SPA) mitigation with enhancement to 31/03/2019 management plans and reflecting Suitable Alternative Natural Green Space forthcoming development pressure. (SANGS) Spend reported to SPA board. 5.7 Cleanliness of the borough is maintained to defined environmental standards 5.7.01 Maintain public realm land to Performance in areas inspected - very relevant Environmental Protection Act 31/03/2019 good. (EPA) and contractual standards.
18 service requests received by PPP 5.7.02 Take appropriate action in 31/03/2019 relating to Flytipping in Q1 - all were, or response to fly tips on Council land. are in the process of being investigated. 5.8 The cost of waste disposal, supported by a recycling rewards scheme is reduced Waste figures reported quarterly in arrears. Introduction of plastic pots, cartons and foil to recycling bins was 5.8.01 Enable and encourage the public to introduced in quarter 4. Landfill is the increase recycling, seek opportunities to lowest ever recorded at 12.4% mainly 31/03/2019 increase the materials recycled and due to more waste being diverted to reduce dependence on landfill. landfill to energy from waste. Recycling has fallen slightly to 39.2% due to a very low amount of garden waste collected due to snow and freezing weather in Q4.
Reward Scheme continues to grow with 5.8.02 Continue to support the over 15,000 members. Good causes development of the recycling reward 31/03/2019 initiative continues to be very successful scheme. as well as the e-magazine sent quarterly to incentive scheme members.
Ind Ref Short Description Previous Current figure Current Current Status
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 18 72 Figure Q4 Q1 2018/19 Target 2017/18
Percentage of major applications NI157a 94% 72% 85% determined in 13 weeks (Quarterly)
Percentage of minor applications NI157b 94% 95% 85% determined in 8 weeks (Quarterly)
Percentage of other applications determined in 8 weeks or within an NI157c 97% 98% 90% agreed extension of time period (Quarterly)
Percentage of household waste sent 39.2% 45.0% for reuse, recycling and composting 40.6% NI192 (Q4 (Q4 (Cumulative figure reported quarterly (Q3 2017/18) 2017/18) 2017/18) in arrears)
Percentage of municipal waste land 12.40% 18.00% 11.80% NI193 filled (Cumulative figure reported (Q4 (Q4 (Q3 2017/18) quarterly in arrears) 2017/18) 2017/18)
L241 Income from CIL (Quarterly) 1,153,898 1,506,215 N/A N/A
Number of homes given planning L284 956 475 0 permission (Quarterly)
Percentage of successful planning L286 80.0% 36.0% 66.0% appeals (Quarterly)
Number of residents subscribing to the L348 N/A 15,063 14,850 recycling reward scheme (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 19 73 Section 3: Operational Priorities Action Due Date Status Comments 7.4.01 Continue to benchmark Fees and charges are competitive locally income/charges against market rates 31/03/2019 and continue to recover costs on the ring (Building Control & Land Charges) to fenced accounts. ensure charges are competitive.
Actual service costs have reviewed for 7.4.02 Ensure chargeable activities are chargeable functions and these have reflective of actual service costs incurred 31/03/2019 updated within the Council's current in Planning and Transport. published fees and charges schedule.
Detailed information is provided by the department's finance business partner 7.4.04 Use monthly budget monitoring and considered by DMT. The only major reports to identify and address any 31/03/2019 issue to develop thus far is the delay in emerging overspends promptly. selling EPCC causing an in-year pressure. No action is required at this time.
7.4.07 Work in partnership with the Town Continued discussions with Parish and Parish Councils to ensure a co- Council's about local infrastructure 31/03/2019 ordinated approach to infrastructure provision, as part of the local plan and improvements. neighbourhood plan processes.
Data available for the calendar year 2017 shows a continued downward trend 7.4.08 Facilitate public safety on the in collisions and casualties, in transport network by making comparison to 2016. Police accident 31/03/2019 improvements to the physical records continue to be analysed and infrastructure of the highway network. road safety schemes developed where trends can be identified and intervention is considered likely to provide benefit. 7.4.10 Work with the Berkshire Safety Partnership on road safety matters Regular liaison continues and Bracknell including - casualty reduction, road safety Forest remains a partner within the 31/03/2019 awareness, speed management, public 'Safer Roads Berkshire' joint safety at events, road safety audit of arrangement transport proposals. The 2018 / 2019 iteration of the business 7.4.11 Maintain promotional materials brochure is currently being developed. (including the business website) to Several new testimonials from 31/03/2019 promote the borough as a business businesses will be included and more location. information on the Lexicon and its success.
Previous Ind Current figure Current Short Description Figure Q4 Current Status Ref Q1 2018/19 Target 2017/18
Town centre car park usage (number of L299 316,554 325,719 300,000 transactions) (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 20 74 Percentage of Street Cleansing and Grounds Maintenance inspections across L305 the borough where quality of work meets 100.0% 99.6% 98.5% EPA cleanliness and contractual standards (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 21 75 Section 4: Staff Sickness
Section Total staff Number of Quarter 1 2018/19 days sickness average per Projected employee annual average per employee Directorate (DMT plus PA’s) 2 0 0 0 Environment & Public 36 34.5 0.96 3.84 Protection Leisure & Culture 130 221 1.7 6.8 Performance & Resources 2 0 0 0 Planning, Transport & 108 134.5 1.25 5 Countryside Department Totals (Q1) 278 390 1.4 Totals (18/19) 5.6
Comparator data All employees, average days sickness absence per employee Bracknell Forest Council 17/18 7.03 days
Public Sector employers 2017 8.50 days Source CIPD: Health & Wellbeing Survey May 2018
Comments:
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 22 76
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 23 77 Annex A: Financial information
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 24 78 Financial Information – Table 2
Virements
Note Total Explanation
£'000 a 5 Easthampstead Park Cemetery & Crematorium
Carry forward of £5,000 as a result of the maintenance budget due to a delay in works on the generator. b 15 Regeneration & Economic Development
A delay in the delivery of the feasibility study for the Business Improvement District project meant this would be completed in April / May 2018. c (5) Easthampstead Park Cemetery & Crematorium
Contribution to capital for the boiler works undertaken at the Cemetery & Crematorium. d 36 Apprenticeship Levy
The cost of the apprenticeship levy to the Department is estimated to be £35,810, a virement to meet these costs has been made from non-departmental budgets. e (112) Performance & Resources
A Business Intelligence team has been created within ASCHH, into which the ECC GIS team have transferred. The budget of £112,180 has been transferred to cover their DSB costs. f (55) Performance & Resources
A central web team has been created within Resources into which the ECC Web team have transferred. The budget of £54,930 has been transferred to cover their DSB costs. g 20 Parks, Open Spaces & Countryside
A sum of £19,520 is required to be vired from the Section 106 SPA Mitigation monies received to fund 0.5 FTE post to enable the production of, co-ordination and monitoring of the Suitable Alternative Non Green Spaces (SANGS) plans together with the co-ordination of access management measures. h 51 Parks, Open Spaces & Countryside
A sum of £51,460 is required to be vired from the Section 106 SPA Mitigation monies received to fund an additional 1.5 Ranger posts to maintain and manage the areas that have been designated Suitable Alternative Non Green Spaces (SANGS), which are required to be maintained at a higher standard than general open areas. i 4 Parks, Open Spaces & Countryside
A sum of £4,290 is required to be vired from the Section 106 SPA Mitigation monies received to fund the annual running costs of a new vehicle to enable maintenance of the enhanced SANG's area's to be carried out. j 199 Bus Contracts
The Section 106 Agreement for Wykery Copse, agreement number YN364, allows for bus services to be provided between Jennetts Park and the Bracknell bus and rail stations. The contract has been re-let for this service with effect from April this year, resulting in an annual cost of £199,240. A virement is therefore required for this sum.
79 Note Total Explanation
£'000 k 31 Planning Policy
A sum of £30,950 is required to be vired from the Section 106 SPA Mitigation monies received to fund a post to enable the production of, co-ordination and monitoring of the Suitable Alternative Non Green Spaces (SANGS) plans together with the co-ordination of access management measures. l 160 Transport Policy, Planning & Strategy
A sum of £160,140 is required to be vired from the adoptions reserve to fund engineering posts as agreed in the 2018-19 savings proposals. 349 Total Virements Reported in First Budget Monitoring
Financial Information - Table 3
Variances
Note Total Explanation
£'000 1 41 Environmental Services
More highway and amenity land areas of Jennets Park are now being adopted and gradually being added to the Contract and The Parks estate off Broad Lane is expected to be adopted by the end of 2018.
There will be a need to increase resources to undertake the new work required by Continental Landscapes Ltd (CLL) on both Street Cleansing and Grounds Maintenance Contracts. This will create an unavoidable budget pressure of £41,386 for 6 months of this financial year on the Grounds Maintenance contract as the new work on these estates is phased in. The pressure on both contract from April 2019 onwards will be £175,456. 41 Total Variances Reported in First Budget Monitoring
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 26 80 Financial Information - Table 3 CAPITAL MONITORING 2017/18
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's BLC spa ceiling ordered and due to be installed. BLC Minor Works fitness equipment in YL009 6.0 6.0 0.0 5.4 6.0 0.0 0.0 L&C Mar-19 Programme place. DGC improvements delayed due to weather conditions
81 pond works at SHP (in April) Parks & meadow Open Spaces YL011 140.6 140.6 0.2 0.0 0.0 140.6 0.0 PTC Mar-19 enhancement at S106 Budget Garth Only Meadows/Pond (summer) Grass YL152 Cutting 35.0 35.0 0.0 35.0 35.0 0.0 0.0 L&C Mar 19 Order to be placed Equipment Minor Works/ YL255 Improvement 4.1 4.1 11.7 0.0 4.1 0.0 0.0 L&C Mar-19 Complete s Implementation of project works is SPA subject to planning Mitigation YL265 407.2 407.2 8.2 0.0 407.2 0.0 0.0 PTC Mar-19 approvals for new Strategy housing and (S106) associated s106 agreements Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Further works to Capitalisation follow in Spring 2018 YM007 of Revenue 615.2 615.2 0.0 0.0 615.2 0.0 0.0 EPP Mar-19 but may be delayed (Highways) owing to staff vacancy Mobility/ Various schemes Access being developed for YP003 454.4 454.4 1.9 1.1 454.4 0.0 0.0 PTC Mar 19 Improvement construction later in Schemes the financial year Various schemes Local Safety being developed for YP006 186.8 186.8 9.5 1.4 186.8 0.0 0.0 PTC Mar 19 Schemes construction later in the financial year Maintenance 82 Works projects in YP007 Street 4.9 4.9 1.5 0.0 4.9 0.0 0.0 EPP Mar-19 progress Lighting Structural Works on site will YP009 Maintenance 226.5 226.5 4.1 0.0 226.5 0.0 0.0 EPP Mar-19 begin as road space of Bridges permits. Works on site will begin as road space Land YP013 391.5 391.5 0.0 0.0 391.5 0.0 0.0 EPP Mar-19 permits and Drainage contractor resources allow. Works programmed Road for March 2018 YP113 Surface 1,633.8 1,633.8 0.0 0.0 391.5 0.0 0.0 EPP Mar-19 delayed owing to Treatments staff vacancy.
