Housing, Health and Communities OSP Agenda 21.11.13 1 a G E N D A

ALAN FRANKS MANAGING DIRECTOR

Our Ref: NJ Telephone: (024) 7637 6376 Fax: (024) 76376574 Your Ref: Typetalk Registered Date: 13th November, 2013 DX: Nuneaton 16458

e-mail: [email protected] If calling please ask for Nicola Ferguson Direct Dialling: (024) 7637 6226

Dear Sir/Madam,

A meeting of the HOUSING, HEALTH AND COMMUNITIES OVERVIEW AND SCRUTINY PANEL will be held in Committee Room 'A', Town Hall, Nuneaton on Thursday 21st November, 2013, at 5.15pm

Public Consultation will commence at 5.15 p.m.

Yours faithfully,

ALAN FRANKS

Managing Director

To: All Members of the Housing, Councillors C.M. Watkins (Chair), Health and Communities D. Carr (Vice-Chair), J.B. Beaumont, Overview and Scrutiny Panel R.G. Copland, D. Fowler, J. Glass, M.P. Grant, N.J. P. Phillips, G.D. Pomfrett, K.D. Wilson and Mrs L. Price.

Housing, Health and Communities OSP Agenda 21.11.13 1 A G E N D A

PART 1 – PUBLIC BUSINESS

1. EVACUATION PROCEDURE

A fire drill is not expected, so if the alarm sounds please evacuate the building quickly and calmly. Please use the stairs and do not use the lifts. Once out of the building, please gather outside the Yorkshire Bank on the opposite side of the road.

Exit by the door by which you entered the room or by the fire exits which are clearly indicated by the standard green fire exit signs.

If you need any assistance in evacuating the building, please make yourself known to a member of staff.

Please also make sure all your mobile phones are turned off or set to silent.

2. APOLOGIES - To receive apologies for absence from the meeting.

3. MINUTES - To confirm the minutes of the meeting of the Housing, Health and Communities Overview and Scrutiny Panel held on 12th September, 2013. (Page 5)

4. DECLARATIONS OF INTEREST/PARTY WHIP - To receive declarations of Disclosable Pecuniary and Other interests in accordance with the Members' Code of Conduct and of the Party Whip in accordance with the Overview and Scrutiny Procedure Rules 4E, Paragraph 16(b).

Note (1): Following the adoption of the new Code of Conduct, members are reminded that they should declare the existence and nature of their personal interests at the commencement of the relevant item (or as soon as the interest becomes apparent). If that interest is a Disclosable Pecuniary or a Deemed Disclosable Pecuniary Interest, the Member must withdraw from the room.

Where a Member has a Disclosable Pecuniary Interest but has received a dispensation from Standards Committee, that Member may vote and/or speak on the matter (as the case may be) and must disclose the existence of the dispensation and any restrictions placed on it at the time the interest is declared.

Where a Member has a Deemed Disclosable Interest as defined in the Code of Conduct, the Member may address the meeting as a member of the public as set out in the Code.

N.B. Council Procedure Rules require Members with Disclosable Pecuniary Interests to withdraw from the meeting unless a dispensation allows them to remain to vote and/or speak on the business giving rise to the interest. Housing, Health and Communities OSP Agenda 21.11.13 2

Where a Member has a Deemed Disclosable Interest, the Council’s Code of Conduct permits public speaking on the item, after which the Member is required by Council Procedure Rules to withdraw from the meeting.

Note (2): Overview and Scrutiny Procedure Rules 4E, Paragraph 16(b) states "when considering any matter in respect of which a Member must declare the existence of the whip, and the nature of it before the commencement of the OSP's deliberations on the matter".

5. PUBLIC CONSULTATION - Members of the public will be given the opportunity to speak on specific agenda items if notice has been received.

6. COMMUNITY SAFETY PERFORMANCE – Report of the Director – Housing and Communities attached. (Page 9) (Scrutiny)

7. POLICE SAFER NEIGHBOURHOOD TEAM REPORT - Report of Chief Inspector - Mike Slemensek, Warwickshire Police. (to follow)

8. TOWN CENTRE HOUSING - Report of the Director – Regeneration and Public Protection attached. (Page 19) (Overview)

9. COMMUNITY CENTRE UPDATES 2013 - Report of the Director – Housing and Communities attached. (Page 33) (Scrutiny)

10. HEALTH INEQUALITIES WORKING GROUP – PROGRESS REPORT ON ACTION PLAN IMPLEMENTATION - Report of the Director – Housing and Communities attached. (Page 54) (Scrutiny)

11. INTEGRATED PERFORMANCE REPORT – SECOND QUARTER 2013-14 Report of the Director – Finance and Procurement and Performance and Quality Manager attached. (Page 64)

12. RESPONSES FROM CABINET

None

13. WORK PROGRAMME 2013/14 – presented by the Principal Democratic Services Officer (Committees). (Page 111)

14. ANY OTHER ITEMS which in the opinion of the Chair of the meeting should be considered as a matter of urgency because of special circumstances (which must be specified).

Housing, Health and Communities OSP Agenda 21.11.13 3

N.B Agenda Item Descriptors

Scrutiny = Members to consider the evidence presented in detail (e.g. service delivery, value for money, performance, customer satisfaction, social outcomes) and make recommendations for any necessary changes/improvements to service provision or resources and/or request further information.

Overview = Members to consider the information presented and make observations, comments and/or recommend further considerations to be taken into account and any additions or amendments required.

Housing, Health and Communities OSP Agenda 21.11.13 4 - 105 -

NUNEATON AND BEDWORTH BOROUGH COUNCIL

HOUSING, HEALTH AND COMMUNITIES 12th September, 2013 OVERVIEW AND SCRUTINY PANEL

A meeting of the Housing, Health and Communities Overview and Scrutiny Panel was held at the Town Hall, Nuneaton, on Thursday 12th September, 2013.

Present

Councillor C.M. Watkins – Chair

Councillors J.B. Beaumont, G.D. Pomfrett, J. Glass, N.J.P. Phillips, D. Fowler, and Mrs L. Price.

Apologies for absence was received from Councillor D. Carr (Vice Chair)

178 Minutes

RESOLVED that the minutes of the meeting held on 18th July, 2013, be confirmed and signed by the Chair subject to the following amendments:

Minute 113, Declarations of Interest

The Declaration of Interest in respect of Councillor Wilson be amended to read:

“Councillor K.D.Wilson declared an Other Interest in any relevant item by reason of him being employed by the County Court and Family Proceedings Court and by reason of a family member having recently died in George Eliot Hospital”.

Minute 114, George Eliot Hospital – Mortality Rates

Mr. Chris Bradshaw, Deputy Chief Executive to be replaced with Mr. Chris Bradshaw, Director of Finance

179 Declarations of Interest

Councillor J. B. Beaumont declared an Other Interest in any relevant item by reason of him being a Member of Warwickshire County Council

Councillor K.D. Wilson declared an Other Interest in any relevant item by reason of him being employed by the County Court and Family Proceedings Court and by reason of a family member being a patient in George Eliot Hospital. Housing, Health and Communities OSP Agenda 21.11.13 5 - 106 -

Councillor C.M. Watkins declared an Other Interest in any relevant item by reason of him being a Board member of the Nuneaton and Bedworth Leisure Trust and Community Safety Embassador.

180 Pride in Camp Hill Progress Report 2013

The Camp Hill Project Manager report to the Panel on progress being made in Phase 2 and Phase 3 of the Camp Hill Village Development was considered.

Members asked questions related to:-

(a) the numbers of retail shops let;

(b) the numbers of properties currently empty awaiting sale;

(c) the number of apprenticeships that are available on the project and their success for local people entering work; and

(d) the need to improve promotion of the area around Camp Hill to encourage interest.

RESOLVED that the Camp Hill Project Manager be thanked for his report and it be noted.

181 Community Safety Performance

The report of the Director – Housing and Communities was considered. This report provided Nuneaton and Bedworth Safer Communities Partnership (NABSCOP) performance measures relating to Community Safety

Members asked questions and the following issues were raised:

(a) concern at the rise in violent and vehicle crimes in the Borough during the first quarter;

(b) pleased with the reduction of Domestic Violence incidents as part of the violent crime figures;

(d) the Anti Social Behaviour data was in need of review in the next quarter’s report;

Housing, Health and Communities OSP Agenda 21.11.13 6 - 107 -

(e) the need for Safer Neighbourhood Teams to be staffed appropriately with changes of personnel kept to a minimum; and

(f) the pilot scheme for Taxi Marshalls to reduce violence in the Town Centre needed to be introduced before February 2014;

RESOLVED that

(a) the new Chief Inspector, Mike Slemensek, be thanked for his attendance;

(b) the Cabinet Member for Finance and Civic Affairs ensures that urgent action is taken to implement the Town Centre Taxi Rank and Taxi Marshalls scheme before funding is lost in February 2014; and

(c) the Director – Housing and Communities provides a further report to a future meeting of the Panel regarding the Police and Safer Neighbourhood Team reforms locally.

182 Work Programme 2013/14

The Principal Democratic Services Officer (Committees) discussed the Work Programme for 2013/14

RESOLVED that

(a) the Decoration Allowance item be added back on to the work programme as the report was not available for the September meeting;

(b) the letter from Josie Spencer, Director of Operations, Coventry and Warwickshire Partnership NHS Trust be noted;

(c) the Members of the Panel contact the Principal Democratic Services Officer with their names if interested in joining the Warwickshire County Council Task and Finish group reviewing the Quality Accounts at George Eliot Hospital; and

(d) the work programme as amended be agreed.

183 Any Other Items

George Eliot Hospital -

The Panel received a presentation from Mr. Chris Bradshaw, Director of Finance, George Eliot Hospital who updated the Panel on the proposed procurement process to secure a partner.

Housing, Health and Communities OSP Agenda 21.11.13 7 - 108 -

Members asked questions and the following points were made:

(a) the differences for George Eliot Hospital between it being a NHS Trust and a Foundation Trust;

(b) George Eliot Hospital Officers provide a more consistent message with their public presentations on this matter; and

(c) the need for the Council to engage with the Health and Well Being Board and the Clinical Commissioning Group to ensure the required funding is made available in the Borough.

RESOLVED that

(a) Mr. Bradshaw be thanked for his attendance and his presentation be noted; and

(b) the Panel extend an invitation to the Clinical Commissioners Group for Warwickshire North and West Leicestershire to attend a future meeting of the Panel.

Chair

Housing, Health and Communities OSP Agenda 21.11.13 8

AGENDA ITEM N0 6

NUNEATON AND BEDWORTH BOROUGH COUNCIL

Report to: Housing, Health and Communities Scrutiny Panel

Date: 21st November 2013

From: Dawn Dawson – Director, Housing and Communities

Subject: Community Safety Performance

Portfolio: Finance and Civic Affairs (Councillor Harvey)

1. Purpose of Report

1.1 To report the Nuneaton and Bedworth Safer Communities Partnership (NABSCOP) performance relating to Community Safety to the Health, Housing and Communities Scrutiny Panel Members for the second quarter (Quarter 2) for the 2013 – 2014 financial year.

2. Recommendations

2.1 That Members note the performance report and acknowledge the remedial actions which continue to be implemented.

3. Community Safety Performance: Background

3.1 This report is brought to the Health, Housing and Communities Scrutiny Panel to provide an overview of quarterly performance measures associated with reducing crime and disorder across the Borough.

3.2 Section 17 of the Crime and Disorder Act 1998 states that Local Authorities need to embed community safety into all areas of strategic development and operational delivery. Regular performance management and monitoring is essential if the Nuneaton and Bedworth Safer Communities Partnership (NABSCOP) and the Council are to respond effectively to areas of need and fulfil their obligations under the Act.

3.3 The information in the Appendix is provided by the Warwickshire Observatory. The data within the reports are valid and accurate, however the ‘total’ offence figures provided in the report may occasionally not match the figures reported in Section 1 due to data being taken from different crime recording systems. An explanation of this will be provided in more detail within the meeting

Housing, Health and Communities OSP Agenda 21.11.13 9

4. NABSCOP Performance Indicators

4.1 For the purposes of this report, performance for NABSCOP has been split into the areas which are highlighted in Appendix A - Community Safety Performance Monitoring Report, Quarter 2, 2013- 2014). An explanation of the remedial measures implemented by the Partnership to address performance issues will be provided at the meeting

4.2 Crime type local indicators for Quarter 2, 2013 - 2014: The information highlights the position of NABSCOP’s performance in the second quarter of 2013 – 2014 against their agreed priorities which were shared with Members of the Health, Housing and Communities Panel in February 2013. All areas of performance are being actively monitored as there is an increase in the incidents recorded:

- Violent crime (which includes all violent offences) has increased by 7%, with 492 incidents recorded, compared to 424 incidents recorded over the same period the previous year - Serious Acquisitive Crime has increased by 0.4%, with 433 incidents recorded compared to 508 incidents recorded over the same period the previous year. Within this both of NABSCOPs priorities (Domestic Burglary and Theft from Motor Vehicle) have increased by 8% and 6% respectively. Whilst still a concerning increase, when comparing these figures to the data reported for Quarter 1, there have been 75 less Serious Acquisitive Crimes recorded.

 Total Recorded Crime: NABSCOP’s target is to reduce Overall Recorded Crime by 2%. At the end of the first quarter, there has been an decrease of 1% compared to the 2012-2013 baseline.

 Priority Themes:

The report highlights Domestic Abuse in relation to Violence against the Person Offences and Serious Violence Offences

- There have been 520 Total Violent Crime Offences recorded. Of these, 75 are related to Domestic Abuse. Proportionately, this represents 15% of all Total Violent Crime Offences.

- There have been 240 Serious Violent Crime Offences recorded. Of these, 52 are related to Domestic Abuse. Proportionately, this represents 22% of all Serious Violent Crime Offences.

Housing, Health and Communities OSP Agenda 21.11.13 10

In addition to this, the report highlights details around Anti- Social Behaviour (ASB). During the period examined, 1,932 incidents were recorded by Warwickshire Police, this represents a 2% increase in ASB compared to the baseline. The majority of ASB incidents are related to the ‘nuisance’ ASB category, however the ‘personal’ ASB category has seen the greatest increase in incidents recorded

 Sub-Borough Statistics: This represents recorded priority crime offences and Anti Social Behaviour incidents by Beat.

4.4 It is worthy of note that when NABSCOP agreed the performance indicators for 2013-2014 it was recognised that 2012-13 had been a positive year for performance and as such the Partnership was taking a significant risk in introducing ambitious targets, alongside reducing resources.

3 Housing, Health and Communities OSP Agenda 21.11.13 11

Community Safety Performance Monitoring Report

Nuneaton and Bedworth CSP 2013/14 Report - Quarter 2

1. Performance

VIOLENT CRIME 2012/13 2013/14 2013/14 Last Change on Status Local Indicators Baseline Reduction Target 12 Baseline vs Target Months Target Violent Crime (All Offences) 1,685 3% 1,636 1,796 + 7% R Serious Violent Crime 791 - - 834 +5% - ACQUISITIVE CRIME 2012/13 2013/14 2013/14 Last Change on Status Local Indicators Baseline Reduction Target 12 Baseline vs Target Months Target Serious Acquisitive Crime 1,869 2% 1,832 1,876 + 0.4% R Domestic Burglary 599 3% 582 644 + 8% R Theft from Vehicle 933 Reduction 930 952 + 6% R ANTI-SOCIAL BEHAVIOUR 2012/13 2013/14 2013/14 Last Change on Status Local Indicators Baseline Reduction Target 12 Baseline vs Target Months Target Anti-Social Behaviour Incidents 6,327 - - 6,470 + 2% - Deliberate Small Fire Incidents (Arson) 163 - - 198 + 21% -

TOTAL RECORDED CRIME 8,951 2% 8,772 8,854 - 1% A

Green = current levels at least 5% below extrapolated target Amber = current levels within +/- 5% of extrapolated target Red = current levels at least 5% above extrapolated target

The figures in brackets indicate the total reported for the same period of 2012/13 as a comparison

VIOLENT CRIME Indicators Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total 2013/14 2013/14 2013/14 2013/14 Violent Crime (All Offences) 430 (387) 492 (424) 922 (811) Serious Violent Crime 213 (197) 238 (211) 451 (408) ACQUISITIVE CRIME Indicators Serious Acquisitive Crime 504 (426) 433 (508) 937 (934) Domestic Burglary 161 (126) 167 (159) 328 (285) Theft from Vehicle 277 (215) 206 (248) 483 (463) ANTI-SOCIAL BEHAVIOUR Indicators Anti-Social Behaviour Incidents 1,732 1,932 3,664 (1,637) (1,888) (3,525) Deliberate Small Fire Incidents (Arson) 70 (37) 61 (59) 131 (96)

Total Recorded Crime 2,243 2,183 4,426 (2,197) (2,348) (4,545) Source: Warwickshire Police

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Housing, Health and Communities OSP Agenda 21.11.13 12 Violent Crime and Serious Acquisitive Crime Trend Chart

3,500 Violent Crime Serious Acquisitive Crime 3,000

2,500

2,000

1,500 Offences 1,000

500

0 Base Jun- Sep- Dec- M Jun- Sep- Dec- M Jun- Sep- Dec- M Jun- Sep- Dec- M Jun- Sep- Dec- M Jun- Sep- 08 08 08 ar- 09 09 09 ar- 10 10 10 ar- 11 11 11 ar- 12 12 12 ar- 13 13 09 10 11 12 13

Source: Warwickshire Police

Trend Chart - Key Priority Crimes Chart

4,000 Violent Crime Domestic Burglary Theft from a Vehicle 3,000

2,000 Offences

1,000

0 Base Jul- Nov- Mar- Jul- Nov- Mar- Jul- Nov- Mar- Jul- Nov- Mar- Jul- Nov- Mar- Jul- 08 08 09 09 09 10 10 10 11 11 11 12 12 12 13 13

Source: Warwickshire Police

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Housing, Health and Communities OSP Agenda 21.11.13 13 2. Recorded Crime

2012/13 Target Last Change on Status Crimes Baseline 12 Months Baseline

Total Recorded Crime 8,951 8,772 8,854 - 1% A

Trend Chart - Total Recorded Crime: Nuneaton & Bedworth Borough

14,000 Recorded Crime 12,000

10,000

8,000

6,000 Offences 4,000

2,000

0 Base Sep- M Sep- M Sep- M Sep- M Sep- M Sep- M Sep- M Sep- M Sep- M Sep- 04 ar- 05 ar- 06 ar- 07 ar- 08 ar- 09 ar- 10 ar- 11 ar- 12 ar- 13 05 06 07 08 09 10 11 12 13

Source: Warwickshire Police

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Housing, Health and Communities OSP Agenda 21.11.13 14 3. Anti-Social Behaviour

2012/13 Last Change Status Incidents Baseline 12 on Months Baseline Environmental 369 382 + 4% A Nuisance 4,648 4,665 + 0.4% A Personal 1,310 1,423 + 9% A Total Anti-Social Behaviour Incidents 6,327 6,470 + 2% A

Trend Chart – Anti-Social Behaviour Incidents: Nuneaton & Bedworth Borough

800 Environmental 700 Nuisance Personal 600

500

400

Incidents 300

200

100

0 Apr- Jun- Aug- Oct- Dec- Feb- Apr- Jun- Aug- Oct- Dec- Feb- Apr- Jun- Aug- 11 11 11 11 11 12 12 12 12 12 12 13 13 13 13

Source: Warwickshire Police

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Housing, Health and Communities OSP Agenda 21.11.13 15 4. Priority Themes

Domestic Abuse

2012/13 Qtr 1 Qtr 2 Qtr 3 Qtr 4 2013/14 Theme Baseline Actual Actual Actual Actual TOTAL

Total Violent Offences 1,676 427 502 929 Total Violent Offences 382 74 75 149 related to Domestic Abuse Proportion of Domestic Abuse in Total Violent 23% 17% 15% 16% Offences

2012/13 Qtr 1 Qtr 2 Qtr 3 Qtr 4 2013/14 Theme Baseline Actual Actual Actual Actual TOTAL

Serious Violent Crime 789 210 240 Offences Serious Violent Crime Offences related to 237 44 52 Domestic Abuse Proportion of Domestic Abuse Serious Violent Crime 30% 21% 22% Offences

Note: The total offence figures may not match the figures reported on page one due to data being taken from different systems. The above figures are taken directly from the Police Crime Information System and can differ due to crimes being updated historically and in some cases re-classified.

