BOROUGH COUNCIL Annual Report and Summary of Accounts 2016/17

Lowewood Museum Gardens

2017: Year of the Environment Annual Report and Summary of Accounts 2016/17 1 CONTENTS

INTRODUCTION 3

FACTS ABOUT THE BOROUGH 4

CORPORATE OBJECTIVES 5

AMBITION BROXBOURNE: A THRIVING ECONOMY 6

BEAUTIFUL BROXBOURNE: ENHANCING THE QUALITY OF LIFE 8

INNOVATIVE BROXBOURNE: AN EFFECTIVE, ENABLING COUNCIL 17

SUMMARY OF ACCOUNTS 2016/17 21

Annual Report and Summary of Accounts 2016/17 2 INTRODUCTION 2016/17 was an exciting year, laying the groundwork for the vibrant Broxbourne of the future. The Council developed a new Corporate Plan entitled ‘We are Broxbourne’, with three priorities:

AMBITION BROXBOURNE: A thriving economy

BEAUTIFUL BROXBOURNE: Enhancing the quality of life

INNOVATIVE BROXBOURNE: An effective, enabling Council

A thriving economy means securing local business and skilled employment opportunities in the Borough, as well as raising the aspirations of young people to equip them for the future. The Council was recognised with two national awards for entrepreneurial success in 2016/17. The prestigious Local Government Chronicle Award for Entrepreneurial Council of the Year 2017 was in recognition of the Council’s innovative use of the commercial marketplace to provide high quality services for residents.

The Council also won top prize in the 2016 Enterprising Britain Awards for developing an entrepreneurial culture and supporting small and medium sized businesses to grow. For example, the Ambition Broxbourne Business Centre opened in December 2016 and by 2021 it is expected to deliver 300 new jobs, create 60 new businesses, assist 170 businesses and inject £20 million into the local economy. The new Business Centre had an occupancy rate of 49% by the end of May 2017, ahead of target. The income generated will be reinvested into economic development.

Enhancing the quality of life is the second corporate priority. The Council wants residents to enjoy good health and belong to a friendly, welcoming community.

In March 2017, separate weekly food waste collections began after the delivery of food waste caddies to 32,000 households in the Borough. Over 2,000 tonnes of waste a year will be recycled into energy and liquid fertiliser. In April, the Council introduced a charge for green waste collections, and so far over 17,000 households have signed up. I wish to thank the residents of the Borough for engaging positively with these changes.

A substantial reduction in grant from the Government poses significant financial challenges for the Council. As an effective and enabling Council, we will progress towards financial self-sufficiency, work in partnership with others to achieve more, and improve services for residents through information technology. In 2016/17, Badger BC Investments, the Council’s wholly owned subsidiary, received rental income of £340,000 from property and paid interest of £264,000 to the Council.

In addition, the Council was awarded the Improvement and Efficiency Social Enterprise (IESE) Bronze award for Remodelling Local Services for an innovative and cost-neutral approach to delivering the first mausolea and crematorium in the Borough, responding to residents’ needs and wishes. With ambitious plans in the pipeline, the future for Broxbourne is exciting.

Councillor Mark Mills-Bishop, Leader of Broxbourne Borough Council

Annual Report and Summary of Accounts 2016/17 3 FACTS ABOUT THE

The Borough of Broxbourne is in southeast , adjoining to the south and Hertfordshire Essex to the east. It has an area of 5,144 hectares, Essex approximately 20 square miles and a population of 96,800 (source: Office for National Statistics mid- 2016 population estimate). The largest towns are , , and . The London Borough has 3,300 hectares of Green Belt land. Borough of Broxbourne

Residents aged 60-74 make up approximately 14.3% of Broxbourne’s population. Over the next 10 years, due to ageing population trends and longer life expectancy, the proportion of residents aged 75 and over is likely to increase significantly from its current level of 8.3%. This will pose new challenges for health and other services.

73% of people aged 16-74 are economically active. About half of them commute to work outside the Borough. Local employment is mixed, with a predominance of distribution, hotels and catering, some manufacturing, including chemicals, and business and financial services. The percentage of residents of working age claiming Jobseeker’s Allowance continued to decrease during 2016/17, from 1% in April 2016 to 0.9% in April 2017 (source: Office for National Statistics).

Certain parts of the Borough, in Goffs Oak, Broxbourne and Hoddesdon, are among the least deprived areas in the country. However, there are also areas with somewhat higher levels of deprivation, particularly in Waltham Cross, Wormley and Turnford (source: Census 2011).

The 2011 Census showed that 84% of Broxbourne households have a car, which is above the national average. The Borough is quite well served for public transport heading north and south, but services going east or west are limited.

As to housing, the level of owner occupation is above the national average. There is a small, but growing, private rented sector, and the number of houses divided into bedsits has been steadily increasing over the past decade. As house prices and rents are rising quickly, more residents are now struggling to afford housing.

Broxbourne Borough Council has 491 staff with offices in Cheshunt, One Stop Shops in Cheshunt, Hoddesdon and Waltham Cross and leisure centres in Cheshunt and Hoddesdon. The Council also maintains 290 hectares of open space, including parks and an 18 hole golf course. The Spotlight, a multi-purpose venue with a theatre and cinema that can accommodate 1,360 people, is also run by the Council.