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 28
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Various schemes Traffic being developed for YP162 Management 100.0 100.0 7.4 0.7 100.0 0.0 0.0 PTC Mar 19 construction later in Schemes the financial year Project to commence in Traffic YP225 142.9 142.9 0.0 0.0 142.9 0.0 0.0 PTC Mar 19 Autumn 2018, 12 Modelling months after town centre opening Railway Payment to SHP to YP247 Station/Enha 15.0 15.0 0.0 0.0 15.0 0.0 0.0 PTC Mar 19
83 commission artwork. ncements Residential YP269 Street 139.5 139.5 6.9 0.0 139.5 0.0 0.0 PTC Mar 19 First scheme on site Parking Deck and redecoration works Maintenance Mar 19 YP306 17.1 17.1 0.0 0.5 17.1 0.0 0.0 EPP to High St and of Car Parks Braccan walk commenced Transfer from Green & Blue Revenue for the YP349 0.0 0.0 0.1 0.1 0.0 0.0 0.0 EPP Mar-19 Waste Bins purchase of blue & green bins. Delay in contractor starting work means Play Area project will be YP359 Rolling 140.0 140.0 68.0 68.0 140.0 0.0 0.0 PTC Mar 19 undertaken and Programme completed in Summer 2018
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 29
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Schemes have been programmed for completion throughout the year. Completion of Urban Traffic Bluetooth journey YP439 Management 157.1 157.1 0.0 0.9 157.1 0.0 0.0 PTC Mar-19 monitoring system Control linked to Downshire Bus Gate works and the town centre preparation works will be completed in 2017-18 .Works complete 84 and Practical Completion Coral Reef achieved on the 21 YP442 Enhancemen 180.0 180.0 1.5 178.5 180.0 0.0 0.0 L&C Mar 19 September 2017. t Project Project in defect till 20 Sept 2018. Budget represents retention to be paid Access to 5.0 YP446 Employment 5.0 5.0 0.0 0.0 0.0 0.0 PTC Mar 18 awaiting final invoice
Areas Awaiting CCTV Car Park upgrades last phase YP451 Improvement / 29.0 29.0 0.0 13.2 29.0 0.0 0.0 EPP Mar-19 Refurbishment of works to High Street office
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 30
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Signal refurbishment Update linked to safety YP456 Traffic Signal 53.0 530 0.0 0.0 53.0 0.0 0.0 PTC Mar 19 schemes resulting in Infrastructure delays in progress Road Surfacing - YP458 217.8 217.8 0.0 0.0 217.8 0.0 0.0 EPP Mar-19 Onging Pot Hole Fund Works in progress Replacement on site, including YP479 Led Street 4,142.8 4,142.8 641.5 0.0 4,142.8 0.0 0.0 EPP Mar-19 works on subway Lights
85 lighting. Original build programme not Chapel at achieved for the new YP482 490.9 490.9 172.3 318.6 490.9 0.0 0.0 EPP Dec 18 Cem & Crem Chapel. Substantial work since Christmas.
Bracknell Building works Library - YP485 497.8 497.8 16.2 26.5 497.8 0.0 0.0 P&R Mar-19 continue across a Introduction number of libraries. Self Service
In progress. Significant Trees preparation work YP486 Woodland 75.0 75.0 0.0 0.0 75.0 0.0 0.0 PTC Mar-19 underway, strategy Management development, forestry commission approvals etc
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 31
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Martins YP488 Heron 2,900.8 2,900.8 107.9 116.2 2,900.8 0.0 0.0 PTC Mar 19 On site Roundabout South Hill YP500 0.1 0.1 0.0 0.0 0.1 0.0 0.0 PTC Mar 19 In progress Park (S106) Frog & Domesday YP502 0.4 0.4 0.0 0.1 0.4 0.0 0.0 PTC Mar 19 Ongoing Copse (S106) Investment in SHP to ensure future South Hill YP503 79.4 79.4 0.0 0.0 79.4 0.0 0.0 L&C Mar 19 year’s revenue Park savings are
86 achieved. Replacement works to YP507 20.0 20.0 20.0 0.0 20.0 0.0 0.0 L&C Mar 19 Complete toilet area BLC Cem & Crem YP508 - Park Area 35.0 35.0 0.0 0.0 35.0 0.0 0.0 EPP Mar 19 Commencing July Pathways Management of Parks & YP510 Countryside 34.1 34.1 0.0 0.0 34.1 0.0 0.0 PTC Mar 19 Ongoing Open Spaces on Confirm Binfield Road Capacity/Saf Design works YP512 11.9 11.9 0.0 0.0 11.9 0.0 0.0 PTC Mar 19 ety underway Improvement
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 32
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Binfield Road/Forest Design works YP513 Road 15.0 15.0 0.0 0.0 15.0 0.0 0.0 PTC Mar 1 underway Junction Improvement Improvements are underway to make a Ambarrow new community YP516 Crescent 1.4 1.4 0.0 0.0 1.4 0.0 0.0 PTC Mar 19 garden with raised (S106) beds, a new path and pond.
87 Works currently Popes underway, although YP517 Meadow 24.8 24.8 17.5 2.5 24.8 0.0 0.0 PTC Mar 19 delayed by bad Paths (S106) weather. New MUGA installed, paths works committed but carry forward required for works to be carried out Westmorland YP518 15.9 15.9 0.0 15.2 15.9 0.0 0.0 PTC Mar 19 when weather is Park (S106) drier. Path works being carried out in conjunction with those at Pope's Meadow and Harvest Hill. Allsmoor YP519 4.7 4.7 0.0 4.7 4.7 0.0 0.0 PTC Mar 19 Ongoing Lane (S106)
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 33
Cash Estimated Carry (Under) / Cost Cost Centre Approved Expenditure Current Current Status of Budget Outturn Forward Over Target for Centre Description Budget to Date Comments Div Project / Notes 2018/19 2018/19 2019/20 Spend Completion £000's £000's £000's £000's £000's £000's £000's Newt Habitat YP520 Reserve 0.4 0.4 0.0 0.0 0.4 0.0 0.0 PTC Mar 19 enhancements (S106) Faringham chestnut fencing YP521 1.9 1.9 0.0 1.9 1.9 0.0 0.0 PTC Mar 19 Ride (S106) post and rail. Snaprails YP525 1.3 1.3 0.0 0.0 1.3 0.0 0.0 PTC Mar 19 Ongoing Park (S106) Urban Tree Tree planting YP526 Project 13.1 13.1 0.0 0.0 13.1 0.0 0.0 PTC Mar 19 confirmed and (S106) ordered Downshire Survey works being YP529 1,253.3 1,253.3 13.5 98.2 1,253.3 0.0 0.0 PTC Mar 19 Way Duelling undertaken Harmanswat
YP53588 795.0 795.0 13.8 36.0 795.0 0.0 0.0 L&C Mar 19 Ongoing er Library Look Out YP537 Parking Bay 40.0 40.0 0.0 0.0 40.0 0.0 0.0 L&C Mar 19 In development Programme Look Out Play YP538 30.0 30.0 0.0 0.0 30.0 0.0 0.0 L&C Mar 19 In development Area/Exhibit Upgrade Off Street YP539 100.0 100.0 0.0 0.0 100.0 0.0 0.0 PTC Mar 19 In development Car Parking
15,887.2 15,887.2 1,123.6 924.8 15,887.2 0.0 0.0
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 34
89 Annex B: Annual indicators not reported this quarter
Council Plan indicators
Ind. Quarter Short Description Ref. due 5. A clean, green, growing and sustainable place NI168 Principal roads where maintenance should be considered Q4 NI169 Non-principal classified roads where maintenance should be considered Q4 L285 Satisfaction with parks and open spaces Q4
Operational indicators
Ind. Quarter Short Description Ref. due
Improved local biodiversity - proportion of local sites where positive conservation NI197 Q2 management has been or is being implemented L227 Annual volunteer hours contributed to parks and open spaces Q4 L228 Annual volunteer hours for the library service Q4 L304 Number of Green Flag awards Q4 L306 Percentage of unclassified roads where maintenance should be considered Q4
Quarterly Service Report Quarter 1 2018/19 – Environment, Culture & Communities Page 36 90 Agenda Item 4
QUARTERLY SERVICE REPORT
RESOURCES
Q1 2018 - 19 April - June 2018
Executive Members: Councillor Iain Mc Cracken Councillor Peter Heydon Councillor Paul Bettison
Director: Alison Sanders
Date completed: 8th August 2018
91 Contents
Section 1: Where we are now ...... 3 Section 2: Strategic Themes ...... 10 Value for money ...... 10 People live active & healthy lifestyles ...... 14 A clean, green, growing and sustainable place ...... 15 Strong, safe, supportive and self-reliant communities ...... 16 Section 3: Operational Priorities ...... 17 Section 4: Staff Sickness ...... 22 Annex A: Financial information ...... 23 Annex B: Annual indicators not reported this quarter ...... 30
Key
Actions
Action is on schedule Action has been completed
Action may fall behind schedule Action is no longer applicable
Action is behind schedule - Not yet updated
Performance indicators
On, above or within 5% of target
Between 5% and 10% of target
More than 10% from target
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 2 92 Section 1: Where we are now
Director’s overview
The new financial year saw some real challenges to the Finance Team in completing the final accounts on time in accordance with the new deadlines. Despite the significant change to organisational structure over the last year, they successfully completed this task and worked really well together as a team.