Anti-Social Behaviour

2012/13 Qtr 1 Qtr 2 Qtr 3 Qtr 4 2013/14 Comparison Theme Baseline Actual Actual Actual Actual TOTAL to Previous Year Anti-Social Behaviour 6,327 1,732 1,932 3,664 + 4% Incidents (Total) Environmental 369 148 93 241 + 6% Nuisance 4,648 1,201 1,433 2,634 + 1% Personal 1,310 383 406 789 + 17%

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Housing, Health and Communities OSP Agenda 21.11.13 16 5. Sub-Borough Statistics

Beats

Recorded Crime Offences & Anti-Social Behaviour Incidents by Police Beat, April to September 2013

The figures in brackets are those recorded for the same period in 2012/13. A red, amber, green status advises whether levels have increased, stayed the same or reduced.

Beat Domestic Vehicle ASB Burglary Crime Incidents Abbey (town) 2 (0) 9 (11) 273 (286) Abbey (non-town) 41 (33) 53 (48) 348 (431) Arbury 21(17) 58 (36) 225 (226) Attleborough 21 (20) 28 (32) 204 (243) Bar Pool 27 (17) 13 (34) 229 (266) Bede (Town) 3 (1) 5 (6) 83 (78) Bede 9 (2) 16 (13) 235 (133) Bulkington 12 (8) 15 (21) 74 (60) Camp Hill 27 (22) 24 (45) 260 (226) Exhall 5 (22) 73 (38) 178 (188) Galley Common 14 (12) 27 (54) 183 (137) Heath 8 (8) 43 (20) 122 (112) Kingswood 30 (10) 24 (40) 382 (262) Poplar 20 (31) 49 (44) 209 (218) Slough 16 (17) 45 (24) 128 (104) St. Nicholas 20 (14) 19 (37) 83 (92) Weddington 20 (24) 16 (16) 77 (76) Wem Brook 11 (21) 9 (47) 304 (314) Whitestone 17 (6) 33 (39) 67 (76)

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Housing, Health and Communities OSP Agenda 21.11.13 17 6. Further Information

This is the latest in a series of quarterly reports providing an overview of recorded crime and disorder statistics. The report is produced for the use of Nuneaton & Bedworth Community Safety Partnership and the agencies within that Partnership. The figures should not be reproduced outside of the Partnership without permission from the owners of the statistics. Report produced by Warwickshire Observatory.

Sources: Warwickshire Police and Warwickshire County Council, Warwickshire Observatory

Produced by the Warwickshire Observatory for the Community Safety Partnerships, not to be reproduced without permission.

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Housing, Health and Communities OSP Agenda 21.11.13 18 AGENDA ITEM 8

REPORT TO HOUSING, HEALTH & COMMUNITIES OVERVIEW AND SCRUTINY PANEL

21 November 2013

HOUSING IN TOWN CENTRES

Background

At its meeting on 18th July, 2013 the Panel considered the Operational Integrated Performance Report for the first quarter of 2013/14. Questions were raised concerning risk ‘R6’ in the risk register, namely the risk of:

“Potential failure to deliver major improvements in accordance with strategic plans for the Town Centres, with consequent impact on economic vitality of the Borough”

And also the mitigating measure:

“New sub group from Borough Plan to focus on town centres”.

The Panel discussed the role of the town centres for housing provision and resolved that:

“The Town Centres Master Plan be discussed at the next meeting of the Panel, with further information being provided on the sub-group”.

This report sets out the current evidence and policy regarding Housing aspects of the future strategy for our town centres.

Information about the “Sub-Group”

Reference was made in the risk register to a:

“New sub group from Borough Plan to focus on town centres”.

This reference was misleading in that it suggests there is a formal sub-group set up that reports to a parent group. Furthermore it could be assumed that this “sub-group” has a place in the political decision-making process. Neither of these is the case and the entry in the risk register has been amended to remove this potential confusion. The current entry states:

“Regular meetings of senior officers for estates, town centres, economic development and planning to ensure a co-ordinated approach”.

Housing, Health and Communities OSP Agenda 21.11.13 19 The mitigation measure refers to periodic meetings between planning, economic development and town centres officers. They do not report to any parent group. Reference to the Borough Plan reflected the fact that these meetings were originally initiated to support the information needs for the preparation of the Borough Plan. The wider and ongoing purpose of these meetings is to ensure that these officers have a common understanding of the current economic performance of the town centres, and current and future challenges and opportunities, in order to ensure that our town centres are contributing as effectively as possible to the Corporate Aim:

“To create a healthy, diverse and robust economy which provides employment opportunities for local people”

Any proposals arising from these meetings that have policy implications are referred to the appropriate Members for discussion.

These meetings are no different to any other officer meetings that aim to ensure consistency and effectiveness in the delivery of cross-cutting corporate priorities. Planning policy officers who attend these town centres meetings also attend similar meetings regarding housing needs and they make the links between the town centres and housing agendas. This is reflected in the content of the remainder of this report which shows that the housing potential of our town centres has been taken into consideration.

Economic and Employment Considerations in Respect of Our Town Centres

Nuneaton and Bedworth lie in the top third most deprived Boroughs in the Country. Household earnings are the lowest in Warwickshire and there are a considerable number of people of working age claiming benefits. This contributes significantly to poverty and deprivation. Unemployment is high compared to Warwickshire but similar to the national average.

Economic analysis has identified that to address this situation the Borough’s employment needs to grow by 1.5% per annum. This is an ambitious target and to achieve it the employment potential of our town centres will need to play a major role.

The two town centres are important employment hubs, as well as providers of retail, leisure and other services. Whilst improving due to the opening of the Ropewalk in Nuneaton, and Aldi and Tesco in Bedworth, the quality and diversity of retail provision is limited and has experienced some setbacks during the recession. The towns have active markets and street entertainment but need more than this to remain attractive and competitive in the future. To date our planning policy has enabled the Council to resist out of town supermarket developments that would have drawn people away. Land needs to be available within the town centres to meet the future growth in retail convenience shopping in order to retain this strength.

Housing, Health and Communities OSP Agenda 21.11.13 20 Nuneaton does not have a strong evening or night time economy. Pubs and bars are mostly directed at the young. There is also a poor perception of public safety and limited transport provision after 6pm. Nuneaton does benefit from being of small enough size to already have significant residential communities within easy walking distance. There are also some opportunities (although limited) to increase the number of residences within the core of the town centre. To attract residents who live within walking distance, and others from further afield, into the town in the evening a broader “offer” is needed and provision is made to encourage this in the emerging Borough Plan, including provision of land for development of leisure and hotel facilities. Care needs to be taken to ensure that the presence of residents in the town centres does not restrict opportunities to bring in evening and night time leisure activities due to noise restrictions, or to create situations where the presence of evening or night time leisure activities causes residents to feel unsafe.

Apart from the Justice Centre and Council offices, office provision in Nuneaton is limited and basic, This reduces the economic benefit that could be achieved from high density direct employment in offices and indirect employment from the increased daytime footfall they would generate. The emerging Borough Plan makes provision of land for the development of offices in Nuneaton.

Bedworth town centre struggles to compete for retail trade and its office sector is small. This is due to its proximity to the larger centres of Coventry and Nuneaton. It also has little residential or leisure provision other than the Civic Hall and therefore the evening economy is weak. Land has been allocated in the emerging Borough Plan to address these concerns, including some additional residential development both within the town centre (the Station Gateway quarter) and immediately outside the town centre.

While land can be identified for future development on a plan, that development will only occur if investment takes place. To secure the necessary investment to achieve the desired improvements, and hence improve the town centre economies and generate jobs, the integrity of the strategic plans for the town centres has to be maintained. On the other hand, flexibility is also needed where a strategic development can only proceed (for example if it is high risk or unprofitable) if it is supported by other, more viable developments. In different circumstances residential development could be either a barrier to strategic employment sites or a facilitator, so a flexible approach is needed to avoid the former and allow the latter.

Housing Need and Demand in Our Town Centres

We do not have empirical evidence of the level of housing need arising specifically within our town centres as the Strategic Housing Market Assessment is not broken down to that level. The best evidence we have is of demand in terms of our own housing stock.

NBBC (Council Housing stock) have a considerable number of apartment blocks in and around the immediate vicinity of the Town Centres in Nuneaton

Housing, Health and Communities OSP Agenda 21.11.13 21 and Bedworth. Some of our Registered Providers also have accommodation (shown in italics).

Nuneaton Bedworth: Coronation Ct, Queens Road Congreve Walk Dempster Ct. Church Street Park Road Stoneleigh Ct Coton road All Saints Square Lydgate Ct. Coton Road Edward Road Templar Ct Riversley Road Newtown Road Meadow Ct Abbey Street Potlidgate Ct The Mews off Park Rd. Lexington Ct Abbey Street The Mews off Park Rd. St. Marys Ct Abbey Street Kingsway House Stanford Ct Manor Court Road Milby Ct Henry Street/Edward Street Dillon Ct. Dugdale Street Chilvers Ct. Dugdale street

There are also private sector apartments and of course many houses on the periphery of the town centre. Our Council Tax records show 40 units of private residential accommodation within the curtilage of Nuneaton town centre and 25 in Bedworth town centre.

Forty percent of applicants registered with us for re-housing are single people and therefore eligible for 1 bed accommodation. As the vast majority of the above accommodation is flats they are in high demand due to their size and affordability. Because the allocation of property is done by a choice based lettings process, advertising vacant properties, we do not ask people registering to specify their ideal areas of choice at the point they register but rather they express their interest in properties as and when they are advertised. For this reason we cannot say whether people who take up this accommodation do so through preference for the locality or the type of accommodation, or both. However, all the above flats receive many expressions of interest, and are occupied very quickly, demonstrating willingness for people to live in and around the town centres. It is after all quite probable that living near to local shopping amenities, transport and leisure facilities is attractive to people looking for somewhere to live.

Planning and Viability Considerations in Respect of Housing in Our Town Centres

The ‘Town Centre Master Plans’ provided, in the case of Nuneaton Town Centre:

“that a greater mix of uses can be achieved by making the most of forthcoming development sites, which together can create vibrancy through an increase in the number of people living, working and visiting the Town Centre”.

Housing, Health and Communities OSP Agenda 21.11.13 22 Only the Vicarage Street site was identified for mixed use developments incorporating residential accommodation on upper levels, however, due to falls in sales and values of apartments the provision of residential accommodation became unviable. For Bedworth, the site of the existing public car parks to the rear of the Civic Hall were identified for residential accommodation and a new multi-storey car park, however, due to the cost of providing replacement car parking and low residential values this was not viable at the time, and remains so today.

More recently draft new strategic plans have been developed to replace the Town Centre Master Plans. These new plans propose a ‘quarters concept’. This is described in the ‘Preferred Options’ document upon which public consultation was completed on 30th August 2013 (see extract in Appendix 2). The ‘quarters concept’ identifies a “residential ring” for Nuneaton outside the ring road to the north west, south west and east of the town centre, and a “residential arc” for Bedworth that encircles the town centre apart from the parkland to the south east. The remaining quarters mostly focus on the further development of uses for retail, office, leisure and public realm. Housing development is not the focus of these inner quarters (apart from Bedworth’s Station Gateway quarter) but neither is it ruled out as long as the integrity of the quarter is not undermined.

Consultation on the preparation of the quarters concept was wide, including workshop events with business interests and internal stakeholders, including housing officers, and briefings for Members. The draft was then subject to discussion at the Borough Plan Working Party before being endorsed by Cabinet for public consultation as part of the consultation on the Preferred Options.

Flooding risk presents a major consideration for development in Nuneaton town centre, especially for vulnerable uses such as housing. The attached planning statement (appendix 1) sets out the position in detail, concluding that land within the town centre should not be allocated specifically for housing. However, if specific housing proposals are brought forward in respect of the change of use of existing buildings (such as flats above shops) or the redevelopment of land as part of a larger scheme, each will be considered on its merits. It is clear from the attached report however, that such development could incur flood protection costs in addition to other development costs and this will make it less likely that housing proposals will be brought forward.

In preparing the Strategic Housing Land Availability Assessment (SHLAA), which applies to all land including the town centres, developers were asked to identify land that they wanted to develop for housing. All land put forward for possible housing development was considered upon its merits in planning policy terms. Housing officers were alerted to the process to enable them to identify sites in Council ownership throughout the borough that would be suitable for social housing. Some potential housing developments were submitted within the town centres. All proposals were assessed using planning policy criteria, which balance a wide range of needs including housing and economic considerations. Some were rejected, some were

Housing, Health and Communities OSP Agenda 21.11.13 23 accepted. Many have been discounted as not being available, for example due to flooding potential. The outcome as far as the town centres is concerned is expressed in the ‘quarters concept’ described above.

Policy and Practice Relating to Housing in Our Town Centres

The quarters concept is not yet policy but is thought likely to replace the former ‘Town Centre Master Plans’, which are now somewhat out of date as a result of social, environmental and economic changes that have occurred since they were produced in early 2005. Consequently both are currently taken into account when considering strategic town centre developments. For example, both were referred to in the ‘Brief for Development and Invitation to Participate’ for the Vicarage Street development and this was endorsed by Cabinet.

Economic & Corporate Overview & Scrutiny Panel considered the potential for encouraging accommodation above shops in the town centres in 2012. This arose from awareness that there is a lot of vacant space above shops, due to the modern preference for trading in a ground-floor-only format. Evidence from property owners demonstrated little appetite for converting existing unused retail space, predominantly unused upper floors, to residential accommodation. They cited costs of conversion, increased management costs, conflict between retailers, potential rent/service charge arrears and impact on value of investments. They did not see any particular issues around incorporating residential accommodation in new developments where it was appropriate and financially viable.

Current practice regarding existing town centre buildings is to raise this opportunity on appropriate occasions when discussing future developments with the building owners. If a property owner expresses an interest in making such a change they will be given support and encouragement to do so if it does not undermine the integrity of current and anticipated planning policy, flood protection, or the economic vitality of the town centres. There is currently one example of new accommodation above shops being developed in Nuneaton.

The practice relating to new developments in our town centres is to support the inclusion of a housing element if it does not undermine the integrity of current and anticipated planning policy, flood protection, or the economic vitality of the town centres. This was made clear in the Preferred Options consultation document (paragraph 6.22) which states:

“Flexibility within the quarters will be permitted as long as the integrity of the quarter is not put at risk. Uses such as housing that can add to the vitality of the Town Centre will be acceptable outside the residential ring / arc as long as the predominant use fits with the Quarters concept”.

Housing, Health and Communities OSP Agenda 21.11.13 24 The developers currently bringing forward proposals for the Vicarage Street and Abbey Street projects have been made aware of this flexibility. It has been recognised that there would be benefit in inviting housing officers to contribute to future large scale town centre projects when the development brief is being prepared, to ensure that housing aspects are fully considered at the earliest stage of the process.

Conclusion

Our town centres are two of the prime locations in the borough for driving forward the economic vitality and job growth the borough needs to address is status of relative deprivation. It is crucial to protect the town centres’ ability to realise their full economic and employment potential. Any proposals for housing development in our town centres should not place their strategic economic performance at risk.

Our town centres have some constrained potential to provide additional accommodation. The constraints mean that while the town centres can make a small contribution to meeting housing need its scale will not be of strategic significance. While the presence of housing within our town centres will bring some incidental economic benefit, this will not be of a strategic scale. There are opportunities for new housing immediately outside the town centres which are less constrained and will also bring economic benefit to the town centres.

Moving forward, the proposed planning policy is set out in the quarters concept for the two towns, which envisages the town centres as primarily accommodating growth in retail, commercial and leisure uses. Housing growth is envisaged in areas just outside our town centres, or within Bedworth’s Station Gateway quarter. Housing development within the inner core of our town centres is not ruled out.

Officers currently offer support where opportunities arise to incorporate more housing in our town centres, provided that they do not undermine the integrity of current and anticipated planning policy, flood protection, or the economic vitality of the town centres. This can be enhanced in the future by strengthening the joint working between estates and housing officers at the early stages of preparing for large scale town centre developments. Officers from the two services have indicated their commitment to do this.

DAWN DAWSON IAN POWELL

Housing, Health and Communities OSP Agenda 21.11.13 25 APPENDIX 1

Flooding in the town centre

The National Planning Policy Framework says inappropriate development in areas at risk of flooding should be avoided by directing development away from areas at highest risk, but where development is necessary, making it safe without increasing flood risk elsewhere. For these purposes:

“areas at risk of flooding” means land within Flood Zones 2 and 3; or land within Flood Zone 1 which has critical drainage problems and which has been notified to the local planning authority by the Environment Agency; “flood risk” means risk from all sources of flooding - including from rivers and the sea, directly from rainfall on the ground surface and rising groundwater, overwhelmed sewers and drainage systems, and from reservoirs, canals and lakes and other artificial sources.

In identifying areas for development, the Sequential and Exception Tests should be used. The aim of the Sequential Test is to steer new development to areas with the lowest probability of flooding.

The overall aim is to steer new development to Flood Zone 1. Where there are no reasonably available sites in Flood Zone 1, local planning authorities allocating land in local plans or determining planning applications for development at any particular location should take into account the flood risk vulnerability of land uses and consider reasonably available sites in Flood Zone 2, applying the Exception Test if required. Only where there are no reasonably available sites in Flood Zones 1 or 2 should the suitability of sites in Flood Zone 3 be considered, taking into account the flood risk vulnerability of land uses and applying the Exception Test if required.

Nuneaton Town Centre, Extract from Strategic Flood Risk Assessment

The map shows that large areas of the town centre are Flood Zone 3a. The Council should be considering locations in Flood Zone 1 and then 2 before

Housing, Health and Communities OSP Agenda 21.11.13 26 Flood Zone 3. If there are no such reasonable available sites, then suitable sites could be considered. However, the ‘more vulnerable uses’ (such as dwelling houses and residential institutions) and ‘essential infrastructure’ (transport and utilities) should only be permitted in this zone if the Exception Test is passed. There are two parts to the test – demonstrating the development provides wider sustainability benefits to the community that outweigh flood risk and that the development is safe for its lifetime, does not increase flood risk elsewhere and where possible will reduce flood risk overall.

Sites within the existing urban area, assessed in the SHLAA to be suitable, available and developable, are considered suitable in principle for housing. The expectation is that such sites will be developed during the Plan period after being submitted through the planning application process. A list of such sites is included in the Housing Supply and Phasing Background Paper. This list will be reviewed annually.

The Borough Plan suggests only strategic sites outside the existing urban area, in all cases Greenfield, are allocated. In identifying sites, the sequential approach has been considered

Housing, Health and Communities OSP Agenda 21.11.13 27 APPENDIX 2

Extract from Nuneaton and Bedworth Borough Plan Preferred Options Document

Nature of Town Centres Growth – ECON3

Background

6.15 The Council has been working on a strategy to enhance and grow Nuneaton and Bedworth Town Centres. This work has been informed by the Nuneaton and Bedworth Town Centres Study (June 2011) and Nuneaton and Bedworth Town Centre Development Sites Viability Report (February 2012). The findings of The Portas Review (December 2011) and wider emerging Town Centres data and analysis have also been taken into consideration.

