Member Services Chris Oliver Executive Director
Please ask for: Member Services Direct Line: (01322) 343430 To: All Members of the Council Direct Fax: (01322) 343974 E-mail: [email protected] CC: Distribution List DX: 142726 DARTFORD 7 We welcome calls via Typetalk Your Ref: Our Ref
Date: Dear Councillor
Cabinet Advisory Panel A – Monday 20 September 2010
Further to the despatch of the Agenda for the above meeting, the following items, which were marked 'to follow', are now enclosed:
10. Long Valley Community Hall and Adjoining Land (Pages 1 - 6) 15. Government Policy Changes Affecting the Council (Pages 7 - 14) 17. Revenue Budget Monitoring 2010/2011 (Pages 15 - 26) 21. Benefits Service - Progress Against Improvement Plan (Pages 27 - 32)
Yours sincerely,
Member Services
MEMBER SERVICES
Civic Centre, Home Gardens, Dartford, Kent DA1 1DR ¦ t: 01322 343434 ¦ w: www.dartford.gov.uk
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CABINET 23 SEPTEMBER 2010
LONG VALLEY HALL AND ADJOINING LAND
Ward Longfield and New Barn
1. Summary
1.1 The Council has received an approach from Longfield and New Barn Parish Council to acquire these properties.
2. RECOMMENDATIONS
2.1 That the land and premises shown by black verge on the plan attached as Appendix A be declared suitable for transfer to a local Parish Council. 2.2 That the Project Director be authorised to enter into negotiations with the Longfield and New Barn Parish Council to transfer the property on terms to be approved by the Managing Director in consultation with the Deputy Leader of the Council and Head of Legal Services.
3. Background and Discussion
3.1. Officers have been approached by the Longfield and New Barn Parish Council to acquire the freehold interest in the property known as Long Valley Hall and adjoining land at Longfield, as shown by black verge (for identification purposes only) on the plan attached as Appendix A. 3.2. The property comprises three distinct areas as detailed below:- (a) Long Valley Community Hall, Social Club & Car Park. There are three leases in existence for these premises. The Parish Council has been granted two of these: a lease of part of the Long Valley Hall for a term of 20 years from 11 May 2010 at a rent of £1,400 per annum subject to 5 yearly rent reviews and a lease of an area for a Children’s Play Area at a peppercorn rent expiring in November 2024. The remaining part of Long Valley Hall is leased to Long Valley Sports and Social Club for 20 years from 11 May 2010 at a rent of £6,500 per annum subject to 5 yearly rent review. (b) Long Valley Sports Ground. This area of approximately 4.7 acres is currently leased by the Parish Council for 25 years from 15 November 1999 at a peppercorn rent. (c) Longfield Chalk Bank. This has an area of approximately 4.8 acres and is a “Site of Nature Conservation Interest”. It is currently being managed by Kent Wildlife Trust under the terms of a Licence from this Council with no payment involved. 3.3. The Council wishes to encourage asset transfers to appropriate authorities where such a transfer is judged to be in the interest of both authorities and local residents. Long Valley Hall building is in an Agenda Item 10 Page 2
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extremely tired condition and would ideally benefit from reconstruction. The Parish Council has submitted a planning application (ref 10/0070/FUL) to this Council, as Local Planning Authority, for the demolition of the existing community hall and parish office and erection of a two-storey detached building to provide community hall including parish office, new flood lit 5-a-side all-weather football pitch and revised car parking arrangements. The Parish Council has now followed this up with the approach to acquire the freehold interest in this property. Officers are of the view that it is appropriate that this property be disposed of to the Parish Council as it is a local community facility. 3.4. Members approval is sought to declare the property and adjoining lands suitable for transfer and to authorise the Project Director to enter into negotiations with the Parish Council to dispose of the property on terms to be approved by the Managing Director in consultation with the Deputy Leader of the Council and the Head of Legal Services. 4. Relationship to the Corporate Plan
To ensure that regeneration in Dartford is sustainable and of benefit to all of our communities.
5. Financial, legal, staffing and other administrative implications and risk assessments
Financial Implications The proposal will result in a capital receipt being obtained but a loss of rent of £7,900 per annum. Legal Implications Part of the land is held as public open space. Under Section 123(2A) of the Local Government Act 1972, before transferring ownership of the land, the Council must give notice of its intention to do so by advertising for two consecutive weeks in a newspaper circulating in the area. Any representations received would have to be considered before any disposal could proceed. Under Section 123 of the 1972 Act, the Council can dispose of its land without the consent of the Secretary of State provided that the disposal is at the best price that can reasonably be obtained. Staffing Implications None. Administrative None. Implications Risk Assessment No uncertainties and/or constraints at this stage.