Annual Report and Summary of Accounts 2016/17 4 CORPORATE PRIORITIES AND OBJECTIVES 2017-2020

Broxbourne Borough Council has three corporate priorities. Each corporate priority will be delivered through a set of corporate objectives. AMBITION BROXBOURNE: A THRIVING ECONOMY 1. Support higher educational attainment and skill levels and bring in higher skilled, better paid jobs 2. Promote inward investment and support business growth 3. Support thriving town centres and businesses 4. Deliver affordable homes for local people 5. Lobby for improved transport links and support sustainable transport, such as bus, rail, walking and cycling.

BEAUTIFUL BROXBOURNE: ENHANCING THE QUALITY OF LIFE 6. Promote community safety and reduce fear of crime 7. Enhance the quality of life in local neighbourhoods 8. Maintain a clean and tidy Broxbourne 9. Reduce waste and increase recycling 10. Maintain parks and open spaces and promote their use, and seek the creation of new accessible open spaces 11. Help residents to have a healthy lifestyle 12. Encourage a sense of community through events, leisure activities and volunteering 13. Help residents affected by homelessness and disadvantage.

INNOVATIVE BROXBOURNE: AN EFFECTIVE, ENABLING COUNCIL 14. Achieve financial self-sufficiency by 2020 15. Communicate effectively with residents of all ages and backgrounds 16. Build strong partnerships to deliver more for the Borough 17. Be transparent and ensure effective scrutiny and risk management 18. Develop a workforce with the skills to meet changing needs 19. Assess the performance of Council services and take action to improve 20. Meet Council service standards and deliver good customer care.

Annual Report and Summary of Accounts 2016/17 5 AMBITION BROXBOURNE: A THRIVING ECONOMY

COUNCIL PERFORMANCE IN 2016/17

In last year’s Annual Report, the Council outlined key objectives to develop a strong local economy for Broxbourne in 2016/17. The progress the Council has made is set out below.

STRONG LOCAL ECONOMY

Objective: Completion of the Ambition Broxbourne Business Centre (ABBC). Progress: The ABBC was completed within budget on 16 December, and officially opened on 19 December. By the end of May 2017, just under half of the units were let. Objective: Support the work of the West Anglia Task Force Working Group and sub-groups in developing a business case to support rail infrastructure improvements along the West Anglia Main Line. Progress: The Council participated in the West Anglia Taskforce working group. In October 2016 the Taskforce held an event in Bishop’s Stortford to launch the final report along with its five point plan for investment in the West Anglia Main Line. The Council continues to lobby Government to deliver vital investment, emphasising the importance of making funding available as early as possible. The Council is also informing Network Rail’s planning process and engaging with Abellio, the new operator of the East Anglia franchise, as well as working on the implementation of short and medium term actions required to support growth along the West Anglia line before four-tracking can be implemented. Objective: Lobby for improvement to railway services and continue to support and lobby for the delivery of Crossrail 2 infrastructure. Progress: The Council has encouraged local businesses to write letters of support directly to Government ministers. The Council is working with Network Rail to explore alternative access once level crossings are closed, and to investigate the feasability of a new station at Turnford. Objective: Deliver revenue generating projects for the Council and Badger BC Investments Ltd, including Clyfton Close, Rye Road, Walton Road, Cheshunt Mausoleum Phase 2 and Andrews Lane Development. Progress: Clyfton Close, now known as Willow Tree Lodge, was completed and sold to Badger BC Investments in February, and is now fully let. The contract for the Andrews Lane development has been awarded and planning consent is being considered. Of the 144 chambers at the Cheshunt Mausoleum, 118 have been sold.

Annual Report and Summary of Accounts 2016/17 6 Objective: Develop sector focus around creative industries, the visitor economy and skills. Progress: Facebook and Twitter are being used to promote the Borough’s parks and attractions. A joint scheme with the Lee Valley Regional Park Authority to promote Enjoy Broxbourne and the White Water Centre is progressing, including shared promotional banners. A new section of the Council’s website is being designed to create a one stop shop for all visitor economy businesses. The Council is in the process of implementing a new Skills Strategy, and a new skills board has been set up with local businesses, Hertfordshire County Council and the Local Enterprise Partnership. Objective: Explore the potential for achieving Purple Flag status in Hoddesdon (Purple Flag status is for town and city centres that meet or surpass the standards of excellence in managing the evening and night time economy). Progress: A scoping exercise on the viability of applying for Purple Flag status was completed but it Willow Tree Lodge was found not to be suitable for Hoddesdon.

STRONG LOCAL ECONOMY: OBJECTIVES FOR 2017/18

• Submit the draft Broxbourne Local Plan for examination by the Planning Inspectorate. • Implement a Skills Strategy. • Support the establishment of a Business Improvement District in Hoddesdon. • Maximise the occupancy rate of the Ambition The new draft Local Plan proposes development Broxbourne Business Centre. that will create up to 7,000 new jobs and 7,000 new homes in the Borough by 2031. This includes • Deliver the Eleanor Square improvement development at Brookfield to expand leisure and scheme in Waltham Cross. retail facilities, and create 1,500 new homes. A consultation on the draft Local Plan elicited 326 representations and more than 2,000 comments.