6.16 The Nuneaton and Bedworth Town Centres Study (June 2011) recommended visions, objectives and spatial frameworks to guide the delivery of future development in both Nuneaton and Bedworth Town Centres. It also identifies potential sites for new development.

6.17 As a starting point, the study assessed the performance of the Town Centres. It considered what does and does not work well and why and identified the assets and opportunities that could be capitalised on to improve the centres. This analysis informed the development of the visions, objectives and spatial frameworks for each Town Centre. These were tested at a workshop for local businesses, property agents and other stakeholders.

6.18 The study identified sites within Nuneaton and Bedworth Town Centres, which have the potential to be brought forward to meet the identified demand for new development. The suitability, viability and availability of each site were assessed and priorities for redevelopment identified.

6.19 For Nuneaton Town Centre, the “Quarters” concept was chosen to re- enforce the retail core, whilst providing ample space to accommodate projected future floorspace requirements. It would also enable the office quarter to develop its own brand and identity as a location for business by capitalising on the Warwickshire Justice Centre, proximity to which will be attractive for several office based sectors. The framework makes maximum benefit of the river corridor by focusing development on uses that will derive increased value from it.

Housing, Health and Communities OSP Agenda 21.11.13 28

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9 1 i C T

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8 Park o E t 6

2 R 7 (PH)

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1 3 0 3 w Car Park House R 2 9 MP .75 4 1 4 o 5 2 8 4 Office Quarter O

3 e 6 5 T 2 1 2 1 2 7 1 3 3a

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4 I 8 9 T R 3 N Fountain 1 1

ace A I

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b C

c 1 2 a Royale Palace 2 2 T

2 1 1

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2 2 T L 4 t

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4 E t t o

8 R T 1 K r ur o 1 84.4m 2 84.4m P e o t 1 5 T A Queen's Road S S e s C

S S 5 t

A T m

G R 7 LB a

E ge 1 l i 5 E assa E Bank 4 i l T 4 nt Street P E W E

N Mou T 81.7m n D

7 t a D 2 S t U & a Q e n O UE e EN' W d S R r O 3 W M a A t D 2 C r a 2 TCBs d S Bank R r

1 TCBs d

82.3m

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0 B 5

1 4 9

2 Foundr y House C

OAD e

3 4 t 3

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2 S

83.2m FB 9 Sub 3 7 l

D 1 E 4 0 Coron OA 7 T

ation Co 143 1 R Queen's C of E urt 3 'S l

2 EN 2 UE Q E

5 1 12 1 5 E 131 1

127 a

Junior School o R b

9 t 9

1 3

6 1

1 x 1 S 1

6 LBs 81.7m WALK 8 MILL a 6 8 Hall

5 Works M

7 IL 9 5 6 4 U L S T Library

1 t STREE Works u 1 n

i n

Whateley r t N Ba n k 6

9 g e e C

PC 9

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6 r 9 2 9 A Memorial 6 7 8 H Bentley Ct Sports Club C Warwick 9 Gardens 2 Car Park Weir 3 0 House

a 1 1 1

1 2 1 4 1 11

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1 2 Mem or ial

Court 1

3 g 3

2 3 A

a D

3 3 1 L

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1 E

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4 X G t 1 1 4 4 r y A 0 D 3 e 85.0m

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ge N A 4 2 r

4 1 King Edward VI

1 S u D 1 9 L

2 8 E 6 R 2 E l S Church ub 85.0m A S 1

S S T

t a 9 R R 2 12 to 27 4 T College Nuneaton R E i 5 E i E v 1 E T e SL

2 9 B

T Ropewalk (

C r 2 3 N 2

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3 28 to 39

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84.1m

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0 85.6m

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1 0 Multistorey Car Park 9 R O

D R 7 0

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2 2

9 El Sub Sta

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1 6

5 9

2 4 7

2 8

7 3

0 1

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CR 83.8m

83.8m 2

6 1

7 Riversley Park

4 1

5 R ET OANNE 6 sE RINGW 2 AY TR Works 2 S 8 OR Garden of SL 6 S

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3 T 85.3m

9 6

1 Playing Fields 1 4 86.3m 8 7 2 4 8

1 3 3 7 5 Chilvers Court 3 to 1 7 1 4 e 7

to 4

3 6 1 0

5 1

1 8 8 to 4 6 2 8 8 1 3

0 1 82.9m

3 4 4

1 1 Works

8 7

8 1 7

5 9

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4 5 3 la o 1 Register FB

9 p C

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3 9

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4 2. 2 5

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1 0 t u 7 2 a r

10 t D U 7 22 2 1 G

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3.5 l A

8 Youth Centr e

4 L CONW

6 6 E Y CLOSE House

1 5 0 5 7 7 S 1

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6 4 3 8 1 E

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7 U 3

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Sub S ta C 2

5 R

5 1 2 A 1 6 1 8

2 H 3 9 1

2 1 81.7m

Sikh 82.0m 5 2

2 1

1 6 2 Mission

Y 1

Pavilion 4

Centre a A

2 1 4

1 0 a

1 1 1 4 W

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7 1 E 2 H

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2 E 1 Chetwynd D l P

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LL 1 R

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TCB 36 R 4

8 8

9 1 Riversley

f t 1

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3 84.1m

8 81.7m I

Issues o

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1 2

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Ell iot H 7 D 4 3

8 3 4

4 1 N

1 O 86.9m F

3 2 R

5 A

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9 3 Hall 1 Surgery N G eorge House 1 1 R 3 1 E 0 6 20 82.6m A

2 C a th Hostel 2 3 82.0m Playing Field P UE E N V e

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S 1

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at 5

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1 8

7 A

4 1

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6 1

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5 4 N E 9

D 7 U Red Roofs 2 an 24 E 8 05 d W R Weir

ar 87.2m C

d 2 B 5 G 6 Chur ch d 3 C y l e

C 86.9m n 5 a th

M d 3 P

2 A e 2

e av ers House R n

E 1 2 W e D

S 3 KENILWORTH L A 4

D B 7 O 1

O RIV 13 R 3 L E E O 9 4 C l 1 Y S R E Play

Y u O L

A b S 7 1 S S U R ta 1 E E 6 G 2 IV Area K H 2 R

O R

T 9 R

3 5

S 2 i

O 4 v

5 E

3 V A e 82.6m o I 9

t r

R 3

D 4

D 3 2 3

7 1 1

B 3 2 3 7 3

9 3 E

R 1 4

8 3 1 K 9 1 1 6 E 1 4 7 5 l 6 E 2 B 8 4 A

S 7 2

u L R 7 b 1 n E Old Mill Surgery A

S 7 k E

t Y C 1 4 e D Play Ar ea 5 a 1

3 H E r a

6 C n

2 B T 2 d

L R 6 R W

O O LB ID a S r y 3 G d d W E 3 L E B B

1 I d d 5 2 y r 6 5 Gar age S

1 4 N a 2 E T W K R d

1 E n

1 1 3

2 a R 8 5 3 E 6 T D C

dy 1 E 4 h

B 4

6 g 2

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5 a 6

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5 r

d 51 1 5

n 1 e

1 a 1 1 0 9 o g

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A 9 7 7 2 8 3 4 57 MP .25 Gar age 4 2 1

1 Works 7

5 0

G 1 1 T 3 1 h 6 R 1 El 5

E 2 8 e 6

5 1 E 6 R N 2 1 iv 4 83.8m M 3 Sub Sta e 9 rs Riversley Park O 6 l

O 83.5m 0 e R y 4 6

4 5 4

P 1 R 2 2 C

1 a 9 O r R A k Clinic

D 87.2m C 3 5 2

e 2 1 2

0 n y

5 5 1

1 0 t 8 r 0 1 6

r 3 5

e e Allotment Gardens 2 2 2 g 4

3 1 1

2 9 r

2 3

2 1

1 u

1 6 4 5

1 5

1 5 6

2 1 Bowling Gr een 6 4

1 Works

4 E l S ub S ta 1 6 a

3 1 Bandstand 1 1 2 8 0 49 60 Contains Ordnance Survey data (C) Crown Scale copyright and database rights 2012 Scale 1:7000 Nuneaton and Bedworth Borough Council 0 80 160 240 320 400 m 100018416

6.20 For Bedworth Town Centre, the spatial framework combines aspects of both of the approaches recommended by the Study. The “Quarters” concept suggests the development of a Cultural and Civic Area, Retail Core, Residential Arc and Station Gateway. It gives emphasis to “Consolidating and Re-focussing’ the centre to ensure that activity is concentrated in such a way that Town Centre businesses can capitalise on the activity generated by one another. The centre is supported through new residential development and a focal public realm at the core of the centre.

Housing, Health and Communities OSP Agenda 21.11.13 29

Map 3 - Bedworth Town Centre Quarters

2 V

4 E 3

Gov 2 R 1 1

3 C 3 2 L 2 3

O 4 FF

7 S

1 E 1

7 7 3

2 5

2 3 2 3 2

1 2 8

1 to 32 1 6

8 0 1

1 0 5 2 8 3 1 6

3 Alderman 6 2

5 1

2 0 1 7

106.1m 3

1 7

a 8 2

3 7

11 Gee Hall 1 1

1 7 2 11 4 9

1 33 0 0 2

2 3

1 3 11

6 F 1

4 U 5 9 9 f

6 R e 6

N 2 D 1 A 5

Newdigate Close 2 8 C

LB 6 4 E

7 1 C 3

10 0

6 1 L

8 49 2

El Sub St a 7 O

47 S 1 1

4 E 12 8

3 2

6 7 7

1 6

2 6

6 2 1

9 97 5

6 C

1 9

2 1

1 1

8 3

9 2

3 2

3 1 5 5 19

15 4 5

Zi o n 1 W

C I T

2 113.7m

L D N

A 1 H

1 0 Baptist Chapel 3 96 .0 m 6 L 7 E 6 6 O 2 E 6 11 IS R C V 9 R S 5 E 1 2 7 E E E G D 0 l R

105.8m R N S 8 R 1 A C

4 O X u 4 A 3

7 E b 0 V L

L 3 S 3 E A t 18 a 4 A 1 6 R I

1 6 0 F

0 6 C O F 1

4 0 4

4 6 0

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2 C

8 D 1

0 3 A

2 1 4 4 9

4 3

2 1

2 5 5

1 6

1 4

3 1 0 2 2

0 3 1 0 1 4

2 1

4 1 3

5 3 6 4

1 2

2 2 1

1 2 7

AD 2

R O 6 2

2 R 0 9 E 3 1 N

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0 A Playground 3 M 3 2 1

1 2

DERO 9

4 1

2 151

2 Pump H ouse 2

NDA

2 E 7

ool 4 22 S Sch 2 O MOUNT ant L CLO ys Inf C FF e Le S ac 6 R Police St at ion N CR 5 A

7 V 7

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9 PLEASANT 65a

L 3

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1 6 I 3 C 6 9 E

5 2 SE 1

2 LO 3 S

C 2 6

T 1

A 3 1

6 4 4 D E 1 2

ON 7 1

R R 5 C

E 3 2

D 1

11 2 2

M H

3 2

1 A 5 O O 32 2 M U A

N D 7 E

T 4 1 R L

4 I 2 3 4 95.4m 0 1 N 1

2 6 E

Mayfield 2

1 2 5 0 P T 5 8 6 1 4 R 4 L 8 2 2 E E

A E 2

2 2 MA T 5 S YFIE LD CLO A 8 SE OAD N 3 RST R T HU R 2 O W 1 2

A 4

D I 1

Surgery L 4

2 1

L 4 2 3

I 4 4 9 E

Kingdom S 1 S O 104.5m 108.8m 1 6 0

L 3 4 G 9 9 C

S 107.3m 110.3m 1

Hall 6 A R

E 4

L 4 O

2 V

105.2m E 3 1

3 2

Newdigate Arms 4

9 1 5

1 (PH) 2 4

The Br amleys 0 1 6 1

9 5

7 2 5 W

O 3 1

1 8 O

1 113.4m T

T 3

3 O

5 1 1 N

6 2 0 8 6 S H St Francis Catholic T A M

R Z 4

7 O 6

1 E

9 E L 9 U

TCB 3 A

L 1 T N 1 8 G C 1 2 A T Primary School R A

P O C

S 8 I

1 L 3

8 V A

D E 1 8 E N O A 4 S

2 W 7 I 1 Residential Arc C 6 A

N N H 1 C The Old Rector y 8 O 8 E R T 9 E 1 L 1 C R 1 S A C

L O 7 S 7 3 E

O A 2 C N

9 D

7 T 7 E L

8 4 2 O

E 96.6m

1 10 Colinton 5 2 2 1 0 . 2 House 0 Mount Pleasant m 4 8 W House 0

AD 1

R O T LL S 8

VE 7 O H 1 L The Bungalow

I R

7 6 E 1

3 4

C 1

L 1

7 7 1

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0 1 96.9m 9

1 S

D 1 A 3 E O R 23 N 2 O S HN O 95.7m 5

22 J 0 0

2 1

1 4

7 2 2 6 Shelt er

3 3

3 a

3 2 Y A 3 INGW 5 CE R 5

Ingleby E PIE

Y 1

R 6

4 8 60 R 6 C 1

0 1 3 t o 6 7

1 113.4m 2 26 7 9

Winston

5 5 3

6 PH

7 5 1

L 5 Playground I N 9 40 D 2 E N

N 4

4 8

L 3

E 2

E 5

W 1

8 A

D 9 1 5 I 5 G 7

6 y

A d 6 2 B 5

T d

r 1

5 a E 1

8 W 97.2m

6 & 5 4 R E D O 1 5 A 7 D 1

a El Sub St a

F 80

5 74

76 1 N

3 C

5 E

8 SP S 1

9 C

R 6 E 4

ET 1 S E T C R EN T 1 SC E Allotment Gardens CRE S 4

ES N E L 7 1

ANC 8 T

R 4 P

F 107.3m 1 4 2 A 4 1 R H 4 C Y

1 E 2

Hall P 3

1 I E C E 1

7 3 5 2 5 7 R R

6 I

N 6 8 U 3

G 2

Y 9

W 6

3 V 4 Y 1 T E 6 H 4 ESS N E

G E 1

Church 4 3 R 1 7

O V 0

E 6

111.9m

4 5

2 4 3 18 48 St Michael's Church of Englan YA TT 1 W 100.0m 79 O URT

4 8 C 0 2

3 4 0 2

ET 1

8 G YARD 1 TRE Child 3 9 IN D 3 EE T S D R 6 OLD M 1 HFOR IV 7 L 2

AS 3 PE 5 E CHA 65 106.7m 2 96.9m

3 E

ENU

T AV E 9 R 2 RGA A L

M 2

E 3

5 l I e 2 1

53 C ha p 9

E C

2 5 4 S e 1 49 105.2m us Wyatts 6 o 6 W T 2 H 3 E 2 1 4 O

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Court I 0

S 1 T 8 0 0 R T T 3 104.9m O

R D 2 N

E 8 S 1 7 E 1 3 4 3

T 1 T 2 2

3 2

7 0 E

o El Sub St a E 1

1 6 T

2 9 2 8

1 8 1 1

0 1

103.6m 4

0 0 7

0 2

7 1 2 5

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1 Y

4 R

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B 0 1 1

23 1 S

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2 A 2

102.7m 4 N 8

9 6

C 2

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1 8

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NU 1 Mill Court

VE E

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2 2 C

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ub St A l S 4 E T

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S 2 1 13

4 A 5

102.4m R 2

D 4 1 5

0 49 8

6 2 6

51 a

6 2 6

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0 Beada House 4

45 9 a A 5 47 1 48 6

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1 4 35 E 7 9 1 se 5 s Hou 10 N urs e 5 The 1

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7 97.8m

5 1 3 2

2 7 9b 1 1 7 19 1 B 5 9 2 Playground 22 3 R

a I 4 9 1 C 2 2 K

11 C 3 3 P 6 1 1

0 1 K 7 E 2 8

3 3

IV 3 2

R 3 2 I 7 D 2 NT es L OU us N M sho W

PH The P arsonage Alm 4

6 1 5 A

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1 1

2 Retail Core 2

1 6

h a 1

T 2 p

E 3

E 6 4 e 4 TR 1

S l

ILL

1 M 2 The Miners Grip T

112.2m I 16 N

7 14 T

B 7 2 5 E 39 6

r 6 3 63 R a

1 1 N Club d 1 A 2 PC i W

s l 1

l 5

3 h A 7

S 2 1 Church Y 2

2 M a 2

i e 11 n 9 w t

s 8

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1 8 8 a 23 u 7 47 a

3 Greens 1

r 7 e

R 3 5 5 2 5

2 C 1 Yard 1 t t

2 oi e

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l u 3 2 E o

35 H 36

5 5

6 1

2 43 ROAD DW 3 102.4m WN 47c EWTO T N E

1 s 4 2 ing uild Ps 2

3 wn B R

5 4

wto T 3

e 1 N 1

2 Youth Centre S

1 2

4 L 5

2 0 5

2 Market

4 1

106.4m 1 L 0

7 5

5 TCB 1 A

61 9

3 0 1

5 2

X 1

1 1 3

5 67 6

7 O 3

2 1 2 2 Car Park 5 R

4 1 2 2 2 1

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2 8

1 t

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1 8

81 6

1 1 1 6 PO

4 to 5

3 6 1 4 1 2 8 e

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3 3 2 1 o 3

9 0 0 C 9 9

1 93 1 1

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a 0

2 5

5 8

6 1

4 104.2m 8

5 3 3

A 4

0 5

1 l 7 3

l 1 2

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2 Club a 6

i 9

3 1 n

15 t

7 98.8m s

7 0 S

7 15 1

2 1

8 2

2 6 1 7 5 u

1 a 8

r Kings House 1 6

e 7

2 5

8 102.7m 2 1 0

TC B s 1 48 Bank 6

LB Bank 3 91 PH

1 1 3

P 7

7 46 0

102.4m l o

2 24 42 0

3 a 109.7m

19 7

2 0

18 2

3 2

8 y Club 2 6 111.6m El Sub Sta g r

1 o 7 4 9 20 0 I Garage u PH 52 N 1 1 T 2

0 n 0 3

D 0 d E ROA 2 5

N 4 R

TOW King Street 1 2 4 0 W 1 King Street E 1 N N

5 1 0 8 3

2 5 W

4 6 4

102.7m 0

2 5 1 S A

Kingsway House Y

N 2 5

2 3 1 1 2 5

8 E

Works D 7

9 K

S 7 IN

1 1 1

8 1 G

2 1 A

7 S 3 a

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Bank 1 E

8 1

2 S T 0 E 7 t

1 G 1 T

PH l

1 E

S 5

3 N

u a6 I

2 7 E 1 b 4 CR K N R

Warners S 2 Bank E

The T t 1 S a t W 109.7m

101.5m 1

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6.21 The vision and objectives proposed by the Study for each of the Town Centres were further developed to create more centre specific aims that incorporated the spatial frameworks. Similarly, the spatial frameworks were also developed to be more place specific and detailed. Further details are set out in the Technical Paper on the Nature of Town Centres Growth.