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6. Details of Exempt Information Category
Not applicable
7. Appendices
Appendix A - Plan
BACKGROUND PAPERS
Documents consulted Date / Report Author Section and Exempt File Ref Directorate Information Category
Long Valley Hall 25.8.10 David Fletcher Valuation Not Project Director Services applicable 01322 343073 Managing Director
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CABINET 23 SEPTEMBER 2010
GOVERNMENT CHANGES AFFECTING THE COUNCIL
1. Summary
1.1 To inform the Cabinet about policy changes made by the Coalition Government which affect this Council
2. RECOMMENDATION
2.1 That the Cabinet note the policy changes made by the Coalition Government which affect this Council
3. Background and Discussion
3.1. A number of important legislative and policy announcements have been made which directly affect the Borough Council. The purpose of this report is to give the Cabinet a general overview of what the Government has announced and the key aspects of those announcements. 3.2. The Coalition Government is underpinned by the Coalition Agreement entitled "The Coalition: our programme for government". Section 4 of the document sets out the programme in relation to Communities and Local Government. This includes giving Local Authorities a power of general competence which will allow Councils to take action in any area which they consider appropriate, unless there is a specific legal prohibition. 3.3. The Government has announced that it is to allow Councils to create or revoke by-laws without having to gain permission from the Secretary of State for Communities and Local Government. Councils will have to demonstrate that they have consulted local residents about the proposal. The Secretary of State for Communities and Local Government has also announced a streamlined process for organising street parties and is asking Councils’ to reduce the amount of signage and barriers currently found on highways. 3.4. The agreement announces the abolition of Regional Spatial Strategies and the Infrastructure Planning Commission. Planning decisions in areas such as housing numbers are now to be taken by Local Authorities and the targets set at regional level are to be abolished. 3.5. The Secretary of State has written to Local Authority Leaders to advise that he intends to abolish Regional Strategies and that he expects local planning authorities and the Planning Inspectorate to treat that as a material planning consideration. There has been no indication as to
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whether documents such as the County Structure Plans are to be revived or whether any sub regional arrangements around issues such as infrastructure will be for local groupings to decide upon. 3.6. Whilst housing numbers have now become a matter for this Council to decide upon it should be noted that the Council has already granted planning permission for over 13,000 new homes. 3.7. Proposals have been published to introduce a “new homes bonus” to encourage house building. Details of the scheme will be provided in a consultation paper to be produced after the spending review, however it has been suggested that this will involve Councils receiving a grant worth 100% of Council Tax revenues for these properties, for a six year period after completion and 125% of revenues for affordable homes. 3.8. With the abolition of the regional spatial strategies the Government has abolished the Regional Development Agencies, including the South East England Development Agency (SEEDA). The Government has also announced that the Government Offices, including the Government Office for the South East (GOSE), are to be abolished, subject to the consequential changes involved being resolved through the Comprehensive Spending Review (this mainly involves issues around the regional management of civil contingencies). 3.9. The regional development bodies will be replaced with Local Enterprise Partnerships (LEP’s). These will be bodies consisting of representatives of Local Authorities and business. They would represent groups of upper tier authorities and reflect the natural economic geography of the areas they serve and hence cover real functional economic and travel to work areas. There has been no mention about the future of Local Strategic Partnerships and Community Planning. 3.10. The Local Enterprise Partnerships are designed to create the conditions for economic growth, however some of the functions currently carried out by the regional agencies, such as inward investment and business support, will return to central government. The Government’s approach to sub national economic growth is to be set out in a White Paper. 3.11. Proposals for Local Enterprise Partnerships were requested by 6 September 2010. In Kent a number of LEP proposals were submitted, of which the Council was involved in three. This reflects the economic geography of Dartford’s position next to London.. 3.12. Regional development funding had been channelled through the Regional Development Agencies, with their abolition the Government has set up a £1 billion Regional Growth Fund, details of who will be eligible to bid for funding and the funding criteria will be set out in the sub national growth White Paper.
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3.13. The Council will want to ensure that Dartford continues to receive adequate funding for regeneration projects which are of benefit to local people. 3.14. Whilst abolishing Regional Spatial Strategies the Government has abolished the minimum density figure of 30 units per hectare on development sites and has removed the definition of gardens as previously developed land, making them harder to develop as housing. 3.15. Changes have been announced in relation to gypsies and travellers. With the abolition of Regional Spatial Strategies the requirement to identify a certain number of sites for gypsies and travellers has been dropped. The circulars which set out the process which planning authorities must follow in terms of meeting the perceived needs of gypsies and travellers are also to be revoked and replaced by “lighter touch” guidance on the statutory requirements in terms of meeting the housing needs of the gypsy and traveller community. Those gypsies and travellers based on local authority sites will be given the same tenancy rights as residents on mobile home sites. 3.16. The provision of further sites will be encouraged by paying the housing bonus to councils which provide sites. 3.17. A number of changes have been made to the housing area. The National Housing Planning Advice Unit has been abolished as has the National Tenant Voice. Housing Planning Delivery Grant has been abolished. Reviews are to be carried out on the Tenant Services Authority, the future of Housing Revenue Accounts, the Community Infrastructure levy and Housing Private Finance Initiatives. 3.18. There are also proposed changes to Housing Benefit. From April 2011 Local Housing Allowance will be capped at £400 per week for a four bedroomed house and there will be an increase in deductions for non dependent tenants. From April 2013 benefit will be limited to the cost of housing which the claimant is judged to need. Also from 2013 Jobseekers’ Allowance and Housing Benefit payments will be cut by 10% after a person has been in receipt of them for 12 months. 3.19. The Climate Change Act 2008 is to be amended in order to remove the powers of Local Authorities to pilot waste reduction schemes, such as “pay as you throw”. 3.20. The Coalition Agreement stated that it was the intention of the new Government to reduce the reporting burden on Local Authorities. To this end the Comprehensive Area Assessment has been abolished. The Comprehensive Area Assessment involved two processes. The first was an Area Assessment which looked at how all the public services in an area were improving the quality of life of residents. This was based on the county wide Local Area Agreement (LAA) and the targets contained in it.