Annual Report and Summary of Accounts 2016/17 7 BEAUTIFUL BROXBOURNE: ENHANCING THE QUALITY OF LIFE

COUNCIL PERFORMANCE IN 2016/17

In last year’s Annual Report, the Council outlined key objectives to enhance the quality of life for Broxbourne residents in 2016/17. The progress the Council has made is set out below.

WASTE, RECYCLING, PARKS AND OPEN SPACES

Objective: Increase recycling and minimise residual waste through a new recycling scheme.

Progress: In 2016/17 residents recycled and composted 41% of their waste, a slight increase on the previous year. The dry recycling yield increased by 28% (1,240 tonnes), with paper and cardboard tonnage increasing by 47%, glass tonnage increasing by 14% and plastics and cans increasing by 10%. Unfortunately, household waste tonnages increased by one per cent (205 tonnes). Green waste also decreased by five per cent (431 tonnes) compared with the previous year. Separate weekly food waste collections began in the last week of March 2017. It is expected that this new service will divert over 2,000 tonnes of waste from the residual waste stream, with the food waste being converted into energy and liquid fertiliser.

Objective: Retain Green Flag accreditation for Cheshunt Park, Cheshunt Cemetery, Cedars Park, Barclay Park and a Community Award for Wormley Top Field.

Progress: The Borough successfully maintained five sites to the prestigious Green Flag standard again this year. In July, representatives from Barclay Park, Cedars Park, Cheshunt Park, Cheshunt Cemetery and Wormley Top Field (Community Award) attended the award ceremony in Rickmansworth. The award recognises open spaces that demonstrate the highest possible standards, are beautifully maintained and have excellent facilities. The efforts of volunteers are a key factor in these achievements.

Annual Report and Summary of Accounts 2016/17 8 Objective: Install additional CCTV systems and take more robust enforcement activity to address fly-tipping.

Progress: The Council has secured external funding and has commenced a project to expand CCTV provision at the Borough’s Recycling Points to enable more perpetrators of fly-tipping to be caught and fined. The Council has increased the fine for fly-tipping to £300.

Objective: Carry out grass cutting and grounds maintenance to the Council’s agreed standards.

Progress: The annual programme of grounds maintenance works was completed as planned, supported by favourable weather conditions. Inspections during 2016/17 show grass cutting, hedge maintenance and shrub maintenance works were all within the performance targets set.

Objective: Provide a cemetery service that meets the needs of customers and the local population.

Progress: The second mausoleum at Cheshunt Cemetery opened in October 2016. A privately operated cemetery at Woollensbrook opened in April 2017, which provides additional burial facilities in the north of the Borough.

Objective: Continue to develop relationships with Adopt-a-Street volunteers.

Progress: The Council’s Adopt-a-Street programme continues to grow and 221 volunteers help to keep the areas where they live clean. A group litter pick event was held on 4 March 2017 as part of the Great British Spring Clean and 59 volunteers participated, collecting 121 sacks of waste.

Objective: Maintain the Council’s service standards on scheduled street cleansing and litter picking, including accessible sections of the A10.

Progress: The Borough spends approximately £1 million per year keeping streets clean. Inspections during 2016/17 showed performance relating to litter, detritus and graffiti within the performance targets set with weed control being slightly over target.

WASTE, RECYCLING, PARKS AND OPEN SPACES: OBJECTIVES 2017-18 • Minimise residual waste and increase recycling

• Retain Green Flag accreditation for Cheshunt Park, Cheshunt Cemetery, Cedars Park, Barclay Park and the Community Award for Wormley Top Field. Obtain a Community Award for the Old Highway Recreation Ground

• Install additional CCTV systems and undertake robust enforcement activity to address fly-tipping at Recycling Points

• Carry out grass cutting and grounds maintenance to the Council’s agreed standards

• Provide a cemetery service that meets the needs of customers and the local population

• Continue to develop relationships with Adopt-a-Street volunteers

• Maintain the Council’s service standards on scheduled street cleansing and litter picking, including on accessible sections of the A10.

Annual Report and Summary of Accounts 2016/17 9 COMMUNITY SAFETY

Objective:Cheshunt Skate Work park closely with partners to support and deliver a range of initiatives to help reduce crime and anti-social behaviour and the fear of crime. Progress: The Local Small Scale Scheme budget has been used to fund 12 projects to reduce crime and anti-social behaviour as well as the fear of crime. These were all done on a matched funding basis with local residents. There are a further seven projects currently out for consultation and it is hoped that these will come to fruition in 2017/18. CCTV cameras were deployed in five locations agreed by the local multi-agency Joint Action Group to tackle anti-social behaviour and fly-tipping. In addition, four Public Space Protection Orders were implemented to tackle street drinking, poorly controlled dogs and the use of vehicles in an anti-social manner.