Good team work has been in evidence across the Directorate as can be seen from some of the projects detailed in this report. It is a tribute to all the staff involved that they contribute so much to improve services whilst also under time pressures to deliver important projects. The One Council: Time 2 Change project also concluded this quarter. It’s been a fantastic example of team work and collaboration across the whole Council, delivering transformational changes to customers, members and staff and producing an outcome we can all be proud of in our refreshed building and how we use it.
Budget and savings delivered for 2018/19
The approved Resources’ cash budget for 2018/19 is £13.395m which included economies of £-0.479m and commitments of £1.510m.
Work is being undertaken during the summer to identify efficiency savings for the 2019/20 budget.
Transformation projects progress Council Wide Support Services Review (CWSS)
The reset of the CWSS programme has been completed, with a delivery framework approved by the Corporate Management Team. ‒ “The support you need, when you need it” A permanent programme manager has now been appointed to deliver within this reset framework & handover work is underway. We’ve continued to engage our stakeholders with a digital “show & tell” event widely seen as a success in June. TOTO service desk launch will complete in June with further self-service features being developed. A successful workshop was held with the Resources’ Senior Leadership Team in July to agree the design of outcomes that the project will support. Each outcome looks to foster the best possible customer experience, whilst ensuring consistency with the overall CWSS brand. Work is ongoing to continue to develop and improve our outcomes within this framework. The online annual leave booking system is in place and absence recording will be rolled out in July 2018. Work continues to further develop the Business Partner model including a collaboration meeting with Hampshire County Council and Constabulary colleagues. The HR Business Partner – Transformation post has been filled. Work has concluded on the Business Case for the shared Legal Services with West Berkshire Council and will be considered by the Board in the next quarter before progressing to a decision by both Executives.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 3 93 Citizen and Customer Contact Review (CCC)
The payments workstream is progressing well, with a plan for removal of cash and cheque processing at Time Square to be implemented from autumn 2018. Gov.UK Pay has been implemented in our test forms system and is currently being tested for online and telephone payments. The use of Gov.UK Notify for SMS reminders for council tax payments has been very successful, seeing an increase in the number of people paying immediately on receipt of the reminder and also a reduction in the number of people taken to court. The move to a digital mailroom is continuing with significant reductions in both internal and external post seen over the last six months. The technology development of the EDRMS workstream to support the reduction of post and paper has been deferred due to demands on the ICT team across the whole transformation programme. The work to ensure information management compliance and design the file structures will continue so that the requirements are known in advance of the SharePoint development starting. Staff engagement is continuing, with Managers’ Forums planned to look in detail at the design principles for the customer experience and start the relaunch of the service design toolkit. Service design is continuing, working with a number of teams across the Council. Progress has been made on developing the mapping technology and systems integration to enable full implementation of the newly designed Highways Fault Reporting experience. Two digital showcase days were held to demonstrate digital platforms to staff and members. This included promotion of the digital communications platforms and social media paid advertising. The borough-wide volunteering website has been launched, enabling the Council, and other organisations, to advertise volunteering opportunities, and enabling volunteers to register and apply for these opportunities. The telephony project is underway, and work is being put in place to collect more data about the customer contact handled by the various contact centres, with a view to improving the consistency of contact management and reducing avoidable contact.
Property Review
The sale of Easthampstead Park Conference Centre as a business is continuing with an anticipated completion of the sale to the new operators in the autumn. The future redevelopment of the Commercial Centre is being evaluated for the most feasible use of the land and redevelopment of the facilities, making them fit for purpose and suitable for the service delivery in the future. The competitive dialogue process to mitigate the Council’s liabilities in manging the former landfill site at London Road and release the land for future use are being progressed with recommendations likely to be considered by Members in 2019. The next group of properties to be reviewed in detail are in the ASCHH and CYPL portfolios. The Council has completed another investment under its Commercial Property Investment Strategy, bringing the total investment to £70m and an additional gross income of £4.3m per annum.
Progress on other major projects
Organisational Development Strategy
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 4 94 All vacant posts within the Organisation Development (OD) service have now been filled. The workforce strategy to strengthen leadership capacity within the Council has continued to be developed and implemented. With the OD team managing a nomination and selection process for Leadership and Management diplomas. The first cohort started in May 2018 and a second cohort will commence in September. The places are funded through our Apprenticeship Levy. The OD team has started to review the Learning and Development offer to ensure it is appropriate and meets business needs. This will include a revised induction programme. Following the delivery of two CIPD workshops for managers relating to workforce planning for April 2018 DMT’s and HR Business Partners have been developing workforce plans, which will influence the OD offer and the workforce strategy from 2018- 2020. Commissioning of Coaching and Mentoring training has continued with organisations providing details of their offer. These will be assessed by an OD Board panel and the programme will be developed and delivered during Q2 2018/19. The staff awards initiative has been prepared for launch during Q1 2018/19 and will be formally launched July 2018. The programme provides the organisation with opportunities to celebrate and recognise the achievements of staff right across the organisation. The criteria for awards will further embed One Council values and behaviours. Following the conclusion of the Time 2 Change programme, discussions have taken place regarding the use of the atrium areas and the general office environment. Going forward OD is investigating the use of blank walls and the atriums to support the promotion of wellbeing and values/behaviours.
One Council: Time 2 Change
Time 2 Change had the last Project Board meeting on the 14 June in order to officially close the project.
The project has successfully achieved its objectives by consolidating all town centre office functions into one building and delivering savings, which couldn't have been done without the support and patience of all staff. This was a complex project covering over 900 staff and all councillors. In order to effect full transformational change to both the working environment and how people do their work required significant cultural change was required working alongside changes to facilities and technology. This was also planned to be delivered in a tight time frame of 10 months.
The new Council Chamber is complete, furniture installed and officially opened.
There are still some strands of activity to be completed such as new furniture in the atrium breakout areas, way finding signage in the new Ground South area and the final configuration of the new meeting room booking technology. The whole organisation has
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 5 95 been transformed to an agile work force in 10 months with the benefits of significant shift to digital and reduction in paper.
The office environment is a modern flexible one and the improvements to the democratic function of the Council have been considerable, making access to the Council much easier for its residents.
Of particular note is the decision, due to staff feedback, to use the atrium areas as breakout areas for staff to hold informal meetings or simply take a break from work. These areas have not only proved immensely popular with staff but have added vibrancy to the building and significantly reduced the pressure on meeting rooms. Staff have also been adding their own touches with a book exchange, keyboard and Pilates balls appearing in these areas.
Initially using surplus furniture from all around the council the Time 2 Change team have a final task to freshen up these spaces with modern and aesthetically pleasing items.
Agile working
Over 700 agile Windows 10 desktop devices have been rolled out to date including: ‒ Over 50 Windows 7 laptops have been upgraded to Windows 10. ‒ PCs have been replaced with Windows 10 for specialist set-up. ‒ ASC, CSC and senior officers and members kit rollout complete. ‒ Over 200 Windows 10 laptops upgraded with Brcrypt to Bitlocker (supplied under the EA agreement) encryption software. ‒ Dual screen installation at remote sites complete. ‒ The remainder of free workers based in Time Square are currently being upgrade including: o Special Educational Needs, Virtual School Team, Education Psychologists, Child Protection/IRO, Safeguarding and School Standards. Remote sites are also in the process of moving to new technology in CYPL and ASCHH. This includes PC to PC upgrades, new docking stations, removal of desk phones and replacement with Jabber Softphone. Sites currently being upgraded are: Homeflex users in Time Square will be getting upgraded devices during the summer and autumn.
Mobile telephony
Over 270 Blackberries have been replaced with Samsung J5 devices for email on the move. Approximately 30 more devices to be rolled out to replace Blackberry devices or for new users that require email on the move. Over 350 Samsung J3 devices have replaced the Nokia's devices or where staff do not require email on the move any longer. Nearly 1000 staff have been allocated softphones for use with the Jabber software replacing Cisco handsets.
Microsoft Enterprise Agreement
The agreement was signed in July 2017 for a three year period. This gives right of use for a number of Microsoft products, supporting the ICT and Digital Strategy moving services to the Cloud. The main products include: Active Directory - move to the Cloud is now complete. Intune – infrastructure set-up and trial of Samsung J5’s with Intune complete. J5 replacement of Blackberry devices rolled out.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 6 96 SharePoint – this work stream is currently led under the Customer Experience programme. Currently activity includes the design and set-up of a file plan under the programmes governance. ICT to become more involved later in 2018 and through 2019. Exchange in the Cloud – initial trial of 5 users complete and now rolled out to 50 PoC users. Full migration of sets of users cannot take place until the internet capacity is upgraded which is in progress with outstanding work by BT to connect up exchanges in different locations remaining. Windows 10 – being rolled out with new devices which commenced in August 2017, due for completion end 2018. Office 2016 – to be rolled out once Exchange is in the Cloud. Applications compatibility due diligence complete with investigation of solutions for non-compliant systems being considered. Teams (replacement for Skype) – will replace Cisco Jabber, following migration of email in the cloud. The ICT team are working with a Microsoft Gold partner to assist with the implementation of the products. As products are implemented other products can be discontinued and savings for these products made. An Office365 Health check is underway, led by Activist.