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3.21. The second was an individual assessment of the performance of Councils, Health Authorities and the Police, called “Use of Resources”. The Council had expressed it’s concern that the Area Assessments would have little relevance to local residents and that the “Use of Resources” process would be time consuming and expensive. 3.22. The formal Local Area Agreement process has been discontinued, Councils and partners can agree with each other priorities and targets, but these no longer need to be agreed with Government. Partners across Kent are currently discussing a refresh of the Vision for Kent, which may in turn lead to a local agreement. The performance reward grant, associated with LAA’s has also been removed. 3.23. The Secretary of State for Communities and Local Government has also announced his intention to abolish the Audit Commission. The Commission’s research and audit oversight roles will be taken on by the National Audit Office, whilst the District Audit Service will be privatised and will compete for business with other private sector companies. The Standards Board for England has also been abolished. 3.24. The Place Survey and the tenants STATUS Survey have been stopped, which means that a number of National Indicators associated with those surveys will no longer be published. The Government has emphasised that whilst the national surveys have been abolished Councils would be expected to continue to consult and involve local residents. There has been no formal statement in terms of the future of the National Indicator set or any likely replacement national performance framework. 3.25. There have also been a number of policy announcements which affect the Council’s partner organisations. A Health White Paper “Equity and Excellence: Liberating the NHS” has been published. This proposes radical change to the structure of the NHS. 3.26. Strategic Health Authorities and Primary Care Trusts (PCT’s) are to be abolished from 2013. The commissioning functions currently carried out by the PCT’s will be taken over by consortia of GP practices, which will be in place, in shadow form, by 2011/12. The consortia will be responsible for 80% of NHS spending. The consortia will be expected to work with other health care professionals and Local Authorities, but will be accountable to a national NHS Commissioning Board, which will also allocate their funding. Local hospitals will become Foundation Trusts, removed from Department of Health control. 3.27. Upper Tier Councils will be responsible for coordinating health and social care and will take on responsibility for public health. Public health will be overseen nationally by a new National Public Health Body. Public Health budgets will be ring fenced and based on local health inequality.
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3.28. These functions will be coordinated through local Health and Wellbeing Boards, which will replace the current overview and scrutiny functions in this area. A new Health Watch organisation is to be set up. There will be a national Health Watch, which will be based with the Care Quality Commission and local Health Watches, which will replace Local Involvement Networks (LINKS). They will be centrally funded, but at a local level commissioned by Local Government. 3.29. The Borough Council receives funding from NHS West Kent, through the Choosing Health programme, it has also worked with NHS West Kent to move mainstream health funding into the area to deal with health inequality issues. The Council will want to ensure that funding in this area continues. 3.30. The Council is a statutory member of the Local Children’s Trust. This is a multi agency grouping designed to coordinate Children’s services in the area and to produce a Children and Young Person’s Plan. The makeup and work of the Trust is set by statute, and in Kent they have recently been subject to major restructuring. The Government has made an announcement about the legal status of Children’s Trusts and the production of Children and Young People’s Plans. The Secretary of State for Education announced that the Department for Education would: remove the duty on schools to co-operate through Children’s Trusts via the forthcoming Education Bill remove the requirement on local authorities to set up Children’s Trust Boards and the requirement on those Boards to prepare and publish a joint Children and Young People’s Plan, at the first available legislative opportunity revoke the regulations underpinning the Children and Young People’s Plan and withdraw the statutory guidance on Children’s Trusts, in the autumn. 3.31. Participation in the Trust has therefore become a voluntary matter. Kent and other partners have taken the view that there is value in continuing the current partnership arrangements, particularly as there is no longer national guidance setting out what should be in local plans. The Government has also abolished “Contact Point”, the national data base containing details of every child in the country. The Government has also announced the abolition of the Building Schools for the Future programme. The Longfield Academy project was unaffected by this announcement however the project involving Wilmington Enterprise College is subject to discussion. 3.32. The Government has also set out proposals for changes to Policing in the White Paper “Policing in the 21 st Century: Reconnecting police and the people”. The most radical change being proposed is the abolition of Police Authorities and their replacement by a directly elected Police and Crime Commissioner. 5 Agenda Item 15 Page 12
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3.33. The Police and Crime Commissioner will have the role of :
Representing and engaging with all those who live and work in the communities in their force area and identifying their policing needs;
Setting priorities that meet those needs by agreeing a local strategic plan for the force;
Holding the Chief Constable to account for achieving these priorities as efficiently and effectively as possible, and playing a role in wider questions of community safety;
Setting the force budget and setting the precept; and,