Policy ECON3 – Nature of Town Centre Growth Policy

This policy will:

• Divide Nuneaton Town Centre into 7 distinct quarters:

o The Retail Core Quarter will be the focus of the Borough’s shopping activity. It will be a busy and vibrant area with a wide variety of shops and services. The area includes shops and services located on Queens Road, Abbey Street and within the Abbeygate and Ropewalk Shopping Centres. The predominant use in this quarter will be retail focused on the primary shopping frontages. Supporting uses may include leisure, entertainment and service uses on secondary shopping frontages.

o The Retail Expansion Quarter will comprise of larger retail units that will attract national retailers. It will form an extension to the Retail Core and will provide the main focus for new retail development along its western

Housing, Health and Communities OSP Agenda 21.11.13 30 boundary. The majority of the existing surface car parks and buildings in this area will be redeveloped in order to accommodate additional shops and services. The predominant use in this quarter will be retail focused on the primary shopping frontages. Supporting uses may include leisure, entertainment and service uses on secondary shopping frontages.

o The Newtown Road Quarter is located on the northern fringe of the Town Centre where people will continue to shop for their bulky goods. The predominant use in this quarter will be bulky goods and convenience retail e.g. home wares, DIY and food stores.

o The Office Quarter will provide the focus for office based employment opportunities for the Town Centre in the areas surrounding Church Street and Vicarage Street. Office use will be the predominant use in this quarter supported by some retail use.

o The River Corridor Quarter follows the River Anker through the Town Centre and will be the focus for quality mixed use developments such as leisure, and associated ‘greening’.

o The Station Gateway Quarter comprises the area around Nuneaton Railway Station, Leicester Road and Newtown Road.

o The Residential Ring comprises a number of small sites around the edge of the Town Centre that will be developed for residential uses in order to complement the redevelopment in other parts of the centre. Residential use will be the predominant use in this quarter supported by some small scale retail use.

• Divide Bedworth Town Centre into 4 distinct quarters that support and complement the wider functions of Nuneaton and Coventry:

o The Retail Core will focus on the shops and services in Congreve Walk, All Saints Square, King Street and the foodstores on Leicester Street and Mill Street. All Saints Square will be a focal point for the centre and will have the highest pedestrian footfall and activity. The predominant use in this quarter will be retail focused on the Primary Shopping Area. Supporting uses may include leisure, entertainment and service uses.

o The Cultural and Civic Area will focus on the High Street which is home to the Civic Hall, police station, library and medical centre. The town will celebrate and draw upon its community asset. The predominant uses in this quarter will be leisure uses and institutional uses.

o The Station Gateway will focus on the area surrounding Bedworth Railway Station and provide high quality residential development and

Housing, Health and Communities OSP Agenda 21.11.13 31 small office uses to meet local demand. The predominant uses in the quarter will be residential and office uses.

o The Residential Arc comprises a number of small sites around the edge of the Town Centre that will be developed for residential uses in order to complement the redevelopment in other parts of the centre. The predominant use in this quarter will be residential.

6.22 Flexibility within the quarters will be permitted as long as the integrity of the quarter is not put at risk. Uses such as housing that can add to the vitality of the Town Centre will be acceptable outside the residential ring/ arc as long as the predominant use fits with the Quarters concept.

6.23 More detailed policies on the delivery of the Quarters concept will be outlined in an Area Action Plan DPD.

Delivery Mechanisms

6.24 The following delivery mechanisms are relevant:

• Prepare a Town Centres Area Action Plan to identify sites for development and specific requirements such as the design and infrastructure requirements for the Quarters. • Partnership working with developers and landowners to ensure delivery of the proposals in line with the Area Action Plan. • Monitoring of the “health” of the Town Centres.

Housing, Health and Communities OSP Agenda 21.11.13 32 AGENDA ITEM NO. 9

NUNEATON AND BEDWORTH BOROUGH COUNCIL

Report to: Health, Housing and Communities Scrutiny Panel

From: Director of Housing and Communities

Subject: Community Centre updates 2013

Portfolio: Finance and Civic Affairs (Councillor Harvey)

1.0 Purpose of Report

1.1 To update Members of the Panel on the development of the Keresley Village Community Centre and the Stockingford Community Centre

2.0 Recommendation

2.1 That Members note the report and respond accordingly.

3.0 Background

3.1 To enhance the delivery of support services to the communities of Nuneaton and Bedworth, the Council has provided resources (financial and people) for two Community Centres – Keresley Village Community Centre (KVCC) and Stockingford Community Centre (SCC).

3.2 The purpose of this report is to

a) Outline the progress of these Community Centres (please see Appendix A – Overall Report on the Community Centres)

b) Update Members on the outcome of the Service Level Agreement (SLA) which is in place between Nuneaton and Bedworth Borough Council (NBBC) and the Stockingford Community Association (SCA) who have a long standing relationship with the SCC. (please see Appendix B – Service Level Agreement requirements for 2012-13; Appendix C – SCA responses to Service Level Agreement and Appendix D – SCA Customer Satisfaction Survey)

3.3 A SLA does not exist with the KVCC as the budget for this was withdrawn a number of years ago

4.0 Keresley Village Community Centre

4.1 The number of visits during January – September 2013 has increased when compared to the same period the previous year, with an additional 1,172 visits

4.2 NBBC is responsible for paying for the utilities costs and employing a part time Community Centre Administrator.

4.3 During 2012-2013 financial year, the income directly received by the Council for bookings at KVCC reduced by £3,654.41 compared to the previous financial year. This is attributed to changes in the activities provided at the Centre

Housing, Health and Communities OSP Agenda 21.11.13 33 4.4 Some of the sessions offered have been dramatically affected by reductions in investment in services provided for younger people e.g. the Pupil Referral Unit (PRU) and Positive About Younger People (PAYP).

4.5 Appendix A highlights the groups which continue to meet at the Centre, along with details of the numbers attending the sessions.

4.6 Following a successful bid for Section 106 money, the Community Centre will benefit from a new, upgraded kitchen which will be installed by the end of December 2013. In addition to this, the Healthy Living Network has been commissioned to delivery healthy eating and cookery sessions which will begin from January 2014.

5.0 Stockingford Community Centre

5.1 The SCA who manage some financial aspects of the SCC receive a grant from NBBC of £5,000 per annum. Appendix B outlines the requirements of the SLA which was approved for 2012 -2013 and Appendices C and D highlight the outcomes of this. A further SLA for 2013 – 2014 has been agreed.

5.2 The number of visits during January – September 2013 reduced when compared to the same period the previous year, with 485 less visits. Several groups ceased to deliver sessions at the Community Centre and Appendix A provides a summary of the rationale for declining groups and visitor numbers, along with details of which groups currently use the Centre and their respective numbers.

5.3 During 2012-2013 financial year, the income directly received by the Stockingford Community Association for bookings at SCC was £8,532.00.

5.4 SCA pay for all the utility costs associated with the Centre which for 2012-2013 and NBBC employs one part time Community Centre Administrator to support the development of the Centre.

Housing, Health and Communities OSP Agenda 21.11.13 34 Appendix A – overall Community centre report for KVCC and SCC

KERESLEY COMMUNITY CENTRE

Visitors to Keresley Community Centre - 2011-13

3500 3000 2500 2968

2000 2845 2758 2709

1500 2442 2285 1000 500 1688 755

Number Visitors of 0 Oct Dec - 2012 Oct Dec - 2011 July Sept - 2013 July Sept - 2012 April - JuneApril - 2013 April - JuneApril - 2012 Jan March - 2013 Jan March - 2012 Period

Housing, Health and Communities OSP Agenda 21.11.13 35

Income for Keresley Community Centre

Period Income Comments

2010/11 £18,556.31

2011/12 £18,827.91

2012/13 £15,173.50 The income has fallen in this period due to PAYP (Positive About Young People) no longer using the Centre, and The PRU (BHK) altered from having sole use of the Youth Room (£4,000pa) to paying as they go

Housing, Health and Communities OSP Agenda 21.11.13 36 Lost groups

Name Date started Date ended Reason for closure Type of group Rental The PRU January 2004 N/A Funding decreased. In April 2012 Youth work £4,000 pa (BHK) they decided to end sole use room hire and ‘pay as use’ instead.

Positive About May 2008 June 2013 Funding ended Youth work £1,800 app pa Young People

Bubbles play 18/9/08 30/11/11 Numbers dwindled Childrens playgroup £1,900 app pa group

New groups 2013

Group Date Type of group Sessions started Hypnotherapy 3/6/13 Hypnotherapy and well being sessions Weekly 3 hour session

Birthday parties N/A Bookings for birthday parties have increased 2011-12 – 5 parties booked (childrens) 2012-13 – 8 parties booked 2013-14 – 9 parties booked to date

Housing, Health and Communities OSP Agenda 21.11.13 37 Groups currently using Keresley Community Centre

Mon Tues Wed Thurs Fri Sat Sun Gym open Gym open Gym open Gym open Gym open

KFHS - Computers TAB (wkly half Arts in Comm TAB (wkly half KFHS - TAB (wkly term Football matches 9.30 - 12.30 term) 9.30 - 12.30 term) Photography time) Computer room 9.30 - 12.30 Hall 9.30 - 12.30 10.00 - 12.00 9.30 - 12.30 Youth Hall / Recep Youth Computer room Youth Hall / Recep / Hall Hall/Recep/Hall / Hall Over 60's KFHS - Computers KFHS - family KFHS - Computers Councillor Liberty Dance 12.30 - 14.30 10.30 - 12.30 history 10.30 - 12.30 Surgeries 12.30-17.00 ½ hall Computer room 10.00 - 14.30 Computer room 17.30 - 18.30 Hall Computer room Office 1 (monthly) Liberty Dance KFHS - KFHS - KFHS - 19.00-20.30 Photography Photography Photography Hall 10.00 - 12.00 10.00 - 12.00 10.00 - 12.00 Computer room Computer room Computer room Hypnotherapy HLN Tae Kwon Do Extend Exercise 18.00-21.00 11.00 - 12.00 18.30 - 20.00 13.30 - 14.30 youth hall ICT suite Hall Half Hall Godiva Dance 16.00 – 18.30 Hall KFHS - family history 18.30 - 20.30 Computer room

Housing, Health and Communities OSP Agenda 21.11.13 38 Snapshot of attendance figures for July 2013 using signing in sheets.

Week Week Month ending Group No Total Month ending Group No Total Week 1 7th Arts in the Community 15 Week 1 14th Arts in the Community 18 July BHK - PRU 0 July BHK - PRU 0 Councillor Surgeries 0 Councillor Surgeries 0 Extend Exercise 9 Extend Exercise 10 Family History & Computer Classes 11 Family History & Computer Classes 14 Football 0 Football 0 Godiva 40 Godiva 37 Gym 28 Gym 30 Healthy Living Network 8 Healthy Living Network 6 Hypnotherapy 0 Hypnotherapy 0 Liberty 22 Liberty 11 Misc 8 Misc 0 NBLT 0 NBLT 0 Nrth Cov Tae kwon Do 10 Nrth Cov Tae kwon Do 12 Over 60's 29 Over 60's 32 Police office 0 Police office 0 Take A Break 20 200 Take A Break 22 192

Week Week Month ending Group No Total Month ending Group No Total Week 1 21st Arts in the Community 17 Week 1 28th Arts in the Community 16 July BHK - PRU 0 July BHK - PRU 0 Councillor Surgeries 0 Councillor Surgeries 0 Extend Exercise 7 Extend Exercise 0 Family History & Computer Classes 13 Family History & Computer Classes 13 Football 0 Football 0 Godiva 30 Godiva 35 Gym 23 Gym 19 Healthy Living Network 6 Healthy Living Network 6 Hypnotherapy 10 Hypnotherapy 0 Liberty 21 Liberty 13 Misc 0 Misc 0 NBLT 0 NBLT 0 Nrth Cov Tae kwon Do 16 Nrth Cov Tae kwon Do 14 Over 60's 22 Over 60's 20 Police office 0 Police office 0 Take A Break 22 187 Take A Break 75 211

Housing, Health and Communities OSP Agenda 21.11.13 39 STOCKINGFORD COMMUNITY CENTRE

Number of Visitors to Stockingford Community Centre 2010-13

5000

4500 4557 4000 4117 3958 3921 3909 3500 3853 3793 3706 3711

3000 3481 3264 3229 3139 2500 2614 2000

Number Visitors of 1500

1000

500

0 Oct Dec- 2010 Oct Dec - 2011 Oct Dec - 2012 July Sept - 2010 July Sept - 2011 July Sept - 2012 July Sept - 2013 April June - 2010 April June - 2011 April June - 2012 April June - 2013 Jan March - 2011 Jan March - 2012 Jan March - 2013 Period

2013 2nd quarter reflects a dip in attendance figures. A larger number of the existing groups decided to close down over the summer holidays (July – Sept), than had in previous years. Some groups reported a fall in the number of participants, and so opted for a long break and a hope to attract new members on their return.

Housing, Health and Communities OSP Agenda 21.11.13 40

We have lost a number of groups during 2013 which have negatively affected our visitor figures, but gained other groups which have positively affected the figures.

The 2013 3rd quarter is expected to bring the overall visitor figures up because the holidaying groups have now returned, although there may still be an overall decline in numbers. When year-end figures are collated, a fuller picture will be available.

Lost groups 2013

Name Duration Date Date ended Reason for closure Type of How funded Number of of started group participants booking (average) Scouts 2 hours 1950’s Spring 2013 Dwindling numbers National National Initially approx Association Association 10-15 down to Weekly ‘subs’ 0 Beavers 1 ¼ 1950’s? July 2013 Dwindling numbers National National Initially approx hours Association Association 20-25 down to Weekly ‘subs’ approx. 5 Cubs 1 ½ 1950’s August Dwindling numbers National National Initially hours 2013 Association Association approx. 20-25 Weekly ‘subs’ down to less than 5 Antenatal 2 ½ May August Set blocks booked in Charity Privately Approx 14 (NCT) hours 2013 2013 advance – required (Pregnant weekend bookings parents paid which were unavailable, for the and possible noise service) disturbance from another group.

Housing, Health and Communities OSP Agenda 21.11.13 41 New groups 2013

Group Duration Date Date ended Reason for closure Type of How funded Number of of started group participants booking (average) Delirium 1 hour July 2013 n/a n/a Private Weekly 12 charge to participant Improvers ½ hour Sept n/a n/a Private Weekly Approx. 8 Ballet 2013 charge to participant Beginners ½ hour Sept n/a n/a Private Weekly Approx 8 Ballet 2013 charge to participant

Housing, Health and Communities OSP Agenda 21.11.13 42 There has been a gradual decline in visitor numbers over the last 3 year period (2010-2013). This is a combination of factors that are both particular to this area, and of the current climate as a whole

 A general apathy towards joining groups. A number of reasons contribute.

 Again low income. ‘What’s the point if I can’t afford it every week?’

 Others with more disposable income are tightening household budgets and spending less to ‘ride the recession’. This is not unique to us. Current on-line articles and reports (from valid sources) all point to the slump in the global economy and declining visitor numbers to a whole variety of places and facilities (much like our own) with no upturn in site.

 There is also a pervading apathy to pass up participation in free (no cost) groups provided for the community particularly by organisations that have successfully attracted grant funding, this despite comprehensive advertising/marketing and direct contact campaigns with potential and viable participants. Many have tried to understand this apathy – but I’m afraid it’s been labelled ‘incomprehensible’. Despite a variety of topics on offer, take-up has been low to none, making groups unsustainable. (There are exceptions - free weight loss classes which manage to keep running, and new style exercise classes that follow current trends and charge per class e.g. Zumba, Interval training, though participant numbers are not high in either type).

 People’s lives are busier than ever trying to ‘get by’, and they find it difficult to commit to a weekly group (unless they have a lot of time on their hands). Many groups do operate with a drop-in system affording less or no commitment from the participant. However this can be financially detrimental to private businesses or sole traders trying to earn a living e.g. dance instructors, keep fit practitioners (since some weeks they may not earn enough to pay room rental). We have found that in this area it can be impossible to get participants to sign up for a number of sessions in advance even at no cost, let alone a discounted rate to purchase a block of classes (if chargeable).

 Kids, teens and young adults, have changed their ‘free-time’ habits enormously over the last 3-5 years with the advent of gaming and social networking sites opening up to the younger generations – intrinsically linked with mobile/smart phones and home internet connection. Their social lives are completely different and focused on communication via chat, learning via Google/other websites with little time left to fit in other activities, even if they are interested. Yes, a big generalization, but the phenomena cannot be ignored. The world as we knew it only a short time ago has changed dramatically, and the new virtual world is alive and kicking! It is also worth mentioning that there is a cost involved with purchasing/using the virtual/electronic platforms mentioned above, (both by initial investment and ongoing charges) so clearly there is some level of disposable income. But what would have once been called a luxury, in owning a smart phone, laptop, tablet, is now emerging as a necessity. Clearly what defines us within our peer group, or our perception of our own ‘needs’, is now to be integrated within the virtual world and all its tools. (I am a mature student, recently back to University and was

Housing, Health and Communities OSP Agenda 21.11.13 43  Since I am not preparing an official report, and have done no in-depth research, there will be other contributing factors that affect attendance figures at this centre not mentioned here, including a lack of grant funding opportunities to support new groups.

Amber Dawe Administrator - Stokingford Community Centre

Housing, Health and Communities OSP Agenda 21.11.13 44 Groups currently using Stockingford Community Centre

Monday Tuesday Wednesday Thursday Friday Line Dancing Tea and Chat Weight Busters Keep Fit with Pats Tae Kwon Do 10.00 – 11.30 Fortnightly 09.00 – 10.00 Personal Training 18.00 – 20.00 13.30 – 15.00 10.00 – 11.00 Craft club Rainbows Altogether Now Delirium 10.00 – 12.00 16.30 – 17.30 9.15 – 11.00 17.00 – 18.00 (young kids and parents (Interval training) keep fit) St John Ambulance Brownies Short Mat Bowling 18.00 – 21.00 17.45 – 19.30 12.30 – 15.00

Youth Dance with Emma from Embody 16.00 – 18.00 Karate 19.35 – 21.00

Friends of Whittleford Park 18.30 – 19.30 (one evening every other month)

Housing, Health and Communities OSP Agenda 21.11.13 45

Snapshot of attendance figures July 2013 (Please note: using CCTV to count, or an average of report from group leaders) Month Week Group No. Total Month Week Group No. Total Month Week Group No. Total ending ending ending Week 1 07th Weight Busters 11 Week 2 14th Weight Busters 12 Week 3 21st Weight Busters 13 July Line Dancing 25 July Line Dancing 24 July Line Dancing 24 Craft Club 15 Craft Club 14 Craft Club 15 St John 25 St John 25 St John 25 Cubs 6 Cubs 12 Cubs 6 Tea & Chat - Tea & Chat 35 Tea & Chat - Brownies 20 Brownies 20 Brownies 20 Guides 8 Guides 8 Guides 8 Short Mat Bowling 15 Short Mat Bowling 15 Short Mat Bowling 15 Beavers 0 Beavers 4 Beavers 4 Karate 12 Karate 12 Karate 12 Pats PT 0 Pats PT 6 Pats PT 6 Tae Kwon Do 12 Tae Kwon Do 12 Tae Kwon Do 0 Football - Football - Football - Rainbows 12 Rainbows 12 Rainbows 12 ELC Altogether Now 18 ELC Altogether Now 18 ELC Altogether Now 18 Youth Dance 20 Youth Dance 20 Youth Dance 20 Delirium 8 Delirium 8 Delirium 8 Antenatal 15 222 Antenatal 15 Antenatal 15 221 Compass 20 292

Week 4 28th Weight Busters 12 week 5 29th- Weight Busters 11 31st Grand Total for July 2013 July Line Dancing 26 July Line Dancing 22 Craft Club 15 Craft Club 15 St John 25 St John 25 1046 Cubs 6 Cubs 6 Tea & Chat 35 Tea & Chat - Brownies 0 Brownies 0 Guides 0 Guides 0 Short Mat Bowling 15 Short Mat Bowling 15 Beavers 0 Beavers - Karate 12 Karate 12 Pats PT 0 Pats PT - Tae Kwon Do 0 Tae Kwon Do - Football - Football - Rainbows 0 Rainbows - ELC Altogether Now 18 ELC Altogether Now 0 Youth Dance - Youth Dance - Delirium 8 Delirium - Antenatal 15 187 Antenatal - FOWP 10 SCC Comm 8 124

Housing, Health and Communities OSP Agenda 21.11.13 46

October 2013 Page 13 of 13 Housing, Health and Communities OSP Agenda 21.11.13 47 Appendix

SERVICE LEVEL AGREEMENT, AIMS OBJECTIVES AND MONITORING

In pursuance of its objectives outlined in the Corporate Plan 2007 - 2021, Nuneaton and Bedworth Borough Council commissions service delivery from Stockingford Community Centre for the period 1st April 2012 to 31st March 2013. This constitutes an agreement for 1 (one) year. The financial support for this work is £5,000 which will be paid in full in accordance with this agreement

RELEVANT COUNCIL CORPORATE OBJECTIVES

Aim 1 of the Council’s Corporate Plan 2007–2021 states that the Council will:

“Improve the quality of life and social justice for residents so it is much closer to that enjoyed by the rest of Warwickshire”.