Community Hubs development
Warfield – The Neighbourhood Centre feasibility study being carried out by Ridge continued. Stakeholders worked closely with Ridge to develop plans for the site layout and started work on detailed plans for the community hub. Blue Mountain – discussions were still on-going with the CCG and Binfield surgery to progress the option of a co-located community facility and surgery. A sub-group was set up to work with Atkins to draw up plans for a refurbishment option and a new build option. Crowthorne – L&G, the developer, received the latest iteration of the architect’s plans for approval. L&G continued work with planners regarding a Deed of variation to remove the requirement for a temporary community hub and instead bring forward the development of the permanent facility for completion sometime in 2019.
Other areas of note and significant activity to come in the next quarter
Areas of note:
The Council was successfully re-assessed against the new Charter+ standard for Member development and have been accredited for a further three years. £2k from the Centenary Fund was secured following a successful bid to the Government Equalities Office in collaboration with Parish and Town Councils, to fund activities celebrating women’s suffrage which include: - Participating in National Citizenship Service engagement day to capture ideas for encouraging young people to vote in the 2019 local elections. - National Democracy Week activities including school visits.
Significant activity for the next quarter:
Finalisation of the Polling District Polling Places Review. Crematorium New Chapel – Works commenced on site. To be completed late July 2018 due to poor weather delaying progress.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 7 97 In consultation with occupiers at the Commercial Centre, Atkins have made substantial progress in producing a proposed scheme for new depot facilities. To be assessed in Q2.
Highlights and remedial action
Good performance Time Square refurbishment and remodelling works were completed on time/within budget and handed back for occupation. The Council Chamber, Democratic Services and all staff were moved from Easthampstead House during April, in readiness for the demolition. Overage sums agreed and received relating to the previous sales of land at Bracknell & Wokingham College (Wick Hill site).
Areas for improvement
L320: Number of major systems with downtime plus resolution time (Quarterly) – Two incidents occurred against a target of one. The first incident was the iCam system, which controls public PC and printing in all Libraries, being down for four days. The second incident was loss of all networked services for an afternoon.
Audits and Risks During quarter 1 no internal audit reports with a limited assurance were issued.
The Resources Risk Register was reviewed at DMT on 21st June 2018. The key changes identified were: to remove the capital projects risk and re-instate the business continuity risk.
To amend the risk on inadequate staffing to include pressure on resource to support delivery of transformation projects; and To reduce the finance and economic risk from red to amber.
Budget position
Revenue Budget
The original cash budget for the department was £13.395m. Net transfers of £0.134m have been made bringing the current approved cash budget to £13.529m. A detailed analysis of the budget changes in this quarter is available in Annex A.
There are no variances to report in the first quarters monitoring.
The department has identified the following as budgets that can pose a risk to the Council’s overall financial position, principally because they are vulnerable to significant changes in demand for a service. The current position with regard to each of these is as follows:
Forecast Budget Service Area Outturn Comments £000 £000 Commercial Property (3,906) (3,906) Increased voids and void periods, resulting in reduced income.
Although these budgets pose a risk to the Council, careful management has ensured that there is little adverse impact forecast at this point. However, considerable work is underway to assess any issues that may
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 8 98
Capital Budget
The total approved capital budget for the year is £43.365m.
Expenditure to date is £0.616m representing 1.4% of the budget. The Department anticipates 100% of the total approved budget to be spent by the end of the financial year. A detailed list of schemes together with their approved budget and forecast spend is available in Annex A.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 9 99 Section 2: Strategic Themes
Value for money
Due Sub-Action Status Comments Date 1.1 Council Tax is in the lowest 10% nationally amongst similar authorities 1.1.01 Maintain Council Tax in the lowest 10% nationally 31/03/2019 Achieved of all unitary authorities 1.2 The cost quality and delivery mechanism of all services will be reviewed by 2019 The current approach to management of customer contact is subject to review as part of the transformation 1.2.05 Undertake a council programme. A full analysis was undertaken in 2017, and wide review of Citizen and the programme is now in the implementation phase, with a 31/03/2019 Customer Contact and key focus on shifting to digital channels wherever possible. implement the findings. (T) Work will begin later this year to look at alternative sourcing options and decide the most appropriate model for the council. 1.2.06 Undertake a council wide review of support services (HR, ICT, Finance, The reset of the CWSS programme has been completed, Property, Legal, with a delivery framework approved by the Corporate Procurement, Performance Management Team. A permanent programme manager 31/03/2019 Management and Business has now been appointed to deliver within this reset Intelligence) and implement framework & handover work is underway. Work is ongoing the findings. Investigate to develop and improve outcomes within this framework. opportunities for shared services. (T) The planned works to Time Square and vacation of Easthampstead House are complete. The sale of 1.2.11 Undertake a review Easthampstead Park Conference Centre as a business is of key council properties continuing with an anticipated completion of the sale to the and implement the findings new operators in the autumn. (including Time Square, The future redevelopment of the Commercial Centre is Easthampstead House, being evaluated in detail for the most feasible use of the Commercial Centre, 31/08/2019 land and redevelopment of the facilities, making them fit for Easthampstead Park purpose and suitable for the service delivery in the future. Conference Centre, South Hill Park, Open Learning The competitive dialogue process to mitigate the Council’s Centre, London Road waste liabilities in manging the former landfill site at London Road site Heathlands site). (T) and release the land for future use are being progressed with recommendations likely to be considered by Members in 2019. 1.2.15 Implement the The project has successfully achieved its objectives by Accommodation Strategy for consolidating all town centre office functions into one consolidation of Council 31/05/2018 building, changing the culture of how the council operates, office accommodation in and delivering savings. The project is now officially closed. Time Square. (T) 1.2.16 Prepare a Business case towards establishing a Business case agreed by both CEs on 24 July. Going to shared Legal Service with 01/10/2018 both Executives in September for final approval West Berkshire Council with a view to implementing a
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 10 100 shared structure by 1 October 2018. (T) E-benefits applications and change of circumstances are in place, using IEG4 forms and integration to Northgate 1.2.17 Work with ASCHH to system through APIs. A review of this implementation will implement e-benefits/digital 31/03/2019 begin in Q2, to establish whether the same functionality solution for welfare services could be provided within the CRM system, to enable rationalisation of systems and cost reductions. 1.2.18 Work with ASCHH to Work on this review will begin in Q2, in line with the review review BFC Mychoice to 30/06/2018 of the current implementation of e-benefits. extend digital operation 1.3 We charge appropriately for services and seek opportunities to generate additional income 1.3.05 Review Service Level Agreements and charging The Directorate is currently reviewing SLAs with schools as with schools and academies part of the CYPL Transformation Programme lead. The 31/03/2019 and explore opportunities objective is to have new SLAs by October to market to for further service provision. schools. (T) 1.3.06 Implement the changes to the discretionary Contributions for discretionary HTST (Post 16) are now 31/03/2019 Home to School Transport business as usual. service. 1.3.07 Implement the Commercial Property Investment Strategy to support Property By the end of July 2018 we would have committed £70m of Acquisitions in line with the 30/06/2018 the approved £90m budget to produce an additional £4.3m Council's budget gross additional income per annum. requirements and existing property investment portfolio, and begin acquisitions. (T) 1.3.08 Develop and deliver a programme to embed commercial practices across Draft Business Development toolkit developed, being 31/12/2018 the Council in order to tested by services selling to schools. maximise value from all available resources. (T) 1.4 Self-service and the use of online services has increased 1.4.01 Increase the range of At the end of June approximately 26,500 customers had services available through set up an online account. Work to enable access to council the website and uptake of tax information through the customer account is nearing customer online account, 31/03/2019 completion. The website has successfully attained ensuring that all services accessibility accreditation, and was judged by SOCITM as meet accessibility reaching the highest standards of accessibility requirements. (E) 1.4.02 Review and amend Over the Summer the ICT strategy is being the ICT and Digital Strategy comprehensively re-aligned with current business needs – 2017-2020 to ensure it 30/09/2018 in close liaison with the internal business customer. A draft remains current and of the ICT strategy will be available for CMT in late August. relevant. 1.4.03 Implement employee Annual Leave and other absence recording via Self Service and manager self service in 31/12/2018 have both gone live in line with the current project the new HR and Payroll timetable. Information sessions on both modules have system. (T) been well supported. Timesheets and additional hours is
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 11 101 the next module to be implemented in the next quarter along with enhanced Manager access.
Permanent staff have had the opportunity to apply for a Leadership and Management diploma qualification level 3. The first cohort started in May 2018 and a network to support progress has been put in place. A second cohort will commence in September 2018. Workforce planning development has been completed via two CIPD workshops for managers during April, followed by a Senior Leadership Group discussion session. Change Management workshops will be delivered in September and November, focused for managers 1.4.05 Continue to implement the considering workforce change. Organisational Development The Managers forums continue to be rolled out; the forum and Workforce covered the One Council customer experience and service Transformation Strategy in re-design tool kit, together with the staff awards launch. line with agreed plan for Reward and Recognition - The staff awards programme delivery. (T) has been launched at the Managers Forums, July 2018. The staff launch will be via cascade from managers, DORIS, flyers and an email from the CEO. To embed the One Council Values and behaviours, lanyards have been distributed to the workforce. A pilot Team Development programme is nearing completion and will be evaluated during July. As a result of this and other interventions, Organisational Development is designing a Managers "basket" of resources to support team development.