Objective: Increase awareness about safeguarding vulnerable adults and children and identifying appropriate referral pathways. Progress: The Council has made safeguarding training mandatory for all members of staff, and has also delivered it to elected members of the Council. The training includes information on how to report any concerns about a vulnerable adult or child. The Council continues to provide training to voluntary sector agencies to identify those at risk of radicalisation and, if needed, to refer appropriately. The Council has developed a Prevent Action Plan aimed at cataloguing actions relating to the day-to-day work of Broxbourne Council’s staff, Councillors and its partners.

Annual Report and Summary of Accounts 2016/17 10 Objective: Coordinate the role and responsibilities of the Broxbourne Community Safety Partnership in guiding local priorities and developing strategies and action plans in response. Progress: The Council has continued to coordinate the Broxbourne Community Safety Partnership, and the local Responsible Authorities Group, working to tackle crime and anti-social behaviour. The Council has submitted funding applications on behalf of the Partnership including a successful bid to the Police and Crime Commissioner for permanent average- speed cameras on the A10 and youth diversionary activities.

Objective: Conduct an annual review of the Council’s CCTV systems and recommend improvements and efficiencies. Progress: The review was carried out and efficiencies have now been implemented. Objective: Conduct an annual review of the Safer Parking Outside Schools Initiative. Progress: The review was not carried out as there has been a significant reduction in reports regarding obstructive and illegal parking outside schools. However, the Council continues to undertake enforcement patrols in conjunction with the local police, and to fund works to provide safer streets outside local schools.

COMMUNITY SAFETY: OBJECTIVES FOR 2017/18

• Work with police and other partners to minimise potential for anti-social behaviour at higher-risk times. • Implement neighbourhood community safety schemes. • Coordinate the role and responsibilities of the Broxbourne Community Safety Partnership in guiding local priorities and developing strategies and action plans in response to crime and anti-social behaviour. • Continue to increase awareness about safeguarding vulnerable adults and children and identifying appropriate referral pathways.

Annual Report and Summary of Accounts 2016/17 11 PARKING

Objective: To implement a range of alternative parking restrictions to better reflect the current needs of Hoddesdon town centre. Progress: Following consultation, changes will be made to improve parking in Hoddesdon town centre. There will be more availability of one hour parking, which has been previously restricted on Wednesdays. Disabled parking bays will be restricted to a maximum stay of up to three hours to increase availability. Additional goods vehicle loading bays will also be provided. In addition the Council has worked on the prohibition of stopping and waiting on footways in High Street and Lord Street. Objective: To review the level of pavement parking in the Borough and, if necessary, develop a policy on the issue. Progress: Outside London, enforcement action against pavement parking can only be carried out if there is a parking restriction on the highway. The police can take action against obstructive parking but their resources are limited. Unfortunately the Council cannot take enforcement action. Objective: To consider options for alternative payment methods for parking charges. Progress: Alternative payment methods for parking charges were reviewed but were not cost-effective. There are new options coming onto the market that may reduce the cost implications, therefore the Council will evaluate these.

HEALTH Objective: Improve local support for people who have dementia and for their carers through the Dementia Action Alliance. Progress: 96 local residents, council officers and Members have received dementia awareness training. The Council has also funded care training for residents looking after a family member who has dementia. Objective: Expand physical activity opportunities for older people, particularly those who are currently inactive. Progress: Older residents were consulted by survey to find out what activities they prefer and the barriers to getting physically active. In response, the Council is increasing the guided walks programme, publishing a series of walks leaflets, and introducing new activities such as Nordic walking and tai chi. Objective: Commission a weight management programme for men, targeting men over 40 in particular, as they are less likely to engage with current support. Progress: The Council opted to extend provision of Shape Up Herts, the successful men’s weight management programme commissioned by Hertfordshire County Council. Funding was provided to run three extra 12-week courses, each for about 20 men, and also continuing football sessions for men who complete the course.

Annual Report and Summary of Accounts 2016/17 12 Objective: Encourage residents to get tested for diabetes, as many people do not know they have the disease until their health is damaged by it. Progress: NHS colleagues offered blood glucose testing at public events such as the Community Open Day, and information about the risks of diabetes was distributed. Objective: Prohibit smoking in Council play areas. Progress: This was deferred to 2017/18. Objective: Promote awareness of the health risks of drinking too much alcohol. Progress: Promotion took place at public events. Brief intervention training on alcohol will be offered online to GP practice nurses, together with relevant literature.

HEALTH: OBJECTIVES FOR 2017/18 • Work with local partners to improve support for older people, for residents experiencing mental ill-health, and for their families and carers. • Work to reduce drugs and alcohol misuse, and encourage residents to stop smoking.