Aim 2 of the Council’s Corporate Plan 2007–2021 states that the Council will

“To work in partnership to reduce the level of crime and disorder so that the community is and feels safer”

Nuneaton and Bedworth Borough Council has put aside a sum of money to support organisations to assist in:

a) Creating a healthy, diverse and robust economy which provides employment opportunities for local people b) Developing a confident, cohesive and diverse community c) Work in partnership to reduce the level of crime and disorder so the community is and feels safer

AGREEMENT OBJECTIVES AND PERFORMANCE INDICATORS

1. To ensure that the utilities, insurances and licences associated with the Community Centre are paid and up to date using the annual grant of £5,000 issued by NBBC and that the Community Centre is open and accessible to the local community as determined by the Management Committee.

2 Enable community and voluntary groups from across Nuneaton and Bedworth to access the entertainment, arts, education and associated community based activities/facilities at affordable rates (statistics to be provided annually)

3. Provide information and centre facilities to the community promoting the variety of recreational and learning activities, often in partnership with other agencies (statistics to be provided annually)

4. Provide Customer Satisfaction Survey (satisfaction cards will be provided) with a target of 90% of recipients satisfied with service provided per year.

5. Aim to provide facilities for external providers at the Community Centre that seek to address health inequalities, financial inclusion, and community safety.

6. Seek to apply and access one-off funding to provide activities at the Community Centre that meet the requirements of those living in the local area.

Committee member name: Position:

Signature: Date:

Committee member name: Position:

Signature: Date:

Housing, Health and Communities OSP Agenda 21.11.13 48 Appendix C : Stockingford Community Centre May 2013

Utilities, licences and insurances: all paid and up to date. The centre has a large folder containing all invoicing/receipting for the year. Available for viewing if requested.

Accessibility: the centre continues to be accessible to the local community as determined by the Management Committee. The administrator facilitates this, particularly spreading her shift patterns through a 12 hour day if required and on occasion up to 18 hours if it is a voting day/multiple activity day. If the administrator is unavailable, a Committee member will step in to facilitate if possible. To date, in three years, the centre has not yet had to request other NNBC staff to step in to facilitate (except football matches at weekends) because the administrator or Committee members were unavailable. We strive to maintain low cost staffing (flexi-time rather than over-time). The Management Committee welcomes all local people who will act towards and treat the centre respectfully, and looks forward to new groups deciding to choose the centre as their venue.

Affordability: the Management Committee has not raised room hire rates again this year in an effort to enable community and voluntary groups to access (entertainment, arts, education and community based) activities/facilities at the centre. We still maintain the lowest room hire rates in the area, and also offer free room rental for the first month to all groups to help them start off. We offer a discretionary special reduced rate if new groups are struggling to attract members and the same for existing groups if they find their member’s numbers are shrinking thus preventing the loss of groups.

Information: We provide information to the community promoting activities at the centre (often in partnership with other agencies) in various ways: • via a centre website maintained by administrator • information posted on notice boards within the centre • banners outside the building • links to the website posted on external websites to highlight what we offer • occasional advertising in the press and on the council’s intranet facility • Facebook networking (not our own page – but through members who participate in various groups within the centre e.g. currently – for 1st June, a new initiative Craft Fair is being advertised on Facebook)

Provide information and facilities for a variety of Recreational/Learning activities at the centre:

Line Dancing Craft Club St John Ambulance (outside agency) Cubs, Scouts and Beavers (outside agency) Tea & Chat Rainbows (outside agency) Guides and Brownies (outside agency) Weight Busters ( outside agency -Healthy Living Network) Altogether Now (outside agency -Early Learning Centre) Short Mat Bowling

Housing, Health and Communities OSP Agenda 21.11.13 49 Appendix C : Stockingford Community Centre May 2013

Youth Dance (outside agency -Embody Community Dance) Friends of Whittleford Park Karate Keep Fit with Pats PT TaeKwonDo Labour Party SCC Committee NBBC (voting – local/national elections) Local football teams Weight Care Compass Children’s Services Zumba NBBC (local community awareness) Gymnastics and fitness Charity fundraisers e.g. in aid of Macmillan Nurses Theatre Company Hanover Housing Association Car Boot/Craft Sales One-off Get-togethers organised by centre users (usually weekends)

Providing facilities for external providers addressing health inequalities, financial inclusion, community safety: The centre is always open to support these objectives and welcomes groups/activities/events that address these issues. At present Weight Busters (Healthy Living Network) supports health issues: weight and obesity, and approach to healthy food/living. It also achieves financial inclusion by providing free classes. Other groups attempt to achieve financial inclusion for those with low incomes in offering free or very low participation charges. Craft Club, Tea & Chat, Weight Busters, Altogether Now (ELC), St John Ambulance and others all strive to support their local community in this way. We have had enquiries from the local PCSO’s to set up a surgery here which would address among other things – community safety, but as yet this has not been implemented.

Seek to access/apply for one-off funding to provide activities for local residents: The centre is currently facilitating (banking and accounting, and initial grant application forms) and supporting Tea & Chat group who were successful in being awarded a Warwickshire County Councillors Grant (August 2012), to improve their group and offer a wider variety of activities/equipment, particularly because it offers a valuable chance for local residents to interact/communicate with each other – especially those who are remote/isolated; and participating individuals often enable outreach support. This will continue until their allocated funding has been appropriately spent. Warwickshire County Councillors were very impressed by the group/service Veronica Orton and friends provide, particularly as they are volunteers and are not paid for their efforts. WCAVA regularly informs the centre of grants available, but as we all know, funding is so hard to come by these days and competition is fierce. We have asked for advice from the local GP surgery to highlight what they consider a particular local health issue but as yet have had no response, so a

Housing, Health and Communities OSP Agenda 21.11.13 50 Appendix C : Stockingford Community Centre May 2013

serious effort to develop a strategy to apply for a targeted health related activity is still in the pipeline. We have also given grant information to centre groups that have requested information that could support them, and hope they will follow up on this, advising that we will happily support/facilitate them in any applications they decide to make e.g. ‘Keep Fit Kids’.

Projects/initiatives at the centre: Indirect: There are always small groups/projects and initiatives going on at the centre, that many times the administrator and Committee are unaware of at the time, because they are developed within an existing group which of course is not run by the centre. Evidence of this is often on the group notice boards where adults and children have achieved certificates, medals, national awards etc., or they have been written up in the local/national press in achieving something important to them, or have participated in local projects to help the community, equally on an individual level or a group level. For instance: Stockingford cadet Shannon Griffin has been awarded a special accolade as Warwickshire’s St John Cadet of the Year after completing successful studies with the centre’s group. Craft Club where successful in achieving a first place in a group effort in the Nuneaton Festival of Arts with their activity. We are currently supporting a new group at the centre (Keep Fit Kids), run by a local under graduate Youth/Community worker, keen to encourage Sport/Health and Fitness to local children between 6-9 years old. She is hoping to apply for grant aid in the near future, and we will support her to do so. Direct: during the last year we have supported some of the groups to specifically raise money for charity, rather than engage in their usual group activity. This meant organising an event to attract people in, to spend money which would be donated to certain good causes, e.g. Macmillan Nurses, Mary Ann Evans Hospice, Oakwood School, or local children like Jack Oldacres who suffers a rare skin condition. Tea & Chat group have been leaders in the charity fund raisers field at the centre, but have also been joined and supported by other groups in the centre who have also donated monies to these deserving causes. The centre has not been the organiser on these occasions, but a facilitator: providing free room hire, decorations, set-up support, table linens/washing service etc. to contribute to their efforts. Generally – whatever is asked of us, we try to accommodate the request, if fair and at all possible. This is often our role in the local community: not necessarily leaders or organisers, but facilitators - by virtue of venue, facilities, staffing support, banking and accounting support, advice and so forth.

Centre User Survey 2013: Survey has been completed (see additional document), and we have achieved more than 90% of recipients satisfied with the centre’s service provided each year.

Housing, Health and Communities OSP Agenda 21.11.13 51 Appendix D : Results of Customer Satisfaction Survey – Stockingford Community Centre April 2013

Results consolidated from a total number of respondents: 114

Overall - how satisfied were you with Stockingford Community Centre? 1 0 0 Excellent Very Good 20 36 Good Fair 57 Poor Left blank

Rate our facilities: Parking and access Rate our facilities: Toilets and kitchen 1 5 1 5 2 Excellent 2 Excellent 10 Very Good Very Good 23 Good 20 36 Good 22 Fair Fair Poor Poor 50 61 Left blank Left blank Not applicable Not applicable

Rate our facilities: Disabled - inc access and toilet Rate our facilities: Is the centre presentable? facilities Excellent 0 21 15 0 Excellent Very Good 8 Very Good Good 28 24 23 Good 41 Fair Fair 0 12 Poor 55 Poor 1 Left blank Left blank Not applicable

Rate our facilities: Helpful Staff Excellent 0 Very Good 2 6 7 Good 38 Fair 15 Poor

46 Not applicable Left blank

Housing, Health and Communities OSP Agenda 21.11.13 52 Summary of suggestions and comments added by respondents:

Number of respondents Subject of Comments Comments 2 Central heating “Heating serviced to cope with winter” “Many weeks there was no heating in the main hall”

1 Lighting in small hall “We use the small hall. It would be useful if the lights were on separate switches. When using a projector as part of training the light is all or nothing”

1 Driveway “Fully tarmac the drive”

3 General “All good” “The centre is lovely and is nice and local to where we live” “Centre is excellent and staff are very supportive of Embody Dance”

1 Decor “The colours of the room” 6 Notice boards “Embody would like its own board to display pictures” “St John requires another notice board as we have 3 separate units” “St John only has one notice board between 3 groups – Scouts have 6 (1 each) – SJA need more space” “Notice board” “Only 1 notice board between 3 groups – should be at least 2 (SJA)” “There are 3 different SJA groups having to share 1 notice board. 6 different scouting groups have 6 notice boards. Could we have use of another notice board. We could then make them more interesting for others to view and it would be tidier and kept tidy. Presently Adults 1/3rd, Cadets 1/3rd and Badgers 1/3rd of notice board. Many Thanks”

7 Large Hall - floors “Floors always dirty after Beavers” “Main floor in hall requires cleaning regularly” “The floor is dirty a lot of the time” “I have to sit in the corner of the room so could you please clean the corners of the floor as well as the middle. Many thanks” “Dirty floor” “All good but floor is a bit dirty” “Dirty floor”

Note from administrator (after investigation of the aforementioned points): All “dirty floor” comments were in response to one particular group, whom are NOT cleaning up after themselves again. This will be referred to Committee since despite the issues being raised previously with this group; the standards have not been raised. This constitutes a breach in the room rental agreement – and is unfair to the other groups who use the large hall after them, which is unacceptable.

All comments are anonymous. All comments are passed to both Stockingford Community Centre Management Committee and Nuneaton and Bedworth Borough Council Officers to ensure that any issues raised will be heard and acted upon if it is possible and appropriate to do so.

Complied by administrator 21.05.2013

Housing, Health and Communities OSP Agenda 21.11.13 53

AGENDA ITEM N0 10

NUNEATON AND BEDWORTH BOROUGH COUNCIL

Report to: Housing, Health and Communities Scrutiny Panel

Date: 21st November 2013

From: Dawn Dawson – Director, Housing and Communities

Subject: Health Inequalities Working Group- progress report on action plan implementation

Portfolio: Health and Environment (Councillor R. Taylor)

1. Purpose of Report

1.1 To update Members on the progress of the Health Inequalities Working Group recommendations which have been approved by Cabinet (Appendix A – Health Inequality Working Group Recommendations)

2. Recommendations

2.1 Members are asked to note the progress on recommendations included in the Action Plan (Appendix B – Health Inequality Working Group Action Plan)

3. Background

3.1 During 2012 – 13 Members of the Health, Housing and Communities Scrutiny Panel formed a Working Party to look at Health Inequalities and identify future areas of development

3.2 Following several meetings with partners and internal departments, the Working Party identified a series of recommendations which are included in Appendix A. These were presented and approved by Cabinet on the 13th February 2013.

3.3 One of the recommendations was to establish a ‘Corporate Health Champions Group’ which was set up in May 2013 and part of this group’s role has been to implement the recommendations which have been included in the Action Plan in Appendix B

3.4 Progress updates have been included in the Action Plan for Members to note and discuss.

Dawn Dawson

Housing, Health and Communities OSP Agenda 21.11.13 54 Appendix A

Recommendations from Overview and Scrutiny Panels - Health Inequalities Review Report (Cabinet meeting 13.2.13)

The report of the Housing, Health and Communities Overview and Scrutiny Panel advising Cabinet of the findings and recommendations of the Housing, Health and Communities Overview and Scrutiny Panel following consideration of a report from the Chair of the Health Inequalities Working Group was considered. RESOLVED that

(a) the monies remaining from the Motiv8 Project would best be used for promotion and increased awareness of health risks locally eg: obesity, diabetes, alcohol issues, as well as supporting appropriate local initiatives with partners that focus on the original aims of Motiv8, increasing physical activity participation rates of those in Lower Super Output Areas (LSOA’s);

(b) the Council should consider what its role is in reducing Health Inequalities, identify what it is doing already across directorates/service areas to address those priorities and then agree how those priorities can best be achieved? Areas for consideration include:-

 a review and refresh of the Councils Corporate Aims taking on  board the aims of the Health & Well Being Strategy

 promotion of health service opportunities

 how to access hard to reach groups more successfully

 improved information made more easily accessible

 provide support and where necessary intervention to fill the gaps;

(c) the Council signs up to “Making Every Contact Count” (MECC) to ensure that there is an accurate and consistent message being passed to the public at every face to face opportunity by Council staff;

(d) the Council ensures that the Borough Plan will contribute to health improvement in the Borough through the use of open space and should be incorporated into any development negotiations;

(e) all departments of the Council and its partners to be made aware of the importance of the Joint Strategic Needs Assessment (JSNA) and its priorities at district level.

(f) consideration be given to identifying Health Champions in all service area to ensure that there is a consistent approach and to assist in delivery of the recommendations herein. Health Champions would input into health impact assessments on relevant strategies including the

Housing, Health and Communities OSP Agenda 21.11.13 55 Borough Plan;

(g) the Portfolio Holder with responsibility for Health, through their position on the Health & Well Being Board (HWB) at Warwickshire County Council (WCC) ensures that the Clinical Commissioning Group and WCC are committed to a reduction in Health Inequalities in the Borough and that the resource distribution and commissioning reflects this;

(h) Warwickshire County Council, who are responsible for the provision of leisure, should also give consideration to identifying a lead Councillor for leisure with a view to promoting sport and leisure as a way of life providing a longer term health solution;

(i) when the Council gives consideration to the new leisure provision contract, health with a stronger more detailed commitment, that is monitored and the outcome focused on health inequalities locally, should be a priority supported by the Sport, Active Recreation and Well Being Strategy, the Open Space Strategy and the Green Space Strategy;

(j) an audit be undertaken of sports, activity groups, clubs and other activities linked to health across the Council, delivered by both the Nuneaton and Bedworth leisure provider (through the future leisure SLA) and Nuneaton and Bedworth Borough Council - look to identify and avoid areas of duplication.

(k) the blockage in getting the measured miles marked out is identified and then completed as soon as possible.

(l) events and activities be collated and consistently promoted through the website, In-Touch and the local papers so that people know what is on offer in the borough and where to find things that would interest and encourage people to become more active.

Housing, Health and Communities OSP Agenda 21.11.13 56 Appendix B Housing and Communities - Health Inequalities Working Group recommendations Action Plan

Update October 2013

No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding

1 The monies remaining from Priorities to be included NBBC £10k per June – Relevant health and the Motiv8 Project would in future spec’ of leisure Communitie annum over 3 September wellbeing priorities best be used & Sports provision s and years from 2013 discussed and shared in for promotion & increased Assets and NBBC C4H writing with lead officer awareness of health risks Street budget writing leisure provision locally e.g.: obesity, Relevant officers in services spec diabetes, alcohol issues, Communities to meet as well as supporting with lead £5,000 allocated from appropriate local initiatives officer/organisation NBBC to Weightbusters with partners that focus on writing spec to establish project (total of £15,000 the original aims of Motiv8, broad health criteria across three partners) SLA (increasing physical activity completed with WCC, participation rates of those Series of projects to be Clinical Commissioning in Lower Super Output identified, commissioned Group and Healthy Living Areas -LSOA’s) which and delivered Network commissioned to include: deliver service in Wards Procure targeted work in featuring the top 20% Barpool North & Crescents priority LSOA’s Super Output Areas Abbey Town Centre Camp Hill Village Centre Weightbusters evaluation £4,700 approx allocated to Kingswood Grove Farm to be considered with a Outdoor Gym provision Hill Top view to extending the and publicity and to be Attleborough NW project to address matched with additional Abbey Priory obesity £4,700 funding from WCC-

Housing, Health and Communities OSP Agenda 21.11.13 57 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding Public Health. Procurement of this service is underway

£300 approx used towards Heart Town promotion 1B As above Outdoor gyms usage- NBBC & Partnership November Details of how to monitor monitoring Public working 2013- usage have been establish frequency Health- November considered (June 2013). WCC 2016 Concerned that it is very difficult area to measure. Project to promote and deliver activities on the Outdoor Gyms is being developed and usage will be recorded as part of this (but is restricted to the activities commissioned) 1C Project to encourage NBBC/PH- Partnership Spec Service spec developed As above local people to start WCC working & completed June 2013 response using the outdoor gyms funds from by end received from providers. In and sustain frequency of PH-WCC to May 2013 negotiation over contract use be committed details. Project will be delivered from March 2014 Project to Spec to include:4 weekly sessions on each begin June Portfolio Holder has Outdoor Gym over 48 2013 emphasised need for weeks with a view to publicity and promotion, developing community clear performance targets volunteers to run the and outcomes. Health sessions at the end of 48 Inequalities Officer to

Housing, Health and Communities OSP Agenda 21.11.13 58 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding weeks. Costings to be develop these as part of identified for this and for specification and project publicity material monitoring 2 The Council should Conduct an Audit of all Corporate Officer/s time June – Action complete: consider what its role is in NBBC Service Units Health September reducing Health champions 2013 Corporate Health Inequalities, identify what it Template to be Champions Group is doing already across developed and circulated established April 2013 directorates/service (CHCG) areas to address those Gaps in provision to be Terms of Reference priorities and then agree identified approved how those priorities can best be achieved? A draft Council ‘offer’ to the Health and Wellbeing Board has been developed and awaiting confirmation that it is appropriate and achievable from Management Team and Portfolio Holder 3 Review and refresh of the Respond to county NBBC – By end Strategy adopted by Councils Corporate Aims strategy and identify N&B Communitie October Cabinet 24.7.13 taking on board the aims of response by developing s 2013 the Health & Well Being a local HWB Strategy for A draft Council ‘offer’ to the Strategy the Council Health and Wellbeing Board has been developed

and awaiting confirmation that it is appropriate and

achievable from Management Team and

Housing, Health and Communities OSP Agenda 21.11.13 59 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding Portfolio Holder 4 Promotion of health service Embedded in Heart NBBC- £1,000 a year By end of Year 3 of 5 year opportunities Town Action Plan Health each Action Plan A range of activities are Inequalities financial within the plan to Officer – year up till NBBC have negotiated address morbidity H&C 2016 their involvement in Heart (sickness) & early Town and a revised action mortality (deaths) plan is in progress 5 Identify how to access Identify what we deem NBBC & Improved groups hard to reach groups more hard to reach and form WCAVA & Officer/s time Ongoing directory/database is being successfully NBBC response. Ensure relevant developed by WCAVA continued development others i.e. of engagement methods NBBC HC’s for hard to reach groups 6 Improve dissemination of Dissemination of current information available on information to communities info on services & make Health Officer/s time Ongoing site available on website Inequalities http://www.nuneatonandbedw under Heart Town useful Officer & orth.gov.uk/downloads/file/90 info. relevant 3/heart_town_useful_informat webmaster ion Other health info to be Regular information is placed in appropriate Other areas distributed through In areas on NBBC sites identified Touch magazine, press within the releases Use In Touch and other CHCG- media avenues NBBC 6 Consideration be given to Health champions April 2013 Action completed: identifying Health (HC’s) to be identified in NBBC- Officer time Champions in all service each Directorate and Communitie Health champions areas to ensure that there quarterly meetings s identified in each

Housing, Health and Communities OSP Agenda 21.11.13 60 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding is a consistent approach scheduled Directorate and meetings and to assist in delivery of scheduled for the year the recommendations herein. Health Champions Corporate Health would input into health Champion Group (CHCG) impact assessments on established May 2013 relevant strategies including the Borough Plan 7 the Portfolio Holder with Maintain involvement in NBBC / Officer/s time HWB Portfolio Holder actively responsibility for Health, and attendance at HWB Communitie meetings participates in all relevant through their position on meetings & meetings s Manager scheduled groups the Health & Well Being with Communities Team & HI Officer Board (HWB) at & Corporate Warwickshire County Health Council (WCC) ensures Champions that the Clinical Group Commissioning Group and members WCC are committed to a reduction in Health Inequalities in the Borough and that the resource distribution and commissioning reflect this.