Appointing - and, where necessary, removing - the Chief Constable. 3.30 The Home Office is also considering giving the Police and Crime Commissioner powers to bring Community Safety Partnerships together at force level to deal with force wide issues and to commission community safety work. This type of body already exists in Kent with the Safer and Stronger Communities group of the Kent Partnership. 3.31 Oversight of the work of the Commissioner will be undertaken by a Police and Crime panel, made up of local Councillors and lay members. Community Safety Partnerships (CSP’s) are to be retained, but some of the statutory requirements around them, such as the prescription of bodies which Community Safety Partnerships must cooperate with in formulating and implementing strategies, and regulations relating to appointing a chair for the CSP, will be removed. 3.32 There are also suggestions that “neighbourhood beat meetings” should be held to engage residents in local policing, the Commissioner will be required to ensure that these are inclusive, held at a time and locations which are convenient and use new technologies such as Twitter and texting. There is no indication that this will replace PACT panels. 3.33 It is also proposed to .review the use of the Regulation of Investigatory Powers Act by Local Authorities. 3.34 The Government has abolished the Policing Pledge and the target for improving public confidence. 3.35 The Government has also abolished the National ID scheme and the Home Secretary has ordered a review of Anti Social Behaviour Orders. Licensing laws are also to be reviewed, with greater fines for underage sales, banning of below cost alcohol promotions and Local Authorities will be allowed to charge more for late licenses to cover the costs of additional measures, such as Grabbacab in Dartford town centre. 3.36 The Government has also announced its intention to scrap the Council Tax capping regime and to replace it with a requirement that where a Council proposes a rise in Council Tax that the Government deems to 6 Page 13 Agenda Item 15
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be excessive, according to its own calculation of what the Council should be spending, a referendum of all local electors will be required. The Government is also proposing that there should be a freeze on Council Tax for at least one year and discussions are underway with Local Government in terms of how this can be achieved. 3.37 The Comprehensive Spending Review will be announced on 20 October 2010 and this is likely to have a significant budgetary impact upon the Council and its partners.
4. Relationship to the Corporate Plan
The Corporate Plan covers all of the areas outlined in the report above.
5. Financial, legal, staffing and other administrative implications and risk assessments
Financial Implications The Comprehensive Spending Review and the Government’s proposals, outlined above may have significant financial implications for the Council, but the Council is unlikely to receive any details of future grant until late November at the earliest. Legal Implications None Staffing Implications The potential significant loss of Government grant will have staffing implications for the Council. Administrative Implications None Risk Assessment The Comprehensive Spending Review and the structural changes proposed in areas such as health are likely to affect the Council’s financial position.
6. Details of Exempt Information Category
Not applicable
7. Appendices
None
BACKGROUND PAPERS
Documents consulted Date / Report Author Section and Exempt
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File Ref Directorate Information Category
“Policing in the 21 st 2010 Adrian Gowan MAIT N/A Century: Reconnecting (01322) 343418 Executive police and the people”.
“Equity and Excellence: 2010 Liberating the NHS”
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CABINET 23 SEPT2010
REVENUE BUDGET MONITORING 2010/11
1. Summary
1.1 To update Members on financial performance against budget to date for 2010/11 for the General Fund and Housing Revenue Account.
2. RECOMMENDATIONS
2.1 That Members note some potential significant variances on individual budgets in the General Fund for 2010/11 but that it is expected overall net expenditure will remain in budget at the end of the year.
2.2 That Members note that the only significant variance to report on the HRA for 2010/11 is increased rental income.
3. Background and Discussion
Budget Monitoring 2010/11
3.1 The revenue budgets for 2010/11 were approved by the Council on 1 March 2010. This is the second of several monitoring reports which will be submitted throughout the year.
3.2 Budget monitoring reports are submitted to Cabinet, in narrative form, concentrating on the key financial risks. The key risk areas account for a large part of the Council’s General Fund Budget. Appendix A gives a commentary on these areas and includes a short commentary on the Housing Revenue Account.
3.3 This report is based on information available up to the end of July, or August where available, and discussions with Spending Officers. It is too early in the year to be able to confidently predict the year-end outturn but there are some variances that need to be mentioned. The key budget variances to date are:
• A number of contracts are linked to RPI or other indices. The budget allowance for inflation on contracts is £95,000 but this is likely to be exceeded but not by as much as originally thought.
• The new lease agreement at Fairfield Pool is approximately £45,000 less than provided for as a fall back position in the budget;
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• The cost of providing services at Acacia this year is unlikely to be contained within budget and an overspend of approximately £100,000 is estimated;
• One-off VAT refunds of approximately £290,000 have been received;
• Interest receivable is likely to be below budget
• Income from planning fees is unlikely to meet budget
• Income from land charges is unlikely to meet budget
Further details are given in the attached commentary.
All other budgets are expected to outturn at, close to, or lower than budget. Officers expect that the VAT refund will offset areas that are unable to meet budget and that overall services will be provided within budget this year. The next report in November will be based on the detailed projected outturns.
The only significant variance on the HRA is an estimated increase in rental income of £360,000 because of low RTB sales and low void levels.