SPORT AND LEISURE

Objective: Implement the appropriate strands of Sport ’s youth programmes e.g. Sportivate, Satellite Sport Clubs, Doorstep Sport Clubs. Progress: The Council received £9,000 of ‘Sportivate’ funding from Sport England to deliver six-week taster sessions in different sports. These included trampolining, netball, cycling and zorbing as well as projects for Young Carers. In total, there were over 850 attendances from local residents. To encourage young people into sport, satellite clubs have been established in local secondary schools which have included activities such as girls’ basketball, tennis, archery, table tennis, gymnastics and girls’ football. In total there were over 1,600 attendances. Doorstep Sport Clubs seek to take sport into the nation’s most deprived neighbourhoods. Activities took place in Waltham Cross, Wormley and Turnford and included basketball and Zumba sessions at Regional College, a boxing project and holiday activities at the Lee Valley White Water Centre. Additional funding was received from the Parklives initiative, sponsored by StreetGames and Coca Cola, to run a rounders project at Holdbook Playing Fields in Summer 2016. Objective: Implement the Broxbourne element of the countywide programme, Active Herts. Progress: During 2016/17 there were 340 referrals to the Active Herts programme which is jointly funded by Sport England, Hertfordshire County Council’s Public Health directorate, the NHS, and the Borough. Active Herts seeks to support inactive adults at risk of cardiovascular disease or suffering from mild-to-moderate mental ill-health into physical activity. Over 80% of those referred are now living healthier lives. In total, eleven

Annual Report and Summary of Accounts 2016/17 13 activity sessions run each week for participants including walking football, swimming, Pilates, low impact circuits and health walks. All activities are free for the initial 12 weeks and just £2.50 per session thereafter. Objective: Develop further opportunities for adult residents to participate in sport and physical activity for physical health and emotional wellbeing benefits. Progress: Over 3,000 people took part in the weekly 5km Parkrun at Give Your Town the Runaround. Barclay Park. In May, the Council participated in the MOVE Week initiative that seeks to encourage people to be physically active. Projects included a beginner’s cycling project, family fitness at a local Children’s Centre, yoga, health walks and youth sports in North Hoddesdon. In September, support was provided to Give Your Town The Run Around in Hoddesdon and the Colour Me Happy 5k race in Cheshunt Park to raise funds for Isabel Hospice. In addition, 236 people were chased by the undead in October’s Zombie Zurvival Run - a 5km run with additional obstacles and challenges. The Active Broxbourne Summer Sport Festival gave residents opportunities to try different sports. In June 2016, Broxbourne participated in the countywide This Girl Can in Herts Week to highlight the opportunities locally for women and girls to participate in sport and physical activity. This was followed by the launch of the This Girl Can Broxbourne social media campaign in January 2017. The Council also supported the countywide Festival of Walking in May 2016 and continued to deliver a weekly programme of health walks throughout the Borough. Objective: Deliver a programme of events and cultural activities with an emphasis on Broxbourne’s Year of Culture. Progress: The annual St George’s Day celebration took place on 23 April at Grundy Park with over 3,000 people in attendance. Four children’s Let’s GO Play events were held throughout the year, including an Easter Egg hunt at Cedars Park, National Playday, a Christmas event at High Trees Children’s Centre and the annual VegFest event which is also the finale of the primary schools’ growing club competition. The Council also facilitated the return of the Festival of Fireworks to Cheshunt Park, delivered by a commercial operator. A programme of town centre events took place in Hoddesdon and Waltham Cross. The Year of Culture initiative saw more than sixty events and activities organised by the Council including performances at the Spotlight, open air music, poetry competitions, debates, film, and exhibitions. The showpiece event was the performance by local musicians and dance schools at the Spotlight in aid of the Charlotte Dove Foundation and the Mayor’s charity at the time; the British Lung Foundation. Objective: Further development of the Broxbourne Youth Council, the Mayor’s Cadet, Youth Awards and the Youth Mayor. Progress: The Broxbourne Youth Council met regularly with membership from secondary schools and Hertford Regional College. They have focussed on the successful campaign to reinstate the 310 evening bus service, and on young people’s mental health issues. The Youth Council were also instrumental in designing, promoting and presenting at the third Broxbourne Youth Awards. The number of nominations received trebled from the previous year to 318. Thirteen awards were presented at the awards ceremony, including new awards for Apprentice of the Year and Young Person’s Contribution to the Environment. The first elections for a Youth Mayor will take place in September 2017. Two young people from the Borough’s uniformed organisations were selected to be the Mayor’s Cadet and they attended a number of civic functions on behalf of the Borough’s young people. Objective: Coordinate the delivery of the WWI programme through to 2018.

Annual Report and Summary of Accounts 2016/17 14 Progress: The Spotlight hosted a viewing of the digitally remastered Battle of the Somme film which was originally viewed by over 20 million people in 1916. There was also a production of R.C. Sherriff’s award- winning play, Journey’s End, set in the trenches of Northern France in 1918. Commemorative WWI themed benches were installed at Barclay Park and Cedars Park, whilst a new road on the Cheshunt School site was named after Private Arthur Markwick who was killed in action in March 1915.

SPORT AND LEISURE: OBJECTIVES FOR 2017/18 • Deliver weekly programme of youth engagement to combat anti-social behaviour, especially at peak times of year (Summer, Halloween). • Deliver Kidz Klub playscheme at all school holidays, implementing early years provision to accommodate reception age children. • Deliver or facilitate a programme of events in town centres and parks for the Year of the Environment 2017 and the Year of Community 2018. • Develop further opportunities for adult residents to participate in sport and physical activity for physical health and emotional wellbeing benefits. • Coordinate the delivery of the WWI commemorative programme including the Freedom of Entry march by the Royal Anglian Regiment.