8 Warwickshire County Portfolio Holder to NBBC N/A June 2013 Action complete Council, who are request via HWB Portfolio Discussed with Portfolio responsible for the Holder - Holder and agreed that provision Discuss/raise as agenda Health leisure is a local priority of leisure, should also give item in next available and as such there is little

Housing, Health and Communities OSP Agenda 21.11.13 61 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding consideration to identifying meeting at WCC to be gained from involving a lead Councillor county at this stage. Links for leisure with a view to have been made at the promoting sport and leisure Health and Wellbeing as a way of life Board and Clinical providing a longer term Commissioning Group health solution (CCG) in terms of addressing the wider determinants of health and raising the profile of leisure 9 when the Council gives Communities Team to NBBC Head June – Procurement process consideration to the new schedule regular of September began in September 2013 leisure provision meetings with Head of Recreation 2013 and regular updates are contract, health with a Recreation /Contract & received at the CHCG stronger more detailed lead officer Communitie commitment, that is s Team monitored and the outcome focused on health inequalities locally, should be a priority supported by the Sport, Active Recreation and Well Being Strategy, the Open Space Strategy and the Green Space Strategy 10 An audit to be undertaken To be written into NBBC- Before May A request has been made of sports, activity groups, specification for new Head of 2014 for this to be considered in clubs and other Leisure & Sports Recreation relation to the final activities linked to health Provision specification across the Council, delivered by both the

Housing, Health and Communities OSP Agenda 21.11.13 62 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding Nuneaton and Bedworth leisure provider (through the future leisure SLA) and Nuneaton and Bedworth Borough Council - look to identify and avoid areas of duplication

11 The blockage in getting the To work with NBLT to NBBC June 2013 Footsteps in place, measured miles marked way mark walks and Communitie signage awaited out is identified launch these as per NHS s Team - and then completed as Contract Health soon as possible HI officer to meet with Inequalities NBLT Officer

12 Events and activities be To utilise all appropriate NBBC Activities continue to be collated and consistently mechanisms to promote Communica ongoing promoted in In-Touch and promoted through the Health Inequalities Work tions local media website, In-Touch and the Communitie local papers so that people s Team know what is on offer in the Officer, borough and where to find Webmaster things that would interest & and encourage people to HI officer become more active 13. Develop and role out the Training the Trainer to be NBBC TBC 15th October Training the Trainer MECC concept – Making completed Training 2013 session completed Every Contact Count onwards Develop Training Communitie Training package package s Team with developed support

Housing, Health and Communities OSP Agenda 21.11.13 63 AGENDA ITEM NO.11

NUNEATON AND BEDWORTH BOROUGH COUNCIL

Report to: Housing, Health and Communities Scrutiny Panel, 21st November 2013

From: Director – Finance and Procurement and Performance and Quality Manager

Subject: INTEGRATED PERFORMANCE REPORT - SECOND QUARTER 2013-14

1. Purpose of Report

This integrated report seeks to provide appropriate performance measures and financial budget information for service areas within the scope of this Panel.

The report is designed to provide the Panel with appropriate information to monitor performance and finance information in order to address issues arising.

2. Format of Report

The report consists of three parts:

2.1 Finance/Performance Report

The Finance/Performance report highlights service areas within the scope of the Panel, showing budget information using a “traffic lights” system for current status. The corresponding Performance Indicator(s) information is then shown using a “traffic lights” system related to results against target. Directional arrows are included for finance and performance to show trend against the previous quarter (improved, declined or stayed the same). . The “Commentary” column highlights further relevant information on finance and/or performance to explain issues. Appendix A provides further clarification or definitions, as appropriate, to aid the Panel in relation to the Finance/Performance report.

2.2 Strategic Performance Report

The Strategic Performance report was reviewed and revised in July 2012.

It has been developed to provide an overview of the council’s position under a number of key categories and consists of:

 Summary  Finance and Resources  People and Service Delivery  Processes  Prospects for Improvement

The report uses a “trend system” comparing results over the latest three periods (month or quarter) and is supplemented by a commentary sheet.

Housing, Health and Communities OSP Agenda 21.11.13 64 Exception reporting of under-performing areas on the summary sheet is the methodology applied. The commentary sheet provides any further information, as appropriate, on under- performance, as well as the latest details on absence management.

The report is reviewed monthly by Management Team and quarterly by Cabinet.

The latest summary and commentary follows the Finance / Performance table in this report.

2.3 Strategic Risk Register

The latest Strategic Risk Register is attached at the end of this report.

3. Recommendation

The OSP is asked to scrutinise the performance information contained in this report, and make any recommendations to the relevant Cabinet portfolio holder.

SIMONE DONAGHY STEVE GORE

Housing, Health and Communities OSP Agenda 21.11.13 65 No HIWG Brief description of Lead Estimated Timescale Progress October 2013 Recommendation intended action/s cost and for Project source of Initiation funding Identify dates for training from Public Training delivered from Health and October 2013 Contact Managers to other identify bespoke training partners Managers contacted to requirements where identify bespoke training appropriate requirements – awaiting responses

Mandatory for front line employees

8 Housing, Health and Communities OSP Agenda 21.11.13 66

HOUSING, HEALTH AND COMMUNITIES O.S.P. Corporate Plan Aim 1 – To improve quality of life and social justice for residents Original Forecast Forecast Performance Target Service Area Budgets Outturns Variance Status Indicator Second Quarter Status Commentary 2013/14 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Performance relates to 125/135 cases achieved within target. Housing Options Service Amber Red There was a significant increase (All costs relating to in homeless presentations during homelessness in the 484 503 19 ↓ HLPI 5 Homeless 100% 92.59% ↓ the summer period. This, borough including Decisions where written combined with some complex providing housing advice, notification supplied cases (one required a “child in managing the waiting list) within 33 days need” assessment), led to 4 being completed outside of the 33 day period.

Housing advice – Additional IT costs in respect of the ‘Homehunt’ system for dealing with allocations

Housing, Health and Communities OSP Agenda 21.11.13 67 Original Forecast Forecast Performance Target Service Area Budgets Outturns Variance Status Indicator Second Quarter Status Commentary 2013/14 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 September target was 100. System review in progress to Private Sector Grants Amber ensure that all appropriate (This includes the costs of Red hazards have been included. administering the council’s 124 137 13 ↓ HLPI 3a Removal of 200 36 Substantial amount of work housing grants for Private Sector property ↔ carried out on mobile home site example disabled facilities hazards conditions which cannot be grants and includes an included under the criteria accounting adjustment to (although essential work to reflect the capital ensure a safe living expenditure on grant environment).Grant funding for work). owner occupiers limited to £1,000 which limits the number of hazards which can be removed per intervention due to the removal of govt. grants..

Reduced grant fee income is anticipated . This is linked to the completion of disabled facilities grant works on the capital programme which is currently lower than budget, but this is demand led expenditure and will be monitored closely during the remainder of the year.

Housing Strategy No specific measure – this is the (All costs associated with Amber over-arching mechanism that the review of housing sets the direction for other needs, the preparation of 71 83 12 ↓ Housing-related activities strategic plans for housing, included in this report. Government initiatives and liaison with external The overspend on the portfolio bodies). budget is due to the carrying out of a gypsy and traveller needs assessment, but this will be financed from reserves and will therefore have a nil effect on General Fund.

Housing, Health and Communities OSP Agenda 21.11.13 68 Original Forecast Forecast Performance Target Service Area Budgets Outturns Variance Status Indicator Second Quarter Status Commentary 2013/14 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Private Sector Housing September target was 12. Standards Empty property strategy (These are the costs Red improvements will have more of associated with dealing 147 147 0 Green HLPI 7a Private sector 25 2 an effect in the second half of with environmental dwellings returned into ↔ the year. housing issues, to ensure ↔ occupation housing standards are maintained in the borough and private sector residents live in safe and sanitary conditions).

September target was 27. Lack of available properties - HLPI 7b Private sector 55 17 further work being undertaken ) Red demolition and bond with landlords, owners and

deposits ↓ letting agents to secure greater acceptance of the scheme and confidence of deposit security. The overspend is due mainly to the anticipated increased costs of the Leisure consultant as part Community Recreation of the Leisure tendering exercise (Includes the management that is proving to be more fee paid to the Leisure complex than originally 2,820 2,896 76 Amber Trust, in addition to any anticipated. Cabinet have been building-related costs that ↔ asked to approve a virement of remain the responsibility of £60k to meet these costs in the the authority) current year, from other underspending areas within Leisure centre usage: General Fund. Performance compares information to the same period in the previous year. 96,709 (2013/14) Green First quarter is shown. a)Pingles Improvement 94,234 (2012/13) ↑

Housing, Health and Communities OSP Agenda 21.11.13 69 Original Forecast Forecast Performance Target Service Area Budgets Outturns Variance Status Indicator Second Quarter Status Commentary 2013/14 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Performance compares information to the same period in the previous year. First quarter is shown. Please note that Bedworth pool was closed for one week to carry Community Recreation 49,598 (2013/14) Amber b)Bedworth Improvement out ceiling repairs in June 2013. (continued) 50,796 (2012/13) ↓

Performance compares information to the same period in the previous year. 17,538 First quarter is shown. (2013/14) Artificially high attendances in c)Etone Improvement Amber 19,926 the first quarter last year due to (2012/13) ↓ rescheduled fixtures on the outside area (following a prolonged spell of bad weather).

Performance compares information to the same period in 19,078 (2013/14) Amber d)Jubilee Improvement the previous year. 19,608 (2012/13) ↓ First quarter is shown.

Leisure centre customer

satisfaction :

Surveys carried out three times per year. Result relates to the a) Pingles 91% 96% Green latest survey in February 2013. ↔

Surveys carried out three times Amber per year. Result relates to the b) Bedworth 91% 89% ↓ latest survey in February 2013.

Housing, Health and Communities OSP Agenda 21.11.13 70 Original Forecast Forecast Performance Target Service Area Budgets Outturns Variance Status Indicator Second Quarter Status Commentary 2013/14 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Surveys carried out three times per year. Result relates to the Community Recreation latest survey in February 2013. c) Etone 91% 98% Green (continued) ↔

Surveys carried out three times Green per year. Result relates to the d) Jubilee 91% 95% latest survey in February 2013. ↔

Reduced income is anticipated Civic Hall from council promoted shows, in (Includes all operational addition to increased salary costs and income for Amber PULPI 7 - Customer costs for catering on casual staff shows held at the Civic 597 643 46 satisfaction with council- 90% 100% Green and overtime, offset against Hall, bar and catering ↔ promoted shows ↔ slightly increased profit from the functions). bar.

Please note that this indicator now measures actual numbers not per 1,000 population. September profiled target was 49,790. This figure includes visits to the museum, its social media sites and the occasions when museum objects are used Museum outside the museum or museum (All costs associated with PULPI 16 – All visits to 398 398 0 Green 80,090 56,553 Green team members deliver sessions. operating the museum and the Museum providing exhibitions). ↔ ↑

Housing, Health and Communities OSP Agenda 21.11.13 71 Original Forecast Forecast Performance Target Service Area Budgets Outturns Variance Status Indicator Second Quarter Status Commentary 2013/14 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Community Centres (All expenditure relating to Stockingford the provision of 160 160 0 Green Community Centre 13,100 6,325 Amber Stockingford and Keresley :number of visits Community Centres). ↑ ↓

Keresley Community Green Centre : number of 9,500 5,726 visits ↔

Housing, Health and Communities OSP Agenda 21.11.13 72

Performance Original Forecast Forecast Target Second Service Area Budgets Outturns Variance Status Indicator Status Commentary 2013/14 Quarter 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Total Recorded Crime has Community Safety reduced by 60 offences in Qtr 2 (All costs associated compared to Qtr1 and is now with crime reduction HLPI 25 - Overall recorded showing as Amber against and safety services, 285 273 (12) Green 8833 4,426 Amber crimes target. including various grants ↔ ↔ and ward-based Lower salary costs due to staff projects). working reduced hours Partners worked with Licensed premises offering training to supervisors. A 'party drugs

HLPI 26 - All violent crime clinic' drop in centre now 1636 922 Red offences operates out of the Recovery

↔ Partnership offices on Coton Road to give advice on new and emerging drugs. Number of arrests across the Borough including a prolific HLPI 27 - Domestic burglary 582 328 Red offender apprehended following offences ↓ public response this quarter.

Although still over target there have been 71 fewer crimes in Qtr 2 compared to Qtr1. Proactive work by partners HLPI 28 -Theft from vehicle Red 930 483 through crime prevention offences ↔ events; information via the media and 'In Touch' combined with enforcement action by the police.

Other (See Appendix A) 20 19 (1) Green

↔

TOTAL 5,106 5,259 153

Housing, Health and Communities OSP Agenda 21.11.13 73

Performance Original Forecast Forecast Target Second Service Area Budgets Outturns Variance Status Indicator Status Commentary 2013/14 Quarter 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 Reluctance with courts to grant HRA total Red possession orders resulting in (Includes all 1,206 1,254 47 Amber HLPI 14 Rent collected 98% 96.67% suspended management costs, ↓ possession/evictions at high revenue repairs and ↔ arrears levels. Working with maintenance, rental Housing Benefit section to income and Central increase take up of Govt. subsidy Discretionary Housing payments) Payments for short term assistance.

The HRA is showing a slightly increased deficit, due to rental income being slightly lower than anticipated, due to increased voids and right to buys. This is offset by reduced salary and redundancy costs, but the impact of some of the recent welfare reform changes has increased rent arrears and as such it is anticipated that additional contributions to bad debt provision will also be required during 2013/14.

Customer satisfaction

with the Capital

Programme:

Overall performance relates to

those surveyed rating the

service as good or better. Heating and Plumbing Green 98% 100%

↔

Housing, Health and Communities OSP Agenda 21.11.13 74 Performance Original Forecast Forecast Target Second Service Area Budgets Outturns Variance Status Indicator Status Commentary 2013/14 Quarter 2013/14 2013/14 2013/14 2013-14 £,000 £,000 £,000 HRA total Overall performance relates to (continued those surveyed rating the service as good or better. The main sub-contractor has now been replaced and it is anticipated that satisfaction Red levels will improve. This is being Kitchen and Bathroom 98% 89% ↔ monitored on a weekly basis by the Principal Building Surveyor.

Whilst preparation work on the new build programme is well underway, the majority of the HRA Capital actual ‘expenditure’ is likely to (Includes all Green occur in 2014/15 and budgets expenditure on 12,354 8,354 (4,000) and forecast outturns have improving the Council’s ↔ been amended to reflect this housing stock) slippage/timing difference.

Housing, Health and Communities OSP Agenda 21.11.13 75

Appendix A

Social O.S.P - Finance and Performance Definitions

Finance

Status Criteria:

Budgets on target or with underspends – Green Budgets with minor overspends – Amber Budgets with significant overspends or underspends (generally over 10% but may be less if likely to have a significant impact) – Red

“Other” includes: Mobile Home Sites, Arts Development, Allotments and Communities for Health.

Performance

Key

↑ = improved ↔ = stayed the same ↓ = declined

Housing, Health and Communities OSP Agenda 21.11.13 76 STRATEGIC PERFORMANCE REPORT SUMMARY:SEPTEMBER 2013 (data at the end of August 2013)

1. Finance and Resources Current Good Month - Comment Performance June July August Trend # = see commentary £0 -(£150k) (64) (346) (244) Refer to budget variance report. Revenue Forecast Outturn (surplus)/deficit £0 -(£250k) (72) (45) 76 Refer to budget variance report. HRA Revenue Outturn 0 000 GF Capital Programme Spend 0 (3.3m) (3.3m) (3.3m) HRA Capital Programme Spend

Improvement 69.49% 71.76% 70.86% Sundry Debt Collection* August profiled measure is 48.97% - 97.53% - 100% 29.65% 39.32% 48.57% 51%. Council Tax Collection*

August profiled is 50.42% - 53%. Business Rates Collection* 97.64% - 100% 31.73% 41.42% 50.80%

2. People and Service Delivery Current Good Month - Comment Performance June July August Trend # = see commentary Current Month: Top quartile F2F = 57% Customer feedback by channel (overall)* above 56% 65.10% 65.02% 64.40% TEL = 96% Top 10 councils WEB = 29% # 73 - 86% E-MAIL = 83%

July data not available in time for this 45.00% 50.42 NI 192 – Percentage of total waste recycled report. and composted* CCTV – Number of incidents captured that Not applicable 79 97 125 lead to, or assist in police arrests*

3. Processes Current Good Month - Comment Performance June July August Trend # = see commentary CELPI 14 - Working days lost to sickness 9.76 days 2.11 2.98 3.76 # absence* Annual (as at end of March) 2011/12 was 67% and half year update 100% 72% for 2012/13 was 68%. Personal Development Reviews (annual)*

4. Prospects for Improvement Current Good 3rd Quarter, 4th Quarter, Quarter- 1st, Comment Performance 2012/13 2012/13 2013/14 Trend # = see commentary Quarterly Corporate Plan Delivery Plan 80% 61% 54% 91% monitoring process*

* = NOT exception reporting

Housing, Health and Communities OSP Agenda 21.11.13 77 STRATEGIC PERFORMANCE REPORT SUMMARY: SEPTEMBER 2013 (data at the end of August 2013)

Exception Reporting Current Good Month - Comment Performance June July August Trend # = see commentary

FINANCE AND RESOURCES 98.00% 96.75% 97.12% 97.01% # HLPI 14 – Rent collection PEOPLE AND SERVICE DELIVERY 10 days (LG CFLPI 12 - Housing Benefit Processing of Inform 11.21 days 11.49 days 11.42 days changes of circumstances claims (Lean average) Measure)

Housing, Health and Communities OSP Agenda 21.11.13 78 Sheet 1 of 2

Month: September 2013 (Data at the end of August 2013)

Commentary for Strategic Performance Report

Finance and Resources

HLPI 14 – Rent collection Reluctance with courts to grant possession orders resulting in suspended possession/evictions at high arrears levels. Working with Housing Benefit Section to increase take up of Discretionary Housing Payments for short term assistance.