5 Managers have started the Level 3 Team leader/supervisor apprenticeship and 14 have started the 1.4.17 Implement the level 5 Operational Manager apprenticeship. The process Council's strategy to to enrol a new cohort in September is underway. 31/03/2020 maximise the The apprenticeship programme is being evaluated and a apprenticeship levy. report prepared for CMT to appraise the Management Team of the progress to date and recommend future developments. 1.4.18 Review in collaboration with ASC and The following safeguarding courses were delivered in the CYPL the provision of a first quarter: range of learning and Targeted Multi-agency Safeguarding, CSE, Modern Slavery development opportunities and Human Trafficking, Introduction to Domestic Abuse, to ensure that Adult and Introduction to Safeguarding Children and Young People. Children's Social Care meet 31/03/2019 In addition training was delivered by members of SilSip. their statutory obligations with regard to safeguarding Staff in Children's Social Care have been nominated by and the continuous managers to undertake further post qualification training professional development of e.g. Consolidation of Practice training & Practice Educator social workers, in line with Practice Educator Professional Standards' Stages 1 and 2 - their re-registration commencing in autumn 2018. requirements. 1.4.19 Create and review workforce development Final discussions with Managers are being undertaken with 30/06/2018 plans and in collaboration a full summary to go to CMT in August with departments. 1.5 Community involvement and the use of volunteers in the delivery of council
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 12 102 services has increased 1.5.03 Ensure that community based delivery models and the use of Considered in the sourcing options in the analyse phase of volunteers are considered 31/03/2019 all reviews. The new strategy for the library service is as service delivery options community based with increased use of volunteers. in all Transformation Programme policy and service reviews. (T)
1.6 Resident and staff satisfaction levels remain high 1.6.03 Ensure that residents and staff are consulted on On track. Staff and customer consultation on all significant all proposed major changes 31/03/2019 transformation, service improvement and budget proposals to services and that the and EIAs produced. impact of these changes on them is assessed. (E) (T) Complete results of the staff survey were sent through to all staff. Staff had the opportunity to discuss the results with 1.6.07 Analyse and develop Managers and these comments were fed back by a series themes for improvement as 31/03/2019 of workshops with senior managers and CMT to agree a result of the Employee themes for improvement. Further review of equalities Staff survey. (E) issues arising was undertaken by the Equalities Sub- Group.
1.7 Spending is within budget The 2018/19 savings relating to the Resources department have already been removed from the departmental 1.7.02 Implement savings 31/03/2019 budgets. There are some Council Wide savings relating to as identified for 2018-19. (T) the Citizen and Customer Contact review that are still to be distributed across the Directorates. First quarter monitoring across Council budgets has 1.7.23 Spending is within highlighted continuing pressures in Childrens and Adult the approved budget for the 31/03/2019 services, with expenditure overall projected to remain year. within budget.
1.8 Surplus assets are sold
1.8.01 Set realistic targets for anticipated capital Capital receipts to date have been in line with those 31/03/2019 receipts as part of annual anticipated. budget.
Previous Current Current Current Ind Ref Short Description Figure figure Target Status Percentage of current year's Council tax L051 98.50% 29.33% 29.30% collected in year (Quarterly) Percentage of current year's Business L053 102.65% 36.23% 33.20% Rates collected in year (Quarterly) Satisfaction level expressed in survey of L221 contact with Customer Services, across all 84.33% 89.50% 85.00% channels (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 13 103 Previous Current Current Current Ind Ref Short Description Figure figure Target Status Cumulative number of complaints received at stages 2 and 3, statutory social services L257 complaints, and complaints referred by the 149 43 N/A N/A Local Government Ombudsman (Quarterly) Level of council wide staff sickness L261 2.22 1.67 7.50 absence, including schools (Quarterly) Level of council wide voluntary staff L262 3.0% 3.0% N/A N/A turnover, including schools (Quarterly)
People live active & healthy lifestyles
Sub-Action Due Date Status Comments 4.4 Personal choices available to allow people to live at home are increased 4.4.11 Seek acquisitions of suitable properties through Downshire Homes Completed on 5 properties and another 2 31/03/2019 Ltd, supporting the Council's housing properties are in progress. needs in accordance with annual target. 4.8 Learning opportunities are available for adults 4.8.01 Work with partners to coordinate Work to develop digital inclusion activities opportunities for Digital Inclusion will begin in Q2, with an aim to roll out from activities, in particular enabling older and 31/03/2019 Q3, once the reconfiguration of Time vulnerable people to gain access to the Square reception has been completed. internet and online council services. (E)
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 14 104
A clean, green, growing and sustainable place
Sub-Action Due Date Status Comments 5.2 The right levels and type of housing are both approved and delivered 5.2.05 Support housing delivery where We are promoting a number of sites for possible with the Council's own land 31/03/2019 potential residential development as part holdings of the town centre regeneration. 5.3 Appropriate infrastructure development is completed to support housing growth including; Warfield Link Road, Coral Reef Junction, Jennetts Park, town centre 5.3.03 Facilitate the development of new On track. Aiming for the transfer to Community Hubs at three sites: Blue Martins Heron and the Warren Community Mountain (Binfield); Warfield; Transport Centre to Winkfield Parish Council by Research Laboratory (Crowthorne) September. A combined health and working with the Parish Councils and wellbeing and community centre is being 31/03/2019 explore the transfer of Farley Wood explored for the Blue Mt site in partnership community centre to Binfield Parish with the CCG, Binfield Parish Council and Council and Martin's Heron & The Binfield Surgery making this a significantly Warren community centre to Winkfield more complex project than a stand alone Parish Council. (T) community facility. 5.4 Neighbourhood Plans and Community Infrastructure Levy (CIL) to support local community facilities and other infrastructure are in place 5.4.02 Deliver Neighbourhood Planning 31/03/2019 N/A None presently required. Referendums when plans are developed.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 15 105 Strong, safe, supportive and self-reliant communities
Sub-Action Due Date Status Comments 6.1 Levels of volunteering and community action in the borough are increased 6.1.02 Implement the Council's approach Research and insight work completed to embedding community self reliance as a including discussions with other local cross cutting theme across all the 31/03/2019 authorities. Collaboration with colleagues Council's services and activities through across the organisation starting and the Citizen and Customer Contact Review. discussions with senior officers. (T) All new developments on the public website are published as "beta" to enable the public to test and contribute to further 6.1.04 Recruit volunteers to support development. The online council tax redevelopment of the website and the account will be tested with staff who live in 31/03/2019 customer's online account by carrying out the borough, before going live with a beta testing. version to the public. We will consider recruitment of a user panel in Q3, to support ongoing testing of digital developments. 6.2 High levels of community cohesion are maintained 6.2.02 Ensure local work on the Prevent agenda addresses issues of community 31/03/2019 On track cohesion through the implementation of the Prevent Steering Group strategy. (E) 6.2.04 Monitor the implementation of the new 'All of Us' Equality Scheme for 2017- 31/03/2020 On track 20 which sets out the Council's equality and cohesion objectives and actions. (E)
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 16 106 Section 3: Operational Priorities Sub-Action Due Date Status Comments A by-election was held on 3 May to fill a 7.2.01 Deliver national and local elections vacant seat in the Bullbrook Ward of 31/03/2019 and referendums without challenge Bracknell Town Council. Ian Jeffrey Kirke, the Conservative candidate, was elected. Work has commenced on the election of two parent governor representatives to sit 7.2.03 Involve a wide range of people to sit on the Overview & Scrutiny Commission on a range of Council bodies including the and the Children, Young People & Learning Education Appeals Panel, the Independent 31/03/2019 Overview & Scrutiny Panel. Every effort is Review Panel and Overview & Scrutiny being made to make better use of the Panels. (E) website and other channels to attract as wide a group of parent governors as possible to come forward for election.
7.2.05 Publish draft Statement of Accounts 31/05/2018 Achieved
7.2.06 Prepare monthly budget monitoring 31/03/2019 Achieved to date reports on time. 7.2.07 Provide financial advice to the Council in its support for Downshire 31/03/2019 On-going Homes Limited including the provision of loan finance. 7.2.08 Use monthly budget monitoring reports to identify and address any 31/03/2019 On track emerging overspends promptly. 7.2.09 Carry out annual review of 30/06/2019 Review process commencing July 2018 Constitution. 7.2.10 Provide effective and timely legal support as required including Property, Completed commercial investment property 31/03/2019 Contracts, Planning and Public Protection purchase in Redditch. advice and drafting. 7.2.11 Provide Legal support to Downshire 3 further purchases for DHL including Homes Ltd and conveyancing for property 31/03/2019 shared equity lease. Contracts exchanged acquisitions. on further two Ongoing advice on future use of 7.2.13 Provide Legal support on all 31/03/2019 Easthampstead House and London Road infrastructure projects. Landfill site In Q1 we have published 2 new courses, GDPR 1 (mandatory) and GDPR 2 (optional) to comply with the changes.