HOUSING

Objective: Minimise the impact and costs of homelessness. Progress: The Council is taking steps to manage homelessness more effectively including better use of Discretionary Housing Payments to prevent homelessness and enable the homeless to obtain a private sector tenancy through the Simple Lets programme. The Council is also seeking to reduce the use of nightly paid accommodation and replace these with units secured on longer term leases. Under this approach, 47 units of accommodation for homeless families were leased in partnership with Three Rivers Council which took 23 units. The Council has also reviewed the Housing Needs Service and The Cardinals, Cheshunt transferred more resources to homelessness functions. This has resulted in more proactive management of temporary accommodation, reduced backlogs and blockages in the homelessness service and refocussed resources on homelessness prevention and the Simple Lets scheme. Objective: Maintain a fit-for-purpose Allocations Scheme. Progress: The Council has piloted changes to the allocations scheme, so that homeless households meeting the five year residency qualification are required to accept any suitable offer of a permanent home that becomes available. This is to target scarce social housing towards those most those in need.

Annual Report and Summary of Accounts 2016/17 15 Objective: Maximise delivery of new affordable homes, including homes aimed at local key workers. Progress: In 2016/17, 18 new affordable homes came forward and of these 15 were new homes and three were properties bought on the open market. Of these homes, 11 were for rent and four were for shared ownership. A further 58 units are currently under development (47 rented, 11 shared ownership) and most are likely to become available in 2017/18. Objective: Develop a revised Affordable Housing Strategy which reflects national policy changes and which covers all forms of affordable housing provision including key workers. Progress: The new strategy is being developed alongside the Local Plan, as the two are related, and it will be brought forward Beazley Court, Cheshunt when the Local Plan is published later this year. The new strategy will incorporate policies regarding tenure split (affordable rented or shared ownership), off site payments in lieu of affordable housing and the type and size of accommodation required. Objective: Work with private sector landlords to increase the supply of private rented sector accommodation made available through the Simple Lets scheme. Progress: 66 households were found accommodation in the private sector in 2016/17. This was a reduction on the previous year. Rent levels locally rose considerably during the year, reducing the number of landlords willing to let to people on benefits, as housing benefit limits have not kept pace. Objective: Maintain effective working partnership with the shared Housing Benefit service and monitor performance. Progress: An effective working partnership with the provider, Sopra Steria, has been developed for key issues such as Discretionary Housing Payments and welfare reform. The Broxbourne approach to helping residents affected by welfare reform has been described by the Department for Work and Pensions as exemplary.

HOUSING: OBJECTIVES FOR 2017/18 • Minimise the impact and costs of homelessness. • Maintain fit-for-purpose Housing Allocations Scheme. • Review the Affordable Housing Strategy. • Maximise the delivery of affordable rented homes. • Work with private sector landlords to maximise the supply of lettings through the Simple Lets programme. • Monitor the impact of welfare reform and identify actions to mitigate the impact. • Ensure applicants receive the support they need to resettle successfully. • Develop and maintain effective partnerships to deliver joined up services to local people.

Annual Report and Summary of Accounts 2016/17 16 INNOVATIVE BROXBOURNE: AN EFFECTIVE, ENABLING COUNCIL

In last year’s Annual Report, the Council outlined key objectives to develop an effective and enabling Council for Broxbourne in 2016/17. The progress the Council has made is set out below.

VALUE FOR MONEY AND EFFICIENCY

Performance Indicator Performance Target Performance 2015/16 2016/17 2016/17 Percentage of telephone calls to the switchboard and helpline 85% 100% 85% answered within 10 seconds Percentage of council tax collected 98% 98.1% 97.2% Percentage of business rates collected 99.6% 99.2% 94.9% Proportion of working days lost to sickness absence 5.4 days 6 days 6 days Employee turnover 30.8% 20% 22.7% Speed of processing new benefit claims 35.6 days 19 days 22.7 days Speed of processing changes in circumstances for benefits 4.6 days 9 days 6.7 days

STAFF

As at 31 March 2017 there were 491 staff. The full time equivalent is 388.66, as 206 of the 491 staff work part-time. The number of staff has decreased by 33% since 2008.

Numbers of 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 staff Full time Equivalent (FTE) Staff Male 277.14 284.29 271.53 271.52 270.99 241.46 240.97 229.61 207.12 224.26 Female 267.36 272.59 269.55 267.80 254.26 245.01 240.35 229.91 186.08 164.40 Part time 156.50 156.88 148.88 147.32 146.25 137.18 129.32 127.52 110.20 103.66 Full time 388.00 400.00 392.00 392.00 379.00 349.00 352.00 332.00 283.00 285.00 Total FTE 544.50 556.88 541.08 539.32 525.25 486.47 481.32 459.52 393.20 388.66 Headcount of staff Male 307 318 298 295 290 257 259 247 225 242 Female 422 420 407 397 383 371 349 333 267 249 Part time 341 338 313 300 294 279 256 248 209 206 Full time 388 400 392 392 379 349 352 332 283 285 Total staff 729 738 705 692 673 628 608 580 492 491

Annual Report and Summary of Accounts 2016/17 17 800 800

700 700

600 600 400 422 420 388 500 407 397 500 392 392 379 383 349 371 349 352 Full /me 400 333 Female 400 332 267 249 283 285 300 Male 300 Part /me

200 200 307 318 341 338 313 300 294 298 295 290 257 259 279 256 248 100 247 225 242 100 209 206

0 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Broxbourne Council - Employee Headcount 2008-2017 800 750 700 650 600 Total Staff 550 500 450 400 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

ETHNICITY Ethnicity remains stable.