4. Relationship to the Corporate Plan
Regular monitoring and reporting of the Council’s financial position is key to maintaining a sound financial strategy. This is an important element of the Council Performing Strongly theme.
5. Financial, legal, staffing and other administrative implications and risk assessments
Financial Implications Budget Monitoring
General Fund
As noted in paragraph 3.3 and Appendix A there are some potentially significant budget variances. Overall, though, Officers expect the General Fund to outturn within budget.
Housing Revenue Account
At this stage the only significant variance is increased income from rents.
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Legal Implications None Staffing Implications None Administrative Implications None Risk Assessment Without effective monitoring, the risk of not being able to meet the Council’s objectives within the approved budget would increase, but regular budget monitoring and swift action to correct budget failures significantly reduces this risk.
6. Appendices
Appendix A General Fund and Housing Revenue Account Commentary
BACKGROUND PAPERS
Documents Date File Ref Report Section and Exempt consulted Author Directorate Information Category Budget Steve Brooks Finance and N/A Monitoring 01322 343317 Resources papers MD
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Appendix A
Commentary on main budget risks in the General Fund and Housing Revenue Account
GENERAL FUND
Interest Receivable
The budget for interest receivable for the year is £400,000, split between £325,000 for funds managed by Investec and £210,000 for internally-managed funds, less a transfer of £135,000 to other accounts, mainly the HRA (these transfers assume an internal rate of interest for the year of 2%). The bank rate has remained at 0.5% and interest receipts on overnight funds have hovered between 0.5% and 0.80%. On internally managed funds, interest of approximately £230,000 has been earned to date or accrued (i.e. the proportion of interest on loans which have not yet matured which relates to 2010/2011) for the whole year. Cash flow is being actively managed with grant claims being submitted as early as possible and also by seeking a refund from DCLG on business rates payable to Government because of large refunds payable to GSK. On externally managed funds, the joint value of the Investec funds resulted in a reduction of just over £100,000 (July 2010) on the two pooled funds compared to the year end figure. The budget assumes an increase of £325,000 so a significant improvement will be required in the remaining months to meet budget. However, as we know from previous years, this value can fluctuate up and down during the year and, again, it is far too early to predict the year end position. Investec funds performed exceptionally well last year and you will recall that when closing the 2009/10 accounts we set up a specific reserve of £250,000 to cover against investment volatility.
Staffing vacancy factor
The full year budget is £200,000 and at the end of the August savings of £145,000 have been made. The budget should be met.
Inflation allowance on Contracts
The budget as approved on 1 March 2010 included an inflation allowance of £95,000 based on a 1% increase in RPI but RPI has been at significantly higher levels than this. Contracts are subject to RPI increases at different dates within the financial year and it is very unlikely that the budget allowance will be sufficient. This was recognised when closing the 2009/10 accounts and part of the 2009/10 net underspend was left in balances to allow for any potential increase above the budgeted allowance for inflation. Any such increases will impact on the base budget and have implications for future years.
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To date, £35,000 has been allocated to the Recycling/Refuse Collection/Environmental Cleansing budgets.
VAT Refund
Refunds of VAT (net of costs) totalling almost £290,000 have been received to date. These are in respect of three claims – a six-month extension of the period of eligibility for the prior Fleming claim on The Orchard Theatre, a claim dating back to 1990 for Stone Lodge Farm Park and Estate, and a claim for bulky domestic waste dating back to 1973.
This is a one off windfall and will not affect the base budget.
Other claims are still outstanding but we are less confident about success on these.
MANAGING DIRECTOR
Concessionary Fares
Usage for the first three months is slightly below expectations and thus slightly under budget.
Estates Income
The budget for estates income is £679,860 and to date there are no variances to report on.
EXECUTIVE DIRECTORATE
Land Charges Income
Under the new Local Land Charges (Amendment) Rules 2010, Local Authorities are no longer permitted to charge the £22 statutory fee for personal searches of the Local Land Charges register. The fee has been declared incompatible with the Environmental Information Regulations 2004, which require public access to environmental information to be non chargeable. The amendment came into force on 17 th August 2010.
The Land Charges service was predicted to perform 1700 Personal searches generating a predicted income of £37,400. The impact of the legislation at this stage of the financial year will be an estimated shortfall of £31,000. There is also the possibility that some refunds will be due to those previously charged the statutory fee but there is uncertainty over the legality of this.
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The following table shows the Land Charges income to the end of August. Income is cumulatively lower than the profiled budget by £11,848, though it is higher than the same period last year. Given the current level of demand for searches and the removal of the statutory charge by the current government, it is unlikely that the income budget will be achieved.
2009/10 2010/11 Current Budget £119,000 £144,000 Profile to Month 5 £49,980 £60,480 Actual £45,815 £48,632 Variance to Profile £4,165 under £11,848 under No. of receipts 461 432
Information Technology
Many of the Council’s software licences have in the past been subject to multi-year agreements which have enabled the expenditure to be capitalised. However with the implementation of shared services all licensing agreements are being reviewed and discussed with suppliers. This may have implications for the IT revenue budget but it is too early to say at this stage. This should be clearer in the next couple of months.