We have built and published information / 7.2.16 Refine and expand the Council's e- 31/03/2019 resource pages (as opposed to courses) learning opportunities. containing such things as HR documents, appraisal guidance, and guides to new self- serve functionality in iWorks. We will be using the eLearning Zone more and more as an information hub as well as a catalogue of courses. The website redevelopment Project was 7.2.18 Redevelop the public website to completed in June 2017. The website improve citizen use of online information achieved WAI AA compliance on 9th March and service access, ensuring that all 31/03/2019 2018 - https://www.accessibility- elements within our control meet services.co.uk/certificates/bracknell-forest- accessibility standards. (E) council/ Accessibility is reviewed annually.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 17 107 The Corporate Asset Management Plan is 7.2.26 Complete biennial review of 31/12/2018 under review and to be considered at the Corporate Asset Management Plan. end of autumn. 7.2.27 Support the Town Centre There have been no current demands to Compulsory Purchase Orders, the Market 30/06/2019 close outstanding CPO's which rest with the and potential future phases of the town applicants. centre regeneration. 7.2.28 Increase Self service use of The roll out of the full self service to Frontline (the building maintenance 30/06/2018 Frontline data base will be completed by management system) by all building end of October 2018. managers. Binfield Learning Village new school will 7.2.29 Provide professional support to reach practical completion in July and then CYPL seeking expansion of existing and 31/03/2019 be handed over to the academy for opening development of new schools. in September. 2017 Residents' Survey result - 96% of people believed that people from different backgrounds get on well in the borough. 7.2.31 Support the maintenance of high The Civilian Military Partnership continues levels of cohesion and the integration of to make good progress in implementing its our diverse communities including through 31/03/2019 action plan. Hate crime levels are work to implement the local community monitored by the Community Cohesion covenant with the RMAS. (E) partnership and remain low with no increase in hate crime despite a recent upward trend nationally following the Manchester and London terrorist attacks 7.2.32 Work with Involve to support the Supported the Faith and Belief Forum's activities of the Bracknell Forest Faith and AGM and Interfaith week events. The Belief Forum, including facilitating 31/03/2019 Forum continues to be represented on the representation of faith and belief Community Cohesion and Engagement communities. (E) Partnership. 7.2.33 Support the Access Advisory Panel Council continue to support and attend to advocate for the needs of people with 31/03/2019 Access meetings. disabilities across the borough. (E) The Council's contract with Disabled Go was renewed in 2016 for three years, with The Lexicon agreeing to contribute 50% of 7.2.34 Enable people with disabilities to the funding. The annual allocation of new contribute to the development of the 31/03/2019 access guides was rolled forward to 2017 Bracknell Forest Disabled Go Access /18 and surveying of new premises in Guide. (E) Bracknell Town Centre took place in January 2018. The updated guides will be available from July 2018. 7.2.35 Publish annual equality information reports and identify any follow on actions Systems are in place to ensure that reports that need to be taken as a result of 31/03/2019 are produced in line with expected equality monitoring and agree these with timescales. service areas. (E) The Chauffeur Services Contract has been 7.2.36 Retender Mayoral Chauffeuring approved for a final two years to 31 May 01/06/2018 contract 2020 in accordance with the Council's Contract Standing Orders. 7.2.37 Agree a clear way forward for the Advisors to help assess options for delivery Cooper's Hill site and other strategic sites 31/12/2018 of town centre sites, including a possible across the town including investigation of a joint venture, have been appointed. possible joint venture model. 7.2.38 Annual workforce monitoring Work on this report will begin in the next 31/12/2018 conducted and report produced, published quarter in line with it going to Employment
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 18 108 and follow on actions identified. (E) Committee in Q3. Employee Self Service enhancements will 7.2.39 Encourage staff to self disclose be used to encourage staff to update their personal information to increase the 31/12/2018 personal details on the system. The accuracy of workforce information. (E) message board will be used that staff see whenever they log in to the system. 7.2.40 Carry out an ICT user satisfaction Completed in March 2018, next one due 31/03/2019 survey and being planned for September 2018. Webchat is in use across the web pages relating to environmental services, and work is underway to identify opportunities for its further roll-out, particularly across welfare and housing, children's and adults' 7.2.47 Implement and evaluate new services. SMS is being used in Council Tax access channels and technologies, e.g. 31/03/2019 to send reminders for overdue payments, webchat, SMS, online bookings and and is successfully reducing the number of subscription-based email notifications. cases needing to go to court. Work continues to develop online bookings for appointments for the planning service, and the subscription-based email system is being rolled out to more service areas. 7.2.49 Raise awareness of hate crime Work continues to promote hate crime reporting and maintain low levels of hate reporting and regular updates are received crime through engaging partners in 31/03/2019 from Thames Valley Police at the quarterly hate crime monitoring and action Community Cohesion and Engagement to address it. (E) Partnership meetings. The GDPR Action Plan for the period October 2017-May 2018 is complete. GDPR and DPA 2018 is being incorporated as 'business as usual' throughout BFC which includes the recommended structure of a ‘journey’ toward ongoing compliance which is recommended by the ICO.
7.2.50 Implement the requirements for This compliance structure includes review, compliance with General Data Protection 30/05/2018 amendment and update of policies, Regulations (GDPR) practices and procedures of matters incorporating data protection laws. BFC has a dedicated Information Management & Security lawyer, Data Protection and Deputy Data Protection Officer who manage the Information Management Group forum and report to the senior leadership team to ensure the organisation is aware of the data protection obligations, reviews/audits and incidents or breaches. Overview & Scrutiny Commission and each 7.2.51 Develop an Overview and Scrutiny Panel have considered items for inclusion 30/05/2018 work plan for 2018/19 in the work plan. Discussions are on-going for this to be finalised. The Council achieved Charter+ accreditation for another three years from 7.2.52 Achieve Charter + re-accreditation 30/09/2018 19 April. The assessors agreed that we for councillor learning and development continue to be the benchmark for member development across the region. A comprehensive review of polling districts 7.2.53 Complete a comprehensive review 01/12/2018 and polling places has been undertaken by of Polling Districts and Polling Places the Electoral Review Steering Group.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 19 109 Changes are proposed for five wards - Binfield with Warfield, Bullbrook, College Town, Warfield Harvest Ride and Wildridings & Central. The Executive will be considering the proposals at its meeting on 17 July and will make recommendations to Council on 12 September. 7.2.54 Undertake the four yearly councillor 31/03/2019 N/A This work has not yet commenced. survey The ICT equipment for all Members has been refreshed in order for them to be able to access agenda papers through the Modern.gov app. Two drop in sessions 7.2.55 Implement a system of paperless have been held to provide ongoing support. 31/03/2019 meetings for relevant democratic meetings Three councillors continue to receive a limited number of paper agendas. In addition paper copies have been provided for Members sitting on Licensing and Appeal Hearings. Atkins have issued the updated stage C 7.2.56 Provide project management which report for the new 64 bed care home. supports the delivery of a new 64 bed 31/10/2020 Currently awaiting sign off/feedback from dementia care home. Chief Officer: Early Help & Communities. 7.2.57 Develop a plan to improve the recruitment and retention of staff 30/09/2018 A draft strategy is currently being prepared throughout the Council. 7.2.58 Refresh of Members' IT devices to Completed, members now have Dell tablet 30/04/2018 enable paperless meetings devices. 7.2.59 Delivery of the elements of the Active Directory has moved to the cloud, In Enterprise Agreement: Active Directory in Tune, Exchange, Office 2016 (full Office the Cloud; In Tune for Mobile Device 365 solution suite) dependent on network 31/03/2019 Management; exchange in the Cloud; upgrade to Time Square and this is Office 2016, Teams replacing Cisco currently delayed by around 3 months (BT Jabber for presence and collaboration issues). 7.2.62 Implement new meeting room The booking system is in place, there are booking system and technology used 30/06/2018 some final refinements being made that will within meeting rooms enabling agile allow auto-booking room cancellation. working 7.2.63 Kit out Time Square with flexible Completed and enthusiastically embraced 30/06/2018 solutions to enable agile working by staff. 7.2.64 Lead the Council's involvement in the cross Berkshire One Public Estate Support to this programme continues and programme to deliver a place based 31/03/2019 the Bracknell place based review should be review in Bracknell Forest and agreed joint complete by the end of the autumn. working schemes. 7.2.65 Introduce electronic self-service arrangements for managers to automate 01/05/2018 Work on-going budget monitoring 7.2.66 Significantly reduce the level of recharging across the Council by centralising budgets where this makes 31/03/2019 Work on-going practical sense and streamlining management accounting practices 7.2.67 Lead the cross Berkshire project to First quarterly monitoring process develop and implement a pilot scheme for 31/03/2019 underway. business rates.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 20 110
Previous Current Current Current Ind Ref Short Description Figure figure Target Status Percentage of invoices paid within 30 BV8 93.4% Not Available 95.0% N/A days (Quarterly) Percentage of agendas published 5 clear L057 100.0% 100.0% 100.0% days prior to a meeting (Quarterly) Percentage of minutes published within 5 L058 72.0% 72.0% 79.0% clear days of a meeting (Quarterly) Debt outstanding as percentage of gross L064 5.00% 7.00% 7.00% debt (Quarterly) Return on investments exceeds 7-day LA L065 0.10% 0.10% 0.50% cash benchmark rate (Quarterly) L076 Planned maintenance spend (Quarterly) 92.0% 40.0% 25.0%
Resolution of reported ICT incidents L079 91% 93% 93% (Quarterly) Amount of money recovered in debt L085 429,079.25 119,728.73 N/A N/A collection (Quarterly) Number of Freedom of Information L086 331 363 N/A N/A requests received (Quarterly)
L220 Number of ICT Helpdesk Calls (Quarterly) 4,370 4,672 N/A N/A
Number of clients with learning difficulties L229 74 73 65 using the R-bus (Quarterly) Number of entries on the Electoral L231 88,944 88,824 N/A N/A Register (Quarterly) Number of Council Tax cases in arrears L234 4,887 5,942 4,900 (Quarterly) Number of new legal cases opened each L291 240 156 N/A N/A quarter (Quarterly) Percentage of capital projects rated good L292 100.0% 100.0% 100.0% or excellent (Quarterly) Percentage of maintenance projects L293 completed on time and on budget 77.0% 100.0% 70.0% (Quarterly) Number of major systems with downtime L320 2 2 1 plus resolution time (Quarterly) Network performance - internet capacity L321 65.00% 67.00% 60.00% (Quarterly)
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 21 111 Section 4: Staff Sickness
Section Total staff Number of Quarter 1 2018/19 days sickness average per Projected employee annual average per employee Directorate 2 0 0 0 Customer Experience 59 134.5 2.28 9.12 Democratic & Registration 17 58 3.41 13.64 Services Finance 53 121 2.28 9.12 Human Resources 33 76 2.3 9.2 ICT 49 63 1.29 5.16 Legal 11 6 0.55 2.2 Property Services 14 25 1.79 7.16 Department Totals (Q1) 238 483.5 2.03 Totals (18/19) 8.12
Section Total staff Number of Quarter 1 2018/19 days sickness average per Projected employee annual average per employee CXO 21 15 0.71 2.84 Department Totals (Q1) 21 15 0.71 Totals (18/19) 2.84
Comparator data All employees, average days sickness absence per employee Bracknell Forest Council 17/18 7.03 days
Public Sector employers 2017 8.50 days Source CIPD: Health & Wellbeing Survey May 2018
Comments: There is a low level of sickness generally across the Resources Directorate but a few members of staff in Customer Experience, Finance, HR and Property Services are on long term sick leave which significantly affects the averages. This is being carefully managed and monitored.