Ethnicity of 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 staff Asian 8 7 6 6 5 6 9 9 6 5 Black 17 15 17 16 15 17 17 15 12 15 Chinese or other 6 8 6 5 6 7 8 6 6 6 Mixed 10 12 9 9 9 9 10 6 5 5 White 667 686 666 655 636 583 557 539 456 456 Not Declared 21 10 1 1 2 6 7 5 5 4 Total 729 738 705 692 673 628 608 580 492 491

ABSENCE MANAGEMENT This year the Council’s average absence is 6 days per full time equivalent employee.

Sickness 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Absence Days sick per 8.3 6.2 6.1 7.2 5.1 5.3 5.4 6.8 5.4 6 FTE Total sick 4445 3392 3353 3951 2743 2659 2601 3165 2255 2340 days

Annual Report and Summary of Accounts 2016/17 18 Disciplinary 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 actions Counselling 1 6 3 6 6 3 5 1 5 8 Letter of concern ------7 Formal meeting 3 2 20 29 34 15 16 21 23 held no warning given Informal - 1 1 - 9 12 2 4 14 25 meeting held Investigation 1 4 - 1 9 0 0 0 0 0 Suspension 1 1 2 3 0 2 0 0 Tribunal claim - - 1 - - 1 0 1 0 0 lodged Verbal warning 4 21 15 29 22 45 22 14 12 17 First written 4 10 25 20 19 25 15 15 6 10 warning Final written - 12 3 9 10 14 8 7 6 2 warning Dismissal 2 11 9 7 7 8 7 7 5 3 Unsuccessful ------3 7 7 5 probation Total 12 69 60 92 113 145 77 74 76 100

Redundancies 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Male 1 0 4 1 3 3 1 3 3 0 Female 0 0 3 4 1 0 18 16 3 1 Total 1 0 7 5 4 3 19 19 6 1

Medical 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 retirements Male 0 0 0 2 2 1 1 0 0 0 Female 0 1 1 0 0 0 1 0 0 0 Total 0 1 1 2 2 1 2 0 0 0

TURNOVER Turnover decreased to 23% at 31 March 2017. Voluntary turnover was 19%.

Turnover 2007 2008 2010 2011 2012 2013 2014 2015 2016 2017 Number of 160 142 134 85 129 97 128 146 161 113 leavers Number of 179 158 100 84 89 66 101 101 99 98 starters Average staff 711 724 715 695 675 645 620 594 523 498 in post in year Turnover 23 20 19 12 19 15 21 25 31 23 Voluntary ------15 16 19 19 Turnover

Annual Report and Summary of Accounts 2016/17 19 COUNCIL PERFORMANCE IN 2016/17

In last year’s Annual Report the Council outlined key objectives to provide value for money and efficiency for Broxbourne residents in 2016/17. The progress that the Council has made is set out below. Objective: Work towards rationalisation of the Council’s office accommodation to reduce costs. Progress: Ingram House and the old buildings of Bishops’ College are now fully let and the NHS has moved into part of Level 3 of the main office building. However, Probation moved out of Level 1, leaving this space vacant. Objective: Achieve projected savings from an improved waste management service introduced in October 2015. Progress: As a result of the waste management service change in October 2015, the waste and recycling budget for 2016/17 was reduced by £208,000. Objective: Increase usage of the community centres and the Spotlight, to reduce the overall cost of these venues. Progress: The overall usage of the community centres reduced by 4% last year. This was primarily due to Goffs Oak Village Hall being closed for 23 weeks after a leak damaged the floor. However, overall usage of the Spotlight was up 3% on 2015/16. Objective: Seek further opportunities for sharing services with other local authorities. Progress: The shared Internal Audit service between Broxbourne, and Epping Forest Councils became integrated as a single service. An external assessment found the shared service to be fully compliant with the Public Sector Internal Audit Standards and comparing favourably with its peers. Objective: Finalise a review of pay and grades for staff and introduce the new system. Progress: The review has been completed and all staff have been transferred onto the new pay and grading system.

VALUE FOR MONEY AND EFFICIENCY: OBJECTIVES FOR 2017/18 • Deliver the savings and income targets in the Efficiency Plan, including increasing usage and income of the Spotlight and the Council leisure centres. • Review the Council’s website to make it fully compatible for smartphones and to increase online transactions for Council services. • Establish a contract with the new LA1 joint building control company for Hertfordshire, and monitor performance. • Ensure that the Council is adequately prepared for and compliant with new provisions under the General Data Protection Regulation. • Establish Broxbourne Lottery to raise funds for local good causes.