REGENERATION DIRECTORATE
Planning Income
Planning income is cumulatively lower than the profiled budget by £51,412 and £61,936 below the corresponding period last year. This is mainly because some large projects were ongoing at the start of 2009/10 (Phase 4 Waterfront & Pier in Greenhithe and Axton Chase).
The following table shows the progress to the end of August in 2009/10 and 2010/11. Whilst the overall number of receipts is encouraging, planning income is difficult to predict accurately.
2009/10 2010/11 Current Budget £485,000 £485,000 Profile to Month 5 £198,850 £198,850 Actual £209,374 £147,438 No. of Receipts (total) 269 311 No. of Receipts > £1K 17 18 Value of Receipts > £1K £167,826 £97,302 Variance to Profile £11,324 over £51,412 under
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Building Control
Building Control income is cumulatively higher than profiled budget by £20,979 and is higher than the corresponding period last year by £38,441. This is due to the increased volume of work the unit is undertaking, and an indication of a recovery of demand in the minor domestic & commercial markets.
The following table shows the progress to the end of August in 2009/10 and 2010/11.
2009/10 2010/11 Current Budget £342,000 £322,000 Profile to Month 5 £143,640 £135,240 Actual £117,778 £156,219 Actual as %age of Profile 82% 116% No. of Receipts 441 391
Public Realm
There are no budget problems with refuse recycling and street cleansing.
Dartford Festival
The net budget for the festival is £40,190. The current net expenditure is £31,010 and the spending officer predicts that when all invoices and income is received, the final net expenditure will be close to budget.
Acacia
As previously highlighted, there is a potential overspend of approximately £100,000. Budgets are being closely monitored to keep the net overspend as low as possible. Some additional one-off room hires have been achieved and the hire of the marquee is continuing at a similar level to 2009/10.
Princes Park
The 2010/11 budget for Princes Park is £115,000 which represents the grant given to Dartford Football Club to run the facility for the year, however this was based on the assumption that the new mini pitches would be operational for the start of the financial year and that the club would also maintain the mini pitches and derive an income from them. However the mini pitches will not be operational until later in the financial year, and will be subject to agreements with the funders; it is necessary to increase the grant to the 2009/10 levels. This will be an additional cost in 2010/11 (only) of approximately £30,000
Fairfield Pool
A new four year lease has been negotiated for the management of Fairfield Pool, effective from April 2010. The new lease has been agreed at approximately £80,000 per annum plus RPI. When the budget was set an indicative provision of £125,000 was made. Thus for 2010/11 there should be a saving on the budget of approximately £45,000. The base budget will be adjusted in 2011/12.
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Dartford Markets
Market income is cumulatively £9,682 below the profiled budget and £2,642 below the corresponding period last year. The results this year show that both markets are below budget. The Thursday market is £1,456 below the profiled budget and the Saturday market is £8,041 below the profiled budget.
The following table shows the progress to the end of August in 2009/10 and 2010/11.
2009/10 2010/11 Current Budget £317,050 £317,050 Profile to Month 5 £133,627 £133,627 Actual £126,587 £123,945 Actual as %age of Profile 95% 93%
STRATEGIC DIRECTORATE
Benefits
It is estimated that the Council will make a total of approximately £32m in benefit payments this year and virtually all of this will be reimbursed by Government grant. The Council also receives income from the repayment of previously overpaid benefit. The net budget for benefits is £50,000 and the current indication is that net expenditure will be lower than this.
Licensing
General licensing income is £4,722 higher than the profiled budget and £2,862 higher than actual income for the same time last year. Despite the closure of several Public Houses we are still receiving some applications for Variations etc; we have also received Annual Renewal Fees for Gambling Premises Licences earlier than expected which has increased our income during this period.
The majority of General Licensing income is expected mid year (September onwards) when the Gambling Act 2005 and Licensing Act 2003 annual fees are due. Consequently, it is too early to predict any variation in budgeted income.
Vehicle licensing income is £402 higher than the profiled budget and £708 higher than actual income for the same time last year. Vehicle Licensing income has been slightly increas ed due to additional candidates sitting for the Knowledge Test at the revised entrance fee rate. However, it is too early to predict any variation in budgeted income.
2009/10 2010/11 Budget Profile to Month 5 £38,646 £38,646 Actual £40,200 £43,770 Annual Budget £141,300 £141,300
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Car Parks Income
Both fees and charges and fines and costs are achieving more income than their budget profiles. The position at the end of August shows that income from fees and charges is £135,858 against a budgeted income of £124,190 for the same period. The position at the end of August for fines and costs is £120,524 against anticipated income of £109,090.
Car Park Income Full Year Budget Anticipated Income Actual Income to to date date Fees and Charges £345,090 £124,190 £135,858 Fines and Costs £260,740 £109,090 £120,524 Total Income £605,830 £233,280 £256,382
At this stage last year the income from fines and costs income was £114,856. The full year budget of £605,830 for 2010/11 includes an estimate of £50,000 for the temporary Westgate surface car park. This estimate was based on the car park being operational from October, however the car park is unlikely to be operational until later in the year and therefore it is highly unlikely that the budgeted £50,000 income for that car park will be achieved. When an opening date has been confirmed, officers will provide Members with a revised income projection for that site.