People and Service Delivery

August complaints by subject: Service Area No. No. No. No. Received Completed Acknowledged Completed in 10 days in 10 days outside 10 (but awaiting days completion Economic Development 1 1 0 0 Finance 4 0 0 0 Planning and Building Control 1 1 0 0 Housing 1 0 0 0 Housing Estate Management 1 0 0 1 Leisure and Culture (Parks) 2 1 0 1 Transport (Public) 1 1 0 0 Waste Management 4 2 0 1 TOTAL 15 6 0 3 Note: 6/15 = 40% (4 still awaiting acceptance & 2 awaiting completion).

Customer feedback by channel – Web “Ebase” suppliers are working on some e-forms.

Housing, Health and Communities OSP Agenda 21.11.13 79 Sheet 2 of 2 Month: September 2013 (Data at the end of August 2013)

Commentary for Strategic Performance Report

Processes

Absence Management “Green” (above target) as the result for August 2013 was 0.78 days/FTE (0.87 days/FTE last month). The cumulative April – August 2013 is 3.76 days/FTE against the profiled measure of 4.05 days/FTE (annual target is 9.76 days/FTE). By comparison, the result for August 2012 was 0.80 days/FTE) and the cumulative April – August 2012 was 4.99 days/FTE.

Summary for the month:

Service Unit No. of FTE FTE Total Total Long Year FTE Short Long FTE Days term to Term Term Days Lost days Date Days Days Lost per lost per Lost Lost FTE FTE Days Lost per FTE Directorate 4.3 0 0 0 0.00 0.00 0 Assets and 146.07 39 124.5 163.5 1.12 0.85 5.21 Street Services Business 49.41 4 0 4 0.08 0.00 2.84 Improvement Finance and 64 21 20 41 0.64 0.31 2.07 Procurement Governance 40.5 0 0 0 0.00 0.00 0.64 and Recreation Housing and 206.63 73 147 220 1.06 0.71 4.90 Communities Regeneration and 65.8 5 19 24 0.36 0.29 1.51 Public Protection

576.71 142.00 310.50 452.50 0.78 0.54 3.76 Total

FTE = Full Time Equivalent Note: Directorate includes trade union reps.

Health and Safety The two main areas which are still a concern are Legionella and Contractor monitoring. The issues surrounding Legionella relate to the Council requiring leaseholder permission to access their property to carry out the relevant work. Contractor monitoring is due to a resource issue which is currently being addressed.

Prospects for Improvement No additional commentary.

Housing, Health and Communities OSP Agenda 21.11.13 80 TRIM DOC 12/50461 This Version: 15th October 2013

Nuneaton and Bedworth Borough Council Strategic Risk Register

Net Risk Matrix Net Red Risk Summary

Risk – Very High – Major

R29 A R27 R29 Risk – Very High – Serious

Very High Very R27 R23, R24, B R22 High R28 Risk – High – Serious

R6, R7, R22 C R12, R30 R14 R13, R15

Significant R3, R8, Risk – Significant – Serious R11, R17, D R9, R19 R33 Low R21, R25, R14

PROBABILITY R31

Risk – Low – Major E

Very Low Very R33

F Almost Impossible

IMPACT: Low Moderate Serious Major

Page 1 of 30 Housing, Health and Communities OSP Agenda 21.11.13 81 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R29 Risk of planning by Very High – Existing Head of Very 1, 2,3, 4, 5,  Reports to Director appeal due to delays in Major 1. Discourage developers from Develop- High – 10/10/2013 6, 7 & 8 In Informal (R&PP) the delivery of Borough submitting planning ment Major place / Cabinet and Plan leading to; (RED) applications. Control Ongoing Cabinet a. Threat to the 2. Allocation of sufficient Director (RED)  BP Risk delivery of the vision budget and staff resources (R&PP) Register & and objectives in the to complete project. Issues Log. emerging Borough 3. Preferred Option Head of PP  Advisory notes Plan. consultation completed. and ED to Elected b. Reduction in the 4. Consider Judicial Review of Members. choice of options for appeal decisions that are Dir (G&R) the Borough Plan. contrary to Council’s stance. c. Development in an 5. Revised basis for calculating Head of PP uncoordinated and housing land supply based and ED piecemeal way leading on 2008 housing needs to lost opportunity to projections. address infrastructure 6. Borough Plan Steering Head of PP issues in a Group, work programme & and ED comprehensive way. timetable. d. Unavoidable extra 7. The Council’s position will Head of PP pressure on existing be reviewed after any and ED infrastructure leading adverse appeal decision to negative impact on (and appropriate reports local communities. taken to the relevant e. Damage to committees). reputation of the 8. Member Steering Group Head of PP Council with Planned & ED, Government bodies 1. Deliver Borough Plan as fast Director 1. As fast as and the public. as possible, next steps draft (R&PP), possible f. Financial cost Borough Plan, test of duty to co- Cabinet consistent associated with operate, Examination, Member with quality planning appeals and publication. lost s106 monies. g. Pressure on housing needs due to lack of new homes coming on- stream.

Page 2 of 30 Housing, Health and Communities OSP Agenda 21.11.13 82 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R27 Potential failure to Very High – (Existing / Ongoing): Strategic Very  Housing Needs Director provide adequate Serious 1. Housing Strategy. Housing & High – 09/07/2013 Survey (2010). (H&C) affordable housing to 2. NBBC Corporate Strategic Communiti Serious  Housing Options meet the needs of the (RED) Housing Group (comprising es data. borough with Housing, Legal, Planning & Manager (RED)  Monitoring of consequent impact on Finance officers). monthly the lives of residents 3. Funding from HCA via completions by and increased demand housing associations. Development on Council services. 4. Registered Providers Liason Control. Group (meets quarterly).  CSHG minutes. 5. Private Sector Landlords  RPLG minutes. Forum: NBBC offer bonds &  PSLF minutes & guarantees to support newsletters. vulnerable tenants access private rented accommodation). 6. Strategic Housing Market Assessment. 7. Empty Properties Strategy 8. Empty Properties Officer (shared with NWBC).

(Planned): 9. Review of AH targets in 9: When Borough Plan. Borough Plan 10. Funding for new builds from is finalized. our HRA capital programme. 10: Early 11. Housing Register data. 2012 for start of building.

Page 3 of 30 Housing, Health and Communities OSP Agenda 21.11.13 83 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R22 Economic downturn High – Existing Directors High – Ongoing  NNDR recovery Director adversely impacting Serious 1. HCA. (RPP, Serious 10/10/2013 contained rates (RPP) upon building, industry RSL Liaison Group – better H&C) within action  Unemployment and commercial (RED) liaison with developer (RED) plans claims markets which in turn 2. All economic development  Repossession delays / affects town functions are now combined in rates for housing centre redevelopment Regeneration & Public  Market rent and wider Protection services. receipt trends. developments within 3. Liaison with Local Enterprise  Commercial the Borough. Partnerships (Cov & Warwicks, property also Leicester & Leics). It’s occupancy levels. positive for NBBC that L&L has  Ropewalk footfall. obtained an enterprise zone @ Minutes of MIRA. Strategic Housing 4. Cross-border liaison with N Group meetings. Warwicks, Hinckley & Bosworth. 5. Strategic Housing Group (monthly). 6. Town Centres liaison with market traders & retailers. 8. Town centre redevelopment: i Bedworth Tesco (Store open – environment improvements in design) Planned 1. The (economy-led) Borough Plan (under development). 2. Town centre redevelopment: i Vicarage Street project (Progressing) ii. Abbey Street project (Progressing) iii. Bus Station (A future project): 3. Liaison with WCC economic development team in preparation of economic growth strategy.

Page 4 of 30 Housing, Health and Communities OSP Agenda 21.11.13 84 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R14 Potential failure of Sig – 1. Partnership agreements in Director Sig – See CG&R  Annual internal Managing Aim major partnerships to Serious place for majority of formal (G&R) Serious 09/07/2013 BP & external Director on 4 effectively fulfil their partnerships. audits. behalf of stated purposes (RED) 2. Partnership Framework (RED)  Gap analysis Management resulting in: adopted for all formal against NBBC Team.  Service failure for partnerships to work to. Partnership residents 3. Each partnership to produce Framework its own risk assessment & requirements Annual Reports, if (Town Centre applicable & perf. mgt Mgt P’ship). arrangements.  OSPs 4. If applicable, formal  Internal partnerships are required to improvement have business plans. board. 5. Corporate Governance  Partnership training for partners (as Mtg Boards, i.e. required). Camp Hill 6. Contractors monitored by  Operational/Ex various mechanisms (when ecutive/ applicable).  Member Mtg. 7. Partnership Steering  NABSCOP Groups.  Quarterly 8. Partnership Operational reports to Groups. OSPs on

partners, costs & PIs.  Individual contractor management arrangements by service area.  Minutes of Steering Groups.  Minutes of Operational Groups.

Page 5 of 30 Housing, Health and Communities OSP Agenda 21.11.13 85 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R33 Loss of service delivery High – (Existing / Ongoing): Director Low –  Orders & Director (BI) critical IT systems or Major (BI) Major 09/07/2013 invoices for IT whole of IT network for 1. Support & maintenance support & more than 1 day (RED) contracts in place for all (RED) maintenance significant items of arrangements. infrastructure (both software  UPS: Copies of and hardware). orders & payments 2. Infrastructure designed to records. be resilient & to minimize single points of failure.

3. Majority of servers are virtualised & access to all key applications is available using CITRIX (within the CITRIX environment, avoids a single point of failure).

4. Uninterruptible Power Supply (UPS) in place in Council House IT annex (conditions the supply to avoid power spikes, also allows controllable shutdown of IT equipment.

5. Data backup strategies, mainly: (a) Most data stored on main SAN unit. Is a backup SAN unit (both in Council House IT annex); (b) Civica Comino doc mgt system (old technology) for Revs & Bens and Council Tax Recovery. (Note: no backup systems for individual PCs).

6. As Directrates’ BCPs are updated, IT will review & Page 6 of 30 Housing, Health and Communities OSP Agenda 21.11.13 86 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review amend the infrastructure as needed to support Directorates’ requirements.

(Planned):

7. Private Branch Exchange: 7. By end of replacement battery backup July 2013. will provide 8 hours of telephony in event of a power loss.

Page 7 of 30 Housing, Health and Communities OSP Agenda 21.11.13 87 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R23 Continued effects of High – 1. Housing - increased support Directors High – 28/08/2013 Ongoing  No’s seeking Director recession impact upon Serious to fund vulnerable, e.g. (F&P, Moderate assistance via (F&P) on the customer base and Additional Discretionary H&C) Housing Options. behalf of Mgt in turn the performance (RED) Housing Payment Grant from (AMBER)  Housing Benefit / Team of the Council. Impacts DWP. Council Tax include – increased 2. Financial /budget planning. Benefit claim hardship, demand for 3. Housing – Increased trends. services, revenue fall / resources for Tenancy  No’s in income reduction. Sustainment & Financial unemployment Inclusion. (from the Annual 4. Housing – Additionsl Population preference for housing Survey). allocations for those affected  No’s of new by ‘bedroom tax’. businesses (from 5. Support for businesses. the Office of 6. Additional funding received National from CLG [Apr 2011] to Statistics’ assist people maintaining Business ownership of homes. Demography (Updated advice requested). stats). 7. In-year budget monitoring.  Budget reports to 8. Shared services. Management 9. Priority setting by Team & Cabinet. Management Team.  Annual internal & 10. Economic Development external audits. Strategy.  Housing – 11. Adequate level of reserves Monthly arrears held. management meetings.

 Monthly

allocations

reports.

Page 8 of 30 Housing, Health and Communities OSP Agenda 21.11.13 88 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R6 Potential failure to Sig – Existing Director Sig – Ongoing  Town Centres Director Aim deliver major Serious 1. Inclusion in capital strategy. (RPP) Moderate 10/10/2013 Partnerships (RPP) 1 improvements in 2. Applied for external grant  Monitor Town accordance with (RED) funding (AMBER) Centre footfall strategic plans for the 3. Land ownership  Delivery of Town Centres, with 4. Ongoing discussion with specific projects consequent impact on partners and private sector  SDP economic vitality of the 5. TESCO store open Borough. 6. Cabinet approval for Abbey Street project – developer appointed 7. NBBC & WCC Cabinets approval for Vicarage St project and preferred developer 8. Regular meetings of senior officers for estates, town centres economic development and planning to ensure co-ordinated approach. 9. Alternative “Quarters Concept” that will succeed the Master Plan – consulted within the Preferred Options 10. Commissioned up to date evidence about town centres. Planned 11. Vicarage St, appoint developer, development agreement, developer delivers project 12. Abbey St developer delivers project 13. TESCO – complete new crossing 14. Validate quarters concept against consultation responses and refreshed evidence base Page 9 of 30 Housing, Health and Communities OSP Agenda 21.11.13 89 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R7 Potential failure to: High - (Existing / Ongoing): Communit- Sig – Ongoing  Minutes of Director (BI) Aims  deliver continued Serious 1. Active management by ies Moderate 09/07/2013 NABSCOP 1-3 improvements in Safer Communities Manager meetings. community safety (RED) Partnership (NABSCOP). (AMBER)  Minutes of OSP  reduce the fear of Meets monthly. Action (Housing, Health crime and the points identified & regularly & Communities). perception of anti- reviewed. Has own Risk social behaviour Register. with impact on lives of 2. Quarterly presentations to residents and demand OSP (Housing, Health & for public services. Communities). 3. Annual strategic assessment of crime, the level of crime & its impact on the community.

Page 10 of 30 Housing, Health and Communities OSP Agenda 21.11.13 90 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R9 Potential failure to Low – Existing / Ongoing: Directors Low – Ongoing  Internal & external Managing Aim effectively: Major 1. Obligation to produce and and Serious 09/07/2013 audit reports. Director 3 (i) manage operational manage Risk Register. Risk Communic  Records of risks, (RED) Registers are in place and ations and (AMBER) Emergency Plan (ii) produce, test or updated periodically. Civic training update Business 2. RM Lean Working Review Events exercises. Continuity Plans, or currently in progress (June Manager  Records of (iii) prepare for acts of 2013). external BCP terrorism or civil 3. Business Continuity Plans review. emergencies in place to a level and  Minutes of LRF. Resulting in: reviewed periodically..  Service disruption 4. NBBC Major Emergency not avoided or Plan / annual training minimised &/or exercises. 5. Collaborative working with  Damage, injury, LRF (quarterly @ strategic illness &/or & operational levels, with possible death. joint training).

(Planned) 6. Resilience of Business Continuity Plans to be improved.

Page 11 of 30 Housing, Health and Communities OSP Agenda 21.11.13 91 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R13 Potential failure to High – Existing / Ongoing: Directors Sig –  H&S reports to Monitoring effectively embed Serious 1. Management & supervisors Moderate 09/07/2013 Mgt Team Officer (Dir, Health & Safety with appropriate skills, (periodic). G&R) arrangements across (RED) experience & training. (AMBER)  HASCOG minutes the organisation with 2. Qualified & experienced (bi-monthly). increased potential for H&S Manager supported by  Reports to accidents to qualified & experienced HASCOG & staff/public and/or risk H&S Officer. minuted of prosecution. 3. HASCOG includes all outcomes (bi- Directors except MD. monthly). 4. Corporate H&S Policy  Strategic H&S detailing mgt of H&S, signed Performance by MD & others. Reviewed Reports to annually by HSM & HASCOG from HASCOG. Last: Sept 2012. HSM (bi- 5. H&S policies & procedures monthly). with a review timetable. Each policy goes for consultation, then finalised by HASCOG. 6. Risk assessments and safe systems of work are in place across all directorates & for most relevant activities. 7. Risk assessments & safe systems of work monitored at HASCOG bi-monthly. 8. H&S training is supported by a training matrix which details mandatory & recommended training. 9. Local areas plan their own training and HSM provides support. 10. Quarterly in-house H&S inspections of NBBC premises where there are dedicated employees. HASCOG monitors frequency & findings bi- Page 12 of 30 Housing, Health and Communities OSP Agenda 21.11.13 92 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review monthly. 11. Reports to HASCOG against PIs. 12. Training includes IOSH Managing Safely course: all appropriate managers, also other designated personnel (plus refresher training). 13. Agreed that HASCOG terms of reference require an H&S report to Management Team on a 6 monthly basis.

(Planned): 14. TBA 14. H&S Audit Plan. (2013/14). 15. Six managers to go on IOSH Managing Safely 15. TBA course. (2013/14). 16. H&S awareness session for Cabinet to be provided by 16. Sep/Oct HSM. 2013.

Page 13 of 30 Housing, Health and Communities OSP Agenda 21.11.13 93 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review Due to: V. High – 1. Shared services MD & All Sig – Ongoing  Annual internal & Managing Reduced Serious 2. Regular monitoring of other Moderate 09/07/2013 external audits. Director, R15 government grant budgets by Management Directors  Returns to supported by Aim4 and Business (RED) Team. (AMBER) Government. Mgt Team. Rates income, &/or 3. Reports to Cabinet &  Strategic Increase in Scrutiny Panels. Performance caseload for Local 4. Procurement Strategy. Management Council Tax 5. Financial Plan. Report. Support, &/or 6. Training for members &  Cabinet & OSP Being overtaken by officers. minutes. budgeting 7. Priority setting by  Monthly pressures, &/or Management Team. monitoring Rising costs of 8. Lean systems re.views. reports (business supplies such as 9. Vacancy control. rates income and fuel and other 10. Planning for the future. council tax commodities &/or 11. Borough Plan. support Legislative 12. Economic Development caseload). changes (removal Strategy. of spare room 13. Community Infrastructure subsidy, Benefit Levy. Cap and Universal 14. Monthly monitoring of Credit etc). business rates income and Potential failure to council tax support effectively: caseload. (i) implement the 15. Additional Discretionary Three-Year Housing Payment grant Financial Plan &/or from DWP. (ii) operate a 16. Adequate level of reserves balanced budget. held to manage fluctuations in business rates income.

Page 14 of 30 Housing, Health and Communities OSP Agenda 21.11.13 94 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R19 Lack of capacity & High – (Existing / Ongoing): MD & all Low /  Strategic MD on behalf Aim4 skills amongst both Serious 1. Member Development other Serious 09/07/2013 Performance of Members & officers to: (RED) Group and programme. Directors Report Management  Deliver the key 2. Competency Framework for (AMBER) (monthly to Team. elements of the Elected Members. management / current Corporate 3. Constitution reviews. quarterly to Plan &/or 4. IDeA Scrutiny training and Cabinet).  Achieve development activity.  Integrated satisfactory levels 5. Reports to Cabinet & Performance of service. Scrutiny Panels. Report 6. HR Strategy (quarterly to 7. Competency Framework for OSPs). employees.  Cabinet & 8. Annual Employee Reviews. Scrutiny Panel 9. Management Development minutes. Programme.  Competency 10. Regular refresher sessions Framework for managers. records. 11. Memberships of  Employee professional bodies. Review 12. Trng/Dev Plans. records. 13. Use of West Mids “Talent  Records of Exchange” membership 14. Coaching Pool. renewals 15. Performance management (professional framework. bodies). 16. Use of TEN system. (Planned): 17. Borough Plan. 18. Refresh of Community Plan 18. Dec & Corporate Plan. 2013.