Annual Report and Summary of Accounts 2016/17 20 SUMMARY OF ACCOUNTS 2016/17

This summary gives an overview of the Council’s financial position for the year ending 31 March 2017. The statement of accounts has been prepared in accordance with the Code of Practice on Local Authority Accounting and is subject to an annual audit inspection by EY, the Council’s external auditors. A copy is available on the Council’s website, www.broxbourne.gov.uk, to give residents, businesses, taxpayers and partners clear information about the Council’s finances. The income and expenditure statement for the year ending 31 March 2017 is set out below. It shows that the Council spent £13m on running services and that the net spend for the year was £12m. The money that the Council spends comes from local and national taxes, business rates and fees and charges.

2015/16 2016/17 £000 £000 Expenditure Chief Executive 2,783 3,246 Environmental Services 5,442 5,546 Finance 4,605 3,946 Legal services 16 7 Broxbourne Sport and Broxbourne (36) 124 Leisure and Culture Net cost of services 12,809 12,869 Financing and investment income and (3,070) (7,081) expenditure Other accounting items (including 2,901 5,818 pension fund adjustments and depreciation) Contribution to reserves 542 458 Total expenditure 13,182 12,064

Funding Borough of Broxbourne council tax 3,912 4,081 General Government Grant 3,101 2,739 Retained income from rate retention 2,150 2,045 scheme Capital grants and contributions 1,524 2,375 Other income 2,495 824 Total funding 13,182 12,064 Increase/decrease in general 0 0 fund balance General fund balance as at 31 6,181 6,181 March

The General Fund balance represents the general funds available to the Council if any unexpected events and opportunities arise. The amount left over from the Comprehensive Income and Expenditure Statement, statutory amounts taken into account (e.g. depreciation) and money put into reserves to fund future projects are added to the balance at the beginning of the year. This gives the Council the working balance for the next financial year. As of 31 March 2017, the General Fund balance stood at £6.2 million.

Annual Report and Summary of Accounts 2016/17 21 CAPITAL EXPENDITURE AND FINANCING

Investing in the infrastructure of the Borough and continuing to provide excellent public facilities are made possible through capital expenditure. Capital expenditure is the spending on the acquisition, creation or enhancement of property, plant and equipment. Capital financing is mainly receipts from the sale of such assets mentioned above. Capital expenditure and income are summarised below.

2015/16 2016/17 £000 £000 Capital expenditure Ambition Broxbourne Business Centre 643 3,783 Loan to Badger BC Investments Ltd 3,360 2,680 Fawkon Walk/industrial developments 582 802 Sport, leisure, recreation and youth 394 776 facilities Information technology 223 406 Private sector housing grants - 511 371 disability adaptations Grants for development of affordable 1,231 301 housing Environmental and recycling initiatives 820 197 Community projects 52 182 Town centre redevelopments 139 163 Vehicles, plant and equipment 88 162 Bury Green Cemetery extension and 659 142 mausoleum Car parking, traffic calming and road 100 85 safety Pound Close Community Facility 611 34 Investment property 4,920 11 Other minor projects 0 Total 14,333 10,095

2015/16 2016/17 £000 £000 Capital funding Capital receipts 8,349 3,150 Government grants and other 1,432 2,005 contributions Sums set aside from revenue 4,552 4,940 Total 14,333 10,095

Annual Report and Summary of Accounts 2016/17 22 BALANCE SHEET 2015/16 2016/17 £000 £000 The balance sheet shows the value of the Council’s assets and investments, what is owed to and by the Assets 101,705 111,268 Council, how much cash is held and how these Money invested 29,582 32,293 funds are represented by reserves and balances. The Cash and bank balance 13,256 9,239 Council has a net worth of £131m, which includes Money owed to the Council 17,933 21,128 the Council’s reserves (money set aside for specific Money owed by the Council (38,553) (42,950) purposes). Total 123,923 130,978

CASH FLOW STATEMENT 2015/16 2016/17 The Cash Flow Statement shows how much cash the £000 £000 Council has received and paid out during the year. Balance as at 1 April 15,764 13,256 Net movement in cash (2,478) (4,017) Balance as at 31 March 13,286 9,239 COLLECTING LOCAL TAXES

Broxbourne Borough Council not only collects its own Broxbourne Borough tax but it is also responsible for collecting council Council 8% tax on behalf of Hertfordshire County Council and Hertfordshire Police 10% Herts Police and Crime Commissioner. In 2016/17 97% of council tax due was collected. The council tax collected by Broxbourne Borough Council during 2016/17 was distributed as follows:

Hertfordshire 2015/16 2016/17 County Council 82% £000 £000 Hertfordshire County Council 38,403 40,373 Hertfordshire Police 4,975 5,001 Broxbourne Borough Council 3,811 4,023 Total 47,189 49,397

BUSINESS RATES

The Council currently collects £42m in business rates, 50% of which is collected on behalf of central government and 10% on behalf of Hertfordshire County Council. The Council pays a charge, known as a tariff, of £15m on the remaining balance of £17m, and is allowed by the Government to retain just over £2m. For any business rates growth above this £3m, the Council will be able to keep 50% of the additional amount.

Annual Report and Summary of Accounts 2016/17 23 Borough of Broxbourne Bishops’ College Churchgate Cheshunt EN8 9XG

www.broxbourne.gov.uk 2017: Year of the Environment

Annual Report and Summary of Accounts 2016/17 24