The above figures exclude the income from the Greenhithe Residents’ Parking Scheme which will also become operational during 2010/11. The budgeted income for 2010/11 is £50,000. There are currently a number of issues still to be resolved and for this year we are unlikely to achieve the budgeted income. Officers will provide Members with a revised projection for the scheme when a full operational date is known.
Environmental Health
The Council took a prosecution involving two dogs under the Dangerous Dogs Act 1991, which could extend to a third dog. The two dogs have now been destroyed, by order of the court, but the Council incurred significant kennelling costs whilst the case proceeded. The budget for kennelling costs is £24,420 and as a result of this issue, there is the potential to overspend on this budget by £5,000. Officers are currently seeking assistance towards this cost from Kent Police. Officers are hoping to contain costs within the overall Environmental Health budget but it is very early in the financial year to confirm that this will be possible.
Temporary Housing Accommodation
This budget covers expenditure and income relating to the use of temporary accommodation for which the Council has a statutory responsibility. The Council leases properties from the private sector and also, if necessary, uses nightly paid accommodation.
The budget was based on having 67 leased properties available during the year and a requirement for 7,546 nights of accommodation.
As at the end of July, the council had 66 leased properties in use and had incurred costs for 2,522 nights. The use of nightly accommodation is slightly lower than last year but
$dqcelx4e.doc Page 25 Agenda Item 17 higher (about 25%) than allowed for in the budget. However, the rates paid for nightly accommodation are much lower than last year.
Overall, if the current trend continues, net expenditure will probably be over budget but not significantly. Housing and Finance staff will continue to work closely to monitor expenditure against this budget.
HOUSING REVENUE ACCOUNT
There are no major issues to report at this stage. Data to the end of July indicate only minor issues in the areas of Estate Management and Supported Housing. Expenditure to date on Responsive and Planned Repairs is significantly under budget. This is mainly due to the “bedding-in” period for the new contractor who started in April, and a number of old commitments relating to the previous contractor being deleted.
Data to the end of July indicate that Housing Revenue Account rents and service charges will outturn some £360,000 higher than the budgeted sum. This is partially due to the low level of sales and voids experienced so far this year, and the policy to charge the full formula rent upon tenancy change (when the formula rent is higher than the rent currently charged). Service charges have been under-budgeted for in 2010/11, and this area will be fully reviewed over the next couple of months and the revised total reflected in the Projected Outturn Report.
There are no other notable under or overspends elsewhere in the budget at this stage, and the HRA is anticipated to remain in surplus and to contribute its budgeted £2.5m towards the Decent Homes capital programme.
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CABINET 23 SEPTEMBER 2010
BENEFITS SERVICE – PROGRESS AGAINST IMPROVEMENT PLAN
1. Summary
The report updates Members with the latest performance information for the Benefits service.
2. RECOMMENDATION
That Members note the sustained improvement in performance of the Benefits service and progress against the Improvement Plan targets.
3. Background and Discussion
3.1. Members at Quality Services Committee on 16 March and at Cabinet on 25 March were informed of underperformance of the Benefits services due to a combination of unprecedented workloads caused by the recession and long term sickness within the Benefits Team. The number of people claiming Job Seekers Allowance in Dartford more than doubled between October 2008 and October 2009. Dartford had the highest increase in claimants in Kent (61%) against a Kent average increase of 43%. This increase in DWP claimants resulted in an increase in claims for Council Tax Benefit and Housing Benefit.
3.2. Members were advised that this had led to long delays in processing claims for benefit. To minimise the impact the service prioritised claims from non-council tenants and liaised closely with colleagues in Housing regarding Council tenant rent arrears where claims for benefit were pending.
3.3. Members were informed that management had taken a number of measures to remedy the situation and that Management Team had authorised a short term injection of additional resources to assist in dealing with the backlog of work. Performance improved steadily throughout Quarter 4 2009/10.
3.4. An Improvement Plan that set future targets and would ensure sustained improvement was submitted to Cabinet at its meeting on 22 April and was considered by the Quality Services Committee at its meeting in June. Members were advised that performance was meeting, and in some instances exceeding, targets.
3.5. Quality Services Committee received a further update on performance at their meeting on 7 September and Members were pleased to note that the improvement in performance has been sustained, supported and monitored by robust performance Agenda Item 21 Page 28
CABINET 23 SEPTEMBER 2010
monitoring. The service manager and the Strategic Director now receive comprehensive statistical information weekly and Management Team retains an overview of performance trends. The long-term absences due to ill-health have been resolved and resource levels are commensurate with the workload. The senior team members who had assisted with clearing the backlog have returned to their normal duties.
3.6. Appendix A shows the improvement in performance over the past year together with current performance against the Improvement Plan targets. This shows clearly that performance has improved significantly, with all aspects of performance meeting, or being very close to meeting the targets set. Where they are available Department for Work and Pensions (DWP) figures have also been shown. These are the definitive figures for performance but there is a considerable time-lag before they are published. The difference between DWP and Dartford’s figures is because the DWP discounts certain cases from their calculations whereas Dartford figures include all cases and will generally understate performance against DWP figures by 1-3 days. All days quoted are calendar days, not working days.