Page 15 of 30 Housing, Health and Communities OSP Agenda 21.11.13 95 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R28 Potential failure to Very High – (Existing / Ongoing): Director High –  Internal & external Director remove Category 1 Serious 1. 2007 Stock Condition (H&C) Moderate 09/07/2013 audit review. (H&C) (Housing H&S Rating Survey gave a statistics- System) hazards from (RED) based stock profile which (AMBER)  Removal of private sector housing supported the review & ‘Private Sector with the consequent development of the Housing Property Housing impact on the lives of Renewal & Financial Hazards’ PI (in residents. Assistance Policy. TEN system). 2. Capital budget. 3. Bid funding from Warwickshire Affordable Warmth Group. 4. Implimentation of the Home Energy Conservation Act Plan (to gain funding from energy suppliers). (Planned): 5. Review the Housing 5. TBA Renewal & Financial (2014/15). Assistance policy.

Page 16 of 30 Housing, Health and Communities OSP Agenda 21.11.13 96 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R24 Loss or corruption of V High – 1. Data Quality Policy in place Directors High –  Where Monitoring personal data on Moderate (last reviewed July 2011). Moderate 09/07/2013 appropriate, data Officer on service users 2. Data storage devices quality is included behalf of preventing delivery of (RED) encrypted (NBBC-issued (AMBER) in service delivery Management services and/or breach memory sticks (since 2010) plans and Team. of data protection & all Windows 7 laptops Operational Risk legislation with (since approx 2011). Registers. consequent loss of 3. Info Management Group reputation and/or meets quarterly & considers prosecution. cases of data breaches @ other public authorities to learn lessons. 4. Use of an accredited contractor to dispose of electrical equipment (inc IT equipment). The contractor guarantees data destruction & provides certification accordingly. 5. Data backup strategies. 6. Infrastructure designed to be resilient & to minimize single points of failure. (Planned): 7. Data Protection FoI training 7. Starting: to be arranged for each Sept 2013. employee every 3 years. 8. Security mitigation: 8. End of Compliance with Public Sept 2013. Services Network Code of Connection (PSN Co-Co).

Page 17 of 30 Housing, Health and Communities OSP Agenda 21.11.13 97 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R30 Failure to achieve V High – In Place, Rolling Programme & 1. Parks Sig – Ongoing  OSP scrutiny of Managing public satisfaction with Moderate As Required: & Low 03/09/2013 grounds Director, the borough as a place C’side maintenance supported to live and work, due to (RED) 1. Contract monitoring of Officer (GREEN) performance. by: poor management, performance by grounds 2. W & C  Customer  Dir (Gov development &/or maintenance contractor. Mgr satisfaction & Rec) promotion of day-to- 2. Enviro enforcement team. 3. W & C levels as per  Dir day Council services 3. Fly tipping enforcement. Mgr The Big (A&SS) resulting in: 4. Refuse & bulky items 4. W & C Survey. Dir (H&C)  Local stagnation / collections. Mgr  Monthly decline; 5. Provision of sporting Questionnaire 5. Head  Consequent loss activities (NBLT). Sampling of of income; 6. Provision of entertainment Reports. Recr’n  Likely rise in crime venue (Civic Hall).  Fly tipping 6. C Hall & anti-social 7. Encouragement of prosecution Mgr behaviour; independent organisers to records. 7. Comm Increased demand for hold events in the borough.  Website & Civic council services. 8. NABSCOP participation promotion of Events (Community Safety) parks & park Mgr 9. Involving tenants in bookings. 8. Comm designing housing services  Tenants Exec unities to improve satisfaction. Committee 10. Promotion & publicity Mgr meeting (council successes & 9. Area minutes. achievements) through Hsng  Homing In residents magazines & Mgr magazine (sent website. (LS) to all tenants & 11. ‘Park Mark’ accredited car 10. Comm leaseholders). parks. & Civic  Reports of on- Robust planning practices Events line Grounds relating to new developments. Mgr. Maintenance 11. Parking surveys. Mgr.  Maintenance of ‘Park Mark’ accreditation. Planning Applications Cttee reports & minutes.

Page 18 of 30 Housing, Health and Communities OSP Agenda 21.11.13 98 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R17 Potential failure to Sig – (Existing / Ongoing): MD & all Low –  Customer Director (BI) Aim achieve ‘customer Serious 1. Customer Service other Moderate 09/07/2013 satisfaction levels 4 service’ culture, standards Directors as measured by resulting in poor levels (RED) 2. Comms Unit provides a (GREEN) YouGov. of residents’ channel for Directorates to  Integrated satisfaction with promote their services, Performance Council as a whole initiatives & achievements. Report 3. Communications plans by Comms unit, as required. 4. Audience Development Plans 5. Resident involvement in budget and service planning 6. WCC Localities meetings (NBBC promotes) 7. Lean systems work (22 have already commenced, with potential to improve customer service & satisfaction levels). 8. The “Big Question” survey 8. Annual of residents’ experience of survey / NBBC services. planning.

Page 19 of 30 Housing, Health and Communities OSP Agenda 21.11.13 99 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R8 Potential failure to Sig-Serious (Existing / Ongoing). Director Low –  Local PIs Managing Aim reduce waste & 1. Actively manage (A&SS) Moderate 09/07/2013 (produced Director 3 increase recycling and (RED) Warwickshire Waste monthly). meet statutory targets, Strategy Action Plan and (GREEN)  Quarterly OSP resulting in: take corrective action as Enviro reports &  The Council needed. minutes. incurring financial 2. Monthly budget  Waste dataflow penalties & management meetings. statistics adverse publicity; 3. Recycling Officer in post, (processed promoting recycling across  Issues arising with nationally, the borough. recycling partners / available 4. Moved to alternative 2 contractors. monthly). weekly collections & new  Budget recycling service in 2011. management 5. Green waste collection reports (monthly). extended in Oct 2012 to operate throughout the year and includes food waste collection. (Planned): 6. Extension of full recycling 6. 31/12/2013 service to all flats & to carry out communal living areas (in an order to move to alternative assessment weekly collections). exercise to identify capital cost.

Page 20 of 30 Housing, Health and Communities OSP Agenda 21.11.13 100 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R31 Failure to reduce Sig – (Existing / Planned): Director Low –  Monitoring Head of Paid Aim emissions of Serious 1. Significant investment made (A&SS) Moderate 09/07/2013 through Service 3 greenhouse gases in new, energy efficient, Environment leading to negative (RED) equipment [boilers, CHP's, (GREEN) OSP publicity, global lighting, etc] in our corporate Director  Energy efficiency warming, increased buildings. (BI) ratings fo main costs, negative audit 2. New IT / comms equipment NBBC public rating more energy efficient. Managing buildings 3. New vehicles more fuel Director (provided by i- efficient. Prophets Energy 4. CO2 emissions from Services). vehicles analysed on a  Annual SAP yearly basis to assist in housing stock identifying high use areas energy ratings. and allow appropriate  Invoices for work actions to be taken [Green carried out. fleet review with EST]. 5. Refuse collection routes changed to alternate weekly collection in 2011. 6. Various employee awareness activities (Autumn 2011). 7. Working to impliment the Home Energy Conservation Act plan with external partners (various work programmes). Ongoing since March 2013. 8. SAP domestic energy cost ratings identify specific improvements to Council housing stock. Kitchens & bathrooms replaced, dual flush toilets, loft & cavity wall insulation installed to improve energy efficiency levels in appropriate properties. 9. Energy Matters page on Page 21 of 30 Housing, Health and Communities OSP Agenda 21.11.13 101 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review NBBC website. 10. Sustainable development & efficiency awareness promoted among developers, landowners & agents to promote improved standards for new developments. 11. Carbon emission levels fully considered when acquiring new vehicles. 12. Procurement procedures take account of sustainability considerations. 13. Air quality monitoring & management in selected Air Quality Management Areas. 14. Compliance with air pollution standards is promoted in industrial processes where NBBC regulate emissions to the air. 15. Work to improve / enhance habitat biodiversity @ key wildlife sites/corridors & parks. Planned: 16. Update of corporate 16. Aug Environment Sustainability 2013. Strategy.

Page 22 of 30 Housing, Health and Communities OSP Agenda 21.11.13 102 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R12 Implementation of the Sig – In Place, Achieved & As Director Sig - Low Where  Periodic verbal Managing Aim4 National Pay Moderate Required: (F&P): 16/09/2013 appropriate: reports to Director. Agreement 2004. Cost- (GREEN) Ongoing. Management Potential failure to (AMBER) 1. PRINCE 2 type Project related Team. effectively address pay Plan in place (Project mitigations;  Annual Employee & workforce issues Board). survey feedback associated with the 2. Single Status Project Board Head of since Autumn 2004 pay settlement, met as required. HR: Other 2011. including: 3. Adequate reserves policy. Mitigations.  Exit interviews,  The cost of equal 4. Continuing updates to monthly staff pay claims employees as appropriate. turnover & exceeding budget 5. FAQs on CLIP. sickness provision; 6. Pre-implementation statistics.  Effect on consultation with  Single Status employee morale employees and unions. Project Board at the end of the 7. Additional ‘Bainbridge’ minutes. protection periods. protection has been Track record of provided by NBBC to successful NOTE: employees as applicable. recruitment Employees subject to 8. Appeals process campaigns. locally-determined (completed). grading provision & 9. Methodology & outcome craft workers remain to reviewed by co-founder of be considered NJC scheme. separately (approx 60 10. Equalities impact employees). assessment was undertaken by independent external body. 11. Involvement of ACAS to support equal pay settlements. 12. If unable to fill a post would consider advertising more widely &/or market forces payment.

Planned: 13. CAB support (financial 13: Dec 2013 matters) to be made to Feb 2014. available to employees. Page 23 of 30 Housing, Health and Communities OSP Agenda 21.11.13 103 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review 14. Equality Pay Claims being 14. 2013/14 settled. To be defended where Material Factor Defence (MFD) is available.

Page 24 of 30 Housing, Health and Communities OSP Agenda 21.11.13 104 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R3 Sluggish housing Low–Ser In Place & Ongoing Camp Hill Low –  Agreed Project Managing Aim market impacting on Programme Moderate 18/09/2013 1-5: Ongoing Initiation Director 1 developer’s confidence (AMBER) 1. Active management by Manager as required. Document to bring forward the Operational Board. (GREEN) (PRINCE 2 final phase. 2. PRINCE2 active project business plan). management (includes  Stage plans Project RR, reviewed & (agreed & signed updated annually). by Exec & Op 3. Contracts with developer, Boards). transferring risk of  Workstream plans investment loss to them. (monitored bi- 4. All necessary planning monthly by Op permissions in place & Board). extendable.  Bi-monthly 5. Avoided having a ‘market Strategic slowdown’ clause Performance (mothballing option) in Report from contract with builder. Project Manager Instead, the build to heads of work programme requires builder streams to complete by March 2028. (Operational Board reps & individual risk Planned: managers).

st  Liaison with 6. Cabinet resolution to use 6. 31 March Homes & CPO powers for final CPO. 2014. Communities Agency, and developer (principal contractor) who all sit on the Operational Board.  Project Management Structure  Stage Delivery Plans (2 yearly).

Page 25 of 30 Housing, Health and Communities OSP Agenda 21.11.13 105 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R11 Insufficient planning or Low – In Place/ Rolling Process/ Ad Low -  Reports to Dir (A&SS), Aim4 resourcing of capital Serious Hoc: Moderate 03/09/2013 Cabinet (At least supported by investment priorities. 1. Corp Asset Mgt Team 1. (A&SS 1. Six 6 monthly). Dir (F&P). Ineffective use of (AMBER) (CAMT) review capital bids team). (GREEN) weekly.  Reports to OSPs. assets. & prioritise (6 weekly).  CAMT (reports to Resulting in: 2. Regular monitoring of 2. Dir 2. Monthly. & minutes of).  Increased costs capital projects; summaries (F&P),  Annual Service due to inadequate issued to budget managers supported Delivery Plans. maintenance; for reporting progress to by CAMT.  Cov, Solihull &  More empty assets CAMT. Warks POG generating no 3. Comprehensive reports on 3. Dir 3. At least 6 reports & income; capital plans from CAMT to (F&P), monthly. minutes.  Reputation Cabinet to include 3 year supported declines. forecasts (at least 6 by CAMT. monthly). 4. (Selected projects): Post- 4. MD 4. Periodic. completion reviews supported (financial / were objectives by CAMT. met? / lessons learned). Use of template to feed back to CAMT. 5. Wide diversity of expertise 5. (A&SS 5. N/A. in CAMT. team).

6. Asset Management Plan & 6. Dir 6. N/A. Capital Strategy (5 years, (A&SS). 2013-18)

7. Coventry, Solihull & Warks 7. Dir 7. Rolling Property Officers Group (all (A&ss). basis. public sector organizations in the region, meeting 3 times a year to ensure public sector assets used as effectively as possible).

Planned: 8. 31 Oct 8. Annual Asset Management 8. Dir 2013, Plan. (A&SS) then annually. Page 26 of 30 Housing, Health and Communities OSP Agenda 21.11.13 106 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R21 Potential failure to Low – (Existing / Ongoing): Directors Low –  Minutes of Public Director (BI) Aim4 realistically prepare for Serious 1. Business Continuity Plans in Moderate 09/07/2013 Health England major emergencies placeto a level and reviewed (part of LRF such as the impact of a (AMBER) periodically. (GREEN) quarterly possible flu’ pandemic 2. NBBC Major Emergency meetings) with potential impact Plan.  Minutes of LRF. on ability to deliver 3. Collaborative working with services. LRF (quarterly @ strategic & operational levels, with joint training) 4. IT infrastructure designed to be resilient 5. Annual training exercises relating to NBBC Emergency Plan.

(Planned) 6. Resilience of Business 6. Dec 2014 Continuity Plans to be improved.

Page 27 of 30 Housing, Health and Communities OSP Agenda 21.11.13 107 TRIM DOC 12/50461 This Version: 15th October 2013 Ref. Risk Description – Gross Risk Mitigation Control Mitigation Net Risk Date of Action by Sources of Risk Owner Cause & Owner / Last Date Assurance Consequence STATUS Review R25 Loss of key data Sig – (Existing / Ongoing): Directors  Where Monitoring preventing Moderate 1. Performance Management Low – 09/07/2013 appropriate, data Officer (Dir – accurate/any reporting Framework includes data Moderate quality is included G&R) on of performance (AMBER) quality guidelines which in service delivery behalf of Mgt management identify responsibilities. (GREEN) plans and Team 2. PMF is reviewed annually Operational Risk by Performance & Quality Registers. Manager (last reviewed April  Monthly 2013). performance 3. P&QM monitors reporting to performance information a Management nd challenges it as Team. appropriate.  Quarterly 4. Data backup strategies. performance 5. Infrastructure designed to reporting to be resilient & to minimize Cabinet & OSPs. single points of failure.  Annual internal 6. Data storage devices audit of encrypted (NBBC-issued performance memory sticks (since 2010) measures. & all Windows 7 laptops (since approx 2011). (Planned): 7. Performance review to 7. July 2013 ensure the effectiveness of (but target performance management date is under arrangements. review).

Page 28 of 30 Housing, Health and Communities OSP Agenda 21.11.13 108 TRIM DOC 12/50461 This Version: 15th October 2013

Deleted Risks.

R1 was “Failure to maintain/improve community cohesion R2 was “Costs of new concessionary fares scheme exceeding budget (This became R26 and was subsequently deleted: see below). R4 was “Potential failure to deliver continued improvements in Housing Services”. R5 was “Potential failure to achieve the ‘Decent Homes’ standard for private sector housing” (This is now R28). R10 was “failure to implement new legislation e.g.DDA, Civil Contingencies Act. R16 was “Poor management resulting in failure to achieve satisfactory levels of service /deliver aims in Corporate Plan or Community Strategy” (Deleted June 2013 following consideration by Directors. Now combined with R19, with which it overlapped). R18 was “Potential failure to achieve VFM savings from Cultural Services Improvement Plan”. R20 was “Ineffective communication arrangements &/or failure to promote the borough” R.26 was “Potential financial impact of the fare appeals for the Concessionary Travel Scheme affecting ability to afford to deliver key priorities.” (Deleted June 2013 on advice of C Pugh (Treasury & Technical Manager) that “our issues have been resolved). R30 deleted as no longer relevant R32 deleted as duplicated another risk in the register.

In 2006 there were also the following: “Failure to deliver improvements in the benefits service (then numbered as R2). “Ineffective implementation of the ‘E-Government’ agenda and benefits of Electronic Service Delivery (ESD) not achieved” (then numbered as R12).

Risks Outside the Council’s Control Because of External Factors

Currently: None.



Page 29 of 30 Housing, Health and Communities OSP Agenda 21.11.13 109 TRIM DOC 12/50461 This Version: 15th October 2013

Appendix: Abbreviations:

AH- Affordable Housing BCP- Business Continuity Plan BFI- Benefits Fraud Inspectorate BP- Borough Plan CAMT- Corporate Asset Management Team CLG- Communities & Local Govt CLIP- Corporate Library Information Point CPO- Compulsory Purchase Order CSHG- Corporate Strategic Housing Group. EST- Energy Saving Trust GOWM - Government Officer for the West Midlands HASCOG - Health & Safety Co-Ordinators Group HCA- Homes & Communities Agency HSE - Health & Safety Executive HSM- Health & Safety Manager IDeA- Improvement & Development Agency IEG - Implementing Electronic Government IIP - Investors in People LRF- Local Resilience Forum (the primary liaison body linking Category 1 responders within the Warwickshire Police Boundary under the Civil Contingencies Act, 2004). LSP- Local Strategic Partnership MTFS- Medium Term Financial Strategy. NABSCOP- Nuneaton & Bedworth Safer Communities Partnership OSP- Overview & Scrutiny Panel HB/CTB- Housing Benefits/ Council Tax Benefits NNDR- National Non-Domestic Rates P&QM - Performance & Quality Manager PAS- Planning Advisory Service PI - Performance Indicator PMF - Performance Management Framework RPLG- Registered Providers Liaison Group (private housing provision). RR- Risk Register RSL- Registered Social Landlord(s) SDP- Service Delivery Plan WRAP- Waste & Resources Action Programme Page 30 of 30 Housing, Health and Communities OSP Agenda 21.11.13 110

Housing, Health & Communities OSP – Draft Work Programme 2013/14

Council Garage Site Review Review Feb 2014

Sheltered Housing Review Scrutiny Mar 2014

Impact of Welfare Reform on Housing Overview

Tenants Survey Results Scrutiny Mar 2014

Closure of Avenue House – Update Overview Dec 2013

NBLT – Passport to Leisure update Scrutiny

NBLT Annual Report Performance Monitoring NABSCOP Strategic Assessment 2014/15 Overview Feb 2014

Community Safety Partnership Performance Report Performance Feb 2014 Monitoring Integrated Performance Reports Scrutiny Feb 2014

Decoration Allowance Review Report Scrutiny

Civic Hall Audience Participation Plan Performance Annual Monitoring George Eliot Hospital Update Overview Dec 2013 Mar 2014 End of Life Care Review Update Overview Dec 2013

Housing, Health and Communities OSP Agenda 21.11.13 111