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 22 112 Annex A: Financial information
RESOURCES BUDGET MONITORING - MAY 2018 Original Cash Virements Current Spend Department's Variance Variance Budget & Budget Approved to Date Projected Over/(Under) This C/Fwds Cash % Outturn Spend Month
Budget
NOTE NOTE
£000 £000 £000 % £000 £000 £000 Director of Resources
Director of Resources 218 1 I 219 21 219 0 Community Engagement & Equalities 224 0 I 224 14 224 0 442 1 443 17 443 0 0
Head of Democratic & Registration Services Committee Services 311 3 B, I 314 10 314 0 Member and Mayoral Services 875 9 B, I 884 15 884 0 Registration of Births, Deaths & Marriages -33 4 B, I -30 271 -30 0 Registration of Electors / Elections 194 1 I 195 74 195 0 Overview & Scrutiny 121 0 121 0 121 0 1,468 16 1,484 15 1,484 0 0
Chief Officer: Customer Services Local Tax Collection incl Cashiers 416 2 I 418 32 418 0 Customer Services 1,024 99 F, I 1,123 15 1,123 0 Operations Unit 3,273 3 G, I 3,276 22 3,276 0 4,713 104 4,817 68 4,817 0 0 Borough Solicitor
Legal 516 2 I 518 15 518 0
Chief Officer: Human Resources
Human Resources 831 4 I 835 -0 835 0 Unified Training Unit 414 33 C, I 447 -33 447 0 1,245 37 1,282 -33 1,282 0 0
Borough Treasurer Finance 2,707 19 A, I 2,726 10 2,726 0 Insurance 417 7 A 424 -30 424 0 3,124 26 3,150 5 3,150 0 0
Chief Officer: Property Services Property Services 412 2 I 414 -45 414 0 Industrial & Commercial Properties -3,906 0 -3,906 69 -3,906 0 Construction & Maintenance 408 1 I 409 21 409 0 Health & Safety 59 0 I 59 -29 59 0 -3,027 3 -3,024 16 -3,024 0 0
Chief Officer: Information Services ICT Services 3,767 9 H, I 3,776 15 3,776 0
Chief Executive's Office
Chief Executive 359 -44 D, I 315 22 315 0 Chief Executive's Office (Support) 475 -2 D, E, I 473 26 473 0 Town Centre Redevelopment 0 0 0 0 0 0 Voluntary Sector Grants 294 0 294 50 294 0 Community Safety 19 -19 D 0 0 0 0 1,147 -64 1,083 31 1,083 0 0
Transformation Board 0 0 0 100 184 184 0
TOTAL RESOURCES 13,395 134 13,529 -2 13,713 0 0
Memorandum item
Devolved Staffing Budget - Resources 11,040 -144 D,E,F.G,H,I 10,896 0 0 -10,896 0
Non Cash Budgets
Capital Charges 1,761 0 1,761 1,761 0 0 IAS19 Adjs 2,122 0 2,122 2,122 0 0 Recharges -9,708 0 -9,708 -9,708 0 0 -5,825 0 -5,825 -5,825 0 0
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 23 113 RESOURCES BUDGET MONITORING - MAY 2018 Virements
Note Total Explanation
£'000 A 17 Finance
A carry forward was requested for C-Series maintenance (£0.010m) and Insurance valuations (£0.007m). B 10 Democratic & Registration
Carry forwards were requested for Civic Regalia (£0.003m), school appeals training (£0.002m), publicity at SHP (£0.003m) and a commemorative plaque for the new Council Chamber at TS (£0.002m).
C 32 Learning & Development
A carry forward of £0.032m was requested within training to deliver the Council wide leadership development activities and new Council wide security pass lanyards. 59 Carry Forwards reported in First Budget Monitoring D 0 Chief Executive's Office Disaggregation
Due to the disaggregation of the CXO last year, a DSB budget realignment was required to reflect the changes. This will be reflected in the budget load for next year without the requirement of another virement.
E -69 Business Intelligence Unit Centralisation
Due to the recent creation of a Business Intelligence Unit it is required for the budgets to be centralised to the ASCHH department. As such a virement of £0.069m is required for this.
F 96 Web Team
Due to the centralisation of the web team last financial year, a full year effect virement is required to be put through. As a result of this, £0.096m will be moved into Resources from the other departments. In addition to this, the DSB budget (£0.062m) relating to the three vacant posts within the team is to be vired to consultancy to allow the relevant work to be completed.
G 0 Office Accommodation
Due to the closure of Easthampstead House, a virement (£0.059m) is to be made from the DSB to non-DSB to reflect the savings. H 0 Schools ICT
The service provided to schools changed towards the end of the last financial year and we are no longer providing technical support as part of the package. As such the DSB budget (£0.098m) for the members of staff who used to carry out this service is to be used to reduce the income target, as we are no longer selling this part of the service.
I 48 Apprenticeship Levy
A virement is to be made from non-departmental for the Apprenticeship Levy costs.
75 Other Virements reported in First Budget Monitoring 0 Virements reported in Second Budget Monitoring 0 Virements reported in Third Budget Monitoring 0 Virements reported in Fourth Budget Monitoring 0 Virements reported in Fifth Budget Monitoring 0 Virements reported in Sixth Budget Monitoring 0 Virements reported in Seventh Budget Monitoring 0 Virements reported in Eighth Budget Monitoring 0 Virements reported in Ninth Budget Monitoring 0 Virements reported in Tenth Budget Monitoring 0 Virements reported in Eleventh Budget Monitoring 134 Total Budget Virements Reported to Date
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 24 114 RESOURCES BUDGET MONITORING - MAY 2018 Variances
Note Variance Explanation £'000 £'000
0 Variances Reported in First Budget Monitoring 0 Variances Reported in Second Budget Monitoring 0 Variances Reported in Third Budget Monitoring 0 Variances Reported in Fourth Budget Monitoring 0 Variances Reported in Fifth Budget Monitoring 0 Variances Reported in Sixth Budget Monitoring 0 Variances Reported in Seventh Budget Monitoring 0 Variances Reported in Eighth Budget Monitoring 0 Variances Reported in Ninth Budget Monitoring 0 Variances Reported in Tenth Budget Monitoring 0 Variances Reported in Eleventh Budget Monitoring 0 Total Budget Variances Reported to Date
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 25 115 CAPITAL MONITORING 2018/19 ANNEX D Dept: Resources
As at: 30th May 2018
2018/19 Cash 2017/18 Virements Estimated Carry (Under) / Date of Cost 2018/19 Savings Approved Cash Budget Expenditure to Current Budget Target for Responsible Cost Centre Description Brought Awaiting Total Virements Outturn Forward Over Current Status of Project / Notes Last Centre Budget Virements Budget 2018/19 Date Comm'nts unspent/ Completion Officer Forward Approval 2018/19 2019/20 Spend Comment uncommitte d £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's PRIOR YEAR FUNDED SCHEMES Prior Year Funded Schemes - Resources
YM248 The Parks Community Centre/Sports Pavilion 11.5 0.0 0.0 11.5 11.5 11.5 11.5 0.0 0.0 A Thomas
S Caplan YM293 Property & Asset Management System 10.0 0.0 0.0 10.0 10.0 10.0 10.0 0.0 0.0 T Edmonds
YM312 On-Line Booking Systems 6.2 0.0 0.0 6.2 6.2 6.2 6.2 0.0 0.0 B Mulheir
S Bruce YM313 ICT Helpdesk Software Replacement 4.8 0.0 0.0 4.8 4.8 0.3 4.5 4.8 0.0 0.0 D Langley T Farmer
Customer Relationship Management System (Invest To YM315 29.4 0.0 0.0 29.4 29.4 3.5 26.0 29.4 0.0 0.0 B Mulheir Save) 116
YM329 Replacement HR & Payroll System 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 N Gibbons
YM243 Community Centres - S106 72.9 0.0 -24.5 48.4 48.4 48.4 48.4 0.0 0.0 A Thomas
YM350 Agresso Upgrade 4.3 0.0 0.0 4.3 4.3 4.3 4.3 0.0 0.0 S McKellar
YM351 Disposal of land at Sandy Lane 20.9 0.0 0.0 20.9 20.9 20.9 20.9 0.0 0.0 S Caplan
YM359 Alert H&S System 4.6 0.0 0.0 4.6 4.6 4.6 4.6 0.0 0.0 N Gibbons
B Mulheir YM368 Intranet Development 5.1 0.0 0.0 5.1 5.1 5.1 5.1 0.0 0.0 C Stenning
YM366 EPC Regulations 50.0 0.0 0.0 50.0 50.0 50.0 50.0 0.0 0.0 S Booth
Total of Prior Year Funded Schemes - Resources 219.7 0.0 0.0 0.0 -24.5 195.2 195.2 0.3 3.5 191.5 195.2 0.0 0.0
Prior Year Funded Schemes - Council Wide
A Sanders B Mulheir YM215 Replacement Revenue & Benefits System 16.5 0.0 0.0 16.5 16.5 16.5 16.5 0.0 0.0 S Hendey
YM247 Market Place Properties 100.0 0.0 0.0 100.0 100.0 100.0 100.0 0.0 0.0 S Caplan V Nicholls
D Langley S Bruce YM214 Electronic Documents Records Management System 53.7 0.0 0.0 53.7 53.7 3.5 50.2 53.7 0.0 0.0 T Farmer B Mulheir
T Farmer YM309 Storage Area Networks 23.7 0.0 0.0 23.7 23.7 24.0 -0.3 23.7 0.0 0.0 S Bruce D Langley
T Farmer YM320 Network Refresh 0.0 0.0 0.0 0.0 0.0 0.5 -0.5 0.0 0.0 0.0 S Bruce D Langley
T Farmer YM322 Oracle 11 Upgrade 32.6 0.0 0.0 32.6 32.6 32.6 32.6 0.0 0.0 S Bruce D Langley
K Toor / M YM323 TS - EH Network Link / Civic Accommodation 21.0 0.0 0.0 21.0 21.0 21.0 21.0 0.0 0.0 Howlett
T Farmer YM325 Computer Estate Refresh 0.0 0.0 0.0 0.0 0.0 2.0 0.0 0.0 0.0 0.0 S Bruce D Langley 117
T Farmer YM327 Wireless Expansion 8.0 0.0 0.0 8.0 0.0 7.6 0.0 0.0 0.0 0.0 S Bruce D Langley
YM336 Website Redevelopment 2015 0.4 0.0 0.0 0.4 0.4 0.4 0.4 0.0 0.0 B Mulheir
YM337 Netcall System Replacement 3.0 0.0 0.0 3.0 3.0 3.0 3.0 0.0 0.0 B Mulheir
T Farmer YM342 Server Hardware Replacement 24.2 0.0 0.0 24.2 24.2 14.5 9.7 24.2 0.0 0.0 S Bruce D Langley
S Caplan YM002 Access Improvement Programme 48.3 0.0 0.0 48.3 48.3 48.3 48.3 0.0 0.0 T Edmonds
T Farmer YM344 MFD - Printer Refresh 1.7 0.0 0.0 1.7 1.7 0.2 1.6 1.7 0.0 0.0 S Bruce D Langley
T Farmer YM354 Server Anti-Virus/Intrusion Prevention 2.5 0.0 0.0 2.5 2.5 1.9 0.6 2.5 0.0 0.0 S Bruce D Langley
YM356 Replacement of JEL Building Mgmt. System Controls 0.5 0.0 0.0 0.5 0.5 0.5 0.5 0.0 0.0 H Patel
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 27
YM363 South Hill Park Ceremony Suite 9.1 0.0 0.0 9.1 9.1 1.2 0.3 7.6 9.1 0.0 0.0 Sep-18 Project almost complete. Outstanding matters are in A. Moore Jun-18 hand and will be completed within target date.