3.7. In summary, and using Dartford figures for consistency, the average no. days to process a new claim has reduced from 50 days in Quarter 2 2009/10 to 22 days in Quarter 1 2010/11 and average no. days to process a change in details (CID) has reduced from 42 days in Quarter 2 2009/10 to 13 days in Quarter 1 2010/11.
3.8. This significant improvement in performance has been recognised, formally, in a letter from the DWP dated 8 September 2010.
3.9. Workload, although still high, has reduced in comparison with workload at the height of the recession. The number of new claims is falling although changes in details to claims in payment are high - 3,698 CID were processed in Quarter 1 2010/11. Compared with 2,944 in Quarter 1 2009/10, this is a 26% increase. However, less processing was carried out in Quarter 1 2009/10 due to staff sickness. The number of changes processed in the first half of Quarter 2 2010/11 is similar to Quarter 1 2010/11 and performance is being maintained.
3.10. The numbers of changes may in part be due to the bigger caseload, now in excess of 7,200 as against 6,400 in April 2009. The recession has particularly affected the self-employed and those in temporary employment. Many of the changes needed to be processed by the Benefits Team are initiated or confirmed by electronic notification from the DWP and there is fluctuation in numbers received. There is
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CABINET 23 SEPTEMBER 2010
not always a discernible pattern to this and it may simply reflect DWP’s own processing capacity.
3.11. The amount of benefit paid to claimants in 2009/10 was 20% more than was paid in 2008/09, further indication of the increased levels of service activity.
3.12. Efforts to sustain, and further improve, performance have continued in the context of the project to introduce a joint Revenues and Benefits service with Sevenoaks District Council. Service levels for the joint service were agreed based upon a balance of customer expectation and service capacity and cost. Targets in the Improvement Plan were therefore set so as to ensure common performance standards across the two authorities in advance of the establishment of a joint team. The joint service was approved by this Council’s Cabinet on 24 June and Sevenoaks Cabinet on 8 July.
3.13. All senior appointments for the joint service have now been made with the current Sevenoaks Benefits Manager appointed as joint Benefits Manager. She is increasingly involved in the Dartford service and will take over day-to-day management pre-merger so that service delivery and transition to the joint service are progressed in tandem. Work is already underway to ensure that comparable weekly performance statistics are produced for both Councils and all processes will be reviewed in order that the joint service adopts the best from each and introduces new processes where appropriate. As an example, the joint service intends to implement e-claims and telephone notification of changes to both maximise efficiencies and improve customer service. Dartford introduced telephone and electronic notification of changes at the beginning of August and this will further improve Dartford’s performance on changes which, although significantly improved over last year, remains slightly behind target. Further improvement is critical because the speed at which changes are processed has a substantial effect on overall average performance due to the volume of changes as against new claims.
3.14. Necessary changes are underway to accommodation and IT systems and Dartford’s Revenues and Benefit teams will relocate to Sevenoaks in December 2010 as the joint service will be hosted and managed by Sevenoaks District Council. Governance arrangements will include oversight by a joint management board with quarterly performance reports to relevant committees at both Councils (Cabinet and Quality Services at Dartford).
4. Relationship to the Corporate Plan
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CABINET 23 SEPTEMBER 2010
The Corporate Plan includes the Council’s aim to provide high quality services that reflect public aspirations and demonstrate improvement.
5. Financial, legal, staffing and other administrative implications and risk assessments
All measures taken to date have been Financial Implications funded from existing service budgets. There are no financial implications as a result of this report.
Legal Implications As set out in the body of the report Staffing Implications As set out in the report and appendix Administrative Implications None Risk Assessment There is a risk that a larger than anticipated increase in workload or an unexpected loss of processing capacity will again lead to a build up of work. The accurate and timely performance information now available will enable injection of additional resources to compensate, should this be necessary.
There is a risk that the necessary work to create the joint service will detract from delivering the day-to-day service. Careful project planning and monitoring together with thoughtful use of project contingency will mitigate this risk.
6. Appendices Appendix A Performance
BACKGROUND PAPERS
Documents Date File Ref Report Section and Exempt consulted Author Directorate Information Category Sheri Green Benefits 01322 343125 Strategic
Appendix A Performance
New Claims CID Ave. % processed within % processed Ave. Processing 14 Days of claim within Processing Days complete 50 Days of claim Days receipt Targe Actual Targe Actual Target Actual Target Actual t t By end of: DB DW DB DW New CID New CID
C P C P Claims Claims Page 31 Q1 2009/10 44 42 27 24 60 62 Q2 50 47 42 39 59 60 Q3 45 44 21 20 60 66 Q4 31 30 12 11 62 69 March 2010 26 23 22 13 5 5 65 74 Q1 2010/11 24 22 12 13 85 90 85 95 97 97 Q2 22 22 11 13 90 89 86 95 97 98 Q3 21 10 95 95 Agenda Item21 Q4 21 10 100 95 2010/11 YTD 22 13 97 97 Cumulative Ave.
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