YM364 Iken System Upgrade 0.5 0.0 0.0 0.5 0.5 0.5 0.5 0.0 0.0 S Prashar
YM345 Town Centre Redevelopment 5,054.6 0.0 0.0 5,054.6 5,054.6 5,054.6 5,054.6 0.0 0.0 A Hunter
YM373 Lincoln 0.0 0.0 0.0 0.0 0.0 246.9 -246.9 0.0 0.0 0.0 S Caplan
S Caplan YM346 Asbestos Control 21.4 0.0 0.0 21.4 21.4 21.4 21.4 0.0 0.0 T Edmonds
Total of Prior Year Funded Schemes - Council Wide 5,421.7 0.0 0.0 0.0 0.0 5,421.7 5,413.7 300.3 2.2 5,120.8 5,413.7 0.0 0.0 Total Prior Year Funded Schemes 5,641.4 0.0 0.0 0.0 -24.5 5,616.9 5,608.9 300.7 5.6 5,312.3 5,608.9 0.0 0.0 Percentages 0.1 0% 95% 0% 0% CURRENT YEAR PROGRAMME Current Year Programme - Resources
All areas handed over to BFC with only final snagging taking place. Wayfinding signage on GS still to be procured due to original supplier failing to meet YM367 Civic Accommodation 1,033.9 2,135.0 0.0 3,168.9 3,168.9 239.7 11.2 2,918.0 3,168.9 0.0 0.0 specification. Atrium breakout area furniture still to be M Howlett Jun-18 procured due to a change in use on that area after staff engagement. 1 x wall graphic to be placed in GS subject to member selection of sutable images. 118
YM381 Farley Wood CC S106 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 A Thomas
YM382 Binfield Parish Council S106 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 A Thomas
YM383 Redditch 0.0 0.0 0.0 0.0 1.0 -1.0 0.0 0.0 0.0 S Caplan
Total of Current Year Programme - Resources 1,033.9 2,135.0 0.0 0.0 0.0 3,168.9 3,168.9 240.7 11.2 2,917.0 3,168.9 0.0 0.0
Current Year Programme - Council Wide A Parker YM181 Capitalisation of Revenue (Budgets Only) 0.0 300.0 0.0 300.0 300.0 300.0 300.0 0.0 0.0 S McKellar
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 28
Improvements and Capitalised Repairs - Council Wide S Caplan YM244 426.0 1,125.0 0.0 1,551.0 1,551.0 24.9 7.9 1,518.2 1,551.0 0.0 0.0 - Planned Maintenance T Edmonds
YM362 Commercial Property Investments 1,558.6 30,000.0 0.0 31,558.6 31,558.6 31,558.6 31,558.6 0.0 0.0 S.Caplan
T Farmer YM365 ICT Capital Schemes 289.5 0.0 0.0 289.5 289.5 50.1 57.5 181.9 289.5 0.0 0.0 S Bruce D Langley
T Farmer YM374 ICT Infrastructure 0.0 175.0 0.0 175.0 175.0 175.0 175.0 0.0 0.0 S Bruce D Langley
T Farmer YM375 Members ICT Refresh 0.0 36.0 0.0 36.0 36.0 36.0 36.0 0.0 0.0 S Bruce D Langley
T Farmer YM376 ICT Digital Strategy 0.0 537.0 0.0 537.0 537.0 13.5 523.5 537.0 0.0 0.0 S Bruce D Langley
T Farmer YM377 CWSS/Self Service 0.0 40.0 0.0 40.0 40.0 40.0 40.0 0.0 0.0 S Bruce D Langley
YM378 Property Review Feasibility 0.0 100.0 0.0 100.0 100.0 100.0 100.0 0.0 0.0 S Caplan 119 Specification and drawings currently being prepared. ITT to be issued for pricing end of June. Works S Caplan YM379 Bracknell Library Training Room 0.0 0.0 0.0 0.0 0.0 0.6 -0.6 0.0 0.0 0.0 Oct-18 programmed to commence early August and to be Jun-18 completed end of Sept. K Toor
Total Current Year Programme - Council Wide 2,274.1 32,313.0 0.0 0.0 0.0 34,587.1 34,587.1 75.1 79.4 34,432.6 34,587.1 0.0 0.0 Total Current Year Programme 3,308.0 34,448.0 0.0 0.0 0.0 37,756.0 37,756.0 315.8 90.6 37,349.6 37,756.0 0.0 0.0 Percentages 0.0 0% 99% 0% 0%
Total Council Wide 7,695.8 32,313.0 0.0 0.0 0.0 40,008.8 40,000.8 375.4 81.6 39,553.4 40,000.8 0.0 0.0 Total Resourcess 1,253.6 2,135.0 0.0 0.0 -24.5 3,364.1 3,364.1 241.0 14.6 3,108.5 3,364.1 0.0 0.0
Total Capital Programme 8,949.4 34,448.0 0.0 0.0 -24.5 43,372.9 43,364.9 616.4 96.3 42,661.9 43,364.9 0.0 0.0 Percentages 1.4% 0.22% 98% 0% 0%
Quarterly Service Report Quarter 1 2018/19 – RESOURCES Page 29
Annex B: Annual indicators not reported this quarter
Council Plan indicators
Ind. Quarter Short Description Ref. due 1. Value for money NI004 Percentage of people who feel they can influence decisions in their locality Q4 L250 Band D Council Tax within the lowest 10% of all English unitary authorities Q4 L251 Value of savings achieved Q4 L252 Capital receipts generated through the release of surplus assets Q4 L253 Annual borrowing costs through the disposal of assets N/A L254 Annual percentage return for rental income from the property portfolio Q4 Annual percentage return for net rental income from new properties purchased Q4 through the Commercial Property Investment Strategy (Annual) L258 Overall residents' satisfaction with council services Q4 L259 Percentage of population satisfied with the borough as a place to live Q4 3. People have the life skills and education opportunities they need to thrive L274 Percentage of admissions appeals which are upheld - Infant Q4 L275 Percentage of admissions appeals which are upheld - Primary Q4 L276 Percentage of admissions appeals which are upheld - Secondary Q4 4. People live active and healthy lifestyles L282 Number of adults taking part in digital inclusion activities Q4 6. Strong, safe, supportive and self-reliant communities Percentage of people who believe people from different backgrounds get on well NI001 Q4 together in their local area NI006 Participation in regular volunteering Q4 Percentage of the population who believe that people in the local area treat one NI023 Q4 another with respect and consideration
Operational indicators
Ind Quarter Short Description Ref due Corporate Property Percentage of buildings open to the public which are suitable for and accessible to BV156 Q4 disabled people
120 L075 Number of commercial property voids Q4 An annual staff satisfaction survey for town centre buildings to be undertaken on L222 Q4 Facilities support and service Customer Services L052 Cumulative percentage of Council Tax collected for the previous year at 31 March Q4 L054 Cumulative percentage of business rates collected for the previous year at 31 March Q4 Human Resources L066 Top five percent earners - women, council wide Q4 L067 Top five percent earners - minority ethnic communities, council wide Q4 L068 Top five percent earners - with disability, council wide Q4 L070 Percentage of employees with a disability, council wide Q4 L071 Percentage of black and ethnic minority employees, council wide Q4 L072 Gender pay gap, council wide Q4 L074 Average amount spent on training per employee, council wide Q4 L131 Percentage of staff leaving within one year of starting Q4 Number of e-learning packages completed annually Q4 Average amount of time spent per employee on an annual basis attending learning Q4 events organised by the Learning and Development Team ICT L078 ICT User satisfaction - service user survey Q4 L080 ICT Project management - 5 metrics Q4 Legal Services L087 Percentage of time recorded as chargeable time Q4
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